Course work

"Organizational and managerial structure:

construction principles"

Introduction

Organizational management structures

1 The concept and principles of building an organizational management structure

2 Comparative analysis of types of organizational structure

3 Organizational structure selection factors

Analysis of the organizational and managerial structure

1 Characteristics of the enterprise

2 Analysis of the organizational and managerial structure of Hikoniks LLC

Conclusion

Bibliography

Application

organizational management structure

Introduction

Improving the efficiency of the enterprise is largely determined by the organization of the management system, which depends on the clear structure of the enterprise and the activities of all its elements in the direction of the chosen goal.

The behavior strategy is focused on finding the optimal solution between the centralization and decentralization of power functions, which is due to the need to: promptly respond to changes in the external environment; establish rational links between links and management structures at all levels, minimize the number of steps in the management structure; increase the efficiency of decisions made.

In modern conditions, the success of an enterprise is determined, first of all, by the impact of management on the factors of production. The problem of flexibility and adaptability to constant changes in the external environment is put forward in the first place. These include social factors and conditions that do not have a direct impact on the operational activities of the enterprise. The significance of factors rises sharply in connection with the growing complexity of the entire system of social relations.

The purpose of the organizational structure is to ensure the achievement of the objectives of the organization. The definition of the structure should be based on the strategic goals of the organization.

The "best" structure is the one that best enables an organization to interact effectively with its external environment, distribute and direct the efforts of its employees in a productive and efficient manner, and thus meet customer needs and achieve its goals with high efficiency.

Improving the organizational structure involves clarifying the functions of departments, determining the rights and obligations of the manager and employee, eliminating multi-stage, duplication of functions and information flows. The organizational structure, ideally, is, first of all, the establishment of clear relationships between the individual divisions of the organization, the distribution of rights and responsibilities between them. Within the framework of the structure, various requirements for improving management systems are implemented, expressed in certain principles.

Despite this, I do not single out unambiguously progressive, as well as unambiguously inefficient organizational structures. Each of them has both its advantages and disadvantages. The task of modern managers is to find and bring to life just such an organizational structure that will most fully meet the goals and objectives of the organization. The competitiveness of such an organization will directly depend on the success and relevance of the organizational structure.

By choosing the right structure, a seemingly hopeless venture can be saved. And not only to save, but to bring it to a qualitatively new level. After all, a clear and well-coordinated work of all departments, based on a correctly chosen structure, is a serious advantage in the modern market.

The purpose of this course work is to analyze and identify the principles of building the organizational structure of the enterprise.

Work tasks:

Analysis of existing organizational structures and principles of their construction.

Determination of the existing organizational structure of the enterprise.

1. Organizational management structures

.1 The concept and principles of building the organizational structure of management

The organizational structure of management (OSU) is one of the key concepts of management, closely related to the goals, functions, management process, the work of managers and the distribution of powers between them. Within the framework of this structure, the entire management process takes place (the movement of information flows and the adoption of managerial decisions), in which managers of all levels and categories participate.

The management structure is understood as an ordered set of stably interconnected elements that ensure the functioning and development of the organization as a whole. OSU is also defined as a form of division and cooperation of management activities, within the framework of which the management process is carried out according to the relevant functions aimed at solving the set tasks and achieving the intended goals. From these positions, the management structure is presented in the form of an optimal distribution of functional duties, rights and responsibilities.

Indeed, without a structure, the people involved would be just an unruly crowd, or, at best, a collection of independent groups, and not an organization. Structure is one of the main characteristics of an organization.

The organizational structure of management is called the composition, ratio, location and interconnection of individual subsystems of the organization. It is aimed primarily at establishing clear relationships between individual divisions of the organization, the distribution of rights and responsibilities between them.

The following elements are distinguished in the management structure of the organization:

Links (departments)

Levels (steps) of management

Links - horizontal and vertical.

TO linksmanagement includes structural units, as well as individual specialists performing the relevant management functions, or part of them. The management links should also include managers who regulate and coordinate the activities of several structural units.

The formation of the management link is based on the performance of a certain management function by the department. Communications established between departments are horizontal.

Under levelmanagement understand the totality of management links that occupy a certain stage in the organization's management systems. Management levels are vertically dependent and subordinate to each other in a hierarchy: managers at a higher level of management make decisions that are concretized and brought to lower levels. Hence the pyramidal structure of the organization's management arose.

§The president

§Vice President

§Directors of Services

§ Shop managers

§Senior masters

§Foremen.

Organizational management structures are distinguished by a wide variety of forms, which are based on distinctive features, in particular, the size of the organization's production and commercial activities, the production profile, the degree of financial and economic independence, and the centralization of management.

Relationships between the elements of the control structure are maintained by connections, which are usually divided into horizontal and vertical.

Vertical links- these are the connections of leadership and subordination, for example, the connection between the director of the enterprise and the head of the shop. The need for them arises when the management system is built hierarchically, that is, when there are different levels of management, each of which pursues its own goals.

Horizontal links- these are connections of cooperatives of equal elements, for example, connections between the heads of shops. They have the character of coordination and are single-level.

With a two-level structure, upper levels of management (management of the organization as a whole) and lower levels (managers who directly supervise the work of performers) are created. With three or more levels in the OSU, the so-called middle layer is formed, which in turn can consist of several levels.

In the management structure of the organization, linear and functional relationships are distinguished. The essence of the first is in relation to the adoption and implementation of management decisions and the movement of information between the so-called line managers, that is, persons who are fully responsible for the activities of the organization and its structural divisions. Functional links are associated with certain management functions. Accordingly, such a concept as authority is used: line personnel, staff and functional. The powers of line managers give the right to resolve all issues of development of the organizations and divisions entrusted to them, as well as to give orders that are mandatory for other members of the organization (divisions). The powers of staff personnel are limited to the right to plan, recommend, advise or assist, but not order other members of the organization to carry out their orders.

At all levels of management, great attention is paid to the principles and methods of forming structures, choosing the type or combination of types of structures. The versatility of the content of management structures determines the many principles of their formation. The main of these principles can be formulated as follows:

The organizational structure of management should, first of all, reflect the goals and objectives of the organization, and, therefore, be subordinate to production and its needs.

An optimal division of labor between management bodies and individual workers should be envisaged, ensuring the creative nature of the work and the normal workload, as well as proper specialization.

The formation of the management structure should be associated with the definition of the powers and responsibilities of each employee and management body, with the establishment of a system of vertical and horizontal links between them.

Between functions and duties, on the one hand, and powers and responsibilities, on the other, it is necessary to maintain a correspondence, the violation of which leads to dysfunction of the management system as a whole.

The organizational structure of management is designed to be adequate in the socio-cultural environment of the organization, which has a significant impact on decisions regarding the level of centralization and detail, the distribution of powers and responsibilities, the degree of independence and the extent of control of leaders and managers.

The implementation of these principles means the need to take into account the formation (or restructuring) of the management structure of many different factors influencing the OSU.

The main tools for the formation of the organizational structure of enterprise management are:

Analysis and division of management and innovation processes into separate constituent functions, tasks;

Synthesis and grouping of tasks into homogeneous groups are quite stable over the duration of the period of the enterprise's activity;

Creation of specialized divisions and services by assigning to them homogeneous groups of tasks, objects, management functions, composition of workers and equipment;

Development of job descriptions and regulations on departments, services, subdivisions for documenting the adopted organizational structure of management.

The main factor "setting" the possible contours and parameters of the management structure is the organization itself. It is known that organizations differ in many ways. A wide variety of organizations in the Russian Federation predetermines the plurality of approaches to building management structures. These approaches are different in organizations commercial and non-commercial, large, medium and small, located at different stages of the life cycle, having different levels of division and specialization of labor, its cooperation and automation, hierarchical and "flat", and so on. Obviously, the management structure of large enterprises is more complex than that required by a small firm, where all management functions are sometimes concentrated in the hands of one or two members of the organization (usually a manager and an accountant), where, accordingly, there is no need to design formal structural parameters. As the organization grows, and hence the volume of managerial work, the division of labor develops, and specialized units are formed (for example, in personnel management, production, finance, innovation, etc.), the well-coordinated work of which requires coordination and control.

It is important to pay attention to the interface between the management structure and the phases of the organization's life cycle. At the stage of the inception of the organization, management is often carried out by the entrepreneur himself. At the stage of growth there is a functional division of labor of managers. At the stage of maturity in the management structure, the tendency towards decentralization is most often realized. During the decline stage, measures are usually developed to improve the management structure in accordance with the needs and trends in changing production. Finally, at the stage of termination of the existence of the organization, the management structure is either completely destroyed (if the company is liquidated), or it is reorganized (as soon as this company is acquired or taken over by another company that adapts the management structure to the phase of the life cycle in which it is located).

The formation of the management structure is influenced by changes in the organizational forms in which enterprises operate. So, when a company joins any association (concern, association, etc.), management functions are redistributed (part of the functions are centralized), therefore, the management structure of the company also changes. If an enterprise remains independent and independent, but becomes part of a network organization that temporarily unites a number of interconnected enterprises (most often to take advantage of a favorable situation), it has to make a number of changes to its management structure. This is due to the need to strengthen the functions of coordination and adaptation to the management systems of other companies in the network.

Most organizations continuously improve their organizational structures. The main directions for improving the organizational structures of management are:

· decentralization of production and marketing operations;

· innovative economy, search for new markets, diversification of operations;

· systematic increase of creative and production efficiency of the personnel;

· the transition from narrow specialization to integration in the content and nature of the management activity itself, in the style of management;

· transformation of pyramidal OSUs into flat ones with a minimum number of levels between top management and direct executors;

· refusal to use administrative levers of coordination and control.

· giving management the broadest decision-making power.

Structural change usually occurs slowly and quietly as new problems emerge and the organization has to be modified to deal with them.

.2 Comparative analysis of types of organizational structure

There are two types of organization management: bureaucratic (mechanistic) and organic (adaptive). They are built on fundamentally different foundations and have specific features that make it possible to identify areas of their rational use and prospects for further development.

Mechanistic (bureaucratic) model. Organizational design, the purpose of which is to achieve a high level of production and efficiency based on the widespread use of rules and procedures, centralized authority and high specialization of work.

The main concepts of the bureaucratic type of management structure are rationality, responsibility and hierarchy.

Bureaucratic management structures have shown their effectiveness, especially in large and super-large organizations, in which it is necessary to ensure the well-coordinated work of large teams of people working for a common goal. These structures make it possible to mobilize human energy and cooperate with the labor of people in solving complex projects, in mass and large-scale production. However, they have inherent shortcomings, which are especially noticeable in the context of modern conditions and tasks of economic development. It is obvious, first of all, that the bureaucratic type of structure does not contribute to the growth of the potential of people, each of whom uses only that part of his abilities that is directly required by the nature of the work performed.

The mechanistic model includes such types of organizational structures as linear, linear-staff, functional, divisional structures.

Linear organizational structure of management- This is one of the simplest organizational management structures. It is characterized by the fact that at the head of each structural unit there is a single leader, endowed with all powers and exercising sole leadership of subordinate employees and concentrating all management functions in his hands (Fig. 1).

Rice. 1. Linear control structure

Since in a linear management structure decisions are passed down the chain "from top to bottom", and the head of the lower level of management is subordinate to the head of a higher level above him, a kind of hierarchy of leaders of this particular organization is formed. It is based on the principle of unity in the distribution of orders, according to which only a higher authority has the right to issue orders. Such an organizational structure is formed as a result of building a management apparatus from mutually subordinate bodies in the form of a hierarchical ladder, i.e. each subordinate has one leader, and the leader has several subordinates. Two leaders cannot communicate directly with each other, they must do this through the nearest higher authority. Such a structure is often referred to as a single-line structure.

The linear management structure is logically more harmonious and formally defined, but at the same time less flexible. Each of the leaders has full power, but relatively little ability to solve functional problems that require narrow, specialized knowledge.

The linear organizational structure of management has its advantages and disadvantages.

The advantages of such a structure are:

· simple construction;

· unambiguous limitation of tasks, competence, responsibility;

· strict leadership of the governing bodies;

· efficiency and accuracy of management decisions;

· a clear system of mutual relations of functions and divisions;

· a clear system of unity of command - one leader concentrates in his hands the management of the entire set of processes that have a common goal;

· quick reaction of executive departments to direct instructions from higher-level ones;

· personal responsibility of the leader;

· clear delineation of responsibility and competence;

· fast and economic forms of decision-making;

· simple hierarchical communications;

· personal responsibility.

Flaws:

· a tendency to red tape and shifting responsibility when solving problems that require the participation of several departments;

· criteria for the efficiency and quality of work of departments and the organization as a whole are different;

· a large number of "management floors" between workers producing products and the decision maker;

· overload of top-level managers;

· increased dependence of the results of the organization's work on the qualifications, personal and business qualities of top managers;

· lack of links for planning and preparing decisions;

· difficult connections between authorities;

· high professional requirements for managers;

· complex communications between performers;

· low level of specialization of managers;

The linear management structure is used by small and medium-sized firms that carry out simple production, in the absence of broad cooperative ties between enterprises.

Multi-line (functional) organizational structure of organization management.Functional management is carried out by a certain set of departments specialized in performing specific types of work necessary for making decisions in the linear management system (Fig. 2).

Rice. 2. Multi-line (functional) structure

In an organization, as a rule, specialists of the same profile are combined into specialized structural units (departments), for example, a marketing department, a planning department, accounting, etc. Thus, the overall task of managing the organization is divided, starting from the middle level according to the functional criterion. Here, with the help of directive guidance, hierarchically lower levels of management can be connected to various higher levels of management. The transfer of instructions, instructions and messages is carried out depending on the type of task.

Functional management exists along with linear management, which creates double subordination for performers.

Such functional specialization of the management apparatus significantly increases the effectiveness of the organization.

The multi-line structure has its advantages and disadvantages.

Advantages:

· high professional level of preparation of solutions;

· fast communications;

· unloading high management;

· professional specialization of managers;

· high competence of specialists responsible for the implementation of specific functions;

· standardization, formalization and programming of phenomena and processes;

· exclusion of duplication and parallelism in the performance of managerial functions;

· reducing the need for generalists;

· reduction of coordination links;

· strengthening vertical ties and strengthening control over the activities of lower levels.

Flaws:

· the complexity of preparing and coordinating decisions;

· lack of unified leadership;

· duplication of orders and communications;

· the difficulty of not having control;

· excessive interest in the implementation of the goals and objectives of "their" units;

· difficulties in maintaining constant relationships between various functional services;

· ambiguous distribution of responsibility;

· difficult communication;

· lengthy decision-making process.

In this structure, the principle of unity of command is violated and cooperation is difficult.

The disadvantages of both linear and functional structure are largely eliminated in l linear-functional management structure (headquarters management)(Fig. 3).

Rice. 3. Linear-functional (headquarters) management structure

With linear management, specialists form a headquarters that prepares data for him to competently solve special problems. In this case, the functional bodies are subordinate to the line manager. Their orders are given to production units only after agreement with him, which contributes to a more competent solution of issues. But with a linear-functional management structure, the load on the line manager increases sharply, who must play the role of an intermediary between functional services and production units subordinate to him. He perceives information flows from subordinate units, gives tasks to functional services, develops a decision, issues commands from top to bottom.

At present, the linear-functional (headquarters) structure in industry plays a leading role. The basis of this structure is linear control. The role of functional bodies varies depending on the level of management. The higher the level, the greater the role played by functional organs. At the level of site management, the influence of functional services is insignificant, but at the level of enterprise management, they do a great job of planning, technical preparation for production, and development of management decisions.

The larger the firm and the more complex its management structure, the more acute is the issue of coordinating the activities of functional services or creating large specialized units with highly qualified specialists.

The main task of line managers here is to coordinate the actions of functional services (links) and direct them in line with the general interests of the organization.

The advantages and disadvantages of a linear-functional structure can be called:

Advantages:

1.Deeper preparation of decisions and plans related to the specialization of employees;

2.release of the chief line manager from in-depth problem analysis;

.the possibility of attracting consultants and experts;

4.accurately identify locations and required resources (especially personnel);

5.contributes to the standardization, formalization and programming of the process;

6.improved horizontal coordination;

.balance of functional and line management.

Flaws:

1.Increasing staff through staff structures;

2.danger of conflicts between linear and functional structures;

.complexity of vertical communications;

.fuzzy decision-making procedures;

5.hinders horizontal alignment;

6.difficult to respond to change.

Divisional organizational structure.

Basically, according to this model, the structure of the largest organizations is built, which, within the framework of their giant enterprises (corporations), began to create production departments, giving them a certain independence in the implementation of operational activities. At the same time, the administration reserved the right to strict control over corporate-wide issues of development strategy, research and development, investment, and so on.

The key figures in the management of organizations with a divisional structure are not managers, but managers who head production departments. The structuring of the organization by departments is carried out, as a rule, according to one of three criteria:

By products or services provided (product specialization);

By consumer orientation (consumer specialization);

By service areas (regional specialization).

This approach provides a closer connection between production and consumers, significantly speeding up its response to changes in the external environment. As a result of expanding the boundaries of operational and economic independence, departments began to be regarded as "profit centers", actively using the freedom granted to them to increase work efficiency.

Areas of application of the divisional management structure:

· Diversified enterprises;

· Enterprises located in different regions;

· Enterprises carrying out complex innovative processes.

The subdivisions that form the divisional structure are united with each other, as well as with a common center, by industrial, financial and administrative ties.

Advantages and disadvantages of this management structure

Advantages:

1.Organization of directive links according to the linear principle

2.Relatively powerful use of the technical support coordination tool

.Quick response to market changes

.The release of top managers of the company from operational and routine decisions

5.Clear division of responsibility;

6.High flexibility and adaptability of the system

.High independence of structural units

.Simplicity of communication networks

.Personnel autonomy, high motivation

Flaws:

1.High need for leadership

2.Difficult coordination;

.Increased costs due to duplication of functions

.Difficulty in implementing a unified policy;

.Staff disunity

.Weak synergistic effect.

Let's consider another type of organizational structure - organic, which arose as an antipode of a bureaucratic organization.

Organic (adaptive) model.The organic model of organizational design aims to achieve high levels of adaptability and development with limited use of rules and procedures, decentralization of power, and a relatively low degree of specialization.

Unlike the mechanistic type of organizational structures, the organic type arose relatively recently and owes its appearance to entrepreneurs who needed a higher degree of flexibility and adaptability to rapidly changing environmental conditions. The organic system rejects the idea of ​​the effectiveness of the organization as an "organized" and clockwork structure, on the contrary, this model is designed to implement radical changes and thereby provide the necessary adaptability. Such an organization is driven by opportunities far more than limits, prefers to find new action rather than cling to old ones, values ​​discussion more than complacency, and encourages doubt and controversy rather than accepting all management decisions on faith.

It should be noted that the organic type of management structure is only in the initial phase of its development, and few organizations use it in its “pure” form. But elements of this approach to the management structure have become quite widespread, especially in those companies that seek to adapt to a dynamically changing environment. The organic model includes such types of organizational structures as matrix, project structure, team.

Matrix organizational structure.

This structure can be characterized as a "lattice" organization built on the principle of dual subordination of performers: on the one hand, to the direct head of the functional unit that provides staff and other resources to the project (or target program) head, on the other, to the head of the temporary group, which is endowed with the necessary powers and is responsible for the timing, quality and resources. With such an organization, the project manager interacts with two groups of subordinates: with members of the project team and with other employees of functional departments who report to him temporarily and on a limited range of issues (and their subordination to the direct heads of departments - departments, services is maintained).

Program management is carried out by specially appointed managers who are responsible for coordinating all program communications and achieving its goals in a timely manner. At the same time, top-level managers are relieved of the need to make decisions on current issues. As a result, at the middle and lower levels, the efficiency of management and responsibility for the quality of execution of specific operations and procedures increase, i.e. the role of heads of specialized subdivisions in organizing work according to a clearly defined program is noticeably increasing.

Problems that arise in prioritizing tasks and allocating time for specialists to work on projects can disrupt the stability of the firm and make it difficult to achieve its long-term goals. To ensure the coordination of work in a matrix management structure, the program control center is designed to link the implementation of management procedures by individual functional and linear divisions.

The scale of application of matrix structures in organizations is quite significant, which indicates their effectiveness, although the system of dual (and in some cases even multiple) subordination causes many problems with personnel management and its effective use.

The fundamental principle in the matrix approach to building organizational management structures is not to improve the activities of individual structural units, but to improve their interaction in order to implement a particular project or effectively solve a particular problem. Thus, the main principle of the formation of the matrix structure is a developed network of horizontal connections, the numerous intersections of which with the vertical hierarchy are formed through the interaction of project managers with the heads of functional and linear divisions.

This organizational structure has its advantages and disadvantages.

Advantages:

The ability to quickly respond and adapt to changing internal and external conditions of the organization

Increasing the creative activity of administrative and managerial personnel through the formation of program units that actively interact with functional structures

Rational use of personnel through specialization of various types of labor activity

Increasing the motivation of activities through the decentralization of management and the strengthening of democratic principles of leadership

Strengthening control over individual project tasks

Reducing the burden on high-level managers by delegating a certain part of the authority

Increasing personal responsibility for the implementation of the program as a whole and its constituent elements.

Flaws:

1.Complex subordination structure

2.The presence of a "spirit" of unhealthy rivalry between program managers

.The need for constant monitoring of the "correlation" of forces between the tasks of management by objectives

.Difficulty in acquiring the skills needed to work on the new program.

Design structures

Project structures are formed when an organization develops projects, which are understood as any processes of purposeful changes in the system, for example, the modernization of production, the development of new products or technologies, the construction of facilities, etc. Project management includes the definition of its goals, the formation of a structure, the planning and organization of the execution of work, and the coordination of the actions of performers (Fig. 6).

Rice. 6. Example of a project structure

Project structures are mobile and focused on a certain type of activity. This allows you to achieve a high quality of work. At the same time, due to the narrow specialization, the resources used in the project, upon completion of the work, cannot always find further use, which increases costs. Therefore, the use of project structures is far from affordable for all organizations, despite the fact that such a principle of organizing work is very fruitful.

The scope of the design structure is:

· When creating a new enterprise;

· When creating a new innovative product;

· Institutions, subsidiaries or affiliates;

· Carrying out large-scale R&D;

· Temporary organization created to solve individual problems.

The considered type of structure is highly flexible, quite simple and economical. In addition, they allow the organization to develop several projects in parallel, without changing the usual management structure.

Brigade organizational structure.The basis of the brigade structure is the group form of organization of labor and production (Fig. 7).

Rice. 7. The structure of the organization, consisting of working groups (brigade)

The transition to brigade structures usually requires considerable preparation, which, first of all, is associated with the distribution of all personnel into groups (brigades), the number of members in which is small (usually 10-15 people). The team is headed by a freed leader, the nature of his work is determined by the concept of team work, which encourages mutual assistance, interchangeability, personal responsibility, focus on consumer needs. Therefore, management is in the nature of consultations and relies on group problem solving. At the same time, the requirements for the qualifications of workers change significantly: preference is given to people with universal knowledge and skills, since only they can provide interchangeability and flexibility when changing tasks performed by a group.

One of the problems that arises in the brigade structure is the horizontal coordination of the work of interrelated teams.

The organic model of organizational design differs sharply from the mechanistic model because their organizational characteristics are the result of different performance criteria. While the mechanistic model aims for maximum efficiency and productivity, the organic model aims for maximum satisfaction, flexibility and development.

Comparison of mechanistic and organic types of management structures is usually made according to several parameters (Appendix 1).

Organic and mechanical structures are only two extremes. The structures of real organizations lie between them, possessing signs of both mechanical and organic structures in different proportions. In addition, it is quite common for different departments within the same organization to have different structures. So, in large organizations, some units may have a mechanical structure, while others may have an organic one.

.3 Organizational structure selection factors

The choice of a particular organizational structure depends on a number of factors.

Fig. 8 Organizational structure selection factors

The most significant are the following factors:

the size and degree of diversity of activities inherent in the organization;

geographical location of the organization;

technology;

attitude towards the organization on the part of the leaders and employees of the organization;

dynamism of the external environment;

strategy implemented by the organization.

The organizational structure must comply sizeorganization and not be more complex than necessary.

Influence technologieson the organizational structure is manifested in the following. First, the organizational structure is tied to the technology that is used in the organization. The number of structural units and their mutual arrangement strongly depend on what technology is used in the organization. Secondly, the organizational structure must be built in such a way that it allows for technological renewal.

Geographic locationorganization in case the regions are sufficiently isolated, leads to the delegation of certain rights in decision-making to regional divisions and, accordingly, to the appearance of regional divisions in the organizational structure.

Dynamism of the external environmentis a very strong factor in determining the choice of organizational structure. If the external environment is stable, there are minor changes in it, then the organization can successfully apply mechanistic organizational structures that have little flexibility and require a lot of effort to change them. In the same case, if the external environment is very dynamic, the structure must be organic, flexible and able to quickly respond to external changes. In particular, such a structure should imply a high level of decentralization, the presence of structural units of greater rights in decision-making.

Strategyhas a significant impact on the choice of organizational structure. It is not necessary to change the structure every time the organization moves to implement a new strategy. However, it is imperative to establish how the current organizational structure is in line with the strategy, and only then, if necessary, to make appropriate changes.

The organizational structure largely depends on how its choice is treated managerswhat type of structure they prefer and how much they are willing to go for the introduction of non-traditional forms of building an organization.

The diagram of any organization shows the composition of departments, sectors and other linear and functional units. However, it should be understood that such a factor as human behavior, which affects the order of interaction and efforts to coordinate actions, cannot be depicted in the diagram. It is human behavior that determines the effectiveness of the functioning of the structure to a greater extent than the formal distribution of functions between departments.

2. Analysis of the organizational and managerial structure

.1 Characteristics of the enterprise

HIKONIX was founded in 1995 and is the official distributor of such well-known companies as: Mitsubishi Electric (Japan), Tadiran (Israel), Wesper (France), CARRIER (USA), CIC (Czech Republic) . The company has been a member of the Association of Climate Industry Enterprises (APIC) for 7 years.

Hikoniks LLC carries out the whole range of works, from consultations on the optimal choice of air conditioning, ventilation, heating equipment and preparation of technical proposals, to the development and implementation of large projects of modern climate systems, including installation and commissioning with subsequent warranty and post-warranty maintenance of industrial and administrative facilities throughout the Russian Federation.

The structure of the company, which includes production and engineering departments, a modern service center and transport service, dealer and retail sales departments, plus a well-established interaction technology - all this is a single uninterrupted mechanism of Hikoniks.

From year to year, the volume of equipment sold by Hikoniks increases by an average of 20%, which indicates a stable demand in Russia for the proposed equipment and the dynamic development of the company. A great merit in this belongs to the employees of the company, who completed an internship at the MITSUBISHI ELECTRIC technical center in Scotland and Thailand. The company's specialists will perform all the preparatory work and install the equipment on time and at a high level, while maintaining the design solutions. The installation process, therefore, can be carried out in stages, at a convenient time for the customer.

For selected equipment manufactured by MITSUBISHI ELECTRIC, Hikoniks, in addition to a year of factory warranty, provides an additional warranty period - six months. Offered air conditioners and ventilation systems have the lowest noise level in the climate industry. Due to its compactness and modularity, such equipment can be installed in any building.

At present, Hiconix has a fairly extensive dealer network of more than 150 companies in various cities of Russia and the CIS countries. Today there is not a single large city where the equipment produced by MITSUBISHI ELECTRIC is not sold.

The company is willing to cooperate with dealers of any size. At the same time, Hiconix is ​​not limited to the supply of equipment. Much attention is paid to joint advertising projects, preparation and provision of various information materials to partners, organization of seminars, etc.

Among the company's clients are the Central Telegraph of the Russian Federation, Sberbank of the Russian Federation, the Seven Days Publishing House, MTS, the Aeroflot airline, the Sheremetyevo airport, the Moscow Patriarchate, the Rosvooruzhenie company and many others.

Of great importance is the cooperation of Hiconix with projector and construction organizations, as well as design studios.

One of the components of the successful work of the Hiconix company is that almost from the moment of its existence it has been focused on the supply to Russia of proven, high-quality and solid equipment manufactured by MITSUBISHI ELECTRIC. Despite the fact that during its activity in the market the company worked with various supplier companies, the choice was made in favor of a well-known Japanese brand. Since 1997, Hikonix has been the official distributor of ME in the country and has been supplying the Russian market with air conditioning equipment of varying complexity, which allows you to satisfy any, even the most demanding taste, as well as implement new engineering solutions to create favorable and comfortable conditions in your office, production rooms and apartments. The scheme of the company's work with the client implies a completely closed cycle from the preparation of a commercial proposal to the commissioning of the object.

.2 Analysis of the organizational and managerial structure of HIKONICS LLC

The structure of Hikoniks LLC is built according to a linear-functional scheme (Fig. 9).

Rice. 9. Management structure of LLC "Hikoniks"

With such a management structure, the full power is assumed by the line manager - the commercial director. In the development of specific issues and the preparation of appropriate decisions, programs, plans, the management apparatus, consisting of the heads of functional units, participates. Functional divisions are under the control of the chief line manager (commercial director).

Due to the fact that a vertical hierarchy dominates here, ensuring simplicity and clarity of subordination, the commercial director must be a highly qualified specialist with versatile knowledge.

Functional subordination, on the other hand, leads to a break in the unified management process and a weakening of horizontal ties.

The need to coordinate the actions of functional services and divisions of different directions dramatically increases the amount of work of the commercial director and heads of departments.

Employees of the company's divisions, performing certain management functions, form a functional management subsystem. The functions of company management are implemented by departments of the management apparatus and individual employees, who at the same time enter into economic, organizational, social, psychological relations.

The management apparatus of Hikoniks LLC is built in such a way as to ensure the interconnection in scientific, technical, economic and organizational relations of the interconnection of all divisions of the company, as well as for more efficient use of labor and material resources.

The commercial director reports directly to the heads of all structural divisions. The commercial director organizes all the work and effective interaction of production units, departments and other structural subdivisions of this company and bears full responsibility for its condition and activities. The commercial director represents the company in all institutions and organizations, manages the material and technical base, concludes contracts, issues orders for merger in accordance with the established powers.

The production department performs the functions of production management as a whole. Its main task is to increase the company's profit by minimizing the cost of purchasing products.

The head of the production department determines the production policy, development prospects of Hikoniks LLC. He is responsible for reducing the material, financial and labor costs of production, as well as organizes the work of managing the product range.

The duties and responsibilities of the head of the production department include:

1.Department coordination

2.Analysis of economic indicators and production costs

.Organization of work on the introduction of a new range

.Managing the work of subordinates in your department

.Managing the development of projects for long-term and annual development plans for their unit

.Monitoring the conclusion of contracts, the work to expand direct permanent and long-term economic relations with suppliers and customers

.Implementation of coordinated actions with the management of the sales department.

The head of the sales department reports directly to the commercial director and has two departments (dealer and retail sales department) under his subordination.

Functions and Responsibilities of the Head of Sales:

1.Organizes and personally manages the sales (sales) policy

2.Ensures the achievement of the target indicators set by the company's management in terms of market share in Russia, in terms of sales

.Ensures the maintenance and development of the existing customer base, as well as the search and attraction of new customers

4.On the basis of company-wide plans and plans of dealer and retail sales departments, quarterly sets individual targets for Department Managers on:

§ in terms of shipments,

§ in terms of revenue,

§ to develop an active client base in their regions,

§ by priority and/or problematic commodity groups and individual commodity items,

5.Ensures full and strict observance of the technology adopted in the company for working with Clients-Retailers.

6.On a daily basis, with the help of standard reports and own statistics, he monitors the progress of each of the Department Managers of the individual planned targets set for the reporting period.

.Organizes the work of Managers to find new Clients, negotiate with them

.Participates in the work on adjusting the assortment, volumes of purchases and prices.

.If necessary, it ensures the holding of special promotional events in the regions, organizes work there to stimulate sales of the Company's goods with the help of its managers and Clients, develops and implements programs of discounts and bonuses, and other sales promotions.

The engineering department reports directly to the commercial director. This department provides technical and consulting support in the selection, operation and warranty service of the products offered, ensures constant improvement of the technical level of design and compliance of developed projects with the requirements of technical specifications, standards, building codes and regulations and other guidance materials. The engineering department uses advanced methods and design tools in its work.

The production department also reports to the commercial director.

Functions of this department:

Timely preparation of proposals for the Production Plan for the month, quarter.

Drawing up an optimal production program

Participation in the creation of the production base of the company. Collection of information on volumes, assortment, personnel potential, economic indicators, financial condition of enterprises. Initial analysis of information and bringing it to the commercial director.

The service and warranty department is subordinate to the commercial director. The presence of its own service and warranty department in the company contributes to quick service, the specialists of this department perform all work on adjustment, service, warranty and post-warranty maintenance, as well as provide consultations. This structure allows:

1.Release the line manager from in-depth problem analysis

2.Ensure balance between functional and line management

.Organize deeper preparation of decisions and plans

.The commercial director has a full range of management functions, has diverse knowledge

.Organize an optimal division of labor between management bodies

.Clearly define the system of duties and rights

But along with the advantages, there are a number of problems in enterprise management:

1.The complexity of vertical communications

2.Unclear decision-making procedures

.Difficulty of horizontal approvals

.Danger of conflicts between linear and functional structures

.This structure does not contribute to the growth of the potential of workers, each of which uses only a part of their abilities, which are required only for this job.

.There is an overload of manager information, it may be difficult to make a managerial decision

.Information comes from top to bottom and tends to be distorted, inaccurate

.Subordinates have little influence on management goals, methods and activities.

In market conditions, becoming an object of commodity-money relations, having economic independence and being fully responsible for the results of its economic activity, an enterprise must form a management system that ensures high performance, competitiveness and stability in the market.

Any restructuring of the enterprise management structure requires evaluation, primarily from the point of view of achieving the set goals. In a normally developing economy, reorganization is most often aimed at improving the efficiency of the organization by improving the management system. At the same time, the main indicators of improvement are cost reduction, profit growth, and a more flexible management style. An important criterion for assessing the organizational structure of management is its perception by specialists who will have to work in new conditions.

Each independent unit must have its own purpose, comparatively independent of the others.

When improving the organizational structure of the management of Hikoniks LLC, it is important to have the right balance of powers and responsibilities, a clear regulation of the activities of managers and performers. It is necessary to carry out the distribution of management decisions by levels, because this is the most important and responsible part of improving the structure.

Conclusion

The fact that each organization is a very complex structure in technical and economic terms does not require proof. And from the choice of the strategy of its work, from the specific method of interaction and conjugation of the links of its components, if not the success of the enterprise as a whole, then a very significant part of it depends.

Organizational management structures are precisely the connecting element that allows all disparate departments to carry out their work in a coordinated manner, in a single vein of the task assigned to the organization. It is quite logical that each enterprise engaged in a specific type of activity needs a certain organizational structure that would meet exactly the requirements that apply to this enterprise in its specific conditions.

In the process of studying the organization's management structure, the basic concepts and principles of building management structures, types of organizational management structures, factors influencing the choice of organizational structure were studied.

Attention was paid to the principles and methods of formation of structures, the choice of the type and types of structures, and the study of the principles of their construction. The study of the types of structures made it possible to note their main advantages and disadvantages, which must be taken into account when improving organizational management structures.

An analysis of the current organizational structure of management of Hikoniks LLC showed that this structure is not sufficiently perfect. It is too centralized and the lack of flexibility does not allow solving modern problems. A clear organizational mechanism is needed to improve management efficiency.

List of used literature

Vershigora E.E. Management: Proc. Benefit. - 2nd ed., revised. and additional - M.: INFRA-M. 2003. 283p.

Vikhansky O. S., Naumov A. I. Management. Textbook. Third edition. - M.: Gardariki, 2001. 528s.

Vikhansky O.S. Strategic management: textbook - 2nd ed., Revised. and additional M.: Gardariki. 2001. 296s.

Vladimirov I.G. Organizational structures of company management // Management in Russia and abroad. No. 5, 1998

Gerchikova I. N. Management. Textbook. Third edition. - M.: UNITI, 2002.- 501s.

Kabushkin N.I. Fundamentals of management. - M.: Ekompress, 2002. 336s.

Meskon M., Albert M., Hedouri F. Fundamentals of management: Per. from English. - M.: Business. 1997.704s.

Fundamentals of Management / Under, ed. A.A. Radugina - M.: Center, 2000. 432s.

Fundamentals of management: a textbook for universities / D.D. Vachugov, T.E. Berezkina, N.A. Kislyakov and others; Ed. D.D. Vachugova 2001. 367p.

Application

Table. Comparative characteristics of types of organizational structures.

ProcessesMechanistic structureOrganic structure1. Leadership Subordinates do not feel free to discuss work problems with supervisors, who, in turn, are not interested in their ideas and opinions Includes conscious confidence and trust between supervisors and subordinates in all matters. Subordinates are free to discuss work problems with supervisors, who, in turn, are interested in their ideas and opinions2. Motivation Includes only physical, guaranteed and economic motives in the presence of a sense of fear and fear of sanctions. Unfavorable relationships between employees regarding the organization and its goals Includes a full range of motives through participatory methods. Favorable attitudes about the organization and its goals3. CommunicationInformation comes from top to bottom and tends to be distorted, inaccurate.Information comes freely through the organization - up, down, horizontally. The information is accurate and undistorted4. InteractionClosed and limited. Subordinates have little influence on management goals, methods and activities Open and wide. Managers and subordinates can influence the goals, methods and activity of management5. Decision making is relatively centralized. Carried out only by the management of the organization Relatively decentralized. Carried out at all levels through a group process6. Goal setting Carried out by the management of the organization, group participation is excludedGroup participation in setting high, realistic goals7. ControlCentralized. Emphasis on fixing errors and those responsible for themDistributed throughout the organization. Emphasis on self-control and problem solving8. Achieving goals Passive participation of managers who are not trusted in the development of the organization's human resources

In popular literature, which is no-no and even read by an interested teacher, management is often understood as influencing people (and sometimes simply manipulating them) to achieve their goals. In fact, this style of "management" is suitable only for a primary school teacher. In the future, management Hidden page - control, etc.). The change takes place in accordance with the lesson plan. It is possible that students can move around the classroom, form groups of shifts, take reference books from the shelf, use a computer, etc. - all this is controlled and coordinated by the teacher. Basic rules, formulas, activity algorithms, solving TYPICAL tasks List of tasks from the textbook that must be solved during the lesson What is on the desks? Worksheets prepared by the teacher; perhaps - schemes and algorithms. The completed worksheets will be checked by the teacher and then returned to the students for pasting in a notebook or for placement in a special folder - portfolio Textbook, notebook, pen

The table below clearly illustrates the management structure, which includes the following particular types of management activities:

goal setting (including foreseeing the result); ?

planning; ?

creating conditions; ?

group structure design; ?

stimulation; ?

coordination; ?

control.

jf> Distribute the contents of the middle column of the table (see above) among the seven main types of management activities. Hidden page? material and technical (classroom and furniture in it; laboratory; teaching aids; visual aids; TCO; didactic handouts, etc.); ?

temporary (length of the working day; the number of hours in the workload of the teacher; the number of lessons per week in a particular subject; the mode of operation of the school, etc.); ?

informational (the ability for a teacher to access the Internet at home or at school; the ability to subscribe to pedagogical, methodological, popular science publications; the availability and quality of library funds; the systematic exchange of pedagogical experience within the school, district, district, city; the ability of a teacher to improve their skills and etc.); ?

organizational (the quality of the corporate culture of the school; the clarity of school management and the organization of the educational process; the inconsistency or consistency of the requirements for the teacher on the part of the administration; the quality of the schedule; the absence or presence of unplanned overtime, "emergency" procedures, etc.); ?

emotional and psychological (emotional climate at school; values ​​and goals accepted in the team; team cohesion; prevailing communication style, etc.).

Here is a vivid example of resource management by a class teacher. Everyone knows that organizing a school-wide event is not an easy task. In one of the private schools in Moscow, each class teacher once every six months must hold an open school-wide extra-curricular event prepared by the forces of his class. In most cases, attempts to organize such events by class teachers failed: either too few “spectators” from other classes gathered and the event was canceled, or “spectators” disrupted the next event with their noise. Even if they somehow managed to maintain discipline, it was clear that the "spectators" in every possible way demonstrate their disinterest in the event and can't wait for it to end. Each failure was used by the authoritarian administration in order to "mix with mud" the next class teacher, and at the same time the deputy director - the organizer of extracurricular activities.

Only one of the teachers, class teacher 9 "b", who had high professional ambition and pronounced managerial qualities, managed to avoid failure. To do this, she applied three organizational techniques.

1. By insisting on the special significance of the prepared event, she ensured that the event was held during the lessons (and not after the lessons, as usual). As a result, all middle and high school students came to the event. 2.

Using invitation cards distributed by students and her personal charm, the teacher ensured the presence of the entire school administration, headed by the principal. It is clear that there were no violations of discipline. 3.

When everyone gathered in the hall and everything was ready to start the prepared “erudite competition”, the teacher announced that, as a result of an agreement with other teachers, “indulgences” (in the form of forgiveness of debts or giving excellent grades) would be issued to each of the “spectators” who will answer a question that was not answered by the teams. The attention of all those present was provided one hundred percent.

It can be seen that the teacher was not afraid to use not only temporary and organizational, but also human resources for her success. Working at the management level, the teacher from time to time initiates some of his own projects of various sizes, some of which are designed to become a common cause of the parallel, the method of association, the school. A completely new (and specifically managerial) task arises: how to involve students from other classes, colleagues, parents of students in the common cause?

One of the ways to get people involved in your project, which should become a common cause, is "Public discussion". To do this, try to find out from future project participants their vision of the strengths and weaknesses of the school, factors that contribute to the overall success of the school to varying degrees. Discuss with them what they think is most important in school and what they care about the most. Offer to draw an ideal picture of the school, what it should be in five years, discuss it with them. And then you will notice that the common cause has already begun and you naturally found yourself in its “epicenter”. Further - a question of self-organization of the formed initiative group.

What is the relationship between organization and self-organization?

The concept of "organization" is a defining one in the management of his own (primarily teaching) activities. As for the management of people (students), management in this case involves not so much their organization as the launch of self-organization mechanisms. Otherwise, the "rickshaw" will never become a "coach driver". Self-organization cannot be imposed from the outside - it will be bad self-organization. Forcibly introduced by an authoritarian teacher into the life of the class, student self-government will always remain formal. Self-organization can and should be initiated. You can, for example, interest the class: “But you guys can choose your president and ministers from the class, who will manage everything themselves!” As a result, the decisions made by the teacher-manager are no longer just one-time instructions, but programs of behavior and activities of students that remain in force until the next decision is made.

One of the most important concepts characterizing management is feedback. Many definitions of management are based on the feedback function, which exists only in management activities. Many technical devices are built on the principle of feedback. Comparing them with those where there is no feedback, it is possible by analogy to compare the types of human activity: those that do not have and those that have feedback. Feedback is not provided in the water tap. Only direct: the faucet is opened - water flows. The faucet is closed - water does not flow. But in the drain tank there is feedback (this example, perhaps, is not very aesthetic, but at least it is familiar to everyone). Direct connection: drained the water - the tank began to fill up again. But not to infinity (as a tap would do), but until the water reaches a certain level. This is feedback. The cistern is a self-governing system, because it "reflects" what happens in it, so to speak.

Feedback in pedagogical activity is based on the teacher's reflection. Thus, we have already set the managerial vector of development at the very first stage of our acquaintance, in the chapter “Entering pedagogical activity”. But feedback is not limited to reflection alone. Reflection is only the basis for making appropriate management decisions. And making managerial decisions is the second most difficult skill after managerial thinking, which we have to master at the management level.

^ What could be the next step in the development of your school? Russian schools in general?

L "> Analyze the activities of the director (head teacher, any" of the deputy directors) of your school. Identify: a) actions aimed at managing the activities of subordinates (teachers); b) actions aimed at organizing conditions.

A-> Analyze the state of some external resources "in your school. Table 31 School resource analysis Resources State assessment 1-10 How do you use this resource in your teaching activities? How else can you use it? Human Logistic Information Organizational Emotional-psychological

Analyze your participation in social, pedagogical, methodological events, school events in recent times.

Table 32

Self-assessment of participation in school events Name of the event Participation: Attended - 1 Actively participated - 2 Organized - 3 Satisfaction rating (1-5) What would you like? 1. 2. 3. 4. 5. Hidden page There is also another problem: is there too much of the teachers, who in this way realize their own hidden need for power?

By its very nature, power can be different (83, pp. 105-110]. 1.

Power on an organizational basis:

power based on coercion;

power based on reward;

power based on tradition (this type of power allows you to satisfy the needs of subject people for belonging to a certain social group, as well as for security; we have already discussed such a mechanism as rituals);*

the power of connections;

power over resources. 2.

Power based on personality. 3.

Charisma (this type of power will be discussed in the next topic). 4.

Competence, or expert power. 5.

The power of persuasion. 6.

Participation in decision-making as complicity in power.

It is quite obvious that as different as the types of power, there can be types of authoritarianism as a style of communication and management centered on power. Analyze the teaching activities of your colleagues working in an authoritarian manner from a new perspective. Which of them uses their own teaching power for the good of the cause (essentially, this is the “Russian mentality” authoritarianism mentioned above), and who - for their own dubious “pleasure”? Perhaps it makes sense to call this second style, which is fundamentally different from the first, not authoritarian, but something else, for example, “autocratic”. Compare the results of the activities of authoritarian and autocratic teachers: which of them is more loved by children, who is more respected by colleagues, who is more easily forgiven for "excesses" in the use of their powers?

Not only an authoritarian (autocratic), but also a democratic style of management requires the use of levers of power in pedagogical activity. Re-read the list of types of power and analyze your own activities: you sometimes force students, then you convince, then you reward them, then you create and maintain traditions, then you distribute resources (at least in the simplest Hidden page) Disappointment ideally comes too late - only when the student, still guided (albeit subconsciously) by such a teacher, will take the first independent steps in the chosen field. The end of our story, we recall, was sad: 12 guys realized their mistake and left the Faculty of Chemistry to start studying in other specialties. One or two were lost years of life (multiply by 12!) - and that's the price of a teacher's authority.

What is the reason for this phenomenon? Obviously, the universal principle of moderation is not respected. In the same way that there can be "an excess of power", there can also be an "excess of authority". And there are both objective and subjective prerequisites for this in our school.

Let's start with the objective ones. As we have already said, Russia has always been among the states with a high level of power distance. This is some given that we are unlikely to be able to quickly change, we have to reckon with it. In a comparative sense, Russia, for example, is extremely different from the United States, where this power distance is not only much shorter, but also less conscious, while in our country it, as expected, should “strike in the eye”.

The situation with the "Russian mentality" is exacerbated by their own "school mentality".

Research shows that worldwide, the approaches used in the management of educational systems are less democratic than those used in other production systems. And this applies not only to the relationship "principal - teacher collective", but naturally extends to all the governing subsystems of the school, including ours: "teacher - students".

Thus, very often in the subconsciousness of students there is a dependence: a good teacher is a teacher whose power is unconditional, his authority is indisputable, and moreover, he is a teacher who wants to obey. A young, democratic-minded teacher is often outraged by all this. He strives to be closer to the students, demonstrate democracy in communication, show attention to the personal problems of each, spend more time in informal communication, consult with children, etc. This in itself is not bad. But if students are accustomed to a large power distance (and in most schools this is exactly the case), then such an attempt will be perceived by many students as a professional weakness of the teacher, as his inability to independently cope with solving problems. Some students openly begin to resist such "too democratic" behavior of the teacher, setting him as an example of more experienced colleagues - of course, working in an authoritarian manner!

But in addition to the objective prerequisites for the phenomenon under consideration, there are also subjective ones, which means that the teacher is here not only “in the passive voice”.

Studies conducted in Russian schools have revealed the persistence of inflated self-assessments by the leaders of these institutions of many of their characteristics. For example, 30% of teachers consider their supervisors to be mediocre professionals. And only 2.7% of managers are aware of their own professional imperfection. Managers believe that they are fair - 77% and noble - 52.7%. The opinion of their subordinates is reflected respectively in such indicators for these qualities - 28.7 and 22.5%. Almost all interviewed directors believe that they are often consulted by their subordinates. However, 47.5% of teachers said that they never have such a desire. And again: false self-images spread from the top of the school management hierarchy to the entire institution. The same discrepancy that we observe in relation to the self-assessment of school leaders and their assessment by subordinates, we see in relation to teachers and class teachers, on the one hand, and students, on the other.

As a result, the teacher, having a falsely inflated idea of ​​his authority among students, behaves accordingly. He does not tolerate objections, does not accept criticism, does not take seriously someone else's opinion that differs from his own, showing such a negative quality as dominance. Folk wisdom speaks of this in simple but vivid words: “How difficult it is to live in the same house with a person who is always right!”

Here is what an outside observer writes about teachers (perhaps also about us?). “One has only to imagine the appearance of a modern teacher, a professional ... teacher, and you will immediately see that this is an educator, or rather, an educator. Not only in the classroom, at school, but also at home - everywhere his (her) behavior demonstrates a certain internal basis, indicating that every action of this person is performed for a reason - he (she) acts as an organ of society ... "

Read carefully the lines of R. Rozhdestvensky's poem "To School Teachers".

A teacher will have to be born, And only after that become! He, even if he wants to, will not hide: At him, going by early Moscow, Passers-by will turn around, As if at a brass band! Hidden page It happens that a leader becomes a person who does not have even half of the "scientifically defined" leadership qualities, but who has some inexplicable influence on others, as if hypnotizing them with something. We all know about the existence of such historical figures - great rulers or great mystifiers. But it is possible that you are well acquainted with a teenager, a boy or a girl, who subconsciously grasps the situation of communication with peers not trivially, but somehow deeply, gradually. Maybe even - primitive, rude; perhaps - an adventurer, a fidget, terribly "uncomfortable" in the lessons, but always and in any company finds himself at the pinnacle of authority!

Perhaps you have met such people among fellow teachers?

Around each person there is some kind of "force field" - a field of relations with others, a field of influence on others. In some psychological schools, it is precisely this field of influence, its intensity, that determines the personality. And now - among many - we meet a few people whose "force field" has some special property to attract other people to itself.

About them (and about their antipodes) Goethe wrote:

“Where the heart is, you won’t help later. The price of such efforts is a penny. Only preaching with a sincere flight A mentor in the faith can be good. And that one. who is poor in thought and diligent, In vain retelling Phrases borrowed from everywhere, Limiting the whole matter to excerpts.

The work of a preacher, described by Goethe, is akin to a teacher's work. In both cases, in the process of communication between the audience and an outstanding personality, a special atmosphere arises when the presented positions and facts acquire an emotional-sensual and personal-semantic coloring. On the basis of such perception, a state of general empathy, joint comprehension of information is formed. Outwardly, this is manifested in the increased attention of people to the speaker, their general reaction (laughter, roar of indignation, applause), the "electrification" of the audience.

This style of classroom communication is called, as opposed to "informational", "mentoring" and "confrontational", - "inspiring" style. He elevates people, instills in them faith in their spiritual strength and personal qualities. In the process of such communication, people actualize the need to improve their spiritual world, in the active manifestation of their thinking.

What is the "managerial" meaning of this phenomenon?

First, a situation of empathy is created. In such a psychological state of people, the “input” of information into their consciousness is flying around.

Secondly, there is a personal involvement in communication, a search for one's own meanings in information, and it becomes possible to successfully form a common point of view of all participants.

Finally, thirdly, listeners become more manageable and tuned in to collective action.

Probably, there are people who have a certain quality that allows any communication situation to be carried out in the described manner. We will call this personal quality charisma.

As a rule, charisma is defined as a natural gift of liking people and rising above them (already familiar to us - “you want to obey such a teacher”). As a rule, there are very few charismatic leaders in life (according to some sources, no more than 5%); there are no data for charismatic teachers, but it can be assumed that they are not very different. But the reason for such a small percentage is not entirely clear. Rare gift? The inability of leaders to use their abilities? The traditional "mentality of th" preference for the power of force?

Is it possible to learn at least sometimes to “demonstrate charisma”, even when it seems to be absent by nature? In any case, nothing prevents us from trying to do it. To begin with, remember that charisma is manifested not only in situations of power, but also in everyday communication. What does it mean that you have "the gift of getting people to like you"? Obviously, it’s not so much that you yourself are “some / some special / special” (this can just repel, alert, frighten), but that next to you another person is natural and comfortable in any situation. In this case, your professional and pedagogical “socio” (social position) and your personal “ego” (“I-position”) somehow harmoniously merge into one. In a charismatic person, his social needs are so closely merged with egoistic ones that, so to speak, the phenomenon of “sociogoism” appears. R. Emerson writes about them: “The favorites of society, those who are called the soul-man, are people who are devoid of shy egoism: wherever they find themselves, they do not experience inconvenience and help everyone else not to experience it.” Unexpectedly, the phrase "shy egoism" is the right one - a kind of antonym to "socialism".

As a rule, it is difficult for the interlocutor to rationally explain what kind of "invisible currents" come from the bearer of charisma. And yet there is a pattern: the brighter the personality in mind and culture, the more people around perceive it as charismatic. Therefore, the first path that can bring us closer to gaining, if not charisma itself, then at least the reputation of a charismatic personality, is the general path of personal and professional (including general cultural) self-development without “getting stuck” at one or another stage of growth. But there is another way - the skillful use of a certain management style, which we managed to "spy" on the owners of charisma (Table 33) (91, pp. 21-22].

Table 33

Different styles of management "Management style that does not generate energy" "Management style that creates energy" Management based on goal setting Management based on the idea of ​​organizing the activities of the company (The key word here is "idea", not "organization" and not “activity.” It can be any other idea, for example, an idea of ​​service, an idea of ​​a mission, an idea of ​​a common cause.) Rationality, reflexivity Irrational energization (“Spiritual style”) Specific goal setting Creativity-friendly atmosphere Liberal or democratic style management "Strong hand" Orders and instructions Support for the initiative Dramatic status quo (Drama arises because tasks are set based solely on existing problems.) Joy from work

(The tasks are focused on the embodiment of ideas and ideals, which brings joy.)

“Management style that does not create a charge of energy” “Management style that creates a charge of energy” Control, developed feedback information system Ability to value employees, guardianship, praise Ideal manager (“a person without flaws”) Human manager

You may have noted here some contradictions with what we postulated earlier. For example, goal-setting, which we were so seriously engaged in at the teaching level, fell into the “negative” column. There is nothing surprising in this. We have already said that certain moments that were productive at the previous stages of growth become ballast at the new stage and must die out. Specifically, we will return to the issues of goal-setting in this and the next chapter.

Finally, there are a few more tricks that allow you to create a “charisma effect”. The first group includes image techniques. It is known that a leader (manager, teacher) helps to gain popularity and then maintain a good rating not just a good-looking image, but individual contouring and some aesthetic sophistication (on the contrary, a tasteless claim to luxury or originality is extremely harmful). The effect of "charismatic radiation" increases when the leader (manager, teacher) has a correctly set smile, is trained to effectively intotone, expressively hold on, give people a benevolent look. You can learn all this if you wish, without disdaining the publications on these issues that have appeared recently.

Generally speaking, the constant problem that the leader has to solve (and which the teacher should think about from time to time) is the ability to look and be perceived by ear not only with dignity, but also with freshness. In this light, the technique 4 Renewal of Individuality is very important. We all know that individuality is prettier than dullness, but at the same time, any individuality is in danger: it can become familiar and begin to seem dull. Leaders (managers, teachers) who achieve success have a special ability to be unusual in ordinary environments and in ordinary situations. Or at least surround your actions with a halo of light and elegant momentary novelty, which only seems to Hidden page Hidden page 26. The ability to use the strengths of your image. 27.

Ability to give homework. 28.

Ability to teach different types of lessons. 29.

The ability to unobtrusively and effectively implement the educational function. thirty.

The ability to experience the joy of spending time with students. 31.

Perseverance in learning (constant care that each student achieves the desired results). 32.

Attention to work with definitions and concepts. 33.

oratorical data. 34.

Ability to keep abreast of news related to the subject being taught. 35.

Impeccable documentation.

Reread the resulting list of 10 items. In what pedagogical paradigm is it composed? Or is it an eclectic set?

FEDERAL AGENCY FOR EDUCATION

State educational institution

Higher professional education

AMUR STATE UNIVERSITY

(GOUVPO "AmSU")

Department of Finance

TEST

on the topic: Organization management structure

discipline Management

Executor

student of group C81 N.A. Vokhmyanina

Supervisor

Candidate of Economics, Professor G.F. Checheta

Blagoveshchensk 2009

Introduction

2. The structure of the organization's management on the example of JSC "AKS"

2.1 Characteristics of the enterprise

2.2 Management structure of JSC "AKS"

Conclusion

Bibliographic list

Applications

Introduction

Organizations create structures in order to ensure the coordination and control of the activities of their units and employees. The structures of organizations differ from each other in complexity (i.e., the degree of division of activities into various functions), formalization (i.e., the degree of use of pre-established rules and procedures), the ratio of centralization and decentralization (i.e., the levels at which managerial solutions).

Structural relationships in organizations are the focus of many researchers and managers. In order to effectively achieve goals, it is necessary to understand the structure of work, departments and functional units. The organization of work and people largely influences the behavior of workers. Structural and behavioral relationships, in turn, help set the goals of the organization, influence the attitudes and behavior of employees. The structural approach is applied in organizations to ensure the basic elements of activities and the relationships between them. It involves the use of division of labor, control coverage, decentralization and departmentalization. The structure of an organization is the fixed relationships that exist between departments and employees of an organization. It can be understood as an established scheme for the interaction and coordination of technological elements and personnel. The diagram of any organization shows the composition of departments, sectors and other linear and functional units. However, it does not take into account such a factor as human behavior, which affects the order of interaction and its coordination.

The purpose of the control work is to consider the theoretical aspects of studying the management structure of an organization, to determine the advantages and disadvantages of each structure, to give an example from practice (the subject of study is the operating organization of JSC "AKS")

1. The concept of the organization's management structure. Types of organizational structures

The functions of managing the activities of an enterprise are implemented by departments of the management apparatus and individual employees, who at the same time enter into economic, organizational, social, psychological and other relationships with each other. Organizational relations that develop between departments and employees of the enterprise management apparatus determine its organizational structure.

Under organization management structure refers to the composition (list) of departments, services and divisions in the management apparatus, their systemic organization, the nature of subordination and accountability to each other and to the supreme management body of the company, as well as a set of coordination and information links, the procedure for distributing management functions over various levels and divisions of the management hierarchy.

The basis for building the organizational structure of enterprise management is the organizational structure of production.

The variety of functional links and possible ways of their distribution between departments and employees determines the variety of possible types of organizational structures for production management. All these types are reduced mainly to four types of organizational structures: linear, functional, divisional and adaptive.

Linear organizational structure (Appendix A). The linear structure is characterized by the fact that each department is headed by a leader who has concentrated all management functions in his hands and exercises sole leadership of his subordinate employees. Its decisions, passed along the chain "from top to bottom", are obligatory for implementation by lower links. He, in turn, is subordinate to a higher manager.

On this basis, a hierarchy of managers of this management system is created (for example, a site foreman, a shop manager, an enterprise director), i.e. the principle of unity of command is implemented, which assumes that subordinates carry out the orders of one leader. The higher management body does not have the right to give orders to any performers, bypassing their immediate superior.

The linear management structure is used, as a rule, by small and medium-sized enterprises that carry out simple production, in the absence of broad cooperative ties between enterprises.

Advantages of a linear structure:

1. a clear system of mutual relations of functions and divisions;

2. a clear system of unity of command - one leader concentrates in his hands the management of the entire set of processes that have a common goal;

3. clearly expressed responsibility;

4. quick response of the executive departments to direct instructions from higher-level ones.

Disadvantages of a linear structure:

1. lack of links dealing with strategic planning;

2. a tendency to red tape and shifting responsibility when solving problems that require the participation of several departments;

3. low flexibility and adaptability to changing situations;

4. The criteria for the efficiency and quality of work of departments and the enterprise as a whole are different;

5. the tendency to formalize the assessment of the efficiency and quality of the work of departments usually leads to the emergence of an atmosphere of fear and disunity;

6. a large number of management floors between workers producing products and the decision maker;

7. overload of top-level managers;

8. increased dependence of the results of the organization's work on the qualifications, personal and business qualities of top managers.

Conclusion: in modern conditions, the disadvantages of the structure outweigh its advantages. Such a structure is poorly compatible with the modern quality strategy.

Functional structure is based on the creation of units to perform certain functions at all levels of management (research, production, sales, marketing, etc.). Here, with the help of directive guidance, hierarchically lower levels of management can be connected to various higher levels of management. Such an organizational structure is called multilinear.

The functional structure of production management is aimed at performing constantly recurring routine tasks that do not require prompt decision-making. Functional services usually include highly qualified specialists who perform specific activities depending on the tasks assigned to them.

The advantages of such a structure include:

1. reduction of coordination links

2. reduction of duplication of work;

3. strengthening vertical links and strengthening control over the activities of lower levels;

4. high competence of specialists responsible for the performance of specific functions.

To the disadvantages:

1. ambiguous distribution of responsibility;

2. difficult communication;

3. long decision-making procedure;

4. the emergence of conflicts due to disagreement with the directives, since each functional leader puts his questions in the first place.

In this structure, the principle of unity of command is violated and the transfer of information is difficult.

Linear-functional structure (Appendix B) - stepped hierarchical.

Under it, line managers are single bosses, and they are assisted by functional bodies. The line managers of the lower levels are not administratively subordinate to the functional heads of the higher levels of management. The basis of the linear-functional structure is the "mine" principle of construction and specialization of managerial personnel according to the functional subsystems of the organization.

For each subsystem, a "hierarchy" of services ("mine") is formed, penetrating the entire organization from top to bottom. The results of the work of any service of the administrative apparatus are evaluated by indicators that characterize the implementation of their goals and objectives.

Many years of experience in the use of linear-functional management structures have shown that they are most effective where the management apparatus has to perform many routine, often repetitive procedures and operations with a comparative stability of management tasks and functions: through a rigid system of connections, a clear operation of each subsystem and the organization as a whole is ensured . At the same time, significant shortcomings were revealed, among which the following are primarily noted:

1. immunity to changes, especially under the influence of scientific, technical and technological progress;

2. the rigidity of the system of relations between the links and employees of the administrative apparatus, who are obliged to strictly follow the rules and procedures;

3. slow transmission and processing of information due to many agreements (both vertically and horizontally);

4. slowdown in the progress of managerial decisions.

Sometimes such a system is called a staff system, since the functional managers of the appropriate level make up the headquarters of the line manager.

Divisional structure (Appendix B) - the most common form of management organization of a modern industrial firm. Its meaning is that independent divisions are almost completely responsible for the development, production and marketing of homogeneous products (divisional-product management structure) or independent departments are fully responsible for economic results in certain regional markets (divisional-regional management structure).

Less administrative spirit in business life,
more business spirit in administrative life.

1.1 Architecture of the control system

In the process of management, the company and its part - the management system - form a structure subordinate to the vector of goals. The quality of management is ensured by two factors:

• structure architecture, i.e. the functional load of its elements (including communication channels) and the orderliness (organization, hierarchy) of the elements in the structure;
• the functional suitability of the elements themselves included in the structure for the implementation of the functions assigned to them (a kind of “qualification” level of the elements).

Errors in the construction of the structure can practically negate the high functional suitability of the elements of the structure; therefore, with functionally suitable (good in this sense) elements that form the structure, the control error, however, will be outside the allowable limits.

When developing the architecture of a company's management system, it must be taken into account that the company is a production, economic, social, and environmental system. This definition of the control object means that:

1. the company management system has a multi-purpose character;
2. management objectives are of a different nature (industrial, economic, social, environmental and technical);
3. the result of the enterprise's activities are effects of various nature, characterizing the degree of achievement of goals;
4. in the control system, it is necessary to constantly monitor changes in goals and adjust the purposefulness of the control object;
5. mistakes in setting goals will inevitably lead to a violation of the parity of goals and an unjustified expenditure of resources;
6. the development of the company, as well as the production of products, is a continuous process and is carried out in the interests of achieving the entire vector of goals;
7. corporate standards regulating the management system and managerial relations should actively contribute to the achievement of objective goals companies.

[ 1 ] companies, both in terms of composition and structure, are formed on the basis of production process systems product ( though it looks different). This system is strung on a system of production processes (functional structure) and maintains their stationary mode, promptly responding to possible deviations. In addition, the company is forced to maintain interaction with the external environment, stimulate favorable conditions in the external environment for the company and respond in a timely manner to various aspects of the environment, result, - additional links (posts, subdivisions, etc.) in the control system.

For large enterprises:

• Management organization is a construction control systems and maintaining it in working condition, in particular the reproduction of management standards and organizational design;
• is a process that takes place in control system carried by her.

Those. organization of management and management - two different cases which professionally far from always can be dealt with by the same people.

A tool for the company's management to achieve its goals, by influencing control object, with deviations of processes and manufactured products from a given value (in terms of quantity, quality and cost), under the influence of internal changes in the company and under the influence of external influences.

It is a set created before the start of the management process:

The stability and quality of the management process is ensured by the architecture of the management system, which remains standard (unchanged) in the management process and the presence of external working groups that are formed as needed and can be formed to resolve unforeseen force majeure circumstances or development tasks. The task of the working groups is to develop possible management decisions, which, in turn, must be implemented by the administrative structure.

The control system allows you to respond in a predetermined - standard - way to changes in the external environment and in the internal organization of the control object, as well as to changes caused by the control process itself.

1.2 Management standards

In addition to the system, one of the functions that is the connection of various operating activities in a company into a single production and financial system, the role of this kind of "glue" that unites many private functions into one integrity, the corporate culture as a whole performs, and in particular - supported in the company standards system.

IN company management system in the process of functioning, there is always a large number of periodically recurring functions, processes and actions for making managerial decisions. At the same time, as a rule, there are a lot of different options for implementing the same management decision, process, and many different principles and approaches to making similar management decisions. Under such conditions, spontaneously and gradually begins the formation of certain typical models of behavior of the control system- so-called de facto standards. At the same time, “de facto” standards do not always fix the properties of the management system that are desirable for the owners and administration of the company.

The period of formation of such standards can be very long, during which the behavior of the company's management system in the absence of standard models will be characterized by a wide variation in the parameters of its functioning. In other words, in the same situations, under equal conditions, the control system can function differently, often unpredictably and far from the most effective option.

In accordance with the above, there is a need to provide targeted impacts on the process of forming management standards in the company (to manage the standardization of the management system) through the development, implementation and use of certain optimal standard principles, processes, functions and management tools.

On the other hand, the processes associated with the development of the company significantly update the issues of improving the manageability of decentralized, spatially distributed divisions (subsidiaries, branches, representative offices). Already now, many large companies form and disseminate common principles of doing business, planning and reporting; standard requirements for personnel and template management technologies, often fixed in corporate information systems.

A tangible advantage of de facto standards is the relative painlessness of their implementation and use, since this process is implemented gradually (evolutionary). However, the process of developing standards is de facto unmanageable by the company's administration and can often fix the company's behavior patterns that are undesirable for management, in addition, the period of formation of such standards is quite long.

Therefore, there is a need to influence the processes of reproduction of management standards through their direct development.

Ordinary consciousness often equates standardization and unification and, striving for diversity, which is a manifestation of the beauty of real life, objects to standard solutions of various kinds in many fields of activity. However, in essence, the best standardizer is God: about a hundred elements of the Periodic Table form the basis for all the diversity that we see in life. And all this diversity is the combinatorics of standard elements and solutions at different hierarchical levels.

The solution of most of the problems that arise in the life of the company, the organization of the production of most products in the field of the company's activities, may well be solved by a combination of standard methods, this does not require any additional resources or additional staff training.

The system of standards allows coordinating the activities of various departments, setting uniform requirements for its implementation for all, and also forms the conditions for the constant reproducibility of this activity with a given result. In other words, the products are produced by the company STABLE.

In the same time standard depending on his level can have both positive and negative impact on the company's management system. The correctness of choosing and setting the level of the standard can lead to various effects in the company, and not every management standard has a positive effect, moreover mis-setting of standards May be dangerous for the company. You can not "underestimate" the requirements in the standards.

1.3 Standard control

Administration also has its own typical technology, i.e. a standard process for resolving various issues that arise in the course of work.

Administration (management) is a process in which it is considered how to organize or create the following conditions for any production activity (or correct defects in these conditions):

• production area;
• equipment, materials and tools;
• coordinated movement of flows (material, informational, financial);
• coordinated activities of staff;
• lines of communication; and so on,

in order to create product in the right quantity, quality and cost, as well as to ensure optimal sustainability of this activity.

Process administration (management), represents the targeted distribution of functionally oriented information on the elements of the management structure, unchanged during management.

STANDARD ADMINISTRATION means that the usual course of action is applied, which complies with company standards.

For example . There is a correct way to start a car. You check if there is gas in the tank, if the car is in neutral. You turn on the starter by turning the ignition key. Gas is supplied and the car starts. If you change this sequence. For example, if the car was in first gear, it will jerk and stall. However, the car does not start, and then the mechanic is called. And the mechanic discovers that either there is no fuel, or the ignition was not turned on.

The same is true with any standard situation that you have in the process of work, communication, etc. For her, too, there is some clearly defined, typical sequence of actions to solve the problem that has arisen, a certain kind of standard.

There is a way to do things right. The right way to do something is called TECHNOLOGY (algorithm). And most importantly, this method is clearly defined and, if followed by everyone, leads to the desired result.

In order for various areas of activity and divisions of the company to exist and develop normally, they must have their own kind of technology. And besides this, everyone should know this technology and APPLY. Law is an example. This is also a technology adopted by the state.

To be a good leader or employee, you need to know how to do things right, be able to apply what you know and get it done, be able to correct violations and get back to doing the right thing in the standards.

Since any large area of ​​activity is invariably made up of a huge number of individual activities, administration will look complicated, unless you learn to consider one standard per unit of time and bring it into line with other standards .

The subject of management seems difficult only because those whose jobs involve administration RARELY LEARN THE RIGHT STANDARDS. Instead, they do some other, strange things (well-meaning things), which, when considered as a whole, add up to a mess.

The criterion for any system of standards is the following: will the result of the implementation of these standards be a well-functioning company that produces valuable end product in the right quantity for a given quality, and whether as a result of their implementation the stability of the company will be ensured.

Acting in accordance with the standard (knowledge and application of our procedures) is the common denominator in every case of sustainable development of a unit or company. Non-compliance with the standard (not knowing and not applying our procedures) is the common denominator of every crash.

So, if company employees who don't know or don't apply the standard create crazy situations every day, just know that they are trying to start the car by welding the trunk lid or polishing the tires!

The solution to a problem is always and invariably this: find a standard, apply it, and get rid of all actions that are not in accordance with the standard.

A generalized criterion for the effectiveness of administration should make it possible to evaluate all types of organizational transformations, and not just some individual aspects of the company's activities. This allows you to give all business processes a strictly targeted character and manage the company as a single system.

The formation of the organizational structure is based on the functions that must be implemented to achieve the goals of the organization. Each function is a specific work (a system of professionally important tasks) that needs to be performed. The division of labor allows you to divide tasks into labor operations, to carry out specialization in the performance of private tasks. The smallest organizational unit is the "workplace" or "staff unit". "Place" defines the scope of duties (private function) for one employee. One of the organizational tasks is the formation of places and their filling by the appropriate personnel. To do this, it is necessary to describe the particular tasks (functions) that will be performed at this place, as well as determine the requirements for a potential candidate to occupy this place. In addition to the performance functions of a production nature, some workplaces perform the functions of leadership and management (planning, organization, control). Such jobs are called instances. A set of workplaces, including a specific workplace - an instance is called a division. Those departments that set tasks, allocate resources and control other departments belong to administrative structures and occupy a higher level.

The need to achieve organizational goals requires the interaction and exchange of materials, intermediate products, finance, information. In addition to these communications, power-administrative relations, delegation of rights and duties are established between employees of departments of different levels. So, in the most general form, the organizational and managerial structure of the organization or departmentalization is formed. Departmentalization refers to the process of organizational isolation and structuring, in which similar works and their performers are grouped.

The design of workplaces is carried out by technologists, specialists in personnel management. The definition of the list of tasks and functions for departments is carried out by the management of the organization. Often, the formation of a set of functions is arbitrary, and the list of actually performed functions differs significantly from those recorded in special documents: regulations on the department (service) or job descriptions.

In the classical theory of description of formal organizational structures, it is customary to single out the following main characteristics: the amount of management (the number of employees directly subordinate to the manager); hierarchy (a set of levels; with a vertical hierarchy there can be more than five of them, with a horizontal one - less); centralization and decentralization (the degree of concentration of official decision-making opportunities at a certain level); specialization (range of duties performed by the employee); regulation (clear definition of the duties of the employee); unity of command (one boss for a subordinate) and double subordination (characteristic of matrix structures).

Organizational theory and management theory provide an opportunity to get acquainted with the main types of organizational and managerial structures, take into account their advantages and limitations in various conditions and conditions of the external and internal environment. As a tool for studying organizational structures, schemes are used, called organigrams(organization tables). These diagrams present subdivisions (rectangles) and connections between them (communications), which allow not only to fix statics, but also organizational dynamics.

However, according to a number of experts (J. Gibson, G. Morgan), the "structural" consideration of the organization is characterized by limitations: the organizational structure does not reflect informal communications; hierarchy does not mean importance, since everything depends on the nature of the tasks; schemes limit the range of functions of employees and help to consolidate the idea of ​​​​an organization as a machine. The structure of modern organizations is very flexible, dynamic, informal. “While one network of connections is being created, other networks fall apart. Temporary alliances are replacing rigidly fixed structures” (G. Morgan).