Linear management structure. Coursework: linear management structure

Linear structure is a management system with unity of command at all levels.

Peculiarities:

· Formed as a result of building a management apparatus only from mutually subordinate bodies in the form of a hierarchical ladder;

· At the head of each division is a manager, vested with full powers and exercising sole management of the employees subordinate to him, concentrating in his hands all management functions. The manager himself is directly subordinate to the top-level manager;

· In a linear structure, the division of the management system into component parts is carried out according to production characteristics, taking into account the degree of concentration of production, technological features, breadth of product range, etc.;

· With this structure, the principle of unity of command is observed to the greatest extent: one person concentrates in his hands the management of the entire set of operations, subordinates carry out the orders of only one manager. A higher management body does not have the right to give orders to any executors, bypassing their immediate supervisor;

· The structure is used by small and medium-sized firms engaged in simple production, in the absence of broad cooperative ties between enterprises.

· Unity and clarity of management;

· Coordination of actions of performers;

· A clear system of mutual connections between the manager and the subordinate;

· Reaction speed in response to direct instructions;

· Receipt by performers of interconnected orders and tasks provided with resources;

· Personal responsibility of the manager for final results activities of your department.

Flaws linear structure:

· High demands on the manager, who must have extensive, versatile knowledge and experience in all management functions and areas of activity carried out by subordinates, which limits the manager’s ability to effective management;

· Overload of top-level managers, a huge amount of information, a flow of papers, multiple contacts with subordinates and managers;

· Tendency to red tape when resolving issues relating to several departments;

· Lack of planning and preparation links management decisions.

The classic diagram of the linear organization of the management structure is shown in Fig. 12.

Rice. 12. Diagram of the linear organizational structure of management.

Functional structure based on subordination to areas of management activity. In fact, a particular unit has several senior managers. For example, the head of a workshop with such a structure will have heads of the departments of supply, sales, planning, remuneration... But each of these managers has the right to influence only in his area of activity. With a functional structure, divisions are allocated for specific responsibilities and tasks. If the size of the organization is significant, then the functional units are divided in turn into smaller structures, the so-called secondary units.

Peculiarities:

Each management body is specialized in performing individual functions at all levels of management;

Carrying out the instructions of each functional organ within its limits competencies mandatory for production departments;

Solutions for general issues accepted collectively;

The functional specialization of the management apparatus significantly increases its efficiency, since instead of universal managers who must understand the performance of all functions, a staff of highly qualified specialists appears;

The structure is aimed at performing constantly recurring routine tasks that do not require prompt decision-making;

They are used in the management of organizations with mass or large-scale production, as well as in cost-type economic mechanisms, when production is least susceptible to scientific and technical progress.

Advantages:

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

· Freeing line managers from dealing with many special issues and expanding their capabilities to operational management production;

· A basis is created for the use of experienced specialists in consultation work, and the need for general specialists is reduced.

Flaws:

· Difficulties in maintaining constant relationships between various functional services;

· Lengthy decision-making procedure;

· Lack of mutual understanding and unity of action between functional services;

· Reduced responsibility of performers for work as a result of the fact that each performer receives instructions from several managers;

· Duplication and inconsistency of instructions and orders received by employees, since each functional manager and specialized unit puts their own issues first.

The classic diagram of the functional organizational structure of management is shown in Fig. 13.

performers

Rice. 13. Diagram of the functional organizational structure of management.

Linear-functional management structure is the most common type of hierarchical structure. It is based on the principle of constructing and specializing the management process according to the functional subsystems of the organization (production, marketing, finances, personnel, etc.). For each of them, a vertical of power is created that permeates the entire organization from top to bottom.

Peculiarities:

· Ensures such a division of managerial labor in which linear management links are called upon to command, and functional links are called upon to advise, assist in the development of specific issues and prepare appropriate decisions, programs, plans;

· Heads of functional departments (marketing, finance, R&D, personnel) exercise influence on production departments formally. As a rule, they do not have the right to independently give them orders;

· The role of functional services depends on the scale of economic activity and the management structure of the company as a whole;

· Functional services carry out all technical preparation of production, prepare solutions to issues related to the management of the production process.

Advantages:

· Freeing line managers from resolving many issues related to financial planning, logistics, etc.;

· Building “manager-subordinate” relationships along the hierarchical ladder, in which each employee is subordinate to only one manager.

Flaws:

· Each link is interested in achieving its own narrow goal, and not the general goal of the company;

· Lack of close relationships and interaction at the horizontal level between production departments;

· Excessively developed vertical interaction system;

· Accumulation at the top level of authority to solve, along with strategic ones, a variety of operational tasks (as a consequence of vertical connections “manager-subordinate”).

The diagram of the linear-functional organizational structure of the organization is shown in Fig. 14.

LEGAL SERVICE

SOCIOLOGICAL RESEARCH SECTOR

SERVICES

DIVISIONS

Rice. 14. Scheme of linear-functional organizational structure.

Divisional structure is the division of an organization into elements and blocks by type of goods or services, customer groups or geographic regions. The enterprise actually operates as a combination of several sub-enterprises. Each of them carries out the work process, relying on its own resources and its own staff.

Peculiarities:

· The need to use a divisional structure arose in connection with a sharp increase in the size of enterprises, the diversification of their activities, and the complication of technological processes;

· The key figures in the management of organizations with this structure are not the heads of functional departments, but managers heading production departments;

· The structuring of an organization into departments is carried out, as a rule, according to one of the criteria: by manufactured products (product specialization), by customer orientation, by regions served;

· Heads of secondary functional services report to the manager of the production unit;

· Assistants to the head of the production department control the activities of functional services at all plants of the department, coordinating their activities horizontally.

Advantages:

· Closer connection between production and consumers, accelerated response to changes in the external environment;

· Improved coordination of work in departments due to subordination to one person;

· Occurrence in divisions competitive advantages small firms.

Flaws:

· Growth of hierarchy, vertical management;

· Duplication of management functions at different levels leads to an increase in the costs of maintaining the management apparatus;

· Duplication of work for different departments.

The classic diagram of the divisional structure is shown in Fig. 15. The global divisional structure is shown in Fig. 16 .

A, B, C, D - product, region, consumer group

Rice. 15. Classic divisional structure diagram.

a) global product structure: A1, B1, B1 - product

A1, B2, B2 - region

b) global regional structure: A1, B1, B1 - region

A2, B2, B2 - product

Rice. 16. Global divisional structure.

Distinctive features of a linear-functional management structure from a divisional one:

Linear-functional	Divisional
Ensure specialized tasks are completed and controlled through plans and budgets	Decentralized departmental operations with centralized assessment of results and investments
Most effective in a stable environment	Most effective in a changing environment
Promotes the efficient production of standardized goods and services	Suitable for conditions of interconnected diversification by product or region
Provide savings on management costs	Focused on prompt decision making
Provides for specialization of functions and competence	Create organizational conditions for an interdisciplinary approach
Focused on price competition	Operate successfully under non-price competition
Designed to use existing technologies and established markets	Focused on developing new markets and new technologies
Production specialization beyond the capabilities of central planning	Intervention senior management organizations to strengthen the coordination of departments and increase the efficiency of their activities
Quick resolution of problems within the competence of one functional service	Quickly resolve complex cross-functional problems
Vertical integration, often exceeding the full capacity of specialized units	Diversification within the corporation or acquisition of external organizational units

Linear staff structure. The concept of headquarters was first used in the army Alexander the Great. The main idea was to divide officers into two groups: those planning the battle and those managing the soldiers. The first group of officers were assistants to senior officers. The second group consisted of combat officers. The line-staff structure is a linear structure supplemented by specific units for preparing management decisions. These units do not have lower levels of management, they do not make decisions. Their task is to analyze the options and consequences of decisions for the specific manager to whom this “headquarters” unit is attached.

Examples of such departments include a computing bureau, a legal service, and a research group. The staff apparatus is classified into three groups: advisory, service and personal. Advisory apparatus consists of professionals in areas of activity (law, technology, economics...). Service device ensures the activities of the manager in auxiliary areas. This could be a public relations support group, analyzing correspondence flows, checking documentation... Personal device- This is a type of service device. It includes a secretary, assistant, assistant... The personal apparatus usually does not have formal powers, but has great power. By filtering information, employees of the personal apparatus can control access to the manager.

Organization by departments implements the basic principles of a unified business policy quite well and has a greater ability to adapt than a linear-functional management structure. However, compartments sometimes become large and have the disadvantages of overgrown structures.

Structure of a single strategic business provides for concentration in production structures only linear (production) management units necessary to ensure current production activities. All supporting functions are concentrated in general divisions at the level of management structures under the general director. Such a structure makes it possible to organize management with a focus on general goals of activity. However, its implementation is most convenient for large-scale mass production based on a continuous production process.

Matrix structure is an attempt to use the advantages of the two previous options for management structures (divisional and single strategic business). For each management unit, two managers are introduced. One according to the production profile, the second - according to the functional profile. Each production facility has a full set of management units, but each of them is simultaneously included in a single corresponding management department. It turns out, for example, that supplies are provided by employees of a single department, the head of which is subordinate to the general director. A uniform methodological orientation is observed for all department employees.

However, the department consists of groups of employees, each of which is assigned to one of the production facilities and at the same time reports to its head, subordinate to the general director. Other management functions are organized in a similar way. The advantages of the matrix structure are flexible use of limited resources, efficiency in adapting to external conditions, high level of qualification of managers. The main disadvantage of the matrix structure- its complexity. Problems arise due to the imposition of vertical and horizontal powers, and the emergence of tendencies towards anarchy among ordinary employees. Dual-report managers may receive conflicting instructions and must find compromise solutions. The effectiveness of the matrix management structure is determined by the clarity of the goals set and their understanding at all levels.

Program-target structure- this is a temporary structure of subordination of departments and individual employees, focused on solving a specific problem. This structure regulates the timing of implementation and the composition of activities, set goals, and resource support. Program-targeted management is used by an enterprise when situations arise that have no analogues in the past and fall outside the traditional mode of operation. It can be emergency situations, development of new types of products, overcoming the crisis, entering new markets. Program-targeted control is implemented within the framework of the main control system. At the same time, a special set of activities is identified that make up a single target complex, and a special temporary subordination of departments and individual employees is built.

When designing organizational management structures, it is necessary to take into account that any structure is based on the pillars shown in Fig. 16. In organization theory, there are the following stages in the design of organizational structures (Fig. 17). There are requirements for the organizational structure (Fig. 18) and principles for creating an effective organizational management structure (Fig. 19).

Rice. 16. Pillars of an effective organizational structure.

Rice. 17. Stages of designing organizational structures.

Rice. 18. Requirements for organizational structure.

Rice. 19. Principles for creating an effective organizational management structure.

Published with permission from Lanit

"The office reaches perfection just at the time when the company declines."
Parkinson's 12th law

By management philosophy we will understand the most general principles, on the basis of which the organization’s management structure is built and management processes are carried out. Of course, the philosophy of quality and the philosophy of management are interrelated - the philosophy of quality sets the goal and direction of the organization's activities, the philosophy of management determines the organizational means to achieve this goal. The foundations of management philosophy, as well as quality philosophy, were laid by F.W. Taylor.

Both Deming's quality management program and the principles of Total Quality Management are actually aimed at changing the structure of the enterprise management system. Let's consider the main types of enterprise management structures from the point of view of their compliance with the ideas modern management quality.

The term "organizational chart" immediately conjures up in our mind a two-dimensional tree diagram consisting of rectangles and lines connecting them. These rectangles show the work performed and the scope of responsibilities and thus reflect the division of labor in the organization. The relative position of the rectangles and the lines connecting them show the degree of subordination. The relationships discussed are limited to two dimensions: up - down and across, since we operate with the limited assumption that the organizational structure must be represented on a two-dimensional diagram drawn on a flat surface.

The organizational structure itself contains nothing that would limit us in this regard. Moreover, these restrictions on organizational structure often have serious and costly consequences. Here are just four of them. Firstly, between in separate parts In organizations of this kind, it is not cooperation that arises, but competition. There is stronger competition within organizations than between organizations, and this internal competition takes on much less ethical forms. Secondly, the usual way of representing the structure of organizations seriously complicates the definition of the tasks of individual units and the measurement of corresponding indicators of performance due to the great interdependence of units combined in this way. Third, it contributes to the creation of organizations that resist change, especially changes in their structure; therefore, they degenerate into bureaucratic structures that cannot be adapted. Most of these organizations learn extremely slowly, if they learn at all. Fourthly, representing the organizational structure in the form of a two-dimensional tree limits the number and nature of possible solutions to emerging problems. In the presence of such a limitation, solutions are impossible to ensure the development of the organization taking into account technical and social changes, the pace of which is increasing more and more. The current environment requires that organizations are not only prepared for any changes, but also capable of undergoing them. In other words, a dynamic balance is required. Obviously, to achieve such a balance, the organization must have a fairly flexible structure. (Although flexibility does not guarantee adaptability, it is nevertheless necessary to achieve the latter.)

Building an organizational structure that is flexible or has any other advantages is one of the tasks of the so-called “structural architecture”. Using the terminology adopted in architecture, we can say that this abstract sets out the basic ideas on the basis of which can be developed various options solving the problem of organizational structure without the limitations associated with its graphical representation.

The above disadvantages can and should be overcome by building a multidimensional organizational structure. The multidimensional structure implies a democratic principle of management.

Hierarchical type of management structures

Management structures in many modern enterprises were built in accordance with management principles formulated at the beginning of the twentieth century. The most complete formulation of these principles was given by the German sociologist Max Weber (the concept of rational bureaucracy):

the principle of hierarchy of management levels, in which each lower level is controlled by a higher one and is subordinate to it;
the resulting principle of the correspondence of the powers and responsibilities of management employees to their place in the hierarchy;
the principle of division of labor into separate functions and specialization of workers according to the functions performed; the principle of formalization and standardization of activities, ensuring the uniformity of employees’ performance of their duties and the coordination of various tasks;
the resulting principle of impersonality in the performance of their functions by employees;
the principle of qualification selection, in accordance with which hiring and dismissal from work is carried out in strict accordance with qualification requirements.

An organizational structure built in accordance with these principles is called a hierarchical or bureaucratic structure. The most common type of such structure is linear - functional (linear structure).

Linear organizational structure

The basis of linear structures is the so-called “mine” principle of construction and specialization of the management process according to the functional subsystems of the organization (marketing, production, research and development, finance, personnel, etc.). For each subsystem, a hierarchy of services (“mine”) is formed, permeating the entire organization from top to bottom (see Fig. 1). The results of the work of each service are assessed by indicators characterizing the fulfillment of their goals and objectives. The system of motivation and encouragement of employees is built accordingly. At the same time, the final result (the efficiency and quality of the organization as a whole) becomes, as it were, secondary, since it is believed that all services, to one degree or another, work to achieve it.

Fig.1. Linear management structure

Advantages of a linear structure:

a clear system of mutual connections between functions and departments;
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;
clear responsibility;
quick response of executive departments to direct instructions from superiors.

Disadvantages of a linear structure:

lack of links involved in strategic planning; in the work of managers at almost all levels, operational problems (“turnover”) dominate over strategic ones;
a tendency to red tape and shifting responsibility when solving problems that require the participation of several departments;
low flexibility and adaptability to changing situations;
criteria for the effectiveness and quality of work of departments and the organization as a whole are different;
the tendency to formalize the assessment of the effectiveness and quality of work of departments usually leads to the emergence of an atmosphere of fear and disunity;
a large number of “management levels” between workers producing products and the decision maker;
overload of top-level managers;
increased dependence of the organization’s performance on the qualifications, personal and business qualities of senior managers.

Conclusion: V modern conditions the disadvantages of the structure outweigh its advantages. This structure is poorly compatible with modern quality philosophy.

Line-staff organizational structure

This type of organizational structure is a development of the linear one and is intended to eliminate its most important drawback associated with the lack of links strategic planning. The line-staff structure includes specialized units (headquarters), which do not have the rights to make decisions and manage any lower-level units, but only assist the corresponding manager in performing certain functions, primarily the functions of strategic planning and analysis. Otherwise, this structure corresponds to linear (Fig. 2).

Fig.2. Linear staff management structure

Advantages of the linear staff structure:

deeper elaboration of strategic issues than in the linear one;
some relief for senior managers;
the ability to attract external consultants and experts;
When assigning functional leadership rights to headquarters units, such a structure is a good first step towards more effective organic management structures.

Disadvantages of the line-staff structure:

insufficiently clear distribution of responsibility, since the persons preparing the decision do not participate in its implementation;
tendencies towards excessive centralization of management;
similar to the linear structure, partially in a weakened form.

Conclusion: a line-staff structure can be a good intermediate step in the transition from a linear structure to a more efficient one. The structure allows, albeit within limited limits, to embody the ideas of modern philosophy of quality.

Divisional management structure

Already by the end of the 20s, the need for new approaches to organizing management became clear, associated with a sharp increase in the size of enterprises, the diversification of their activities (versatility), and the complication of technological processes in a dynamically changing environment. In this regard, divisional management structures began to emerge, primarily in large corporations

, which began to provide a certain independence to their production divisions, leaving development strategy, research and development, financial and investment policies, etc. to the management of the corporation. In this type of structure, an attempt was made to combine centralized coordination and control of activities with decentralized management. The peak of implementation of divisional management structures occurred in the 60s and 70s (Fig. 3).

Fig.3. Divisional management structure

The key figures in the management of organizations with a divisional structure are no longer the heads of functional departments, but managers heading production departments (divisions). Structuring by divisions, as a rule, is carried out according to one of the criteria: by manufactured products (products or services) - product specialization;

by targeting certain consumer groups - consumer specialization; by territories served - regional specialization.
In our country, similar management structures have been widely introduced since the 60s in the form of the creation of production associations.
Advantages of a divisional structure:
it provides management of multidisciplinary enterprises with a total number of employees of the order of hundreds of thousands and geographically remote divisions;

provides greater flexibility and faster response to changes in the environment of the enterprise compared to linear and line-staff;

when expanding the boundaries of independence of departments, they become “profit centers”, actively working to improve the efficiency and quality of production;
closer connection between production and consumers.
the main connections are vertical, so there remain shortcomings common to hierarchical structures - red tape, overworked managers, poor interaction when resolving issues related to departments, etc.;
duplication of functions on different “floors” and, as a result, very high costs of maintaining the management structure;

In departments, as a rule, a linear or line-staff structure with all its disadvantages is preserved.

Conclusion: the advantages of divisional structures outweigh their disadvantages only during periods of fairly stable existence; in an unstable environment, they risk repeating the fate of the dinosaurs. With this structure it is possible to implement most ideas of modern philosophy of quality.

Organic type of management structures

Organic or adaptive management structures began to develop around the end of the 70s, when, on the one hand, the creation of an international market for goods and services sharply intensified competition among enterprises and life demanded from enterprises high efficiency and quality of work and a quick response to market changes, and on the other hand, the inability of hierarchical structures to meet these conditions became obvious. The main property of organic type management structures is their ability to change their form, adapting to changing conditions. Varieties of structures of this type are design, matrix (program-targeted), brigade forms of structures . When introducing these structures, it is necessary to simultaneously change the relationships between the divisions of the enterprise. If you maintain the system of planning, control, distribution of resources, leadership style, methods of motivating staff, and do not support the desire of employees for self-development, the results of the implementation of such structures may be negative.

Brigade (cross-functional) management structure

The basis of this management structure is the organization of work into working groups (teams). The form of brigade organization of work is a fairly ancient organizational form, it is enough to recall workers’ artels, but only in the 80s did its active use begin as a structure for managing an organization, in many ways directly opposite to the hierarchical type of structures. The main principles of this management organization are:

autonomous work of working groups (teams);
independent decision-making by working groups and horizontal coordination of activities;
replacing rigid bureaucratic management ties with flexible ties;
attracting employees from different departments to develop and solve problems.

These principles are destroyed by the rigid distribution of employees inherent in hierarchical structures among production, engineering, technical, economic and management services, which form isolated systems with their own goals and interests.

In an organization built according to these principles, functional divisions may be preserved (Fig. 4) or absent (Fig. 4). In the first case, employees are under double subordination - administrative (to the head of the functional unit in which they work) and functional (to the head of working group or the team they belong to). This form of organization is called cross-functional , in many ways it is close to matrix . In the second case, there are no functional divisions as such; we will call it properly brigade . This form is widely used in organizations .

project management

Fig.4. Cross - functional organizational structure

Fig.5. Structure of an organization consisting of working groups (team)

Advantages of a team (cross-functional) structure:
reduction of the administrative apparatus, increasing management efficiency;
flexible use of personnel, their knowledge and competence;
work in groups creates conditions for self-improvement; possibility of application effective methods
planning and management;

the need for general specialists is reduced.

Disadvantages of a team (cross-functional) structure:
increasing complexity of interaction (especially for a cross-functional structure);
difficulty in coordinating the work of individual teams;
highly qualified and responsible personnel;

Conclusion: high requirements for communications. this form of organizational structure is most effective in organizations with high level

qualifications of specialists with good technical equipment, especially in combination with project management. This is one of the types of organizational structures in which the ideas of modern quality philosophy are most effectively embodied.

The main principle of constructing a project structure is the concept of a project, which is understood as any purposeful change in the system, for example, the development and production of a new product, the introduction of new technologies, the construction of facilities, etc. The activity of an enterprise is considered as a set of ongoing projects, each of which has a fixed beginning and ending. For each project, labor, financial, industrial, etc. resources are allocated, which are managed by the project manager. Each project has its own structure, and project management includes defining its goals, forming a structure, planning and organizing work, and coordinating the actions of performers. After the project is completed, the project structure disintegrates; its components, including employees, move into new project or quit (if they worked on a contract basis). The form of the project management structure can correspond to: brigade (cross-functional) structure and divisional structure , in which a certain division (department) does not exist permanently, but for the duration of the project.

Benefits of a project management structure:

high flexibility;
reduction in the number of management personnel compared to hierarchical structures.

Disadvantages of the project management structure:

very high requirements for the qualifications, personal and business qualities of the project manager, who must not only manage all stages life cycle project, but also take into account the project’s place in the company’s network of projects;
fragmentation of resources between projects;
complexity of interaction large number projects in the company;
complication of the process of development of the organization as a whole.

Conclusion: The advantages outweigh the disadvantages in businesses with a small number of simultaneous projects. The possibilities of implementing the principles of modern quality philosophy are determined by the form of project management.

Matrix (program-target) management structure

This structure is a network structure built on the principle of double subordination of performers: on the one hand, to the immediate head of the functional service, which provides personnel and technical assistance the project manager, on the other hand, the manager of the project or target program, who is vested with the necessary powers to carry out the management process. With such an organization, the project manager interacts with 2 groups of subordinates: with permanent members of the project team and with other employees of functional departments who report to him temporarily and on a limited range of issues. At the same time, their subordination to the immediate heads of divisions, departments, and services remains. For activities that have a clearly defined beginning and end, projects are formed; for ongoing activities, targeted programs are formed. In an organization, both projects and targeted programs can coexist. An example of a matrix program-target management structure (Toyota company) is shown in Fig. 6. This structure was proposed by Kaori Ishikawa in the 70s and since minor changes

operates to this day not only at Toyota, but also at many other companies around the world. Management of target programs is carried out at Toyota through functional committees. For example, when creating a functional committee in the field of quality assurance, a quality management representative is appointed as the chairman of the committee. From Toyota's practice, the number of committee members should not exceed five. The committee includes both employees of the quality assurance department and 1-2 employees of other departments. Each committee has a secretariat and appoints a secretary to conduct business. Major issues are considered by the committee at monthly meetings. The committee can also create groups working on individual projects. The Quality Committee determines the rights and responsibilities of all departments related to quality issues and establishes a system of their relationships. On a monthly basis, the quality committee analyzes quality assurance indicators and understands the reasons for complaints, if any. At the same time, the committee is not responsible for quality assurance. This task is solved directly by each department within the vertical structure. The responsibility of the committee is to connect the vertical and horizontal structure

to improve the performance of the entire organization.

Fig.6. Matrix management structure at Toyota

Advantages of a matrix structure:
better orientation to project (or program) goals and demand;
more flexible and efficient use of the organization’s personnel, special knowledge and competence of employees;
relative autonomy project teams or program committees contributes to the development of decision-making skills, management culture, and professional skills among employees;
improving control over individual tasks of a project or target program;
any work is formalized organizationally, one person is appointed - the “owner” of the process, who serves as the focal point for all issues related to the project or target program;
The response time to the needs of a project or program is reduced, since horizontal communications and a single decision-making center have been created.

Disadvantages of matrix structures:

the difficulty of establishing clear responsibility for work on the instructions of the unit and on the instructions of the project or program (a consequence of double subordination);
the need for constant monitoring of the ratio of resources allocated to departments and programs or projects;
high requirements for qualifications, personal and business qualities of employees working in groups, the need for their training;
frequent conflict situations between heads of departments and projects or programs;
the possibility of violating the rules and standards adopted in functional departments due to the isolation of employees participating in a project or program from their departments.

Conclusion: the introduction of a matrix structure gives good effect in organizations with a fairly high level corporate culture and qualifications of employees, otherwise disorganization of management is possible (at Toyota, the introduction of a matrix structure took about 10 years). The effectiveness of implementing the ideas of modern quality philosophy in such a structure has been proven by the practice of the Toyota company.

Multidimensional organizational structure

Any organization is a purposeful system. In such a system there is a functional division of labor between its individuals (or elements) whose purposefulness is associated with the choice of goals, or desired outcomes, and means ( lines of behavior). This or that line of behavior involves the use of certain resources ( input quantities) for the production of goods and provision of services ( output values), which should be of greater value to the consumer than the resources used. Consumed resources include labor, materials, energy, production capacity and cash. This applies equally to public and private organizations.

Traditionally, the organizational structure covers two types of relationships:

responsibility(who is responsible for what) and subordination(who reports to whom). An organization with such a structure can be represented as a tree, while responsibilities are depicted by rectangles, the relative position of which shows level of authority, and the lines connecting these rectangles are distribution of powers. However, such a representation of the organizational structure does not contain any information regarding at what cost and with the help of the organization’s means it was possible to achieve certain results. At the same time, a more informative description of the organizational structure, which can be the basis for more flexible ways of structuring an organization, can be obtained based on matrices like inputs - output or type means - ends

. Let's illustrate this with the example of a typical private corporation producing some product. Information about manufactured products can be used to determine the goals of the organization. To do this, for example, you can classify products according to their types or quality characteristics. The elements of the structure responsible for ensuring the production of products or the provision of services by the consumer outside this organization are called programs and denote P1, P2,. . . , Pr. The funds used by programs (or activities) can usually be divided into operations And

services. Operation

- this is a type of activity that directly affects the nature of the product or its availability. Typical operations (O1, O2,..., Om) are the purchase of raw materials, transportation, production, distribution and sales of products. Services - these are the activities necessary to support programs or perform an operation. Typical services (S1, S2,..., Sn) are work performed by departments such as accounting, data processing, Maintenance

, labor conflict resolution department, financial department, human resources department, legal services. Activities

, carried out within the framework of the program and as part of the actions for its implementation, can be presented as in Fig. 7 and 8. The results of each individual type of activity can be used directly by the same type of activity, programs and other types of activity, as well as by the executive body and external consumers. may be subdivided into private ones, for example, by type of consumer (industrial or individual), geographic area supplied or served, by type of product, etc. Private programs, in turn, can also be further subdivided.

Programs / Activities	P1	P2	. . .	RK
Operation Q1
Operation Q2
. . . .
Operation Qm
Service S1
Service S2
. . . .
Sm service

Fig.7. Scheme of interaction between activities and programs

Consumer divisions / consumer divisions	Operation Q1	Operation Q2	. . . .	Operation Qm	Service S1	S2	. . . .	Sn
Operation Q1
Operation Q2
Operation Qm
Service S1
Service S2
. . . .
Sn service

Rice. 8. Scheme of interaction between activities

In a similar way, you can detail the types of activities of the types of activities. For example, the operations for manufacturing a product may include the production of parts, assemblies, and assembly, and each of these operations may be broken down into smaller operations.

If the number of programs and core and support activities (operations and services) is so large that the manager is unable to coordinate effectively, then there may be a need for coordinators within specific management functions (Figure 9). Each activity may require more than one coordinator or coordination unit. In cases where the number of coordinators is too large, it is possible to use higher-level coordinators or coordination units ( in this context, "coordination" means precisely coordination, but not management). To carry out coordination, a group consisting of heads of coordinating departments and managers is quite sufficient.

Fig.9. Coordination structure in large organizations

Certain requirements are imposed on programs as well as on functional units. Programs and functional units can be grouped by product types, types of customers, geographic areas, etc. If there are too many customers for the program's products and they are widely dispersed, then it is possible unconventional using the characteristics of the geographical location as an additional dimension to the three-dimensional diagram of the organizational structure (Fig. 10). In this case there is a need in regional representatives, whose responsibility is to protect the interests of those who consume products or are affected by the activities of the organization as a whole.

Regional representatives play the role of external intermediaries who can evaluate the programs and various activities of the organization in each specific region from the point of view of those whose interests they represent. In the future, this information can be used by the governing body, coordinators and heads of departments. By receiving this information simultaneously from all regional representatives, the manager can gain a complete picture of the effectiveness of his program throughout the service territory and in each region. This allows him to more rationally distribute available resources across regions. However

geographical position

not the only criterion for organizing the activities of external intermediaries; Other criteria may be used. For example, for an organization that supplies various industries with lubricants, it is advisable to have representatives not by region, but by industry (this could be automotive, aerospace, machine tool and other industries). A utility organization may determine the responsibilities of its representatives based on the characteristics of the socioeconomic status of users. Fig. 10. Three-dimensional organizational structure
A multidimensional organizational structure does not create the difficulties inherent in a matrix organization. In a multidimensional organization, the personnel of the functional unit whose performance the program manager buys treats him as an external client and is accountable only to the head of the functional unit. However, when assessing the performance of his subordinates, the head of a functional unit, naturally, must use assessments of the quality of their work given by the program manager. The position of the person leading a functional unit group that performs work on behalf of a program is much like the position of a project manager in a construction and consulting firm; he has no uncertainty as to who the owner is, but he has to deal with him as a client.

M numbered organizational structure and program financing. Usually practiced (or traditional) program financing is only a way of preparing cost estimates for functional departments and programs. It is not about providing resources and choice to program units or requiring functional units to independently pursue markets within and outside the organization. In short, program funding generally does not take into account the specifics of organizational structure and does not affect its flexibility. This method of distributing funds between functional units ensures only the implementation of programs, while providing a more efficient than usual determination of the cost of their implementation. A multidimensional organizational structure allows you to retain all the advantages of the traditional method of financing and, in addition, has a number of others.

Benefits of a Multidimensional Organizational Structure

A multidimensional organizational structure allows you to increase the organization's flexibility and its ability to respond to changing internal and external conditions. This is achieved by dividing the organization into units whose viability depends on their ability to produce at competitive prices the goods in demand and provide the services that customers need. Such a structure creates a market within the organization, whether it is private or public, commercial or non-profit, and increases its ability to respond to the needs of both internal and external customers. Since the structural units of the "multidimensional" are relatively independent of each other, they can be expanded, reduced, eliminated or changed in any way. The performance indicator of each division does not depend on similar indicators of any other division, which makes it easier for the executive body to evaluate and control the activities of the divisions. Even the work of the executive body can be assessed autonomously in all aspects of its activities.

A multidimensional structure prevents the development of bureaucracy due to the fact that functional units or programs cannot become victims of service units, the procedures of which sometimes become an end in themselves and become an obstacle to achieving the goals set by the organization. Customers inside and outside the organization control internal suppliers of products and services; suppliers never control consumers. Such an organization is focused on goals, not means, while bureaucracy is characterized by the subordination of goals to means.

Disadvantages of a Multidimensional Organizational Structure

However, a multidimensional organizational structure, although devoid of some significant shortcomings inherent in conventional organizations, nevertheless cannot eliminate all shortcomings completely. Such a structural organization in itself does not guarantee meaningful and interesting work at lower levels, but it facilitates the application of new ideas that contribute to its improvement.

The introduction of a multidimensional organizational structure at an enterprise is not the only way to increase the flexibility of an organization and its sensitivity to changing conditions, but serious study of this allows one to “increase the flexibility” of people’s ideas about the capabilities of organizations. It is this circumstance that should contribute to the emergence of new, even more advanced organizational structures.

The linear organizational structure of management is presented in Fig. 3.2. 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 manager, vested with all powers and exercising sole management of the employees subordinate to him and concentrating in his hands all management functions.

Figure 3.2. Scheme of a linear management structure based on the “result-triangle” principle

With linear management, each link and each subordinate has one manager, through whom all management commands pass through one single channel. In this case, management levels are responsible for the results of all activities of managed objects. We are talking about the object-by-object allocation of managers, each of whom performs all types of work, develops and makes decisions related to the management of a given object. Performance evaluation in a linear management structure has the shape of a triangle (see Fig. 3.2).

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 a manager at a higher level above him, a kind of hierarchy of managers of this particular organization is formed (for example, head of a section, head of a department, store director; or site foreman, engineer, workshop manager, enterprise director). IN in this case The principle of unity of command operates, the essence of which is that subordinates carry out the orders of only one leader. A higher management body does not have the right to give orders to any executors, bypassing their immediate superior, since that other one is the boss of “my” boss. Schematically, the linear control structure can be represented in the form of Fig. 3.3.

Figure 3.3. Diagram of linear organizational management structure

As can be seen from Fig. 3.3, in a linear management structure, each subordinate has a boss, and each boss has several subordinates. This structure operates in small organizations on lowest level management (section, brigade, etc.).

In a linear structure, the organization's management system is arranged according to production characteristics, taking into account the degree of concentration of production, technological features, range of products, etc.

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

The linear organizational management structure has its advantages and disadvantages (Table 3.1).

Table 3.1

Advantages	Flaws
unity and clarity of management coordination of performers' actions ease of management (one communication channel) clear responsibility efficiency in decision making personal responsibility of the manager for the final results of his department's activities	high demands on the manager, who must be comprehensively prepared to provide effective leadership in all management functions lack of links for planning and preparing decisions information overload, many contacts with subordinates, superiors and shift structures difficult connections between authorities concentration of power in the top management

The serious shortcomings of the linear structure can be eliminated to a certain extent

Organizations that carry out processes such as: determining the timing, volume and sequence of work, division of labor and resource provision, need to implement stable relationships between the elements of the management system. For this purpose, an organizational management structure is being developed.

Organizational structure is divided into two types: hierarchical and organic.

A hierarchical structure implies a clearly defined hierarchy, management comes from one center, a strict division of employee functions, and a clear definition of the rights and responsibilities of employees.

Let's take a closer look at the types of hierarchical structures:

1. Linear management structure

The linear structure is suitable for small organizations and for organizations operating in a stable external environment.

For elimination weaknesses structures needed:

Determine the areas of competence of subordinate managers and delegate appropriate powers to them;

To relieve line managers, introduce a staff unit - an assistant, who will be assigned some of the responsibilities;

To eliminate the problem of shifting responsibility, it is necessary to establish horizontal communication between line managers.

This type of structure is used, as a rule, in small organizations in initial period their formation.

2. Functional management structure

The functional structure is most often used for large volumes of specialized work in an enterprise.

How to eliminate structure deficiencies:

If the principle of unity of command is violated, as a rule, the responsibility of the performers decreases. This problem must be solved by introducing motivation and budgeting systems;

It is necessary to clearly define the areas of competence of functional managers, granting the right to accept independent decisions within their competencies, as well as clear planning of activities.

Linear and functional structures in pure form are not used by any large organization in Russia or in the world.

3. Linear-functional structure

The linear-functional structure is suitable for medium and large companies. This structure helps improve the quality of horizontal communications.

This structure is effective where:

Management tasks and functions rarely change;

Mass or large-scale production occurs with a limited range;

Manufacturing is the least susceptible to the progress of science and technology;

External conditions are stable.

This structure is usually used by banks, industrial and state enterprises. It is also effective together with other structures.

To overcome the weaknesses of the linear-functional structureit is necessary to clearly define the powers and responsibilities between line and functional managers.

Linear-functional system using the example of the bank OJSC AK BARS:

Source : OJSC "Ak Bars" Bank, akbars.ru

In modern conditions, a linear-functional structure, as a rule, is used mainly by small and medium-sized organizations and very rarely in transnational companies. For many large companies The divisional approach has become relevant.

4. Divisional management system

The divisional structure is suitable for organizations that have diversified production or different areas of activity.

This structure was first used by the company "General Motors." The need to implement such a structure was caused by a sharp increase in the size of the company, the complication of technological processes, as well as the diversification of activities. In a rapidly changing environment, the linear-functional structure made it impossible to manage from a single center.

To smooth out the shortcomings of this structure, a clear delineation of functions for each department of the organization is necessary.

Divisional system using the example of the oil company OJSC Rosneft:

Source : OJSC NK Rosneft, rosneft.ru

Sometimes environmental conditions change so rapidly that the process of developing and making decisions slows down in hierarchical structures. For such a case when the organization is no longer able to effectively interact with environment adhocratic (organic) structures were developed.

In the second part of the article we will look at organic organizational structures.

Forward >

The line management structure is the simplest organizational structure and the very first of all to appear. Its appearance is a vital necessity, and not a process of development of management science. As noted about organizational structures management, the simplest structures appeared when it was necessary to maintain the life of the tribe.

Thus, historically, the linear structure appeared long before the first mention of management rules. But it lasted for a very, very long time. Moreover, even today the linear management structure is used both in its pure form (extremely rarely if the manager plays the role of an accountant) and as component element(most often) more complex structures, such as linear-functional.

How can one determine what a linear structure is? To begin with, we must understand that the linear structure is entirely based on the principle of hierarchy. Only strict submission and no additional processes. That is why the linear structure is sometimes also called hierarchical management structure .

In a linear structure the control influence on the control object belongs to one person. This is a leader who manages the object entrusted to him, asks his subordinates for the work and is himself responsible for this area. The manager performs all operations independently. The manager receives all information on his object from a higher level of management (if there is one), and he alone transmits information to the subordinate. And so does every manager in the linear structure at any level of management. These management levels themselves in a linear structure are usually two or three.
Let us show schematically the linear control structure.

As can be seen from the diagram, the structure contains two management levels, this is the level of the top MANAGER and the level of LINE MANAGERS, the third level of the pyramid is the performers. Each position in the structure performs its own range of work and is responsible for this range of work. However, the higher the level, the more knowledge the employee and then the manager must have. We get that the performer does his job, and the line manager does his, and in addition must know perfectly well how his subordinates work and what they should do. And the top manager, in addition to his work and what happens at lower levels, must also manage the organization’s affairs in the external environment. All this complicates the work of the top manager and points to certain shortcomings of this structure. Let us list the advantages and disadvantages of the linear structure.

Advantages and disadvantages of a linear management structure

Let's summarize. The main advantage of a linear structure management is the simplicity and speed of the flow of commands, both top-down and bottom-up (reports on work results). In a linear structure, everything works very clearly when the system is debugged.

The same significant drawback This is an almost impossible adaptation to change; as soon as a serious change appears, the existing structure will begin to fail. In addition, the larger the organization, the more the top manager needs to do, and he may turn out to be incompetent in some matters. Thus, the linear structure in its pure form can only be used in very small organizations with up to 15-20 employees.

An example of a real linear structure is the structure of a small private store, which employs several people.