The concept of organizational structure consists of twoParts are concepts of organization and structure. The latter, in turn, represents the ordered elements of the system, the interconnected links of which form a system (mainly regardless of its goals and elements). However, the organization of these elements of the system depends on the properties of the elements (and on the realizable goals).
In the management system, the organizational structurehas a skeletal shape - it is the foundation of any enterprise. It reflects the level of social and economic development of the managerial subject, forms of organization of production, etc.
Numerous differences in the areas of activity, characteristics of products, location and size of enterprises determine the diversity of organizational structures.
Types of management structures
According to the class of management, adhocratic and hierarchical organizational structures are distinguished. The latter include:
- Linear - every activitysubmits to the supervisor. The advantages of such a structure are efficiency, simplicity, well-established links between departments and a well-defined system of unity of command. But there are significant drawbacks. The main one is not the most optimal level of adaptation to changes (since the management has a lot of responsibilities and responsibilities, it must be highly qualified). At the moment, such a structure is almost never used.
- Functional - separateunits that are responsible for a specific activity. The head of the functional unit has the right to give instructions to all links of the lower levels within his competence, as a result of which the principle of unity of command is violated. This structure is also not very popular.
- Linear-functional - basic managementactivities that are supported and maintained by functional units are carried out by line managers. The advantages are the preservation of the principle of unity of command, the rapid implementation of instructions and decision-making. A disadvantage can be called a not very noticeable line between the powers of functional and linear units.
- Divisional organizational structure -stand-alone units are allocated to manage the production of individual products, as well as some functions of the production process. In such a structure, heads of divisions are fully responsible for the results of operations. The divisional organizational structure is based on three principles. This is a type of product, a regional principle and orientation to a specific buyer.
Divisional organizational structure is of four types:
1) divisionally productive - focused on isolating specific types of products into separate production;
2) divisional-regional - focused on creating independent units in different regions;
3) divisional organizational structure, focused on the buyer - it is supposed to allocate autonomous units;
4) mixed type.
It should be noted that there is no universal organizational structure, since for all management processes it is necessary to select the appropriate options that will meet the objectives set.
