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The concept of organization and organizational structure

The concept of "organization" can be approached from two points of view: structural and behavioral.

In a structured approach, we look at the organization, how job responsibilities are allocated, and how authority and responsibility are transferred within the organization.

In the behavioral approach, the human being is at the center of the study. Regardless of how carefully thought out the structure of the organization, the activity will be determined primarily by the people who are part of this organization, their abilities and motivation to work.

Of course, these approaches overlap significantly. The focus will be on the structural approach.

It is important to understand what is meant by organization. There is the following definition of the essence of the organization as a process: this is an integral part of management, which consists in solving the issues of forming a structure related to:

Responsibility, through which the tasks assigned to the enterprise are distributed among individual managers (managers), inspectors-controllers and other employees;

Formal internal relationships between employees of the enterprise regarding the distribution of responsibility.

"Organize"- means to plan and determine those functions and actions that are necessary to perform a particular job, as well as to combine these functions and actions within a group, sector, department, unit.

If we proceed from the fact that management as a whole breaks up into separate positions of management within the structure, then those formal relations that exist between the individual positions of management will be called organizational interaction.

An organization is made up of individuals who have a purpose in front of them; work in the same team, group; use certain knowledge and techniques; act as a single and integral organism.

Management carries out its functions in the direction of fulfilling the tasks set through people, using a variety of techniques, within an organization.

Organizational structure - it is a holistic system, specially designed in such a way that people working within its framework can most effectively achieve their goal,

An organization is often also referred to as a separate firm as a production unit, which is a single holistic organism.

The activity of any organization is based on the fundamental principle of the division of labor. The consequence of its implementation is the need to coordinate the efforts of individual employees in the direction of common goals and strategies. The distribution of functions and tasks between individual employees and the determination of the ways of interconnection between them is one of the main components of the manager's work, which determines the success of the strategy implementation. The scheme of these processes is reflected in the structure of the organization. The structure of the organization characterizes its internal structure and is a set of interrelated links that perform the functions assigned to them. Building an organization is the result of the creativity of managers, a way of combining many elements of labor activity into a single mechanism. Competent organizational building is considered as a source of competitiveness, a means of optimizing the use of available resources.

There are three main stages in building any organization:

Determining the nature of the work to be performed;

Distribution of work between individual management positions;

Classification of positions of management, construction on this basis of logical groups of management.

1. Determining the nature of the work to be performed. To accomplish this task, it is also useful to divide this stage of creating an organization into subparagraphs that provide for certain stages and types of work. For example, setting tasks, calculating the required amount of work to solve the tasks, eliminating useless work and duplication, developing the process itself, checking.

The author of well-known books on entrepreneurship, Professor Drucker, identifies three stages and directions of analysis that must be carried out at the stage of building an organization that we are considering. They include analysis:

Activities, definition of the work to be carried out, and ways of coordinating the interaction;

Decisions, what kind of decisions will be made and what part this or that manager will take in this;

Relations, that is, the definition of the contribution to the common cause that the manager should make; persons with whom the manager must interact; influence exerted on the manager by other decision makers.

2. Distribution of work between individual elements of management includes:

Establishment of norms, standards (for example, calculation of the allowable scope of job responsibilities for each manager at any level);

Techniques within the framework of scientific methods of management (for example, the analysis of working time, the study of methods and organization of work, etc.);

Establish full cooperation of all persons working within the organization.

3. Classification of management elements, construction of logical groups. In this question, it is important that the controls are grouped according to the type of work performed, and not according to other criteria (for example, around established leaders). This method is known as the "principle of orientation".

The distribution of production duties and the formation of logical groups must inevitably lead to the creation of departments (divisions), that is, teams of people performing some similar work, as a rule, under the unified leadership of the head of the department (division).

The creation of departments (divisions) by grouping similar production functions and employees allows for more efficient management, the necessary flexibility of the company's management during the expansion of its economic activities.

The methods for distributing responsibilities among departments depend on the underlying characteristics.

1. By the principle of division into groups of equal size. This method is used when professional workers are the same, and a certain number of people are needed to achieve any goal.

2. On a functional basis. This is the most common way to create departments for production, marketing, human resources, finance, etc. Their number depends on the needs of the organization itself.

3. On a territorial basis. This method is most common in cases where the company operates in different areas. All types of company operations in a given territory can be entrusted to the regional sales manager.

4. Based on product output. This method is now becoming more widespread in large enterprises expanding the range of products, where another method would only lead to a complication of the structure of the organization.

5. Based on consumer interests. IN in industries where the customer is a key factor, its interests have a decisive influence on the structure of the organization. This is especially true for the service department.

In large-scale companies, all or some of the above methods are used.

Principles of building organizational structures, which are developed by specialists as a result of the analysis of the activities of effective organizations.

1. The organizational structure should reflect the content of the organization's activities: goals, strategy, principles, functions, methods, stages and stages of decision-making and implementation. Compliance with this requirement is ensured through periodic reorganization of existing structures,
Minor changes are made annually in accordance with accepted
plans, large - once every 3-5 years.

2. The organizational structure must correspond to the characteristics of the external and internal environment of the organization, take into account the national culture, traditions that have developed in the given territory, the characteristics of the personnel, etc. This means that the structure of a particular organization is
a unique product that ensures the efficiency of only this organization and is not intended to be copied by others.

3. The organizational structure must have the optimal number of structural units, ensuring the minimization of information exchange time for given conditions. This contributes to the rapid adaptation of the organization to changing conditions.

4. The organizational structure should provide for the provision of decision-making authority to the structural link that has the most information on this issue. The implementation of this principle determines the relationship between centralization
and decentralized organizational structure.

5. The organizational structure should be extremely simple for the given conditions, able to maintain this simplicity for a long time. This means that when building an organizational structure, mechanisms must be provided to counteract its growth, to facilitate the processes of restructuring and reorganization.

When forming management structures, the following issues are taken into account:

Stratification, that is, how many levels of management may be required;

Formalization, that is, how formal the interaction should be. The more bureaucratic the style, the more formal and systematic the internal structure should be;

Centralization, that is, a hierarchy of communicating the decisions made, whether all issues should be decided by top management;

The complexity of the organizational structure, that is, how complex management should be from an organizational point of view.

Strategic and tactical plans in the management system

Planning- one of the functions of management (Fig. 10.1). During planning, plans are developed. Plan- this is work scheduled for a certain period, indicating its goals, content, volume, methods, sequence, deadlines; an idea that provides for the course, development of something.

Planning- one of the functions of management, which is the process of determining goals and ways to achieve them, is to systematically search for opportunities to act and to predict the consequences of these actions under given conditions.

Fig.10.1. Management cycle

Planning can be classified according to several criteria:
- by degree of coverage(general and partial);
- by content in the aspect of entrepreneurial activity(strategic - the search for new opportunities and products, tactical - prerequisites for known opportunities and products, operational - the implementation of this opportunity);
- on the subject (object) of planning(target, means, potential, equipment, materials, finance, information, actions);
- by areas of operation(production, marketing, R&D, finance);
- by coverage(global, contour, macrovalues, detailed);
- by deadline(short, medium, long term);
- according to the degree of adaptability(rigid and flexible).

In a series of subordination of company plans, the following types of planning are distinguished:
– general(long-term fundamental, company concept);
– strategic(long-term development of the company, areas of life, production, R&D, personnel);
– tactical(conditions of business operations - production capacities, means of production, capital, investments, personnel, etc.);
– operational planning(specific actions for the short term).

There are four main functions of managerial activity within the planning process: resource allocation, adaptation to the external environment, internal coordination and organizational strategic foresight.

Resource allocation– involves the allocation of limited organizational resources such as funds, management staff and technology expertise.

Adaptation to the external environment- covers all activities that improve the relationship of the organization with its environment. Organizations need to adapt to both external opportunities and hazards by identifying relevant situations and ensuring that strategy is effectively adapted to the environment.

Internal coordination is the coordination of the activities of the organization, taking into account its strengths and weaknesses in order to achieve effective integration of internal operations. Ensuring effective internal operations in organizations, large or small, is an integral part of the activities of managers.

Awareness of organizational strategies- activity involves the implementation of a systematic development of the thinking of managers by forming an organization that can learn from past strategic decisions. The ability to learn from experience allows an organization to adjust its strategic direction and increase professionalism in strategic management. The sustained success of organizations is ensured by the constant commitment of management to learn from the past and anticipate the future.

The main features of strategic planning are:
- the purpose of planning is the long-term maintenance of the existence and implementation of the mission of the company;
- the carrier of the idea of ​​planning - top management;
- planning problems - lack of reliability and structuring;
– planning horizon – long terms;
– coverage – global, wide range of alternatives;
- principles - change in the environment (controllable factors).

Strategic planning includes three main stages:
– analysis of the external and internal environment ;
- formulation of the mission (reason for existence) and goals of the organization;
- strategy Development .

Strategy- the image of organizational actions and management approaches used to achieve the organizational objectives and goals of the organization. Determination of the scope of business, goal setting, determination of short-term and long-term tasks (programs), determination of a strategy for achieving the goal forms a strategic plan.

Mission of the organization- an expression of her philosophy and the meaning of existence. The mission usually declares the status of the enterprise, the principles of its work, the intentions of the management, is directed to the future and should not depend on the current state of the organization. The mission is formed by the top management of the organization, which is fully responsible for its implementation by setting and implementing the goals of the organization. The central point of the mission is the answer to the question: what is the main goal of the organization?

The main stages of strategic management are:
1. Defining the scope of the business and developing the purpose of the firm.
2. Transformation of the purpose of the company into private long-term and short-term goals of activity.
3. Defining a strategy for achieving the goals of the activity.
4. Development and implementation of the strategy;
5. Evaluation of activities, monitoring the situation and the introduction of corrective actions.

Concentrated Growth Strategies:
– position strengthening strategy already mastered products in a familiar market (for example, through marketing efforts);
– strategy for finding new markets for an already manufactured product;
– new product development strategy in an already established market.

Integrated growth strategies:
– reverse vertical integration strategy(integration with suppliers);
– a forward integration strategy(integration with distributors and trade organizations).

Diversified Growth Strategies:
– strategy of centered diversification(search for additional opportunities for the manufacture of new products on an unchanged production base);
– horizontal diversification strategy(production of new products using new technology, different from those used in the developed markets);
– conglomerate diversification strategy(the company expands through the production of new products that are technologically unrelated to those produced; new products are sold in new markets).

Reduction strategies:
– business liquidation strategy;
- "harvest" strategy(reducing procurement and labor costs, maximizing revenue from the sale of existing products in the short term);
– reduction strategy(closure or sale of divisions or business units that provide a low degree of synergy);
– cost reduction strategy(development of measures to reduce costs).

tactical planning is carried out on the basis of the strategic and is the core of the implementation of strategic plans (horizon 1-5 years). It concerns first of all financing, investments, average terms of sale, MTS, personnel.

There are several types of strategic decisions (Figure 10.2).

Fig.10.2. Types of strategic decisions

Corporate strategy shows how a diversified corporation plans to realize its mission. Business strategy shows how each type of business within the framework of diversified activities will contribute to the corporate strategy. Functional Strategies describe the strategic focus of each function (for example, logistics, marketing, investment, etc.) implemented in the organization. Thus, higher-level strategies set the goals and overall direction of the organization, while functional strategies show how they can be implemented.

To organize effective planning, an enterprise must have a planning system, i.e. an ordered structure of individual types of planning.

The most common methods used to develop plans include the following: negotiation, updating previous plans, various intuitive methods, graphical methods, spreadsheet calculations, simulation, expert systems, mathematical models (mathematical programming, network planning, etc.) .

Organizational relations in the management system. Forms of organization of the management system

Organizational structure of management ensures the performance of general and specific control functions, maintains appropriate vertical and horizontal connections and separation of controls. vertical the division is determined by the number of management levels, as well as their subordination and directive relations. Horizontal division is carried out according to industry characteristics. It can be oriented to sub-processes of industrial production; manufactured products; spatial working conditions. The organizational structure regulates the division of tasks into departments and divisions; their competence in solving certain problems; the general interaction of these elements. Thus, the firm is created as a hierarchical structure.

The task of managers is to choose the structure that best suits the goals and objectives of the organization, as well as internal and external factors affecting it. 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.

The organizational structure of the management apparatus is a form of division of labor in production management. Each division and position is created to perform a specific set of management functions or work. To perform the functions of the unit, their officials are endowed with certain rights to dispose of resources and are responsible for the performance of the functions assigned to the unit. The scheme of the organizational structure of management reflects the static position of units and positions and the nature of the relationship between them.

Distinguish connections: linear(administrative subordination), functional(by field of activity without direct administrative subordination), cross-functional, or cooperative(between departments of the same level).

Depending on the nature of the connections, several main types of organizational management structures are distinguished: linear(each manager provides leadership to subordinate units in all types of activities); functional(realizes a close connection between administrative management and the implementation of functional management); linear-functional(line managers are single bosses, and they are assisted by functional bodies; line managers of lower levels are not administratively subordinate to functional heads of higher levels of management); matrix(characterized by the fact that the performer can have two or more managers (one is linear, the other is the head of the program or direction); divisional (divisions or branches are distinguished either by area of ​​activity or geographically); multiple(combines various structures at different levels of management, for example, a branch management structure can be used for the entire company, and in branches it can be linear-functional or matrix).

The effectiveness of company management largely depends on a clear delineation of the competence of individual management services (divisions), their responsibility and the provision of normal working relationships in them. Therefore, the skeleton of management - its organizational structure - must acquire the "muscles of management". This is facilitated by the following regulatory documents: regulations on departments and services; job instructions.

The primary element of the management structure is the official position. Job descriptions provide a clear delineation of duties and rights between employees of the company. They contain: a general part; main tasks and responsibilities; rights; employee responsibility. Typically, a job description is the basis for appraisal of an employee based on the results of his activities.

Delegation– transfer to others (usually subordinates) of responsibility and authorship of operations and/or coordination of certain actions. There are various levels of delegation (delegation of activities, but not of evaluations, responsibility, authorship of actions). Advantages delegation: release of manager's time; the opportunity for the manager to do more important work (for example, strategic decisions); the possibility of a deeper assessment of the potential of subordinates; motivation of those to whom delegation is carried out; a means of developing the arts and skills of employees; work with personnel reserve. Flaws delegation: the organization of delegation requires a certain amount of time and effort of the manager; there is a certain risk; the organization may simply not have people with sufficient time resources and competence.

List of actions for delegation:
1. Highlight the essential in all the variety of activities.
2. Determine the activities to be delegated.
3. Evaluate the benefits of delegation.
4. Identify persons suitable for delegation.
5. Discuss transferred activities.
6. Determine the time frame and provision for delegation.
7. Determine the levels of responsibility for delegation.
8. Review and evaluation of the results of delegation.

Bureaucratic organizational structure characterized by the following features:
1. A clear division of labor, which leads to the emergence of highly qualified specialists in each position.
2. Hierarchy of management levels, in which each lower level is controlled by a higher one and is subordinate to it.
3. The presence of an interconnected system of generalized formal rules and standards that ensures the uniformity of the performance of their duties by employees and the coordination of various tasks.
4. The spirit of formal impersonality with which officials carry out their official duties.
5. Implementation of recruitment in strict accordance with technical qualification requirements. Protection of employees from arbitrary layoffs. Functional organizational structure widely used in mid-sized companies. Functional departmentalization is the process of dividing an organization into separate elements, each of which has its own well-defined, specific task and responsibilities. In principle, the creation of a functional structure comes down to grouping personnel according to the broad tasks that they perform. Specific characteristics and features of the activities of a particular unit correspond to the most important activities of the entire organization. The traditional functional blocks of the company are the departments of production, marketing and finance.

The divisional organizational structure implies division of the organization into elements and blocks by types of goods or services, customer groups or geographic regions.

If the activities of the organization cover large geographical areas, especially on an international scale, then it may be appropriate to structure the organization on a territorial basis, i.e. at the location of its divisions. Regional structure facilitates the solution of problems related to local legislation, customs and consumer needs. This approach simplifies the communication of the organization with customers, as well as communication between members of the organization.

Since the beginning of the 60s of the XX century, many organizations began to develop and implement new, more flexible types of organizational structures, which, in comparison with the bureaucracy, were better adapted to the rapid change in external conditions and the emergence of new high technology. Such structures are called adaptive, because they can be quickly modified in accordance with changes in the environment and the needs of the organization itself. Another name for these more flexible systems - organic structures. It is related to their ability to adapt to changes in the environment, just as living organisms do. The organic structure is built on goals and assumptions that are radically different from those that underlie the bureaucracy. There are methods of direct influence on the personnel of the organization that are directive, mandatory, based on discipline, responsibility, power, coercion - organizational and administrative methods. To the number organizational methods include: organizational design; regulation; rationing. At the same time, specific persons and specific dates of execution are not indicated. With administrative methods (order, instruction, briefing), specific performers and deadlines are indicated. Organizational methods are based on typical situations, and administrative methods are mostly related to specific situations. The essence of organizational regulation is to establish rules that are mandatory for implementation and determine the content and procedure for organizational activities (regulations on the enterprise, company charter, internal company standards, regulations, instructions, planning rules, accounting, etc.).

Usually managerial methods are based on organizational ones. command methods implemented in the form of an order, resolution; instructions, instructions, commands, recommendations.

11. FORMS OF ORGANIZATION OF THE MANAGEMENT SYSTEM

The organizational structure of management ensures the performance of general and specific management functions, maintains appropriate vertical and horizontal connections and separation of controls. Vertical separation is determined by the number of management levels, as well as their subordination. Horizontal separation is carried out according to industry characteristics, focused on sub-processes of industrial production; manufactured products; production conditions. The organizational structure regulates the division of tasks into departments; their competence in solving certain problems; the general interaction of these elements.

The task of managers is to choose the structure that best suits the goals and objectives of the organization, as well as internal and external factors affecting it.

The organizational structure of the management apparatus is a form of division of labor in production management. Each division and position is created to perform a specific set of management functions or work. To perform the functions of the unit, their officials are endowed with certain rights to dispose of resources and are responsible for the performance of the functions assigned to the unit.

There are connections: linear (administrative subordination), functional (according to the field of activity without direct administrative subordination), interfunctional, or cooperative (between units of the same level).

Depending on the nature of the connections, types of organizational management structures are distinguished: linear (each manager provides guidance to subordinate units in all types of activities); functional (realizes the connection of administrative management with functional); linear-functional (line managers are one-man bosses, and they are assisted by functional bodies); matrix (an executor can have two or more managers (one is a line manager, the other is a program or direction manager); divisional (branches are distinguished either by area of ​​activity or geographically).

The primary element of the management structure is the official position. Job descriptions provide a clear delineation of duties and rights between employees of the company.

Delegation is the transfer of responsibility and coordination of certain actions to others (subordinates). Advantages of delegation: release of manager's time; the opportunity for the manager to do more important work; the possibility of a deeper assessment of the potential of subordinates; motivation of those to whom delegation is carried out; a means of developing the arts and skills of employees; work with personnel reserve. Disadvantages of delegation: the organization of delegation requires a certain amount of time and effort of the manager; there is a certain risk; the organization may simply not have people with sufficient time resources and competence.

Another factor in the effective functioning of the organization is the degree of centralization of management. Centralization means the concentration of power at the top level of the organization. The purpose of centralization is to increase synergy, improve coordination, and prevent errors at lower levels of management. The negative side of centralization is to reduce the efficiency of management, reduce the ability to adapt to new working conditions. Decentralization is the transfer or delegation of rights and responsibilities for a number of key decisions to the lower levels of the organization's management. The purpose of decentralization is to facilitate decision-making processes and initiatives at lower levels of management, efficiency of management, and high adaptability of the organization to new conditions. The negative side of decentralization is the isolation of parts, which often leads to conflicts, weakening control and unity in action.

The main types of organizational management structures: linear, functional. Type, specific features, characteristics

Linear control structure. - each manager manages subordinate units in all areas of activity. The main advantages of this principle of organization are: its simplicity, cost-effectiveness, a clear system of unity of command, clearly established relationships between departments. At the same time, it has significant drawbacks: the qualifications of the management staff, due to the breadth of authority, must meet the highest requirements, there is a tendency to shift responsibility when resolving issues involving several departments, poor adaptation and changes. Currently, the linear management structure is practically not used.

The functional management structure is the creation of functional management units, that is, responsible for certain types of management activities. The functional structure of enterprise management is based on the principle of complete management - a functional manager can give direct orders to all links of lower levels within his competence. The main drawback of the functional structure is that the application of the principle of complete management in certain areas violates the principle of unity of command. In addition, strict functional subordination makes it difficult for different functional units to cooperate. Like the linear, functional management structure is practically not used by modern organizations.

D - director; FN - functional chiefs; I - performers

9 The main types of organizational management structures: linear-functional. Type, specific features, characteristics

Linear-functional management structure - line managers carry out the main management activities with the support and maintenance of functional units. Functional services carry out production and financial planning, recruitment, logistics of production, standardize processes, etc. The main advantages of this management structure include: maintaining unity of command, faster decision-making and following instructions. The shortcomings include the insufficient delimitation of powers between functional and linear divisions, the aggravation of disagreements between them, and the duplication of managerial functions.

D - director; FN - functional chiefs; FP - functional

divisions; OP - subdivisions of the main production.

10 Main types of organizational management structures: divisional. Type, specific features, characteristics

Divisional management structure - the allocation of autonomous units for managing the production of individual products and individual functions of the production process. A structure of this type is characterized by the full responsibility of managers for the results of the economic activities of their departments. Thus, the production process of a particular type of product is under the control of one person. The construction of the divisional structure is carried out according to one of three principles: by type of products; by regional; targeting a particular consumer. Thus, there are four types of divisional structures:

divisional-productive structures - focused on the allocation of specific types of products to a separate production;

divisional-regional structures - involving the creation of independent divisions in different regions;

consumer-oriented structures - involving the allocation of autonomous units designed to meet the needs of a certain range of consumers;

divisional structures of mixed type.

The divisional structure of the organization is a more advanced management model for large companies than the linear-functional one. It allows you to more effectively respond to changes in the external environment (competitive conditions, consumer demand, etc.), ensures the management of multidisciplinary organizations, provides a closer connection between production and consumers, and significantly improves the coordination of activities. The disadvantages include: high costs for the maintenance of the administrative apparatus, duplication of functions at different levels of management, the preservation of a linear-functional structure within the departments with all their shortcomings.

11 The main types of organizational management structures: matrix. Type, specific features, characteristics

The matrix management structure is one of the most common types of project organization, used mainly in large companies. Within this organization, project team members are not only directly subordinate to the project manager, but also subordinate to the management of the functional units in which they work. Thus, management is carried out immediately along two lines: design and functional.

The matrix management structure assumes that project managers are fully responsible for the planning of the project and its subsequent execution. Functional managers, for their part, delegate some of their powers and responsibilities to the project manager, and also allocate the necessary specialists to the project management.

The advantages of a matrix control structure over a linear functional one include:

A higher degree of focus on project goals and demand;

greater efficiency of operational management, the possibility of increasing the efficiency of resource spending;

more efficient use of the staff of the organization;

increasing the level of control over individual targeted programs;

response to problems related to the needs of the production process is accelerated.

Despite the obvious advantages of using a matrix management structure, it has a number of significant disadvantages, including:

the complexity of a clear division of responsibility for work on the instructions of the project and on the instructions of the functional service, which arises as a result of double subordination;

duplication of some managerial functions;

the need for dual control over the use of resources by project departments on the one hand and functional ones on the other;

high probability of conflicts between project managers and functional units;

high requirements for the qualifications of the personnel involved in the projects.

To implement projects within the framework of the matrix management structure, some reorganization of the production process is necessary; formation of target divisions, including the most qualified specialists from different functional services for the joint development and implementation of future projects.

Managment structure- it is always a set of interrelated links of management bodies (departments, services, positions that ensure the effective implementation of management functions).

Depending on the direction, the management structure can be:

functionally oriented - performance of management functions;

market-oriented - work in different markets;

production-oriented - management of various production processes.

The organizational structure of management ensures the performance of general and specific management functions, maintains appropriate vertical and horizontal connections and separation of controls. The vertical separation is determined by the number of management levels, as well as their subordination and directive relations. Horizontal division is carried out according to industry characteristics. It can be oriented to sub-processes of industrial production; manufactured products; spatial working conditions.

The organizational structure regulates the division of tasks into departments and divisions; their competence in solving certain problems; the general interaction of these elements is the process of creating a hierarchical structure. The organizational structure should have a minimum number of management links, streamline all management processes, be flexible and economical.

According to their internal organization and implementation, management structures are divided into bureaucratic and organic. The most important trend is the transition from a bureaucratically organized structure to an organic one inherent in the prevailing conditions - in other words, the growth of a company, depending on changes in environmental conditions, the size of the company, and the complexity of management, causes changes in the management structure.

One of the ways to combat the bureaucratization of management is the development of group methods of management (decision-making) at all levels of the organization. For this, teams of specialists are formed, who, after appropriate discussion, jointly make many important and complex decisions.

Group management can be:

collegiate - participants are appointed persons who discuss in detail with the right of an advisory vote a relatively narrow range of problems;

Collective - employees are proactively included in the relevant groups, where they consider any issues with a decisive vote, actively defend their proposals (production councils, advisory committees, "working directors").

Collective management is most effective when it is necessary to find a solution to a complex controversial problem based on the joint knowledge and experience of different specialists.

Collective management is ineffective for solving problems that require strict logic of thinking, since group decisions may turn out to be worse than individual ones, since the group is usually not capable of painstaking work, rejects the most original ideas, there is a danger of leakage of commercial information when it is necessary to make decisions regarding the personal situation of someone that of the members of the team.

The organizational structure of the management apparatus is a form of division of labor in managing the organization. Each division and position is created to perform a specific set of management functions or work. To perform the functions of the unit, their officials are endowed with certain rights to dispose of resources and are responsible for the performance of the functions assigned to the unit. The scheme of the organizational structure of management reflects the static position of units and positions and the nature of the relationship between them.

Manadgement Department- this is the structure of units with certain principles for their construction:

the structure of the organization is built on the basis of the functions performed and is aimed at achieving the goal;

· for the management of each function and control, leadership positions are established for each function;

· the vertical distribution of powers and responsibilities in decision-making is clearly defined;

The whole process of enterprise management is regulated.

Information limitations of the manager: performance is not more than 10 bps, the limit of information per day is 288 thousand bps.

Delegation– transfer to others (usually subordinates) of responsibility and authorship of operations and/or coordination of certain actions. There are various levels of delegation (delegation of activities, but not of evaluations, responsibility, authorship of actions).

The following types of authority are usually delegated:

Solve partial, highly specialized problems in which the performers understand obviously better than the leader and understand this perfectly;

carry out preparatory work, which in most cases is of a routine nature;

Attend informational events, make presentations, share experiences.

Advantages of delegation: release of time; the opportunity to do more important work; the possibility of a deeper assessment of the potential of subordinates; motivation of those to whom delegation is carried out; a means of developing the arts and skills of employees; work with personnel reserve.

Disadvantages of delegation: organization of delegation requires a certain amount of time and effort; there is a certain risk; the organization may simply not have people with sufficient time resources and competence.

Delegation sequence:

highlight the essential in all the variety of activities;

determine the activities to be delegated;

· Appreciate the benefits of delegation;

identify individuals suitable for delegation;

Discuss transferred activities;

determine the time frame and provision of delegation;

determine the levels of responsibility for delegation;

· review and evaluation of the results of delegation.

The practice existing in the West has developed two models of delegation of authority:

1. The traditional model (delegation of tasks) - the performers are given tasks that it is inappropriate for the manager to perform on his own, and the opportunity is given to take the initiative. The performers are responsible for the results of their activities to the leader, and he, in turn, to the top management, so he interferes in the actions of employees and sometimes attributes their successes to himself.

2. The Bad Harzburg model of R. Hehn (delegation of responsibility, or full delegation) - subordinates are transferred not only the solution of tasks, but also responsibility to higher management for everything they do within the framework of their respective functions. Under these conditions, the employee can no longer hide behind the back of the leader, and he can attribute the results he has received to himself.

Centralization- the concentration of power at the top level of management of the organization. The purpose of centralization is to increase synergy, improve coordination, and prevent errors at lower levels of management. The negative side of centralization is to reduce the efficiency of management, reduce the ability to adapt to new working conditions.

Management centralization levels:

Full centralization - the center makes all decisions based on information about the state of the elements of all levels;

decentralization – all elements of all levels work autonomously, and the center coordinates the overall strategy.

Decentralization is the transfer or delegation of rights and responsibilities for a number of key decisions to the lower levels of management of the organization. The purpose of decentralization is to facilitate decision-making processes and initiatives at lower levels of management, efficiency of management, and high adaptability of the organization to new conditions. The negative side of decentralization is the isolation of parts, which often leads to conflicts, weakening control and unity in action.

Under the general organizational structure is understood as an ordered set of interconnected subdivisions that have become isolated in the process of division of labor.

The primary element of the management structure is the official position. Job descriptions provide a clear delineation of duties and rights between employees of the company. They contain: a general part, the main tasks and duties, the rights and responsibilities of the employee. Typically, a job description is the basis for appraisal of an employee based on the results of his activities.

Legal facts are the actual circumstances with which legal norms associate the emergence, change or termination of legal relations. Only in the presence of a legal fact (facts) the subject of administrative law becomes the subject of administrative legal relations.

In legal norms, the subject of administrative law is a person or organization that, under certain conditions, can be participants (parties) of managerial relations. They are defined in a general (generic) way - as individual objects (citizens, civil servants) or as collective. For a long time, they may not enter into administrative legal relations with anyone, i.e. do not become their participants (subjects or objects of management).

The subject of the relationship is always specific. This is a specific person or organization, a party to a legal relationship (subject or object of management), endowed with rights and obligations in the sphere of executive power and capable of exercising them.

Subjects of administrative law can become subjects (participants, parties) of administrative legal relations if there are three conditions:

• an administrative-legal norm that defines the subject, his rights and (or) obligations, legal responsibility;
• administrative legal capacity and legal capacity of the subject;
• legal fact(s), i.e. grounds for the emergence, change or termination of legal relations.

As a rule, actions or events act as legal facts.

Actions are the result of active will (ie, the result of conscious activity) of the subject.

They may be lawful, which means that they fully comply with the requirements of administrative and legal norms. Lawful actions of citizens, their associations and all other possible participants in administrative-legal relations act as legal facts.

For example, filing a complaint by a citizen entails the emergence of a specific administrative legal relationship between him and the addressee (as a rule, the executive body, official).

A feature of legal facts in administrative law is that the main type of lawful actions are legal acts of executive authorities that have an individual character, that is, related (addressed) to a specific person and case. Their direct legal consequence is the emergence, change or termination of an administrative-legal relationship. For example, an appointment order leads to the emergence of public-service relations, which are a kind of administrative-legal relations.

Illegal actions do not meet the requirements of administrative and legal norms, violate them. These are disciplinary offenses or administrative offenses as the most typical for the sphere of public administration. They entail the emergence of administrative-jurisdictional legal relations. Inaction may also be unlawful (for example, the failure of the internal affairs service to take the necessary measures to ensure public order).

Events are phenomena that do not depend on the will of people (for example, death, natural disaster, etc.).