The concept of organizational structure consists of two parts - these are the concepts of organization and structure. The latter, in turn, represents the ordered elements of the system, the interconnected links of which form the 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 goals being realized).
In the management system, the organizational structure has a skeletal shape - this is the basis of any enterprise. It reflects the level of social and economic development of a managerial entity, the form 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
The management class distinguishes between adhocratic and hierarchical organizational structures. The latter include:
- Linear - each area of activity is subordinate to a higher leader. The advantages of such a structure are profitability, simplicity, clearly established connections between units and a clearly defined system of unity of command. But there are significant disadvantages. The main one is not the most optimal level of adaptation to changes (since the management has a lot of responsibility and responsibilities, it must be highly qualified). At the moment, such a structure is almost never used.
- Functional - separate units are created that are responsible for a certain type of activity. The head of the functional unit has the right to give instructions to all links of 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 - the main management activity, which is supported and maintained by functional units, is carried out by line managers. The advantages are the preservation of the principle of unity of command, quick implementation of instructions and decision-making. A disadvantage is the not very noticeable line between the powers of functional and linear units.
- Divisional organizational structure - autonomous units are allocated for managing the production of individual products, as well as some functions of the production process. In such a structure, the heads of the headed units bear full responsibility for the results of their activities. The divisional organizational structure is based on three principles. This is a type of product, a regional principle and a customer focus.
The divisional organizational structure is of four types:
1) divisionally productive - is oriented to separate specific types of products into a separate production;
2) divisional-regional - focused on creating independent units in different regions;
3) a divisional organizational structure focused on the buyer - it is supposed to allocate autonomous units;
4) mixed type.
It should be noted that a universal organizational structure does not exist, since it is necessary to select suitable options for all management processes that will meet the assigned tasks.
