Enterprise and its structural units. Structural units. Management of departments and organization trees

MINISTRY OF EDUCATION OF THE RUSSIAN FEDERATION

KEMEROVSK TECHNOLOGICAL INSTITUTE

FOOD INDUSTRY

Test

Management

Performed:

gr. EK nz -

Methodical complex on the discipline "Management" for students of the correspondence faculty of the specialty 060800 "Economics and management at the enterprise"

Year of publication: 2002

Option 5

5. The main structural divisions of the organization

Structural subdivision is an officially designated management body for a specific area of ​​the organization's activities (production, service, etc.) with independent tasks, functions and responsibility for their implementation. A subdivision can be either separate (branch, representative office), or not possessing full organizational characteristics (internal).

There are several types of enterprise structures:

Organizational

Production

The production links that manage the enterprise and service its employees, the number of such divisions, their size and the ratio between them in terms of the size of occupied areas, the number of employees and other characteristics, represent the overall structure of the enterprise.

The set of interconnections and interrelationships arising in the management process between the divisions of enterprises, including the relationship of the rights and responsibility of employees for the performance of specific activities in the management process, represents the organizational structure of the enterprise. She, in turn, has five types:

1. Linear structure - at the head of the organization and each subdivision is a leader, endowed with all powers and concentrating all management functions in his hands. Its decisions, passed along the chain from top to bottom, are binding on all lower levels. On this basis, a hierarchy of managers of this management system is created (for example, the director of the organization, the head of the shop, the foreman). The advantages of this governance structure are consistency and clarity of orders; increased responsibility of the head for the results of the activities of the headed unit; efficiency in decision making; receipt by the executors of orders agreed upon between themselves. The disadvantages are high requirements for the manager, who must have extensive knowledge and experience in all management functions and activities of the enterprise. This structure is usually used in small and medium-sized organizations.

2. Functional structure - a structure in which management influences are divided into linear and functional, and each of these influences is mandatory for execution. Leaders do not interfere in each other's affairs. The general manager only coordinates the actions of the heads of departments and performs a limited list of his functions. Advantages of this structure: attraction of specialists competent in a particular field to the leadership; efficiency in solving non-standard situations; rapid growth in the professionalism of managers. Disadvantages: violation of the principle of one-man management; depersonalization of responsibility; the difficulty of coordinating the activities of units.

3. Linear-functional structure - it includes a linear and functional organization, which creates double subordination for performers. The advantages are the high competence of the specialists responsible for specific functions. Disadvantages include lack of unity of action; the impossibility of maintaining the consistency of relationships between functional services; lengthy decision-making procedure; reducing the responsibility of performers for the work, since each of them receives instructions from several managers.

4. Divisional structure - it is based on the end result. This structure combines the centralization of a number of functions at the highest level and the decentralization of the activities of production units. With this structure, an organization can rationally manage different activities in different markets. The heads of production departments, depending on the products they manufacture, the services provided and the territory assigned to them, coordinate activities not only "by levels", but also "by functions." As a result, the decision-making process is accelerated and the quality of implementation is improved. In divisional organizations, interdepartmental careers are also difficult.

The types of divisional structure are regional, product and consumer structures, in accordance with which the organization is subdivided into elements and blocks by types of goods or services, customer groups or geographic regions.

5. Matrix structure - a modern effective type of organizational management structure, which is created by combining two structures: linear and program-target. In this structure, the project manager works with specialists who are subordinate to line managers. It defines what and when should be done for a specific program. The line manager decides who will do this or that work and how. The advantages of the matrix system are: activation of the activities of management workers through the formation of software units interacting with functional units; involvement of managers of all levels and specialists in active creative activities to improve production; reducing the burden on top-level managers as a result of the transfer of decision-making powers to the middle level. At the same time, coordination and control over the implementation of key decisions remains at the highest level.

With matrix structures, you can often carry out restructuring associated with the introduction of new technological processes and more efficient equipment.

With the transition to matrix structures, the greatest economic effect is achieved in large organizations that produce complex products.

For matrix structures, an increased level of conflict is characteristic.

6. Combined structure - a set of linear, functional, linear-functional and other management structures, determined by the peculiarities of the work of departments within one organization. In doing so, the organization takes on the form that best suits the given situation. So, in one department of the company, a product structure can be used, in another - a functional one, and in a third - a matrix one. As a rule, the highest level of management is built according to a linear-functional structure, the middle level can have all the variety of management structures. Grassroots management is usually built on a linear management structure. At the same time, the flexibility of the organization's management structures is assessed only by the average management level. The structures of the highest and lowest levels of management in the organization should be more conservative to change.

Within this organization, senior management within the corporation is responsible for long-term planning, strategic policy development, and coordination and oversight across the organization. Subdivisions, which are usually independent economic units, make operational decisions. They report to the parent company mainly in financial matters.

Types of structural units

When assigning a name to a structural unit, first of all, it is necessary to determine what type of unit is being created. The most common is to structure an organization into the following divisions: 1) management. These are subdivisions, formed according to the industry and functional characteristics, and ensuring the implementation of certain areas of the organization's activities and managing the organization. They are usually created in large companies, public authorities and local government and combine smaller functional units (for example, departments, divisions); 2) branches. Treatment-and-prophylactic, medical institutions and organizations are most often structured into departments. These are usually industry or functional divisions, as well as departments that combine smaller functional divisions. State authorities are also structured into branches (for example, branches are created in regional customs offices). As for banks and other credit institutions, then, as a rule, branches in them are created on a territorial basis and are separate structural divisions registered as branches; 3) departments. They are also divisions, structured by industry and function, which, as well as management, ensure the implementation of separate directions activities of the organization. Typically, such units are created in government and local government bodies; they combine smaller structural units (most often departments). Departments are also created in representative offices of foreign companies and in companies in which management is organized according to Western models; 4) departments. Departments mean functional structural divisions responsible for a specific direction of the organization's activities or for organizational and technical support for the implementation of one or more areas of the organization's activities; 5) service. "Service" is most often called a group of structural units united on a functional basis, having related goals, tasks and functions. In this case, the management or leadership of this group is carried out centrally by one official. For example, the service of the deputy director of personnel can unite the personnel department, the personnel development department, the organization and remuneration department, and other structural units that perform functions related to personnel management. It is headed by the Deputy Director for Human Resources and is created to implement a unified personnel policy in the organization. The service can also be created as a separate structural unit, formed on a functional basis and designed to ensure the activities of all structural units of the organization in the framework of the implementation of one direction. So, the security service is a structural unit that provides physical, technical and information security all structural divisions of the organization. The labor protection service is also most often created as an independent structural unit and for the implementation of a very specific task - to coordinate labor protection activities in all structural divisions of the organization; 6) bureau. This structural unit is created either as part of a larger division (for example, a department), or as an independent division. As an independent structural unit, a bureau is created to conduct executive activities and service the activities of other structural divisions of the organization. Basically "bureau" is traditionally called the structural units associated with "paper" (from the French. Bureau - desk) and reference work. In addition to the above, production units are created as independent structural units (for example, workshops) or units serving production (for example, workshops, laboratories). The rationale for the creation of one or another independent structural unit, as a rule, is linked to the traditions of the organization (recognized or informal), methods and goals of management. The number of personnel indirectly influences the choice of the type of department. So, for example, in organizations with average headcount more than 700 employees are created by labor protection bureaus with a staff number of 3 - 5 units (including the head). If the staff of the structural unit responsible for ensuring labor protection includes 6 units, then it is called the labor protection department. If we turn to the organizational structure of federal executive bodies, we can find the following dependence: the staffing of the management is at least 15 - 20 units, the department within the department is at least 5 units, and the independent department is at least 10 units. The rules and principles of structuring a commercial organization, the staffing standards of a particular unit, its management determines independently. However, it should be borne in mind that crushing organizational structure for independent subdivisions, consisting of 2 - 3 units, the heads of which do not have the right to accept management decisions, leads to "erosion" of responsibility and loss of control over the activities of all structural units. As already noted, independent divisions, in turn, can be divided into smaller structural divisions. These include:

a) sectors. Sectors (from the Latin seco - cut, divide) are created as a result of a temporary or permanent division of a larger structural unit. Temporary structuring takes place when two or more specialists are allocated within a department to solve a specific task or carry out a specific project, headed by a chief or leading specialist; after completing the assigned task, the sector is disbanded. The main functions of the permanent sector are the implementation of a specific area of ​​activity of the main unit or the solution of a certain range of issues. For example, in the finance department, the operating expenses financing sector, the methodology and taxation sector, the investment and lending financing sector, the bureau sector can be created as permanent ones. valuable papers and analysis; a sector for the implementation of a specific investment project can be created as a temporary one; b) plots. These structural units are created on the same principle as the permanent sectors. Usually they are strictly limited to "zones" of responsibility - each site is responsible for a specific area of ​​work. Usually, the division of a structural unit into sections is conditional and is not fixed in staffing table(or in the structure of the organization); c) groups. Groups are structural units created according to the same principles as sectors, areas - they unite specialists to perform a specific task or implement a specific project. Most often, groups are temporary in nature, and their creation is not reflected in general structure organizations. Usually the group operates in isolation from other specialists of the structural unit in which it was created. The specific name of the subdivision indicates the main activity of the selected structural unit. There are several approaches to establishing the names of departments. First of all, these are names that contain an indication of the type of unit and its main functional specialization, for example: "financial department", "economic management", "X-ray diagnostic department". The name can be derived from the names of the positions of chief specialists who head these departments or oversee the activities of these departments, for example, "chief engineer service", "chief technologist department". The name may not contain an indication of the type of unit. For example, "office," accounting, "archive", "warehouse". Production divisions are most often named according to the type of products manufactured or the nature of production. In this case, the name of the product (for example, "sausage shop", "foundry shop") or the main production operation (for example, "workshop for assembling car bodies", "repair and restoration workshop") is added to the designation of the type of subdivision.

In small organizations, almost any employee can perform several different functions. With the increase in the number of employees, several of them are already beginning to perform similar duties. It is at this stage of the company's development that the first structural unit appears. Persons performing the same type of operations are united into various special units: links, sections, sections, workshops, and so on. This combination contributes to the creation of an easy-to-manage enterprise.

The structural unit is based on the implementation of the same type of function required for the entire enterprise. An important factor for their creation is to increase the efficiency and economy of the enterprise, which are assessed based on the content of the operations carried out, the number of employees, location.

A structural unit is a dedicated management body with independent functions, specific tasks and responsibilities. It can be separate (representative, branch) and internal (does not have all the features of an independent organization).

Any structural unit carries out its economic activity on the basis of the approved regulation on these associations, which is being developed at the enterprises where they are. This document is developed by employees of the personnel department and heads of departments.

Structural units enterprises can be as follows:

• Departments - divisions that are formed on a functional basis, they ensure the implementation of certain areas of the enterprise and manage the organization. They are created in government agencies, large companies and combine departments and departments.
• Departments are typical for treatment and prophylactic, medical institutions. They are also available in government bodies, banks, and credit institutions.
• Departments. They are created according to functional and industry characteristics. They ensure the implementation of certain areas of activity. Departments are often created in government bodies of all levels, representative offices of foreign companies.
• Departments - functional units that are responsible for a specific type of activity.
• Services are groups of united structural units that have related functions, they are managed by one leader.
• The Bureau. Created as part of a larger division and as a separate unit.

In addition to the listed divisions, such as a workshop, laboratory, workshop are being created.

Independent units can be subdivided into smaller structures:

• sectors - are created temporarily or operate permanently;
• sites are strictly limited by their areas of responsibility, the site is engaged in a specific area of ​​work;
• groups - a structural unit that is created on the principle of sites and is most often temporary in nature, they unite specialists in order to perform a specific task.

The name of any department, as a rule, denotes its main activity.

Interaction needs to be coordinated. The larger the organization, the more important and complex the problem is.
The regulation on the division of the enterprise is the value that determines the entire procedure for creating a production unit, its legal position functions, tasks, responsibilities, rights and obligations, the procedure for interaction with other production units.

Depending on the activities of the enterprise and for ease of defining its functions, there are various divisions of it. The most common is to structure an organization into the following departments:

• 1) management. These are subdivisions, formed according to the industry and functional characteristics, and ensuring the implementation of certain areas of the organization's activities and managing the organization. They are usually created in large companies, state authorities and local governments and combine smaller functional units (for example, departments).
• 2) branches. Treatment and prophylaxis are most often structured into departments, medical institutions and organization. These are usually industry or functional divisions, as well as departments that combine smaller functional divisions.

State authorities are also structured into branches (for example, branches are created in regional customs offices). As for banks and other credit institutions, then, as a rule, branches in them are created on a territorial basis and are separate structural divisions registered as branches;

• 3) departments. They are also subdivisions, structured by industry and function, which, like management, ensure the implementation of individual areas of the organization's activities. Typically, such units are created in government and local government bodies; they combine smaller structural units (most often departments). Departments are also created in representative offices of foreign companies and in companies according to Western models.
• 4) departments. Departments mean functional structural divisions responsible for a specific direction of the organization's activities or for organizational and technical support for the implementation of one or more areas of the organization's activities;
• 5) service. "Service" is most often called a group of structural units united on a functional basis, having related goals, tasks and functions. In this case, the management or leadership of this group is carried out centrally by one official. For example, the service of the deputy director of personnel can unite the personnel department, the personnel development department, the organization and remuneration department, and other structural units that perform functions related to personnel management. It is headed by the Deputy Director for Human Resources and is created to implement a unified personnel policy in the organization.

The service can also be created as a separate structural unit, formed on a functional basis and designed to ensure the activities of all structural units of the organization in the framework of the implementation of one direction. So, the security service is a structural unit that ensures the physical, technical and information security of all structural units of the organization. The labor protection service is also most often created as an independent structural unit and for the implementation of a very specific task - to coordinate labor protection activities in all structural divisions of the organization;

6) bureau. This structural unit is created either as part of a larger division (for example, a department), or as an independent division. As an independent structural unit, a bureau is created to conduct executive activities and service the activities of other structural divisions of the organization. Basically "bureaus" are traditionally called structural units associated with "paper" and reference work.

In addition to the above, production units (for example, workshops) or units serving production (for example, laboratories) are created as independent structural divisions.

The rationale for the creation of one or another independent structural unit, as a rule, is linked to the traditions of the organization (recognized or informal), methods and goals of management. The number of personnel indirectly influences the choice of the type of department. So, for example, in organizations with an average number of employees over 700 people, labor protection bureaus are created with a staff number of 3 - 5 units (including the head). If the staff of the structural unit responsible for ensuring labor protection includes 6 units, then it is called the labor protection department. If we turn to the organizational structure of federal executive bodies, we can find the following dependence: the staffing of the management is at least 15 - 20 units, the department within the department is at least 5 units, and the independent department is at least 10 units.

Structuring rules and principles commercial organization, the staffing standards of a particular unit are determined by its management independently. However, it should be borne in mind that the fragmentation of the organizational structure into independent units, consisting of 2 - 3 units, whose leaders do not have the right to make managerial decisions, leads to the "dilution" of responsibility and loss of control over the activities of all structural units.

As already noted, independent divisions can be divided into smaller structural divisions. These include:

• a) sectors. Sectors are created as a result of the temporary or permanent division of a larger structural unit. Temporary structuring takes place when two or more specialists are allocated within a department to solve a specific task or carry out a specific project, headed by a chief or leading specialist; after completing the assigned task, the sector is disbanded. The main functions of the permanent sector are the implementation of a specific area of ​​activity of the main unit or the solution of a certain range of issues. For example, in the finance department, the operating expenses financing sector, the methodology and taxation sector, the investment and lending finance sector, the securities and analysis bureau sector can be created as permanent ones.
• b) plots. These structural units are created on the same principle as the permanent sectors. Usually they are strictly limited to "zones" of responsibility - each site is responsible for a specific area of ​​work. Usually, the division of a structural unit into sections is conditional and is not fixed in the staffing table (or in the structure of the organization);
• c) groups. Groups are structural units created according to the same principles as sectors, areas - they unite specialists to perform a specific task or implement a specific project. Most often, groups are temporary in nature, and their creation is not reflected in the overall structure of the organization. Usually the group operates in isolation from other specialists of the structural unit.

The specific name of the subdivision indicates the main activity of the selected structural unit. There are several approaches to establishing the names of departments.

First of all, these are names that contain an indication of the type of department and its main functional specialization, for example: "financial department", " economic management"," X-ray diagnostic department ". The name may be derived from the names of the positions of chief specialists who head these departments or oversee the activities of these departments, for example, "chief engineer service", "chief technologist department." The name may not contain an indication of the type of department. For example, "office," accounting, "archive", "warehouse".

Production divisions are most often named according to the type of products manufactured or the nature of production. In this case, the name of the product (for example, "sausage shop", "foundry shop") or the main production operation (for example, "workshop for assembling car bodies", "repair and restoration workshop") is added to the designation of the type of subdivision.

In the event that a structural unit is assigned tasks corresponding to the tasks of two or more units, then this is reflected in the name - for example, "financial and economic department", "marketing and sales department", etc.

What is the difference between a structural unit and a department. Can a department located in another city be considered a structural unit?

Answer