So, we have examined the concept and types of organizational management structures. Now we should consider the construction of organizational management structures: principles, methods, stages in order to analyze how the organizational structure can affect the efficiency of its functioning.

The development of methods for designing management structures makes it possible to improve management and increase production efficiency, since:

Firstly, in new conditions, in a number of cases, it is impossible to operate with old organizational forms that do not meet the requirements of market relations and create the danger of deformation of the management tasks themselves;

Secondly, it is impossible to transfer management patterns into the sphere of economic management technical systems. Creation automated systems governance is often considered in isolation from improving governance structure;

Thirdly, when creating a structure, you need to rely not only on experience, analogy, and familiar diagrams, but also on scientific methods organizational design;

fourthly, the most complex management mechanism must be designed by specialists who master the methodology for the formation of organizational systems.

The methods used until recently for constructing organizational management structures were of a normative nature, lacked diversity, standard solutions were used, which led to a mechanical transfer of those used in the past organizational forms into new conditions. The initial factors for the formation of structures were considered very narrowly: the number of personnel instead of the goals of the organization, a constant set of management bodies instead of changing their composition and combination in different conditions, outdated schemes and staff structures as average indicators existing organizations without analyzing their shortcomings and degree of suitability.

Today, when creating organizational structures, it is used systems approach, which in practice leads to more effective use all resources of the organization - material, technical, financial and labor, which creates economic advantages of the organization's activities, which in modern conditions is the main success factor. Of particular importance is the identification and analysis of emerging problems in the construction and development of an organization. This approach involves the initial definition of the system of organizational goals, which determine the structure of tasks and the content of the functions of the management apparatus.

In relation to the implementation of system principles for the formation of the internal structure of the management apparatus, it should be taken into account that the organizational structure is a complex characteristic of the management system. IN unified system should be considered and various methods formation of organizational management structures, many of which appeared only in last years. These methods are of different nature, each of them separately does not allow solving all practically important problems of construction organizational structure control apparatus and should be used in organic combination with others.

The final criterion of effectiveness when comparing different options for organizational structure is the most complete and sustainable achievement of the goals set in the field of production, economics, technical progress And social development. It is advisable to use a set regulatory characteristics management apparatus: its productivity in processing information, efficiency of acceptance management decisions, reliability of the management apparatus, expressed in the quality of execution of decisions within established deadlines and resources, adaptability and flexibility, characterized by the ability to timely identify organizational problems and adapt work accordingly.

The design of organizational management structures is carried out on the basis of the following basic complementary methods:

• 1) analogies;
• 2) export-analytical method;
• 3) structuring goals;
• 4) organizational modeling.

Let us briefly describe these methods.

Method of analogies consists in the application of organizational forms and management mechanisms of existing organizations in relation to the designed organization. The method of analogies includes the development of standard management structures for production and economic organizations and the determination of the boundaries and conditions of their application.

Export-analytical method consists of a survey and analytical study of the organization, which is carried out by qualified specialists in order to identify specific features and problems in the work of the management apparatus, as well as to develop rational recommendations for its formation or restructuring based on quantitative assessments of the effectiveness of the organizational structure, rational principles management, expert opinions, as well as generalization and analysis of the most advanced trends in the field of management organization.

Goal structuring method involves the development of a system of organizational goals and subsequent analysis of organizational structures from the point of view of their compliance with the system of goals.

Organizational modeling method represents the development of formalized mathematical, graphical, computer and other displays of the distribution of powers and responsibilities in an organization, which are the basis for constructing, analyzing and evaluating various options for organizational structures based on the relationship of their variables.

The process of designing an organizational management structure should be based on the joint use of the methods described above. At the stages of composition and structuring, the method of structuring goals, the export-analytical method, as well as the identification and analysis of organizational prototypes are of greatest importance. More formalized methods should be used for in-depth study of organizational forms and mechanisms of individual subsystems at the regulation stage. To design the organizational structures of new organizations, formal analytical methods and models are predominantly used; to improve existing organizations, methods of diagnostic examinations and expert study are used. organizational system. The choice of method for solving a particular organizational problem depends on its nature, as well as on the possibilities for conducting the corresponding research, determined by the availability of its methodology, necessary information, as well as the qualifications of system developers and the timing of recommendations.

Based on the principles and methods of designing organizational management structures, we can proceed to a description of organizational design.

The content of the process of forming an organizational structure is largely universal. It includes the formulation of goals and objectives, determination of the composition and location of departments, their resource provision (including the number of employees), the development of regulatory procedures, documents, regulations that consolidate and regulate the forms, methods, processes that are carried out in the organizational management system. This process can be divided into three stages:

• ? formation of a common block diagram control apparatus;
• ? development of the composition of the main divisions and connections between them;
• ? regulation of the organizational structure.

At the first stage, the main characteristics of the organization and the directions along which more detailed design of both the organizational structure and other important aspects of the system should be carried out are determined. The fundamental characteristics of the organizational structure that are determined at this stage include the goals of the production and economic system and the problems to be solved, the general specification of functional and program-targeted subsystems that ensure their achievement, the number of levels in the management system, the degree of centralization and decentralization of powers and responsibility for different levels management, the main forms of relationship between this organization and external environment, requirements for the economic mechanism, forms of information processing, staffing of the organizational system.

The main feature of the second stage of the process of designing an organizational management structure is that it provides for the implementation of organizational decisions not only for large linear-functional and program-target blocks, but also for independent (basic) divisions of the management apparatus, the distribution of specific tasks between them and the construction of intra-organizational connections. Basic units are understood as independent structural units (departments, departments, bureaus, sectors, laboratories), into which linear-functional and program-targeted subsystems are organizationally divided.

The third stage involves the development of quantitative characteristics of the management apparatus and procedures management activities. It includes:

• 1) determination of the composition of internal elements of basic units (bureaus, groups and positions);
• 2) determination of the design number of the unit, labor intensity of the main types of work and qualification staff performers;
• 3) distribution of tasks and work among specific performers, establishing responsibility for their implementation;
• 4) development of procedures for performing management work in departments (including based on automated information processing);
• 5) development of a procedure for interaction between departments when performing interrelated sets of work;
• 6) calculations of management costs and performance indicators of the management apparatus in the conditions of the designed organizational structure.

Thus, we examined the concept of organizational management structure, principles and methods of organizational design, stages of organizational design. The considered definitions of this topic make it possible to determine the effectiveness of the organizational management structure.

Topic 13. Design of organizational systems

In progress organizational development

Figure 11. Main types of organizational management structures and ways of their possible transformations

The problems of formation, improvement, rationalization of organizational management structures, which are acute on the agenda, are solved from the standpoint of various methods of their construction. There is no universal method for forming organizational management structures. Each of the known methods has its own limits of application and none of them individually fully corresponds to the tasks of ensuring the development of the management system production organization in a dynamically changing external environment.

Method of analogies consists in the use of organizational forms and management mechanisms that have proven themselves in organizations of a similar type.

Goal structuring method, which is based on a chain of successive steps from defining and formulating the main goal of the enterprise to decomposing it into its component parts or subgoals, then from goals to functions. From functions they move on to the composition of structural units, their subordination and the establishment of communications. The composition of subgoals is determined by the set of resources necessary to achieve it. As a result of the repeated decomposition procedure, a hierarchy of goals is formed, called the “goal tree.” Activities to ensure the achievement of each goal become functional responsibility structural unit. Each subsequent level of subgoals is a means of realizing the higher goal. When improving management structures, the method involves not only developing a system of organizational goals, but also analyzing organizational structures from the point of view of their compliance with the system of goals.

Expert-analytical includes diagnostic analysis existing system management and development of recommendations for improving organizational management structures based on expert opinions. The method allows you to generalize and implement the most advanced trends in the field of management organization.

Organizational modeling method, consisting in the development of a formalized organizational system using economic and mathematical modeling. Currently, there is no unified classification of formalized models. Theoretically, optimization models have been the most studied, in which two groups are distinguished: models in which the organizational structure efficiency criterion reflects the final results of the enterprise, and models based on the use of indirect efficiency criteria. The method has not yet received wide distribution and significant practical implementation due to the complexity and labor intensity of modeling management structures, which does not exclude its use as an auxiliary scientific and analytical tool for searching, justifying and selecting rational solutions for the formation of organizational management structures.

Program-target method, on the basis of which structures are formed aimed at the accelerated implementation of programs and projects. They are created, as a rule, on a temporary basis, i.e. for the period of implementation of the project, program, problem solution.

In practice, analogy methods are mainly used and much less expert assessments are used. The program-target method has become widespread and, only in Lately, developers of organizational structures are beginning to increasingly turn to methods of structuring goals and organizational modeling, considering the system of organizational goals as the basis for structuring.

When building organizational structures, there are three main stages:

Formation of a general structural diagram of the management apparatus (stage "compositions" );

Development of the composition of the main divisions and connections between them (stage "structuring" );

Development of characteristics and procedures for management activities (stage "regulation" ).

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A wide variety of organizational and technical production conditions, opportunities for obtaining information, and the qualifications of developers have led to various methods of performing work to improve organizational structures.

Let's consider the content of the most famous of them.

1. Expert method consists of a preliminary study of the current management structure and identification of its bottlenecks. For this purpose, a diagnostic examination of the control system is carried out in order to study its condition based on a comparison of the actual values ​​of the relevant indicators with their standard and planned values. Subsequent analysis of these indicators allows us to identify shortcomings (reserves) in the activities of the management system and make an accurate diagnosis of them. As a rule, this work is accompanied by the so-called. predictive analysis, the task of which is to study behavior current system in dynamics, identifying trends in its changes, as well as explaining the reasons for these changes.

The expert method in the practice of improving organizational structures is used quite widely. This is due to insufficient development quantitative methods analysis, imperfection regulatory framework and other reasons. The advantage of the expert method is the relative speed of obtaining analysis results and developing recommendations for eliminating the shortcomings of the organizational structure.

2. Method of comparison and analogies is to use, when improving the management organization, elements of the management mechanism, organizational forms and solutions that have proven themselves in practice at enterprises with similar conditions (size, type of production, complexity of products, etc.). The method of comparison and analogies involves the development and use of standard management structures, controllability standards, standard composition of management functions, and various calculation formulas for determining standards for the number of managerial employees. It should be noted that this method is currently the most common in the practice of industry design institutes, enterprises and associations. The widespread use of the method led to the unification of organizational management structures at enterprises of the industries, streamlining staffing tables, regulation of administrative and management activities. Of course, in the context of a wide variety of organizational structures, methods of determining the number of employees by management functions, and the lack of qualified specialists in organizing management, this approach was progressive and played positive role. At the same time, it focuses on the average composition of management functions and places strict restrictions on the choice of organizational structures.

3. Method of structuring goals is based on the idea of ​​a production and economic organization as a multi-purpose system. The method involves structuring the goals (tasks) of the organization according to certain criteria, which serve as the basis for identifying types of activities and the composition of management work. Grouping management work according to certain rules makes it possible to identify structural units and orient their activities towards achieving a specific production and economic goal.

4. Methods of organizational modeling are based on the use of certain formalized representations (models) of the object and control system. Among the group of organizational modeling methods, the most famous is the method based on decomposition information process performing management work. According to this method in production processes points and places that require control actions are identified. Next, the nature and frequency of these impacts, the composition and volume of information required technical means and other components of the management process. Management processes are developed taking into account regulatory requirements to their organization. Based on the characteristics of the developed management processes (their frequency, labor intensity, etc.), the number of employees, their subordination in the course of performing management work, and the composition of the management apparatus departments are established.

Methods of organizational modeling include methods that use parametric dependencies of the object and subject of management. The essence of these methods is to establish connections between the parameters of the control system and production and technical factors, to determine the direction of action and the closeness of these connections. The advantage of the parametric method is the study of quantitative characteristics to describe the control system and its structure.

In recent years, the possibilities of organizational modeling of problems of improving management systems have increased due to the wider and more thoughtful use of personal computers. With the help of computers and economic and mathematical models, it has become possible to simulate many situations of management activity, which expands the scope of system analysis, allows for detailed study and forecasting organizational changes in the management system in the short and long term, provides a more effective solution to problems arising in the process of production development. The most important of them include the choice of a rational organizational structure of an enterprise, workshop, site, determination of a reasonable level of centralization and decentralization of management, based on specific production conditions, distribution of responsibility between specialists at various levels for making management decisions, etc.

The choice of one or another method of carrying out work to improve management depends on the nature of the problems in this area, the availability of resources, qualified performers, the degree of validity of the regulatory and methodological framework and other conditions. In practice, as a rule, a combination of the considered methods is used, which complement each other. For example, using the method of structuring goals in many cases involves the involvement of experts and analytical information. On the other hand, the use of the expert method when improving the management system does not exclude the use standard solutions, analogues that have successfully proven themselves in practice, etc.

This is one of the research methods, which is based on a cybernetic model, which allows for each level of management to distribute the powers and responsibilities of employees, which, in turn, are the basis for constructing and evaluating various options for the organizational structure. The advantages of this method are revealed by the following circumstances:

1. The method of organizational modeling allows you to solve problems, the main parameters of which are the direct characteristics of the organizational structure, for example, the problem of grouping management decisions by levels, the problem of forming a composition and list structural divisions, development of documentation regulating the activities of the department and the system as a whole.
2. Organizational modeling is developing both in scientific and theoretical terms and in applied ones. And it can cover various aspects when forming a management structure: managerial, informational, social and psychological. This creates an opportunity for a comprehensive consideration of issues that stand in the way of solving the problem, starting with the calculation of quantitative parameters and ending with the organizational regulation of departments.
3. This approach allows you to simulate various options organizational structure, without resorting to full-scale experiments, the implementation of which in real conditions is associated, as a rule, with various financial and time difficulties.

Thus, The method of organizational modeling is the most universal and modern for designing organizational structure and decision-making processes.

Let's take a closer look at how this is done.

The design of a management system in real conditions is based on standard management structures, in which the number of levels, names and numbers of functional units, etc. are always fixed. Therefore, the primary task in the initial stage of designing an organizational structure is the scientifically based choice of a standard management scheme as a theoretical model of the structure. To solve this problem, it is necessary to analyze the dialectics of the development of production and economic organizations as an object of management. As a result of this analysis, the following was revealed. Any organization as an object of management is a complex system that needs clear and prompt management in order to improve the efficiency of the functioning of all its elements. For a long time, this task was handled quite well by a management system based on a linear-functional structure.

With the development and establishment of market relations, new demands are placed on the object of management, and the range of tasks is expanding, determined by the constantly changing goals of operation. The effectiveness of management in this case will depend on how quickly and timely the production apparatus is able to solve these problems. Copes with such tasks quite successfully matrix-staff structure, since it allows you to manage the entire system as a single object, while maintaining the different target orientation of the structural links. Hence the universality, which is expressed in the fact that the matrix-staff structure combines everything possible options hierarchical subordination: linear, thematic, functional.

If necessary (for small organizations), the matrix-staff structure can be transformed into any of the generally accepted forms of management organization: matrix, linear-functional or linear.

Onfirst stage design, a matrix-staff model is selected, which is subject to detailed consideration and is necessary for the implementation of subsequent stages. Thus, the first theoretical premise identified as a result of pre-project survey. The sequence of stages of designing a control structure is shown in Fig. 2

Fig.2. Stages of designing a management system using the organizational modeling method

Onsecond stage management decisions are distributed among levels within the matrix-staff structure (see paragraph 6.2.)

Third stage- This is the actual process of designing the management structure. It is based on the study of the possibility of designing one or another variant of the structure for the selected control object. The question of the formation of any management structure will depend on how appropriate it is to have functional, thematic or coordinating levels in it. In this case, expediency refers to the degree of workload of the decision-maker. Load, in turn, we define as the total (total) labor intensity of management decisions made by the manager at the level during the study period according to the formula

Where Qp- total labor intensity, hours

T i - labor intensity i th management decision, h.;

K ij- number of repetitions i-th decision on jth level;

Where Wed - estimated number of managers;

Qp- labor intensity of making management decisions, hours;

F d - effective time fund of one employee, h

The resulting number of managers is compared with the permissible value. If the estimated number of managers is equal to or greater than the permissible value, this indicates that the workload of each is within the specified limits or is overestimated. In any case, the management level is fixed here, and if the workload is too high, the issue of forming an additional unit at this level is decided. If the calculated value of managers is less than the permissible value, therefore, the degree of loading is extremely small and does not even reach the minimum limit of the established limit. In this case, it is legitimate to talk about eliminating this level, transferring powers to a manager at another level, or combining these powers. Such a load study is carried out in stages at the linear, functional, thematic and coordinating levels. The results of the study allow us to justify the management structure option.

Choosing a structure option

Let us consider how the issue of choosing a structure option is resolved depending on the load on the control levels. Load calculation begins at the linear level, since it is inherent in any control structure and, in a certain sense, is dominant. Research has shown that the transition to the design of one or another form of control organization depends on the load value of the linear level, which may be less than the established limit, or be within the specified limits of the limit (TO 1 <Ср <К 2 ) and go beyond these boundaries.

(Cp > K 2) , where Ср is the calculated load value,

The basis for the formation of any of the existing management structure options is the matrix-staff structure model. Therefore, the choice of one or another form of management organization begins with exploring the possibility of a matrix-staff structure. This model provides (along with the linear and functional levels, which are also inherent in other structures) the presence of thematic and coordinating levels. Consequently, the question of forming a matrix-staff structure will depend on the appropriate presence of these two levels in it. Let's consider how the choice of structure option occurs depending on the load of the linear control level.

Case 1. The line manager's workload is less than the established limit, i.e. Wed< К 1 . The selection algorithm in this case consists of a step-by-step combination of the levels inherent in the matrix-staff structure with the line level in order to ensure the workload of the line manager. The unification begins from the coordinating level, since the process of transforming the matrix-staff structure into any other begins with the exclusion of this particular level. If loading is not achieved in the first step of the process, a thematic level is added, and then, if necessary, a functional one. With this ratio, when the workload of the line manager consists of the combined workload of managers at the coordinating, thematic and functional levels, i.e. Wed = Sl,+ Sk+ +C T, + Sf, It is possible to design only a linear control structure. In other cases, when the load of the line manager is reached at the first step of the iteration, i.e. Wed = Cl + Sk; or on the second: Wed == Sl+Sk+St the possibility of designing a linear-functional or matrix management structure is created. Consequently, if the linear level is insufficiently loaded, depending on the initial calculated data and the functional, thematic and coordinating levels, three structure options can be designed: linear, linear-functional and matrix.

Case 2. The workload of the line level manager is within the established limits K1>Wed<К2. In this case, information about the linear level is sufficient and the choice of structure option will depend only on the load ratio of subsequent levels. If the load is achieved at all levels, a matrix-template management structure is selected; under any other conditions, a linear-functional or matrix structure is selected.

Case 3. The workload of the line level manager is greater than the established limit, i.e. Wed K2. In case of excessive workload of the line manager, an attempt is initially made to supplement the structure at the expense of the coordinating level so that the total load reaches the nearest whole number. In this case, it is necessary to check the controllability rate every time. The norm of controllability is an indicator of the optimal ratio of the number of subordinates per manager. This indicator is usually determined on the basis of experimental data. If the controllability standard is met, it is possible to design a linear-functional or matrix management structure. If not, the linear level is fixed with the original source data and further study of the loading of the remaining levels leads us to the decision on the formation of a linear-functional or matrix-staff structure.

Thus, the entire planned set of works to calculate the load on organizational levels precedes the analysis of the choice of structure option. Such an analysis allows, based on the given parameters of the control object, to assess the possibility of forming coordination, thematic or functional levels (the linear level is always present), and depending on this, the possibility of designing a linear-functional, matrix or matrix-staff management structure.

Therefore, on fourth stage The final choice of the structure option occurs and all further calculations are carried out within the framework of the selected structure.

On fifthstage the issue of forming the composition of units at levels within the chosen structure is being resolved. This task involves determining the composition and number of managers and performers necessary for making and preparing management decisions. The delivery of this task is due to the fact that the criterion for creating any organizational unit - department or service - is the standard of controllability. The formation of structural units will ultimately depend on how much the resulting number of managers and performers corresponds to the standard of controllability. The initial data for performing this stage of work are:

• nomenclature of managers and performers (drawn up on the basis of the staffing table);
• information on the labor intensity of making and preparing management decisions (obtained as a result of an expert survey);
• list of solutions assigned to:
• linear control level;
• functional level of management;
• thematic level;
• coordination level;
• effective fund of time for managers and performers.

The estimated number of performers is determined by the following formula:

where Sisp is the number of performers who ensure the preparation of management decisions;

Q isp - labor intensity of preparation i-x decisions, hours;

F d - actual time fund of one performer, hours.

After the number of performers and managers at each level has been calculated, the issue of creating structural units is decided. This is achieved by adjusting the resulting number. All the data necessary for this is available: the estimated number of managers and performers, a typical management organization diagram (in this case, a matrix-staff structure diagram); permissible norm of controllability for a given object. The resulting number is adjusted as follows. The accepted number of managers and performers is determined by rounding the calculated number and the controllability rate is checked. If the resulting ratio significantly exceeds the controllability norm, the issue of creating an additional control body is decided (if the possibility of dividing the control function remains possible). Conversely, with a reduced controllability rate, two controls performing related functions can be combined into one. Thus, taking into account the standard management scheme, structural divisions are formed. The final documents of this stage of work are adjusted lists of performers and managers by division, and, consequently, the composition of divisions at each organizational level.

On sixth stage a decision is made to implement this structure and approve the management scheme.

Three subsequent stages - seventh, eighth and ninth represent organizational regulation on which the development of documentation regulating the activities of individual performers, departments and the management system as a whole is carried out.

An important task is to design a set of decision-making procedures (DPR) (block 7). This is dictated by the fact that the organizational procedure is one of the main elements of management technology; it determines the sequence of stages of work, which ultimately regulate the process of managerial work. In other words, an organizational procedure is a set of interconnected technological operations aimed at achieving a clearly fixed goal. Examples of procedures include: “drawing a report on the work done”, “issuing a travel certificate”, “registering an employee for work”, etc. Having a complete list of procedures adopted in the department, you can draw up a decision-making scheme that will allow you to judge the effectiveness of the department’s functioning . We will show how to do this practically in Chapter 8. In addition, the use of the organizational modeling method at this stage of the process allows us, based on a complete list of procedures, to model the work rules of performers and managers in each procedure, and then for the department as a whole.

The entire process of designing a management structure ends with the development of regulations on the organization. The implementation of this stage requires a comprehensive study and addition of a number of provisions (documents) determined by the requirements of economic legislation, such as: regulations on the enterprise, regulations on departments, job descriptions.

The regulation of the enterprise requires knowledge of the charter, strict adherence to the principles of construction; production processes, forms and systems of remuneration, environmental requirements.

Development regulations on departments represents one of the independent tasks of organizational regulation of the management system. The decisive importance of this task is determined by the requirement for proper, efficiently organized work within the department, and the need for a clear division of rights and responsibilities between individual employees. The regulations on departments must also comply with the law. Much attention is paid to the construction of a unified standard structure that covers all aspects of the department’s activities, since the regulations on departments to a certain extent determine the regulations on the positions of department employees, their duties, rights and responsibilities, which must also be strictly regulated. In this regard, the development of such instructions, which sequentially indicate the stages of work and the specific performers responsible for the implementation of each stage, becomes most important.

This method of constructing organizational structures allows you to design any form of management, clearly shows how the process of transformation of a matrix-staff structure into a linear structure occurs and the irreversibility of this process, and once again confirms the correctness of choosing the matrix-staff model as the basis for designing a management structure.

The content of the process of forming an organizational structure is universal. It includes the formulation of goals and objectives, determination of the composition and location of departments, their resource provision (including the number of workers), development of job responsibilities, regulatory procedures, documents, regulations that consolidate and regulate the forms, methods and processes that are carried out in the organizational management system. This process includes three main stages:

1) formation of a structural diagram;

2) development of the composition of the main organizational units and connections between them;

3) regulation of the organizational structure and assessment of the effectiveness of the management apparatus.

Formation of a structural diagram is of fundamental importance, since it determines the main characteristics of the organization, as well as the directions along which more detailed design of both the organizational structure and other critical aspects of the system should be carried out. The fundamental characteristics of the organizational structure that are determined at this stage include the goals of the production and economic system and the problems to be solved; general specification of functional and software-targeted subsystems that ensure their achievement; number of levels in the control system; the degree of centralization and decentralization of powers and responsibilities at different levels of management; the main forms of relationships between this organization and the external environment; requirements for the economic mechanism, forms of information processing, staffing of the organizational system.

The main feature of the second stage of the process of designing an organizational management structure - developing the composition of the main divisions and connections between them - is that it provides for the implementation of organizational decisions not only as a whole for large linear-functional and program-targeted blocks, but also for independent (basic) ones. divisions of the management apparatus, the distribution of specific tasks between them and the construction of intra-organizational connections. Basic units are understood as independent structural units (departments, departments, bureaus, sectors, laboratories), into which linear-functional and program-targeted subsystems are organizationally divided. Basic units may have their own internal structure.

The third stage – regulation of the organizational structure– provides for the development of quantitative characteristics of the management apparatus and procedures for management activities. It includes determining the composition of the internal elements of basic units (bureaus, groups and positions); determination of the design number of units, labor intensity of the main types of work and the qualifications of performers; distribution of tasks and work among specific performers; establishing responsibility for their implementation; development of procedures for performing management work in departments (including based on automated information processing); developing a procedure for interaction between departments when performing interrelated sets of work; calculations of management costs and performance indicators of the management apparatus in the conditions of the designed organizational structure.

A certain place is given to the formulation of the role, which describes the place given to a person in fulfilling the requirements of his work, roles prescribe what behavior is required to complete a certain task or several tasks that make up a given job - they show the situation in which people work, being team members and what tasks they will be required to perform.

When forming structures of program-targeted management, along with organizational charts or instead of them, it is advisable to develop maps (matrices) of the distribution of rights and responsibilities between bodies of linear-functional and program-targeted structures.

In these documents, in more detail and clearly than in organizational charts, general decision-making rights, the division of responsibility of several bodies for different aspects of one result, and the role of collegial and advisory decision-making bodies are recorded. The set of documents developed at all stages of design, together with an explanatory note, constitutes a draft organizational management structure.

Methodological approaches to the design of organizational management structures, depending on the combinations of methods used in them, can be conditionally combined into four complementary groups:

1) analogies;

2) expert;

3) structuring goals;

4) organizational modeling.

The method of analogies assumes using experience in designing management structures in similar organizations. The use of the method of analogies is based on the typification of the most fundamental decisions about the nature and relationships of the units of the management apparatus and individual positions in clearly defined operating conditions of organizations of this type. Typification is a means of increasing the general level of production management organization, aimed at standardizing organizational forms of management. Standard organizational decisions should be, firstly, variant, and not unambiguous, secondly, reviewed and adjusted at regular intervals and, finally, allowing deviations in cases where the operating conditions of the organization differ from the clearly formulated conditions for which the corresponding standard is recommended form of organizational management structure.

The expert method consists in a survey and analytical study of an organization conducted by qualified specialists in order to identify specific features, problems, bottlenecks in the work of the management apparatus, as well as develop rational recommendations for its formation or restructuring, based on quantitative assessments of the effectiveness of the organizational structure, rational principles management, expert opinions, as well as generalization and analysis of the most advanced trends in the field of management organization.

Expert methods should also include the development and application of scientific principles for the formation of organizational management structures. They are understood as guiding rules based on best management experience and scientific generalizations, the implementation of which guides the activities of specialists in developing recommendations for the rational design and improvement of organizational management systems.

Goal structuring method involves the development of a system of organizational goals (including their quantitative and qualitative formulations) and subsequent analysis of organizational structures from the point of view of their compliance with the system of goals. When using it, the following steps are performed:

1) development of a system (“tree”) of goals, which represents a structural basis for linking all types of organizational activities, based on the final results (regardless of the distribution of these types of activities among organizational units and program-targeted subsystems in the organization);

2) expert analysis of the proposed options for the organizational structure from the point of view of organizational support for achieving each of the goals, compliance with the principle of uniformity of goals established for each division, determination of the relations of management, subordination, cooperation of divisions, based on the interrelationships of their goals, etc.;

3) drawing up maps of rights and responsibilities for achieving goals both for individual departments and for complex cross-functional activities, where the scope of responsibility is regulated (products, resources, labor, production and management processes, information); specific results for the achievement of which responsibility is established; the rights vested in the unit to achieve results (approval and submission for approval, coordination, confirmation, control).

Organizational modeling method represents the development of formalized mathematical, graphical, computer and other displays of the distribution of powers and responsibilities in an organization, which are the basis for constructing, analyzing and evaluating various options for organizational structures based on the relationship of their variables. There are several main types of organizational models:

– mathematical-cybernetic models of hierarchical management structures, describing organizational connections and relationships in the form of systems of mathematical equations and inequalities or using machine simulation languages ​​(an example is multi-stage optimization models, models of system, industrial dynamics, etc.);

– graph-analytical models of organizational systems, which are network, matrix and other tabular and graphical displays of the distribution of functions, powers, responsibilities of organizational relationships. They make it possible to analyze their direction, nature, causes of occurrence, evaluate various options for grouping interrelated activities into homogeneous units, “play out” options for the distribution of rights and responsibilities between different levels of management, etc.;

– full-scale models of organizational structures and processes, which consist in assessing their functioning in real organizational conditions. These include organizational experiments - pre-planned and controlled restructuring of structures and processes in real organizations; laboratory experiments - artificially created situations of decision-making and organizational behavior, similar to real organizational conditions; management games – actions of practical workers (game participants), based on pre-established rules with an assessment of their current and long-term consequences (including with the help of a computer);

– mathematical and statistical models of dependencies between the initial factors of organizational systems and the characteristics of organizational structures. They are built on the basis of collecting, analyzing and processing empirical data about organizations operating in comparable conditions. Examples include regression models of the dependence of the number of engineers and employees on the production and technological characteristics of the organization; dependence of indicators of specialization, centralization, standardization of management work on the type of organizational tasks and other characteristics, etc.

When designing an organizational management structure, we must not forget about the requirements for organizational structures:

1. Optimality. Rational connections must be established between links and levels of control at all levels with the minimum number of control levels.

2. Efficiency. It is necessary that during the period of time between the adoption of a decision and its execution, no irreversible negative changes occur in the managed system that make the implementation of the decisions made unnecessary.

3. Reliability. The structure of the control apparatus must ensure uninterrupted communication in the control system, guarantee the reliability of information transfer and prevent distortion of control commands.

4. Cost-effective. The effect of management should be achieved with minimal costs for the management apparatus.

5. Flexibility. The structure must be able to change in accordance with changes in the external environment.

6. Sustainability. The management structure under various external influences must maintain the same basic properties.

The perfection of the organizational management structure largely depends on the extent to which the design principles were followed during its design:

1) an appropriate number of management links and a maximum reduction in the time it takes for information to pass from the top manager to the direct executor;

2) clear separation of the components of the organizational structure (the composition of its divisions, information flows, etc.);

3) ensuring the ability to quickly respond to changes in the managed system;

4) granting authority to resolve issues to the unit that has the most information on this issue;

5) adaptation of individual divisions of the management apparatus to the entire management system of the organization as a whole and to the external environment in particular.

Organizational design is the process of developing or improving management systems for an organization. During this process, the design of organizational structures is carried out, associated with the distribution of management functions among departments. The result of designing work in an organization should be a time-stable system with the potential for self-renewal, which involves passing through four main stages:

• stage of analysis of the existing organizational structure of the company,
• actual design,
• implementation of developments,
• stage of the final performance assessment.

Since an organization is a complex mechanism with intertwined personal and group interests, a system of incentives and constraints, a combination of discipline and creativity, with unique cultural and contextual characteristics, each of these stages should work to create an organizational structure that is ideal for a particular company.

Objectives and principles of organizational design as an element of the social system

who interact and maintain regular information communications. Their goal is to jointly carry out management activities. The very design of work in an organization is aimed at building

stable interaction between the company's divisions, as well as the distribution of rights and responsibilities between them.

Goals and objectives of the organizational structure

Coordinated structural interaction is necessary not only to create an effective management system at the moment, but also to maintain it in working condition for a long time. In addition, such a system must contain reorganization potential, which will manifest itself in the event of a significant metamorphosis in the paradigm of the organization's functioning.

To solve this problem you need:

• create an organization management structure,
• develop (for a newly created organization) or revise (for an existing organization) documents regulating its activities.
• select personnel and normalize their work activities,
• bring document flow and the functioning of the work team to the system level,
• evaluate the effectiveness of implementation.

All proposed changes can be carried out both in the whole organization and in its individual divisions or structures. The design challenge is to take into account the scale of change. To achieve this, work is being carried out in the following areas:

1. Building a composition. Here a general structural diagram is being developed that would take into account technological, social, informational and other relationships between individual employees within the unit and the units themselves. Here, requirements for the mechanism of interaction and functioning must be formed, a hierarchy of subordination, principles for selecting personnel and their promotion through material and non-material incentives must be established.
2. Structuring. In this process, based on the correlation of general goals and applied tasks, the composition and internal structure of departments is determined.
3. Regulation. Within the framework of this area, rules, instructions, procedures and standards are developed that employees are guided by in their daily work activities. There are a number of documents for this: the charter and regulations of the organization, job descriptions, work schedules and schedules for receiving visitors, staffing, etc. Next, the scope of job responsibilities of each employee is determined. Information management becomes a separate object of the regulation process - the format of provision, frequency of receipt, content, etc. The general goal of regulatory actions is the creation of a uniform and repeatable management process, independent of the specifics of specific performers.
4. Orientation. The procedures boil down to creating the conditions necessary to streamline the movement and position of subjects of the labor process (employees) and material objects related to the scope of the organization’s activities. Orientation can be carried out through various information systems:
   • numbering (example - archival ciphers),
   • verbal (example - plates with an employee’s position),
   • graphic (example - fire evacuation diagram),
   • symbolic system, as well as through a combination of these and other systems.

In general, the task comes down to choosing (or compiling) a structure that best suits the goals of the organization, taking into account the internal and external factors affecting it. That is, the structure should be based on the organization’s strategic plans, since they more accurately describe the achievement of the organization’s goals over time. According to Alfred Chandler's principle, an organization's strategy determines its structure. Classic organization theory suggests that structure must be designed from the top down.

Principles of building organizational structures

Effective distribution of management functions must meet a number of mandatory requirements:

1. The range of the same (typologically identical or similar) issues and their solution cannot be the responsibility of different departments.
2. All management functions must be included in the responsibilities of management units.
3. The department should not be entrusted with solving those problems that can be more efficiently and expediently solved in another department.

The management structure itself is a system of optimal distribution of rights, responsibilities, duties, form and order of interaction between the elements of the structure - the management bodies that are part of the organization and its employees. Accordingly, such relationships can have a horizontal and vertical orientation, that is, they can be either single-level or hierarchical with relationships of subordination.

The requirements for the management structure are reflected in the following principles:

• The organizational structure is subject to the needs of the organization (production).
• Organizational design provides for an optimal and expedient division of labor, which would ensure a normal workload regulated by specialization and the creative nature of the work.
• The formation of the structure necessarily correlates with the powers of each element, its responsibility, and its place in the system of vertical and horizontal connections.
• A balance must be maintained on the one hand - functions and responsibilities, on the other hand - the powers and responsibilities of the subjects of the system.
• The structure must be adequate to the cultural and social environment of the organization, since such an environment always has a significant impact on all issues relating to the level of detail and centralization, the degree of independence-control, distribution of powers and/or responsibility, etc.

The final format of the chosen management structure will depend on the scale of the organization, type of activity (type of product), technological features and other specific factors.

Stages of the design process

Depending on adherence to a particular theoretical tradition, there are either three or four main stages in the process of designing an organizational management structure (in the first case, two stages are combined into one). But in general, any design of an organization’s structure essentially goes through the same stages, differing only in the characteristics of the company that is the target of the reorganization.

1. Pre-project stage of analysis of the organization's structure - diagnostics. At this stage, the fact of the need to design a new (or reorganize the previous) structure is established, and a range of problems and actions to eliminate them are outlined. This stage consists of the following processes:
   • Analysis of the structure of the company-object of management (or - in the case of a newly created organization - its analogues). During the analysis, it is necessary to answer the question: can the object, given the existing configuration of organizational management structures, perform its tasks.
   • Analysis of information components.
   • Analysis of qualifications and experience of management personnel.
     At the end of the stage, based on its results, a design assignment is drawn up - technical specifications with a feasibility study of the tasks. In total project implementation time, this stage takes about 20%
2. Project stage. This stage often simultaneously includes planning and design of organizations. In case of separation, the planning stage (indicating the requirements for the future organizational system and personnel) and the design stage of the organizational management structure are considered separately. The purpose of the stage is to develop a working functional design of the management system and determine the implementation mechanism. The stage consists of the following processes:
   • Design of organizational management systems.
   • Drawing up a list of system requirements.
   • Drawing up a list of requirements for personnel.
   • Evaluating effectiveness based on comparison of the project with the design task. (The result (design effect) is considered positive, in which the design solution makes it possible to implement the plan.)
   • Preparation of documentation.
     Expert review and approval of the working draft.
     The time allocated to this stage is about 30% of the total project time.
3. Implementation stage (implementation). During this period, a business plan for transformations related to organizational activities is prepared, a team is formed, which undergoes appropriate training to implement the project idea. Among the processes that become relevant at this moment:
   • Approval of the business plan for transformation.
   • Technical and material preparation for project implementation.
   • Determination of the project motivational component.
   • Team formation.
   • Training employees to work in a team.
   • Organizational actions aimed at adapting to expected changes.
     This stage takes up 50% of the total project time. (The fourth analytical stage is usually left out in the process of recording time spent.)
4. Performance Analysis. The stage is necessary to determine the degree of usefulness of the implemented changes. And this, in turn, is necessary to be able to meaningfully adjust the organizational process and improve results. In order for the analysis to be carried out correctly:
   • select a measurement system,
   • form a system of target values ​​and indicators,
   • build a format for regular monitoring of indicators,
   • create a mechanism to regularly improve performance.

Consecutive passage of all design stages leads to the creation of an individual organizational structure, which, nevertheless, can be typified according to certain formal characteristics.

Types (types) of management structures

The design of an organizational management structure becomes a formatted result of the division of labor functions. Any position and any department is created to perform a specific set of operational or managerial functions. And the structural diagram reflects the static nature of the connections between them.

There are several types of connections. Linear connections reflect administrative subordination, functional connections reflect interaction within the scope of activity, and cross-functional connections reflect interaction between departments of the same level. The structural predominance of one type of connection or another makes it possible to determine the main types of schematization of organizational structures.

Linear (single-line) structure

The nature of the connections presupposes the leadership role of each manager in the management of lower divisions in all types of activities. The structure is based on the principle of unity of management and distribution of tasks (assignments). The right to dispose is granted exclusively to a higher authority.

This structure forms a hierarchical ladder with several subordinates for one manager and one manager for several employees. In this scheme, two managers cannot communicate with each other directly. They can resolve work issues through a higher (one level) authority. The linear structure is suitable for small companies or organizations engaged in simple production.

Within the framework of this structure, the connection between administrative and functional management is carried out. Divisions are created to perform specific tasks at all management levels: from research and production to sales and marketing.

Within the framework of this structure, it is permissible to connect lower links in the management hierarchy with links higher in this hierarchy. This is done through directive leadership, and the type of transfer of instructions depends on the characteristics of the task.

Linear-functional structure

It is a hierarchical multi-level structure, where line managers concentrate unity of command in their hands, and functional bodies play a supporting role, giving orders on special issues.

This structure is based on the “mine” principle (with the formation of a hierarchy of services that permeates the organization, which are called “mines”), as well as the specialization of personnel in solving problems of functional subsystems.

Matrix (lattice) structure

In this structure, an executive employee may have more than one manager. One department head represents the linear structure, another is responsible for a narrow program, a third is responsible for a designated broad area of ​​work, etc. The formation of separate working groups with their own leadership is usually temporary.

Divisional (branch) structure

Structural units here are formed according to the principle of geographic location (territorial organization) or by area of ​​activity with an additional division into product specialization (by type of goods or services) and consumer specialization (by targeting a group of consumers). The role of the key management figure is transferred here from the heads of functional subsystems to the manager of the production department.

Since this approach forms closer ties with a changing market, which causes the organization to react quickly to external changes, it often becomes dominant in large organizations. At the same time, this structure is based on a linear-functional model of relations with a strengthening of the management vertical. The upper echelons of management focus on strategic management, and tactical issues are transferred to lower echelons.

In addition, organizational structures are classified according to the number of steps and inter-level connections and according to the principles of production organization.

Methods for determining the optimal structure

Among the features of designing organizational structures is the impossibility of adequately representing the problem in the form of a question of formally choosing a single structure option according to a mathematically clear and unambiguous optimality criterion. The choice is always algorithmically variable and is carried out using several complementary methods.

1. Method of analogies. Within the framework of the method, organizational forms and management mechanisms are applied to the designed organization. As a result, standard management structures with their own boundaries and conditions of application are developed. The method is implemented by applying the corresponding values ​​and organizational management mechanisms to different types of organizations. This approach is complemented by the typification of fundamental decisions on the choice of relationships among the links of the management apparatus and on the working conditions in a particular industry.
2. Expert-analytical method. As part of this method, experts are involved who conduct an analytical study of the specifics of the management apparatus in order to develop rational recommendations for reorganization. Any company employees (including management) are involved in the assessment. Quantitative data of the organization’s activities, the effectiveness of previous management principles, generalized advanced trends, etc. are taken into account. An analytical opinion is made not only on the basis of subjective assessments of experts, but also on the basis of the results of statistical and mathematical processing.
3. Structuring method. Here, a system of organizational goals is developed, which involves the development of a “tree of goals” and expert analysis of various organizational structure options from the point of view of target orientation and the possibility of achieving goals. Within the framework of the method, the principle of homogeneity of goals for each unit and cooperation of elements based on the relationship of goals is observed. The compiled maps of rights and responsibilities (including cross-functional activities) are also produced with a focus on target factors.
4. Method of organizational modeling. The method comes down to the formalization of graphic, mathematical and other displays of the distribution of responsibilities and powers in the organization. Based on the relationship of variables, options for organizational structures are analyzed and evaluated.

The procedure for designing an organizational structure most often involves a combination of several methods, and their choice depends on the organization’s ability to conduct a particular study.