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

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

firstly, under 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, create the danger of deformation of the management tasks themselves;

secondly, it is impossible to transfer the laws of management into the sphere of economic management technical systems... Creature automated systems governance is often viewed in isolation from improving governance structures;

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

fourthly, the most complex management mechanism should be designed by specialists who know the methodology of forming organizational systems.

The methods used until recently for constructing organizational structures of management were of a normative nature, lack of variety, standard solutions were used, which led to the 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a constant set of governing bodies instead of changing their composition and combination in different conditions, outdated schemes and state structures as average indicators of existing organizations without analyzing their shortcomings and degree of suitability.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 of 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 of building and developing an organization. This approach presupposes 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.

With regard to the implementation of the system principles of forming the internal structure of the management apparatus, it should be borne in mind that the organizational structure is a complex characteristic of the management system. IN unified system various methods of forming organizational management structures should also be considered, many of which appeared only in last years... These methods are of a different nature, each of them separately does not allow solving all practically important problems of construction organizational structure apparatus of management and must be used in organic combination with others.

The final criterion of efficiency when comparing various options for the 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 the set normative characteristics management apparatus: its productivity in processing information, the efficiency of making management decisions, the reliability of the management apparatus, expressed in the quality of the execution of decisions within the established deadlines and resources, adaptability and flexibility, characterized by the ability to timely identify organizational problems and the corresponding restructuring of work.

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

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

Let us briefly characterize these methods.

Analogy method 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 typical management structures for industrial and economic organizations and the definition of boundaries and conditions for their application.

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

Method of structuring goals provides for the development of a system of goals for the organization and the subsequent analysis of organizational structures in terms of their compliance with the system of goals.

Organizational modeling method is the development of formalized mathematical, graphic, machine and other representations of the distribution of powers and responsibilities in an organization, which are the basis for building, analyzing and evaluating various options for organizational structures in terms of the relationship of their variables.

The process of designing the organizational structure of management should be based on the joint use of the methods described above. At the stages of composition and structuring, the most important are the goal structuring method, the export-analytical method, as well as the identification and analysis of organizational prototypes. More formalized methods should be used for in-depth study of organizational forms and mechanisms of individual subsystems at the stage of regulation. For the design of the organizational structures of new organizations, formal analytical methods and models are mainly used, for the improvement of existing organizations - methods of diagnostic examinations and expert study. organizational system... The choice of a 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, the necessary information, as well as the qualifications of the system developers and the timing of recommendations.

Based on the principles and methods of designing organizational management structures, you can go to the 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, the definition of the composition and location of units, their resource support (including the number of employees), the development of regulatory procedures, documents, provisions 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 general structural diagram of the management apparatus;
• ? development of the composition of the main divisions and relations between them;
• ? regulation of the organizational structure.

At the first stage, the main characteristics of the organization and the directions along which a 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, which 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 of this organization with 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 the organizational structure of management is that it provides for the implementation of organizational solutions not only for large linear-functional and program-target blocks, but also for independent (basic) subdivisions of the management apparatus, the distribution of specific tasks between them and the construction of intra-organizational connections. Basic subdivisions are understood to mean independent structural units (departments, administrations, bureaus, sectors, laboratories), into which linear-functional and program-target 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 the internal elements of basic units (bureaus, groups and positions);
• 2) determination of the design number of the unit, the labor intensity of the main types of work and the qualification composition of the performers;
• 3) the distribution of tasks and work between specific performers, the establishment of responsibility for their implementation;
• 4) development of procedures for performing management work in departments (including on the basis of automated information processing);
• 5) development of a procedure for interaction between divisions when performing interrelated work complexes;
• 6) calculations of management costs and performance indicators of the management apparatus in the context of the projected organizational structure.

Thus, we examined the concept of the organizational structure of management, the principles and methods of organizational design, the stage of organizational design. The considered definitions of this topic allow us to determine the effectiveness of the organizational structure of management.

Topic 13. Design of organizational systems

In the process organizational development

Figure 11. The main types of organizational management structures and the ways of their possible transformations

The problems of formation, improvement, rationalization of organizational management structures that are acute on the agenda are solved from the standpoint of various methods of their construction. There is no universal method of forming organizational management structures. Each of the known methods has the inherent boundaries of its application and none of them individually does not fully correspond to the tasks of ensuring the development of the management system of a production organization in a situation of a dynamically changing external environment.

Analogy method consists in the application of organizational forms and management mechanisms that have proven themselves well in organizations of a similar type.

Method of structuring goals, which is based on a chain of successive steps from the definition and formulation of the main goal of the enterprise to its decomposition into component parts or subgoals, then from goals to functions. They move from functions to the composition of structural units, to 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”. The activities to ensure the achievement of each goal becomes functional responsibility structural unit. Each subsequent level of subgoals is a means of realizing the higher goal. When improving management structures, the method provides not only the development of a system of organizational goals, but also an analysis of organizational structures in terms of their compliance with the system of goals.

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

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. Optimization models have been studied the most theoretically, in which two groups are distinguished: models in which the criterion of organizational structure efficiency 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 laboriousness of modeling management structures, which does not exclude its use as an auxiliary scientific and analytical tool for finding, justifying and choosing rational decisions on the formation of organizational management structures.

Target-programmed method, on the basis of which structures are formed, focused on the accelerated implementation of programs and projects. They are created, as a rule, on a temporary basis, i.e. for the period of the project, program, problem solving.

In practice, the methods of analogies are mainly used and much less expert assessments. The program-target method has become widespread and, only recently, the developers of organizational structures are starting to turn more and more to the methods of structuring goals and organizational modeling, considering the system of goals of the organization 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 relations between them (stage "Structuring" );

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

http://de.ifmo.ru/bk_netra/page.php?tutindex\u003d3&index\u003d50

A wide variety of organizational and technical conditions of production, opportunities for obtaining information, 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 in a preliminary study of the current management structure, identifying its bottlenecks. For this purpose, a diagnostic examination of the control system is carried out in order to study its state on the basis of comparing the actual values \u200b\u200bof the corresponding indicators with their normative and planned values. The subsequent analysis of these indicators makes it possible to establish deficiencies (reserves) in the activities of the management system, to make their accurate diagnosis. As a rule, this work is accompanied by the so-called. predictive analysis, the task of which is to study behavior the current system in dynamics, identification of trends in its change, as well as an explanation of the reasons for these changes.

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

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

3. Method of structuring goals based on the presentation of the production and economic organization as a multipurpose system. The method provides for the structuring of the goals (tasks) of the organization according to certain criteria, which serve as the basis for identifying types of activities, the composition of management work. The grouping of management work according to certain rules makes it possible to determine structural divisions 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 the control system. Among the group of methods of organizational modeling, the best known method is the decomposition information process performance of management work. According to this method in production processes allocate points, places requiring control actions. Further, the nature and frequency of these influences, the composition and amount of information, the necessary technical means and other components of the management process are established. The development of management processes is carried out 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 managerial work, and the composition of the divisions of the management apparatus are established.

Methods of organizational modeling should include methods that use parametric dependencies of the object and the subject of management. The essence of these methods is to establish links between the parameters of the control system and production and technical factors, in determining the direction of action and the tightness of these links. The advantage of the parametric method lies in 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 control systems have increased in connection with the wider and more thoughtful use of personal computers. With the help of computers and economic and mathematical models, it became possible to imitate many situations of management activity, which expands the area of \u200b\u200bsystem analysis, allows you to study in detail and predict organizational changes in the management system in the short and long term, and 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 among specialists of different levels for making managerial decisions, etc.

The choice of one or another method of 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, the use of the goal structuring method in many cases involves the involvement of experts and analytical information. On the other hand, the use of the expert method when improving the control system does not exclude the use of standard solutions, analogs that have successfully proven themselves in practice, etc.

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

1. The organizational modeling method allows solving 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 the composition and the list structural units, development of documentation regulating the activities of the unit and the system as a whole.
2. Organizational modeling is developing both in scientific and theoretical terms, and in applied. And it can cover various aspects in the formation of the management structure: managerial, informational, socio-psychological. This creates an opportunity for a comprehensive consideration of issues standing in the way of solving the problem, starting with the calculation of quantitative parameters and ending with the organizational regulation of units.
3. This approach allows modeling different options organizational structure, without resorting to field experiments, the implementation of which in real conditions is associated, as a rule, with various difficulties of a financial and temporary nature.

Thus, the method of organizational modeling is the most versatile and modern for the design of the 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 typical management structures, in which the number of levels, the names and number of functional units, etc. are always fixed. Therefore, the primary task at the initial stage of designing the organizational structure is a scientifically grounded choice of a typical 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 became clear. Any organization as an object of management is a complex system that needs clear and operational management in order to improve the efficiency of the functioning of all its elements. For a long time, the control system, based on a linear-functional structure, coped with this task.

With the development and formation of market relations, more and more new requirements are imposed on the control object, the range of tasks due to the constantly changing goals of functioning expands. The effectiveness of management in this case will depend on how quickly and efficiently the production apparatus is able to solve these problems. It copes with such tasks quite successfully matrix-headquarters structure,since it allows you to manage the entire system as a single object, while maintaining a different target orientation of the structural links. Hence - the universality, which is expressed in the fact that the matrix-headquarters structure combines all 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.

On thefirst 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, revealed as a result of the pre-project survey, is realized. The sequence of stages of design of the management structure is shown in Fig. 2

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

On thesecond stage distribution of management decisions by levels is carried out within the framework of the matrix-staff structure (see paragraph 6.2.)

Stage three- it 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 expedient the presence of functional, thematic or coordinating levels in it. In this case, expediency means the degree of workload of the decision-maker. The 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, h.

T i -labor intensity ith management decision, h;

K ij- number of repetitions ith decision on j-th level;

where Wed -estimated number of managers;

Qp -the complexity of making management decisions, h;

F d -effective time fund of one employee, h

The resulting number of managers is compared with the acceptable value. If the calculated number of managers is equal to or greater than the allowable value, this indicates that the workload of each is within the specified limits or is overestimated. In any case, the level of management is fixed here, and if the workload is overestimated, the issue of forming an additional unit at this level is resolved. If the calculated value of managers is less than the permissible value, therefore, the degree of workload is extremely small and does not even reach the minimum limit of the established limit. In this case, it is legitimate to talk about the exclusion of this level, to transfer powers to the head of another level, or to combine these powers. This load research is carried out in stages at the linear, functional, thematic and coordinating levels. The research results make it possible to justify a variant of the management structure.

Choosing a structure option

Let us consider how the issue of choosing a structure option is solved depending on the load of control levels. The calculation of the load begins at the linear level, since it is inherent in any management structure and in a sense is dominant. Studies have shown that the transition to the design of one form or another of the organization of management depends on the value of the load of the linear level, which may be less than the established limit, be within the specified limits of the limit (TO1 <Ср <К 2 ) and go beyond these boundaries.

(Wed\u003e K2) , where Cp is the estimated load,

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

Case 1.The line manager's load is less than the specified limit, i.e. Wed< К 1 . The selection algorithm in this case consists in the gradual combination of the levels inherent in the matrix-staff structure with the line level in order to provide the line manager with a load. Unification begins at the coordinating level, since the process of transformation of 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 level. With such a ratio, when the workload of the line manager is made up of the combined workload of the leaders of the coordinating, thematic and functional levels, i.e. Wed \u003d Sl,+ Sc+ + C t, + Sf,it is possible to design only a linear control structure. In other cases, when the workload of the line manager is reached at the first iteration step, i.e. Cp \u003d Sl + Ck;or on the second: Wed \u003d= Sl + Sk + Stthe possibility of designing a linear-functional or matrix control structure is created. Consequently, with insufficient loading of the linear level, depending on the initial design data and the functional, thematic and coordinating levels, three variants of the structure can be designed: linear, linear-functional and matrix.

Case 2.Line-level supervisor loading is within the established limit K1\u003e Wed<К2. In this case, information about the line level is sufficient and the choice of the 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 load of the line manager is greater than the set limit limit, i.e. Wed K2.In the 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 workload reaches the nearest integer. In this case, it is necessary to check the controllability rate each 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 empirical data. If the control norm is observed, it is possible to design a linear-functional or matrix control structure. If not, the linear level is fixed with the initial initial data, and further investigation of the loading of the remaining levels leads us to the decision to form a linear-functional or matrix-staff structure.

Thus, the entire planned set of work on calculating the load of organizational levels precedes the analysis of the choice of the structure option. Such an analysis allows, based on the specified parameters of the control object, to assess the possibility of forming a coordination, thematic or functional level (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 stagethe final choice of the structure option takes place and all further calculations are carried out within the framework of the selected structure.

On the the fifthstagethe issue of forming the composition of divisions at levels within the selected structure is being resolved. This task involves determining the composition and number of managers and executives necessary for making and preparing management decisions. The delivery of this task is due to the fact that the criterion for the creation of any organizational unit - department or service - is the rate of manageability. The formation of structural divisions will ultimately depend on the extent to which the number of managers and performers obtained corresponds to the norm of manageability. The initial data for this stage of work are:

• nomenclature of managers and executors (compiled on the basis of the staffing table);
• information about the complexity of making and preparing management decisions (obtained as a result of an expert survey);
• list of decisions 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 providing the preparation of management decisions;

Q isp - the complexity of preparation i-x solutions, h;

F d - the actual time fund of one performer, h.

After the number of performers and managers at each level is calculated, the issue of creating structural divisions is being decided. This is achieved by adjusting the resulting strength. All the data necessary for this are available: the estimated number of managers and executives, a typical management organization scheme (in this case, a matrix-staff structure scheme); admissible control rate for a given object. Correction of the received number is as follows. The accepted number of managers and performers is determined by rounding off the calculated number and the control rate is checked. If the obtained ratio significantly exceeds the controllability norm, the issue of creating an additional control body is resolved (if the possibility of dividing the control function remains). Conversely, with a reduced control rate, two controls that perform adjacent functions can be combined into one. So, taking into account the typical management scheme, the formation of structural units takes place. The final documents of this stage of work are the adjusted lists of performers and heads of departments, and, consequently, the composition of departments at each organizational level.

On the sixth stagea decision is made to introduce this structure and approve the management scheme.

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

An important task is to design a set of decision-making procedures (PM) (block 7). This is dictated by the fact that the organizational procedure is one of the main elements of management technology, determines the sequence of stages of work, which ultimately regulate the process of managerial labor. In other words, an organizational procedure is a complex of interrelated technological operations aimed at achieving a clearly fixed goal. Examples of procedures include: "drawing up 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 ... We will show how to do this in practice in Chapter 8. In addition, the application of the method of organizational modeling at this stage of the process allows, on the basis of a complete list of procedures, to model the rules for the work of performers and managers in each procedure, and then for the department as a whole.

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

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

Development of department regulationsis one of the independent tasks of the organizational regulation of the management system. The decisive importance of this task is determined by the requirement of correct, efficiently organized work within the department, 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 building a single 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 should also be strictly regulated. In this regard, the development of such instructions, in which the stages of work are sequentially indicated and the specific performers responsible for the implementation of each stage, acquires the most importance.

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

The content of the process of forming an organizational structure is universal. It includes the formulation of goals and objectives, the definition of the composition and location of units, their resource support (including the number of workers), the development of job responsibilities, regulatory procedures, documents, provisions 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 relations 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 a more detailed design of both the organizational structure and other important aspects of the system should be carried out. The fundamental characteristics of the organizational structure, which 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; the number of levels in the control system; the degree of centralization and decentralization of powers and responsibilities at different levels of government; the main forms of the relationship of this organization with 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 the organizational structure of management - the development of the composition of the main divisions and relations between them - is that it provides for the implementation of organizational decisions not only in general 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 links. Basic subdivisions are understood as independent structural units (departments, administrations, bureaus, sectors, laboratories), into which linear-functional and program-target subsystems are organizationally divided. Basic units can have their own internal structure.

The third stage is the regulation of the organizational structure - provides for the development of quantitative characteristics of the management apparatus and management procedures. It includes the definition of the composition of the internal elements of the basic units (bureaus, groups and positions); determination of the design number of units, the labor intensity of the main types of work and the qualification composition of the performers; distribution of tasks and work between specific performers; establishing responsibility for their implementation; development of procedures for performing management work in departments (including on the basis of automated information processing); development of the order of interaction between divisions when performing interrelated work complexes; calculations of management costs and performance indicators of the management apparatus in the context of the projected 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 for his work, the roles prescribe what behavior is required to complete a certain task or several tasks that make up this work - they show in what situation people work, being team members, and what tasks they will have to perform.

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

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

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.

Analogy method suggests using the experience of 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 links of the management apparatus and individual positions in clearly defined working conditions of organizations of this type. Typification is a means of increasing the general level of organization of production management, aimed at standardizing organizational forms of management. Typical organizational decisions should be, firstly, variant, and not unambiguous, secondly, revised and adjusted at regular intervals and, finally, admitting deviations in cases when the working conditions of the organization differ from clearly formulated conditions for which the corresponding standard the form of the organizational structure of management.

The expert method consists in the survey and analytical study of the organization, carried out by qualified specialists in order to identify specific features, problems, "bottlenecks" in the work of the management apparatus, and also 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.

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

Method of structuring goals provides for the development of a system of organizational goals (including their quantitative and qualitative formulations) and subsequent analysis of organizational structures in terms 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 is a structural basis for linking all types of organizational activities, based on the final results (regardless of the distribution of these activities by organizational units and program-target 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, adherence to the principle of homogeneity of goals set for each unit, determining the relations of leadership, subordination, cooperation of units, 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 area of \u200b\u200bresponsibility is regulated (products, resources, labor, production and management processes, information); specific results for the achievement of which responsibility is established; the rights vested in a unit to achieve results (approval and submission for approval, agreement, confirmation, control).

Organizational modeling method is the development of formalized mathematical, graphic, machine and other representations of the distribution of powers and responsibilities in an organization, which are the basis for constructing, analyzing and evaluating various options for organizational structures in terms of the relationship of their variables. There are several basic types of organizational models:

- mathematical-cybernetic models of hierarchical management structures, describing organizational ties and relationships in the form of systems of mathematical equations and inequalities or using machine imitation languages \u200b\u200b(examples are models of multistage optimization, models of systemic, industrial dynamics, etc.);

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

- full-scale models of organizational structures and processes, consisting in assessing their functioning in real organizational conditions. These include organizational experimentation - 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 practitioners (game participants) based on pre-established rules with an assessment of their current and long-term consequences (including using a computer);

- mathematical and statistical models of dependencies between the initial factors of organizational systems and the characteristics of organizational structures. They are based on the collection, analysis and processing of empirical data on organizations operating in comparable conditions. Examples are regressive 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 the organizational structure of management, one should not forget about the requirements for organizational structures:

1. Optimality. Between the links and stages of management at all levels should be established rational links with the least number of stages of management.

2. Efficiency. It is necessary that irreversible negative changes do not occur in the controlled system during the period of time between the decision making and its execution, making the implementation of the decisions made unnecessary.

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

4. Profitability. The effect of management should be achieved with minimal costs for the management staff.

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

6. Sustainability. The control structure under various external influences must retain the invariability of its basic properties.

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

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

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

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

4) granting the authority to resolve issues to the department 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. In the course of this process, the design of organizational structures is carried out, associated with the distribution of management functions by divisions. The result of the design of work in the organization should be a time-stable system with the potential for self-renewal, which involves the passage of four main stages:

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

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

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

who interact and maintain regular informational communications. Their goal is the joint implementation of management activities. The very design of work in the organization is aimed at building

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

Goals and objectives of the organizational structure

Well-coordinated structural interaction is necessary not only to create an effective control system at the moment, but also to maintain it in an efficient state for a long time. In addition, such a system should 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 it is necessary:

• create a management structure for the organization,
• develop (for a newly created organization) or revise (for an existing organization) documents regulating its activities.
• select personnel and standardize their work activities,
• bring the workflow and the functioning of the working 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 account for the scale of change. For this, work is being carried out in the following areas:

1. Building a composition... Here, a general structural diagram is developed that would take into account the technological, social, informational and other interrelationships between individual employees within the unit and the units themselves. Here, the requirements for the mechanism of interaction and functioning should be formed, a hierarchy of subordination, principles for the selection of personnel and their promotion through material and non-material incentives should 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 direction, rules, instructions, procedures and standards are being developed, which are guided by employees in their daily work. For this, there are a number of documents: the charter and position of the organization, job descriptions, work schedules and schedules for receiving visitors, staffing, etc. Next, the scope of the job responsibilities of each employee is determined. A separate object of the regulatory process is information management - the format of presentation, frequency of receipt, content, etc. The general goal of regulatory actions is to create a uniform and repetitive management process, independent of the specifics of specific performers.
4. Orientation. The procedures are reduced to creating the conditions necessary to streamline the movement and position of subjects of the labor process (employees) and material objects related to the field of activity of the organization. Orientation can be carried out through various information systems:
   • numbering (example - archive ciphers),
   • verbal (for example, an employee's title plate),
   • graphic (example - fire evacuation scheme),
   • 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 meets the goals of the organization, taking into account the factors of internal and external nature affecting it. That is, the structure should be based on the strategic plans of the organization, since it is they that more accurately describe the achievement of the tasks set by the organization over time. According to the principle of Alfred Chandler, the strategy of an organization determines its structure. The classical theory of organization suggests that the structure must be designed from the top down.

Principles of building organizational structures

The effective distribution of management functions must meet a number of mandatory requirements:

1. The circle of the same (typologically identical or similar) issues and their solution cannot be in the jurisdiction of different departments.
2. All management functions should be included in the terms of reference of the management units.
3. A unit should not be entrusted with solving those problems that are more efficient and expedient to solve in another unit.

The management structure itself is a system for the optimal distribution of rights, responsibilities, duties, forms and procedures for interaction between the elements of the structure - the management bodies that are part of the organization and its employees. Accordingly, such relations can be horizontal and vertical, that is, be either one-level or hierarchical with subordination relations.

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

• The organizational structure is subject to the needs of the organization (production).
• In organizational design, an optimal and expedient division of labor is envisaged, which would ensure a normal, regulated by specialization, workload and creative nature of work.
• The formation of the structure necessarily correlates with the powers of each element, its responsibility, with its place in the system of vertical and horizontal ties.
• 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 should be adequate to the cultural and social environment of the organization, since such an environment always has a significant impact on all issues related to the level of detail and centralization, the degree of independence-controllability, 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 products), technological features and other specific factors.

Stages of the design process

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

1. Pre-design stage of organization structure analysis - diagnostics... At this stage, the fact of the need to design a new (or reorganization of the old) structure is established, as well as 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). In the course of the analysis, it is necessary to answer the question: can the object, with the existing configuration of organizational management structures, perform the assigned tasks.
   • Analysis of information components.
   • Analysis of the qualifications and experience of management personnel.
     At the end of the stage, based on its results, a project assignment is drawn up - TK with a feasibility study of the tasks. In the total project implementation time, this stage takes about 20%
2. Design stage... This stage often includes the planning and design of organizations at the same time. In the case of division, the planning stage (indicating the requirements for the future organizational system, personnel) and the design stage of the organizational management structure are considered separately. The purpose of this stage is to develop a working functional design of the control 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 personnel requirements.
   • Evaluation of efficiency based on comparison of the project with the project assignment. (A positive result is a result (project effect), in which the design solution makes it possible to implement the plan).
   • Preparation of documentation.
     Expert review and approval of the working project.
     The time allotted for 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 being prepared, a team is being formed that 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 building.
   • Teaching employees to work in a team.
   • Organizational actions aimed at adapting to anticipated changes.
     This stage takes 50% of the total project time. (The fourth analytical stage is usually taken out of the brackets in the process of accounting for the time spent).
4. Efficiency analysis... The stage is necessary to determine the degree of usefulness of the introduced changes. And this, in turn, is necessary to get the opportunity to meaningfully adjust the organizational process and improve results. In order for the analysis to be performed correctly:
   • select a measurement system,
   • form a system of target values \u200b\u200band indicators,
   • build a format for regular monitoring of indicators,
   • create a mechanism to regularly improve performance.

The sequential passage of all design stages leads to the creation of an individual organizational structure, which, nevertheless, can be typified according to one or another formal characteristics.

Types (types) of management structures

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

There are several types of links. Linear links reflect administrative subordination, functional - reflect interaction within the scope of activities, and cross-functional - the interaction between units of the same level. The structural predominance of one or another type of relationship allows us to determine the main types of schematization of organizational structures.

Linear (single line) structure

The nature of the relationship assumes the leading role of each manager in the management of subordinate units in all activities. The structure is based on the principle of unity of management and distribution of tasks (assignments). The right to dispose is given exclusively to the higher authority.

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

Within this structure, communication 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 the lower links in the management hierarchy with the links higher in this hierarchy. This is done through directive guidance, and the type of transfer of instructions depends on the characteristics of the task.

Linear functional structure

It is a hierarchical multi-stage structure, where line managers concentrate one-man management in their hands, and functional bodies play a subsidiary role, giving orders on special issues.

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

Matrix (lattice) structure

In this structure, an executing employee can have more than one manager. One unit manager represents a linear structure, another is responsible for a narrow program, a third for a highlighted broad area of \u200b\u200bwork, 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 according to the field of activity with an additional division into product specialization (by type of goods or services) and consumer specialization (by focus on 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 volatile market, which leads to a lively organizational response to external changes, in large organizations it often becomes dominant. At the same time, this structure is based on the linear-functional model of relations with the strengthening of the management vertical. The upper echelons of management focus on strategic management, while tactical issues are transferred to lower echelons.

In addition, organizational structures are classified by the number of stages and inter-level connections and by the principles of production organization.

Methods for determining the optimal structure

Among the features of the design of organizational structures, the impossibility of an adequate presentation of the problematic in the form of a formal choice of the only variant of the structure according to a mathematically clear and unambiguous criterion of optimality is called. The choice is always algorithmic variable in nature and is carried out using several complementary methods.

1. Analogy method... Within the framework of the method, organizational forms and management mechanisms are applied to the designed organization. As a result, typical management structures are developed with their own boundaries and conditions of use. The method is implemented by applying the values \u200b\u200band organizational management mechanisms corresponding to them to different types of organizations. This approach is complemented by the typification of fundamental decisions on the choice of the relationship between the links of the management apparatus and on the conditions of work in a particular industry.
2. Expert-analytical method... Within the framework of this method, experts are involved who conduct an analytical study of the specifics of the work of the management apparatus in order to develop rational recommendations for reorganization. Any company employees (including management) are involved in the assessment. The 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 an expert analysis of various options for the organizational structure in terms 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. Compiled maps of rights and responsibilities (exciting, including cross-functional activities) are also produced with a focus on target factors.
4. Organizational modeling method. The method is reduced to the formalization of graphical, mathematical and other representations of the distribution of responsibility and authority 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 ability of the organization to conduct a particular study.