The broad scope of control leads to. Organizational structure. See pages where the term Sphere of Control is mentioned

There is no perfect sphere of control. Many variables within the organization itself and in the external environment can influence it. Moreover, neither the scope of control nor the relative height of the organizational structure is a function of the size of the organization. For example, the Roman Catholic Church and the Syrah retailer, although vastly different in purpose and scope, are known for their broad scope of control and structure with few

The sphere of control, i.e. the number of people who report directly to a given leader is an important aspect of the structure. If the scope of management is wide and there are several levels of management, the structure is called flat, multi-level structures have several levels of management and narrow areas of control.

The modern imperialism of the US oil monopolies inside the country is not limited to expansion in the seizure of resources and the extraction of oil and gas; now, the coal and even uranium industries are increasingly included in the sphere of control of the oil monopolies. So, it became known that already in 1968 in the coal industry.

Using the monitored operating profit values \u200b\u200bgiven above and assuming that all other values \u200b\u200bare within the control of the unit managers, the adjusted COSE and RI can be obtained.

In practice, the main benefits of using standard costs have been in the areas of cost control and profit planning. This, of course, has survived to this day. Today, however, when all the cost data are combined in computer files, there are many other associated benefits. The target cost data file can be used in conjunction with forecasting physical production volumes for the year and beyond to identify potential production capacity and human resources. Capacity problems can be predicted and identified by shop floor and by type of equipment. Lack (or surplus) of labor force is established in quantitative terms and in terms of qualifications.

The sphere of control reflects how an individual looks at the source of the factors that determine his actions. If a person believes that his behavior depends on himself, then in this case he is characterized by the presence of an internal sphere of control (introverts). If he believes that everything depends on chance, external circumstances, the actions of other people, then it is considered that he has an external sphere of control (extroverts). Introverts have better control over their actions, are more results-oriented, more active, more satisfied with their work. They like an informal management style, they like to influence others, but do not like to influence themselves, they like to take leadership positions. Extroverts, on the other hand, prefer formal structures, preferring to work under directive guidance. If they occupy leading positions, then they widely use methods of force.

Analysis and generalization of the practice of working with organizations, identified methods of tax evasion, development of proposals for improving the legal framework and organizing the work of tax authorities in the field of control over the production and circulation of ethyl alcohol, alcoholic, alcohol-containing and tobacco products.

When carrying out law enforcement activities to implement the assigned competence in the field of control over compliance with legislation governing the circulation of alcoholic and alcohol-containing products, the tax authorities should take into account the general provisions of the procedure for licensing the production and circulation of ethyl alcohol, alcoholic and alcohol-containing products. According to the current legislation, legal entities and individuals registered in accordance with the established procedure can engage in activities defined in the law only on the basis of a license - a special permit (right) to carry out this type of activity, subject to mandatory compliance with license requirements and conditions.

Powers in the field of control over cash circulation

Let me give you a final example of those issues that expand the sphere of control. Most people do not know when to ask the question how, and when the question is whether I can. We all understand how important it is to be able to make quick decisions. But most people find it difficult. Why Because they are already considering what to do. How is a good question, but not when you have to make a decision. Let's go back one more time to my departure to California. Imagine that even at home I would start asking myself how everything would turn out there if I left. Do you think, in that case, I would decide to move

Should the corporation be organized as a vertical structure with many levels of management, each of which has a narrow sphere of control (i.e., a small number of accountable employees), or as a horizontal one - with fewer levels of management, each of which has a wide sphere of control, to give greater freedom of action for subordinates

Determination of the parameters to be assessed, in other words, the areas of control.

In the current century, the centralized system of banking business has come to be regarded not only as a familiar phenomenon, but even as one of the prerequisites for reaching the highest stages of economic development. Belief in the desirability of central banks has become universal. Recently, there has been a desire to strengthen the areas of control through the establishment of international banking institutions, as well as through international cooperation between the already existing central banks of different states. However, there is no systematic study of the reasons for the supposed superiority of the centralized banking system over its alternatives.

State and non-state types of control, despite the similarity of methods, differ significantly in their ultimate goals. The main goal of state control is to maximize the flow of resources into the treasury and minimize state management costs, and non-state (mainly intrafirm) control - on the contrary, to minimize its allocations to. benefit to the state and others, costs in order to increase the rate of return on invested capital. At the same time, both areas of control are limited by the legal framework of the laws in force.

One of the main problems in the field of control over the use of municipal

Sphere of control 2. The level of interrelation of individual departments 3. The level of uncertainty of the tasks being solved 4. The level of complexity of the tasks being solved Wide Narrow -

The number of employees reporting to one manager is an area of \u200b\u200bcontrol. If a fairly large number of employees are subordinate to one manager, then this forms a so-called flat management structure. If few employees are subordinate to one manager, then a multi-level structure usually arises.

The structure issues will be discussed in detail in the hotel chapter (Chapter 5). When considering internal variables, we confine ourselves to two concepts related to the management (change) of the structure of the specialized division of labor and the sphere of control.

The sphere of control is the number of employees reporting to one manager. If a fairly large number of people are subordinate to one leader, then they talk about a wide area of \u200b\u200bcontrol, which leads to the formation of a flat management structure. If the sphere of control is narrow, then we can talk about a multi-level structure. There is no ideal sphere of control, since many variables of the organization itself and in the external environment can influence its magnitude.

Explain the role of the specialized division of labor and the scope of control (areas of control) in defining and changing the structure of an organization.

No liability can arise from failure to comply with any of the provisions of this Contract if this failure was due to reasons beyond the control of the non-performing Party, such as natural disasters, extreme weather conditions, fires, wars, strikes, military actions, civil unrest, intervention by the authorities, an embargo (hereinafter referred to as force majeure), but not limited to them, for a period starting from the moment the non-performing Party was declared force majeure and ending when the force majeure ended or would end if the non-performing Party took action that she could actually take to get out of force majeure. Force majeure automatically extends the deadline for fulfilling obligations under this Contract. If force majeure lasts more than 6 (six) months, then either of the Parties may terminate this Contract in respect of the Equipment and / or Goods that have not been delivered at the moment.

Clearly, the marketing communications manager's sphere of control must extend far beyond the firm's advertising budget. Its task is to make sure that both the company as a whole and all its employees instill in target consumers a sense of confidence in the quality of goods, high class of service and profitable prices of the enterprise1.

Back in the early twentieth century, the most astute corporate executives, like General Motors' Alfred Sloan Jr. and his colleagues at Procter & Gamble, DuPont, and Sire, realized that the traditional functional structure no longer met their needs. When analyzing the size to which these organizations have grown or planned to grow in the near future, it became obvious that further use of the functional diagram of the organization would lead to serious problems. If a huge firm tries to squeeze all its activities into three or four main departments, then in order to reduce the sphere of control of each manager to an acceptable scale, each such department must be divided into hundreds of divisions. This in turn leads to the fact that the chain of commands becomes incredibly long and unmanageable. In addition, many of these large firms have expanded their operations to vast geographic regions, making it very difficult for a single executive in a functional area (such as marketing) to control all of these activities. The situation was complicated by the increased diversification of the activities of a number of firms. In previous centuries, even very large firms such as the Austind Company did business in only one or two areas. Modern firms very often conduct operations in completely different fields of activity. This is especially true for conglomerates such as Gulf & Western, ATT, Lytton Industries.

The sphere of control and management of the departmental RMS NID of the Ministry of Education of the Russian Federation should include the results obtained by subordinate universities and scientific organizations in the course of scientific, scientific and technical, scientific and methodological and innovative activities at all stages of the innovation cycle. The result of management at the ministry level is the optimization of the allocation of allocated resources, first of all, budgetary funds allocated to support fundamental and exploratory research, applied and experimental research, experimental design and technological work (OECD) and innovative developments from all existing in the Ministry of Education of Russia science in the context of articles of the current budget classification. It is obvious that the task of optimizing the resource support of the NID should be solved for specific projects, taking into account additional extra-budgetary funds and resources attracted by universities or other project executors. The stages of the innovation cycle and possible sources of their financing at the university are presented in enlarged form in Fig. 1. Here are the main functions of the RMS NID, implemented for each project at the university level. At each stage, it is necessary to formulate and record the received re-

Russian legislation, like the legislation of most countries, provides for special rules governing cash circulation. These rules are established to protect the rights of consumers of goods and services, the fiscal interests of the state, and to ensure financial (including tax) discipline. Therefore, judicial practice rightly considers legal relations in the field of control over transactions with cash real capital, lies outside the sphere of control of the central or any other banks. Against this view, he cites the following argument (94) "By creating additional credit for entrepreneurs, bankers (as explained in Chapter 13, part 1) force the collection of real values \u200b\u200bfrom the public, which increases the flow of real capital at the disposal of entrepreneurs and causes a fall in the real rate of interest on both long-term and short-term loans In a word, it is true that the bank price in the money market is mechanically linked to the real rate of interest on long-term loans, but it is not true that this real rate is determined by conditions that lie entirely outside the control of bankers ".

If we get used to, having solved one problem, immediately challenge another, more difficult, our sphere of control expands rapidly. I believe that this refers to the very nature of man and his predestination. We feel best when we set foot on new ground, give all our strength to achieve success and achieve our goal. The boat is safer in the harbor than at sea, but it wasn't built for that. While we all have a need for security, the need for adventure and variety is just as strong. We are growing at a time when we decide on the unknown and set ourselves new requirements. The people who have the largest area of \u200b\u200bcontrol are almost constantly outside their comfort zone. They are GKyHHo, if one crisis is not replaced by another. As an athlete,

Imagine Willy Wintzig1 and Richard Riesig2 work in a department of a large concern. If Willie is only interested in his department, his sphere of control is apparently not very large. Meanwhile, Richard Risig is thinking about the directions of the concern, attracting new and strengthening old ties with existing customers, and marketing. In order for him to have more influence, he maintains contacts with other departments. He doesn't feel satisfied until he visits the headquarters of the firm. He knows what competition is. So the sphere of influence of Mr. Rizig is gradually increasing.

There are four possibilities to expand your control.

It should be emphasized that the indicated spheres of control by the levels of the hierarchy are conditional and are observed in a relatively calm environment. When a threatening situation matures or is created somewhere (for example, the absence of an export oil product at a particular sea transshipment oil depot) generalized consumers can be specified and the attention of any level necessary in this situation is drawn to them.

At the same time, this direction of the FCSM activity does not fully correspond to the actual state of legality in this area. Control is weak, the overwhelming majority of issuers and professional participants are not checked at all. Checks are carried out mainly on the basis of available signals of violations in the activities of issuers and self-regulatory organizations of professional participants in the securities market. However, practice shows that it is not uncommon for a violation of the current legislation to occur by agreement of the parties and, accordingly, the FCSM does not receive a signal, as a result of which the violation remains without a response from the supervisory authority.

By controlling, managers in German-speaking countries understand the guiding concept of effective enterprise management and ensuring its long-term existence. Controlling focuses on the analytical functions of the control area in the enterprise. It analyzes the reporting of the enterprise, determines the directions of its development, thus providing

See pages where the term is mentioned Sphere of control

:                      Management in Organizations (1995) - [

Special conditions of detention: SCP-1137 is contained in a locked box in safe locker 8A at Site 19. SCP-1137 is accessible to personnel with clearance 3 or higher. No extraordinary physical containment measures are required. However, due to its memetic properties, personnel's knowledge of SCP-1137's true nature is to be kept under tight control. See Document 1137-17 for a detailed description of anti-memetic security standards.

Description: SCP-1137 is a glass blue sphere approximately 10 cm in diameter. To the average observer, it appears to have no special properties and does not pose any threat. It is possible to study the composition of the material, measure the weight, transparency, hardness and other physical parameters of the sphere. However, its anomalous properties appear in any attempt to measure curvature, smoothness, or any other parameter associated with its spherical nature.

When attempting to measure the spherical properties of SCP-1137, any subject will acquire the belief that the object is essentially a mathematically perfect ball, and will be confident that multiple measurements will confirm this, regardless of the accuracy of the measuring instruments used. Due to the memetic nature of SCP-1137, it is unknown if the object actually possesses these parameters, or if all observers simply interpret the measurements in this way. Small samples taken from the surface of SCP-1137 also exhibit memetic properties, and retrieval does not appear to affect SCP-1137's form perception.

To get under the memetic effect of SCP-1137, the victim does not need to take measurements on their own: to inject the memetic, it is enough to simply hear that the object's shape is physically impossible. However, in order to transmit the infection in this way, the listener needs to understand the reasons for the impossibility of the existence of a mathematically perfect sphere in material form; thus, the transmission of the meme to subjects without sufficiently deep scientific knowledge is unlikely. Alternatively, the memagent can be bypassed by indicating that SCP-1137 is only it seems an ideal sphere to measure without explicitly stating that SCP-1137 is.

Upon infection, the subject becomes obsessed with the inconsistency between knowledge of SCP-1137's ideal ball shape and the physical impossibility of such a ball. This paradox begins to take root deeply in the consciousness of the subject. The subject makes attempts to refute this contradiction, resorting to more and more precise instruments. Cases are documented when researchers even used the electron microscope available in the Site for this purpose. Despite this, the subject loses the ability to perceive any measurement results other than those that indicate the mathematical ideality of SCP-1137's shape, even when measured to within picometer.

After a comprehensive study, during which the subject fails to prove his views, he comes to the conclusion that the existence of an ideal material sphere is actually possible. At this point, SCP-1137's secondary memetic effects take effect. The subject slowly develops an obsession to reproduce an instance of SCP-1137. Subjects with skills in physical crafts (eg sculpting, glassmaking, metalworking) begin to try to create an ideal sphere in this area; subjects with no experience in the craft begin to try to learn it.

Subject will continue to attempt to create copies of SCP-1137, but always determines that they are not accurate enough. Subjects become increasingly frustrated, obsessed, and often try to experiment with other materials to achieve their goal, using more unconventional materials (such as human or animal remains). In the end, obsession overlaps all the subject's thought processes, he refuses sleep, food, and physiological needs in order to continue trying to assemble. Victims invariably die either from hunger or from self-mutilation.

Since a mathematically perfect ball cannot actually exist physically, SCP-1137's spherical qualities were initially regarded as its only anomalous feature. As a result, after the object was contained by the Foundation, its researchers were immediately exposed to its memetic properties. Since the memetic effects of SCP-1137 are initially indistinguishable from normal scientific research activities, it took [REDACTED] days before Foundation research personnel understood SCP-1137's true nature. By that time, an estimated ███ people were already infected. Strict antimemetic measures have been enacted regarding data on SCP-1137's anomalous properties; personnel with clearance below 4 have been provided with a legend regarding SCP-1137's status and true properties.

Internal environment of the organization Is a collection of its internal variables.

Internal variables - these are factors of the internal structure of the organization, the main part of which is the result of managerial decisions of management. The main variables of the internal environment of any organization include:

· The goals of the organization;

· Organizational structure of management (OSU);

· Resources;

· Staff.

You already know what the goals and resources of the organization are from the previous chapters and paragraphs. You will get acquainted with the principles and methods of staff motivation in the next topic. Here we will consider in more detail the concept of "organizational structure".

Organizational structure(organizational management structure) is a set of all divisions of the company and all relationships between them in accordance with the hierarchy (fig. 24).

Fig. 24. Illustrative example of a graphic image

(organigram) OSU of the enterprise

The decision on the choice of the type and characteristics of the organizational structure is made by the top management of the company, and its design is based on strategic plans. However, the structure of the organization can dynamically change depending on the requirements of the strategic goals of the company, as well as the tactics chosen to achieve these goals.

The process of building an OSU is called organizational design, it consists of the following stages:

· Departmentalization - dividing the organization horizontally into blocks corresponding to the most important areas of activity (business functions);

· Establishing the balance of powers of employees and managers;

· Further separation of smaller units;

· Definition of job responsibilities of each employee.

Sphere of control. One of the most important parameters of the OSU is sphere of control (otherwise - control coverage or scale of management).

Sphere of controlIs the number of persons reporting to one manager at each level of management.

Hierarchy levels. Another important parameter is number of hierarchy levels (management levels) in the OSU of the enterprise. Various combinations of these two parameters result in different types of OSD. In fig. 25 shows:

a) multi-level OSU with narrow control spheres at each level;

b) "flat" (having a small number of levels) OSU with wide spheres of control at each level.

Fig. 25. Differences in OSU depending on the scale

manageability and the number of levels of hierarchy

What are the advantages and disadvantages of each of the two presented in Fig. 25. organizational structures?

Consider a multilevel OSU (see Fig. 25. "a"). The presence here of a narrow sphere of control (small-scale management) facilitates the work of a leader at each level of the hierarchy, however, each leader must be a versatile trained specialist, since he has to be responsible for several areas of activity at once. Suppose that an organigram (Fig. 25. "a") describes the structure of a manufacturing enterprise headed by a CEO (top level). Then his two deputies - directors for areas of activity - (the second level of the hierarchy) have to be responsible for such areas as marketing, research and development, procurement of raw materials, production and sales of products.

In addition, a significant disadvantage of a multilevel OSU is the long time for information to pass from a higher level to a lower level and back. In this case, there is a possibility of distortion and loss information.

Every time information passes

the next organizational level,

only 60% of it remains.

And the losses are growing fast, especially

in hierarchical companies with a large number of

organizational levels.

K. Nordström, J. Ridderstrale

Consider a "flat" OSU (see Fig. 25. "b"). Obviously, the problems and advantages of the OCS in this case are reversed. The broad scope of control complicates the work of the manager, while the large number of specialists at each level makes the work more specialized. A small number of levels reduces the passage time and the percentage of information loss. However, the management of such organizations requires the involvement of other principles that differ from the principles of management of multi-level structures.

In fig. 26 shows a diagram showing the distribution of organizational structures of Russian companies by the number of hierarchy levels.

Fig. 26. Distribution of Russian companies

by the number of hierarchy levels

Study this diagram, answer the question, how many hierarchy levels do most domestic companies have?

Types of powers.For a correct understanding of the principles of building a CMS and the functioning of an organization, it is important to know the types of powers (connections) in the organization.

Empowerment Is the right officially granted to someone to do something.

In general, management distinguishes between three types of authority: general, linear and functional.

General powers imply the right to make decisions related to setting the organization's goals, developing a strategy, acting in a crisis situation, etc. This authority belongs to the top management of the organization.

Linear powerssuggest direct official communication between leaders and performers, within which managers give orders to performers, i.e. indicate what, when, where (and sometimes as) they must do (or, conversely, not do) to ensure the achievement of the goal. At the same time, line managers are responsible for each subordinate performer and the coordination of work.

In other words, linear powers provide the manager's managerial influence on performers in the form of a set of specific functions, including the right to exert on a subordinate administrative impact(announcement of penalties and incentives, dismissal, etc.).

Linear authority personalizes and simplifies the relationship between managers and subordinates. Thus, line powers create a hierarchy of governance in the organization called chain of commands(chain of authority).

As a rule, line powers include the tasks of operational management of the activities of the main divisions of the organization (production, sales, financial, etc.), the organization of personnel work, the creation of conditions necessary for people to perform their duties, maintain a favorable moral and psychological climate in the team and etc.

Functional powers provide the manager's managerial influence on the performers in the form of a set of specific functions, without the right to exert administrative influence. They are realized through functional (indirect) links. Such authority lies in the fact that some managers have the right to make decisions governing the activities of employees directly subordinate to other (line) managers. Moreover, these decisions are mandatory for these employees.

Managers who have the right to use line powers in relation to employees are called line managers (line managers), and those entitled to use only functional powers - functional managers(functional managers).

For example, the head of the personnel department of an enterprise has the right to demand from his subordinates, employees of the personnel department, to perform duties within their functions, as well as to encourage them for good work or impose administrative penalties for poor work, i.e. in relation to them, he is a line manager. At the same time, he also has the right to give instructions within the limits of his functions to employees of other departments, divisions and services (for example, obliging them to submit the relevant data on time). However, he does not have administrative rights in relation to them, i.e. is a functional manager.

To preserve the principle of one-man management (subordination of performers to only one line manager), the content and scope of functional powers in organizations are strictly regulated. Typically, such powers are vested in the chief specialists of the company (chief accountant, chief economist, etc.) and the heads of the relevant departments and services (for example, the personnel department, planning department, etc.).

General, line and functional powers refer to administrative powers... Besides these, there are other types of powers.

Representative powers provide for the performance of designated staff on behalf ofleadership of functions such as coordination and control of activities.

Individual employees (as well as temporary or permanent commissions and committees) performing the coordination function are endowed with coordinating powers. Such powers are exercised in the development process by several departments of joint solutions or projects. Individuals or divisions who are vested with coordination powers have the right, on behalf of senior management, to coordinate the activities of individual divisions and employees and direct them in a direction consistent with the goals of the organization.

Controlling and reporting powersemployees who perform, within the established framework, the functions of checking the activities of departments (and individual employees) and obtaining the necessary information from them. Similar powers can be assigned to special departments (for example, control and audit department, monitoring service), as well as on functional services (for example, accounting).

Conciliation powers consist in the fact that their owners are obliged to express their attitude to decisions made within the framework of administrative or coordination powers. These include:

· Mandatory approvals (extended advisory powers). Sometimes a special type of mandatory approvals is distinguished - precautionary powers. They are located, for example, by the legal department, whose employees check the compliance of management decisions with the current legal regulations. However, managers have the right to ignore the opinion of the “warning” specialists, taking full responsibility for the possible consequences;

· Parallel powers (such powers give the right to reject individual decisions of line management, they are sometimes called blocking. Blocking powers are possessed, for example, by the chief accountant of an enterprise, since without his consent, a decision related to the company's financial activities cannot be made).

Management often uses the concept “ staff powers ". They mean a set of different powers exercised by a special administrative apparatus of the company, called headquarters... The staff often include: functional, conciliatory and representative powers.

Thus, the structure of powers arising in organizations can be illustrated by the diagram (Fig. 27).

Fig. 27. Types of powers in management

Centralization and decentralization of management.Another important parameter of the GMS of any company is the ratio of levels centralization and decentralization management.

In centralizedorganizational structures, the top management reserves aboutmost of the powers.

In decentralized organizational structures are delegated (transferred) to the lower levels of management.

The choice of the optimal balance between centralization and decentralization of power functions in the organization is of great importance, since the effectiveness of management depends on it. Excessive centralization of management leads to the fact that the activities of the organization are almost entirely dependent on the highest level of management. At the same time, middle and lower managers play the role of only guides and executors of top management decisions. In such companies, as a rule, creativity, innovation and independence of managers are not encouraged. On the other hand, this is fraught with serious negative consequences for the top management, such as: large overloads (which leads to a decrease in their work efficiency); the need to engage in operational management to the detriment of long-term plans and programs, etc.

Decentralization, which is based on the concept of "delegation of authority", allows to solve these and some other problems.

Delegation of authority Is the transfer of some of the manager's functions to other managers or employees to achieve specific goals of the organization.

Delegation of authority is used to optimize the company's management system. Delegation is based on the belief that employees working on a specific problem understand the situation better than the manager and find it easier to find the right solution.

When delegating authority, it is very important to consider two things:

Firstly, additional functions and responsibility for their implementation can be transferred only to those employees whose competencies, professional and personal qualities meet certain requirements (for example, such as responsibility, extensive work experience, independence, desire to engage in management activities, communication skills, etc.) .P.);

· Secondly, along with the additional responsibility, these employees should be transferred to the appropriate rights that allow them to make management decisions.

In addition, top managers, delegating some of their powers to other employees, should not forget about their material remuneration (for example, salary increases, payment of bonuses, etc.). Lack of attention to the rules of delegation of authority can undermine all efforts to improve the organization's performance or even completely paralyze its work.

Bureaucratic and adaptive organizations. With all the variety of types of OSU, they can be conditionally divided into two groups:

and) bureaucratic (mechanistic);

b) adaptive (organic) structures.

The term "mechanistic" indicates that organizations built on this principle are very similar to the mechanism (sometimes they are said to be "running like clockwork"). At first glance, this is good. However, one should not rush to conclusions.

The term “organic” means that such organizations are similar in structure and development to a living organism, and their second name, “adaptive”, reminds us that these organizations, unlike bureaucratic ones, can quickly adapt (i.e. . to adapt) to changes in the external environment. So, for example, when the demand for some goods changes, the adaptive organization quickly moves to the release of another good, etc.

What is the difference between bureaucratic and adaptive types of organizations? In fig. 28. shows the characteristic features of these two structures. Study them and think about what type of organization is most effective in today's market, changing consumer demands and technologies, etc. What prevents bureaucratic organizations from quickly adapting to changes in the market, fashion, technology, etc.? Give examples of companies you know and think about what type of organization they have.

We abandon hierarchical structures in favor of informal ones.

This is especially important for the business community. Abandoning bureaucracy

has become one of the main trends of the last decade.

J. Welch

Fig. 28. Signs of bureaucratic and adaptive organizations

There will always be Eskimos who will work out for the inhabitants

Congo instructions on how to handle the worst heat.

Stanislav Jerzy Lec

The number of persons subordinate to one manager is a sphere of control. Sphere of control is an important aspect of an organizational structure. If a fairly large number of people report to one leader, then we are talking about a wide area of \u200b\u200bcontrol, which results in a flat management structure. If the sphere of control is narrow, that is, few people are subordinate to each manager, we can talk about a multi-level structure. In general, large organizations with flat structures have fewer levels of management than organizations of comparable size with multi-level structures.

In practice, the scope of an organization's control often varies greatly, both across levels of management and across functional areas.

The need for coordination, which has always existed, becomes truly urgent when work is clearly divided both horizontally and vertically, as is the case in large modern organizations. If leadership does not create a formal coordination mechanism, people cannot get the job done together. Without appropriate formal coordination, different levels, functional areas and individuals can easily focus on their own interests, rather than on the interests of the organization as a whole.

Another direction of the division of labor in an organization is the formulation of tasks. A task is a prescribed job, a series of jobs, or a part of a job that must be completed in a predetermined manner within a predetermined time frame. From a technical point of view, tasks are assigned not to the employee, but to his position. Based on the decision of the management about the structure, each position includes a number of tasks that are considered as a necessary contribution to the achievement of the goals of the organization. It is believed that if the task is completed in this way and within the time frame prescribed, the organization will be successful.

Organizational tasks are traditionally divided into three categories. This is work with people, objects (machines, raw materials, tools), information. For example, on an ordinary factory assembly line, the work of people consists of working with objects. The task of the master is mainly to work with people. At the same time, the tasks of the corporate treasurer are mainly related to information.

Two other important points in the work are the frequency of repetition of a given task and the time it takes to complete it. A machine operation, for example, may consist of performing a hole drilling task a thousand times a day. Each operation takes only a few seconds to complete. The researcher performs various and complex tasks, and they may not be repeated at all even once during the day, week or year. In order to complete some of the tasks, the researcher takes several hours or days. In general, we can say that managerial work is less monotonous, repetitive, and the time to complete each type of work increases as managerial work moves from a lower level to a higher one.

Technology

Technology as a factor in the internal environment is much more important than many people think. Most people view technology as something related to inventions and machines, such as semiconductors and computers. However, the sociologist Charles Perrow, who has written extensively about the impact of technology on organization and society, describes technology as a means of transforming raw materials - be it people, information, or physical materials - into desired products and services.

Technology implies standardization and mechanization. That is, the use of standard parts can greatly facilitate the production and repair process. In our time, there are very few products, the production process of which is not standardized.

The number of persons reporting to one leader represents the area of \u200b\u200bcontrol. Sphere of control is an important aspect of an organizational structure. If a large number of people report to one leader, then there is a wide sphere of control, which results in a flat management structure. If a small number of employees are subordinate to each manager, i.e. when the sphere is control

for narrow, then in this case we can talk about a multi-level structure. Therefore, large organizations with flat structure have fewer levels of management than organizations of comparable size with multi-level structure.

Regular reproduction of activities such as assignment, leadership and coordination of employee actions form the structure of the organization, and the potential for different combinations explains the differences in organizational structures.

Structure is not something given once and for all. It is constantly evolving. When it comes to organizational structures, we mean the distribution and coordination of labor processes. The structure of an organization is a set of methods for dividing the labor process into specific work tasks and coordinating their implementation (5, p. 526).

The concept of an organizational structure includes not only tasks performed within it, but also activities coordinated by employees outside the organization. Many of the work traditionally carried out by the organization itself is now being outsourced to specialized firms, which implies close collaboration between independent companies and the transformation of traditional boundaries between organizations. AAAAAAAAAAAAAAAAAAAAAAAAAAA

After choosing a strategy and developing a subsequent plan, management should conduct a thorough review of the organization's structure to determine if it contributes to the achievement of corporate goals. Strategy defines the structure. When implementing or changing strategy, management should always consider its relationship to structure and combine organizational structure formation and planning. The structure is based on strategy and should be as effective as possible in terms of the overall situation.

An organization is considered to exist in an external environment that shapes its strategy, technology, scale and level of innovation. These situational factors, in turn, determine the required structure, that is, the structure that the organization must adopt to support production activities.

The adherents of the situational approach assume that the structure of successful organizations is consistent with the adopted strategy and the external environment in which they operate. Effective management of an organization involves the formulation of an adequate strategy, as well as the development of structures that facilitate its implementation by stimulating innovation that meets the conditions of the external environment. The main emphasis is on determinism (form is determined by the external environment) or functionalism (form contributes to the effectiveness of the organization). Organizational forms evolve gradually as managers become aware of the inefficiency of functioning mechanisms. They are modified to suit various aspects of the desired structure.

Supporters of the situational approach believe that managers have the right to choose, but limited by the need to adapt the structure to external conditions, which determines the acceptable results of the organization's activities (5, p. 600-602).

The decision to choose the structure of the organization as a whole is almost always made by senior management. The leaders of the lower and middle management only help him by providing the necessary information, and in larger organizations - and suggesting a structure of subordinate units that corresponds to the general structure of the organization chosen by the top management.

In a broad sense, the task is to choose the structure that best meets the goals and objectives of the organization, as well as the internal and external factors affecting it. The "best" structure is the one that best allows the organization to effectively interact with the external environment, efficiently and expediently distribute and direct the efforts of its employees and, thus, satisfy the needs of customers and achieve their goals with high efficiency (2, p. 331).

There is no exact answer to the question of which method is best for building the structure of the organization. The best organizational structure will be one that is appropriate for the size, dynamism, complexity, and people of the organization.

One of the main mistakes too many firms make is that they simply impose a new strategy on the existing structure of the firm. It should not be. The structure depends on the strategy, and the stage of formation of the structure in the planning process may represent the most important stage in the successful implementation of the strategic plan (2, p. 303).

Objective factors and conditions for determining the diversity of organizational structures:

The size of the enterprise (small, medium, large);

Specialization in the production of one type of product or a wide range of products in various industries;

The nature of the products (type of production);

The scope of the enterprise (organization for the local, national or foreign market);

The scale of foreign activities and the forms of its implementation;

type of monopolistic association (concern, financial group, holding).

In addition to the listed factors influencing the choice of a limited structure, one can note the dynamism of the external environment, technology, attitude to the organization of managers and employees.

The dynamism of the external environment is a very strong factor in determining which organizational structure an organization should choose. If the external environment is stable, then the organization can successfully apply mechanistic organizational structures.

In the case of a dynamic external environment, the organizational structure should be organic.

The impact of technology on the organizational structure is manifested in the following:

1) the structure is tied to the technology used in the organization. The number of structural units and their relative position strongly depend on the technology used in the organization;

2) the organizational structure should be built in such a way that it allows for technological upgrades.

The organizational structure largely depends on how managers relate to its choice, what type of structure they prefer and how willing they are to introduce non-traditional forms of organization.

Signs of an optimal structure:

Few levels of leadership;

Small subdivisions or autonomous teams with highly qualified personnel;

Targeted work for consumers;

Foreseeing changes or reacting quickly to them;

High productivity and low costs - high efficiency.

Since the purpose of the organizational structure is to ensure that the organization's goals are achieved, the design of the structure should be based on the strategic plans of the organization and the variables of the external environment in which it operates. The structure of the organization must be such as to ensure the implementation of its strategy. Since the strategy and the external environment change over time, appropriate changes are needed in organizational structures, the use of new organizational forms of structures. It is necessary to widely use the principles and methods of designing the organizational structure of management based on a systems approach. The consistency of the approach to the formation of the structure is manifested in the following: not to lose sight of any of the management tasks, without the solution of which the implementation of goals will be incomplete; to identify and interconnect in relation to these tasks the entire system of functions, rights and responsibilities along the vertical of management; explore and organize all communications and relationships along the horizontal management; to provide a limited combination of vertical and horizontal management, meaning finding the optimal ratio of centralization and decentralization in management for these conditions (2, p. 272-295).

 

It might be helpful to read:

• Documents for export - a list of documents confirming the procedure, and their preparation Export customs clearance in a set;
• The essence, principles and methods of developing plans Control questions and tasks;
• Code of Ethics and Service Conduct;
• General provisions on certification of workplaces;
• Equipment storage room;
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• Assessment of the level of unification;
• Advantages and disadvantages of various sources of financing for the company's activities;