A broad scope of control leads to. Organizational structure. See pages where the term Scope 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 an organization's structure is a function of the size of the organization. For example, the Roman Catholic Church and the retailer Syre, despite vast differences in their aims and scope of operations, are known for having a wide scope of control and a structure that has few

Scope 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 control is wide and there are several levels of control, the structure is called flat, multi-level structures have several levels of control and narrow areas of control.

The modern imperialism of the US oil monopolies inside the country is not limited to expansion in the field of seizing resources and extracting 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 figures for controllable operating profits given above, and assuming that all other figures are within the control of unit managers, the adjusted KOSE 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 continued to this day. Today, however, there are many other associated benefits when all cost rate data is consolidated into computer files. The target cost data file can be used in conjunction with forecasting physical production volumes for a year or more. long terms in order to identify potential production capacities and human resources. Capacity problems can be predicted and identified by shop and equipment. Shortage (or surplus) of labor is established in quantitative terms and by skill level.

The sphere of control reflects how the 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 the case, external circumstances, the actions of other people, then it is believed that he has an external sphere of control (extroverts). Introverts are more in control of their actions, 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 prefer to work under directive guidance. If they occupy leadership 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, alcohol, alcohol-containing and tobacco products.

When carrying out law enforcement activities to implement the assigned competence in the field of monitoring activities to comply with the legislation governing the circulation of alcoholic and alcohol-containing products, the tax authorities must take into account the general provisions of the procedure for licensing the production and circulation of ethyl alcohol, alcoholic and alcohol-containing products. Under the current legislation, duly registered legal entities and individuals can engage in certain types of activities specified 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 one last example of those issues that expand the scope of control. Most people don't know when to ask how and when to ask can I. We all understand the importance of being able to make quick decisions. But for most people, this is 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 to my trip to California. Imagine that I would start asking myself at home how everything would turn out there if I left. Do you think that in this case I would decide to move

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

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

In this century, the centralized system of banking business has come to be seen not only as a familiar phenomenon, but even as one of the mandatory conditions achievement of the highest levels of economic development . Belief in the desirability of central banks has become universal. Recently, there has been a desire to strengthen the spheres of control through the establishment of international banking institutions, as well as through international cooperation between the already existing central banks of various states. However, there is no systematic study of the reasons for the alleged superiority of the centralized banking system over its alternatives.

State and non-state types of control, despite the similarity of methods, differ significantly ultimate goals. The main goal of state control is to maximize the flow of resources to the treasury and minimize public management costs, while non-state (mainly intra-company) control, on the contrary, is to minimize its deductions to. benefit of the state and other 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 existing laws.

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

Scope of control 2. The level of interconnection 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 the area of ​​control. If a fairly large number of employees are subordinate to one leader, then this forms the so-called flat management structure. If few employees report to one leader, then a multi-level structure usually arises.

The issues of structure will be considered 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 - a specialized division of labor and a sphere of control.

The scope 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 speak of a wide sphere of control, which leads to the formation of a flat management structure. If the scope of control is narrow, then we can talk about a multi-level structure. There is no ideal scope of control, since many variables in the organization itself and in the external environment can affect its size.

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

No liability shall arise from the failure to perform any of the provisions of this Contract if that failure was due to causes beyond the control of the non-performing Party, such as natural disasters, extreme weather conditions, fires, wars, strikes, hostilities, civil unrest, intervention by the authorities, embargo (hereinafter referred to as force majeure), but not limited to, for a period starting from the moment force majeure is declared by the non-performing Party and ending when the force majeure ends 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 term for the fulfillment of obligations under this Contract. If the force majeure lasts for more than 6 (six) months, then either Party may terminate this Contract in respect of the Equipment and/or Goods not delivered at the moment.

It is clear that the control of the marketing communications manager must extend far beyond the firm's advertising budget. His task is to make sure that both the company as a whole and all its employees inspire target consumers with a sense of confidence in the quality of the product, the high class of service and the profitability of the prices of the enterprise1.

As early as the beginning of the twentieth century, the most astute corporate executives, like Alfred Sloan, Jr. of General Motors and his colleagues at Procter & Gamble, DuPont and Sire, realized that the traditional functional structure no longer suited their needs. When considering the size to which these organizations have grown or planned to grow in the near future, it became obvious that the continued use of the functional scheme of the organization would lead to serious problems. If a huge firm seeks to squeeze all its activities into three or four main departments, then in order to reduce the scope of control of each leader to an acceptable scale, each such department must be divided into hundreds of departments. In turn, this leads to the fact that the chain of commands becomes incredibly long and unmanageable. In addition, many of these large firms have spread their activities over wide geographical regions, so it is very difficult for one head of any functional area (eg, marketing) to control all this activity. 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 Austinda Company did business in only one or two areas. Modern firms very often conduct operations in completely different areas of activity. This is especially true for conglomerates such as Gulf & Western, AiTi, Lytton Industries.

The scope of control and management of the departmental RMS R&D 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-technical, scientific-methodical and innovative activities at all stages of the innovation cycle. The result of management at the level of the ministry is the optimization of the distribution of allocated resources, first of all, budgetary funds allocated to support fundamental and exploratory research, applied and experimental research, experimental design and technological work (RCTR) 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 research and development activities should be solved for specific projects, taking into account additional extrabudgetary funds and resources attracted by universities or other project executors. Stages of the innovation cycle and possible sources of their financing in the university are summarized in fig. 1. Here are the main functions of the RMS R&D implemented for each project at the university level. At each stage, it is necessary to formulate and fix the received

Russian legislation, as well as the legislation of most states, there are special rules that regulate cash circulation. These rules are established in order to protect the rights of consumers of goods and services, the fiscal interests of the state, and ensure financial (including tax) discipline. That's why arbitrage practice rightly considers legal relations in the field of control over cash transactions of real capital, lies outside the control of the central or any other banks. Against this view, he gives the following argument (94) “By creating additional credit for entrepreneurs, bankers (as explained in Chapter 13, Part 1) carry out a forced collection of real values ​​​​from 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 related 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 beyond the control of the bankers ".

If we get used to solving one problem and immediately challenging another, more difficult one, our sphere of control expands rapidly. I believe that this refers to the very nature of man and to his predestination. We feel at our best when we step on new ground, give our all to succeed, and achieve our goal. A boat is safer in the harbor than at sea, but that's not what it was built for. 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 dare to explore the unknown and set new requirements for ourselves. The people who have the largest area of ​​control are almost constantly outside their comfort zone. They GKyHHo, if one crisis is not replaced by another. Like an athlete

Imagine Willi Winzig1 and Richard Riesig2 work in a branch of a large concern. If Willie is only interested in his department, his area of ​​control is apparently not very large. Meanwhile, Richard Risig is thinking about the direction 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 does not feel satisfied until he has visited the firm's headquarters. He knows what competition is. Thus, the sphere of influence of Mr. Risig gradually increases.

In order to expand the scope of control, there are four possibilities

It should be emphasized that these areas of control by hierarchy levels are conditional and are observed in a relatively calm environment. When a threatening situation is brewing or somewhere (for example, the absence of an export oil product at a particular marine transshipment tank farm), generalized consumers can be specified and attention of any level necessary in a given situation is drawn to them.

However, this direction activities of the FCSM does not fully correspond to the actual state of law in this area. The control is carried out weakly, the vast majority of issuers and professional participants are not checked at all. Inspections are carried out mainly on the basis of available signals about 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 violations of the norms current legislation occurs by agreement of the parties and, accordingly, no signal is received by the FCSM, as a result of which the violation remains without a response from the controlling body.

By controlling, managers in German-speaking countries understand the guiding concept of the effective management of an enterprise and ensuring its long-term existence. The Controlling Service focuses on the analytical functions of the area of ​​control in the enterprise. She analyzes the reporting of the enterprise, determines the direction 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 locker 8A at Site-19. Access to SCP-1137 is restricted to Level 3 personnel and above. Extraordinary physical measures to contain the object are not 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 glassy blue sphere approximately 10 cm in diameter. To the average observer, it does not appear to possess any special properties or 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 show up 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 become convinced that the object is, in fact, a mathematically perfect ball, and will be confident that the results of repeated measurements confirm this, regardless of the accuracy of the measuring instruments used. Due to the memetic nature of SCP-1137, it is unknown if SCP-1137 actually possesses these parameters, or if all observers simply interpret the measurements as such. Small samples taken from the surface of SCP-1137 also have memetic properties, and their removal does not appear to affect the perception of SCP-1137's shape.

To fall under the memetic effect of SCP-1137, the victim does not need to take a measurement on his own: to inject the memetic agent, it is enough just to hear that the object's shape is physically impossible. However, in order to transmit infection in this way, the listener needs to understand the reasons for the impossibility of the existence of a mathematically perfect sphere in a material form; thus transmission of the meme to subjects lacking fairly deep scientific knowledge is unlikely. It is also possible to bypass the memetic agent by indicating that SCP-1137 is only seems a perfect sphere when measured, without directly stating that SCP-1137 is such.

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

After extensive research, 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. 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 field in this area; subjects with no experience in the craft begin to attempt to learn it.

The subject will continue to attempt to create copies of SCP-1137, but will always determine that they are not accurate enough. Subjects become increasingly frustrated, obsessed, and often try to experiment with other materials using more unconventional materials (such as human or animal remains) to achieve their goal. In the end, the possession overrides all the subject's thought processes, he refuses sleep, food, and satisfaction of physiological needs in order to continue attempts at assembly. Victims invariably die either from starvation 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 research activities, it took [REDACTED] days before Foundation science personnel realized the true nature of SCP-1137. By that time, an estimated ███ people had already been infected. Strict antimemetic measures have been taken regarding SCP-1137's anomalous properties data; personnel below level 4 clearance were provided with a legend about SCP-1137's status and true properties.

Internal environment of the organization is the set of its internal variables.

Internal variables are the factors internal structure organizations, most of which are the result of management decisions management. To the main variables internal environment any organization include:

The goals of the organization

organizational structure of management (OSU);

Resources

staff.

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

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

Rice. 24. Illustrative example graphic image

(organigrams) OSU of the enterprise

The decision on the choice of the type and features 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 company's strategic goals, 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 steps:

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

Establishing the relationship between the powers of employees and managers;

further separation of smaller units;

· definition official duties every employee.

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

Sphere of Control is the number of people reporting to one leader at each level of management.

Hierarchy levels. Another important parameter is number of hierarchy levels(management levels) in the OSU of the enterprise. Different combinations of these two parameters give different types of OSU. On fig. 25 showing:



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

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


Rice. 25. OSU differences 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 of management) facilitates the work of the manager at each level of the hierarchy, however, at the same time, each manager must be a versatile trained specialist, because he has to be responsible for several areas of activity at once. Suppose that the organigram (Fig. 25. “a”) describes the structure of a manufacturing enterprise headed by CEO(top level). Then two of his deputies - directors of activities - (the second level of the hierarchy) have to be responsible for such areas as marketing, research and development, procurement of raw materials, production and marketing of products.

In addition, a significant disadvantage of a multilevel OSU is the long time it takes for information to pass from a higher level to a lower one and vice versa. There is a possibility of distortion and loss information.

Every time information passes

another organizational level,

only 60% of it remains.

And the losses are mounting 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 OSU in this case are reversed. A wide scope of control complicates the work of the manager, while a large number of specialists at each level allows you to make 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 multilevel structures.

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


Rice. 26. Distribution of Russian companies

by the number of hierarchy levels

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

Authorization types. For a correct understanding of the principles of construction of the OSU and the functioning of the organization, it is important to know the types of authority (relations) in the organization.

Authority is the right officially granted to someone to do something.

IN general case There are three types of authority in management: general, linear and functional.

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

Line powers suggest a direct official communication between managers and performers, in which managers give orders to performers, i.e. indicate what, when, where(and sometimes how) they must do (or vice versa, not do) to ensure the achievement of the goal. At the same time, line managers are responsible for each contractor subordinate to them and for coordinating work.

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

Linear authority personalizes and simplifies the relationship between managers and subordinates. Thus, line authority creates a hierarchy of control in an organization called command chain(chain of authority).

As a rule, linear powers include the tasks of operational management of the activities of the main divisions of the organization (production, marketing, financial, etc.), organizing the work of personnel, creating the conditions necessary for people to fulfill their duties, maintaining a favorable moral and psychological climate in the team and etc.

Functional powers provide the managerial influence of the head on the performers in the form of a set of specific functions, without the right to exercise administrative influence. They are implemented through functional (indirect) links. Such powers consist in the fact that some managers have the right to make decisions that regulate the activities of employees directly subordinate to other (line) managers. Moreover, these decisions are binding on these employees.

Managers who have the right to use linear authority in relation to employees are called line managers(line managers), and those who have the right to use only functional powers - functional leaders(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, the performance of duties within their functions, and also to encourage them for Good work or impose administrative penalties for bad, 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, departments and services (for example, obliging them to submit relevant data on time). but administrative rights in relation to them, he does not possess, i.e. is a functional manager.

To preserve the principle of unity of command (subordination of performers to only one line manager), the content and scope of functional powers in organizations are strictly regulated. Typically, such powers are held by the main specialists of the company ( Chief Accountant, chief economist, etc.) and heads of relevant departments and services (for example, the personnel department, planning department etc.).

General, line and functional powers refer to administrative powers. In addition to them, there are other types of powers.

Representative powers provide for the implementation by designated employees on behalf of management of such functions 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 process of developing joint solutions or projects by several departments. Persons or units that are vested with coordination powers have the right, on behalf of top management, to coordinate the activities of individual units and employees and direct it in a direction consistent with the goals of the organization.

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

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

Mandatory approvals (extended advisory powers). Sometimes a special type of mandatory approvals is distinguished - cautionary powers. They are available, for example, to the legal service, whose employees check the compliance of management decisions with the current ones. legal regulations. However, managers have the right to ignore the opinion of "cautionary" specialists, taking full responsibility for the possible consequences;

Parallel powers (such powers give the right to reject individual decisions of the line management, they are sometimes called blocking. For example, the chief accountant of the enterprise has blocking powers, because without his consent, a decision related to financial activities companies).

Often used in management is the term headquarters powers. They mean a set of various powers exercised by a special administrative apparatus of the company, called headquarters. Headquarters often include: functional, conciliatory and representative powers.

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


Rice. 27. Types of authority in management

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

In centralized organizational structures, top management reserves b about most of the powers.

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

Of great importance is the choice of the optimal ratio between the centralization and decentralization of power functions in the organization, because. the effectiveness of management depends on it. Excessive centralization of management leads to the fact that the activities of the organization are almost completely dependent on the highest level of management. At the same time, middle and lower managers play the role of only conductors 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 top management, such as: large overloads (due to which there is a decrease in the efficiency of their work); the need to deal operational management to the detriment of long-term plans and programs, etc.

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

Delegation of authority- this is the transfer of part of the functions of the head 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 of authority is based on the belief that employees working on a specific problem understand the situation better than the manager, and it is easier for them to find the right solution.

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

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, sociability, etc.);

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

In addition, top managers, when delegating part of their powers to other employees, should not forget about their material rewards (for example, raising wages, payment of bonuses, etc.). Insufficient attention to the rules of delegation of authority can nullify all efforts to improve the work of the organization or even completely paralyze its work.

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

but) bureaucratic(mechanistic);

b) adaptive(organic) structures.

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

The term "organic" suggests that such organizations are similar in structure and development to a living organism, and their second name, "adaptive", recalls that these organizations, unlike bureaucratic ones, can quickly adapt (i.e. . adapt) to changes occurring in the external environment. So, for example, when the demand for any goods changes, the adaptive organization quickly switches to the production of another product, and so on.

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

We are abandoning hierarchical structures in favor of informal ones.

This is especially important for the business community. Rejection of bureaucracy

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

J. Welch


Rice. 28. Signs of bureaucratic and adaptive organizations

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

Congo instructions on how to behave in the most terrible heat.

Stanislav Jerzy Lec

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

In practice, the scope of control in an organization 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 management 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, and not on the interests of the organization as a whole.

Another direction of the division of labor in the organization is the formulation of tasks. A task is a prescribed job, a series of jobs, or a piece of work that must be completed in a predetermined manner within a predetermined timeframe. From a technical point of view, tasks are assigned not to the employee, but to his position. Based on the decision of management on the structure, each position includes a number of tasks that are considered as a necessary contribution to the achievement of the objectives of the organization. It is believed that if the task is carried out in such a way and in such time as prescribed, the organization will operate successfully.

The tasks of the organization are traditionally divided into three categories. This is work with people, objects (machines, raw materials, tools), information. For example, on a typical 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 required to complete it. A machine operation, for example, may consist of performing the task of drilling holes a thousand times a day. It only takes a few seconds to complete each operation. The researcher performs varied and complex tasks, and they may not be repeated at all during the day, week or year. In order to complete some of the tasks, the researcher needs 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 think. Most people view technology as something to do with inventions and machines, such as semiconductors and computers. However, sociologist Charles Perrow, who has written extensively on the impact of technology on organizations and societies, describes technology as a means of transforming raw materials—whether people, information, or physical materials—into the desired products and services.

Technology implies standardization and mechanization. That is, the use of standard parts can greatly facilitate the process of production and repair. Nowadays, there are very few goods whose production process is not standardized.

The number of persons reporting to one leader represents the area of ​​control. The scope of control is an important aspect of organizational structure. If a fairly large number of people report to one leader, then there is a wide sphere of control, which results in a flat management structure. If each leader reports to a small number of employees, i.e. when scope control

If it is narrow, then in this case we can speak of a multilevel structure. Therefore, large organizations with a flat structure have fewer levels of management than organizations of comparable size with a multi-level structure.

The regular repetition of such activities as the distribution of tasks, leadership and coordination of employees, forms the structure of the organization, and the potential for various combinations of them 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 the 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 organizational structure includes not only tasks performed within it, but also activities coordinated by employees outside the organization. Many of the activities traditionally carried out by the organization itself are now outsourced to specialized firms, which implies close cooperation between independent companies and the transformation of traditional boundaries between organizations. AAAAAAAAAAAAAAAAAAAAAAAAAAA

After choosing a strategy and developing a subsequent plan, management must conduct a thorough review of the structure of the organization to find out if it contributes to the achievement of company-wide goals. The strategy defines the structure. When implementing or changing a strategy, management should always take into account its relationship with the structure and combine the formation of the structure of the organization and planning. The structure is based on the strategy and should ensure its effectiveness as far as possible from the point of view of the overall situation.

It is believed that the organization exists in an external environment that shapes its strategy, technology, scale and level of innovation. These situational factors, in turn, determine the necessary structure, that is, the structure that the organization must adopt in order to support production activities.

Proponents of the situational approach proceed from the fact that the structure of successful organizations corresponds to the adopted strategy and the external environment in which they operate. Efficient Management organization involves the formulation of an adequate strategy, as well as the development of structures that contribute to its implementation by stimulating innovation that corresponds to the conditions of the external environment. The main emphasis is on determinism (form is determined by the external environment) or on functionalism (form contributes to the effectiveness of the organization). Organizational forms develop 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, pp. 600-602).

The decision on the choice of the structure of the organization as a whole is almost always made by senior management. The leaders of the grass-roots and middle management only help him by providing the necessary information, and in larger organizations - by suggesting the structure of the units subordinate to them, corresponding overall structure organization chosen by senior management.

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

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

One of the biggest mistakes that too many firms make is that new strategy they simply impose on the existing structure of the firm. It should not be. Structure depends on strategy, and the stage of formation of structure in the planning process may represent the most important stage successful implementation 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 of various industries;

The nature of the products produced (type of production);

Scope of activity of the enterprise (organization for the local, national or foreign market);

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

type of monopoly 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, and the attitude of managers and employees towards the organization.

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 must be organic.

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

1) the structure is tied to the technology that is used in the organization. The number of structural units and their mutual arrangement 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 updates.

The organizational structure largely depends on how managers feel about its choice, what type of structure they prefer, and how willing they are to go for the introduction of non-traditional forms of building organizations.

Signs of an optimal structure:

Few levels of leadership;

Small divisions or autonomous groups with highly qualified personnel;

Purposeful work on consumers;

Anticipating changes or reacting quickly to them;

High performance and low costs – high efficiency.

Since the purpose of the organizational structure is to ensure the achievement of the goals of the organization, 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 should be such as to ensure the implementation of its strategy. Since the strategy and the external environment change over time, appropriate changes are also required in organizational structures, the use of new organizational forms structures. It is necessary to widely use the principles and methods of designing the organizational structure of management based on a systematic approach. The systematic approach to the formation of the structure is manifested in the following: do not lose sight of any of the management tasks, without which the implementation of the goals will be incomplete; identify and link in relation to these tasks the entire system of functions, rights and responsibilities along the vertical of management; explore and organize all connections and relationships along the horizontal management; provide a limited combination of vertical and horizontal management, meaning finding the optimal ratio of centralization and decentralization in management for the given conditions (2, pp. 272-295).

 

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