Linear functional and matrix organizational structures of management. Linear functional and divisional structures of organizations. Types of organizational structures of management Basic principles of building organizational structures

Divisional structures are based on the separation of large production and economic units with the provision of operational and production independence and transferring responsibility for making a profit to this level.

The structures are characterized by the full responsibility of the heads of departments for the results of the activities of the units headed by them. In this regard, the most important place in the management of companies with a divisional structure is occupied not by the heads of functional departments, but by the heads of departments.

The structuring of the company by divisions (divisions) is carried out, as a rule, according to one of three principles:

divisional-productive structures;
customer-oriented organizational structures;
divisional and regional structures.

The divisional management structure is shown in Figure 6.4:

Rice. 6.4.

The advantages of a divisional management structure:

Prompt response to changes in external conditions of activity.
The rapprochement of the one who makes the decision with the one who implements it.
Good conditions for the growth of managers.
High degree of coordination management activities within one division.
A closer relationship between the manufacturer and consumers.
Responsibility Centers are more effective in improving profitability.

Disadvantages of the divisional structure:

Internal competition for resources and personnel.
Difficulty separating overheads and calculating costs.
Difficulty reconciling the interests of different divisions.
Red tape and congestion due to the large number of vertical ties.
Duplication of functions at different levels of management.
The departments maintain a linear management structure.
The remoteness of the central office from the specific areas of the organization's activities, and, therefore, this leads to an increase in the number of personnel and other problems associated with official abuse.

Matrix organizational structure

The basis of the matrix structure is formed by a linear functional structure supplemented by program control structures. In addition to the head of the organization, the head of the program is determined, whose rank is higher than the rank of the head of the organization.

The matrix structures are very diverse: project management, temporary task forces and permanent complex groups. Temporary target groups are actively used by small businesses based on venture capital.

Elements of matrix organization, and in some cases matrix department as a whole, have been applied in the electronics industry and other areas with so-called high technology.

To implement a specific project, an autonomous structure is created, which is similar to one of the elements of the divisional structure

The matrix structure is shown in Figure 6.5:

The advantages of the matrix structure are:

Integration different types activities of the company within the framework of ongoing projects, programs.
Obtaining high quality results for a large number of projects, programs, products.
Significant intensification of the activities of managers and employees of the management apparatus.
Involvement of managers of all levels and specialists in the field of active creative activity.
Reducing the burden on top-level managers by transferring decision-making powers to the middle level.
Strengthening the personal responsibility of a particular leader.
Achieving greater flexibility and coordination of work.
Overcoming intra-organizational barriers without interfering with the development of functional specialization.

The disadvantages of a matrix control system are:

The complexity of the matrix structure for practical implementation.
The structure is complex, cumbersome and expensive to implement and operate.
It is a difficult form of organization;
In connection with the system of double subordination, the principle of one-man management is undermined.
There is a tendency towards anarchy, in the conditions of its action, rights and responsibilities between the elements are not clearly distributed.
This structure is characterized by a struggle for power.
Excessive overhead due to keeping more executives.
Difficulties arise with the prospective use of specialists in this company;
There is a partial duplication of functions;
Management decisions are made late; as a rule, group decision-making is characteristic.

The simplest organizational structure is linear (Figure 8.1). Its basic principles are: all management functions are concentrated in the head of the enterprise, direct subordination of personnel to the head with a control range of 5-10 people (depending on the situation), hierarchy and one-man management, universalism of the line manager.

Fig. 1. Linear organizational structure enterprise management

Benefits of a linear management structure:

· A clear system of mutual relations of functions and divisions;

A clear system of one-man management - one leader concentrates in his hands the management of the entire set of processes that have common goal;

• clearly expressed responsibility;

· Quick reaction of executive units to direct instructions from their superiors.

· Consistency of actions of performers;

· Efficiency in decision making;

Simplicity organizational forms and clarity of relationships;

· Minimum production costs and minimum production cost;

Disadvantages of a linear structure:

Lack of links dealing with issues strategic planning; in the work of managers of practically all levels, operational problems ("turnover") dominate over strategic ones;

· A tendency to red tape and shift responsibility when solving problems that require the participation of several departments;

· Low flexibility and adaptability to changing the situation;

· Criteria of efficiency and quality of work of departments and the organization as a whole are different;

· The tendency to formalize the assessment of the effectiveness and quality of the work of units usually leads to the emergence of an atmosphere of fear and disunity;

· A large number of "control floors" between the workers producing the products and the decision-maker;

· Overload of top-level managers;

· Increased dependence of the results of the organization's work on the qualifications, personal and business qualities of top managers.

Thus, the disadvantages noted do not lie in the plane of a specific linear organizational structure of management, but in the plane of the organization of the enterprise's work, and can be eliminated by replacing part of the bureaucratic elements with economic ones.

Conclusion: can be widely used in modern conditions, but requires application modern methods organization of the enterprise as a whole.

The linear control structure is simple and easy to understand. Clearly outlined rights and obligations of all its participants create conditions for prompt decision-making.

With the growth of the company, the complication of technology, the expansion of the range of manufactured products, it becomes necessary to create additional functional units in the structure of the enterprise that solve general and functional tasks.

The linear management structure is used by small and medium-sized firms that carry out simple production. Each production or management unit is headed by a leader who concentrates in his hands all management functions and decision-making powers. The principle of one-man management is clearly expressed; a high degree of centralization in management; the powers of functional specialists are insignificant and are of a recommendatory nature.

Functional structure. With a functional structure (Fig. 8.2), the heads of functional departments specialize in a certain area of activity and are responsible for the implementation of the corresponding functions, directly give orders production units on issues within their competence. The main advantages of the functional structure are the direct impact of specialists on production, a high level of management specialization, in-depth development and justification of decisions made.

Rice. 8.2. Functional structure diagram. The circles indicate the performers

The main disadvantage is complexity and inefficiency (there are many divisions, and, consequently, management channels).

Experience shows that it is advisable to use the functional structure at those enterprises that produce a relatively limited range of products, operate in stable external conditions and require the solution of standard management tasks to ensure their functioning. Examples of this kind are enterprises operating in the metallurgical, rubber-technical industry, and in the industries that produce raw materials.

Along with line managers (directors, heads of branches and shops), there are heads of functional departments (planning, technical, financial departments, accounting) who prepare draft plans, reports, which turn into official documents after signing by line managers.

This system has two varieties: a shop-floor management structure, characterized by the creation of functional units for the most important production functions under the head of the shop, and a shop-free management structure used in small enterprises and characterized by division not into workshops, but into sections.

The main advantage of this structure is that it, while maintaining the purposefulness of the linear structure, makes it possible to specialize the performance of individual functions and thereby increase the competence of management as a whole.

Pros:

removing most of the load from the top management level;
stimulating the development of informal ties at the level of structural blocks;
reducing the need for generalists;
as a consequence of the previous plus - an improvement in the quality of products;
it becomes possible to create headquarters substructures.

Minuses:

significant complication of communications within the enterprise;
the emergence of a large number of new information channels;
the emergence of the possibility of transferring responsibility for failures to employees of other departments;
difficulty in coordinating the activities of the organization;
the emergence of a tendency towards excessive centralization.

Divisional structure... Currently in industrial developed countries there is a departure from the linear-functional structure (the classic type of this organization has survived only in small and medium-sized enterprises operating in traditional areas of business).

Among large companies, the divisional type of organizational structure prevails (Fig. 8.3). According to experts, 95% of the 500 largest American companies... The factors that led to the transition to this type of organizational structure include: increased diversification entrepreneurial activity, management specialization, international division of labor, increased awareness, self-esteem and expectations of middle managers, etc.

Rice. 8.3. Divisional structure diagram

The divisional organizational structure is characterized by the decentralization of management functions: production units have autonomous structures that carry out the main management functions (accounting, planning, financial management, marketing, etc.). This allows production units to solve independent tasks related to the development, production and marketing of their own products. At the same time, the top management of the enterprise can focus on setting and solving strategic tasks.

The key figures in the management of organizations with a divisional structure are no longer the heads of functional departments, but the managers who head production departments (divisions). Structuring by division, as a rule, is carried out according to one of the criteria: by products (products or services) - product specialization; by focus on certain groups of consumers - consumer specialization; for the served territories - regional specialization.

Divisional structure advantages:

It provides management of diversified enterprises with total number employees of the order of hundreds of thousands and geographically remote divisions;

· Provides greater flexibility and faster response to changes in the environment of the enterprise in comparison with linear and line - staff;

· When expanding the boundaries of independence of departments, they become "profit centers", actively working to improve the efficiency and quality of production;

· Closer connection of production with consumers.

Disadvantages of the divisional structure:

· A large number of "floors" of the management vertical; between workers and the production manager of the division - 3 or more management levels, between workers and the company's management - 5 or more;

· Disunity of the headquarters structures of departments from the headquarters of the company;

· The main connections are vertical, therefore, there remain common for hierarchical structures disadvantages - red tape, overworked managers, poor interaction in solving issues related to divisions, etc.;

· Duplication of functions on different "floors" and as a result - very high costs of maintaining the management structure;

· In departments, as a rule, a linear or linear - staff structure with all their shortcomings is preserved.

Output: the advantages of divisional structures outweigh their disadvantages only in periods of fairly stable existence; in an unstable environment, they risk repeating the fate of dinosaurs. With this structure, it is possible to embody most of the ideas of the modern philosophy of quality.

Description of the linear-functional, divisional and matrix organizational management structures (10+)

Linear-functional, divisional, matrix organizational structures

The choice of a management structure for a company or organization is one of the factors affecting labor productivity. Which model turns out to be optimal depends on the individual characteristics of the company and the qualifications of managers. An unsuccessful decision can become one of the most powerful time savers, interfere with work and demotivate employees. Let's look at the features of the three main models of organizational structures.

Linear functional organizational structure

In the diagram hereinafter, blue circles show employees. Each block (management, department) has its own leader. The heads of departments are subordinate to the heads of departments, and heads of departments are subordinate to the management of the company. The division into blocks occurs according to the functions that these blocks perform. Hence the name. If the company is large, then there may not be three levels of management (Management - Head of Department - Head of Department), but much more, but the essence of this does not change.

All questions related to a specific function are transferred to the head of the relevant unit, and he already distributes the work between subordinates.

Divisional management model

In this scheme, the division into blocks occurs not according to functions, but according to the product or set of services produced. Each division produces its own product / service / product, and all functions are implemented within the division. That is, each division has its own accountant, its own IT specialist, its own lawyer, etc. Divisions are very similar to small enterprises. They make their own money and spend it on their own to maintain their activities. Only divisions are within the same corporation. Management sets goals for them and monitors their achievement, as small business owners do.

All issues related to a specific product are decided by the head of the corresponding division.

Sometimes it is not profitable to keep your lawyer or accountant or someone else in such a division. Then this function is outsourced. Moreover, an outsourcer can be either an external company or another division. Often, there is an accounting division, a legal division, and an IT division. These divisions also provide services in their area, only these services are consumed within the company by other divisions. Internal prices are set for these services, at which the costs of some divisions and the income of others are reflected in management accounting. Each division has the right to choose whether to buy these services internally or from a third-party supplier, but the accounting division, for example, may engage in maintaining accounting third-party clients, and IT and lawyers - to serve other companies.

Matrix management structure

The matrix model is a hybrid of linear-functional and divisional. Each employee in it reports to several managers at once. So, on questions work schedule, the general methodology of his work, training, the choice of projects in which he participates, the employee reports to the line manager (head of the department). And on issues related to the project - to the project manager.

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Organizational structure of enterprise management (linear, functional, divisional and adaptive)

The functions of managing the activities of the enterprise are implemented by divisions of the management apparatus and individual workers, which at the same time enter into economic, organizational, social, psychological and other relationships with each other. Organizational relations that develop between departments and employees of the management apparatus of the enterprise determine its organizational structure.

The organizational structure of enterprise management is understood as the composition (list) of departments, services and divisions in the management apparatus, their systemic organization, the nature of subordination and accountability to each other and the top management body of the company, as well as a set of coordination and information links, the procedure for distributing management functions at various levels and subdivisions of the management hierarchy.

The basis for building the organizational structure of enterprise management is the organizational structure of production. Variety of functional connections and possible ways their distribution between departments and employees determines the variety of possible types of organizational structures for production management. All these types are reduced mainly to four types of organizational structures: linear, functional, divisional and adaptive.

The ability of an enterprise to adapt to changes in the external environment is influenced by how the enterprise is organized, how the management structure is built. The organizational structure of an enterprise is a set of links ( structural units) and connections between them. The choice of the organizational structure depends on such factors as: the organizational and legal form of the enterprise, the field of activity (type of products, its nomenclature and assortment), the scale of the enterprise (volume of production, number of personnel), the markets to which the enterprise enters in the process economic activity technologies used, information flows inside and outside the firm, the degree of relative resource availability, etc.

Considering the organizational structure of enterprise management, they also take into account the levels of interaction: organizations with external environment, organizational units, organizations with people. Important role here the structure of the organization plays, through which and through which this interaction is carried out. The structure of a company is the composition and ratio of its internal links and departments.

The organizational structure regulates:

§ division of tasks into departments and divisions;

§ their competence in solving certain problems;

§ general interaction of these elements.

Thus, the firm is created as a hierarchical structure.

Basic laws rational organization:

§ ordering tasks in accordance with the most important points in the process;

§ bringing management tasks in line with the principles of competence and responsibility, agreeing on the “solution field” and available information, the ability of competent functional units to accept new tasks);

§ mandatory distribution of responsibility (not for the sphere, but for the "process");

§ short management paths;

§ balance of stability and flexibility;

§ ability for goal-oriented self-organization and activity;

§ desirability of stability of cyclically repeated actions.

Consider a linear organizational structure. It is characterized by a vertical structure: top manager - line manager (divisions) - performers. There are only vertical links. In simple organizations, there are no separate functional units. This structure is built without highlighting functions.

Linear management structure

Advantages: simplicity, specificity of tasks and performers.

Disadvantages: high requirements for the qualifications of managers and high workload of the manager. The linear structure is used and effective in small enterprises with uncomplicated technology and minimal specialization.

With the further complication of production, it becomes necessary to specialize workers, sections, departments of workshops, etc., and a functional management structure is formed. The distribution of work is done by function.

With a functional structure, the organization is divided into elements, each of which has a specific function, tasks. It is typical for organizations with a small nomenclature and stable external conditions. Here there is a vertical: the leader - functional managers (production, marketing, finance) - performers. There are vertical and inter-level links.

Functional management structure

Benefits: Deepening specialization, improving quality management decisions; the ability to manage multipurpose and multidisciplinary activities.

Disadvantages: managerial functions are blurred, lack of flexibility; poor coordination of activities of functional units; low speed of making managerial decisions; lack of responsibility of functional managers for the end result of the enterprise.

In large firms, to eliminate the shortcomings of functional management structures, the so-called divisional management structure is used. The division of responsibilities is not by function, but by products or by regions. In turn, divisional divisions create their own subdivisions for supply, production, sales, etc. In this case, prerequisites arise for unloading higher managers by freeing them from solving current problems. The decentralized management system ensures high efficiency within individual departments.

Disadvantages: increased costs for management personnel; the complexity of information links.

The divisional management structure is based on the allocation of subdivisions, or divisions. This view is currently used by most organizations, especially large corporations, since you cannot squeeze in activities large company in 3-4 main departments, as in a functional structure. However, a long chain of commands can lead to uncontrollability. It is also created in large corporations.

Divisional management structure

Divisions can be distinguished on several grounds, forming structures of the same name, namely:

§ Grocery. Departments are created by type of product. Polycentricity is characteristic. Such structures have been created in General Motors, General Foods, and partly in Russian Aluminum. The responsibility for the production and marketing of this product is delegated to one manager. The disadvantage is duplication of functions. This structure is effective for the development of new types of products. There are vertical and horizontal links;

§ Regional structure. Departments are created at the location of the divisions of the companies. In particular, if the firm has international activities. For example, Coca-Cola, Sberbank. Effective for geographic expansion of market areas;

§ Customer-oriented organizational structure. Divisions are formed around specific customer groups. For example, commercial banks, institutes (advanced training, second higher education). Effective to meet demand.

Responsive organizational structure - flexible structures that can change (adapt) to the requirements of the environment (by analogy with living organisms). It is the adaptive organizational structures that, using all the effective aspects of linear and functional structures, are able to function successfully in a constantly changing world.

The following types of adaptive organizational structures are distinguished:

* design- a temporary structure created to solve a specific problem. The meaning of this structure is to gather all specialists into one team to solve the problem, to carry out the project efficiently and in short term, after which the project structure is disbanded;

Project management structure

* matrix- functional-temporal-target structure. This is a special type of organization, entirely built on a project type, operating for a long time, which is typical for organizations that constantly exist in a project form.

Vertically, management is built in individual areas of the organization's activities, and horizontally, project management is carried out. The matrix structure is characterized by the creation of links between specialists, the organization of work on certain tasks, regardless of the position in the organization, involvement in a particular department.

Matrix management structure

Advantages of a matrix organizational structure: activating the activities of managers through the creation of software units and a sharp increase in contacts with functional units, flexible use human resources organizations.

The disadvantages of this type of structure lie in the complexity of the structure itself, caused by the imposition of a large number of vertical and horizontal ties, as well as in the complexity of managing an organization in a situation of lack of unity of command.

In conclusion, let's summarize:

The governance structure creates coordination mechanisms that ensure the effective achievement of the overall goals and objectives of the organization. Management structure - an ordered set of connections between links and employees involved in solving managerial problems of the organization.

The management structure is characterized using concepts such as complexity, levels of formalization and centralization, coordination mechanisms. There are two main approaches to building a management structure: hierarchical (bureaucratic) and organic. The choice of the management structure is carried out taking into account the development strategy of the organization, its size, technology, characteristics environment... There are several types of management structures: linear, functional, divisional, project.

However, none of the listed management structures are applied in their pure form, with the exception of a linear one, and then only in a small enterprise. The vast majority of enterprises use a mixed type of management. In some cases, this is a simple combination of the above four forms, when at the bottom link - at the brigade level - a linear form is used, on the average - at the workshop level - a functional one, and at the enterprise level - a linear-functional and partially matrix form. More often, however, there is a synthesis different forms when they act in solidarity at all levels of the economic hierarchy.

Linear organizational structure. This management structure is typical for small and medium-sized enterprises that produce goods and services that are not particularly complex.

With a linear structure, each department has only one leader, who is entrusted with the authority to make all management decisions; this leader is subordinate only to the superior leader, etc. In other words, within the framework of the linear organizational structure, subordinates depend only on their leader: the superior management body has no right to give orders to them without the consent of the immediate leader.

A linear organizational structure has both advantages and disadvantages. Among the advantages are:

1) this system is based on one channel of communication - the channel between the manager and the subordinate, and therefore, the executor should not coordinate orders that come from different management bodies and may conflict with each other;

2) the wealth of orders received by the performer, with all the necessary resources;

3) the personal responsibility of the head for the results of the decisions he makes.

Disadvantages of a linear management structure:

1) too high requirements are put forward to the chief, since the management of the department presupposes high competence in those areas of activity that the subordinates are engaged in;

2) the linear structure in large enterprises leads to a book that top-level managers are overwhelmed: they have to deal with huge amounts of information, come into contact with a large number of people. This can lead to serious setbacks in making management decisions or, simply put, to bureaucratic red tape.

2. Functional organizational structure. Within the framework of the functional structure, management decision-making is distributed among the functional chiefs who are responsible for making decisions in the area that belongs to their competence. These decisions are passed on to departments or specific employees, who translate them into existence.

The advantages of a functional management structure: 1) A functional structure helps to overcome the lack of a linear structure, since decision-making in each of the areas of activity is entrusted to specialists who are knowledgeable in a particular field of activity, and therefore can make more balanced and informed decisions. The line structure cannot provide this, since the line manager cannot know everything.

2) Line managers (heads of departments) in this case are freed from decision-making and can focus exclusively on production management.

3) The functional structure reduces the organization's need for broad-based specialists, which are quite rare. This leads to a simplification and solution of a number of very significant problems of personnel policy.

Disadvantages of the functional management structure:

1) It is very difficult to coordinate decisions made by functional units. There may be situations where decisions made by different functional services conflict with each other. This requires contacting these services in relation to the need to change the essence of the solutions.

2) The motivation of employees is reduced, since each of them is subordinate to several functional leaders at the same time; it becomes possible to avoid responsibility. On the other hand, a functional leader is not always able to sufficiently control the actions of his subordinates.

3) The decision-making procedure turns out to be more lengthy, including from the outside of the need to coordinate them with other functional services.

3. Linear-functional organizational structure. In fact, with a functional structure, performers are simultaneously subordinate to functional and line managers. Constructive leaders are charged with the responsibility of making decisions, while the line manager decides on issues related to day-to-day management.

Linear-functional structure is a functional transformation and at the same time combines the qualities of a linear structure. In it, the bulk of the authority is vested in the line manager, who makes decisions regarding any actions of his subordinates (of course, within the framework of the powers assigned to him). At the same time, there are functional leaders who advise and help him make the right decisions, developing their options; their leadership of the executors, although included in their authority, is still purely formal in nature. In fact, the line manager acts as a coordinator between the various functional units.

The importance of functional units in a linear-functional management structure increases the more, the higher the level at which decisions are made.

The advantages of a linear-functional structure:

1. The line manager performs the functions of a coordinator, which eliminates contradictions in conclusions and orders.

2. The line manager is the only manager for each of the employees. As a result - stronger motivation and inability to avoid fulfilling their duties.

3. The level of awareness of solutions remains at the same level as with the functional structure.

Disadvantages of the linear-functional structure:

1. Excessive complication of vertical relations in the organization.

2. On the horizontal level, on the other hand, relationships are too weak, since decisions are ultimately made by the line manager. In this respect, the functional structure is more perfect, since it ensures the "folding" of the actions of the units united by the production process (at least in each of the areas for which the functional services are responsible).

3. The line manager, who is obliged to implement operational management, turns out to be overwhelmed by the need to make decisions of a strategic nature.

4. Each link within the linear-functional structure strives to solve the problems it faces, and not to achieve the goals facing the organization as a whole.

5. Linear-functional structure is of little use in large enterprises, since the line manager cannot adequately coordinate the activities of subordinates.

4. Line-staff organizational structure of management. The management of the performers is entrusted to the line manager, under whom the headquarters is created. The headquarters has no leadership and decision-making powers; his tasks are limited to helping the line manager in the implementation of certain management functions. Headquarters units are the planning and economic department, legal service, analysis, coordination, controlling departments, marketing department, accounting department, etc. marketing department, planning and economic department).

The advantages of the line-staff structure:

1. Line managers are relieved of the load, which allows them to better carry out operational management.

2. Since the staff of the department includes specialists in specific areas, the organization does not need a wide range of specialists, the solutions encountered are more thoughtful.

Disadvantages of the line-staff structure:

1. The line manager concentrates too much power.

2. Lack of clear responsibility, since the specialist preparing the solution is not involved in its implementation; as a result, feasibility problems may arise.

5. Matrix organizational structure of management. In a matrix organizational structure, there are two types of relationships. Firstly, these are functional connections, in which a specific performer is subordinate to the head of the corresponding functional service. Secondly, the executor is also subordinate to the project manager. The responsibilities of the second type of manager include coordinating the actions of various performers within the framework of one project ( target program, themes); this supervisor is responsible for delivering the project within the specified time frame, using the allocated resources and at the appropriate level of quality. At the same time, the project manager interacts not only with the members of the project team, but also with the workers of the corresponding functional services who are subordinate to him.

a number of questions.

Benefits of a matrix organizational structure:

1. The current management is more effective.

2. Increases the likelihood of flexible use of resources in accordance with

urgent tasks facing the organization.

3. There is a person who is responsible for the implementation of a specific program.

4. The proper response to customer requirements, changes is carried out sooner

demand, etc.

Disadvantages of a matrix organizational structure:

1. Due to the lack of coordination, each of the project groups will “pull the blanket over themselves” - problems arise with the definition of priorities.

2. Conflicts may arise between the managers of functional units and the leaders of project teams.

3. the separation of employees from the work of the team leads, firstly, to a lack of cohesion and skills necessary to work in a team, and secondly, to poor knowledge of the working rules and standards adopted in functional units.

6. Divisional organizational structure of management. The main figure within the divisional structure is the manager in charge of the division (vertical relationship). In his subordination is a number of assistants who perform the function of coordinating individual functional services (horizontal communication). Subdivisions are distinguished on the basis of one criterion: it can be either a factory of a certain type of product, or service of a region, or work with a certain type of consumer, or some other characteristic. Functional service leaders are dependent on and accountable to the unit manager. The advantages of a divisional structure:

1. Subdivisions function as small independent enterprises, which increases their competitive qualities.

2. Departments have the ability to quickly respond to changes in the situation, more focused on the consumer.

3. Higher coordination within subdivisions is achieved due to the fact that they are subordinate to one person.

Disadvantages of the divisional structure:

1. The same divisions are forced to perform the same work, since horizontal links exist only within the division responsible for the production of a product from the beginning of the movement to its completion.

2. The management vertical is sometimes too complex. Duplication of managerial functions increases the cost of maintaining the apparatus.

3. The head of the department is forced to plan the movement of production from start to finish.

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