Analysis of the activities of the consulting organization "preventive". Consulting is a type of professional service Consulting company structure scheme

Consulting (eng. Consulting - consulting) - a type of professional services (usually paid), provided to corporate clients interested in optimizing their business.

In general, consulting activities include an analysis of the client's existing business processes, substantiation of the prospects for the development and use of scientific, technical, organizational and economic innovations, taking into account the subject area and characteristics of the client's business.

Personal consulting is a new direction of consulting associated with individual counseling on the problems of relationships between people, the organization of the individual rhythm and pace of life.

Unlike psychological counseling, aimed at solving psychological problems of the individual, aims at creating strategies for personal development, tuning consciousness, forming a system of relationships.

Types of consulting services

The range of problems solved by consulting is very wide, in addition, the specialization of companies providing consulting services can be different: from a narrow one, limited to one direction of consulting services (for example, strategy, ecology, labor organization, investments, personnel policy, finance , taxes or IT), to the broadest, covering the full range of services in this area. Accordingly, each provider of consulting services has its own meaning in the concept of consulting.

Consulting solves the issues of managerial, economic, financial, investment activities of organizations, strategic planning, optimization of the general functioning of the company, doing business, research and forecasting sales markets, price movements, etc. In other words, consulting is any help in solving one or another problems provided by external consultants.

The main goal of consulting is to improve the quality of management, increase the efficiency of the company as a whole and increase the individual productivity of each employee.

Recently, the most demanded service of consulting companies is the construction of management systems in organizations.

1. SDM group
2. McKinsey and Company
3. Boston Consulting Group
4. Bain and Company
5. Booz allen hamilton
6. Monitor Group
7. Mercer LLC
8. Deloitte
9. Oliver Wyman
10. PricewaterhouseCoopers
11. L.E.K. Consulting
12. Ernst & Young
13. A.T. Kearney
14. IBM Global Business Services
15. Accenture
16. The Parthenon Group

Consulting company structure

Senior partner- the owner of the business, has a percentage of the company's profits, manages the organizational issues of the company and communicates with the most valuable clients.
Partner- may have a percentage of the company's profit, but more often receives a percentage of the profit of only his projects, is responsible for organizational issues and personnel policy of a certain part of the company (department, department), is mainly engaged in finding clients.
Project manager.The project manager has a large fixed salary and a percentage of the project's profit. He manages one or several projects, together with a partner, and determines the composition of the team for each project. He also presents the results of the work to the client, communicates with the client in the process of setting the task.
Senior consultant. Payment \u003d fixed payment + bonus. The Senior Consultant plays the role of Field Manager, that is, leads the team in the process of daily work, communicates with the client while receiving the necessary operational information from the client and in the process of agreeing on the results of the work.
Analyst... Fixed payment. The analyst performs the main analytical work on the project.
Consultant... Pay \u003d fixed pay + bonus, does all the rough work.

Consulting company strategy.

The growing demand for consulting services and the rapidly growing number of management consultants have created competition in this area of \u200b\u200bactivity. Therefore, to ensure successful business conduct, both the management of consulting companies and individual consultants must clearly understand their competitive advantage in the consulting services market and develop their own strategy.

StrategyIs an action plan for the company (consultant) to gain a favorable position in the market and achieve a sustainable competitive advantage. The strategy of the company, including the consulting one, changes over time under the influence of new management plans and actions taken in response to unforeseen circumstances.

When developing a strategy, the reaction to a change in the external environment is taken into account. Windows of strategic opportunities are constantly opening, which requires adjustments to individual elements of a detailed strategy. Windows of opportunity include new technologies, competitors' actions, changing customer needs, unplanned increases or decreases in costs, new laws, etc. ...

The strategic choice primarily concerns the range of consulting services that can be offered to clients. This allows you to understand the essence of a consulting company, its profile, purposefully carry out marketing of services to potential clients and concentrate the company's capabilities on strategically priority areas. The range of consulting services includes:

functional areas (finance, marketing, image, production, sales, supply, etc.);

business problems (creation of a joint venture, merger, reorganization, etc.);

special approaches to solving the problem (assessment of the complexity of work, accounting, inventory management, market research models, etc.);

special approaches to the consulting process that adapt to the characteristics of the client's organization;

additional services (advanced training of management personnel, technical training of personnel, production of training materials, research, etc.).

The listed types of consulting services can be combined in various ways.

The next aspect of service specialization, which is taken into account when formulating a strategy, is the definition of basic customers. This takes into account:

the size of the potential client's organization (small, medium, large);

industries (energy, transport, healthcare, banking, etc.);

property (private, state, mixed);

geographical distribution (city, district, region, whole country, other countries);

the complexity of the client's organization management system;

the maximum possible number of clients served.

Consulting company strategy development also includes the possibility of cooperation with other companies and consultants. Some companies and consultants only participate in projects for which they have the necessary resources. They do not cooperate with their colleagues and prefer to remain independent. Other companies and consultants are ready to cooperate.

When developing a company's strategy, the existing and potential markets for consulting services are assessed.

Existing market research is based on an analysis of the relationship between the company (consultant) and its current clients. It is assessed whether the right clientele is selected, how strong the connections are that facilitate cooperation with clients, as well as the correspondence between supply and demand for services.

Researching a potential market means more than just looking for company addresses and general information about them. Various sources of information (business publications, reports, magazines, official statistics, exchange information, individual contacts, interviews, etc.) are studied to analyze the potential market. Errors in assessing the potential market lead to unnecessary loss of customers or waste marketing costs.

Along with market research, an analysis of competitors' activities is carried out in the following areas:

customers served by competitors;

a set of services offered by competitors;

competence of competitors;

approaches used in consulting;

the image of competitors;

competitive strengths that can be copied, improved and used to your advantage.

Whether or not to take an active part in the competition is an important strategic decision for any company (consultant). Some consulting firms seek to avoid direct competition by offering services that cannot be obtained from competitors.

The development of a strategy also includes an analysis of the external environment: the political climate, encouraging or restrictive government policies, labor legislation, etc.

Each company and consultant monitors the state of the overall business climate. During a period of prosperity, markets for consulting services expand rapidly. In an economic downturn and cost savings, the demand for consulting services decreases, but not necessarily the same for all types. Services that are essential to the survival of the client's organization and improve production efficiency can generate increased demand.

Like any product, consulting services have a life cycle. They go through the stages of design, validation, release to market, growth, maturity and decline. When developing a strategy, a consultant analyzes the life cycle of his services in order not to offer clients services that are not in demand and to introduce new types of them in a timely manner. For this, consulting companies and individual consultants analyze the effectiveness of the services offered. This is achieved by classifying services, taking into account their contribution to the company's revenue, growth rate, development and marketing costs. Further analysis allows you to highlight:

services, the income from which does not grow, but make up a significant part of the company's total income;

services, revenues from which are growing rapidly, but their share in the total income of the company is small;

markets in which services are in demand or not;

services with high demands on marketing, etc.

As a result of the analysis of the effectiveness of the services offered, it seems possible to make a well-grounded decision to adjust the strategy of the consulting company (consultant).

The described analytical work allows you to develop a competitive strategy for a consulting company (consultant). To develop a strategy, whenever possible, all personnel of the consulting company are involved, which stimulates team cohesion and reduces centrifugal tendencies.

Legal forms of consulting business.

In most countries, management consultants can use one of several legal forms of business organization. The choice of a specific legal form depends on a number of factors, which include: country's legislation, taxation, reporting specifics, type of liability, etc.

In international consulting practice, several legal forms of companies (firms) are used: sole proprietorship, partnership, corporation.

Sole proprietorship is the property of one person or family. The owner is responsible for his obligations with all his property. Such an enterprise can be registered as an independent one or as a branch of another. As a rule, enterprises with a small number of employees have the form of sole enterprises.

A sole proprietorship is a simple form suitable for those starting a consulting career with work experience, or for those who prefer to remain completely independent.

In Ukraine, a sole proprietorship in the consulting business is quite common.

Partnership - the usual form of business in consulting. It is associated with the conclusion of a contract between two or more persons who decided to create a company and combine their knowledge, resources, as well as distribute income, losses and responsibilities among themselves.

The benefits of a partnership include:

division of labor to optimize the use of partners' qualifications;

the ability to perform more complex projects;

continuation of business in the absence of one of the partners;

more efficient use of resources such as office space, equipment and secretarial services.

Disadvantages of partnerships are:

unlimited liability of each partner for mistakes and obligations of other partners;

the need to reach agreement on every important decision.

Partnerships are not limited in size, but in practice such firms employ a relatively small number of management consultants.

In Ukraine, a partnership can have the following legal forms: sole proprietorship, additional liability company, full company, limited partnership.

Corporation ... Many consulting companies are set up as a corporation. Such companies have two distinctive features:

This is a legal entity that exists separately from the owners, i.e. does not cease to exist after one of the owners leaves the business or his death.

The owners are not personally liable for the obligations of the corporation.

The main advantages of a corporate association are:

the possibility of changing the number of co-owners;

the opportunity for individuals to be both the owner and employee of the corporation;

separate taxation of personal and corporate income.

In various countries, consultants use special schemes for using the corporate form - their shares are usually not traded on the stock exchange, and ownership is retained for a group of senior consultants (officials). Moving up to this level of the hierarchy may include the obligation for the consultant to purchase a certain number of shares in the corporation. The maximum number of shares a member of a corporation can own is often limited. When retiring or leaving the corporation, the owner must resell his shares in the company, thereby returning his money.

In Ukraine, this form of ownership is used, as a rule, in the form of limited liability companies, although the possibility of using such legal forms as open or closed joint stock companies is not excluded.

Other legal forms of counseling service ... There are consulting structures such as internal consultant units that are not independent. In this case, the legal entity is not the consulting unit, but the organization to which it belongs.

Typical organizational structure of a consulting company.

Management consultants work most of the time in client organizations in a temporary team. After the completion of the consulting project, the team is disbanded and the next project is carried out by the newly formed team with a different composition of consultants. For the stability of the internal organization, permanent subdivisions are created in the company, to which consultants are assigned. Organizational consulting companies, as a rule, are formed on a divisional basis.

Functional units ... Such units are formed according to the main management functions, for example, general management, finance, marketing, personnel, strategy, etc.

A consulting project may involve work on only one management function (for example, marketing), in which case a team of consultants may be staffed with personnel from one department. Comprehensive work on several functions is carried out by a team formed from different departments.

Industry divisions (for example, for construction, banking, international trade, transport, health care, etc.) are created if there is a sufficiently high demand for these types of services. With a sufficient amount of work, such a unit can become relatively closed.

Geographic (territorial) divisions are created to get closer to customers and reduce shipping, postage and other costs.

Such divisions are formed in the form of a regional office or a branch.

Regional officeis a small business unit created for marketing and customer relations in limited geographic areas. These units are staffed by several well-trained management consultants who carry out consulting projects in conjunction with consultants from the parent company.

Branchesare fully staffed units and are able to handle most projects with their own staff. They are effective if the scope of work in a given area is relatively stable. For example, a number of foreign consulting companies such as, BSCG,EERNST& YOUNG,PRICEWATERHOUSECOOPERS,SB SOLUTIONS,ADAPTATION, have their branches in Ukraine.

Figure 4.1 shows a diagram of a typical organizational structure used by a number of large consulting firms in various countries.

Fig 4.1. Typical organizational structure of a large consulting company

The type of senior management of a consulting company depends on its size and the legal form of business organization. In corporations, this is the board of directors. In small companies, the chief executive is the managing director.

A large company may also have a governance committee composed of members of the external board.

The key position in the management hierarchy of a large company is occupied by the managing director (president, CEO, etc.). As a rule, this is an experienced consultant with the ability to manage a specific team. Some companies invite their senior management from outside, choosing from individuals who have proven themselves to be good leaders and did not necessarily work as consultants.

The management of the consulting company pays great attention to the marketing of their services. Marketing strategy decisions are discussed and made at the highest level. One of the senior management representatives may be appointed as the head of marketing. Such a leader is responsible for preparing and presenting market analysis, strategies and marketing costs. A group of employees can be assigned to him to perform these functions.

Regardless of the scale of activities, the number of representative offices and the volume of work performed, the work of departments of consulting companies is organized in approximately the same way. The hierarchical structure of most large companies includes the following positions:

Support staff are from the library, human resources and production departments.

Business analysts are employees who have not yet graduated from higher education institutions.

Junior consultants are mostly business school graduates with little work experience.

Senior Consultants are holders of an MBA with two to three years of consulting experience.

Managers or group leaders.

Partners and managing directors who started their activities in the company, as a rule, at the lowest rungs of the hierarchical ladder and advanced in the service.

The management of consulting companies prefers to replenish their staff from their own personnel. The advancement of a consultant up the career ladder depends on the quality of his work and services to the company. Official performance reports, which are usually submitted twice a year, have a direct impact on the career progression and salary of the consultant. When assessing the qualifications of specialists, firms, as a rule, use the same set of criteria: analytical skills, the ability to deliver presentations, manage people, and management experience.

At each step of the hierarchical ladder of the consulting company, the consultant is required to have appropriate professional knowledge and skills. Table 4.1 lists the positions of the consultant and the corresponding qualification requirements.

Table 4.1

The relationship between the position held and the qualification requirements of the consultant

Business analysts focus on developing analytical and communication skills. In the positions of junior and senior consultant, the personnel of the consulting company acquire more complex skills and knowledge within the framework of project management and a specific industry. Managers and team leaders need to be able to manage customer relationships. At the highest professional level, partners (managing director) create new businesses and engage in activities aimed at the growth and recognition of the firm: they conduct public appearances, publish articles in newspapers and magazines, establish and maintain professional and personal relationships with a huge number of people.

A typical business unit has about 30 people and as the company expands, the business unit can split into two units.

Management of the implementation of a consulting project.

A key role in managing the execution of a consulting project belongs to the team leaders or project leader. Their functions include negotiating with clients, completing the preparatory phase of the consulting project, and managing a team of consultants performing the subsequent phases. The general, interdisciplinary assignment is managed by well-rounded generalists, and functional assignments are usually led by experienced marketing, finance, or other functional areas.

The project manager has full authority and is responsible for scheduling consultants' work, scheduling and organizing work.

If the task is small and the team is small, a team leader is appointed to lead it, who oversees the execution of several projects simultaneously. His responsibilities include periodic visits to the consultant team to manage the implementation of the project.

In the preparatory phase of organizing the work of the team, the workplaces of the consultants are determined, a separate room is allocated for contacts with the client's employees, the consultants and the client are instructed, the team of consultants is introduced to the client and the consultants are familiarized with the client's organization.

During the project implementation, most of the issues are resolved on the spot by consultants with the client's consent consulting requires significant decentralization of operational decision-making and control. Therefore, the self-discipline and self-control of the consultants is a decisive factor in the execution and control of the assignment.

From the first working day, the consultant begins to keep a diary, where he registers all his activities during the project in chronological order. The consultant is advised to adhere to the daily routine of the consulted organization, start work a little earlier and finish a little later. This allows, on the one hand, to maintain its image, and on the other hand, ensures the constancy of monitoring the personnel.

They may try to use the consultant in the internal politics of the organization or draw into intrigues, from which the consultant must promptly evade.

The team leader visits the organization as often as circumstances require, usually once or twice a month. Such visits become more frequent if the consultant is a newcomer or the project is difficult to complete.

Together with the client, the team leader checks whether he is satisfied with the general progress of work, the team of consultants, the relationship that has developed between the consultants and the client's employees, and whether the client fulfills all the obligations assumed.

For control to be more effective, the client organization, for its part, develops its own method of checking the fulfillment of the task. All interim reports of consultants provided for in the contract are studied, opinions of employees working with consultants are analyzed, etc.

If necessary, a joint decision with the client is made to adjust the work plans.

Periodically, the project or team leader prepares reports for the management of the consulting company, on the basis of which, for example, monthly reviews are drawn up on all projects carried out by the company.

Based on these reviews, successful and problematic projects are identified. In the first case, at the final stage of the project, the company's management plans to visit the client to provide him with the results of consulting and prepare the team for the next projects.

Problematic projects are considered in more detail, especially if the project or team leader is unable to solve the problems on their own.

In addition, the management of the company controls the timely payment of invoices during the project implementation.

Selection of personnel in a consulting company.

Due to the fierce competition between applicants, consulting companies have developed various methods for selecting the best specialists. Recently, interviews with the implementation of situational tasks have become especially popular. The interview lasts from 30 to 45 minutes and includes:

greeting (1-2 minutes);

discussion of the summary (5-10 minutes);

situational task (20-30 minutes);

questions and completion of the interview (3-4 minutes).

Greeting... The assessment of the applicant begins from the first moment of acquaintance. The manner of dressing, behavior and many seemingly insignificant details (openness, confidence, nervousness, etc.) are noted.

CV discussion... After the greeting, the interviewer discusses issues related to the applicant's resume: work experience, education, extracurricular activities, hobbies, etc. The interviewer finds out the strengths and weaknesses of the applicant, assesses his professional and personal suitability for work in the company.

Situational taskdesigned to test the applicant's ability to think and act as a management consultant in a stressful business meeting environment. By simulating the role-playing situation "client-consultant" the interviewer observes the actions of the applicant. These tasks are deliberately abstract, usually vague, confusing, and often involve technical problems that seem insurmountable.

A situational task can relate to almost any issue. For example, an applicant may be asked to answer the following questions:

How much does a Boeing747 airliner weigh?

How many gas stations are there in the US?

Why are manhole covers round?

What should banks do with cashiers in connection with the expansion of the ATM network?

Is it better for a cannery to market pitted or pitted olives?

By itself, the response to the situational assignment is less important than the approach that the applicant demonstrates in working on the problem. Just getting the right answer is not enough. The answer must be rational, systematic and convincing. Moreover, such a criterion as the "correct answer" may be absent, and the interviewer may not know the correct answer.

Questions and interview closure... After discussing the situational task, the interviewer invites the applicant to ask questions of interest. With his questions, the applicant must convince the interviewer of interest in getting a job in this particular company and confirm his readiness to start work immediately.

At the end of the interview, the applicant tries to leave good last impressions of himself at the moment of farewell.

Training of consultants in consulting companies.

Anyone who starts working in consulting must have a good education and preferably several years of practical work. However, this profession presupposes that the consultant has additional knowledge and consulting skills, which are rather difficult to acquire in an educational institution.

There are three reasons for this. First, advising on how to work is not what actually doing the job. An aspiring business analyst or associate consultant (trainee) needs to recognize this difference and acquire consulting-specific skills.

Second, the depth and breadth of technical knowledge required to advise clients is usually insufficient.

Third, the trainee becomes a member of the company, which has chosen a specific counseling strategy and ethical standards. It is necessary to familiarize the new employee with this to ensure that he can internalize the values \u200b\u200bpracticed in the company.

The most effective training for an intern is the acquisition of practical experience with clients. In addition, the trainee learns from his experienced colleagues and takes special courses.

The aim of the training is for the consultant to acquire the ability and confidence to carry out assignments in his area of \u200b\u200bmanagement. In other words, during the training, the consultant must acquire the appropriate technical skills, interpersonal skills and consulting skills (meet the requirements for a consultant).

The initial training program has three main components: training courses, hands-on field training in client organizations and one-to-one training.

Training coursescover the basics of management consulting. As a rule, these are daily courses lasting from two to twelve weeks. Large consulting companies can also afford longer courses at their own headquarters or in special training centers. Small companies predominantly send their interns to external management consulting courses.

Field trainingmust develop practical skills, demonstrate counseling in action, and shape the attitude of trainees to the profession based on their own experience. The consulting company can be more flexible in planning this part of the training if it has a sufficient number of clients willing to accept experienced consultants (mentors) with interns.

Individual traininginvolves independent study by the trainee of professional literature, final counseling reports, instructions and other documentation.

The training process is closely monitored by counselors in contact with the trainee. Upon completion of the training, these consultants assess the success of the training. Experienced consultants offer corrective actions to expand the curriculum as needed. The assessment also helps improve the consulting company's training programs.

If, in the opinion of the management of the consulting company, the trainee does not meet the requirements for a consultant by the end of the training course, the question of the expediency of his further work in the company is discussed.

Organizational culture in consulting companies.

Despite the high level of knowledge and qualifications, or precisely because of these qualities, consultants are difficult to manage. Many of them are accustomed to working on their own and solving problems without waiting for any instructions or supervision from the management. They tend to have their own concept of management consulting in a professional company: managers are responsible for creating a favorable working environment for a professional (including finding a new job and guaranteed funding), but should not interfere with ongoing projects and assignments. Some consultants reject any control or interference in their work, others are willing to accept management intervention, provided that it comes from a respected and experienced colleague.

Some consultants are comfortable with working as employees, since they do not want to burden themselves with the administrative and market problems that are typical for a single consultant. Others are attracted by the benefits of group work and the ability to collaborate with colleagues when solving complex management problems. For the third group of consultants, working in a consulting company is mainly a path to knowledge and experience. This category of consultants is aimed at the prospect of creating your own consulting or other business.

Which opinion is predominant depends on the organizational culture of the consulting company.

A company can be nothing more than a “collection of individuals” and act like a recruiting agency whose main goal is to find work, provide consultants and keep the company on a regular basis.

In contrast, leading consulting firms place particular emphasis on building team spirit, sharing information, participating in management, and instilling pride in being an employee of a professional company. In such companies, respect for the employee is the norm, but the management in every possible way resists the "centrifugal" aspirations.

In consulting companies, turnover rates are quite high: 15-20% turnover per year is considered the norm, 5-10% - low. The reasons for the dismissal of consultants from companies are:

diverging views on how to conduct counseling;

dissatisfaction with the pace and methods of career advancement;

creating your own consulting business;

transition to another field of activity.

Large consulting companies tend to have higher staff turnover than medium and small companies. This is also due to the fact that many budding consultants are hired by large prosperous companies in order to quickly acquire multilateral experience, but do not intend to devote themselves to the consulting profession in the future.

Introduction

1. Description of the enterprise

1.1 The main directions of the company

1.2 Services

2. Organizational structure of the enterprise

3. Business processes

4. Enterprise information system

5. Document flow in the consulting association "Preventiva"

6. Improving the quality of consulting activities

Conclusion

List of sources used

INTRODUCTION

The consulting business in Russia is a very young and intensively developing service industry. The high dynamism of this business is associated with two main reasons at once - with the almost complete absence in Russia of any consulting system focused on the market economy, as well as with the high demand for consulting services created in the context of the development of a young domestic economy in transition.

Among the key services provided by consulting companies are audit, tax and financial consulting, legal services, management consulting, and other consulting services that provide the opportunity to conduct civilized market activities.

The very listing of the services provided by consulting firms allows us to highlight some of the features of this business, which play a huge role in the formation of the personnel system and management.

The object of research in this course work is the Consulting Association "Preventive".

In the course of the study, a system for improving the quality of a consulting organization will be considered.

1. DESCRIPTION OF THE COMPANY

1.1 The main activities of the company

The Preventiva Association is a group of firms of the same name in the Siberian Federal District, providing professional services in the field of comprehensive business support and consulting.

The name “Preventiva” was not chosen by chance: from the Latin language “preventus” is translated as “warned”.

The company helps taxpayers navigate the world of business by informing about all changes in the current legislation, solving financial issues related to taxation and accounting, optimizing costs, and reducing risks; warns of possible adverse consequences that may arise when carrying out entrepreneurial activities.

The consulting association was founded in 2002.

The formed team of professionals, the existing system of quality standards in the provision of services, effective management of the enterprise, built external and internal communications allow the association to occupy a leading place among the consulting companies of the West Siberian region.

1.2 Services

Services for individual entrepreneurs

Business support for individual entrepreneurs, from registration to termination of activities:

Subscription services for an entrepreneur, for all types of taxes;

Drawing up quarterly tax returns;

Maintenance of tax returns to the IFTS;

Formation of receipts for the payment of quarterly tax and contributions to the Pension Fund;

Consulting on tax legislation;

Payment of taxes through the Sberbank of the Russian Federation;

Formation and maintenance of information on contributions to the Pension Fund for the year;

Reminder and informing about the upcoming tax payment deadlines;

Reconciliation with the IFTS, PF for taxes and fees.

Services to legal entities

Recovery of accounting:

Sorting and processing of primary documentation;

Analysis of the primary documents of the organization for their compliance with the approved forms;

Checking the correctness of registration of the necessary registers, restoration and preparation of accounting registers;

Checking the correctness of the calculation of tax payments and preparation of tax returns;

Consulting on further accounting.

Based on the results of the restored accounting, our specialists will draw up forms of tax quarterly and annual reports and submit them to the IFTS.

Maintaining personnel records

Maintaining personnel records (subscription services for personnel records);

HR records management audit;

Development (examination) of local regulatory documents (including labor protection);

Restoration of personnel records management;

Protection of interests in the resolution of labor disputes.

HR record keeping audit

Assessment of the current state of personnel records management;

Identification of violations (inconsistencies) of the current labor legislation in local regulations (basic documents regulating the activities of employees in your organization);

Identification of errors in the preparation of personnel documents;

Assessment of the correctness of maintaining the necessary journal forms for registering personnel documents;

Identification of missing local regulations that are mandatory for each organization;

As part of the audit of personnel documentation, an overview and comprehensive audit is carried out.

Review audit - identification of the main risks associated with the registration of labor relations; optimization of personnel accounting procedures.

Comprehensive (continuous) audit - checking the documentation for each employee, using a continuous sample in detail.

Development (examination) of local regulatory documents, organization of labor protection

In the field of labor legislation, the consulting association develops the following documents:

- employment contracts with employees;

Internal labor regulations;

Regulation on the protection of personal data;

Regulation on the protection of official (commercial, other legally protected) secrets;

Material liability agreements;

Staffing table;

Regulation on professional training, retraining and advanced training of employees;

Regulations on the certification of workers.

As part of the organization of labor protection:

- organization and implementation of activities for certification of workplaces for working conditions;

Development of regulations on labor protection;

Development of job descriptions and labor protection instructions;

Development of schedules for on-the-job briefings.

Information and consulting support, protection of interests

Online consulting on complex issues of the current labor legislation of the Russian Federation and personnel records management;

Consulting assistance to the head, accountant, personnel officer on complex issues of labor legislation of the Russian Federation.

Representation of interests during inspections of compliance with labor legislation and labor protection legislation by state labor inspection bodies.

Representation of interests in the labor inspection;

Preparation and transfer of documents requested by the labor inspection;

Communication with labor inspectors;

Preparation of documents on the implementation of the instructions of the labor inspection.

Works performed with subscription services:

1) Consultations:

Consultations by phone and in person on tax legislation;

Consulting on labor relations and personnel work.

2) Maintaining personnel work of the Customer:

Drafting and changing labor contracts with employees;

Registration of orders for employment, vacations, dismissals;

Development of agreements on full liability;

Maintaining personal cards of employees;

Registration of work books;

Drawing up internal standard regulations of the Customer;

Preparation of job descriptions;

Preparation of the required logbooks;

Drawing up memos for conducting personnel work;

Providing the necessary uniform forms of documents.

3) Accounting services:

Keeping a book of records of expenses and income;

Keeping a book of income;

Keeping a book of expenses;

Keeping a shopping book;

Keeping a sales ledger;

Keeping journals of incoming and outgoing invoices;

Processing of primary documentation;

Calculation of wages and advance payments for employees;

Calculation of pregnancy benefits;

Calculation of payments for temporary disability;

Maintenance of 1-NDFL tax cards for employees.

4) Tax reporting:

Calculation and filling of the income tax return;

Calculation and filling out of the tax declaration for the unified social tax (for the customer);

Calculation and filling out of the calculation of advance payments and the declaration for the unified social tax;

Calculation and filling out a statement to the social insurance fund;

Calculation and filling out of the declaration for the unified tax on imputed income;

Calculation and filling out of the declaration for the unified tax on imputed tax due to the application of the simplified taxation system 6%;

Calculation and filling out of the declaration for the unified tax on imputed tax in connection with the application of the simplified taxation system 15%;

Calculation and completion of the calculation of advance payments for insurance and accumulative contributions from payments to employees;

Calculation and filling of the VAT declaration;

Calculation and filling of the VAT declaration as a tax agent;

Calculation and filling of the declaration for the gambling business;

Calculation and filling of the land tax declaration;

Filling in certificates 2-NDFL;

Information on personal income tax on payments to employees;

Personalized report to the pension fund for employees;

Personalized report to the pension fund for an individual entrepreneur (lawyer);

Filling in receipts (payment orders) for payment of taxes and fees.

5) Courier services:

Delivery of tax returns to the IFTS, settlements to off-budget funds;

Payment of taxes and fees;

Obtaining medical policies for employees.

6) Services for interaction with tax authorities by off-budget funds:

Preparation for field and office audits (bringing documentation in order);

Representing the interests of the Customer during inspections;

Conducting reconciliations with the Federal Tax Service Inspectorate and off-budget funds;

Obtaining the necessary certificates from the tax office and extra-budgetary funds;

Temporary registration with tax authorities;

Registration as an employer in off-budget funds (PF, FSS, FMS);

Changes to OGRN and USRIP.

7) Assistance in business development:

Business planning, marketing research, attracting investment, promoting goods, works, client services.

2. ORGANIZATIONAL STRUCTURE OF THE ENTERPRISE

Figure 1, 2 shows the organizational structure of the Consulting Association LLC “Preventiva”.

Figure 1 - General structure of the enterprise

Figure 2 - Structure of the "Preventiva K Prokopyevsk" subdivision

3. BUSINESS PROCESSES

The Consulting Association LLC “Preventiva” has the following business processes:

registration of individual entrepreneurs;

registration of LLC;

preparation of accounting and tax reporting;

accounting;

tax accounting (Fig. 3).

Figure 3 - Business process "Registration of IP / LLC"

Consulting Association LLC "Preventiva" performs all the registration procedures for an individual entrepreneur and a limited liability company, takes on all the difficulties associated with the registration of this legal form. The main stage in the procedure for creating an IP / LLC company is the preparation of documents required for submission to the registration authorities.

After submitting the documents, after 5 working days, the relevant documents are issued, which will confirm the registration of an individual or legal entity as an individual entrepreneur or LLC.

It should also be noted that the company is engaged in making changes to the personal data of a person registered as an individual entrepreneur / LLC (surname, place of registration, etc.), Registration of changes to an individual entrepreneur / LLC is the procedure for entering them into the Unified State Register of Individual Entrepreneurs (USRIP), where the data about the entrepreneur was entered during the initial registration. The procedure for registering IP changes is similar to the registration scheme for the first time (Fig. 4, 5).

Consulting Association LLC "Preventiva" conducts accounting and tax accounting.

Accounting sections:

settlements with suppliers;

settlements with buyers;

accounting of fixed assets;

accounting for intangible assets;

accounting of materials;

container accounting;

operations with bills;

accounting of payroll calculations;

production accounting;

accounting of tax payments;

accounting of vouchers, coupons, loans, etc .;

determination of the financial result of the enterprise;

internal and external reporting;

tax accounting of business transactions.

Figure 4 - Business process "Accounting and tax accounting"

Figure 5 - Business process "Creation of accounting and tax reporting"

Figure 5 shows the business process “Creation of Accounting and Tax Reporting”.

Employees of the company "Preventiva" prepare monthly, quarterly and annual reports to the tax office, the statistics department, the Federal Social Security Service, and other government agencies.

The volume of reporting forms submitted depends on:

the purpose for which the organization was created (making a profit or carrying out non-commercial activities);

tax regime (general, special or mixed);

the implementation of operations (activities), the availability of property subject to taxation by a specific tax;

a number of other factors.

The procedure for the formation of financial statements is regulated by the Instructions on the volume of accounting forms and the Instructions on the procedure for compiling and submitting financial statements, approved by order of the Ministry of Finance of the Russian Federation of July 22, 2003 No. 67n.

For the correct filling of reporting forms, changes in the regulatory framework of accounting, taxation and reporting, as well as software, are timely and correctly taken into account.

4. INFORMATION SYSTEM OF THE ENTERPRISE

The organization uses the following software as software for the functioning of information technologies:

Legal entity taxpayer (reporting entry program for individual entrepreneurs and LLCs).

Declaration 2007-2009 (for income tax refund).

Taxpayer 2009 (internal document flow).

Documents PU-5 (program for preparing personalized accounting data for the FIU).

1C: Enterprise (configuration "Salary + Personnel")

MS Office 2003.

As a local equipment, there is a program tomline-protected document flow through the external contour (a program for sending reports to budgetary and non-budgetary organizations).

There is also a local network for 9 personal computers built on the basis of Fast Ethernet technology.

The hardware is shown in Table 1:

Table 1 - Organization hardware

Name	number	RAM size	Hard disk space
Intel Pentium 4 CPU 2.8 GHz	1	2 Gb	320 Gb
Intel Celeron 2.66 GHz	2	512 Mb	160 Gb
Intel Pentium D 3.4 GHz	4	1 Gb	120 Gb
Intel Celeron CPU 3 GHz	2	512 Mb	160 Gb
FAX SAMSUNG GT 40X	1	-	-
Copier HP 160L	1	-	-
HP LaserJet 1300 Printer	1	-	-
Telephones	1	-	-

5. DOCUMENT FLOW INCONSULTING ASSOCIATION "PREVENTIVA"

Analyzing the documents, the work with which is carried out in the consulting association "Preventiva", one can note some shortcomings. Firstly, most of it is still paperwork. The main disadvantages of paper workflow are:

the complexity of organizing effective control and reporting;

difficulties in tracking the movement of a document at all stages of its life cycle;

the duration of the preparation and approval of documents;

slow search for documents;

the complexity of the organization of document flow, if several users work with the same documents at the same time;

laboriousness of obtaining summary reports and logs;

in a paper archive there is no possibility of flexible management of access rights to documents, etc.

Traditional workflow turns out to be ineffective. All these disadvantages are eliminated with the introduction of electronic document management systems. For such organizations, where the number of documents and the complexity of their maintenance are great, it becomes vital to automate the workflow in order to eliminate the above disadvantages.

The parameters of document circulation in their dynamics over a number of years create a clear picture of the tension of the information environment in which the company operates. Among the most relevant characteristics of workflow, let us name its speed and volume. The speed of document flow can be assessed by focusing on the average time the document passes through all stages of circulation - from the moment of creation to the moment of transfer to permanent storage. Information about these terms can be gleaned from the workflow schedule, which must be approved and implemented in each organization, regardless of ownership. In the consulting association "Preventiva" there is no document flow schedule. This is also one of the disadvantages. For this reason, it is difficult to find out the average speed of document circulation, which can be calculated by the simple average method - by summing up all individual terms of passage of documents and dividing this amount by the total number of document titles. Also, the acceleration of workflow from one reporting period to another cannot be calculated. At the same time, the automation of document flow in this area has an immediate and very significant positive effect (Fig. 6).

Figure 6 - Schematic representation of document flow

Reception and registration of documents.

There are three main streams of documentation in an enterprise:

incoming documents from other organizations;

outgoing documents sent to other organizations;

internal documents created at the enterprise and used by the employees of the enterprise in the management process.

All documents received by the company undergo: initial processing, preliminary review, registration, management review, transfer for execution.

The management documentation service, which can be represented at the enterprise, either by an independent structural unit or by an individual employee, should accept for processing only correctly executed documents that have legal force and sent in full (if there is an application). Otherwise, the submitted documents are returned to the author with an appropriate accompanying note, which explains the reason for the return.

More than 80% of information resources of enterprises are concentrated in documents, and document flow is a key management technology: management decisions are drawn up, communicated to performers, and then controlled in the form of documents.

There is a need to implement an electronic document management system. To do this, it is necessary to develop the following tasks:

Creation of a single information space connecting all employees of the organization, united by common business processes;

Unified methodological document management at the company level using unified tools and technologies;

Improving management efficiency through comprehensive automation of the preparation and management decision-making processes, improving the organization of office work based on modern information technologies, creating a systemic basis for a gradual transition to paperless technologies for working with documents;

Regulation of documentation processes;

Streamlining the workflow;

Providing comprehensive control over the execution of documents;

Improving the efficiency and quality of work with documents by translating documents into electronic form;

Compliance with a single standard for working with electronic documents, ensuring the security, manageability and availability of documents;

Ensuring confidentiality by distributing access rights to documents located in a centralized storage;

Reducing the risk of losing documents.

In preparation for the project, the implementation of an electronic document management system will require:

Analyzing document flow procedures in the Company and improving them in terms of a clearer distribution of functions and responsibilities;

Formalization of document flow procedures with the transfer of management and control functions to a responsible person (in terms of corporate-level documents);

Formalization of the passage of the main types of documents with a description of their life cycle, the definition of entry points, exit points and intermediate states;

Taking a set of organizational measures to streamline the movement of documents within the Company;

Development or revision of regulations and instructions for document flow in the Company.

6. IMPROVING THE QUALITY OF CONSULTING ACTIVITIES

There are many different ways of dividing the counseling process into major phases or stages. The Kolb - Fromman model includes seven phases. M. Kubr considers it expedient to use a five-phase model. There are also multilevel models.

However, none of the models takes into account the spiraling nature of the consulting process. Post-project stage, where the changes in the client's organization resulting from the project are analyzed and the search for ideas for new projects with the same or another client is proposed, but this stage does not reflect the spiral shape and purpose of such a model. This confirms the feasibility of developing a new model of consulting activities, which would reflect not only the sequence of stages of consulting, but would also be aimed at further improving the quality of the consulting services provided.

According to the ISO 9004: 2000 standard: "Any activity that receives something" in "and turns it into something" out "can be considered as a process." Therefore, consulting activities meet this definition. For a consulting firm, the "output" of one process will directly form the "input" to the next process. The consulting firm must systematically identify and manage processes within the organization. The relationship between such processes is called the "process approach".

ISO 9004-2: 1994 developed guidelines for the management of quality of services. However, the quality loop proposed there does not reflect the specifics of consulting services, but only complicates the process of managing the quality of such services. Although the new ISO 9000: 2000 series does not present the quality loop per se, it proposes the Consulting Quality Improvement Spiral (Figure 7) as the basis for applying the new standards in consulting. This spiral is a consulting service quality loop that reflects a cycle of continuous improvement and represents scientific novelty and practical value. The essence of such a model is that it is primarily aimed at improving the quality of consulting services. The first criterion for the quality of consulting services is customer satisfaction. Therefore, the goal of the proposed model is customer satisfaction. The highest degree of client satisfaction is the continuation of the "client-consulting" relationship and the conclusion of the following contracts for the provision of consulting services.

The consulting service quality loop also reflects the life cycle stages of a particular service. This model is universal for all types of consulting services, and is also applicable for both external consulting and internal consulting at industrial enterprises.

The given model reflects the cycle of improving the quality of both the entire consulting service and each of its individual elements. According to ISO 9000: 2000, the improvement process cycle can include:

definition, measurement and analysis of the current situation;

setting goals for improvement;

search for possible solutions;

evaluating these decisions;

implementation of selected solutions;

measurement, verification and analysis of implementation;

registration of changes (fig. 7).

Figure: 7 - Conceptual Model of Consulting Service - Quality Loop

A consulting service — the consulting process — begins with a "client-consultant" relationship, which in turn begins with diagnosing a problem. The successful outcome of such a relationship is customer satisfaction, namely, further problem resolution. Success depends on the consultant's ability to create a mutually beneficial relationship based on need, understanding and trust. The success of the relationship depends on the degree of client involvement and the quality of the information provided by the client. A successful "client-consultant" relationship continues after the first agreement.

A significant reason for the use of counseling is the expected positive economic effect. It can be immediate, deferred, derived from additional revenue or savings. Today's consumer is not satisfied with only the qualitative characteristics of the expected effect or giving examples of the successful implementation of a similar project. The client needs a substantiated quantitative economic effect.

For a comprehensive analysis of the effectiveness of consulting activities, statistical methods of quality improvement are used, an analysis is carried out from two sides: from the client's side and from the consultant's side for further obtaining a comprehensive assessment. According to ISO 9000: 2000, statistical methods are applied to better understand changes in processes and in their results. Using these methods can help solve technical problems. These techniques can also help to better use the available data for further decision making.

When analyzing the effectiveness of consulting activities, the following statistical methods are used:

1. A cause-and-effect diagram that establishes and displays the links between the effect - efficiency and its potential causes. Using the chain of cause and effect, it is possible to determine the structure and nature of the multifactorial relationship between the effectiveness of consulting activities and the factors influencing it.

2. Pareto chart, which allows you to arrange the identified above reasons in a certain order: from the most common to the least common. The Pareto chart shows the relative contribution of each cause to the overall outcome - effectiveness. By separating the most significant reasons from the non-essential, you can achieve the greatest efficiency of the consulting activity.

3. Scatter diagram used to study the relationship between the effectiveness of consulting activities and the factor influencing it.

4. Multiple correlation-regression analysis to identify a model of the complex influence of quantitative factors on the effectiveness of a consulting project.

5. Z-shaped chart, which allows you to assess the general trend of changes in the economic indicators of the consulting firm. This graph allows you to assess the economic quantitative effect of the consulting project. The economic indicator under study (total income, costs, cost) depends on the goal and objectives of a particular consulting project.

6. Control chart, which allows you to assess changes in the studied economic indicator for a certain period. The checklist also allows you to identify random causes that affect the economic indicator or the effectiveness of the consulting activity in general.

7. Histogram used to identify the nature of the distribution of random values \u200b\u200bof the control chart and for further decision-making about the points of application of efforts.

Using the above methods, you can not only analyze and determine the effectiveness of the consulting project, but also influence the improvement of the quality of the consulting project and increase its efficiency.

When calculating the effectiveness of a consulting project E, one should take into account not only the amount of cost reduction Z (or increase in profit), but also the nature of their change and the percentage of values \u200b\u200bthat are within regulated limits. This percentage P is determined after building control charts and a histogram of the process distribution. Then the formula for the effectiveness of consulting activities will be as follows:

(1)

where z is the standardized value, which is found in this way:

(2)

where T is the control limit of the control chart (or a customer-specified value), s is the standard deviation calculated for the histogram frequency tables.

This method of determining the effectiveness of a consulting project is an objective assessment, does not use the coefficients determined by an expert. Analysis of the effectiveness of the consulting process should be carried out not only at its completion, but also during the project and even at the planning stage of the consulting project.

CONCLUSION

The specificity of a consulting company is manifested in the fact that the firm is characterized by a special structure of the hierarchical system - a feature of this hierarchy is that the higher the position, the higher the level of professional knowledge and skills (in an ordinary company this situation is optional - a manager may not be a specialist, remaining a manager general profile). The consequence of this situation is the additional cohesion of the incentive system precisely with the educational, intellectual, qualification characteristics of employees, while characteristics reflecting many other qualities recede into the background.

A very significant point is also the overall extremely high percentage of specialists among the personnel of a consulting company - as the practice of the largest consulting companies shows, the ideal ratio of specialists and personnel providing business processes is, on average, five to one. This is due to the fact that it is with such a number of support personnel that the optimal, economically feasible workload of specialists occurs.

In general, we can conclude that the specific conditions of consulting activities dictate the following features, which then influence the personnel management system:

the educational, intellectual, qualification level of personnel is significantly higher than the average in the service sector;

effective and long-term consulting activity in the market is possible only under the condition of optimal use of the intellectual, creative, educational potential of each specialist-employee;

introduction of electronic document management will help relieve the company's employees from "paperwork".

LIST OF USED SOURCES

1. Colb D.A., Frohman A.L. "An organization development approach to consulting" in Sloan Management Review, Vol.12, No.1, Fall 1970.

2. Management consulting. / Ed. M. Kubra. In 2v. - M .: Interexpert, 1992. - T.1. 319 s.

3. McHam K. Management consulting. - M .: Business and service, 1999. - 288p.

4. Posadsky A.P. Basics of Consulting. - M .: GU HSE, 1999 .-- 240p.

5. ISO 9004: 2000 Quality Management Systems. Requirements.

6. DSTU ISO 9004-2-96 Quality management and quality elements. Part 2. Guidelines for services.

7. ISO 9000: 2000 Quality Management Systems. Basics and vocabulary.

Development of the organizational structure of the company (business)

Correct and effective organizational structure is a key factor in the success of any business and its stable development. The lack of a clear distribution of areas of responsibility, the distribution of specific functions between employees negatively affects efforts to develop a business.

Project "Development of the organizational structure of the company" (may include optimization and description of business processes, prescription of job descriptions and regulations) consists of the following stages:

1. Audit and diagnostics of the existing management system and organizational structure of the company (interviews with staff, meetings with key managers, study of internal documents and regulations, etc.).

2. Description of the matrix of functions of the company "as is"

3. Development of a matrix of functions of the company "as it should be" (with the study of examples of competing companies and similar companies).

4. Development of an optimal organizational structure that solves the strategic goals set by the company

5. Development of job descriptions, internal regulations, describing in detail the functions of employees and the principles of their interaction (within departments and between departments).

6. Development of motivation schemes for employees and principles for assessing the effectiveness of personnel (including the development of a system of key performance indicators KPI).

7. Development of a plan for the implementation of a new organizational structure and proposed recommendations

8. Maintenance and monitoring of implementation.

Strategic tasks are being addressed as part of a project to develop an effective organizational structure business growth and development companies.

• Owners and top management get more free time to solve strategic and business development tasks (move away from operational and administrative management)
• Improving business manageability, monitoring development.
• Predictable growth in revenue and profit
• Reducing operating costs (including duplication of functions, ineffective staff).
• Effective and coordinated work of departments and services among themselves.
• Loyal and efficient staff (strong corporate culture and team)
• Painless, fast and manageable business expansion (expansion into new regions, new business projects)

Format of work onproject "Development of the organizational structure of the company " :

The project starts from 1-3 days free diagnostics, according to the results of which a plan and the final composition of the work are formed. Further work is organized within 1-2 months.

We have successfully collaborated with companies in retail, consumer services, finance and banking, restaurant business, construction and renovation, industrial production, food production, etc.

Send us a short description of your activity and questions for elaboration. We will promptly answer you and offer you the best work option.

Published with permission from Lanit

"The office reaches perfection just by the time the firm declines."
12th Parkinson's Law

Under the philosophy of management, we will understand the most general principles on the basis of which the organization's management structure is built and management processes are carried out. Of course, the philosophy of quality and the philosophy of management are interrelated - the philosophy of quality sets the goal and direction of the organization, the philosophy of management determines the organizational means to achieve this goal. The foundations of the philosophy of management, as well as of the philosophy of quality, were laid by F.W. Taylor.

Both Deming's quality management program and the principles of Total Quality Management are actually aimed at changing the structure of the enterprise management system. Let's consider the main types of enterprise management structures from the point of view of their compliance with the ideas of modern quality management.

The term "organizational chart" immediately conjures up a two-dimensional tree diagram made up of rectangles and lines connecting them to our minds. These rectangles represent the work to be done and the responsibilities and thus represent the division of labor in the organization. The relative position of the rectangles and the lines connecting them show the degree of subordination. The relationships considered are limited to two dimensions: up and down and across, since we operate with the limited assumption that the organizational structure should be represented on a two-dimensional diagram drawn on a flat surface.

The organizational structure itself contains nothing that would limit us in this respect. Moreover, these constraints on organizational structure often have serious and costly consequences. Here are just four of them. First, it is not cooperation that arises between individual parts of this kind of organization, but competition. There is more competition within organizations than between organizations, and this internal competition takes on much less ethical forms. Secondly, the usual way of presenting the structure of organizations makes it difficult to define the tasks of individual departments and measure the corresponding performance indicators due to the large interdependence of departments united in this way. Third, it promotes the creation of organizations that are resistant to change, especially changes in their structure; therefore, they degenerate into bureaucratic structures that do not lend themselves to adaptation. Most of these organizations learn very slowly, if at all. Fourth, the presentation of the organizational structure in the form of a two-dimensional tree limits the number and nature of possible solutions to emerging problems. With such a limitation, solutions are not possible that ensure the development of the organization, taking into account the technical and social changes, the pace of which is growing more and more. The current environment requires that organizations are not only ready for any change, but also capable of undergoing it. In other words, dynamic balance is needed. Obviously, to achieve this balance, the organization must have a sufficiently flexible structure. (Although flexibility does not guarantee adaptability, it is nevertheless necessary to achieve the latter).

Building a flexible or other advantageous organizational structure is one of the tasks of the so-called "structural architecture". Using the terminology accepted in architecture, we can say that this abstract sets out the main ideas, on the basis of which various options for solving the problem of the organizational structure can be developed without restrictions associated with its graphical representation.

The above disadvantages can and should be overcome by building a multidimensional organizational structure. The multidimensional structure implies a democratic principle of governance.

Hierarchical type of management structures

Management structures in many modern enterprises were built in accordance with management principles formulated at the beginning of the twentieth century. The most complete formulation of these principles was given by the German sociologist Max Weber (the concept of rational bureaucracy):

• the principle of hierarchy of management levels, in which each lower level is controlled by a higher one and obeys him;
• the resulting principle of the correspondence of the authority and responsibility of management employees to their place in the hierarchy;
• the principle of division of labor into separate functions and specialization of workers according to the functions performed; the principle of formalization and standardization of activities, ensuring the uniformity of performance by employees of their duties and the coordination of various tasks;
• the principle of impersonal character of the performance by employees of their functions arising from it;
• the principle of qualification selection, in accordance with which hiring and dismissal from work is carried out in strict accordance with qualification requirements.

An organizational structure built in accordance with these principles is called a hierarchical or bureaucratic structure. The most common type of such structure is linear - functional (linear structure).

Linear organizational structure

The basis of linear structures is the so-called "mine" principle of construction and specialization of the management process according to the functional subsystems of the organization (marketing, production, research and development, finance, personnel, etc.). For each subsystem, a hierarchy of services ("mine") is formed, permeating the entire organization from top to bottom (see Fig. 1). The performance of each service is assessed by indicators that characterize the fulfillment of their goals and objectives. Accordingly, the system of motivation and incentives for employees is being built. In this case, the final result (the efficiency and quality of the organization as a whole) becomes, as it were, secondary, since it is believed that all services to one degree or another work to obtain it.

Fig. 1. Linear management structure

The advantages of a linear structure:

• a clear system of interconnections between functions and divisions;
• a clear system of one-man management - one leader concentrates in his hands the leadership of the entire set of processes with a common goal;
• clearly expressed responsibility;
• quick reaction of the executive units to direct instructions from their superiors.

Disadvantages of linear structure:

• lack of links involved in 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;
• little flexibility and adaptability to changing situations;
• the criteria for the effectiveness 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 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 organization's work results on the qualifications, personal and business qualities of top managers.

Output: in modern conditions, the disadvantages of the structure outweigh its advantages. This structure is poorly compatible with modern quality philosophy.

Linear - headquarters organizational structure

This type of organizational structure is a linear development and is designed to eliminate its most important drawback associated with the lack of links in strategic planning. The line-staff structure includes specialized divisions (headquarters) that do not have the right to make decisions and manage any subordinate divisions, but only help the relevant leader in performing certain functions, primarily, the functions of strategic planning and analysis. Otherwise, this structure corresponds to a linear one (Fig. 2).

Fig. 2. Linear - headquarters management structure

Advantages of the line - staff structure:

• deeper, than linear, study of strategic issues;
• some unloading of top managers;
• the ability to attract external consultants and experts;
• when empowering headquarters units with functional leadership, such a structure is a good first step towards more efficient organic governance structures.

Disadvantages of the line - staff structure:

• insufficiently clear distribution of responsibility, since the persons preparing the decision do not participate in its implementation;
• tendencies towards excessive centralization of management;
• similar to a linear structure, partially in a weakened form.

Output:the line-of-staff structure can be a good intermediate step in the transition from a linear structure to a more efficient one. The structure allows, albeit to a limited extent, to embody the ideas of the modern philosophy of quality.

Divisional management structure

Already by the end of the 1920s, the need for new approaches to the organization of management became clear, associated with a sharp increase in the size of enterprises, the diversification of their activities (versatility), the complication of technological processes in a dynamically changing environment. In this regard, divisional management structures began to emerge, primarily in large corporations, which began to provide a certain degree of independence to their production units, leaving the development strategy, research and development, financial and investment policy, etc., to the management of the corporation. an attempt was made to combine centralized coordination and control of activities with decentralized management. The peak of the introduction of divisional management structures fell on the 60s - 70s (Fig. 3).

Fig. 3. Divisional management structure

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 divisions, 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. In our country, similar management structures have been widely implemented since the 60s in the form of the creation of production associations.

Divisional structure advantages:

• it provides management of diversified enterprises with a total number of employees of the order of hundreds of thousands and geographically remote divisions;
• provides greater flexibility and quicker reaction to changes in the enterprise environment in comparison with linear and line - staff;
• with the expansion of the boundaries of independence of departments, they become "profit centers", actively working to improve the efficiency and quality of production;
• closer connection between production and 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 the branches 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 consequence, 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 during 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.

Organic type of governance structures

Organic or adaptive management structures began to develop around the end of the 70s, when, on the one hand, the creation of an international market for goods and services sharply exacerbated competition among enterprises and life demanded from enterprises high efficiency and quality of work and a quick reaction to market changes, and on the other hand, the inability of hierarchical structures to meet these conditions became obvious. The main property of organic management structures is their ability to change their shape, adapting to changing conditions. Varieties of structures of this type are design, matrix (program-target), brigade forms of structures ... When implementing these structures, it is necessary to simultaneously change the relationship between the divisions of the enterprise. If we maintain the system of planning, control, resource allocation, leadership style, methods of personnel motivation, and do not support the desire of employees for self-development, the results of the implementation of such structures may be negative.

Brigade (cross - functional) management structure

The basis of this management structure is the organization of work by working groups (brigades). The form of the brigade organization of work is a rather ancient organizational form, it is enough to recall the workers' artels, but only from the 80s its active use began as a structure for managing an organization, in many respects directly opposite to the hierarchical type of structures. The main principles of such a management organization are:

• autonomous work of working groups (brigades);
• independent decision-making by working groups and horizontal coordination of activities;
• replacement of rigid administrative ties of the bureaucratic type with flexible ties;
• involvement of employees from different departments for the development and solution of tasks.

These principles are destroyed by the rigid distribution of employees inherent in hierarchical structures among production, engineering, economic and management services, which form isolated systems with their own goals and interests.

In an organization built on these principles, functional units can be retained (Fig. 4) or absent (Fig. 4). In the first case, employees are under double subordination - administrative (to the head of the functional unit in which they work) and functional (to the head of the working group or team they are part of). This form of organization is called cross-functional , in many ways it is close to matrix ... In the second case, there are no functional units as such, we will call it properly brigade ... This form is widely used in the organization project management .

Fig. 4. Cross - functional organizational structure

Fig. 5. The structure of the organization, consisting of working groups (brigade)

Advantages of a brigade (cross-functional) structure:

• reduction of the management staff, increase in management efficiency;
• flexible use of personnel, their knowledge and competence;
• work in groups creates conditions for self-improvement;
• the ability to apply effective planning and management methods;
• the need for generalists is reduced.

Disadvantages of the brigade (cross-functional) structure:

• complication of interaction (especially for a cross-functional structure);
• difficulty in coordinating the work of individual teams;
• high qualification and responsibility of the personnel;
• high requirements for communications.

Output:this form of organizational structure is most effective in organizations with a high level of qualification of specialists with their good technical equipment, especially in combination with project management. This is one of the types of organizational structures in which the ideas of modern philosophy of quality are most effectively embodied.

Project management structure

The main principle of building a project structure is the concept of the project, which means any purposeful change in the system, for example, the development and production of a new product, the introduction of new technologies, the construction of facilities, etc. The activity of an enterprise is considered as a set of ongoing projects, each of which has a fixed start and end. For each project, labor, financial, industrial, etc. resources are allocated, which are managed by the project manager. Each project has its own structure, and project management includes defining its goals, forming a structure, planning and organizing work, coordinating the actions of performers. After the project is completed, the project structure falls apart, its components, including employees, move to a new project or are fired (if they worked on a contract basis). In form, the project management structure can correspond as brigade (cross-functional) structure and divisional structure , in which a certain division (department) does not exist permanently, but for the duration of the project.

Benefits of a project management structure:

• high flexibility;
• reduction in the number of management personnel compared to hierarchical structures.

Disadvantages of the project management structure:

• very high requirements for the qualifications, personal and business qualities of the project manager, who must not only manage all stages of the project life cycle, but also take into account the place of the project in the company's project network;
• splitting resources between projects;
• the complexity of the interaction of a large number of projects in the company;
• complication of the development process of the organization as a whole.

Output:the advantages outweigh the disadvantages in enterprises with a small number of concurrent projects. The possibilities of implementing the principles of modern philosophy of quality are determined by the form of project management.

Matrix (program - target) management structure

Such a structure is a network structure built on the principle of double subordination of performers: on the one hand, to the direct head of the functional service, which provides personnel and technical assistance to the project manager, on the other, to the project manager or target program, who is endowed with the necessary powers to implement the management process. With such an organization, the project manager interacts with 2 groups of subordinates: with permanent members of the project group and with other employees of functional departments who are subordinate to him temporarily and on a limited range of issues. At the same time, their subordination to the direct heads of divisions, departments, services is preserved. For activities that have a clearly defined beginning and end, they form projects, for permanent activities - target programs. In an organization, both projects and targeted programs can coexist. An example of a matrix program-target management structure (Toyota) is shown in Fig. 6. This structure was proposed by Kaori Ishikawa in the 70s and, with minor changes, functions to this day not only at Toyota, but also at many other companies around the world.

Targeted programs are managed at Toyota through functional committees. For example, when a functional committee in the field of quality assurance is established, a quality management commissioner is appointed by the committee chairman. From the Toyota practice, the number of committee members should not exceed five. The committee includes both employees of the quality assurance department and 1-2 employees of other departments. Each committee has a secretariat and appoints a secretary to conduct business. The main issues are considered by the committee at monthly meetings. The committee can also create teams to work on individual projects. The Quality Committee defines the rights and responsibilities of all departments related to quality issues and establishes a system of their relationships. On a monthly basis, the quality committee analyzes the quality assurance indicators and examines the reasons for complaints, if any. At the same time, the committee is not responsible for quality assurance. This task is solved directly by each department within the vertical structure. It is the responsibility of the committee to combine vertical and horizontal structures to improve the performance of the entire organization.

Fig. 6. Matrix management structure at Toyota

Matrix structure advantages:

• better focus on project (or program) goals and demand;
• more efficient day-to-day management, the ability to reduce costs and improve the efficiency of resource use;
• more flexible and effective use of the organization's personnel, special knowledge and competence of employees;
• the relative autonomy of project teams or program committees contributes to the development of decision-making skills, managerial culture, professional skills in employees;
• improving control over individual tasks of a project or target program;
• any work is organizationally formalized, one person is appointed - the "owner" of the process, serving as the center of concentration of all issues related to the project or target program;
• the response time to the needs of a project or program is reduced, since horizontal communications and a single decision-making center have been created.

Disadvantages of matrix structures:

• the difficulty of establishing clear responsibility for work on the instructions of the unit and on the instructions of the project or program (a consequence of double subordination);
• the need for constant monitoring of the ratio of resources allocated to departments and programs or projects;
• high requirements for qualifications, personal and business qualities of employees working in groups, the need for their training;
• frequent conflict situations between heads of departments and projects or programs;
• the possibility of violation of the rules and standards adopted in functional units due to the isolation of employees participating in a project or program from their units.

Output:the introduction of a matrix structure gives a good effect in organizations with a sufficiently high level of corporate culture and qualifications of employees; otherwise, disorganization of management is possible (at Toyota it took about 10 years to introduce a matrix structure). The effectiveness of the implementation of the ideas of the modern philosophy of quality in such a structure has been proven by the practice of Toyota.

Multidimensional organizational structure

Any organization is a purposeful system. In such a system, there is a functional division of labor between its individuals (or elements) the purposefulness of which is associated with the choice of goals, or desired outcomes, and means ( lines of conduct). This or that line of behavior involves the use of certain resources ( input quantities) for the production of goods and the provision of services ( output quantities), which for the consumer should be of greater value than the resources used. The resources consumed include labor, materials, energy, production capacity, and cash. This applies equally to public and private organizations.

Traditionally, the organizational structure encompasses two types of relationships:

a responsibility (who is responsible for what) and subordination (who reports to whom). An organization with such a structure can be represented as a tree, while duties are depicted by rectangles, the relative position of which shows level of authority, and the lines connecting these rectangles are distribution of powers... However, such a view of the organizational structure does not contain any information about the cost of what costs and with the help of the means of the organization, it was possible to achieve certain results. At the same time, a more informative description of the organizational structure, which can serve as the basis for more flexible ways of structuring an organization, can be obtained on the basis of matrices such as costs - output or type means - ends... Let us illustrate this with the example of a typical private corporation that produces some product.

Product information can be used to define the goals of an organization. To do this, for example, you can classify products by their types or quality characteristics. The structural elements responsible for ensuring the production of products or the provision of services by a consumer outside of this organization are called programs and denote P1, P2 ,. ... ... , Pr. Funds used by programs (or activities) can usually be divided into operationsand services.

Operation - This is a type of activity that directly affects the nature of the product or its availability. Typical operations (O1, O2,..., Om) are the purchase of raw materials, transportation, production, distribution and marketing of products.

Services - these are the activities required to provide programs or perform an operation. Typical services (S1, S2,..., Sn) are work performed by departments such as accounting, data processing, maintenance, labor dispute resolution, finance, human resources, legal services.

Activitiescarried out within the framework of the program and within the framework of actions for its implementation can be represented as in Fig. 7 and 8. The results of each separate type of activity can be used directly by the same type of activity, programs and other types of activity, as well as by the executive body and an external consumer.

General programs can be subdivided into private ones, for example, by the type of consumer (industrial or individual), the geographic area supplied or served, by types of products, etc. Private programs, in turn, can also be further subdivided.

Programs / Activities	Р1	P2	. . .	Rk
Operation Q1
Operation Q2
. . . .
Operation Qm
S1 service
Service S2
. . . .
Service Sm

Fig. 7. Scheme of interaction of activities and programs

Consumer units / Consumer units	Operation Q1	Operation Q2	. . . .	Operation Qm	Service S1	S2	. . . .	Sn
Operation Q1
Operation Q2
Operation Qm
S1 service
Service S2
. . . .
Sn service

Figure: 8. Scheme of interaction of activities

Similarly, you can carry out the detailing of activities of activities. For example, manufacturing operations can include the production of parts, assemblies, and assembly, each of which can be broken down into smaller operations.

If the number of programs, as well as main and auxiliary activities (operations and services) is so large that the manager is not able to coordinate effectively, then there may be a need for coordinators within specific management functions (Figure 9). More than one focal point or coordination unit may be required for each activity line. In cases where the number of coordinators turns out to be too large, it is possible to use higher coordinators or coordination units ( in this context, "coordination" means precisely coordination, but notmanual). To carry out coordination, a group consisting of chiefs of coordinating departments and managers is quite sufficient.

Fig. 9. Coordination structure in large organizations

Certain requirements are imposed on programs as well as on functional units. Programs and functional units can be grouped by product type, consumer type, geographic area, etc. If there are too many consumers of the program products and they are very dispersed, then it is possible unconventional the use of characteristics of geographical location as an additional dimension of the volumetric diagram of the organizational structure (Fig. 10). In this case, it becomes necessary in regional representativeswhose duty is to protect the interests of those who consume products or are influenced by the activities of the organization as a whole. Regional representatives play the role of external intermediaries who can assess the programs and various activities of the organization in each specific region from the point of view of those whose interests they represent. In the future, this information can be used by the governing body, coordinators and heads of departments. By receiving such information simultaneously from all regional representatives, the manager can get a complete picture of the effectiveness of his program in the entire service area and in each region. This allows him to more efficiently allocate available resources across regions.

However, geographical location is not the only criterion for organizing the activities of external intermediaries; other criteria can be used. For example, an organization supplying lubricants to various industries should have representatives not by region, but by industry (this can be automotive, aerospace, machine-tool and other industries). The utility organization can determine the responsibilities of its representatives based on the characteristics of the socio-economic situation of users.

Fig. 10. Three-dimensional organizational structure

Separation of responsibility. The considered "multidimensional" organization has something in common with the so-called "matrix organizations". However, the latter are usually two-dimensional and lack many of the important features of the organizational structures discussed, especially in terms of funding. In addition, they all have one common drawback: employees of functional departments are in double subordination, which, as a rule, leads to undesirable results. It is this most frequently noted lack of matrix organizations that is the cause of the so-called "occupational schizophrenia".
Multidimensional organizational structure does not create the difficulties inherent in matrix organization. In a multidimensional organization, the functional staff whose results are purchased by the program manager treat them as an external customer and report only to the functional leader. However, when assessing the performance of his subordinates, the head of the functional unit, of course, should use the assessments of the quality of their work given by the program manager. The position of the person leading the functional team that does the work on behalf of the program is much like that of the project manager in a construction and consulting firm; he has no uncertainty about who is the boss, but he has to deal with him as a client.

M organizational structure and funding of programs.Usually practiced (or traditional) financing of programs is only a way of preparing cost estimates for the functionality of departments and programs. It is not about providing resources and choice for program units, or requiring functional units to independently conquer markets within and outside the organization. In short, program funding is generally not organizational-specific and does not affect its flexibility. This method of allocating funds between functional units guarantees only the execution of programs, while providing a more efficient than usual determination of the cost of their implementation. A multidimensional organizational structure allows you to retain all the advantages of the traditional method of financing and, in addition, has a number of others.

Benefits of a multidimensional organizational structure

A multidimensional organizational structure increases the flexibility of the organization and its ability to respond to changing internal and external conditions. This is achieved by dividing the organization into divisions, the viability of which depends on their ability to produce at competitive prices the goods in demand and provide the services that the consumer needs. Such a structure creates a market within an organization, whether it is private or public, commercial or non-profit (non-profit), and increases its ability to respond to the needs of both internal and external customers. Since the structural units "multidimensional" are relatively independent from each other, they can be expanded, reduced, eliminated or changed in any way. The performance indicator of each subdivision does not depend on similar indicators of any other subdivision, which makes it easier for the executive body to assess and monitor the activities of the subdivisions. Even the work of the executive body can be assessed autonomously in all aspects of its activities.

The multidimensional structure impedes the development of bureaucracy due to the fact that functional units or programs cannot fall prey to service units, whose procedures sometimes turn into an end in itself and become an obstacle to the achievement of the goals set by the organization. Customers inside and outside the organization control the internal suppliers of products and services; suppliers never control consumers. Such an organization is oriented towards ends rather than means, while the bureaucracy is characterized by the subordination of ends to means.

Disadvantages of a multidimensional organizational structure

However, a multidimensional organizational structure, although devoid of some of the significant disadvantages inherent in conventional organizations, nevertheless cannot eliminate all the disadvantages completely. By itself, such a structural organization does not guarantee meaningful and interesting work at the lower levels, but it facilitates the application of new ideas that contribute to its improvement.

The introduction of a multidimensional organizational structure in the enterprise is not the only way to increase the flexibility of the organization and its sensitivity to changes in conditions, but serious study of this allows you to "increase the flexibility" of people's ideas about the capabilities of organizations. It is this circumstance that should contribute to the emergence of new, even more perfect organizational structures.

 

It might be helpful to read:

• What is an assortment matrix?;
• What does the word matrix mean in trading;
• Sales department development plan;
• Advertisements Testing of advertising materials;
• What is GRP (Gross Rating Point)?;
• Marketing analysis of the market: types, stages, methods;
• What is an advertising strategy;
• Marketing research;