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Structural interaction in organizations is the object of close attention of many business process researchers and company executives. For the most effective solution given tasks, the organization's management needs a clear understanding of the structure of the production process, the departments involved and their functional elements. Structural approach to organization management allows for coordination of activity elements and interaction between them. It involves the use of decentralization, division of labor, control coverage and other means of increasing the efficiency of the production process.
Of course it's so complicated dynamic system, which represents modern organization, should not be viewed only from the perspective of its formal structure. Along with the structural approach, which describes the organization, for the most part, in statics, a behavioral approach is used, aimed at identifying the dynamics in the internal environment of the organization. The behavioral approach examines mainly the system of relationships between employees of an organization, their motivation, competence, etc.
The structure of an organization, in a broad sense, represents the ways in which responsibility and authority are distributed. It must be emphasized that the organizational structure, despite its relative static nature, is not immutable. It would be more correct to say that it forms the order of interaction between the elements of the organization and, in turn, itself changes in the course of their interaction.
Choice of variety organizational structure may be affected by conditions such as:
- company size (large, medium, small);
- the nature of the products produced (products of the mining or manufacturing industries);
- production profile of the company (production of a separate type or a wide range of goods);
- scale of the company’s activities (local, national or international market), etc.
The structural approach is aimed at performing three main functions: firstly, the structure of the organization is necessary for the most effective achievement of the goals set by management and solving production problems; secondly, organizational management structures ensure coordinated behavior of workers; they are necessary to minimize individual behavior in the company; thirdly, with the help of structures, power functions are carried out, since the structure predetermines the dominant positions.
At the same time, the organizational structure must correspond to the socio-cultural environment of the company, which has a significant impact on the issues of centralization and decentralization of management powers, division of responsibilities, the degree of independence of departments and the extent of control by managers. All this means that simply copying an organizational structure is unlikely to provide the expected result.
Section 3 Structural approach to organization
Lecture 5 “Structural approach to organization”
1 Definition of the structural approach
Structural approach involves considering an object (phenomenon, process) from the point of view components and their internal relationships.
From the point of view of this approach, each organization has an internal structure. Organization structure - these are those fixed relationships that exist between departments and employees of an organization. It can be understood as an established pattern of interaction and coordination of technological, etc. human elements
Organizational structures vary complexity(i.e. the degree of division of activities into various functions), formalization(i.e. the extent to which pre-established rules and procedures are used), the relationship between centralization and decentralization(i.e. the levels at which management decisions are made).
Structural and behavioral relationships help establish the goals of the organization and are focused on achieving them. That is why it is necessary to become familiar from different sides with the structural approach that is used in various organizations to provide the basic elements of activity and the relationships between them. The structural approach involves studying the division of labor, span of control, decentralization and departmentalization.
The diagram of any organization shows the composition of departments, sectors and other linear and functional units. Its effectiveness and efficiency are influenced by:
1) The actual relationships that arise between people and their work. This is reflected in organizational charts and job responsibilities;
2) current management policies and practices affecting Human behavior;
3) powers and functions of the organization’s employees at various levels of management (lower, middle, higher).
With a skillful combination of these three factors, a rational structure can be created in an organization in which there is a real and favorable opportunity to achieve a high level of production efficiency.
2 Formal and informal organization.
Formal organization is a pre-planned structure of powers and functions that is established on the basis of the established interaction between the components of the organization.
It is focused on achieving acceptable levels of production and overall organizational goals. The formal structure defines the entire system of relations and a set of functions that allow for purposeful activities.
A formal organization is characterized by a certain degree of standardization labor functions In the organisation. There are comprehensive descriptions of them, many organizational rules, clearly defined procedures covering the labor process in an organization where the degree of formalization is high. The higher the standardization, the less innovation each employee must bring to the final result of work. Standardization not only does not encourage alternative behavior among workers, but even eliminates any need for them to consider any alternatives. The degree of formalization differs from organization to organization.
There is a great relationship between the size of an organization and its formalization. As an organization increases in size, it is easier to manage if it is sufficiently formalized.
Many types of interactions between workers do not fit into the formal organization chart. There is a network informal organizations , within which relationships are not pre-designed and prescriptive established character, but arise from the action of various factors - such as the common interest of a group of workers, the objective need to cooperate, personal safety, etc.
A spontaneously formed group of people who enter into regular interaction to achieve certain goals is recognized informal group (organization) .
Causes factors that encourage people to enter into informal relationships can be grouped as follows:
1) a sense of belonging. Satisfying the need for a sense of belonging is one of our most powerful emotional needs. Since most formal organizations deliberately deprive people of opportunities for social contacts, workers are forced to turn to informal organizations to gain these contacts;
2) mutual assistance. People often prefer to seek help from their colleagues;
3) protection. An important reason for joining an informal organization is the perceived need for protection;
4) communication. Since in many formal organizations the system of internal contacts is rather weak, and sometimes management deliberately hides certain information from their subordinates, access to informal information (rumors) is possible only in an informal organization;
5) sympathy. People often join informal groups simply to be closer to someone they like.
Figure 5.1 – Formation of formal and informal groups
You can select signs characterizing informal organizations:
1) social control . Informal organizations exercise social control over their members. It is about establishing and reinforcing norms—group standards for acceptable and unacceptable behavior. Naturally, those who violate these norms will face alienation. The manager in this regard should be aware that the social control exercised by the informal organization can have a positive impact on the achievement of the goals of the formal organization;
2) resistance to change. In informal organizations there is always a tendency to resist change. This is partly due to the fact that change may pose a threat to the continued existence of the informal organization;
3) informal leaders. Informal organizations also have their leaders. Their difference from formal ones is that the leader of a formal organization has support in the form of official powers delegated to him and acts in the specific functional area assigned to him.
3 Division of labor
Research into patterns of formal organizations shows that there is a level of vertical and horizontal division of labor. The vertical diagram is shown in Figure 1.12.
Vertical division of labor associated with the hierarchy of the organization in depth. The more steps there are between highest level and operational workers, the more complex it is this organization.
The vertical structure consists of levels of power arranged in a hierarchical order. Power is distributed among positions and the leaders who occupy these positions.
Purpose is seen as a guide to the flow of connections and power. To understand the broad relationships that exist in an organization, purpose must be clearly defined at the macro level.
Figure 1.12 – Vertical division of labor
Horizontal division of labor reflects the degree of division of labor between individual units. The more different areas an organization has that require specialized knowledge and skills, the more horizontally complex it is. Horizontal specialization is aimed at differentiation of functions and covers the definition of work (connection of various individual tasks) and the definition of the relationship between different types of work that can be performed by one or many by different persons. The horizontal division of labor is shown in Figure 1.13
This can be considered as functionalization, as a result of which certain specialized units are formed.
Figure 1.13 – Horizontal division of labor
Along with this, there is a geographical (territorial) division of labor associated with the degree of distribution of the organization’s physical assets across various places and regions. In this structure, communication, coordination and control become increasingly complex.
The division of labor (both vertically and horizontally) is directly related to the complexity of management. Let's consider the main indicators of the labor intensity of management work. It is necessary to distinguish between the scale and depth of work. Scope of work– this is the number of works performed, their volume. An employee who performs, for example, eight tasks has a broader scope of work than someone who performs four. various tasks. As for depth of work, then this definition refers to the amount of control an employee uses to change or influence his or her job performance.
A large number of workers and managers repeatedly repeat the performance of a limited number of jobs - monotonous, with minimal scale and depth - every day. Such work or tasks are called template. Absenteeism and staff turnover are often a reaction of workers to the monotony of repetitive work in which they are constantly busy. The number of workers expressing interest in the work increases as the scale of the work increases.
Research shows that there is a critical point of specialization of operations (dividing work into smaller and smaller operations or reducing control). After reaching this point (a certain level of specialization, Figure 1.15), efficiency begins to decline.
Figure 1.14 – Work measurement
The division of labor is also influenced by such indicators as functionalization is the variety of tasks that must be completed to achieve the organization's goals and control coverage is the number of subordinates who report to one manager.
4 Control coverage
In theory and in practice, the principle is used that all types of work should be grouped and compiled in such a way that each employee reports to only one manager. Moreover, it is recommended that the number of employees reporting to one manager be strictly limited.
The most famous work in this area is by B.C. Graichunas. He believed that since a manager has limited energy, knowledge and qualifications, he can coordinate the activities related to a given job of only a few workers. It is physically impossible to supervise many people, since there is a distance between workers that does not allow meeting everyone.
Graichunas also suggested that an arithmetic increase in the number of subordinates leads to a geometric increase in the number of relationships under the control of the leader. Graichunas developed the following formula (1) to determine the number of potential contacts of a manager with a different number of subordinate employees:
(1)
where n is the number of employees subordinate to the manager;
C is the number of potential relationships.
In theory, this issue is analyzed by identifying a number of general factors, influencing the frequency and type of relationships between the manager and subordinates. Some of them factors very important:
- required contact;
- level of education and preparedness of subordinates;
- ability to communicate;
Graichunas believes that a manager is able to have no more than 12 direct contacts and no more than 28 indirect contacts, which corresponds to the presence of 5 subordinates. He can have a greater number of subordinates, the more homogeneous the problems with which he deals.
The literature describes the “control coverage model” developed and used in the formation of the organizational management structure of the Lockheed Rocket and Space Company (USA). The model developers concluded that seven variables should be considered when examining control coverage:
Similarity of functions;
Geographical proximity of subordinates;
Complexity of functions;
Direction and control required by subordinates;
Coordination of the activities of subordinates; planning the required complexity and time;
Help received from the head of the organization.
Once the critical variables of the leader-subordinate relationship have been identified, each element of the model is given a certain weight. Weighting reflects the importance of each control factor. Each management position is scored and the weighted control variables are assigned a point. The points are summed up and the result is the leadership index. The resulting total score reflects the manager's burden of control coverage. The higher the index, the greater the burden and, therefore, the greater the scope of control. The Lockheed study found that when control coverage increased, the number of management levels often decreased.
It should be noted that each organization must develop its own control coverage model. Wide control coverage can be very effective use highly educated workforce, and narrow span of control is when subordinates have not received adequate training to do the job.
Taking into account rational control coverage and in the interests of achieving effective coordination and management of all types of activities, the organization is divided into appropriate structural blocks (departments, divisions, services). This approach to the formation of an organizational structure is called departmentalization.
Depending on the characteristics and criteria of division, organizations are usually distinguished departmentalization :
Functional,
Territorial,
Production,
Design,
Mixed.
5 Centralization and decentralization
In some organizations, top managers make all the decisions, and lower-level managers only carry out their directives. In other organizations, the decision-making process has moved downward to the managers most closely associated with the particular issue being decided upon. The first case is known as centralization, the second - as decentralization.
Term "centralization" refers to the degree to which decision-making is concentrated in one hand, which is associated only with formal power, i.e. with the rights vested in certain person In the organisation. The larger the organization, the more complex decisions it makes. In cases where the speed of decision-making is critical, it is necessary to resort to a certain decentralization. However, decentralization does not mean abolishing control. Control must be so effective that decentralized actions can be properly assessed.
Technological capabilities to receive, process and transmit information using electronic computing and telecommunications have made the distribution of decision-making (“commands”) possible without loss of control.
By function, organizational members are organized into teams, cross-trained, and provided with business information to enable them to perform multiple functions and respond quickly to changing needs.
In decentralized organizations, actions to resolve problems can be taken more quickly, with more people involved in achieving the final result. Benefits of Decentralization:
Firstly, as a result of decentralization, the professional skills of managers are more actively developed, whose power and responsibility for decision-making increases;
Secondly, a decentralized structure leads to increased competition in the organization and encourages managers to create an atmosphere of competition;
Thirdly, in a decentralized organizational model, a manager can exercise more independence in recognizing and determining his personal contribution to solving problems. Increased freedom of action leads to creativity and inventiveness in management, to the desire to contribute to the growth and development of the company as a whole.
In any case, a higher degree of decentralization in organizations, considered as a transfer to the lower levels of the decision-making process, assumes, What:
More decisions are made at lower levels of the management hierarchy;
Decisions made at lower levels are more important;
Various organizational functions are more influenced by decisions made at lower levels;
The amount of centralized control over decisions made by management personnel is reduced.
This approach leads to high autonomy in decision-making in individual departments and to increased freedom from direct centralized control. Thanks to this, the responsibility of departments for their profitability or unprofitability increases.
The centralized organization forms the so-called “ high» structure, in which the management process is stretched across many vertical levels (Figure 1.16). " Flat" organizational structure with maximum decentralization, develops reliance on own strength, initiative and ability to make decisions independently.
Figure 1.16 – “High”, “flat” structures and structure
"ball-bell"
Special shape structures - the "ball-bell" type - will arise as a result of the disappearance of the middle level of management and the subsequent alignment of the organizational structure, the advancement of specialists in the field of computer technology and formal methods to the top of the organization.
The relationship between centralization and decentralization in management is directly influenced by such initial factors as the size of the organization, technology of production and services, environment.
In decentralized organizations, not only vertical but also horizontal structural connections are formed. In some cases, to establish horizontal connections so-called informal processes are used to improve the activities of the formally designed structure. Horizontal relationships are cumulative in the sense that they add to the underlying organizational structures rather than replace them.
There are several forms of horizontal connections. Among the common ones are following:
1. The use of direct contacts between managers interacting to solve a common problem. It is the simplest and least expensive form of horizontal connections.
2. Establishing a relationship between two departments that have strong contacts on the main issues of their activities. They are used in cases where two departments or two functions are involved in the overall work. When solving a problem requires involvement more divisions, direct contacts do not provide the opportunity to make a joint decision.
3. Establish temporary task forces to resolve problems affecting multiple departments. Task groups are a form of horizontal contact for solving common problems of departments of different profiles. The target group is recruited from specialists from all departments participating in this work. The task force is temporary and exists until the problem is resolved.
4. Creation of a permanent group to solve recurring cross-functional problems. In this case, it is necessary to create a problem solving group on an ongoing basis. Teams are formed to solve the most frequently encountered problems. These teams may meet daily or weekly to discuss issues.
5. Creation of new “integrating” bodies in the management of the horizontal processes themselves. Commissions or committees act as such bodies.
6. Transition from the integration to the connecting role of the manager, if there is a significant differentiation of functions and activities.
7. Establishment of double responsibility at critical points in solving problems in matrix management structures.
Conditions for effective interactions when forming horizontal connections are as follows:
a) employee motivation system. The degree to which members are inclined to perform the overall tasks of the group is determined by how motivated the group’s work is, how much its members perceive the importance of the tasks, how their work will be evaluated and taken into account;
b) appointment of line managers. A certain part of the target group should consist of workers who are responsible for implementing joint decisions. Such employees are most often line managers.
d) participants must have the information necessary to make a decision;
e) participants must have the authority to involve their units in the work;
f) influence based on knowledge and information;
g) the horizontal management process must be combined with the vertical process;
h) solution practice conflict situations. When a conflict arises, specialists exchange information about their assessment of a particular solution option, why they have certain preferences, and then look for new alternative paths that would satisfy the criteria of most departments. Another approach is for workers to push for acceptance of alternatives that are preferred in their department, but make concessions by adding some changes. This is how a compromise is reached;
i) management. An important question is who should be at the head of the group. When a problem affects one department more than all others, then the manager of that department is naturally more suited to the role of team leader.
Lecture 6 “Linear-functional and divisional structure”
1. Concept of linear structure
Linear organizational structure management (Figure 1.17) is one of the simplest organizational management structures. It is characterized by the fact that at the head of each structural unit there is a single manager, vested with all powers, exercising sole management of the employees subordinate to him and concentrating in his hands all management functions.
With linear management, each link and each subordinate has one manager, through whom all management commands pass through one single channel. In this case, management levels are responsible for the results of all activities of managed objects. We are talking about the object-by-object allocation of managers, each of whom performs all types of work, develops and makes decisions related to the management of a given object.
Figure 1.17 – Linear structure
Since in a linear management structure decisions are transmitted along the chain “from top to bottom”, and the head of the lower level of management is subordinate to the manager of a higher level above him, a kind of hierarchy of managers of this given level is formed. specific organization. In this case, the principle of unity of command applies, the essence of which is that subordinates carry out the orders of only one leader. A higher management body does not have the right to give orders to any performers without bypassing their immediate superior. As can be seen from Table 1.5, the linear structure, along with its advantages, has a number of serious disadvantages, which to a certain extent can be eliminated by the functional structure.
Table 1.5 - Advantages and disadvantages of a linear structure
| Advantages | Flaws |
| 1) unity and clarity of management | 1) high demands on the manager, who must be comprehensively prepared to provide effective leadership in all management functions |
| 2) consistency of actions of performers | 2) lack of links for planning and preparing decisions |
| 3) efficiency of decision making | 3) information overload, many contacts with subordinates, superiors and shift structures |
| 4) ease of control (one communication channel) | 4) difficult connections between authorities |
| 5) personal responsibility for results | 5) concentration of power in the management elite |
| 6) clearly defined responsibility |
In a linear structure, the organization's management system is arranged according to production characteristics, taking into account the degree of concentration of production, technological features, range of products, etc. The linear management structure is logically more harmonious and formally defined, but at the same time less flexible. Each of the managers has full power, but relatively little ability to solve functional problems that require narrow, specialized knowledge.
2. Functional structure and its features
Functional organizational structure management of an organization (Figure 1.18) is based on the fact that functional management is carried out by a certain set of divisions (focused on performing specific types of work necessary for decision-making in the line management system). The performance of individual functions on specific issues is assigned to specialists, that is, each management body (or performer) is specialized in performing certain types of activities.
In an organization, as a rule, specialists of the same profile are united in specialized structural units (departments), for example, a marketing department, a planning department, an accounting department, etc. Thus, the overall task of managing an organization is divided, starting from the middle level, according to functional criteria. Hence the name - functional management structure.
Figure 1.18 – Functional structure
As can be seen from Figure 1.18, instead of universal managers who must understand and perform all management functions, a staff of specialists appears who have high competence in their field and are responsible for a certain area (for example, planning and forecasting).
This functional specialization of the management apparatus significantly increases the effectiveness of the organization. However, the presence of many managers of various specializations creates double subordination for performers.
Like the linear, functional structure has its advantages and disadvantages (Table 1.6)
Table 1.6 - Advantages and disadvantages of the functional structure
| Advantages | Flaws |
| 1) high competence of specialists responsible for the implementation of specific functions | 1) excessive interest in achieving the goals and objectives of “their” departments |
| 2) exemption of line managers from resolving some special issues | 2) difficulties in maintaining constant relationships between various functional services |
| 3) standardization, formalization and programming of phenomena and processes | 3) the emergence of trends of excessive centralization |
| 4) elimination of duplication and parallelism in execution management functions | 4) duration of decision-making procedures |
| 5) reducing the need for general specialists | 5) a relatively frozen organizational form that has difficulty responding to changes |
3. Development of a linear-functional structure
Both linear and functional structures in their pure form are practically not used. The disadvantages of both linear and functional management structures are largely eliminated by linear-functional structures
Linear-functional (headquarters) The management structure (Figure 1.19) assumes that the line manager, who heads a certain team, assumes full power. When developing specific issues and preparing appropriate decisions, programs, plans, he is assisted by a special apparatus consisting of functional units (directorates, departments, etc.).
In this case, the functional structures of the unit are subordinate to the chief line manager. They carry out their decisions either through the chief executive or (within the limits of their authority) directly through the relevant heads of performing services.
Figure 1.19 – Linear-functional structure
Thus, the linear-functional structure includes special units under line managers that help them carry out the tasks of the organization.
The linear-functional structure also has its positive aspects and disadvantages (Table 1.7)
Table 1.7 - Advantages and disadvantages of a linear-functional structure
| Advantages | Flaws |
| 1) deeper preparation of decisions and plans related to the specialization of workers | 1) lack of close relationships and interaction at the horizontal level between production departments |
| 2) freeing the chief line manager from in-depth analysis of problems | 2) insufficiently clear responsibility, since the person preparing the decision, as a rule, does not participate in its implementation |
| 3) the opportunity to attract consultants and experts | 3) an overly developed system of vertical interaction, namely: subordination according to the management hierarchy, i.e. tendency towards over-centralization |
4. Divisional structure and its varieties
The ongoing process of decentralization of management within the framework of a linear-functional structure leads to the fact that rights and responsibilities are more deeply distributed between different bodies managing different stages of product creation (purchasing, production, finance, sales). The most typical decentralization of management is for organizations with mass production, where economies of scale appear and the market is fairly homogeneous and has a high concentration of consumption.
At the same time, the expanding diversification of production, the sharp complication of internal and external relations, the dynamism of the introduction of technical innovations, and the fierce struggle for the market for products lead to serious difficulties and in many cases completely exclude the use of functional forms of management.
As the size of organizations grows, the range of manufactured products and markets for their sales expand, functional management structures, due to the disunity of rights and responsibilities for individual functions, lose the ability to respond to changes. In the management process, conflicts arise due to priorities, decision-making is delayed, communication lines are lengthened, and the implementation of control functions becomes difficult.
Large enterprises that produce diverse, sometimes technically unrelated products, and operate in geographically extensive markets, should use the divisional principle of organizing structures.
Divisional structure is a complex of specialized departments conducting independent production and economic activities and subordinate to a central authority. Divisional departmentalization can be of three types: product, territorial and mixed. When organizing divisional structure by product, as can be seen from Figure 1.20, it is assumed that broad responsibility for production, engineering, sales, financial activities departments that produce a specific product. The heads of these departments are also responsible for making a profit.
Product departmentalization can be viewed as a simple complication of the linear-functional structure. According to I. Ansoff, “by repeating it several times.” The growth in scale and diversification of production causes the “fragmentation” of a single functional structure into links, each of which is built according to the same principle. If grocery departments are given the status of strategic profit centers (SPCs), this reduces production risk for the enterprise as a whole.
Territorial structuring, also shown in Figure 1.20, is slightly different from the grocery one. It is very attractive for combining the activities of geographically separated enterprises that constitute a single corporate property. In this case, the central body can assign to itself a part functional types activities (e.g. R&D, finance). Regional divisions are given the opportunity to focus on business processes. The advantage of the structure under consideration is the savings achieved by localizing production in the regions. This is due to a reduction in the cost of transportation, rent, and labor. In addition, being closer to their customers, regional branches have greater opportunities to study the market.
 |
Figure 1.20 – Product and territorial structures
Mixed structures have product departmentalization, within which regional branches can be organized.
In general, divisional structures have more advantages. They are more effective in a changing environment, focused on mastering new technologies and markets, allow them to quickly make decisions and quickly solve complex, cross-functional problems, and are suitable for conditions of non-price competition. However, with insufficient decentralization and lack of independence among departments (which is typical for our country), organizations may experience difficulties in their work. The latter will consist of complications in vertical relations due to the slow movement of information and difficulties in the distribution of resources. But even with widespread decentralization, intervention from the highest echelons of the organization is required to strengthen the coordination of departments and improve the efficiency of their activities.
IN functional structures functional units are created with authority and responsibility for the results of their activities. Linear links differ from functional ones in the integration of facility management functions, a set of powers and responsibilities.
The bottom line is that the performance of individual functions on specific issues is assigned to specialists, i.e. Each management body (or executive) is specialized in performing certain types of management activities. In an organization, as a rule, specialists of the same profile are united in specialized structural units (departments), for example, a planning department, accounting department, etc. Thus, the overall task of managing an organization is divided, starting from the middle level, according to functional criteria. Hence the name - functional management structure (Fig. 11.2). Instead of universal managers who must understand and perform all management functions, a staff of specialists appears who have high competence in their field and are responsible for a certain area (for example, planning and forecasting).
The functional structure implements the principle of dividing and consolidating management functions between structural units and provides for the subordination of each lower-level linear unit to several higher-level managers who implement management functions.
Advantages: High competence of specialists responsible for the implementation of functions (increased professionalism). Freeing line managers from dealing with some special issues. Standardization, formatting and programming of management processes and operations. Elimination of duplication and parallelism in the performance of management functions. Reducing the need for generalists. Centralization of strategic decisions and decentralization of operational ones.
Structural approach to management problems is the determination of the significance, priorities among factors, methods, principles and other tools in their entirety in order to establish the rationality of the relationship and increase the validity of resource allocation. A variation of the structural approach, which more accurately determines the importance of factors in their totality, is a more complex ranking method. Let us give examples of the use of the structural approach.
The ratio of strategic, tactical and operational tasks in the workday structure of a top-level manager (the head of the company and his deputies) is recommended to be equal to 6:2:2, and in the structure of a lower-level manager - 1:2:7, i.e. Managers should be more involved in developing strategic tasks, and craftsmen should be more involved in executing them.
The significance of the factors for achieving the competitiveness of a product - quality, price, quality of service, consumer costs - should be approximately the following: 4: 3: 2: 1, i.e. in the allocation of resources when forming strategies, priority should be given to ensuring the quality of goods. Before applying a structural approach, it is recommended to structurize the problem, for example, build a tree of product competitiveness indicators.
The basis of management methodology is a systems approach.
A systems approach to management suggests that managers should consider the organization as a set of interrelated elements, such as people, structure, tasks, technologies, that are focused on achieving various goals in a changing external environment.
The interrelation of these elements and the organizational integrity of managed activity systems are ensured by the systemic organization of management itself and its role specialization. The systems approach views any organization as a system consisting of interconnected elements.
Functional content of the organization
A function is a set of actions that are relatively homogeneous in some way, aimed at achieving a particular goal and subordinate to the general goal of management.
The functions performed in an organization can be divided into large groups.
1. Production functions – ϶ᴛᴏ functions of the main, auxiliary and servicing production of goods, services, information or knowledge. They are performed by workers, technicians, engineers, secretaries, designers, technologists, inspectors, accountants and other workers who are called specialists.
2. Management functions of production functions - functions for planning, forecasting, organizing, coordinating, stimulating and controlling the activities of workers engaged in primary, auxiliary and service industries. These functions are performed by site foremen, foremen, group or project leaders, and other employees who have specialists under their subordination, whose actions they direct with their decisions. These workers are called managers.
3. Management functions of management activities – ϶ᴛᴏ strategic management, external representation and consulting activities. These functions are performed by employees who have managers at their disposal and direct their activities in accordance with the goals and mission of the organization. Such workers are called managers.
In an organization's management system, two groups of functions are most important: production management functions and management activities management functions.
It is worth noting that they are implemented by a set of procedures for management activities carried out by the subject of management. Note that each procedure must include a set of operations. Based on all of the above, we come to the conclusion that the following hierarchy is formed:
· specific management functions;
· general management functions;
· standard procedures;
· set of operations.
| Parameter name | Meaning |
| Article topic: | Structural approach |
| Rubric (thematic category) | Production |
Process approach
Functional approach
Essence functional approach is the fact that a need is perceived as a set of functions that need to be performed to satisfy it. Once the functions have been established, several alternative objects are created to perform these functions and the one that requires the minimum total cost is selected. life cycle object per unit of its beneficial effect. Object development chain: needs - ʼʼ, functions -> indicators of the future object -> change or formation of the structure of the system. The tool for applying the functional approach is functional cost analysis, a description of which is given in the specialized literature, for example.
Process approach considers management functions as interrelated. The management process is a chain of continuous interrelated actions strategic marketing, planning, process organization, accounting and control, motivation, regulation. In the center of the circle is coordination of work.
Structural approach to management problems is the determination of the significance, priorities among factors, methods, principles and other tools in their totality in order to establish the rationality of the relationship and increase the validity of resource allocation. A variation of the structural approach, which more accurately determines the importance of factors in their totality, is the more complex ranking method, which is described in detail in the specialized literature.
Situational (variant) approach Situational approach focuses on the fact that the suitability of various parameters and management methods is determined by the specific situation in a specific place and at a specific time. Since there is such an abundance of factors both in the company itself and in the external environment, there is no single the best way manage the object. The most effective method V specific situation is the method that most closely matches the given situation and is maximally adapted to it. The application of the situational approach is based on alternatives achieving the same goal during the adoption or implementation of a management decision (plan, etc.), taking into account unforeseen circumstances.
Normative approach Essence normative approach consists of establishing management standards for all management subsystems. Standards should be established according to essential elements subsystems: target, supporting, controlled and controlling. These standards should. meet the requirements of complexity, efficiency, validity and prospects for application in scale and time.
Structural approach - concept and types. Classification and features of the category "Structural approach" 2017, 2018.
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