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Mechanistic (bureaucratic) management structures. Mechanical organizational structures of management General characteristics of mechanistic organizational structures include

Mechanistic organizational structures are divided into linear, functional, linear-functional and divisional structures.

Linear structure management is characterized by the concentration of all powers and all responsibility in the hands of the head of each level. It is characterized by the presence of only vertical connections. This structure is used mainly by small and medium-sized firms (Fig. 5.1).

At the head of each management unit is a leader, endowed with all powers, and carrying out the sole management of subordinate employees and concentrating all management functions in his hands. Its decisions, passed down the chain "from top to bottom", are binding on all lower levels. The leader, in turn, is subordinate to a higher leader. On this basis, a hierarchy of leaders of this management system is created. At the same time, subordinates carry out the orders of only one leader. The higher management body does not have the right to give orders to any performers, bypassing their immediate supervisor. Individual specialists or functional units help the line manager in collecting and processing information, in analyzing business activities, preparing management decisions, but they themselves do not give instructions or instructions to the managed object.


Rice. 5.2. Functional management structure.

Linear-functional structure assumes that the first line manager in the development of specific issues and the preparation of appropriate decisions, programs is assisted by a special management apparatus, consisting of functional units. All instructions and orders, the performers receive only from their immediate line manager (Fig. 5.3).


Rice. 5.3. Linear-functional organizational structure

Divisional structure arose as a result of the expansion of the company's activities or their diversification. The word "divisional" comes from the English word "division", which means "separation, part of a department." The division of the organization into departments in this type of structure occurs according to three criteria: by product, customer groups and geographic regions. These departments operate as almost independent organizations and report only to the central authority.

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Fundamentals of Management

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Linear control structure.

In a linear management structure, each manager provides leadership to subordinate units in all activities.

The advantages of such a structure are simplicity, efficiency, and ultimate unity of command.

The main disadvantage is the high requirements for the qualifications of managers.

Functional management structure.

Functional organizational structure - the relationship of administrative management with functional management.

Tasks in it are distributed in accordance with professional qualifications. People of one specialty are concentrated in departments headed by department heads.

Typically, a company with such an organizational structure has departments of marketing, sales, development (in modern terms - innovative), production and purchasing departments.

Its management apparatus consists of financial, administrative, human resources and public relations departments.

Sometimes an independent design department can be allocated, which, like the development department, can be research.

Within the departments, further division of responsibilities is possible: in accordance with a more fractional specialization, product-market combination (PMC) or regional activity. With regard to the latter option, the sales department, for example, in this case breaks up into national sales companies. The sales department can be divided in accordance with the GRP if the company has divisions that produce products for both a wide range of consumers and designed for a small circle of consumers.

A functional organization has the following advantages:

  • -can achieve a high level of specialization;
  • - you can manage and exercise control over each type of activity;
  • - it is relatively easier to optimize the staff of functional departments;
  • Relatively easy to innovate.

But there are also disadvantages:

  • - it is relatively difficult to coordinate various types of activities necessary for the implementation of a common product or regional policy; moreover, such coordination requires a lot of time; - it is rather difficult to carry out changes in the production process or in the product itself than changes within functional departments;
  • - the ratio between the quality of the function and profit cannot be determined unambiguously;
  • - Differences of opinion of officials may arise, both in relation to responsibilities and in relation to product and regional policies. In principle, managers' careers are related to their work in functional organizations, so they lack general management experience, which is especially evident when they are invited to higher positions.

Linear-functional management structure.

Linear-functional structure - step-hierarchical. In this case, line managers are single bosses, and they are assisted by functional bodies. The line managers of the lower levels are not administratively subordinate to the functional heads of the higher levels of management.

Sometimes such a system is called a staff system, since the functional managers of the appropriate level make up the headquarters of the line manager.

The linear-functional management structure is characterized by:

  • - high centralization of strategic decisions and decentralization of operational ones;
  • -organization of directive communications according to the one-line principle;
  • - the predominant use of coordination tools with technical support.

Generally speaking, headquarters should advise and participate in the preparation of decisions, but not give specific directives. However, due to their professional competence, their employees often have a strong informal influence on line managers. If they perform only an advisory function, then there is a risk that their work has little effect on the course of production processes.

The structure has the following advantages:

  • - provides high professional specialization of employees; - allows you to determine exactly where decisions are made, and the necessary resources;
  • -promotes standardization, formalization and programming of management processes.

Flaws:

  • - the formation of goals specific to functional units makes it difficult to harmonize them horizontally;
  • - the structure is inertial and hardly reacts to changes.

Divisional management structure.

Divisional - a structure in which divisions (branches) are distinguished either by area of ​​activity or geographically.

Divisional management structures focus on products, technologies, sales markets, regions. This provides:

  • -relatively greater independence of the heads of divisions;
  • -organization of directive communications according to the linear principle;
  • -relatively powerful use of the coordination tool with technical support;
  • -quick response to market changes;
  • - release of top managers of the company from the need to make operational and routine decisions;
  • -reducing the number of conflict situations due to the homogeneity of goals in the division.

The disadvantages of this structure include:

  • -relatively high costs of coordinating decisions due to decentralization up to separate funding from the budget for determining settlement prices;
  • - with decentralization, the advantages of cooperation are lost, which often requires the centralization of the performance of individual functions (R&D, supply, etc.).

Essence and main characteristics of mechanistic structures

Definition 1

Mechanistic control structures(also often referred to as "rigid" or "bureaucratic") - structures that are characterized by a rigid hierarchy. The main types of structures of this kind are: linear, linear staff, linear functional and divisional.

Mechanistic control structures resemble well-oiled mechanisms that do not allow deviations in their work and work according to a clearly defined scheme.

Main characteristics of mechanistic structures:

  • a significant number of structural divisions horizontally
  • consistency
  • formalization of management processes
  • centralization of management
  • low degree of participation of employees in the development of solutions.

The main varieties of traditional mechanistic structures

Linear control structure- this is perhaps the simplest, historically the first kind of mechanistic structures. This is a multi-level system, where each superior manager exercises sole leadership of his subordinates. In turn, lower-level managers report only to their immediate, higher-level managers. The linear structure is most often used by small firms that produce homogeneous and uncomplicated products.

The most widely used type of mechanistic control structures is linear-functional. As the name suggests, this structure combines both linear and functional connections. Linear-functional structures have proven themselves well in practice and for this reason are the basis of many standard forms of management. This kind of structure is most suitable for managing a firm in a relatively stable environment.

Linear headquarters structures, along with line management bodies, include specially created headquarters units. The latter are primarily intended to facilitate the work of line managers in relation to various functional areas (for example, finance, personnel, planning, control, etc.). Staff units report directly to the line manager and do not have independence in decision-making.

Divisional mechanistic management structures

Remark 1

Divisional structures, one might say, are a natural result of the evolution of traditional organizational and managerial structures.

In divisional structures, the key management figures are managers (rather than functional leaders). Structures of this kind, unlike their "older counterparts", are distinguished by a greater degree of decentralization. They are based on profit centers, both by product and by customer and/or region.

The organization of divisions of companies in accordance with the product principle is one of the earliest forms of divisional structures. However, it should not be considered that such an organization is already obsolete, since today most of the large manufacturers of diversified consumer products still use this divisional structure.

The consumer-oriented divisional structure is most often used in the humanitarian sphere (including, it is often used by educational institutions). It is also actively used by banks, wholesale and retail firms, etc.

Divisional structures, by and large, are characterized only by the loss of a single decision-making center. In other aspects, they largely repeat the traditional mechanistic management structures.

Organizational management structures

Under organization management structure is understood as an ordered set of interrelated elements that are in stable relations with each other, ensuring their functioning and development as a whole.

The elements of the structure include individual employees of the organization, services, departments and other parts of the management apparatus. In any OSU, each of its elements has a specific place and corresponding connections, through which the interaction of elements occurs in the control process (direct and indirect connections).

Relationships between them are defined and maintained through four types of organizational relationships:

  • horizontal;
  • vertical;
  • linear;
  • functional;
  • cross-functional.

Horizontal links- links that reinforce the nature of the coordination of elements; usually one level.

Vertical links- connections that reinforce the nature of the subordination of elements in the hierarchy of management in the organization; as a rule, multilevel (i.e. characterize the presence of several levels of management).

Linear connections- connections between line managers, characterizing the movement of management decisions and information between them. Arise between divisions and heads of different levels of management. Typically, this type of relationship appears where one leader is administratively subordinate to another.

Functional links- links between the main management functions in the organization, characterizing the movement of information and management decisions between them. Also, this type of communication characterizes the interaction between departments and managers associated with the conduct of certain activities at different levels of management in the absence of administrative subordination between them.

Cross-functional links - links that arise between units of the same level.

OSU is divided into mechanistic (bureaucratic) and adaptive (organic).

Linear organizational structure of management is the most common type of mechanistic structure.

A multi-level management system in which a higher manager exercises sole leadership of subordinate lower managers subordinate to him, and lower managers report only to one person - their immediate superior. According to this principle, a hierarchy of services is formed, penetrating the entire organization to the very bottom.

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

In its pure form, the linear structure is found mainly in small organizations that have not yet found their place in the market; in organizations that do not have subordinates with a high or medium level of culture; in organizations where the production process is well established and there is no need for frequent changes in goals and technologies.



Figure 1 shows a diagram of a linear organizational structure.

Advantages of a linear management structure:

a clear system of mutual relations of functions and divisions;

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

clear responsibility;

quick reaction of executive departments to direct instructions from superiors;

coordination of actions of performers;

Efficiency in decision-making;

simplicity of organizational forms and clarity of relationships;

· the minimum production costs and the minimum cost of products.

Disadvantages of a linear control structure:

Lack of links dealing with strategic planning;

· in the work of managers at almost all levels, operational problems ("churn") dominates over strategic ones;

overload of top-level managers;

The tendency to red tape and shifting responsibility when solving problems that require the participation of several departments; Little flexibility and adaptability to changing situations; Criteria for the efficiency and quality of work of departments and the organization as a whole are different; The tendency to formalize the assessment of the efficiency and quality of work of departments leads usually to the emergence of an atmosphere of fear and disunity; a large number of "management floors" between workers producing products and a decision maker; an increased dependence of the organization's performance on the qualifications, personal and business qualities of top managers.

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

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

Functional organizational structure of management - the structure of governing bodies, in which each governing body is specialized in performing a certain range of production, technological, design, financial, information or support functions. Compliance with the instructions of the functional body within its competence is mandatory for production units.

It developed as an inevitable result of the increasing complexity of the management process. The peculiarity of the functional structure lies in the fact that although unity of command is preserved, special units are formed for individual management functions, whose employees have knowledge and skills in this area of ​​management.

In principle, the creation of a functional structure comes down to grouping personnel according to the broad tasks that they perform. Specific characteristics and features of the activities of a particular unit (block) correspond to the most important areas of activity of the entire enterprise.

The traditional functional blocks of an enterprise are the departments of production, marketing, and finance. These are broad areas of activity, or functions, that are available in each enterprise to ensure the achievement of its goals.

If the size of the entire organization or a given department is large, then the main functional departments can, in turn, be subdivided into smaller functional divisions. They are called secondary or derivative. The main idea here is to maximize the benefits of specialization and not allow leadership to be overloaded. However, some care must be taken to ensure that such a department (or division) would not put their own goals above the general goals of the whole enterprise.

Figure 2 shows a diagram of the functional organizational structure.

Figure 2 - Scheme of the functional organizational structure of management

Benefits of a functional management structure:

high competence of specialists responsible for the implementation of specific functions;

· expanding the capabilities of line managers for the operational management of production as a result of their release from the preparation of information on issues of functional activities;

· the functional structure of production management is aimed at performing constantly recurring routine tasks that do not require prompt decision-making. Functional services usually include highly qualified specialists who perform specific activities depending on the tasks assigned to them.

The disadvantages of functional management structures include:

Difficulties in maintaining constant relationships between various functional services;

a lengthy decision-making process;

Hierarchy in the structure of relationships;

Lack of mutual understanding and unity of action between employees of functional services of different production departments of the company;

Reducing the responsibility of performers for work as a result of depersonalization in the performance of their duties, since each performer receives instructions from several managers;

· duplication and inconsistency of instructions and orders received by employees "from above", since each functional manager and specialized unit puts their issues in the first place;

Violation of the principles of unity of command and unity of management.

The essence of the functional structure of the organization lies in the fact that all complex decisions that require technical, economic, legal, psychological and other special knowledge should be made only by employees who specialize in these areas and have the necessary competence, which ordinary line managers do not have.

Although the functional structure allows to manage organizational processes with the inclusion of the largest number of competent managers, professionals in narrow areas of knowledge and activity, the functional structure is practically not used in modern organizations due to its inefficiency.

As the experience of organizations has shown, the effect is achieved only if one person, a single leader, is responsible for the entire production process in a department or in one area. in fact, it is a line manager. The constant change of specialist managers inevitably gives rise to irresponsibility, lack of control over activities; double subordination, as well as role conflicts and uncertainty of role settings. Due to these circumstances, the functional structure in its pure form is not currently used.

Linear-functional organizational structure of management. The practice of using linear structures suggested some ways to overcome their shortcomings, in particular, the combination of a centralized linear structure and a highly specialized functional structure.

The essence of the linear-functional structure is that the organizational structure includes separate structural units: (subdivisions) that perform highly specialized functions at a high professional level. The influence of the activities of these structural units extends to certain aspects of the linear structure in this way: at some point in the activity, the line manager transfers his management rights to representatives of the functional structure, but makes sure that the prerogatives of the functional manager do not go beyond his competence. For example, to improve the production process, the intervention of designers is required, the head of the corresponding section in production facilitates the work of designers, but generally does not interfere in the details of their activities. As soon as the designers complete their work, the site manager fully regains the prerogatives of power and manages the entire production process on the site, including the implementation of the designers' recommendations.

Linear links make decisions, and functional units inform and help the line manager in developing specific issues and preparing appropriate decisions, programs, plans for making specific decisions.

Functional services bring their decisions to the executors either through the top manager, or (within special powers) directly. As a rule, functional services do not have the right to independently give orders to production units. The role and powers of functional units depend on the scale of economic activity and the management structure of the company as a whole.

Functional services carry out all the technical preparation of production; prepare options for solving issues related to the management of the production process; release line managers from planning, financial calculations, logistics of production, etc.

The line-functional structure (and its derivatives) is probably one of the most common in medium-sized enterprises.

Figure 3 shows a diagram of a linear functional structure.

The linear-functional management structure has a number of advantages:

quick implementation of actions on orders and instructions given by higher managers to lower ones,

rational combination of linear and functional relationships;

stability of authority and responsibility for personnel.

unity and clarity of command;

higher than in a linear structure, the efficiency of making and implementing decisions;

personal responsibility of each leader for the results of activities;

professional problem solving by specialists of functional services.

Disadvantages of a linear-functional structure.

duplication of the functions of the manager and functional specialists in the process of management activities;

· Insufficient for large enterprises, and enterprises operating in a dynamic market, the efficiency of decision-making;

The unwillingness of managers to take responsibility for decisions made;

The emergence of intra-production barriers that limit the scope of the interest of functional units in the effective development of production

Disagreements between line and functional services;

opposition of line managers to the work of functional specialists;

Misinterpretation of information transmitted to line performers by functional managers.

In addition, a linear functional structure is often understood as a structure in which an enterprise is divided into several independent linear structural units, each of which performs its own specific functions, for example, marketing, production, etc. In this case, the structure has the characteristics of both a linear and divisional structure (depending on the level of delegation of authority).

Divisional organizational structure of management. One of the noticeable trends in the organizational restructuring of enterprises in a transitional economy is a significant increase in the independence of individual links in management structures and the creation of subsidiaries on this basis. Around large enterprises, a network of small mobile firms is being formed that can quickly rebuild in relation to changing demand. Thanks to this, the enterprises of manufacturers of products are approaching the consumer sector, and the process of selling products is accelerating. From the production and organizational structure of many large enterprises, subdivisions with a complete production cycle stand out. On the one hand, independent economic entities are created, focused on certain consumers, and on the other hand, the integrity of the production and technological complex, the general focus and profile of its activities are preserved.

The shift away from the use of strictly functional corporate management schemes in favor of a divisional structure for organizing activities by departments is quite clearly traced with the development of production diversification. However, in practice, there is a certain restraint towards decentralization, and its acceptable limits are set. This is due to the fact that the negative aspects of the excessive freedom of departments and enterprises in choosing areas of production activity and making responsible management decisions have become clearly visible. Therefore, the top managers of many corporations, without abolishing the departments that have received sufficient independence, make significant amendments to their organizational structure, subordinating them to their power to a much greater extent.

The divisional form can be viewed as a combination of organizational links serving a specific market and managed centrally. Its logic is to combine the autonomy of departments with a centrally controlled process of resource allocation and evaluation of results.

The construction of organizations according to the divisional principle is determined by grouping by type of management. This type includes structures that are formed either on a product or territorial basis, or are consumer-oriented. The most typical is a product management structure, in which departments specialized in types of products with independent economic activities are subordinate to the central management of the organization.

At product/commodity organization divisions are allocated in accordance with the various products that the company produces, and these can be quite different products - not necessarily car models or different types of soft drinks, etc. This type of organization may involve the production of various parts at different branches, and their assembly at other branches. So, if we again take the automotive industry as an example, one division can produce motors, another car bodies, a third various electrical parts, and several branches assembly finished products. Each branch in this case focuses on a certain type of product, adjusts its internal structure to its production, quickly solves many problems that previously - with a linear functional organization - would require discussion either at the very top or in large functional units, which significantly slowed down the decision-making process.

Very common in the world territorial type of divisional structure. It is especially typical for multinational companies. Each country or group of countries has its own characteristics, they are primarily related to the behavior of buyers and the choice of the right marketing strategy in the field of assortment, pricing, product promotion, etc. To centralize marketing activities in a multinational corporation is to deliberately reduce profits. This circumstance encourages companies to separate branches on a territorial basis. This type of structure is also important for Russia with its regions, which are so different from each other both in terms of their economic development and cultural traditions.

Client principle allocation of divisions in the divisional structure is not entirely deservedly ranked third. It is due to the fact that there are not so many companies that are clearly focused only on it in building their structure. The example given at the beginning of this chapter of a manufacturer of office supplies for consumers, corporate customers, and government organizations can illustrate how it can be applied in practice. There are manufacturers of children's toys that distinguish divisions based on the age of customers: one division produces products for children 1-2 years old, another for 3-5 year olds, and a third for children of primary school age. At the same time, from a methodological point of view, the client criterion is the most important and, ultimately, the only one used in the divisional structure. The difference in goods is, first of all, the difference in the customers for whom they are produced, the difference in territories is, again, first of all, the difference in the people who inhabit them. Therefore, ultimately, behind the first two more common criteria, there is one single client principle for distinguishing departments.

The diagram of the divisional organizational structure is shown in Figure 4.

The advantages of a divisional structure are:

higher adaptability compared to previously existing structures;

Improving the coordination of the activities of functional departments within departments;

· opportunities for further development of the independence of departments, decentralized organization of financial flows;

The most important advantage of the divisional structure is the possibility of developing internal cost accounting.

In general, within the framework of the financial structure of the enterprise, there are three types of units:

1) profit centers - units that make a profit or must be profit-oriented in their activities (6 if today they are not able to earn money inside and outside the company, this indicates incompetent management);

2) loss centers - those units whose existence is considered necessary for the organization as a whole, but which, by definition, are unable to earn money (according to the classical economic theory coming from Adam Smith, there should not be such units, but real economic practice abounds of this kind examples: educational centers of the company, medical institutions, departments related to the development and testing of products, etc.)

3) venture centers - units that today bring quite justified losses, but tomorrow are able to make a profit (first of all, they include new divisions of the company that currently spend more money on their development than they bring profits).

An organizational system consisting of such centers is practically impossible to develop within the framework of a linear functional structure. How much profit did the accounting or planning department make? This question is often rhetorical. The answer to this question requires very complex counting procedures, which are usually effective only when there are independent organizations in the market that provide such services.

The disadvantages of a divisional structure are:

duplication of management functions in various departments;

less cost-effectiveness in comparison with a linear-functional structure;

· complexity of distribution of powers between the central headquarters and divisions.

The high cost and duplication of functions become a serious brake on the introduction of divisional management structures at domestic enterprises. The lack of funds, the inability to ensure the profitability of individual industries most often lead the management of organizations to the idea that the linear-functional structure is not only the simplest and most understandable, but also the most effective in Russian conditions.

Mechanistic control structures

Linear management structure.

The essence of the linear (hierarchical) management structure is that the control actions on the object can be transferred only by one dominant person - the leader, who receives official information only from his directly subordinate persons, makes decisions on all issues related to the part of the object managed by him and is responsible for its work to a higher manager (Fig. 16.2.).

Linear management structure

This type of organizational management structure is used in the conditions of functioning of small enterprises with simple production in the absence of extensive cooperative ties with suppliers, consumers, scientific and design organizations, etc. Today, such a structure is used in the management system of production sites, individual small workshops, as well as small firms of a homogeneous and uncomplicated technology.

The advantages of the linear structure are due to the ease of use. All duties and powers are clearly distributed here, and in this regard, conditions are created for an operational decision-making process to maintain extremely important discipline in the team.

Among the shortcomings of the linear construction of the organization, rigidity, inflexibility, unsuitability for further growth and development of the enterprise are usually noted. The linear structure is aimed at a large amount of information transmitted from one level of management to another, limiting the initiative of workers at lower levels of management. It makes high demands on the qualifications of managers and their competence in all matters of production and management of subordinates.

The increase in the scale of production and its complexity is accompanied by a deepening division of labor, differentiation of the functions of the production system. At the same time, the growth in the volume of management work is accompanied by a deepening of the functional division of managerial labor, the separation and specialization of management units. This creates a functional type of control structure.

Functional management structure

The functional structure has developed as an inevitable result of the complexity of the management process. The peculiarity of the functional structure is, in fact, that although unity of command is preserved, special subdivisions are formed for individual management functions, whose employees have knowledge and skills in this area of ​​management.

In principle, the creation of a functional structure comes down to grouping personnel according to the broad tasks that they perform. Specific characteristics and features of the activities of a particular unit (block) correspond to the most important areas of activity of the entire enterprise.

Traditional functional blocks of the enterprise - ϶ᴛᴏ departments of production, marketing, finance. These are the broad areas of activity, or functions, that each enterprise has to ensure that its goals are achieved.

Functional management structure

If the size of the entire organization or a given department is large, then the main functional departments can, in turn, be subdivided into smaller functional divisions. Οʜᴎ are called secondary, or derivatives. The main idea here is to maximize the benefits of specialization and not allow leadership to be overloaded. At the same time, it is extremely important to exercise some caution so that such a department (or division) does not put its own goals above the general goals of the whole enterprise.

In practice, it is usually used linear-functional structure (staff).

The linear-functional structure is a stepped hierarchical structure (Fig. 16.4.). Under it, line managers are single bosses, and they are assisted by functional bodies. The line managers of the lower levels are not administratively subordinate to the functional heads of the higher levels of management.

The linear-functional system provides, starting from the second level of the hierarchy, the division of the control task "by functions". Staffs can be created in the central and other government bodies, forming a staff hierarchy.

Sometimes such a system is called a headquarters system, since the functional managers of the appropriate level make up the headquarters of the line manager.

Linear-functional management structure.

This management structure is characterized by:

High centralization of strategic decisions and decentralization of operational,

Organization of directive relations on a one-line principle,

The predominant use of coordination tools with technical support.

In theory, the headquarters should give consultations and participate in the preparation of decisions, but not give specific directives. At the same time, due to their professional competence, their employees often have a strong informal influence on line managers. If they perform only an advisory function, then there is a risk that their work has little effect on the course of production processes.

The structure has the following advantages:

Provides high professional specialization of employees,

Allows you to accurately determine the places of decision-making and the necessary resources (personnel),

Promotes standardization, formalization and programming of management processes.

Flaws:

Establishing unit-specific goals makes it difficult to align horizontally,

The structure is rigid and difficult to respond to change.

Mechanistic control structures - concept and types. Classification and features of the category "Mechanistic control structures" 2017, 2018.