The effectiveness and competitiveness of any company will be, to one degree or another, determined by the features of its construction. The organizational structure of the company must take into account the following laws:
compliance with its strategic goal of the development of the company;
adaptability of functions and structure, that is, adaptability to the latest conditions and unforeseen circumstances;
effective impact on the final economic indicators of the project at each phase of its life cycle;
ensuring the optimal level of leadership, which should competently delegate its authority;
the formation of an individual responsibility system, when a specific executor (the one who implements it) will be responsible for the implementation of any function or project;
it should have a standard level of controllability.
The organizational structure of a company can be of several types. Let us consider in more detail the main ones.
The classical linear-functional organizational structure of the company is obsolete, because it is distinguished by its simplicity. The management process is carried out "top-down", and each department clearly fulfills its purpose. But at present it is rarely used. The exception is small and medium-sized firms, as well as large divisions.
The divisional organizational structure of the company is characteristic of large enterprises. Large autonomous production and business units (branches, divisions) and corresponding levels of management are usually distinguished here . In addition, they are provided with operational and production independence and responsibility for generating income.
The following divisional types exist:
Food companies, which stand out in view of the services provided and products. For example, the organizational structure of an insurance company.
Regional firms that are formed on a regional basis, depending on the territories that they serve.
The organizational structure of the management company, which focuses on a specific consumer. There are a large number of such options.
The adaptive organizational structure of the company is characterized by a number of indicators:
there is no bureaucratic regulation of activities in governing bodies ;
there is no division of labor according to the type of work;
flexibility in the management structure with decentralization in decision making, individual responsibility of each employee for the overall result;
it is able to relatively easily and quickly change shape, adapting to changing conditions;
focused on accelerated execution of even very complex projects, problems and complex programs, and all this with a limited time;
governing bodies are temporary.
Among the distinguished structures, the most common in modern economic conditions is divisional. But it will become the most effective and most preferred given the following conditions:
in large companies, if you plan to expand production and business operations;
at enterprises with a wide range of products;
in organizations in which production is highly diversified ;
in stable firms where production is practically not subject to market fluctuations;
if the company begins intensive penetration into the foreign market or if it carries out activities on an expanded international scale, in several markets.
But each company must be structured in accordance with its strategic and tactical goals.