The enterprise management structure is created to implement regulatory processes. You must admit that a lot of people work at the enterprise who need to be properly managed in order to achieve a good work result. It is for this purpose that a structure is being developed in which the work sections of each link are clearly and clearly entered. In this structure, the circle of duties of superiors and subordinates is clearly visible, the degree of subordination and division of labor in the organization is shown.
When developing the enterprise management structure, it is necessary to remember that:
- within the organization there is more competition than between different organizations;
- often the management structure does not help, but makes it difficult to determine the tasks of units due to their interdependence that has arisen in this way;
- Some organizations resist changes in their structure;
- often the management structure limits decisions determined by the development of society, the pace of technological growth and social changes.
Therefore, the structure of enterprise management must certainly be flexible, take into account various changes that can occur in society and be able to perceive them, and therefore, keep in dynamic balance all the time.
To build a flexible management structure often use the terminology adopted in architecture. In other words, the "structural architecture" in the management of the organization makes it possible to graphically see options for solving various problems, as well as to organize the work of all departments of the enterprise.
Types of enterprise management structures can be as follows:
- hierarchical;
- linear;
- linear - staff;
- divisional;
- structural;
- team members;
- design.
Each type of structure has its own advantages and certain disadvantages. Therefore, when developing an enterprise management structure, these aspects must be taken into account.
The hierarchical type of management structure arose at the beginning of the 20th century and consists in the exercise of control by higher management over lower levels of production and in strict submission to it.
The principles of such a structure are:
- the principle of the division of labor, according to which each employee clearly performs his work in accordance with his specialization;
- The principle of standardization of activities;
- The selection principle, according to which the acceptance and dismissal from the workplace is carried out by the enterprise in strict compliance with qualification requirements.
Linear-functional structure of enterprise management (linear) is the most common type of such structure. Among the advantages of this structure, it is worth noting a clear system of mutual relations between units; one-man management system, when in the process of the enterprise’s work, the head controls the entire process of work, concentrating the management of the company in his hands; pronounced responsibility of the leader; execution of orders and instructions of the management immediately.
The linear structure of enterprise management has the following disadvantages: the lack of a link that should deal with strategic planning; often the inability to adapt to changing situations; a large number of the management team of the organization, which leads to the emergence of "floors" between employees who produce products and the management of the enterprise.
The functional structure of enterprise management has developed as a result of the complexity of the management process. A feature of this type of structure is the formation of special units in which it is possible to prepare decisions that can come into force after approval by the management of the enterprise.
It should be noted that the linear-functional structure of enterprise management retains the unity of the head.