In order to improve the quality of controllability, solve strategic and tactical problems, and create optimal conditions for successful development, enterprises are developing an organizational structure with information flow diagrams (orders, plans, reports) and examples. At the top of the diagram are owners, general managers and directors, in the middle are mid-level specialists, and at the bottom are executives. The organizational structure is chosen depending on the size of the organization and field of activity. Ideally, configuration design and development work should be under the control of owners or senior management.

Regardless of the type, the main task of the organizational structure is to distribute responsibilities and rights between the subsections of the enterprise. Management develops a regulation on the structural unit, consisting of general provisions, defining the main functions and tasks, responsibilities and rights, and the order of relationships.

The diagram shows:

• divisions of the enterprise with the designation of functions in management;
• control levels in the form of steps;
• vertical and horizontal connections that ensure interaction.

The structure of an enterprise depends on the company's orientation and staffing levels (composition of employees). The company can focus on using new opportunities, searching for the most effective resources, and developing new markets. containing a list of departments and positions of employees (with determination of salaries), based on the planned production volumes and the volume of the wage fund.

Regardless of the type, organizational systems of enterprises must be:

1. simple (with a minimum number of levels);
2. economical (with minimal expenditure of financial resources);
3. flexible (able to easily change when internal and external factors change);
4. effective (capable of providing maximum results with minimal investments).

In essence, the organizational structure is the division of labor in management. A perfect system can effectively influence a company and improve its performance.

When developing a scheme, the organization takes into account:

• organizational and legal form;
• type, nomenclature, range of products;
• supply and sales markets;
• production technologies;
• volume of information flows;
• provision of resources.

Organizational structure and staffing levels are interdependent. In a small company, the manager most often manages alone. As the number of employees increases, the need for a more complex structure with intermediate levels arises.

Types of organizational management structures with diagrams and examples

Depending on the type of connections in structural units, economists divide organizational structures into the following types:

1. linear;
2. functional;
3. linear-functional;
4. divisional;
5. matrix;
6. combined.

Linear

Any company can use a linear design, regardless of staffing levels. It implies the sole management of each division by a full-time manager reporting to a superior manager.

An example would be the following:

The main feature of this configuration is only linear connections, which have a number of advantages:

• a clear system of relations between superiors and subordinates;
• clearly defined responsibilities;
• direct instructions are carried out quickly;
• high level of transparency of all elements;
• simple controls.

When choosing, you need to take into account the disadvantages: high workload on top management, the inability to quickly resolve disagreements between structural units, dependence on the abilities of the manager. This is the best option for a small company with comprehensively trained senior management that can cope with the concentration of power and the huge flow of information.

If a linear diagram is supplemented with connections between individual units, it will turn into a functional one. This is clearly seen in the following example:

Departments are grouped based on the type of activity. Functional connections allow departments to monitor each other's work. If staffing allows, support services can be organized. This determines the advantages:

1. reducing the burden on senior management;
2. reducing the need for full-time general specialists;
3. the ability to create substructures;
4. improving the quality of manufactured products.

Disadvantages include increased complexity of information flows due to the large number of channels, difficulties in coordinating actions, and excessive centralization.

Linear-functional

A linear-functional configuration makes it possible to avoid the disadvantages of a linear and functional system. Functional services prepare information for line managers who make production and management decisions. But the level of responsibility decreases, the burden on management increases, and a tendency towards centralization appears.

Divisional

A divisional system that divides the organization as follows is considered more flexible:

These are independent structures with their own services. Sometimes these may be subsidiaries that are registered as independent legal entities.

Divisional configuration:

1. decentralized;
2. relieves managers;
3. increases survival rate;
4. develops management skills among division heads.

But connections between employees weaken, duplicative functions may appear, and control over the overall situation decreases.

Matrix

From the diagram and example of the matrix structure of the organization, it is clear that it is poly-administrative.

Activities are carried out simultaneously in several directions. This configuration is suitable for design organizations and other enterprises launching new projects and programs. A manager is appointed, employees are sent from all departments. Upon completion of work, they return to their previous places. This configuration is not suitable for permanent use, although it allows:

• promptly fulfill orders;
• reduce costs for the development and implementation of new products;
• prepare leaders.

The matrix complicates the work of the organization, conflicts arise between department heads and project managers.

Combined

Combined schemes allow you to group divisions according to any attribute and various criteria. This makes it possible to create a system that corresponds to the strategy, to combine the principle of unified leadership with the principle of specialization. But it is not always possible to create a flexible configuration, which leads to redundant vertical interaction.

Conclusion

Considered, it can be concluded that the organizational structure requires the development of not only a diagram, but also regulations on the organization, regulations on divisions, business process regulations, job descriptions, staffing schedules, management and budgeting regulations. Samples will not help in development, since research into the specifics of connections, strategy goals, and economic and social characteristics of the company is required.

The regulation on a structural unit is a local regulatory act of the organization, which determines the procedure for creating a unit, the legal and administrative position of the unit in the structure of the organization, the tasks and functions of the unit, its rights and relationships with other units of the organization, the responsibility of the unit as a whole and its head.
Since the requirements for regulations on structural divisions and the rules for their development are not established by law, each enterprise independently decides which issues of organizing the activities of a particular division should be regulated in these local regulations.
Let's start with what is meant by a structural unit and for what type of unit the recommendations below are developed.
Structural subdivision is an officially designated management body for a certain area of ​​the organization’s activities (production, service, etc.) with independent tasks, functions and responsibility for their implementation. A division can be either separate (branch, representative office) or not having the full characteristics of an organization (internal). It is for the second type of units, that is, internal, that these recommendations have been prepared.
As follows from the Qualification Directory of Positions of Managers, Specialists and Other Employees, approved by Resolution of the Ministry of Labor of Russia dated August 21, 1998 No. 37 (as amended on November 12, 2003), the development of regulations on structural divisions should be carried out by the department of organization and remuneration. Since such a unit is not created in every organization, this work is usually entrusted either to the personnel service, which most often initiates the introduction of regulations, or to the personnel service (personnel department). The legal or legal department may also be involved in the collaboration.
In some organizations, it is accepted that each structural unit independently develops its own regulations. It is unlikely that such a practice can be called correct, especially if the company has not developed uniform rules and requirements for these local regulations.
General management of the work on drawing up regulations on structural divisions is, as a rule, carried out by the deputy head of the organization (for personnel, administrative and other issues).

Types of structural units

When assigning a name to a structural unit, first of all, you need to decide what type of unit is being created. The most common is to structure the organization into the following divisions:
1) control . These are divisions formed according to industry and functional characteristics, and ensure the implementation of certain areas of the organization’s activities and manage the organization. They are usually created in large companies, state and local governments and combine smaller functional units (for example, departments, divisions);
2) branches . Treatment and prevention, medical institutions and organizations are most often structured into departments. These are usually industry or functional divisions, as well as departments that combine smaller functional divisions.
Government bodies are also structured into branches (for example, branches are created in regional customs departments). As for banks and other credit institutions, as a rule, branches in them are created on a territorial basis and are separate structural units registered as branches;
3) departments . They also represent divisions structured along industry and functional lines, which, like departments, ensure the implementation of individual areas of the organization’s activities. Typically, such units are created in state authorities and local governments; they combine smaller structural units (most often departments). Departments are also created in representative offices of foreign companies and in companies in which management is organized according to Western models;
4) departments . Departments are understood as functional structural units responsible for a specific area of ​​activity of the organization or for organizational and technical support for the implementation of one or more areas of activity of the organization;
5) services . “Service” most often refers to a group of functionally united structural units that have related goals, objectives and functions. In this case, the management or leadership of this group is carried out centrally by one official. For example, the service of the deputy director for personnel may combine the human resources department, the personnel development department, the organization and remuneration department, and other structural units that perform functions related to personnel management. It is headed by the Deputy Director for Personnel and is created to implement a unified personnel policy in the organization.
The service can also be created as a separate structural unit, formed on a functional basis and intended to support the activities of all structural units of the organization within the framework of the implementation of one direction. Thus, the security service is a structural unit that ensures physical, technical and information security of all structural units of the organization. The labor protection service is also most often created as an independent structural unit and for the implementation of a very specific task - to coordinate labor protection activities in all structural divisions of the organization;
6) bureau . This structural unit is created either as part of a larger unit (for example, a department) or as an independent unit. As an independent structural unit, the bureau is created to conduct executive activities and service the activities of other structural divisions of the organization. Basically, “bureau” traditionally refers to structural units associated with “paper” (from the French bureau - desk) and reference work.
In addition to the above, production units are created as independent structural divisions (for example, workshops ) or units serving production (for example, workshops, laboratories ).
The rationale for the creation of one or another independent structural unit, as a rule, is linked to the traditions of the organization (recognized or informal), management methods and goals. The choice of unit type is indirectly influenced by the number of personnel. So, for example, in organizations with an average number of employees of over 700 people, occupational safety bureaus are created with a regular number of employees of 3 - 5 units (including the boss). If the staff of a structural unit responsible for ensuring labor safety includes 6 units, then it is called the labor protection department.
If we look at the organizational structure of federal executive authorities, we can find the following relationship: the staffing level of a department is at least 15-20 units, a department within a department is at least 5 units, an independent department is at least 10 units.
The rules and principles of structuring a commercial organization, staffing standards for a particular unit are determined by its management independently. However, it should be taken into account that the fragmentation of the organizational structure into independent divisions consisting of 2-3 units, the managers of which do not have the right to make management decisions, leads to a “blurring” of responsibility and loss of control over the activities of all structural units.
As already noted, independent units, in turn, can be divided into smaller structural units. These include:
a) sectors . Sectors (from the Latin seco - cut, divide) are created as a result of temporary or permanent division of a larger structural unit. Temporary structuring occurs when two or more specialists are allocated within a department to solve a specific task or carry out a specific project, headed by a chief or leading specialist; After completing the assigned task, the sector is disbanded. The main functions of the permanent sector are the implementation of a specific area of ​​activity of the main unit or the solution of a certain range of issues. For example, in the financial department, a sector for financing operating expenses, a sector for methodology and taxation, a sector for financing investments and lending, and a sector for securities and analysis bureaus can be created as permanent ones; a sector for the implementation of a specific investment project can be created as a temporary one;
b) plots . These structural units are created on the same principle as permanent sectors. Usually they are strictly limited by “zones” of responsibility - each section is responsible for a specific area of ​​​​work. Usually, the division of a structural unit into sections is conditional and is not fixed in the staffing table (or in the structure of the organization);
c) groups . Groups are structural units created according to the same principles as sectors and sections - they unite specialists to perform a specific task or implement a specific project. Most often, groups are temporary in nature, and their creation is not reflected in the overall structure of the organization. Typically, a group operates in isolation from other specialists of the structural unit within which it was created.
The specific name of the division indicates the main activity of the allocated structural unit. There are several approaches to establishing the names of departments.
First of all, these are names that contain an indication of the type of unit and its main functional specialization, for example: “financial department”, “economic management”, “x-ray diagnostic department”. The name may be derived from the titles of the positions of the chief specialists who head these divisions or supervise the activities of these divisions, for example, “service of the chief engineer”, “department of the chief technologist”.
The name may not contain an indication of the type of unit. For example, “office”, “accounting”, “archive”, “warehouse”.
Production divisions are most often named according to the type of product produced or the nature of production. In this case, the designation of the type of division is appended to the name of the product produced (for example, “sausage shop”, “foundry shop”) or the main production operation (for example, “car body assembly shop”, “repair and restoration shop”).
If a structural unit is assigned tasks that correspond to the tasks of two or more departments, this is reflected in the name - for example, “financial and economic department”, “marketing and sales department”, etc.
The legislation does not have rules for establishing the names of structural units - as a rule, organizations assign them independently, taking into account the above rules. Previously, state-owned enterprises were guided by officially approved staff standards for the number of structural units, the Unified Nomenclature of Employee Positions (Resolution of the USSR State Committee for Labor dated 09.09.1967 No. 443) and the Nomenclature of Positions for Managerial Personnel of Enterprises, Institutions and Organizations (Resolution of the USSR State Committee for Labor, the USSR State Statistics Committee and the USSR Ministry of Finance dated 03.06. 1988).
Currently, to determine the name of a structural unit, it is advisable to use the already mentioned Qualification Directory of positions for managers, employees and other specialists, which contains the names of heads of departments common to all sectors of the economy (heads of departments, heads of laboratories, etc.). In addition, when resolving this issue, one should also be guided by the All-Russian Classifier of Worker Occupations, Employee Positions and Tariff Grades (OKPDTR).

Composition of the Regulations details

Basic details of the position<*>about a structural unit as a document are:

The draft Regulations on the structural unit are subject to approval:

In order to avoid inaccuracies in the wording of the relationship of the unit with other structural units, duplication of functions in the regulations on different structural units, it is desirable that the draft Regulations be agreed upon with the heads of those structural units with which the unit interacts. If the number of departments with which the draft Regulations must be coordinated is more than three, then it is advisable to issue approval visas in the form of a separate approval sheet.
Such details as the date of publication may not be included, since the date of the Regulation will actually be considered the date of its approval. The number may also not be indicated, since its own Regulations are developed for each structural unit.
The text of the Regulations can be structured into sections and subsections. The simplest is structuring into sections:
1. General Provisions".
2. “Goals and objectives.”
3. "Functions".
4. "Rights".
A more complex structure is in which sections are added to the above sections:
“Structure and staffing”;
“Management (management)”;
"Interaction";
"Responsibility".
The structure is even more complex, which includes special sections devoted to the operating conditions of the unit (working mode), issues of control and verification of the activities of the structural unit, assessment of the quality of the unit’s performance of its functions, and the property of the structural unit.
In order to show how regulations on structural divisions are drafted, let’s take a department such as the personnel department. A sample of the Regulations on the simplest, but sufficient for the technocratic organization of the activities of this unit is given in the “PAPERS” section (p. 91). To develop provisions according to this model, it is enough to use the recommendations below for the first four sections. As for more complex models of regulations on structural divisions, one of them, prepared taking into account the recommendations for all sections, will be published in one of the next issues of the journal.

Section 1. “General Provisions”

This section of the Regulations covers the following issues:
1.1. Place of the unit in the structure of the organization
If an organization has a document such as “Organization Structure,” then the location of the unit is determined on its basis. If there is no such document, then the Regulations indicate the place of the unit in the organization’s management system, and also describe what this structural unit is - an independent unit or a unit that is part of a larger structural unit. If the name of the unit does not allow one to determine the type of unit (for example, archive, accounting), then it is advisable to indicate in the Regulations the rights under which it was created (with the rights of a division, department, etc.).
1.2. The procedure for creating and liquidating a division
As a rule, a structural unit in a commercial organization is created by order of the head of the organization by his sole decision or in pursuance of a decision made by the founders (participants) of a legal entity or a body authorized by them. The details of the document on the basis of which the unit was created are indicated when establishing the fact of creating a structural unit.
The same paragraph determines the procedure for liquidating a division: who makes such a decision and what document it is drawn up. If the employer establishes special rules for the liquidation of a unit in his organization, then it is advisable to describe the liquidation procedure here (provide a list of liquidation measures, the timing of their implementation, the procedure for paying compensation to employees). If the organization applies general rules for reducing the number of employees of the organization, then in this paragraph of the Regulations it is sufficient to limit oneself to a reference to the relevant articles of the Labor Code of the Russian Federation.
It is extremely undesirable to use the concept of “abolition of a structural unit,” since abolition means the cessation of the activities of a structural unit not only as a result of the liquidation of the unit, but also as a result of its transformation into something else. However, since it is still desirable to resolve this issue, the Regulations must provide for the procedure for changing the status of a structural unit (its merger with another unit, transformation into a different type of unit, separation of new structural units from its composition, merger of a unit with another unit).
1.3. Subordination of the structural unit
This paragraph indicates to whom the structural unit reports, that is, which official exercises functional management of the unit’s activities. As a rule, technical departments report to the technical director (chief engineer); production - deputy director for production issues; economic planning, marketing, sales divisions - Deputy Director for Commercial Affairs. With such a distribution of responsibility between management employees, the office, legal department, public relations department and other administrative units may report directly to the head of the organization.
If a structural unit is part of a larger unit (for example, a department within a department), then the Regulations indicate to whom (job title) this unit is functionally subordinate.
1.4. Fundamental documents that guide the division in its activities
In addition to the decisions of the head of the organization and general local regulations of the organization, the Regulations list special local regulations (for example, for the office - Instructions for office work in the organization, for the personnel department - Regulations on the protection of personal data of employees), as well as industry-wide and sectoral legislative acts ( for example, for accounting - the Federal Law “On Accounting”, for the information protection department - the Federal Law “On Information, Informatization and Information Protection”).
The structure of this clause of the Regulations may be as follows:

"1.4. The department carries out its activities on the basis of: ___________________________________"
(name of documents)
or
"1.4. In its activities the department is guided by:
1.4.1. ______________________________________________________________________.
1.4.2. __________________________________________________________________________"
or
"1.4. When solving its problems and performing its functions, the department is guided by:
1.4.1. ________________________________________________________________________.
1.4.2. _______________________________________________________________________"

1.5. Other
The Regulations on the structural unit may contain other information that determines the status of the unit. So, for example, the location of a structural unit may be indicated here.
The same section of the Regulations may contain a list of basic terms and their definitions. It is advisable to do this in the regulations on structural units that perform specific functions and whose staff includes specialists performing duties unrelated to the main tasks of the unit (for example, in the Regulations on the information protection department, it is advisable to explain what is meant by “information leakage” , “object of information”, “reaction”, etc.).
In addition, other issues that will be discussed further as part of other sections of the Regulations on the structural unit can be included in the “General Provisions” section.

Depending on the activities of the enterprise and for ease of defining its functions, there are various divisions. The most common is to structure the organization into the following divisions:

• 1) management. These are divisions formed according to industry and functional characteristics, and ensure the implementation of certain areas of the organization’s activities and manage the organization. They are usually created in large companies, state authorities and local governments and combine smaller functional units (for example, departments).
• 2) departments. Treatment and prevention, medical institutions and organizations are most often structured into departments. These are usually industry or functional divisions, as well as departments that combine smaller functional divisions.

Government bodies are also structured into branches (for example, branches are created in regional customs departments). As for banks and other credit institutions, as a rule, branches in them are created on a territorial basis and are separate structural units registered as branches;

• 3) departments. They also represent divisions structured along industry and functional lines, which, like departments, ensure the implementation of individual areas of the organization’s activities. Typically, such units are created in state authorities and local governments; they combine smaller structural units (most often departments). Departments are also created in representative offices of foreign companies and in companies based on Western models.
• 4) departments. Departments are understood as functional structural units responsible for a specific area of ​​activity of the organization or for organizational and technical support for the implementation of one or more areas of activity of the organization;
• 5) services. “Service” most often refers to a group of functionally united structural units that have related goals, objectives and functions. In this case, the management or leadership of this group is carried out centrally by one official. For example, the service of the deputy director for personnel may combine the human resources department, the personnel development department, the organization and remuneration department, and other structural units that perform functions related to personnel management. It is headed by the Deputy Director for Personnel and is created to implement a unified personnel policy in the organization.

The service can also be created as a separate structural unit, formed on a functional basis and intended to support the activities of all structural units of the organization within the framework of the implementation of one direction. Thus, the security service is a structural unit that ensures physical, technical and information security of all structural units of the organization. The labor protection service is also most often created as an independent structural unit and for the implementation of a very specific task - to coordinate labor protection activities in all structural divisions of the organization;

6) bureau. This structural unit is created either as part of a larger unit (for example, a department) or as an independent unit. As an independent structural unit, the bureau is created to conduct executive activities and service the activities of other structural divisions of the organization. Basically, “bureau” traditionally refers to structural units associated with “paper” and reference work.

In addition to the above, production units (for example, workshops) or units serving production (for example, laboratories) are created as independent structural divisions.

The rationale for the creation of one or another independent structural unit, as a rule, is linked to the traditions of the organization (recognized or informal), management methods and goals. The choice of unit type is indirectly influenced by the number of personnel. So, for example, in organizations with an average number of employees over 700 people, occupational safety bureaus are created with a staff of 3-5 employees (including the boss). If the staff of a structural unit responsible for ensuring labor safety includes 6 units, then it is called the labor protection department. If we look at the organizational structure of federal executive bodies, we can find the following relationship: the staffing level of a department is at least 15-20 units, a department within a department is at least 5 units, an independent department is at least 10 units.

The rules and principles of structuring a commercial organization, staffing standards for a particular unit are determined by its management independently. However, it should be taken into account that the fragmentation of the organizational structure into independent units consisting of 2-3 units, whose managers do not have the right to make management decisions, leads to a “blurring” of responsibility and loss of control over the activities of all structural units.

As already noted, independent units can be divided into smaller structural units. These include:

• a) sectors. Sectors are created as a result of temporary or permanent division of a larger structural unit. Temporary structuring occurs when two or more specialists are allocated within a department to solve a specific task or carry out a specific project, headed by a chief or leading specialist; After completing the assigned task, the sector is disbanded. The main functions of the permanent sector are the implementation of a specific area of ​​activity of the main unit or the solution of a certain range of issues. For example, in the financial department, a sector for financing operating expenses, a sector for methodology and taxation, a sector for financing investments and lending, and a sector for securities and analysis bureaus can be created as permanent ones.
• b) plots. These structural units are created on the same principle as permanent sectors. Usually they are strictly limited by “zones” of responsibility - each section is responsible for a specific area of ​​​​work. Usually, the division of a structural unit into sections is conditional and is not fixed in the staffing table (or in the structure of the organization);
• c) groups. Groups are structural units created according to the same principles as sectors and sections - they unite specialists to perform a specific task or implement a specific project. Most often, groups are temporary in nature, and their creation is not reflected in the overall structure of the organization. Typically, the group operates in isolation from other specialists in the structural unit.

The specific name of the division indicates the main activity of the allocated structural unit. There are several approaches to establishing the names of departments.

First of all, these are names that contain an indication of the type of unit and its main functional specialization, for example: “financial department”, “economic management”, “x-ray diagnostic department”. The name may be derived from the titles of the positions of the chief specialists who head these divisions or supervise the activities of these divisions, for example, “chief engineer service”, “chief technologist department”. The name may not contain an indication of the type of division. For example, “office”, “accounting”, “archive”, “warehouse”.

Production divisions are most often named according to the type of product produced or the nature of production. In this case, the designation of the type of division is appended to the name of the product produced (for example, “sausage shop”, “foundry shop”) or the main production operation (for example, “car body assembly shop”, “repair and restoration shop”).

If a structural unit is assigned tasks that correspond to the tasks of two or more departments, this is reflected in the name - for example, “financial and economic department”, “marketing and sales department”, etc.