Effective organizational structure, signs and rules of construction. Organizational structures. Comparison. Optimum option. Effective, best model. Management Organization Efficiency Using this structure in various companies
Topic 1. Question 7. List and justify the composition of the organizational project of production management systems for industrial and territorial entities
The design of the organization is associated with the leadership of decisions relating to many areas of the organization's livelihoods. These solutions concern such elements of the organizational structure as:
1. The level of division of labor and specialization: the effective and productive functioning of the organization cannot be achieved when one of its members or one parts make everything that the organization does, or when all its members or part of it do the same. Therefore, in any organization there is a division of labor between its members or parts.
2. Department and cooperation: Specialization growth separate work The organization is limited to opportunities for their coordination. You can solve this problem if you start grouping similar works and their performers, i.e. Start to implement a certain organizational separation of the performers of similar works. This process of organizational separation grouped on a certain basis of works is called department. Vesnin V.R. Management: Tutorial.-M: TK Velby, Publishing House Prospekt, 2004.-221c
3. Communication between the organization and coordination of their activities: in an organization consisting of many parts, their activities should be coordinated. This coordination acts as the basic structure of the organization, which is usually defined as a set of sustainable relations in it.
4. Scale of controllability and control: When designing an organization, people and work on any principle or on the basis of any criterion occurs. In the course of the grouping, the stage occurs when it is necessary to make a decision on how many people or works can directly be effectively united under a single manual. In the organization, each of the managers is limited by time, knowledge and skills, as well as maximum number Decisions that he can take with a sufficient degree of efficiency. That is why the scale of manageability and control is required.
5. Hierarchy of the organization and its storage: Hierarchy in general means the location of parts of the whole in order of the highest to the lower, and for organizations is just a management structure, or a storage. Organination Management: Textbook / Edited by A.G. Porshnev, Z.P. Rumyantseva, N.A. Salomatina. - M.: Infra-M, 2003.-463c
Topic 2. Question 1. Allow the definition of the concept of "management" and explain why management can only be carried out in social systems
The term "management" originated from the old-Russian word "government", that is, the ability to be managed with someone. In a broad sense, it is understood as an activity on the streamlining of processes occurring in nature, technology and society, eliminating their entropy (disorganization), uncertainty and bringing to the right state, taking into account their development trends and changes in the environment. Lebedev O.T. Fundamentals of Management.-SPb.: "Mime", 1998.-149c
In other words, management should ensure the orderliness of the relevant system, its integrity, normal functioning and development.
Any managerial activity consists of the following steps:
1. Receipt and analysis of information;
2. Development and decision-making;
3. Organization of their implementation;
4. Control, evaluation of the results obtained, making adjustment to the course of further work;
5. Remuneration or punishment of performers. Basovsky L.E. Management: Tutorial. - M: Infra-M, 2003.-95С.
Management is natural, technical and social.
The object of natural control is the processes occurring in nature, for example, the development of plants, the movement of water flows.
Technical refers to man-made objects, such as a car, etc.
The direct object of social management are people, their behavior.
Management as activity is reorganized in aggregate management processes. targeted solutions and actions performed by managers in a certain sequence and combination.
If managerial activity is fully or partially solves the task, embodied on the expected result, and ensures its achievement based on the optimal use of available resources, it is considered effective. In the first case, we are talking about external efficiency, in the second - about the inner.
Control has the property of the system.
The specific form of the system is the social system (society, firm, team, etc.)
Social systems are ordered, holistic; functionally and technologically inhomogeneous; hierarchical structures; Dynamic from the point of view of the composition and number of elements.
Usually they are constantly developing, evolving in the direction of complication, although sometimes they can degrade.
In order for the social system to be stable, and therefore viable, it must have a control element (control system). That is why the control can only exist in social system. In a system, which is characterized by orderliness, structurality, integrity. Only in the listed conditions may exist management.
Topic 3. Question 7. Justify the design procedure information support
Informational support is an integral part of any organization. That is why its design is necessary.
The procedure for designing information support is as follows:
1. Fixing the elements of the information base, the establishment of the number and quality of information that is necessary for this organization
2. Selecting the configuration of elements
3. Designing structure
4. Development of the regulations of the processes
5. Design of information support technology. Lebedev O.T. Fundamentals of management.-SPb.: Mime, 1998.-140s
Topic 4. Question 1. Give the definition of the concept of "organizational management structure" and describe how linear and functional relations are implemented in the management system
Construction of the management structure of the organization is an important part common function Management - organizing, one of the central tasks of which is to create the necessary conditions for the entire system of the organization's plans. Its implementation may require the restructuring of both the organization itself and its management system, as well as creating conditions for the formation of highly sensitive to changes in the culture of the organization. Vikhansky O.S., Naumov A.I.-M: Gardariki, 2002.-96c.
There is a close relationship between the management structure and the organizational structure: the organization's structure reflects the separation of work between units, groups and people, and the management structure creates coordination mechanisms that ensure the effective achievement of the general objectives and objectives of the organization. As a rule, measures for the design or change in the composition of the organization itself (disaggregation, merging, merging with other organizations, etc.) cause the need for appropriate changes in the management structure.
The management structure is an ordered set of links between links and workers engaged in solving management tasks of the Organization. It allocate such concepts as elements, communications and levels.
Relationships between the elements are supported by relationships that are customary to horizontal and vertical.
In addition, communication in the management structure can be linear and functional.
Linear bonds reflect the movement of management decisions and information between the so-called linear managers, i.e. persons fully responsible for the activities of the organization or her structural units.
Functional bonds take place through the mode of movement of information and management solutions for one or another control functions.
Topic 5. Question 5. Regulatory requirements for the formation of rights and responsibilities in job descriptions. Give an example of these sections of any particular job description
In the job instructions, such issues should be fully covered as its right to rest, for wages, on weekends, etc., as well as direct responsibilities related to its activities in the enterprise.
Official instructions of a personnel adaptation specialist:
The personnel adaptation specialist should know the organizational structure of the organization, technical and technological features and production needs, corporate requirements for work and ethics, the psychological features of the primary and secondary adaptation process.
Must own the basics of psychology of adaptation in the team, the ability of suggestion and belief in the significance of adaptation, the skills of recognizing hidden problems of adaptation and the causes of their occurrence.
Must be able to identify and resolve conflict situations before the oncoming crisis, the outcome of which can be the dismissal of the employee, fall labor discipline, productivity; To detect the domestic reserves of the rapid and unimpeded adaptation of new workers in the team.
Must periodically monitor the course of adaptation processes in the organization, to carry out explanatory work, consultation, lectures, " round tables", Convey information about the need for adaptation activities to all employees of the organization.
List of used literature
1. Basovsky L.E. Management: Tutorial. - M: Infra-M, 2003.-216c.
2. Vesnin V.R. Management: Tutorial. - M: TK Velby, Publishing House Prospekt, 2004. -504c.
3. Vikhansky O.S., Naumov A.I.-M: Gardarians, 2002.-288С.
4. Lafta J.K. Management: Tutorial. - M.: TK Velby, 2004.-592c.
5. Lebedev O.T. Fundamentals of Management.-SPb.: Mime, 1998.-325С
6. Management of the organization: a textbook / edited by A.G. Porshnev, Z.P. Rumyantseva, N.A. Salomatina. - M.: Infra-M, 2003.-716c.
It was indicated by Max Weber (German sociologist).
The concept was formulated by a concept that includes certain laws, principles and criteria for the management structure. In practice, the linear-functional management structure uses the principles built on the grouping of structural divisions: functional, process, project, product and counterparty. Dual name itself this concept Provides the duality of its essence.
Definition
According to modern economic DictionaryThe linear functional management structure belongs to the forms of management of the business entity, in which a combination of linear and functional management is carried out, which makes it possible to achieve a combination of various forms of management (centralization and decentralization).
Considering the various aspects of such an organizational structure, it is necessary first of all to pay attention to its ability to promote the high level of economic efficiency of the business entity. The linear-functional organizational structure of management is responsible for ensuring the maximum economic effect of a particular enterprise that operates in some market conditions.
Principles of use of the structure
This management system It should provide for the sole leadership by the company by one person - director. If it is necessary to implement some changes in the company to improve its activities, the lower structural divisions are preparing the relevant draft decisions considered by the head for the adoption of either inappropriate it.
Using this structure in various companies
The linear functional management structure of the organization is used by various business entities: from small companiesoperating in different market conditions to specialized subjects working only in stable market conditions. With an increase in the scale of the enterprise, the number of levels of the hierarchy is growing and the decision time is delayed. For a major enterprise operating in the conditions of the dynamic market, is the need for special structural units that can simplify and reduce management decision-making procedures. In other words, the transition to other management structures. It is also possible to use structures with horizontal connections. Thus, various modern business entities are focused on a decrease in the number of hierarchy levels.
Determining the effective organizational management structure of the enterprise
Introduction
Any organizational system is divided into two subsystems: financially providing subsystems engaged in the processing of resources applicants to its disposal to goods and services and the management subsystem, which includes a guide, monitoring the activities of the organizational system. The last call - managing systemwhich has its own structure providing conditions for the rational division of labor and mutual cooperation. Within the framework of this structure, employees managers have their own tasks, responsibility areas. At the same time, they enter into relations management, control, cooperation. These structures reflect and ensure the division of labor under which the enterprise management process is carried out.
While the task of implementing the strategy developed and adopted for the execution is facing all enterprise divisions, acting as a whole, the management of the company will carefully consider the organizational aspect of management - how to properly and effectively coordinate the work of all elements of the complex business mechanism.
The object of study of this work is the branch of OJSC Rostelecom TCMS-15.
The subject of the research is the organizational structure of the branch management.
The problem of the enterprise is the lack of profit growth.
In this work, the goal is to determine the effective organizational structure of enterprise management. At the same time, the author considers the structure as a way to distribute authority and responsibilities and how the authority and responsibility are transferred within the Organization.
Based on the purpose of the study in the paper, the following tasks are set:
Study and analysis of the global and domestic practice of designing and improving the organizational structure of enterprise management;
Conducting an analysis of the economic activity of the enterprise;
Consideration and analysis of the existing organizational structure of enterprise management;
Nomination of proposals for improving the organizational structure;
Payment economic efficiency Proposed events.
In a broad sense, the challenge of the manager is to select the structure that best meets the goals and objectives of the organization, as well as influencing it internal and external factors. The "best" structure is the one that allows you to effectively interact with the external environment, productively and appropriately distribute and direct the efforts of employees and meet the needs of customers and achieve the objectives of the organization.
The scientifically based formation of organizational structures of enterprise management is the actual task of the current stage of adaptation of economic entities to the market economy. In the new conditions, it is necessary to widely use the principles and methods for designing a management organization based on a systematic approach.
Without the development of methods for designing management structures, further improvement of management and improving production efficiency are difficult because:
first, in the new conditions in a number of cases, it is impossible to operate with old organizational forms that do not satisfy the requirements of market relations, create a risk of deformation of the management tasks themselves;
secondly, it is impossible to transfer the patterns of technical systems in the scope of economic management. A complex approach The improvement of the organizational mechanism was previously replaced by the work on the implementation and use of automated control systems (ACS) - work extremely important, but not the only in the development of management at all levels. The work on the creation of the ACS is often maintained in the separation from improving the management structure, is not sufficiently related to organizational factors;
thirdly, the creation of a structure should rely not only on experience, an analogy, the usual schemes and, finally, intuition, but also on scientific methods organizational design.
1 World and domestic theory and practice of designing and improving organizational structures of enterprise management
1.1 Organizational enterprise management structure. Concept and species
The organizational structure is a holistic system specifically designed in such a way that people working in its framework could most effectively achieve the goal.
The organizational structure determines the relation (interconnection) between the functions performed by the organization's employees. It manifests itself in such forms as a division of labor, the creation of specialized divisions, hierarchy of posts, intra-corporate procedures and is a necessary element of an effective organization, since it gives it internal stability and allows you to achieve a certain order in the use of resources.
Organizations can be classified by three main types of constructing an organizational management structure:
linear functional;
divisional;
matrix.
Linear functional schemes of organizational structures historically emerged within the framework of factory-proof production and were the corresponding "organizational" reaction to the complicated production and the need for interaction under changed conditions with a large number of institutions external environment (Mass Consumer, Financial Organizations, International Competition, Legislation, Government, etc.). The basis of this scheme (Figure 1.1) are linear units that carry out the main operation and servicing their specialized functional units created on a "resource" basis: personnel, finance, production, etc.
Figure 1.1 - Linear functional organizational structure
Analysis of this structure in shows the following advantages:
High level of competence of specialists and their qualifications,
This form is effective for performing worked plans and operates with stable activity of the enterprise,
It makes it easy to manage subordinates.
No effectiveness in the difficult situation in the market, because the initiative is difficult and effective transmission from the bottom up,
Decisions are accepted at the top level, as a result of which the efficiency is lost,
Weak coordination of functional units,
The promotion and remuneration system is based on a specialist's ability to perform tasks inside the functional unit, and not the contribution to the end result.
In search of the exit from the situation of the ineffectiveness of the activities of linear and functional structures, a number of US companies in the 20s carried out decentralization of management by creating so-called divisional structures (DUPON, General Motors). In the 60-70 years, for major US firms, this has become a dominant approach. The essence of this approach in the allocation into the Office of the Office as the main structural element of the non-functional service, but fully autonomous in the economic relations of the production department - large plant Or group of enterprises - producing a certain type of product. These branches were imposed on all responsibility for the development, production and marketing more or less homogeneous products.
Figure 1.2 - Circuit diagram of a divisional organization
In general, the divisional scheme in building an organization allows the latter to continue its growth and efficiently manage various types of activities in different markets. Managers of production units within the framework of the enshrinedness of the product or territory coordinate activities not only through the line, but also by functions and thereby develop the required quality of quality and thereby develop the required quality of general guidelines. Thus, a good personnel reserve is created for the strategic level of the organization. The separation of decisions on levels shares their adoption and improves their quality.
At the same time, it is necessary to remember that inside the production departments there is a tendency to "shortening" targets. Due to the growth of the management apparatus, overhead costs increase due to the creation of offices. The central distribution of key resources in the event of their disadvantage can lead to the development of intersdest conflicts. In large divisional organizations, an intersdest career is hampered, and in a mechanistic approach, a person is generally lost and its resource is not used in an efficient way.
To a certain extent, the disadvantages of the divisional system managed to resolve with the transition to organizations constructed with the inclusion of the matrix schema elements: the project management, temporary target groups, permanent complex groups. The matrix scheme is simply impracticable within the framework of a mechanistic approach. It requires a transition to an organic approach that ensures great opportunities in the design of horizontal, informal and indirect connections that are largely attributes of a matrix organization.
The matrix structure is always a combination of two organizational alternatives - functional and product (project). Thus, two formal schemes of structures in the matrix organization appear. The main task of the manual is to maintain the balance between the two structures.
Employees of the matrix structure have double subordination as the head of the project team and its functional leaders.
This approach provides - the development of innovative technologies, efficiency, initiative, etc. Disadvantages of such a structure - greed, costs, struggle for power.
1.2 Causes of changes in the organizational structure of enterprise management
Bringing the structure in accordance with the changed conditions is one of the most important management tasks. In most cases, the decisions on the adjustment of structures are accepted by the highest leaders of the organization as part of their main responsibilities. Significant on-scale organizational transformations are not carried out until the solid confidence appears in the fact that there are serious reasons for this that cause them. Some situations can be called individually or in combination when the cost of adjusting the structure or the development of a new project is justified.
Unsatisfactory functioning of the enterprise. The most common cause of the need to develop a new organization project are failures in an attempt to apply any other methods for reducing costs, increase productivity, expansion of all tapering domestic and foreign markets or in attracting new financial resources. Usually, first of all, such measures are being taken as changes in the composition and level of qualifications of working, the use of more advanced management methods, the development of special programs. But, in the end, managers on summit They conclude that the reason for the unsatisfactory activity of the enterprise is certain shortcomings of the organizational structure of the management.
Overloading top management. Some enterprises manage to function satisfactorily only the price of excessive exhausting load on several senior managers. If apparent measures to change methods and control procedures do not allow to reduce the load, do not lead to a long-term relief, the redistribution of rights and functions, adjustments and refinement in the forms of organization becomes a very effective means of solving this problem.
Lack of orientation to the perspective. The future development of the enterprise requires the highest focus on strategic tasks, regardless of the nature of the enterprise and the kind of activity. And at the same time, so far, many senior leaders continue to pay for operational issues, and their decisions that will have an impact in the distant perspective are based on a simple extrapolating current trend towards the future. The highest leader (or their group) must be aware that its most important duty is to make an enterprise able to develop and implement a strategic program with the completeness that the legal and economic independence of the enterprise allows. Ensuring such abilities is almost always associated with the transformations of organizational forms, as well as with the introduction of new or changed decisions, and changed fundamentally.
Disagreements on organizational issues. Every experienced leader of the highest rank knows that the stability in the organizational structure of the enterprise, as a rule, testifies not so much about the inner harmony, how much about the successful solution of conflict situations. The existing structure, what it would be, it creates obstacles to effective work, it makes it difficult to achieve the goals of some departments or units, it does not clearly reflect the value of some functional roles, allows for the unfair distribution of power, provisions and powers, etc. When there are deep and stable disagreements about the organizational structure and especially when the highest leadership doubts about the optimal form, the only way out is a thorough study of the structure. Changing the leadership often causes a decision on reorganization. One group of managers can effectively act as part of a specific structure. A group that will be replaced may find such a form of a completely inconsistent approach to the problems of the enterprise.
These circumstances, which, as experience showed, is usually preceded by a large-scale study of the organization, are a symptom of a number of reasons, one of which act within the enterprise, while others fully exit its sphere of influence.
Rising activity. Even in the conditions of a sustainable range of products, stable production processes and marketing with a continuous increase in the size of the enterprise there is a need for a significant structural transformation. To increase the scale of activity can be adapted and by means of small changes in the structure. Nevertheless, if the main structure remains unchanged, coordination makes it difficult, the leaders will be overloaded, the functioning of the enterprise will deteriorate.
Increased diversity. Expanding the range of products or services, exit to various markets, additional development of new production processes makes completely new moments in the organization. As long as these heterogeneous elements are relatively small, they can be adapted to any part of the existing structure. But when they take huge sizes - according to resources used, needs, risk, future opportunities, then structural changes become inevitable.
Association of business entities. The merger of two or several enterprises, even the same in character, necessarily makes some changes to the organizational structure. Problems of coincidence of functions, excess personnel, confusion in the distribution of rights and responsibilities require immediate solution. The compound with small units usually affects the structure to a lesser extent, but if such a fusion occurs for quite a long time, changes in the main structure become inevitable. If two or more large enterprises are combined, then large structural changes should be expected.
Change management technology. Scientific advances in the field of management are beginning to have an increasing impact on organizational structures and processes (progressive methods of information processing, research and planning, design and matrix forms of construction, etc.). New posts and functional units appear, decisions are changed. Some branches - production of mass products, manufacturing industries, transport and distribution systems, some financial institutions - in reality changed fundamentally thanks to the progress of management technology. In these industries, the enterprise, which lagged in the application of modern management methods, turned out to be in adverse conditions with tight and more growing competition.
The influence of production processes. The influence of scientific and technical changes to the organizational structure has in recent years most of the investigated and common aspect of organizational change. Fast sectoral research, growth scientific institutionsThe widespread distribution of project management, the growing popularity of matrix organizations - all this indicates the dissemination of the impact of the exact sciences on industrial organizations.
External economic situation. Most industrial enterprises are in an ever-changing economic environment. Some changes are made sharply, due to which the normal functioning of the enterprise suddenly becomes unsatisfactory. Other changes that occur slower and are more fundamental, forcing enterprises to switch to other areas of activity or move to new funds and methods of managing activities in their former field. In any case, the most likely result will be a change in the main management tasks, and therefore the new organizational structure.
1.3 Analysis and design of the organizational structure of enterprise management
Each of the noted above circumstances leads to changes in the structure and may be the same as the need to revise the main strategy of the enterprise. Neither the strategy nor the structure can be installed independently of each other. However, priority is given to tasks, goals, allocation of resources and basic programs that make up the company's strategy. This is due to the fact that most of the major problems in large enterprises are rather strategic than the organizational nature.
The inability to survive and function effectively most often is the result of:
Unreasonable strategic decisions are accepted;
Enterprises are trying to continue the activity in the amount that is no longer economical;
Fails to establish a release new products or there is not sales of products and not where necessary;
Firms with one sales market are not able to diversify production.
The redistribution of tasks, rights and responsibilities, information flows increases the efficiency of the organization by product growth and at least temporarily restrains the growth of costs, increases profitability. Improving organizational forms is often promoted by developing new and more advanced strategic decisions.
If the structure cannot exist without strategy, the strategy also cannot be successful without the structure corresponding to it. Almost any large enterprise, you can find examples when the implementation of well-conceived strategic plans prevented the organizational structure, which detained their implementation or preference to the decision of secondary issues.
Thus, the structure is inextricably linked with the strategy. At one time, a static approach to the development of the organization's project and corrective changes was practiced. The objectives of the current activities of the enterprise were determined, which were then aggregated at the upstream levels in the form of a traditional pyramid. Now, no organizational scheme of a large enterprise can only be based on current activities. It should definitely reflect any possible changes in the main task of the enterprise, goals and strategic programs of the Supreme Guide.
This relationship of the strategy and structure underlies all recommendations for adjusting and changing the organization of the enterprise management. An analytical process for the study of the company's strategy is an integral element of adjustments in the structure, regardless of whether production is a multi-person or homogeneous, private or state. The methods used, as a rule, consist of five stages.
The first stage is to find out the task of the enterprise, the areas of uncertainty and the most likely alternatives of development. The exact and certain answer to the question of the tasks of the enterprise largely determines the overall structure. It is almost always possible to give a clear and unambiguous answer to a similar question for many organizations or their parts. In the case of the formation of completely new enterprises, the definition of the task may be limited to the establishment of design parameters.
The second stage of the analysis of the organizational structure is to determine variables that significantly affect the task. At this stage, a deep analysis of the economic and production structure of the enterprise and its main components is necessary. Analysis is also needed here. ambientwhich operates an enterprise or planned its activities. The study of these two closely related regions (external and internal) leads to key solutions that can determine the success of the enterprise.
In the third stage, the goals and programs for the development of the enterprise are being studied. It is important to make sure that current goals correspond to the main task of the enterprise, and the programs are agreed with key successful functioning factors. This is a significant moment, since goals and plans have a direct impact on the organizational structure by determining priorities and values \u200b\u200bof previous decisions. Any organizational project includes inevitable changes. You can have a different relationship between production efficiency and innovations, between the volume of sales market and technical quality, between short-term and long-term planning. The enterprise programs, its strategy are a fundamental basis for making such decisions in the design of the organization.
At the fourth stage, they evaluate how much the structure of the organization meets the tasks, goals and factors, on which the success of its functioning depends. To do this, it is necessary to carefully examine the existing formal structure, to determine all its strengths and weaknesses, find out what flaws in the formal structure are compensated for informal elements and how efficiently.
Difficult, but inevitable moment in the analysis of the organization is the assessment of the human resources of the enterprise. Sometimes a serious shortage of employees of certain specialties cannot be filled with enough fast preparation of workers within the enterprise or a set of on the part, which cannot be considered in the distribution of functions within the framework of the existing structure. The researcher also studies the basic management processes - planning, distribution of resources, operational control - in order to establish how much they contribute to the fulfillment of the task, goals and strategic programs. The probability and validity of changes in the processes themselves are considered. An analysis of the organization and the environment provides a colossal amount of information that must be assessed in such a way that the decision can be decided, which is the final stage of the analytical process.
Organizational structures control We give basic definitions ...
Organizational management structures, teach effective interaction, collective decision-making, cooperation strategies
DocumentOn this topic organizational structures control, teach effective interaction, collective ... Decisions on the meeting. Definition tasks and list of questions ... Radically rebuild the whole structure enterprises. On the enterprise Work 100-150 ...
Lecture notes. 7 Structure and maintenance of the production management system. 7 The role and place of the course "Production management in the industry" in the preparation of managers. 7.
Lecture notesHigh goals with high efficiency. Organizational structure control enterprise Depends on production structureswhich determines the specialization and number ...
# Organization of production and enterprise management Tutorial
Textbook...; - constant desire for increased efficiency control enterprise. 22.3. Organizational structure Systems control enterprise Organizational structure Systems control enterprise It is called the composition of the subsystems or ...
We distinguish the effectiveness of organizational processes and the quality of the organization itself. Efficiency depends on the properties of the organizational structure, its methods of work and the effect of the external environment. Efficiency is manifested only as a result of the organization's work.
The purpose of the design of organizational structures is to allocate the directions of the development of an organization that seem most effective. One of the tasks in the design process is to develop a mechanism for assessing the effectiveness of the organization, selection of assessment tools. To solve this problem, the controls of the management, the functioning of the organization, management limitations are distinguished by the factors of efficiency and indicators of assessing the interaction between the departments and the levels of the hierarchy. The importance of this task is that the organizational structure does not exist separately from the general workflow, but has an impact on it. Consequently, the overall efficiency of the organization depends on the effectiveness of the organizational structure.
When designing an organizational structure or during the restructuring of the company, it is necessary:
- define the criteria in advance by which effectiveness will be estimated;
- based on the criteria to form a set of indicators for which an assessment will be made;
- the whole mass of the indicators lead to unified systemTo analyze the interdependency on the hierarchy levels.
Criteria for evaluation, tools and methods for analyzing efficiency that are used in practice may be different. Efficiency criterion - generalized indicator, rule based on which is chosen the best decision or the best process in the organization. Efficiency criteria show the most important parameters of the organization and allow us to design a system of performance indicators in order to enable subsequent analysis and control.
Evaluation indicators Efficiency
Divided into three groups:
- Expressing the final results of activity. Among them: profit growth, production growth, reduction of production costs, growth in profitability, improved product quality, reduction of production time, introduction of new equipment and technologies.
- Expressing management process:
- performance. Defined as the amount of products per employee-manager; or the ratio of production growth rates per employee-manager to the growth rate of production per employee of production.
- adaptability, flexibility. Defined with the help of a scoring system based on expert estimates. Characterize the ability of management to change the style of behavior depending on the needs of the organization and requests of the external environment.
- efficiency. Determined by temporal indicators (the cost of time for converting resources into products).
- efficiency. Determined by the cost level of the control unit. It is estimated according to the following indicators: the proportion of the cost of control in the cost of products; Share of Costs wages managers in the cost of products; Changing the amount of profit per employee manager; The proportion of managers in the total number of personnel.
- reliability. It is characterized by uninterrupted operation of the control apparatus. The reliability factor is calculated by the formula:
K \u003d 1 - KN / Cousch, where
KN - the number of unrealized solutions,
Kobshch - the total number of solutions in the organization.
- failing factor. Determined by the formula:
- duplication coefficient. Determined by the formula:
- the degree of centralization of functions. Determined by the formula:
- the efficiency ratio of information flows. Determined by the formula:
- coefficient of controllability. Determined by the formula:
CWS \u003d PVV F / PZV O, where
PVV F - the number of links in the organization at the moment,
PZV O is the optimal number of units in the organization.
Cd \u003d goat / kn, where
Goats - the number of works enshrined by divisions in fact
CN - the number of works defined by the standards.
KC \u003d RFC / RF, where
RFC - the number of solutions for function at the top levels of management,
RF is the total number of solutions for function at all levels of the hierarchy.
Ki \u003d DE / double, where
DE - the number of cases of efficient use of information (measured on the example of documents),
Twist - the total amount of information at the input (measured in documents).
Ku \u003d uv / un, where
UV - the scale of manageability is real,
UN is the norm of controllability according to standards.
Other evaluation indicators can also be applied, depending on the specifics of the industry, the size of the organization, the levels of the hierarchy, etc.
