Management efficiency, criteria of enterprise management efficiency. Effective linear-functional structure of enterprise management Efficiency of organization management

Sales department structure: how to divide responsibilities

Learn the following principles to help you create effective sales department structure, and depending on the number of managers, sales channels, coverage area, choose the one that suits you best.

1. Structure of division by function

Depending on the specifics of the business, the responsibilities of all sellers should be broken down into the following areas:

Hunter- those who bring qualified leads to the company, create traffic of buyers in accordance with your target audience. The role of hunter in the company is played by call-center operators, traffic managers, seo-specialists, sales representatives.

Closer- those who are responsible for converting leads into a deal and increasing the average check.

Fermer- those who continue to accompany customers after the first purchase extend their life cycle through up-sale (selling more of the same product) and cross-sale (selling another product). If you are selling a one-time service, then you do not need fermer managers. In the retail business, the role of fermer will be played by marketing specialists whose task is to develop loyalty programs.

2. Structure of division by sales channel

You can distribute functions among your salespeople based on sales channels. It is important to do this because business processes are different everywhere. One manager does not have to work with everyone at the same time, he will not be able to fulfill the plan through any of the channels.

Options for dividing the functions of salespeople by work:

• With dealers;
• Direct clients;
• With retail outlets;
• With tenders;
• With retail chains.

And don't forget to decide on the priority channels that generate the main income. If your resources are limited, only work with them.

3. Structure of division by target audience

One and the same manager should not work with large and small clients at once, and also deal with radically different areas. For example, a salesperson cannot simultaneously supervise clients in the rebar wholesale and accounting industries. Change your department structure based on the size of your customers or the industry in which they work.

4. Structure of division by product

Take a look at the products you offer. Evaluate how the length of the deal differs. Depending on this, managers can be involved in sales:

• Expert with a long transaction cycle, require constant consultation. For example, if you are selling an it solution, a crm system.
• Transactional with a fast cycle of the transaction. For example, if you sell software licenses.

5. The structure of division by territorial distribution

It all depends on the territorial distribution of your clients. You must have a sales representative in each region.

The structure of the sales department: what should be the controllability zone

An effective department structure assumes that one manager () should have no more than 6-7 managers in direct subordination. Then he will have time to help sellers close deals and will be able to supervise their work for each client.

Under no circumstances should sellers be directly subordinate to the owner. Such cases sometimes occur in retail... The owner, due to his status, is not able to effectively manage them. Managers should only obey the ROP.

The structure of the sales department: how to set employees up for results

Our own experiment has shown that the best results can be achieved when the department structure involves the work of two or more sales departments. Firstly, this way you will increase the efficiency of the ROP. Secondly, you create competition between the ROPs of the two departments.

With such a structure, revenue increases by at least 15-20%. Therefore, if you employ 10-15 people, divide them into two teams, creating two departments.

The structure of the sales department: how to achieve competition among employees

You are doing well in the structure of the sales department, if you observe such a picture.

1. You clearly understand how the business process works. How sellers achieve results and with what resources.

2. In the structure of the sales department, there are not 1-2 station wagons, but at least 3 closers who are not engaged in either the current service of the base of regular customers.

3. You have a business manager who is responsible for operational management.

4. You can fire any employee, and this will not mean the collapse of the sales plan.

5. Employees are engaged in business, not gossip. In addition, they do not blackmail you to get better conditions for themselves.

6. The owner's income is always higher than the income of any of the managers and leaders. There is even a certain threshold, after which employees begin to "enter". If we talk about Moscow, then for managers it is equal to 120,000 rubles, and for the head of the department - 200,000 rubles.

In order for the company to observe a similar situation, take action.

1. You must recruit a team of at least 3 people who will perform the same type of work. So in the event of force majeure, you will not have a headache about who will replace a sick person who went on vacation or quit his job at the wrong time.

2. The operational activities of daily monitoring, training and personnel management of the commercial division should be delegated to a professional leader with relevant sales experience.

3. As soon as you recruit more than 6 employees, you will need to divide them into 2 groups. And put a boss over each.

4. The business process must be described, corrected, tested again, recorded in the regulations and transferred to.

5. Once again, take a good look at the system by which managers receive their remuneration. She should motivate them to achieve results, and not sit back. Complicated salary schemes are the best in this matter, in which a person, although he receives a solid payment for his work, but the main income comes from bonuses for fulfilling the plan and performance indicators.

Types of organizational structure of the sales department

1. Cellular structure (division by customer base) - assumes that the whole process is closed in one cell, which includes hunter, closer, fermer.

Example: In the certification business, hunter brings in a new customer and hands them over to closer and further to fermer. But in difficult matters, fermer again sends the client closer.

In addition, managers can be divided into groups by territory, product, target audience etc.

Observe the principle of manageability: 1 ROP = no more than 6-7 managers. If there are more employees, divide into several departments with your manager. It is important to create competition between departments and employees so that the work goes "with a twinkle".

Develop a system that will consist of 3 parts. Of these, only one should be fixed, and the other two should be tied to sales plans and key performance indicators.

Distinguish between the effectiveness of organizational processes and the quality of the organization itself. Effectiveness depends on the properties of the organizational structure, its methods of work and the influence of the external environment. Effectiveness is manifested only as a result of the work of the organization.

The purpose of designing organizational structures is to identify areas of development of the organization that seem to be the most effective. One of the tasks in the design process is to develop a mechanism for assessing the effectiveness of the organization, the selection of assessment tools. To solve this problem, the features of management, the conditions for the functioning of the organization, the limitations of management are investigated, the factors of efficiency and indicators for assessing the interaction between departments and levels of the hierarchy are distinguished. The importance of this task is that organizational structure does not exist separately from the general workflow, but influences it. Consequently, the overall effectiveness of an organization depends on the effectiveness of the organizational structure.

When designing an organizational structure or restructuring a company, it is necessary:

• to determine in advance the criteria by which the effectiveness will be assessed;
• based on the criteria, form a set of indicators for which the assessment will be made;
• the whole mass of indicators lead to unified system to analyze the hierarchy level interdependencies.

Evaluation criteria, tools and methods of performance analysis that are applied in practice may vary. Efficiency criterion is a generalized indicator, the rule on the basis of which the best solution or the best process in the organization. Performance criteria show the most important parameters of the organization and allow you to design a system of performance indicators to enable subsequent analysis and control.

Performance Evaluation Indicators

They are divided into three groups:

1. Expressing the end results of activities. Among them: profit growth, production growth, reduction of production costs, growth of profitability, improvement of product quality, reduction of production time, introduction of new equipment and technologies.
2. Expressive process control:

• performance. Defined as the number of products per managerial worker; or the ratio of the rate of growth of production per one managerial worker to the rate of growth of production per one worker in production.
• adaptability, flexibility. Determined using a point system based on expert assessments. They characterize the ability of management to change the style of behavior depending on the needs of the organization and the demands of the external environment.
• efficiency. Determined by time indicators (time spent converting resources into products).
• profitability. Determined by the level of costs for the management apparatus. Evaluated according to the following indicators: the share of costs for the maintenance of management in the cost of production; the share of costs for wages of managers in the cost of production; change in the amount of profit per one managerial employee; the share of managers in the total headcount.
• reliability. It is characterized by the smooth functioning of the control apparatus. The reliability factor is calculated using the formula:

K = 1 - Kn / Ktot, where

Kn - the number of unrealized decisions,

Total is the total number of decisions in the organization.

Expressing the rationality of the organizational structure, the level of technology and coordination.

• link ratio. Determined by the formula:

Ksv = Psv f / Psv o, where

Pzv f - the number of links in the organization at the moment,

Pzv about - the optimal number of links in the organization.

• duplication factor. Determined by the formula:

Kd = Goat / Kn, where

Goats - the number of works assigned to the subdivisions, in fact,

Kn - the number of works determined by the standards.

• the degree of centralization of functions. Determined by the formula:

Kts = Rfts / Rf, where

RFC - the number of decisions by function at the top levels of management,

Рф - the total number of decisions by function at all levels of the hierarchy.

• coefficient of efficiency of information flows. Determined by the formula:

Ki = Te / Dvkhod, where

De - the number of cases of effective use of information (measured by the example of documents),

Two-way - the total amount of information at the input (measured in documents).

• coefficient of controllability levels. Determined by the formula:

Ku = Uf / Un, where

Uf - the scale of controllability is real,

Ун - the norm of controllability according to the standards.

Other assessment indicators may be applied, depending on the specifics of the industry, the size of the organization, the levels of the hierarchy, etc.

To create an optimal structure of an enterprise means to create an optimal system of structural divisions, an effective system for the division of labor in these divisions and a system for coordinating activities. In enterprises with more than 15-20 people, this is a hierarchical system.

No one argues that “the strategy determines the structure” and the optimal organizational structure of the enterprise is the structure that ensures the most effective implementation of the strategy. In turn, the strategy is based on a "tree of goals", which proceeds from the socio-economic goals of the enterprise and sets private goals for all structural divisions.

Thus, if we build a "tree of goals", then at the same time we will determine the optimal organizational structure of the enterprise.

The basics of creating such a tree are briefly described in the article “Enterprise goal and strategy for achieving it. Conceptual framework". This article provides the following levels of the goals and strategies tree:

1. General goal-setting strategy
   Socio-economic goals for the near and long term.
2. Overall strategy
   Socio-economic goals by areas of activity.
   Balance of production, research, development and other possible directions.
3. Subject strategy (definition of subjects of activity)
4. Technical strategy (definition of each subject of activity)
5. Production and implementation (implementation) of each subject of activity - tactics

Strategy and structure are built from top to bottom. The initial goal is, as noted, socio-economic goals for the near and long term. And these are the goals of the level of the owner and manager of the enterprise. Based on which the head of the enterprise must determine the socio-economic goals in the areas of activity, and, of course, first determine these areas. It is clear that they can be defined in different ways, depending on competencies and personal affections.

What directions of activity can be established by the head. These are, firstly, managerial and auxiliary (accounting, AXO, IT, planning dispatch, etc.), here we will not dwell on them, although it is clear that they have their own private goals and their own organizational structure.

One of the options for the goals of the top level (top managers) is, for example, identifying a market requirement, developing new competitive products, producing them at low costs, selling products, and accordingly, a linear organizational structure is created with the formation of structural units based on functional characteristics (Fig. 1, these units are highlighted in yellow in all figures).

Picture 1. Linear organizational structure with the formation of structural units based on functional characteristics

Target: minimum production cost
Goal achievement policies: specialization, division of labor
Organizational structure: linear functional organizational structure
Possible problems: insufficient quality of products, the complexity of motivation for the final result of the enterprise

However, we immediately note that marketing, development, production, implementation themselves are not goals, they are functions. The goal, for example, of the development department is projects for new products- development of documentation for products, and not just documentation, documentation for products that will be consumed in specified volumes during a specified product life cycle and bring the enterprise a specified final socio-economic effect. And the achievement of the goal of the development department is assessed by the effect obtained from each project, and not by the number of man-hours spent on the project or the number of issued documentation formats. If such a goal is formulated, and its achievement is monitored and evaluated, then the unit will work effectively, will coordinate its activities with other units that affect the final result. This is the only way to allocate the required resources to each department and get an effective structure.

In the case of a linear organizational structure with the formation of subdivisions on a functional basis, the marked subdivisions work on the principle of a conveyor, but, in contrast to the strictly regulated conveyor of an assembly shop, when transferring intermediate results between subdivisions, numerous inconsistencies arise, it is not clear who is responsible for the final result. With this goal setting, the head of the enterprise must have sufficient competence to resolve issues between marketing, developers, production and sales.

Another variant of the strategy is, for example, highlighting the goals of creating and releasing one product, creating and releasing a second product, etc. products and, accordingly, a linear organizational structure is formed with the formation of complex structural units according to product characteristics (Fig. 2), complex units are highlighted in green in all figures. In this case, the head of the enterprise no longer interferes in shaking down the issues of development, production and sale, each department is fully responsible for its product - the end result of both the department and the enterprise as a whole, which increases the quality of products. However, there is a duplication of functions and a large production cost.

Figure 2. Linear organizational structure with the formation of structural units based on product characteristics

Target: High product quality
Goal achievement policies: universalization (the opposite of specialization), the closure of the entire complex of work for each product (group of related products) in one department
Organizational structure: line product organizational structure
Possible problems: high production cost

Similarly, structures with complex territorial subdivisions, subdivisions focused on different consumers, etc. can be created.

To ensure the reduction of duplication of functions at the top level, both complex departments and functional ones are created, the latter work for all products under the dual control of the complex department (horizontal links) and the head of the enterprise (Fig. 3). It is a matrix organizational structure. In this structure, an integrated division leads the creation, release and sale of its product through all functional divisions and is fully responsible for it.

Figure 3. Matrix organizational structure with production (product) and functional divisions

Figure 4 shows a different kind of matrix structure, where complex divisions operate under dual management: the head of the enterprise and functional divisions.

Figure 4. Matrix organizational structure with production (restaurants) and functional units

Target: Optimal price-quality ratio of products
Goal achievement policies: joint specialization and universalization
Organizational structure: matrix organizational structure
Possible problems: the complexity of organizing dual control

Thus, firstly, we must determine the strategy of the enterprise, what goals and how we will set the divisions to the top level, at the same time decide which divisions we should form.

Having defined the structure of the top-level divisions of the enterprise, we can move on to the structure of each of these divisions. It is easy to see that this is done in exactly the same way. For example, in a division of the upper level of an enterprise, the purpose of which is to create and sell products 1 and 4, we can single out the particular goals of development, production, implementation and the corresponding divisions of the second level of the hierarchy. For products 2 and 3 (for example, these are software products), all work is carried out in one department.

Figure 5. Linear organizational structure with the formation of structural units based on product characteristics with an open second level of hierarchy

The development of a strategy and structure begins at the highest level and proceeds, according to this scheme, to the lowest level of the hierarchy, to each ordinary employee. This is detailed in the article "Developing an Effective Enterprise Strategy and Structure - A Practical Step-by-Step Technique".

The most difficult is the upper level of structural units, when from the general social and strategic goals, objective goals for specific products, specific projects for the internal and external environment are formed. There can be no formal rules here. And if you form structural units without setting them specific goals, then effective management practically impossible, because any management is management to achieve the set goal.

When the objective goals are determined, then at the lower levels the question is already much simpler - the decomposition of the “subject” into its components and the goals for creating these components are already quite clear.

Let's also note the issue of adaptability to changes. the environment, largely solved by delegation of authority and decentralization. If in the linear product structure rice. 2 product divisions to give significant powers for goal-setting: the definition of products, output volumes, budgeting and budget management, etc. (within certain limits), then it will already be a divisional structure of structural divisions that independently and promptly solve emerging problems with external environment without unnecessary bureaucracy. If the matrix organizational structure of Fig. 4 restaurants are given substantial powers, then it will already be a network of relatively independent restaurants.

Target: high adaptation to changes in the external environment
Goal achievement policies: delegation of authority, decentralization
Organizational structure: divisional organizational structure, network organizational structures
Possible problems: the possibility of the dominance of the goals of decentralized units over the goals of the enterprise, a decrease in manageability

Thus, setting in accordance with the general goal of the enterprise, private goals and forming structural units for them, we get the optimal organizational structure of the enterprise to achieve the set goal and the strategy for achieving it, built according to the developed tree of goals.

Bibliography

1. Zhemchugov A.M., Zhemchugov M.K. // Official publication of the International Research Institute of Management Problems International Journal "Problems of Management Theory and Practice" No. 5 2014 p. 75-80.

2. Zhemchugov A.M., Zhemchugov M.K. Development of an effective strategy and structure of the enterprise - a practical step-by-step method // Problems of Economics and Management, No. 6, 2013, p. 15-21.

Topic 1. Question 7. List and justify the composition of the organizational project of management systems for industrial and territorial entities

Designing an organization involves making decisions by its management that relate to many areas of the organization's life. These decisions concern such elements of the organizational structure as:

1. Level of division of labor and specialization: effective and productive functioning of an organization cannot be achieved when one of its members or one of its parts does everything that the organization does, or when all its members or parts of it do the same thing. Therefore, in any organization there is a division of labor between its members or parts.

2. Departmentalization and cooperation: growth of specialization individual works in the organization is limited by the possibilities for their coordination. This problem can be resolved by starting to group similar works and their performers, i.e. to begin to carry out a certain organizational separation of performers of similar works. This process of organizational separation of activities grouped on a specific basis is called departmentization. Vesnin V.R. Management: Textbook.-M: TK Welby, Prospect Publishing House, 2004.-221s

3. Communication between the organization and the coordination of their activities: in an organization consisting of many parts, their activities should be coordinated. This coordination is the main structure of the organization, which is usually defined as a set of stable connections in it.

4. Scale of manageability and control: When designing an organization, people and work are grouped according to some principle or on the basis of some criterion. In the course of grouping, there comes a stage when it is necessary to make a decision as to how many people or jobs can be directly combined effectively under a single leadership. In the organization, each of the leaders is limited by time, knowledge and skills, and also maximum number decisions that he can make with a reasonable degree of effectiveness. That is why a scale of manageability and control is needed.

5. The hierarchy of the organization and its links: hierarchy in general means the arrangement of parts of the whole in order from the highest to the lowest, and for organizations it is simply a management structure, or links. Organization management: textbook / edited by A.G. Porshneva, Z.P. Rumyantseva, N.A. Salomatina. - M .: INFRA-M, 2003.-463s

Topic 2. Question 1. Give a definition of the concept of "management" and explain why management can be carried out only in social systems

The term "management" comes from the old Russian word "uprav", that is, the ability to manage with someone. In a broad sense, it refers to activities to streamline the processes occurring in nature, technology and society, eliminate their entropy (disorganization), uncertainty and bring them to the desired state, taking into account the tendency of their development and changes in the environment. Lebedev O.T. Fundamentals of Management.-SPb .: MiM, 1998.-149s

In other words, management should ensure the orderliness of the corresponding system, its integrity, normal functioning and development.

Any management activities consists of the following stages:

1. receiving and analyzing information;

2. development and adoption of decisions;

3. organization of their implementation;

4. control, evaluation of the results obtained, making adjustments to the course of further work;

5. reward or punishment of performers. Basovsky L.E. Management: Textbook.-M: INFRA-M, 2003.-95s.

Governance is natural, technical and social.

The objects of natural control are the processes occurring in nature, for example, the development of plants, the movement of water flows.

The technical includes the management of man-made objects, such as a car, etc.

The direct object of social management is people and their behavior.

Management as an activity is reorganized in the aggregate management processes, i.e. targeted decisions and actions carried out by managers in a certain sequence and combination.

If management activity fully or partially solves the set task, is embodied in the expected result, and ensures its achievement based on the optimal use of available resources, then it is considered effective. In the first case, we are talking about external efficiency, in the second - about internal.

Management has the property of consistency.

The specific form of the system is the social system (society, firm, collective, etc.)

Social systems are orderly, holistic; functionally and technologically heterogeneous; hierarchical in structure; dynamic in terms of composition and number of elements.

Usually they are constantly evolving, evolving in the direction of complication, although sometimes they can degrade.

In order for a social system to be stable and, therefore, viable, it must have a control element (control system). That is why management can only exist in social system, i.e. in a system that is characterized by orderliness, structure, integrity. Only under the listed conditions can control exist.

Topic 3. Question 7. Justify the design procedure information support

Information 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, establishing the quantity and quality of information that is necessary for a given organization

2. Choice of configuration of elements

3. Structural design

4. Development of process regulations

5. Designing information technology. Lebedev O.T. Fundamentals of Management.-SPb .: "MiM", 1998.-140s

Topic 4. Question 1. Give a definition of the concept of "organizational structure of management" and describe how the linear and functional links are implemented in the management system

Building an organization's governance structure is an important part of overall function management - organization, one of the central tasks of which is to create the necessary conditions for the implementation of the entire system of plans of the organization. Its implementation may require a restructuring of both the organization itself and its control system, as well as creating conditions for the formation of an organization highly sensitive to changes in culture. Vikhansky O.S., Naumov A.I.-M: Gardariki, 2002.-96p.

There is a close relationship between the management structure and the organizational structure: the structure of the organization reflects the division of work adopted in it between departments, groups and people, and the management structure creates coordination mechanisms that ensure the effective achievement of the overall goals and objectives of the organization. As a rule, measures to design or change the composition of the organization itself (unbundling, merging, merging with other organizations, etc.) necessitate appropriate changes in the management structure.

The management structure is an ordered set of connections between the links and employees involved in solving the managerial tasks of the organization. It distinguishes concepts such as elements, connections and levels.

Relationships between elements are maintained thanks to links, which are usually divided into horizontal and vertical.

In addition, links in the management structure can be linear and functional.

Linear connections reflect the movement of management decisions and information between the so-called line managers, i.e. persons fully responsible for the activities of the organization or its structural divisions.

Functional connections take place along the line of information flow and management decisions on certain management 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 specific job description

The job description should fully cover such issues as his right to rest, to receive wages, on weekends, etc., as well as direct responsibilities related to his activities at the enterprise.

Job description of a personnel adaptation specialist:

Personnel adaptation specialist must know the organizational structure of the organization, technical and technological features and production needs, corporate requirements for labor and ethics, psychological characteristics of the process of primary and secondary adaptation.

Must possess the basics of the psychology of adaptation in a team, the ability to suggest and persuade the importance of adaptation, the skills of recognizing the hidden problems of adaptation and the reasons for their occurrence.

Must be able to identify and resolve conflict situations before the onset of a deep crisis, the outcome of which may be the dismissal of an employee, a fall labor discipline, labor productivity; discover internal reserves for the quick and unimpeded adaptation of new employees in the team.

Should periodically monitor the progress of adaptation processes in the organization, conduct explanatory work, consultations, lectures, " round tables», Convey information about the need for adaptation measures to all employees of the organization.

List of used literature

1. Basovsky L.E. Management: Textbook.-M: INFRA-M, 2003.-216s.

2. Vesnin V.R. Management: Textbook.-M: TK Welby, Prospect Publishing House, 2004.-504s.

3. Vikhansky OS, Naumov AI-M: Gardariki, 2002.-288s.

4. Lafta J.K. Management: Textbook.-M.: TK Welby, 2004.-592s.

5. Lebedev O.T. Fundamentals of Management.-SPb .: MiM, 1998.-325s

6. Organization management: textbook / edited by A.G. Porshneva, Z.P. Rumyantseva, N.A. Salomatina. - M .: INFRA-M, 2003.-716s.

Which model of management organizational structure is most effective? Which model should you choose? (10+)

Linear-functional, divisional, matrix organizational structures - Comparison

In such a model, all production facilities are distinguished into projects (production means the release of products or the provision of services) and all development projects. Manufacturing projects must generate income. Development projects may not generate income, but the management also sets specific measurable tasks for them, which they must solve, for example, prepare for production New Product... As we can see in the diagram using the example of a secretary, an employee can participate in several projects and report to several managers at once within the time allotted for their projects.

Since the matrix model is pretty tricky, I'll give you a small example. Suppose we need to launch electronic document management with clients. The project is created. Its leader is appointed. The task is set before him - to provide clients with the opportunity to submit applications in in electronic format, you need to solve the problem to such and such a number. The project team includes an IT specialist, a lawyer, a marketing specialist, a secretary for maintaining documentation. Consider, for example, the work of a lawyer in such a group. His line manager gives him the order to participate in this project group, spend so much time on this project, take into account internal legal standards and recommendations. The project manager instructs this lawyer to work out specific issues on the project, sets deadlines. The project manager can send submissions to the line manager for incentives or penalties, demand the replacement of a specialist if he does not cope, propose a change in the time limits allocated to the employee for the project in the direction of increasing (if overload) or decreasing (if there is little work at this stage). A lawyer can contact his line manager for legal assistance if he or she needs it.

Optimal organizational structure

The question is, what is the most effective organizational structure? The most optimal is the matrix control model with taking into account one BUT... Working in a matrix structure requires highly qualified and motivated management personnel. Therefore, there are very few efficiently operating companies with a matrix management model. Personally, I only met them in the sphere management consulting... The managers of these companies not only improve their management skills, but also teach them. Apparently, this allows you to polish your work so that working in a matrix structure is no longer difficult.

The linear functional model is the simplest to implement, but is suitable for relatively small, compactly located organizations. As the company grows, the effectiveness of this approach decreases sharply, since all decisions on all issues are made centrally, and there are a huge number of issues at once in a multitude of areas. It turns out to be impossible to keep all these topics in mind. For example, the head of the service information technologies I have to keep in mind the features of automation of all areas and all offices, and Chief Accountant- remember the peculiarities of taxation and accounting schemes of various businesses and countries where these businesses operate.

The divisional model is most common in reality. Although it is theoretically not optimal, it allows solving business problems with management personnel common in the market who have experience either of their own entrepreneurship or work in a similar structure. The functions of the head of a division within a large company are very similar to those of the head of a small company with detailed reporting to the owners.