Organizational structure of the company. Basic laws and principles of its construction

Efficiency and competitiveness of any firm will be to some extent determined by the features of its construction. The organizational structure of the company must take into account the following laws:

• compliance with its strategic objective of the development of the firm;

• adaptability of functions and structures, that is, adaptability to the newest conditions and unforeseen circumstances;

• Effective impact on the final economic indicators of the project at each phase of its life cycle;

• ensuring the optimal level of leadership, which must competently delegate its authority;

• the formation of a system of individual responsibility, when a specific performer (the one who implements it) will be responsible for the implementation of any function or project;

• it must have a standard level of controllability.

The organizational structure of the company can be of several types. Let's consider in more detail the main ones.

Classical linear-functionalThe organizational structure of the company is obsolete, because it is distinguished by its simplicity. The management process is "top-down", and each department clearly fulfills its purpose. But at present it is rarely used. The exception is small and medium-sized firms, as well as large divisions.

Divisional organizational structure of the companytypical for large enterprises. Here, large autonomous production and business units (divisions, divisions) are usually distinguished and their corresponding levels of government. In addition, they are given operational-production independence and responsibility for generating revenues.

There are the following divisional types:

• Grocery firms that are distinguished with regard to the services provided and products. For example, the organizational structure of the insurance company.

• Regional firms that are formed on a regional basis, depending on the territories that they serve.

• The organizational structure of the management company, which focuses on a specific customer. There are a lot of similar variants.

The adaptive organizational structure of the company is characterized by a number of indicators:

• there is no bureaucratic regulation of activities in the management bodies;

• There is no division of labor in accordance with the types of work;

• flexibility in the management structure with decentralization in decision-making, individual responsibility of each employee for the overall result;

• it is able to change shape relatively quickly and easily, adapting to changing conditions;

• is oriented to the accelerated implementation of even very complex projects, problems and complex programs, all in a limited time;

• controls are temporary.

Among the allocated structures the most widespread in modern economic conditions is divisional. But it will become the most effective and most preferred when you consider the following conditions:

• in large companies, if expansion of production and business operations is planned;

• at enterprises with a wide range of products;

• in organizations in which production is highly diversified;

• on stable firms, where production is practically not subject to market fluctuations;

• if the company begins an intensive penetration to the foreign market or it carries out activities on an expanded international scale, in several markets.

But each company should be structured in accordance with its strategic and tactical goals.