What is the organizational structure of management

The organizational structure of management is a special composition of independent units or individual posts that perform the management function. This structure is most often depicted in the form of a diagram that shows the relationship and subordination of structural units. In other words, the organizational structure of management is a set of functional and specialized units that are linked together in the process of developing, justifying, implementing and making managerial decisions.

The organizational structure of management in many enterprises is built on a principle that was developed in the early twentieth century. Based on the formulated principles, this structure began to be called a bureaucratic or hierarchical structure. One of the most common types of such a structure is a linear structure, which says that one head must be at the head of the structural unit . The head - individual farmer should have all the powers, and also carry out a unified management of his employees, perform all management functions. Thus, the linear organizational structure of management, each subordinate has only one leader, through which all the necessary commands pass. In this case, the leadership itself is subordinated to that leader who stands above his level.

The linear structure, like all other types of structures, has its advantages and advantages. The most important pluses are:

- in this type there is a strict observance of mutual relations, directly, within the functions, as well as a clear system in the units that correspond to them.

- provides a clear system of the unit. In this case, the head is able to hold in his hands all the work and the totality of all the functions that constitute the activities of the unit.

- responsibility is substantially manifested.

- the fast operation of the functional executive divisions to instructions from higher-level units is carried out.

The most significant drawbacks are:

- in this subdivision with a linear structure, operational problems appear, for example, staff turnover.

- there is a very high dependence on the qualifications of personnel, on their business and personal qualities.

- a large number of levels between the work of employees and the manager.

- small flexibility, as well as adaptability to the changed situation.

Individual employees and the subdivision of the management apparatus realize the functions of managing the activities of the enterprise. In this case, the relationship between them are both economic, social and organizational, and psychological. Such a concept as the organizational structure of enterprise management suggests that here all employees and employees are subordinate to one manager. The variety of organizational management structures depends on what functional links exist between employees and divisions.

At the moment, there are 3 main management structures - target, linear and functional. The functional organizational structure of management , as well as linear, has a full-time manager and corresponding divisions. The linear structure is directed to such work, which is carried out along the line from the very top to the bottom. But the line management can not independently solve problems related to economic, design, technological and procurement tasks. And in this case, you need a functional guide that ensures the conduct of work.