The organizational structure of the company.

efficiency and competitiveness of any company is to some extent determined by the peculiarities of its construction.The organizational structure of the company should consider the following laws:

  • matching its strategic development objectives of the company;

  • adaptive function and structure, ie adaptability to the latest conditions and unforeseen circumstances;

  • effective impact on the final project economics in each phase of its life cycle;

  • ensure the optimal level of management, which should properly delegated its powers;

  • formation of a system of individual responsibility as for the implementation of a function or the project will respond to a specific artist (one who implements it);

  • it must have a standard level of manageability.

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

classical linear-functional organizational structure of the company is out of date, as characterized by its simplicity.Process control is carried out "top-down", and each department is clearly fulfilling its purpose.But it is now rarely used.The exception is the small and medium-sized companies as well as divisions of large.

Divisional organizational structure of the company is typical for large enterprises.There is usually allocated large autonomous production and business units (branches, divisions) and their corresponding levels of management.In addition, they provided operational and industrial independence and responsibility for income generation.

The following divisional types:

  • grocery companies that stand out in view of services and products.For example, the organizational structure of the insurance company.

  • regional firms, which are formed on a regional basis, depending on the areas they serve.

  • organizational structure of the management company, which focuses on a specific customer.Such a large number of options.

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

  • no bureaucratic regulation of activities in the management bodies;

  • no division of labor in accordance with the kinds of work;

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

  • it can relatively easily and quickly change the shape, adapting to changing conditions;

  • focused on rapid execution of even the most complex projects, problems and complex programs, and all this with a limited time;

  • controls are temporary.

Among the structures identified the most common in today's economy is a divisional.But it will be the most effective and most preferred taking into account the following conditions:

  • in large companies if you plan to expand production and business operations;

  • enterprises with the presence of a wide range of products;

  • organizations, which greatly diversify production;

  • on stable companies, where production is almost not subject to market fluctuations;

  • if the company begins an intensive penetration of the foreign market, or whether it operates in extended internationally, in several markets.

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