Among most people, the term organizational structure of an enterprise immediately associates with a tree diagram in which the rectangles are connected by lines to each other. These rectangles are in the diagram and display the list of tasks solved at the enterprise, that is, the diagram shows the process of division of labor. That is why the organizational structure of the enterprise is one of the key elements due to which it is possible to achieve high performance in management efficiency and optimization of work processes.
Consider several typical schemes of their advantages and disadvantages.
Firstly, with a linear arrangement, the organizational structure of the enterprise, as a rule, represents a hierarchical management structure . Such a structure was formed at the beginning of the 20th century. The meaning and essence of such a system comes down to control by higher levels of subordinate ones and bringing production to standardization of management. From this comes the functions of coordinating actions, distributing responsibilities among employees and standardizing activities. Among the simplest and most common hierarchical structures, a linear (linear-functional) structure can be distinguished .
The organizational structure of the linear type of enterprise is the so-called “mine” construction of the management process specialized in subsystems that differ in functionality from each other. And in each such subsystem, an additional hierarchy of services (mine) is formed, which permeates the entire structure from top to bottom. Such a system is based on the principle of employee motivation and their encouragement. The assessment of the performance of such structures is expressed in the performance of each service, which characterize the fulfillment of the goals and objectives facing them. With this type of structure, the end result is the sum of the results of the entire service structure separately.
The organizational structure of a linear type enterprise has several advantages and disadvantages. Among the advantages, one can single out a clear system of relations between functions and units with each other, a one-man management system, and the performance of subordinate services as indicated by the head. Among the shortcomings, we note the following: the lack of a special body (service) that would deal with issues of strategic planning for the development of the enterprise, an insufficiently effective system of interaction and subsequent responsibility for the result of work when several departments are involved in the process, poor flexibility and adaptation of the system to changing conditions in various situations. In addition, the criteria for evaluating the work of divisions and the whole structure as a whole are different, a large number of intermediate links between production and the head of the organization, a noticeable overload of top-level managers, the dependence of the work of the entire mine structure (service) on the competence of top-level managers.
Therefore, by modern standards, such a structure of enterprise production is not very effective for doing business and is poorly compatible with the requirements of the modern philosophy of management quality.
Line-head organizational structure of the enterprise. Such a scheme is an upgraded model of a linear structure. It includes divisions that can eliminate the lack of strategic planning. For this, there are a number of additional links (headquarters) in it that themselves do not directly make decisions and do not manage the lower hierarchy units, but are designed to help the leader of this link (level) in planning and analysis. Among the advantages and disadvantages, it is similar to linear except for the possibility of deeper production and management planning. Therefore, if you evaluate such a structure by modern standards, then it will be a good option when transforming a linear structure into some other one.
In addition to the above, the organizational structure of the enterprise can be of the following types: divisional, organic or adaptive structures, brigade (cross-functional) structure.