Organizational structures of business management. Organizational structure of the enterprise: types and schemes What you need to analyze in the activities of your managers

FACTORS OF THE OBJECT OF CONTROL

INSIDE MANAGEMENT

PRODUCTION

CHARACTERISTICS OF THE PRODUCTION SYSTEM OF THE ENTERPRISE AND ITS ELEMENTS

STRUCTURE OF THE GOALS AND FUNCTIONS OF THE SYSTEM BY THE ENTERPRISE

MAIN CHARACTERISTICS OF THE ORGANIZATIONAL STRUCTURE OF THE ENTERPRISE MANAGEMENT SYSTEM

Fig.5.1. Scheme of the influence of factors on the organizational structure.

5.2. Organizational structures of commercial enterprises in various business sectors

Currently, classical linear-functional structures are inherent only in small and part of medium-sized companies. They are rarely used at the level of transnational corporations, more often at the level of their divisions abroad. For large companies, the divisional approach to building organizational management structures has become dominant.

Divisional (departmental) structures management (from the English word division - branch, division of the company) are the most perfect kind of organizational structures of a hierarchical type, and even sometimes they are considered something between bureaucratic (mechanistic) and adaptive structures. In some cases, these structures can be found in the literature under the name “fractional structures”.

For the first time, divisional management structures appeared at the end of the 20s at the enterprises of General Motors, and they became most widespread in the 60s and 70s of the twentieth century. According to some estimates, by the mid-1980s, 80% of all diversified and specialized companies moved from linear-functional structures to divisional ones in the USA, including 95% of the 500 largest ones. In Japan, this type of structure is used by 45% of all companies. Divisional structures arose as a reaction to the shortcomings of linear-functional structures. The need for their reorganization was caused by a sharp increase in the size of companies, the complexity of technological processes, diversification and internationalization of their activities. In a dynamically changing external environment, it was impossible to manage dissimilar or geographically distant divisions of the company from a single center.

Divisional structures - Structures based on the allocation of large autonomous production and economic units (departments, divisions) and their corresponding levels of management with the provision of operational and production independence to these units and with the transfer to this level of responsibility for making a profit.

Under department (division) an organizational commodity-market unit that has the necessary internal functional units. The department is given responsibility for the production and marketing of certain products and profit, as a result of which the management staff of the company's upper echelon is released for strategic tasks. The operational level of management, concentrating on the production of a particular product or on the implementation of activities in a certain territory, was finally separated from the strategic, responsible for the growth and development of the company as a whole. As a rule, the top management of the company has no more than 4-6 centralized functional units. The supreme governing body of the company reserves the right to tightly control corporate issues of development strategy, research and development, finance, investment, etc. Therefore, divisional structures are characterized by a combination of centralized strategic planning in the upper echelons of management and decentralized activities of departments, at who are under operational management and who are responsible for making a profit. In connection with the transfer of responsibility for profit to the level of departments (divisions), they began to be considered as “profit centers”, actively using the freedom granted to them to increase work efficiency. In connection with the foregoing, divisional management structures are usually characterized as a combination of centralized coordination with decentralized management (decentralization while maintaining coordination and control) or, in accordance with the statement of A. Sloan, as “coordinated decentralization”.

The divisional approach provides a closer connection between production and consumers, significantly speeding up its response to changes in the external environment.

Divisional structures are characterized by the full responsibility of the heads of departments for the results of the activities of the departments they head. In this regard, the most important place in the management of companies with a divisional structure is occupied not by the heads of functional departments, but by the heads of production departments.

The structuring of the company by departments (divisions) is usually carried out according to one of three principles: by product - taking into account the characteristics of the products or services provided, depending on the focus on a particular consumer, and by regional - depending on the territories served. In this regard, three types of divisional structures are distinguished:

Divisionally - product structures;

organizational structures. consumer-oriented;

divisional-regional structures.

At divisional product structure the authority to manage the production and marketing of any product or service is transferred to one manager who is responsible for this type of product (see Fig. 5). Heads of functional services (production, supply, technical, accounting, marketing, etc.) must report to the manager on this product.

Companies with this structure are able to respond more quickly to changes in competitive conditions, technology and customer demand. Activities for the production of a certain type of product are under the leadership of one person, coordination of work is improving.

A possible disadvantage of the product structure is an increase in costs due to duplication of the same types of work for different types of products. Each product department has its own functional divisions.

While creating customer-oriented organizational structures, subdivisions are grouped around certain consumer groups (for example, the army and civilian industries, products for industrial, technical and cultural purposes). The purpose of this organizational structure is to serve the needs of specific customers as well as a company that serves only one group of them. An example of an organization that uses consumer-oriented organizational structures is commercial banks. The main groups of consumers of services in this case will be: individual clients, companies, other banks, international financial organizations.

Figure 5. Product divisional structure

Figure 6. Regional divisional structure

If the company's activities are spread over several regions that require the use of different strategies, then it is advisable to form a divisional management structure according to the territorial principle, i.e., apply a divisional-regional structure (see Fig. 6). All activities of the company in a particular region in this case should be subordinate to the appropriate manager, who is responsible for it to the highest governing body of the company. The divisional-regional structure facilitates the solution of problems associated with local customs, peculiarities of legislation and the socio-economic environment of the region. The territorial division creates conditions for the training of managerial personnel of departments (divisions) directly on the spot.

With the development of companies, their entry into international markets, their gradual transformation from national corporations into transnational ones, with the achievement by transnational corporations of the highest level of their development - the creation of global corporations, divisional structures are transformed into international divisional, and then into global ones. In this case, the company ceases to place its main bet on activities within the country, and restructures its structure in such a way that international operations are more important than operations in the national market.

The following most common varieties of international divisional structures can be distinguished, the construction of which is based on a global approach:

1. Globally oriented product (commodity) structure(Worldwide Product Structure), based on a divisional structure with divisions on a product basis, each of which independently works for the entire world market (see Fig. 7). Such a structure can be used by companies with highly diversified products, products that differ significantly in their production technology, marketing methods, distribution channels, etc. It is used primarily by those companies for which differences between products are more important than differences between geographic regions where these products are sold. This type of structure contributes to the international orientation of the company, but it is typical (albeit like any other type of divisional structures) for a weakening of coordination between the individual divisions of the company; increased duplication of their activities.

Figure 7. Globally oriented product (commodity) structure

2. Globally oriented regional structure(Worldwide Regional Structure), also based on the divisional structure, but using the geographical principle of construction (see Fig. 8). while the national market is often considered only as one of the regional divisions. The most appropriate use of this type of structure by companies for which regional differences are more important than differences in products. Often, globally oriented regional organizational structures are used in industries with technologically slowly changing products (cars, drinks, cosmetics, food, oil products). The advantages of such a structure include a close relationship with geographic regions and high coordination of activities within them, and the disadvantages are poor coordination of the work of individual units and duplication of their activities.

Figure 8. Globally oriented regional structure.

3. Mixed (hybrid) structure(Mixed Structure, Mixed Overlay), where along with an emphasis on a specific product (geographical region, functions), structural links of territorial and functional (product and functional or territorial and product) type are built in. This type of structures arose due to the fact that each of the above structures can be noted strengths and weaknesses, there is not a single organizational structure that could be considered ideal. The organizational structure of management must correspond to the specific conditions for the functioning of the company, and they are quite complex and diverse for large objects, and not a single organizational structure in its pure form can be adequate for them. The mixed structure is currently very popular among American multinational corporations (especially those with highly diversified activities).

We have characterized the application of divisional structures at the company level, but I would like to point out. that in the production departments (divisions) themselves, management, as a rule, is built on the basis of a linear-functional principle.

Summing up the consideration of divisional structures, we will especially emphasize their advantages, disadvantages and conditions for the most effective application. The advantages of this type of structures include:

The use of divisional structures allows a company to give a particular product, customer or geographic region the same attention as a small specialized company, resulting in a faster response to change. occurring in the external environment, adapt to changing conditions;

this type of management structure focuses on achieving the final results of the company's activities (production of specific types of products, meeting the needs of a particular consumer, saturation of a specific regional market with goods);

reducing the management complexity faced by senior managers;

separation of operational management from strategic, resulting in the top management of the company concentrates on strategic planning and management;

transferring responsibility for profit to the level of divisions, decentralizing the adoption of operational management decisions, such a structure helps bring management closer to market problems;

improved communications;

development of breadth of thinking, flexibility of perception and entrepreneurial spirit of the heads of departments (divisions).

At the same time, the shortcomings of the considered type of organizational structures should be emphasized:

divisional management structures led to the growth of hierarchy, i.e., the vertical of management. They demanded the formation of intermediate levels of management to coordinate the work of departments, groups, etc.;

contrasting the goals of departments with the general goals of the company's development, the discrepancy between the interests of the "tops" and "bottoms" in a multi-level hierarchy;

the possibility of interdepartmental conflicts, in particular, in the event of a shortage of centrally distributed key resources;

low coordination of the activities of departments (divisions), headquarters services are fragmented, horizontal ties are weakened;

inefficient use of resources, the inability to use them fully due to the assignment of resources to a specific unit;

an increase in the cost of maintaining the administrative apparatus due to duplication of the same functions in departments and a corresponding increase in the number of personnel;

difficulty in exercising control from top to bottom;

multi-level hierarchy and within the departments (divisions) themselves, the effect in them of all the shortcomings of linear-functional structures;

a possible limitation of the professional development of departmental specialists, since their teams are not as large as in the case of using linear-functional structures at the company level.

It should be noted that the most effective use of divisional management structures under the following conditions:

in large companies, with the expansion of production and economic operations;

in companies with a wide range of products;

in companies with highly diversified production;

in companies in which production is weakly subject to fluctuations in market conditions and depends little on technological innovations;

with intensive penetration of companies into foreign markets, i.e. in companies operating on a wide international scale, simultaneously in several markets in countries with different socio-economic systems and legislation.

As the most developed type of divisional management structures, one can name organizational structures based on strategic business units (strategic economic centers)(strategic business units, SBUs). They are used in companies if they have a large number of independent branches of a similar profile of activity. In this case, to coordinate their work, special intermediate management bodies are created, located between the departments and the top manager. These bodies are chaired by deputies of the top management of the organization (usually vice presidents) and are given the status of strategic business units.

Strategic business units are organizational units of the company responsible for developing its strategic positions in one or more areas of business. They are responsible for the choice of the field of activity, the development of competitive products and marketing strategies. Once the product range has been developed, the responsibility for the implementation of the program falls on the divisions of the current business activities, i.e. divisions.

The pioneer in the creation and use of organizational management structures built on the basis of the allocation of strategic business units was General Electric. In the second half of the 70s, this company had about 200 branches and 43 strategic business units. In the future, many companies picked up this innovation.

A detailed analysis of the varieties of hierarchical organizational structures showed that the transition to more flexible, adaptive management structures, better adapted to dynamic changes and production requirements, was objectively necessary and logical.

Adaptive control structures

As we noted above, adaptive (flexible, organic) organizational structures are characterized by the absence of bureaucratic regulation of the activities of management bodies, the absence of a detailed division of labor by type of work, the blurring of management levels and their small number, the flexibility of the management structure, the decentralization of decision-making, the individual responsibility of each employee for overall performance.

In addition, adaptive organizational structures, as a rule, are characterized by the following features:

the ability to relatively easily change its shape, adapt to changing conditions;

focus on the accelerated implementation of complex projects, comprehensive programs, solving complex problems;

limited action in time, i.e. formation on a temporary basis for the period of solving the problem, implementing the project, program;

creation of temporary government bodies.

The types of structures of the adaptive type include project, matrix, program-target, problem-target, structures based on a group approach (team, problem-group, brigade), network organizational structures.

Design structures- these are the management structures of complex activities, which, due to their crucial importance for the company, require continuous coordinating and integrating influence under severe restrictions on costs, terms and quality of work.

Traditionally, a department head in any large company within a hierarchical organizational structure has many different responsibilities and is responsible for many different aspects of several different programs, issues, projects, products and services. It is inevitable that under these conditions, even a good leader will pay more attention to some activities and less to others. As a result, the inability to take into account all the features, all the details of projects can lead to the most serious consequences. Therefore, in order to manage projects and, above all, large-scale ones, special project management structures are used.

Project structures in a company, as a rule, are used when it becomes necessary to develop and implement an organizational project of a complex nature, covering, on the one hand, the solution of a wide range of specialized technical, economic, social and other issues, and, on the other hand, the activities of various functional and line divisions. Organizational projects include any processes of purposeful changes in the system, for example, the reconstruction of production, the development and development of new types of products and technological processes, the construction of facilities, etc.

Under project management structure refers to a temporary structure created to solve a specific complex problem (project development and its implementation). The meaning of the project management structure is to bring together the most qualified employees of different professions into one team to implement a complex project on time with a given level of quality and within the material, financial and labor resources allocated for this purpose.

The project management structure assumes the provision of centralized management of the entire course of work on each major project.

There are several types of project structures. As one of their varieties, one can cite the so-called pure or consolidated project management structures, which imply the formation of a special unit - a project team working on a temporary basis. A temporary group of specialists is essentially a scaled-down copy of the permanent functional structure of a given company (see Figure 9). True, in practice, these project teams are rarely reflected in the formal schemes of organizational management structures. The temporary groups include the necessary specialists: engineers, accountants, production managers, researchers, as well as management specialists. The project manager is endowed with project authority (full power and control rights within a particular project). The manager is responsible for all activities from the beginning to the completion of the project or any part of it. Its functions include defining the concept and goals of project management, forming a project structure, distributing tasks among specialists, planning and organizing the execution of work, and coordinating the actions of performers. All team members and all resources allocated for this purpose are completely subordinate to him. The project manager's project authority includes responsibility for project planning, for scheduling and progress of work, for spending allocated resources, including financial incentives for employees. After completion of the work on the project, the structure disintegrates, and the personnel moves to a new project structure or returns to their permanent position (with contract work, they leave).

Figure 9. One of the varieties of project management structures

Purely design structures, as a rule, are used to solve any particularly large-scale problems. In the case of smaller projects, the cost of duplicating the services already existing in the company in the project management structure becomes irrational. On such relatively small projects, the manager may act as a consultant to the firm's senior management. Or someone from the top management of the company coordinates the implementation of the project within the usual linear functional structure.

The most important advantages of this type of management structures include:

integration of various activities of the company in order to obtain high-quality results for a specific project;

an integrated approach to project implementation, problem solving;

concentration of all efforts on solving one problem, on the implementation of one specific project;

greater flexibility in project structures;

revitalization of the activities of project managers and performers as a result of the formation of project teams;

strengthening the personal responsibility of a particular leader both for the project as a whole and for its elements.

The disadvantages of the project management structure include the following:

in the presence of several organizational projects or programs, project structures lead to a fragmentation of resources and significantly complicate the maintenance and development of the production and scientific and technical potential of the company as a whole;

the project manager is required not only to manage all stages of the project life cycle, but also to take into account the place of the project in the network of projects of this company;

the formation of project teams that are not sustainable formations deprives employees of awareness of their place in the company;

when using the project structure, there are difficulties with the prospective use of specialists in this company;

there is a partial duplication of functions.

One of the most complex management structures of the adaptive type is recognized matrix structure. It was originally developed in the space industry, used in the electronics industry and in high technology areas. The matrix structure arose as a response to the need for rapid technological change with the most efficient use of a highly skilled workforce.

Matrix structure reflects the consolidation in the organizational structure of the company of two directions of management, two organizational alternatives (see Fig. 10). Vertical direction - management of functional and linear structural divisions of the company. Horizontal - management of individual projects, programs, products, for the implementation of which human and other resources of various departments of the company are involved.

With such a structure, a separation of the rights of managers who manage departments and managers who manage the implementation of the project is established, and the most important task of the top management of the company in these conditions is to maintain a balance between the two organizational alternatives.

In connection with the foregoing, a distinctive feature of the organizational structure of matrix-type management is the presence of two managers with equal rights among employees at the same time. On the one hand, the performer reports to the direct head of the functional service, which is endowed with the necessary project authority to implement the management process in accordance with the planned deadlines, allocated resources and the required quality. There is a system of dual subordination, based on a combination of two principles - functional and project (product).

The matrix structure is most often an overlay of a project structure on a linear-functional management structure that is permanent for a given company. Sometimes this type of structure is formed as a result of the gradual modification of the divisional structure, it can be the result of the imposition of a functional structure on the divisional one. Her approach is product or functional. A kind of double structure (matrix) is formed, which is a lattice organization built on the principle of double subordination of performers.

The fundamental principle in the matrix approach to building organizational management structures is not the improvement of organizational management structures is not the improvement of the activities of individual structural units, but the improvement of their interaction in order to implement a particular project or effectively solve a certain problem.

This requirement is fulfilled here due to the fact that in the matrix structure, in parallel with the functional and linear divisions, special bodies (project groups) are created to solve specific production problems. These project teams are formed by specialists from departments located at various levels of the management hierarchy. Thus, the main principle of the formation of the matrix structure is a developed network of horizontal connections, the numerous intersections of which with the vertical hierarchy are formed through the interaction of project managers with the heads of functional and linear divisions.

Matrix control structures can be of two types. In the first case, the project manager interacts with two groups of subordinates: with permanent members of the project team and with other employees of functional units who report to him on a temporary basis and on a limited range of issues. At the same time, the subordination of these performers to the direct heads of divisions, departments, and services remains. In the second case, only executors from the relevant functional units can temporarily report to the project manager.

Project managers in matrix structures, as well as in the project structures discussed above, have the so-called project authority. Moreover, these powers can be expressed in direct opposites: from comprehensive linear power over all the details of the project to almost purely consulting powers. The choice of a particular option is determined by what rights the top management of the company delegates to it.

The project managers in the matrix structure are responsible in person for the integration of all activities and resources related to a given project. For that. so that they can achieve this, all material and financial resources for this project are transferred to their full disposal. Project managers retain the right to determine the priority and timing of the solution of a particular task, while the heads of structural divisions can only choose a specific contractor and solution methodology.

The advantages of the matrix structure are:

integration of various types of company activities within the framework of ongoing projects and programs;

obtaining high-quality results for a large number of projects, programs, products;

significant activation of the activities of managers and employees of the administrative apparatus as a result of the formation of project (program) teams that actively interact with functional units, strengthening the relationship between them;

involvement of managers of all levels and specialists in the sphere of active creative activity in the implementation of organizational projects and, above all, in the accelerated technical improvement of production;

reducing the burden on senior management by transferring decision-making powers to the middle level while maintaining the unity of coordination and control over key decisions at the highest level;

strengthening the personal responsibility of a particular leader both for the project (program) as a whole and for its elements;

achieving greater flexibility and coordination of work than in linear-functional and divisional organizational management structures, i.e. better and faster response of the matrix structure to changes in the external environment;

overcoming intraorganizational barriers without interfering with the development of functional specialization.

Despite the advantages listed above of the analyzed type of management structures, it is necessary to note the skeptical attitude towards it of many specialists and, above all, practitioners. The development of matrix structures is very often seen as an achievement in the development of management theory, which is difficult to implement in practice. Here is a list of disadvantages of matrix structures. It turned out to be quite impressive and contains the following negative points:

the complexity of the matrix structure for practical implementation, its implementation requires long-term training of employees and an appropriate organizational culture;

the structure is complex, cumbersome and expensive not only in implementation, but also in operation;

it is a difficult and sometimes incomprehensible form of organization;

in connection with the system of dual subordination, the principle of unity of command is undermined, which often leads to conflicts; within the framework of this structure, the ambiguity of the role of the contractor and his leaders is generated, which creates tension in relations between members of the company's workforce;

within the framework of the matrix structure, there is a tendency towards anarchy; in the conditions of its operation, the rights and responsibilities between its elements are not clearly distributed;

this structure is characterized by a struggle for power, since within its framework the powers of authority are not clearly defined;

this structure is characterized by excessive overhead costs due to the fact that more funds are required to maintain a larger number of leaders, as well as sometimes to resolve conflict situations;

ambiguity and loss of accountability hinder the achievement of high-quality results;

when using a matrix structure, difficulties arise with the prospective use of specialists in a given company;

there is a partial duplication of functions;

management decisions are not made in a timely manner; as a rule, group decision-making is characteristic;

there is conformity in making group decisions;

the traditional system of relationships between departments is disrupted;

under the conditions of the matrix structure, it is difficult and there is practically no full-fledged control over the levels of management;

the structure is considered absolutely inefficient in times of crisis.

At the same time, it should be noted that the transition to matrix structures, as a rule, does not cover the entire company, but only some part of it. And although we have given a lot of shortcomings of this type of structures, the scale of their application or the use of individual elements of the matrix approach in companies is quite significant.

ORGANIZATION - a group of people whose activities are consciously coordinated to achieve a common goal.

Three necessary conditions for the emergence of an organization

The presence of at least two people who consider themselves part of the organization;

The presence of at least one goal that members of the organization accept as a common one;

The presence of group members who deliberately work together to achieve a goal.

Organization(firm)- a system consisting of many elements that provides the transformation of resources to achieve results (production, work, services).

COMMERCIAL ORGANIZATION - an independent economic entity established in accordance with the procedure established by law in order to make a profit through the production of products, performance of work and provision of services to meet public needs

Basic principles of functioning in a market economy:

Free enterprise

Competition

Economic (commercial) interest

ManagementorganizationsAndhisessence.

Necessity management

A characteristic feature of any organization with more than 2 employees is the division of labor.

Horizontal division of labor - the division of the labor process into interrelated elements (operations) that are assigned to individual workers. This is especially evident in large organizations with a large number of employees. The effect of the division of labor is the increase in productivity due to the specialization of jobs and the growth of skills of workers.

vertical division of labor - the need to coordinate the work of individual groups of workers to ensure the consistency of labor results and achieve the goals of the organization.

Threelevelmanagement

All roles performed by the manager (both in the internal and external environment) successively go through three levels:

Interiorlevel- Management of information flows in order to influence people, which makes them act in the right direction. These functions are communication and control.

Controlthroughof people- Motivation and motivation.

Controlaction- Active participation in certain activities. The level at which the manager prefers to work becomes the determinant of his management style.

2. Life cycle of the organization. Characteristics of the stages of development of the organization.

The life cycle of an organization is a set of stages of development through which an organization passes during the period of its operation.

The life cycle has the following form: origin and formation, growth, when the company actively fills the segment of the market it has chosen, maturity, when the company tries to keep the existing market share under its control, and old age, when the company quickly loses its market share and is forced out by competitors. In the future, the organization is either liquidated, or merged into a larger one, or split into smaller organizations, which, depending on the situation, may be at the stage of growth or maturity (less often, other stages).

The first stage in the development of an organization is its formation. At this stage, it is important for the organization to find the product that can be offered to the consumer. If an organization manages to find its place in the market, "promote" its product, then it can move to the second station - intensive growth.

At this stage of development, the organization grows, the volume of goods sold increases, the number of personnel, the number of branches, divisions, and activities increase. If an organization manages to stay on the wave, stabilize sources of income, gain a foothold in the market already as a full-fledged agent, then it can move on to the third stage - stabilization.

At this stage, it is important for the organization to stabilize its activities as much as possible. To do this, it tries to reduce the cost of production by reducing costs and maximizing the rationing of its own activities. Usually, due to the volatility of the market, the consumer, the life cycle of the product offered by the organization is limited, which also affects the staging of the organization's development.

After the stabilization stage, the organization can naturally move into the next stage - a crisis, which is characterized, as a rule, by a decrease in performance below the profitability margins, loss of a place in the market and, possibly, the death of the organization.

An organization can survive and move on to the next cycle of development only if it can find a new product that is attractive to the consumer, take a new place in the market. If this is successful, then it can again go through the stages of formation, intensive growth and stabilization in a transformed form, which will inevitably be replaced by a new crisis. In the development of an organization, crises are inevitable.

In accordance with the organizational and legal form of ownership, commercial banks are divided into joint-stock, whose capital is formed by selling their own shares (currently this is the most common form of ownership), cooperative, or share, whose capital is formed by selling shares, they are usually , small in size, so there are not so many of them, and private banks, the capital of which belongs to one person.

Much less common are state-owned banks, the capital of which belongs to the state, municipal banks, the capital of which is in city (municipal) ownership, mixed banks, the capital of which is formed on the basis of different forms of ownership, and joint banks, when the bank is based on the capital of different countries.

Currently, joint-stock banks with huge capitals predominate, which to a greater extent can be called banking organizations, consortiums or holdings, covering not only a branch network, but also a number of credit organizations that allow increasing profits. The main founding document of such banks is the Charter. It fixes the organizational and legal form of the bank, the amount of capital, the number of shares (shares), the par value of one share (the monetary size of the share), the management and control bodies, the mechanisms for making basic management decisions and their implementation, as well as other important provisions.

In the Russian Federation, banks can be created on the basis of any form of ownership as a business company, that is, in the form of limited and additional liability companies and joint-stock (open and closed) companies. A limited liability company is established by one or more persons, the authorized capital is divided into shares determined by the constituent documents; participants in a limited liability company are not liable for its obligations and bear the risk of losses associated with the activities of the company within the value of their contributions. An additional liability company is also established by one or more persons, the authorized capital is formed by making contributions from its participants. The founding documents of such banks are the memorandum of association and charter.

The organizational structure of a commercial bank is determined by its Charter, which contains provisions on the bank's management bodies, their powers, responsibilities and relationships in the implementation of banking operations. The joint-stock bank is managed by the general meeting of shareholders, which is convened at least once a year, while there may be cases of an extraordinary meeting of shareholders at the request of the founders, the Board of Directors, the audit commission or shareholders of the bank. All shareholders are present at the shareholders' meeting, however, only holders of ordinary shares have the right to vote. Decisions are taken by a simple majority of votes. The General Meeting of Shareholders approves and amends the Bank's Charter, the Regulations on the Board of Directors, the Board of the Bank, the Audit Commission, decides to expand the number of participants or their withdrawal from the bank, approves the annual report, distributes the bank's profit, decides on the formation of its funds, the creation and liquidation of its branch network, and also solves other important issues for the bank.

The General Meeting of Shareholders Elects the Board of Directors or the Board of the bank, which includes from 5 to 25 people, depending on the size of the bank, determines the term of their powers. Most often, the Board of Directors includes the owners of shareholdings.

The activities of the Board of Directors include: determination of the bank's goals and formation of its policy; amendments to the Bank's Charter; determining the amount of dividends; transfer of funds from the retained earnings account to reserve accounts; determination of the organizational structure of the bank; hiring and firing executives; definition of forms and types of reports; control over loans and investments; verification of all banking operations, implementation of consulting services, formation of the bank's marketing policy; establishment of business relations with other banks and legal entities.

The Board of Directors elects the Chairman of the Board of Directors, who may be the President of the bank. The Chairman of the Board of Directors informs the Board of Directors about the work of the bank, about public relations, about the prospects for the development of the bank, etc.; manages the operations of the bank.

The Board of the bank also includes Vice-Presidents, who head the leading departments of the bank, as well as the chief accountant, who performs accounting, cash flow and control. In foreign banks, the Board includes an auditor who reports directly to the Chairman of the Board of Directors. He carries out an external review of the bank, identifies its shortcomings, development prospects and reports to the Board of Directors. The tasks of the board of the bank include organizing and implementing the operational management of the bank's activities in order to ensure the implementation of decisions of the general meeting of shareholders and the Board of Directors, approving the regulations on structural divisions, branches and representative offices of the bank, resolving issues of selection and placement of personnel. A typical bank management scheme is provided in fig. 2

In the organizational structure of the bank, both operational (lending, investment, trust operations, international settlements, accepting and servicing deposits) and staff functions (consulting performers, accounting, business analysis, hiring, staff development, marketing) are implemented. bank control). As a result, a typical organizational structure of a commercial bank can be represented as:

* divisional, in which the division of all divisions takes place in accordance with the type of customers (individuals and legal entities), the types of services offered (crediting, securities transactions.), regions (branches; departments). Often, the organizational structure can be built on a sectoral or territorial basis, for example, a lending department may include departments for lending to individual sectors of the economy and territorial divisions;

* matrix, when employees have double subordination;

* functional, which includes functional divisions and services, the number of which is determined by the economic content and volume of operations performed by the bank. In this case, the main organizational units can be:

Credit Committee and Audit Committee, which deal with general matters. The Credit Committee develops the bank's credit policy, the Audit Committee conducts an external review and evaluation of the bank's activities;

Planning Department, dealing with the organization of commercial activities and management of bank liquidity, profitability; economic analysis and study of the client's creditworthiness; development of bases and plans of commercial activity of banks; marketing and public relations;

Department of Deposit Operations, which carries out deposit operations (acceptance and issuance of deposits) and is engaged in the issue and placement of its own securities (shares, bonds, bills, certificates);

Department of credit operations, conducting short-term and long-term lending; lending to the population; non-traditional banking operations related to lending, such as leasing, factoring, etc.;

Management of intermediary and other operations, which is associated with the performance of guarantee operations and operations by proxy (trust operations), commission operations, factoring services, intermediary services, operations with securities (placement, storage and sale);

Department for the organization of international banking operations, carrying out foreign exchange and credit operations involving foreign currency deposits, the purchase of foreign currency, the provision of foreign currency loans, international settlements;

The Accounting and Operations Department, which includes the Operations Department, the Cash Operations Department, and the Settlement Department, is engaged in the provision of cash and settlement services to customers.

To perform staff functions, as already noted, certain services are formed in the bank, including: the administrative and economic department; legal department, in which lawyers check the correctness of paperwork, drafting contracts, conducting trust operations (representing the client in court); the personnel department, which deals with the selection and placement of personnel; department of operation and implementation of computer technology; accounting.

Due to the fact that the organizational structure is developed by the Board of Directors of the bank, it can be individual for each bank and depend on the set of banking operations that the bank performs. However, in general, the organizational structure can be built on a sectoral or territorial basis, for example, a lending department may include lending departments for individual sectors of the economy and territorial divisions. Let us give an example of an organizational structure (Fig. 3).

Therefore, most often the bank has a mixed structure of construction, but at the same time it focuses either on a centralized type of management or on a decentralized one. With a centralized organizational structure in the bank, there is a clearly defined vertical of power: employees are subordinate in accordance with their functional duties, i.e. if an employee is engaged in accounting, then he is subordinate to the chief accountant, and if the employee’s task is to make a profit, he is subordinate to the body , the resource manager. With a decentralized structure, the division occurs by type of product: securities (securities management), lending (credit management).

Almost every bank, choosing its organizational structure, should pay attention to the fact that for the body managing the resources of the bank, the main goal is to make a profit, and for the chief accountant - the maximum correctness in conducting and recording operations. In accordance with this, as a rule, a two-level system for making a transaction is formed:

* front-office - the subdivision concluding transactions;

* back office - the subdivision that executes transactions.

Sometimes a third system is added to them - accounting, which records transactions. However, as a rule, the three-tier system is rarely used in Russian banks.

The activities of commercial banks in Russia are expanding, new operations are emerging, which is reflected in the organizational structure, leading to its improvement and expansion. A well-thought-out organizational structure of a commercial bank provides an effective management system, an optimized document flow, effective personnel management, and is a labor incentive tool that does not require any additional financial investments.

Control questions:

1. What is included in the concept of "commercial bank"?

2. Name the types of commercial banks.

3. What are the functions of commercial banks?

4. What is the legal basis for a commercial bank?

5. What is the organizational structure of the bank?

6. What do concepts such as merger, division, absorption, accession, separation, sanitation, liquidation mean.

7. How is the creation of a commercial bank?