Organization management structure. Forms of organization of the management system. Brief description of the forms of organization of the management system Forms of organization of the management system features of organizational structures

06.03.2023

II. BASIC MANAGEMENT

11. Organizational relations in the management system. Forms of organization of the management system

Organizational structure of management ensures the performance of general and specific control functions, maintains appropriate vertical and horizontal connections and separation of controls. vertical the division is determined by the number of management levels, as well as their subordination and directive relations. Horizontal division is carried out according to industry characteristics. It can be oriented to sub-processes of industrial production; manufactured products; spatial working conditions. The organizational structure regulates the division of tasks into departments and divisions; their competence in solving certain problems; the general interaction of these elements. Thus, the firm is created as a hierarchical structure.

The task of managers is to choose the structure that best suits the goals and objectives of the organization, as well as internal and external factors affecting it. The “best” structure is the one that best enables an organization to interact effectively with its external environment, distribute and direct the efforts of its employees in a productive and efficient manner, and thus meet customer needs and achieve its goals with high efficiency.

The organizational structure of the management apparatus is a form of division of labor in production management. Each division and position is created to perform a specific set of management functions or work. To perform the functions of the unit, their officials are endowed with certain rights to dispose of resources and are responsible for the performance of the functions assigned to the unit. The scheme of the organizational structure of management reflects the static position of units and positions and the nature of the relationship between them.

Distinguish connections: linear(administrative subordination), functional(by field of activity without direct administrative subordination), cross-functional, or cooperative(between departments of the same level).

Depending on the nature of the connections, several main types of organizational management structures are distinguished: linear(each manager provides leadership to subordinate units in all types of activities); functional(realizes a close connection between administrative management and the implementation of functional management); linear-functional(line managers are single bosses, and they are assisted by functional bodies; line managers of lower levels are not administratively subordinate to functional heads of higher levels of management); matrix(characterized by the fact that the performer can have two or more managers (one is linear, the other is the head of the program or direction); divisional (divisions or branches are distinguished either by area of activity or geographically); multiple(combines various structures at different levels of management, for example, a branch management structure can be used for the entire company, and in branches it can be linear-functional or matrix).

The effectiveness of company management largely depends on a clear delineation of the competence of individual management services (divisions), their responsibility and the provision of normal working relationships in them. Therefore, the skeleton of management - its organizational structure - must acquire the "muscles of management". This is facilitated by the following regulatory documents: regulations on departments and services; job instructions.

The primary element of the management structure is the official position. Job descriptions provide a clear delineation of duties and rights between employees of the company. They contain: a general part; main tasks and responsibilities; rights; employee responsibility. Typically, a job description is the basis for appraisal of an employee based on the results of his activities.

Delegation– transfer to others (usually subordinates) of responsibility and authorship of operations and/or coordination of certain actions. There are various levels of delegation (delegation of activities, but not of evaluations, responsibility, authorship of actions). Advantages delegation: release of manager's time; the opportunity for the manager to do more important work (for example, strategic decisions); the possibility of a deeper assessment of the potential of subordinates; motivation of those to whom delegation is carried out; a means of developing the arts and skills of employees; work with personnel reserve. Flaws delegation: the organization of delegation requires a certain amount of time and effort of the manager; there is a certain risk; the organization may simply not have people with sufficient time resources and competence.

List of actions for delegation:
1. Highlight the essential in all the variety of activities.
2. Determine the activities to be delegated.
3. Evaluate the benefits of delegation.
4. Identify persons suitable for delegation.
5. Discuss transferred activities.
6. Determine the time frame and provision for delegation.
7. Determine the levels of responsibility for delegation.
8. Review and evaluation of the results of delegation.

Another factor in the effective functioning of the organization is the degree of centralization of management. Centralization means the concentration of power at the top level of the organization. The purpose of centralization is to increase synergy, improve coordination, and prevent errors at lower levels of management. The negative side of centralization is to reduce the efficiency of management, reduce the ability to adapt to new working conditions. Decentralization is the transfer or delegation of rights and responsibilities for a number of key decisions to the lower levels of the organization's management. The purpose of decentralization is to facilitate decision-making processes and initiatives at lower levels of management, efficiency of management, and high adaptability of the organization to new conditions. The negative side of decentralization is the isolation of parts, which often leads to conflicts, weakening control and unity in action.

Bureaucratic organizational structure characterized by the following features:
1. A clear division of labor, which leads to the emergence of highly qualified specialists in each position.
2. Hierarchy of management levels, in which each lower level is controlled by a higher one and is subordinate to it.
3. The presence of an interconnected system of generalized formal rules and standards that ensures the uniformity of the performance of their duties by employees and the coordination of various tasks.
4. The spirit of formal impersonality with which officials carry out their official duties.
5. Implementation of recruitment in strict accordance with technical qualification requirements. Protection of employees from arbitrary layoffs.

Functional organizational structure widely used in mid-sized companies. Functional departmentalization is the process of dividing an organization into separate elements, each of which has its own well-defined, specific task and responsibilities. In principle, the creation of a functional structure comes down to grouping personnel according to the broad tasks that they perform. Specific characteristics and features of the activities of a particular unit correspond to the most important activities of the entire organization. The traditional functional blocks of the company are the departments of production, marketing and finance.

The divisional organizational structure implies division of the organization into elements and blocks by types of goods or services, customer groups or geographic regions.

If the activities of the organization cover large geographical areas, especially on an international scale, then it may be appropriate to structure the organization on a territorial basis, i.e. at the location of its divisions. Regional structure facilitates the solution of problems related to local legislation, customs and consumer needs. This approach simplifies the communication of the organization with customers, as well as communication between members of the organization.

Since the beginning of the 60s of the XX century, many organizations began to develop and implement new, more flexible types of organizational structures, which, in comparison with the bureaucracy, were better adapted to the rapid change in external conditions and the emergence of new high technology. Such structures are called adaptive, because they can be quickly modified in accordance with changes in the environment and the needs of the organization itself. Another name for these more flexible systems – organic structures. It is related to their ability to adapt to changes in the environment, just as living organisms do. The organic structure is built on goals and assumptions that are radically different from those that underlie the bureaucracy.

There are methods of direct influence on the personnel of the organization, which are of a directive, mandatory nature, based on discipline, responsibility, power, coercion - organizational and administrative methods.

To the number organizational methods include: organizational design; regulation; rationing. At the same time, specific persons and specific dates of execution are not indicated. With administrative methods (order, instruction, briefing), specific performers and deadlines are indicated. Organizational methods are based on typical situations, and administrative methods are mostly related to specific situations. The essence of organizational regulation is to establish rules that are mandatory for implementation and determine the content and procedure for organizational activities (regulations on the enterprise, company charter, internal company standards, regulations, instructions, planning rules, accounting, etc.).

Usually managerial methods are based on organizational ones. command methods implemented in the form of an order, resolution; instructions, instructions, commands, recommendations.

Keywords

company / / control system/ functions / principles / laws / feedback / structure / model

annotation scientific article on economics and business, author of scientific work - Yu. M. Lisetsky

The article considers the enterprise as an open socio-economic system, which operates within the framework of a situational approach, which involves a change in the forms, methods, systems, style of enterprise management, depending on the objective conditions of the external environment, as well as a more accelerated process of convergence of management models. It is shown that management is a purposeful and constant process of influence of the subject of management on the object of management, aimed at changing the state according to a certain plan of action and being an integral function of any system. The basic principles (laws of cybernetics) of building control systems are given - diversity, difference between the whole and the particular, external addition, feedback, anti-entropy, as well as cybernetic and functional models control systems. Represented control system enterprise as a form of real embodiment of managerial relationships and its composition - subsystems of management methodology, management process, management structure and management techniques. Solving the urgent problem of restructuring production and, above all, control systems it is expedient for them to carry out on the basis of systemic principles to create an effective organizational and economic model for managing a manufacturing enterprise.

The text of the scientific work on the topic "Enterprise management system"

UDK 519.25+004.9 Article submission date: 30.01.18

B01: 10.15827/0236-235X.031.2.246-252 2018. Vol. 31. No. 2. P. 246-252

ENTERPRISE MANAGEMENT SYSTEM

Yu.M. Lisetsky 1, Doctor of Technical Sciences, General Director, [email protected]

1 S&T UKRAINE Company, ave. Academician Palladina, 44, Kiev, 03680, Ukraine

The article considers an enterprise as an open socio-economic system that operates within the framework of a situational approach, which involves changing the forms, methods, systems, and style of enterprise management depending on the objective conditions of the external environment, as well as a more accelerated process of convergence of management models.

It is shown that management is a purposeful and constant process of influence of the subject of management on the object of management, aimed at changing the state according to a certain plan of action and being an integral function of any system.

The basic principles (laws of cybernetics) of building control systems are given - diversity, difference between the whole and the particular, external addition, feedback, anti-entropy, as well as cybernetic and functional models of the control system.

The enterprise management system is presented as a form of real implementation of managerial relationships and its composition - subsystems of management methodology, management process, management structure and management techniques.

The solution of the urgent task of restructuring production and, above all, the management system, it is advisable to carry out on the basis of system principles to create an effective organizational and economic model for managing a manufacturing enterprise.

Keywords: enterprise, socio-economic system, management system, functions, principles, laws, feedback, structure, model.

In the conditions of a modern market economy, the active development of entrepreneurship, the modernization of the public sector, the content of organizational, managerial, socio-economic relations, both in the public administration system and in management at the level of an individual enterprise, is significantly changing. The creation of corporate forms of management, changing the psychology of managers, the style of economic behavior, their reassessment of their role and place in the economic system cause a reasonable interest in the theory and practice of managing a modern enterprise.

The new approach to production management is that any enterprise is considered as an open socio-economic system that operates within the framework of a situational approach. Therefore, the forms, methods, system, style of enterprise management should change significantly depending on the objective conditions of the external environment, goals, strategy, technology, etc. Today we can talk about a more accelerated process of convergence of management models.

Management as a function of the system

Management is a purposeful constant process of influence of the subject of management on the object of management, aimed at changing the state of the object and / or subjects (including oneself) according to a predetermined plan. This is the activity of bringing the objective process to the subjectively chosen goal. At the heart of any management

niya necessarily lies expediency.

When studying and analyzing any system, it is necessary to clearly distinguish between its two main characteristics - function and purpose.

The function of the system is a characteristic that determines the change in the states of the system. The set of all possible states of the system is predetermined by the number of its elements, their diversity and interconnections.

The management function is a special type of management activity, specific forms of management influence on the activities of the system, which determine and determine the content of business relationships.

The goal of the system is a certain (desirable, set from outside or established by the system itself) state of its outputs, that is, a certain value or set of values of the system function.

The purpose of the production process at the enterprise is the optimal release of a given range of products with the most rational use of limited technological resources and progressive methods of organizing production.

The set of observed states of the system function describes the trajectory of the system. The concepts of function, purpose, and trajectory of a system refer to it as a holistic entity, rather than individual elements.

Important characteristics of a system are its structure, size and complexity.

The management structure is an ordered set of persistently interconnected elements,

ensuring the functioning and development of the organization as a whole.

The organizational structure of the management apparatus is a form of division of labor in production management.

Each division and staff unit in the enterprise is created to perform a certain set of management functions or work, is endowed with certain rights to manage resources and is responsible for the performance of the functions assigned to the division.

The organizational structure regulates the distribution of tasks among departments, their competence in solving certain problems, and the general interaction of these elements.

Within the framework of organizational structures, the entire management process takes place, as well as the movement of information flows, in which managers of all levels take part.

The size of the system is characterized by the number of its elements and the connections between them, the complexity - by the diversity, heterogeneity of the properties of the elements and the features of the connections between them.

Management as a process of influence of the subject on the object of management is unthinkable without a management system, which is usually understood as a mechanism that provides the management process, that is, a set of interdependent elements that function in a coordinated and purposeful manner. The elements involved in the management process are combined into a system using information links, and more specifically, according to the feedback principle.

Defining the concept of "management", the French founder of the administrative (classical) school of management A. Fayol names six such functions (operations):

Technical (production, manufacturing and processing);

Commercial (purchase, sale and exchange);

Financial operations (raising funds and managing them);

Insurance (insurance and protection of property and persons);

Accounting (accounting, costing, accounting, statistics, etc.);

Administrative (forecasting, organization, command, coordination and control).

Revealing the content of the administrative operation, the scientist explains: “To manage means to organize, dispose, coordinate and control; to foresee, that is, to take into account the future and develop a program of action; to organize, that is, to build a dual material and social organism of the enterprise; dispose, that is, force the staff to work properly; coordinate, then

there is to connect, unite, harmonize all actions and all efforts; to control, that is, to take care that everything happens according to the established rules and given orders.

Any management process has characteristic features:

The need to create and operate a complete system;

Purposeful influence on the system, the result of which is the achievement of orderliness of relations and connections capable of performing the assigned tasks;

The presence of the subject and object of management as direct participants in management;

Information as the main link between management participants;

The presence of a hierarchy in the management structure (elements, subsystems, systems, areas, regions, etc.);

The use of different forms of subordination of the control object to the subject of control, within the framework of which different techniques, forms, methods, methods and means of control are used.

Based on the division of the surrounding world into three main components (lifeless nature, wildlife and human society), management is traditionally divided into the following types:

Technical management in lifeless nature (in technical systems) - management of scientific and technical processes and physical bodies, machine systems, etc.;

Biological control in living organisms (in biological systems) - control of processes occurring in wildlife and related to the vital activity of organisms;

Social management in society (in social systems) - management as an influence on the activities of people united in different social groups with different interests.

Each of the types of management is distinguished by its purpose, qualitative originality, specific features, intensity of management functions and operations carried out.

Regarding the quantitative composition of management functions, scientists do not have a common opinion. For example, five main management functions are identified in work (foresight, organization, management, coordination and control), in work - six (planning, organization, leadership, leadership, work with personnel and control), in - ten (goal setting, organization, coordination , managerial decision making, planning, regulation, control, work with personnel, leadership and administration), and in - four (planning, organization, motivation and control) and decision making as a cross-cutting and interconnected function. This set seems to be the most optimal, because

that the concept of organization is quite broad and all-encompassing and includes those functions that some authors identify as management functions.

Planning. With the help of this function, the goals of the enterprise (organization), the means and the most effective methods for achieving them are determined. An important element of the function is forecasts of possible development directions and strategic plans. At this stage, the enterprise must determine what real results it can achieve, assess its strengths and weaknesses, as well as the state of the external environment (economic conditions in a given country, government acts, trade union positions, actions of competing organizations, consumer advantages, public opinion, development technologies, etc.).

Organization. This management function forms the structure of the organization and provides it with everything necessary (personnel, means of production, cash, materials, etc.), that is, at this stage, conditions are created to achieve the goals of the organization. Good organization of the work of the staff allows to achieve more effective results.

Motivation. It is the process of motivating people to act in order to achieve the goals of the organization. Performing this function, the manager provides material and moral incentives for employees and creates the most favorable conditions for the manifestation of their abilities and professional growth. With good motivation, the staff performs their duties in accordance with the goals of the organization and its plans. The process of motivation provides for the creation of opportunities for employees to meet their needs, subject to the proper performance of their duties. Before motivating staff to work more efficiently, the manager must find out the real needs of his employees.

Control. This management function provides for the evaluation and analysis of the effectiveness of the results of the organization's work. With the help of control, an assessment of the level of achievement by the enterprise of its goals and the necessary adjustment of the planned actions are carried out. The control process includes setting standards, measuring the results achieved, comparing these results with the planned ones and, if necessary, revising the primary goals. Control unites all management functions together, allows you to maintain the desired direction of the organization and correct wrong decisions in a timely manner.

Principles of construction of control systems

When building control systems of any degree of complexity, it is necessary to take into account the basic principles (laws) of cybernetics.

Law of Necessary Variety. The essence of this law is that the diversity of a complex system requires a fairly diverse management. The law substantiates the need for multivariate planning, finding optimal solutions. Management based on the consideration of only one version of the plan cannot be recognized as scientific. Optimal control, built on the consideration of different options, is scientific control that meets the law of necessary diversity. The more complex and, therefore, the more diverse the system itself, the more important the optimality in control becomes.

The law of difference between the whole and the partial (the law of emergence). The essence of this law is that the system has integral properties, that is, not inherent in its constituent elements. The larger the system, and the greater the discrepancy in scale between the part and the whole, the more likely it is that the properties of the whole may be very different from those of the parts. Emergence is one of the manifestations of the dialectical principle of the transition of quantitative changes into qualitative ones. The law of the difference between the whole and the partial shows the discrepancy between the local optima of individual subsystems and the global optimum of the entire system, as well as the need for an integral consideration of the system, achieving a general optimum. When synthesizing control systems, it is generally accepted that common (emergent) interests are concentrated in the center of the system, in the central body, at the top level of the hierarchy, while separate, inherent (immanent) interests are localized in the corresponding elements.

The law of external complement. In complex systems, the forecast of the state of the environment and the development of control influences by formal methods can only be carried out approximately. As a result, meaningful control of the work of a formalized control scheme and its correction by making additional (external) informal decisions are always necessary. Such corrections can be considered as the result of the functioning of the black box built between the output of the formalized control subsystem and the input of the controlled subsystem.

The more complex the system, the more natural will be deviations that are not taken into account when planning and creating systems. Therefore, the control system must have appropriate reserves, compensators and regulators to correct such unaccounted for deviations. The set of informal procedures for correcting algorithmically (formally) obtained control influences and setting different parameters is called external addition, and theoretical

the need for such informal compensation - by the principle or law of external complement.

The law of feedback requires the construction of a system using closed loops. For the economy, this means the need to concentrate the plan and accounting in one hand.

The law of anti-entropy comes down to the fact that the control of the system is always aimed at reducing the uncertainty in knowledge about the construction and behavior of the controlled system by increasing information awareness when making a decision. Control is always associated (for a given degree of system complexity) with the limitation of the degrees of freedom of the system, which is necessary to determine the purposeful behavior of the system.

Thus, the cybernetic model of the control system will look like the one shown in Figure 1.

Random connections

External environment

INPUT (resources) x(t)

direct connection

Control object t

* OUTPUT (products)

Subject of management

^feedback

Deterministic connections

Rice. 1. Cybernetic model of the control system 1. A cybernetic model of a management system

This model is a formalization of the relationship between the subject of management, the object of management and relations with the external environment.

The input to the cybernetic model is given as a vector of input variables x(t) for each time interval x(t) = ^(0, x2(t) , ..., xi(t)] and is characterized by the totality of all resources used in the object .

The output parameters are described by the vector

Y(():Y(0 = [MO,Y2(0 , ...,y„(0].

The parameters of control influences are described by the vector z(t) = ^(0, Z2(t) , z¿(t)], which characterizes the conditions of the process and can carry stabilizing and destabilizing effects.

Enterprise Management System

Currently, there are two forms of division of labor in the enterprise: horizontal and vertical. The first form is the division of labor into the constituent parts of the general activity of the

the division of work into separate tasks. The result of the horizontal division of labor is the formation of enterprise units that perform certain parts of the overall transformation process. Since the work in the enterprise is divided between departments and individual performers, someone must coordinate their actions in order to achieve a common goal. There is a need to separate managerial work from the executive. Thus, the need for management is directly related to the processes of division of labor in the enterprise.

In any management process, there is an object that is managed and a body that manages. In the process of management, this body receives certain information about the state of the external environment, where the object is located and with which it is associated. All this information is perceived by the governing body, which, on its basis, develops management information (makes a decision). On the basis of the decision made, a certain executive body makes a controlling influence on the object that is being managed. It is these three components (together with information links) that form the control system.

A control system is a systematized set of means of influencing a controlled object in order to achieve a certain goal by this object.

Often the governing and executive bodies of the object of management are combined into one concept - the subject of management.

The subject of management is structurally defined associations of people and managers at the personal level, carrying out managerial activities and having the authority to do so.

The object of management is individuals or groups of people who are targeted by organized, systematic, planned actions of the subject of management.

The control system can be represented as a combination of two subsystems: controlled and control (Fig. 2).

Management is always carried out with a specific goal, specific to a given control object and related to the state of the object and the environment in which it is located.

It is very important to define the control objective, which should be the same for each managed object. The degree of achievement of the set management goal is determined using the objective management function.

The analysis of the functional model of the control system shows that in order to implement optimal control, it is not enough to have the target control function and the restrictions specified for it. We also need information about

Control system

External environment

Rice. 2. Functional model of the control system 2. A functional model of a management system

the state of the control object and the external environment and the set of possible states of the elements of the control system. Without information, there is no control. Moreover, management is a continuous process of processing information: on the basis of one information, another is produced, which, in turn, becomes the material for obtaining a new one, and so on.

Particular attention should be paid to the quality of information. Among all types of information entering the governing body, the one that goes along the feedback lines from the control object is extremely important.

Feedback is any transfer of influence from the output of a system to its input. In control systems, feedback can be defined as an information link, with the help of which the control part receives information about the consequences of managing the object, that is, information about the new state of the object that occurs under the influence of control actions (Fig. 3).

Control actions coming from the control part to the controlled one can be different in nature - energy, material, information, depending on the nature of the controlled object. Among all systems, systems that are controlled by volume are especially different.

Rice. 3. Feedback

Fig. 3. Feedback

whose objects are people, groups of people. Such systems are called organizational management systems, or organizational. Control actions in them are aimed at organizing (coordinating) the behavior of groups of people, that is, they are essentially informational.

The enterprise management system is the principles and mechanisms of decision-making, the passage of information, planning, as well as systems of motivation and material incentives, this is a form of real embodiment of managerial relationships.

The enterprise management system is based on three main components:

Information support for the development and implementation of solutions;

A set of standard business procedures for solving the tasks;

Personnel motivation system.

An enterprise management system is a set of all elements, subsystems and communications between them, as well as processes that ensure the specified functioning of the organization.

The purpose of the functioning of the enterprise management system is the preparation and implementation of managerial actions or decisions to form the necessary behavior of the controlled system (or control object) under various environmental influences to achieve the formulated goals.

An enterprise management system is a complex formation of processes and phenomena, the improvement of which can go with varying degrees of detail. The real economic, organizational and psychological effectiveness of such improvement depends on the methodology and timing, intuition and professional training of the leader. Considering a more extended set of elements that are included in the enterprise management system, four subsystems can be distinguished: methodologies, structures, processes and management techniques (Fig. 4).

The management methodology includes the goal and task, principles, laws and regularities, functions and methods of management.

Rice. 4. The composition of the enterprise management system

Fig. 4. The composition of the enterprise management system

The management process is a communication system, management technology (development and implementation of management decisions), information support.

The management structure includes functional and organizational structures, a scheme of organizational relations, specific schemes of interactions of higher management bodies and a personnel structure.

Management technology includes computer and organizational equipment, communication networks (internal or external such as the Internet), and a document management system.

In turn, the methodology and management process form management activities, and the structure and management technique form the management mechanism. The state of the elements of the enterprise management system directly affects the efficiency of its functioning as a whole.

Conclusion

Thus, a significant place in solving the problems of enterprises is occupied by the restructuring of their overall management system. The organizational and economic mechanism of the functioning of an enterprise in market conditions should begin to work on modern management principles that allow integrating all types of resources

to achieve the goals to the greatest extent possible.

The main principle of the management system should be the production of the right products at the right time and in the right quantity, and the goal is to reduce the cost of its production and increase competitiveness.

Using the methodology of the system-target approach provides for the allocation of two main groups of factors influencing the formation and development of organizational structures of enterprise management. The first group reflects the influence of the characteristic production features of enterprises, the second - the influence of the external environment.

In modern conditions, the constant change in the external environment, the complication of technologies adversely affect the general state of the enterprise. Lagging departments negatively affect the performance of the enterprise as a whole, the activities of middle managers are often ineffective, there are a large number of poorly controlled costs - all these are characteristic features of the activities of large enterprises and the reasons for the overall decline in production.

Therefore, the restructuring of production and, above all, its management system is becoming an increasingly urgent task, in solving which it is advisable to use the system principles of modern management to create an effective organizational and economic model for managing a manufacturing enterprise and adapt it in practice.

Literature

1. Kudryavtsev E.M. Organization, planning and management of the enterprise. M.: ASV, 2011. 416 p.

2. Frenkel A.A., Tikhomirov B.I., Sergienko Ya.V., Volkova N.N. A new approach to the study of economic development trends. Economy and entrepreneurship. 2017. No. 9. Part 3. S. 39-46.

3. Shiryaev V.I., Baev I.A., Shiryaev E.V. Enterprise management: modeling, analysis, management. M.: Librokom, 2015. 272 p.

4. Fayol H. Administration industrielle et generale. Paris: Du-nod et Pinat, 1917, 174 p.

5. Kunz G., O "Donnell S. Management: systemic and situational analysis of managerial functions; [translated from English; edited by D.M. Gvishiani]. M .: Progress, 1981. 250 p.

6. Zhuravel V.I., Zaporozhan V.N. Management in the system of medical care. Odessa: OMU Publishing House, 2000. 432 p.

7. Meskon M., Albert M., Hedouri F. Fundamentals of management. M.: Delo, 1997. 704 p.

8. Lisetsky Yu.M. Model and enterprise management system. sci.-pract. conf. Cherkasy, 2014, p. 55.

9. Korotkov E.M. Study of control systems. M.: DeKA, 2000. 183 p.

10. Deming W.E. Way out of the crisis. A new paradigm for managing people, systems and processes = Out of the Crisis. Moscow: Alpina Publisher, 2011. 400 p.

11. Gaifullin B., Obukhov I. Modern enterprise management systems // Computer Press. 2001. N° 9. S. 23-27.

Software & Systems

DOI: 10.15827/0236-235X.031.2.246-252

AN ENTERPRISE MANAGEMENT SYSTEM

Yu.M. Lisetskiy 1, Dr.Sc. (Engineering), Director General, [email protected] 1 S&T Ukraine, Academician Palladin Ave. 44, Kiev, 03680, Ukraine

abstract. The article considers an enterprise as an open economic and social system that acts in terms of situational approach. This supposes changes of enterprise management forms, methods, systems, style depending on the objective conditions of the environment, as well as accelerated convergence of management models.

It is demonstrated that management is a purposeful and continuous process of management subject influence on a controlled object, which is aimed at changing a state according to a defined plan and which is an essential function of any system.

There are basic principles (cybernetic laws) of building management systems that include variety, differences of general from particular, external addition, feedback, anti-entropy, as well as cybernetic and functional models of a management system. The paper considers an enterprise management system as a form of real implementation of managerial interconnections and its composition including the subsystem of management methodology, process, structure and technique.

Keywords: enterprise, economic and social system, management system, functions, principles, laws, feedback, structure, model.

1. Kudryavtsev E.M. Organizatsiya, planirovanie i upravlenie predpriyatiem. Moscow, ASV Publ., 2011, 416 p.

2. Frenkel A.A., Tikhomirov B.I., Sergienko Ya.V., Volkova N.N. A new approach to studying economic development trends. Ekonomika ipredprinimatelstvo. 2017, vol. 9, i. 3, pp. 39-46 (in Russ.).

3. Shiryaev V.I., Baev I.A., Shiryaev E.V. Upravlenie predpriyatiem: modelirovanie, analiz, upravlenie. Moscow, KD Librokom Publ., 2015, 272 p.

4. Fayol H. Administration industrielle et generale. Paris, Dunod et Pinat Publ., 1917, 174 p.

5. Koontz H., O "Donnell C. Management: A Systems and Contingency Analysis of Managerial Function. 2nd ed. McGraw-Hill Inc. Publ., US, 1976, 768 p. (Russ. ed.: Moscow, Progress Publ. , 1981, 250 p.).

6. Zhuravel V.I., Zaporozhan V.N. Management v system medicinskoy pomoshchi. Odessa, Odessa Medical Univ. Publ., 2000, 432 p.

7. Mescon M., Albert M., Khedouri F. Management. Harpercollins College Div. Publ., 1988, 777 p. (Russ. ed.: Moscow, Delo Publ., 1997, 704 p.).

8. Lisetskiy Yu.M. The Model and system of enterprise management. Informatsiyni ta modelyuyuchi tekhnologii: vseukr. nauk.-prakt. conf. . Cherkasy, 2014, p. 55.

9. Korotkov J.M. Research system upravleniya. Moscow, DeKA Publ., 2000, 183 p.

10. Deming W.E. Out of the Crisis. MIT Press, 2000, 524 p. (Russ. ed.: Moscow, Alpina Publ., 2011, 400 p.).

11. Gayfullin B., Obukhov I. Modern enterprise management systems. Computer Press. 2001, vol. 9, pp. 23-27 (in Russ.).

Received 30.01.18 2018, vol. 31, no. 2, pp. 24b-252

Examples of a bibliographic description of an article

1. Lisetsky Yu.M. Enterprise management system // Software products and systems. 2018. V. 31. No. 2. S. 246-252. DOI: 10.15827/0236-235X.031.2.246-252.

In the theory of Western management, based on the concepts of organizational behavior, the structure of the company is considered as the most important factor that determines the motives and forms of behavior (activity) of the entire team and its individual members. In this regard, the organizational structure includes such management concepts as: the ratio of responsibility and authority, centralization and decentralization, responsibility and control, manageability standards, the company's organizational policy, management decision models, designing general and individual tasks, and some others. In essence, we are talking here about the content side of the management structure; about what goals it serves and what management processes it provides.

Thus, giving a general description of the organizational structure, we can single out several provisions that determine its significance.

1. The organizational structure of the firm ensures the coordination of all management functions.
2. The structure of the organization defines exactly the rights and obligations of the performers (powers and responsibilities) at the management levels.
3. The effective operation of the company, its survival and prosperity depend on the quality of the organizational structure.
4. The structure adopted in this particular firm determines the organizational behavior of its employees, i.e. management style and quality of work of the team. Organizational structures have a large number of types and forms. We will consider the two most common classifications of organizational structures.

Formal and informal organizational structures. The formal structure of the company is a structure chosen and established by the top management through appropriate organizational measures, orders, distribution of powers, legal norms, etc. The informal structure is not subject to orders and orders. It arises on the basis of the relationship of members of the team, the unity or contradictions of their views, interests, goals, etc. The informal structure is a reflection of interpersonal relations within the formal structure.

Let us dwell in more detail on formal organizational structures, which relate to mechanistic and organic management structures. With varying degrees of accuracy, all specific management structures can be assigned to one of these types. This division is based on the ratio of the internal components of the organizational structure, which makes it possible to reveal the essence of its construction. In this aspect, the organizational structure is defined as a combination of the following three components: complexity, formalization, centralization.

The first component - complexity - means the degree of differentiation of various types of management activities, including its functions (horizontal and vertical differentiation). The higher the degree of differentiation, the more complex the organizational structure of the firm.

The second component, formalization, is determined by the degree of uniformity (utilization) of management rules and procedures. The structure will be the more formalized, the more rules and procedures established from above operate in it.

The third indicator of the properties of the organizational structure of the company is the degree of centralization (decentralization) of management in it. It depends on the levels of management at which decisions are made.

In practice, there are various combinations of these components, giving a wide variety of specific management structures. These can be structures with pronounced, for example, signs of complexity in a large corporation or a rigid form of management (high degree of centralization) and vice versa, simple organizational structures with two or three levels of subordination, fairly free forms of activity, subordination, etc. A large number of structural combinations lie between these two extreme poles. All of them, depending on the degree of expression of the three components contained in them: complexity, formalization and centralization, are divided into the two groups indicated above: the group of mechanistic structures and the group of organic structures.

The mechanistic organizational structure is characterized by great complexity, especially by the large number of horizontal divisions; high degree of formalization; limited information network; low level of participation of all management personnel in decision-making.

The organic structure, on the contrary, is simpler, has a wide information network, is less formalized, and its management is decentralized.

There are various forms of business organization. When entering the market, our domestic enterprises can now independently choose one or another form of management organization with at a combination of factors and conditions of its development.

Each management organization has its own characteristics, which include: authoritative hierarchy, formal structure, deliberate coordination, interchangeability of employees, environmental restrictions, division of labor.

Usually, most people in an organization want to achieve a common goal through joint efforts. Based on the goals set and the selected signs of management, typical organizational structures are formed.

Typically, organizations are structured according to a line system, a multi-line system, or a headquarters line system. These are the basic models of management organization. As combinations of basic models, there can be a sectional organization and a matrix organization of management.

1. Linear system (Fig. 3)

It is based on the principle of unity of orders, i.e., each sublevel has only one direct boss and receives orders from him. In this system, jumping over an instance is basically not allowed.

In a linear system, hierarchical thinking is in the foreground. A linear system is usually used for standardized tasks, repetitive solutions, when very simple tasks, i.e., routine organizational structures.

Advantage: accurate regulation of subordination relations, clear division of rights and duties, unambiguous statement of the task, this system is easily visible both from the inside and from the outside, strict control of the boss.

Flaw: non-mobile system, which leads to troublesome ways between departments, loss of time.

2. Multiline system or a system of functions, when a number of instances are subordinate to one institution, while one employee has several bosses. Orders and instructions will be given by the specialist who performs this function.

3. Headquarters line or divisional system (Fig. 4).

Such a system concentrates the advantages of a linear system with the advantages of a multi-line system. Such advantages include the level of professionalism, speed of orders And shorter way of communications and information.

With a staff system, there is a clear delineation of competencies and responsibilities, while it is combined with deep specialization. Here only advantages are combined.

With this system, hierarchical relations are taken out of the limits, And here the principle of unity of assignments, tasks and management is observed.

Rice. 4. Headquarters line organization system

Main advantage is the unloading of control lines, the power of control (speed) increases, the quality of decisions made increases, more qualified workers are required.

Flaws: the possibility of conflict between headquarters and the entire line. The headquarters may somewhat overestimate its authority, the constant pressure of deadlines and conflict between subordinates and qualitatively poor decision-making;

4. Sectional organization(Fig. 5).

With the help of it, the problem of curated promotion of marketable products in various markets is solved. In foreign practice, many large enterprises draw up the structure of their enterprises based on the products or product groups they produce, and they create a single system around one product, which is aimed at the implementation of this product.

Purpose: Autonomous decision-making on sales, production, staff and profit growth. The sectional organization is aimed at maximizing profits.

5. Matrix organization(Fig. 6)

The concept of a matrix comes from mathematics. A matrix organ connected by mutual relations drawn up in a rectangular scheme is called a matrix. The matrix system has principal and transverse functions.

The main functions are related to production achievements and sales of products.

Transverse functions are associated with the performance of tasks that relate to the main functions.

Rice. 6. Matrix organization

Advantages: unloading of management and high responsibility for the manufactured product and its marketing.

Flaws: complex divisions of competence, conflict between departments is possible.

Until recently, our economy was most characterized by a linear-functional structure. The basis of the linear-functional structure is used in the organization of Western enterprises.

2.2. PECULIARITIES OF THE ORGANIZATION OF MANAGEMENT OF THE OIL AND GAS COMPLEX

Until 1991, the oil and gas sector was characterized by the presence of state-owned enterprises and, at the same time, strongly monopolized ones.

These enterprises owned all the oil and gas fields, they were called industrial associations for the extraction of oil and gas. Along with NGDU, these associations included the following enterprises:

Drilling organizations (UBR);

Industrial service bases (PBO);

Repair plants (RZ);

A number of other businesses covering infrastructure. Fully owned by state enterprises until 1991.

system of intra- and inter-field pipelines,

Since 1991, independent producers have appeared in the oil and gas complex. However, the activities of these producers were closely connected with the state. These manufacturers include:

ANC (joint-stock oil companies), which were practically approved with the help of the state;

Purely state-owned enterprises;

Companies with private capital, which are primarily engaged in servicing state oil companies;

Joint ventures (JV).

Since the end of 1993 and the beginning of 1994, the first vertically integrated companies (VICs) have been formed in the oil and gas sectors, which leads to a change in the concept of ownership and, at the same time, the goal is more clearly set: maximum profit, saturation of the domestic market with oil and gas , further development of export potential and an attempt to demonopolize the oil and gas sector.

In November 1992, the president signed a decree on the specifics of the organization of oil companies and their transformation into joint-stock oil companies. It was during this period that four large joint-stock companies were formed:

Surgutneftegaz (CIS);

Rosneft.

It was immediately assumed that Rosneft enterprises would break up into a number of large joint-stock oil companies, these are the first signs of vertical integration.

What did such integration imply?

The transition to vertically integrated companies (VIC) took into account a number of features:

They retained a large degree of state control (through shares);

At these enterprises, there is a concentration of a significant part of oil and gas assets in the hands of the state;

The direction of funds received from the sale of shares and dividends is concentrated and fixed at the level of the federal government and directed to the reconstruction and expansion of production;

When organizing such companies, a differentiated approach to denationalization was assumed.

Thus, when organizing the first vertically integrated companies, the management reorganization was based on the principle of maintaining a single production and technological complex (Fig. 7.8).

Rice. 7. Scheme of vertical integration in oil production

Rice. 8. Management organization of a large domestic oil and gas company

Central corporation - financial management, management of the strategy of the enterprise. It includes separate departments: legal services, personnel, research and environmental protection.

Services - research and development, information technology, development of new technologies, improvement of old ones.

Field of activity - exploration and preparation of reserves, capture of light fractions, oil and gas production, their preparation and transportation, oil refining and transportation of petroleum products.

A typical organizational structure of a joint-stock oil company (ANC) is shown in fig. 9.

Rice. 9. Organizational structure of the ANC

Purpose of the lecture:

Familiarize yourself with the creation of an organizational structure as part of the organization process.

Lecture objectives:

Reveal the essence of the organizational structure;

Highlight the stages of designing the organizational structure;

Give a classification of organizational structures;

Show the advantages and disadvantages of organizational structures;

Explain the need for centralization and decentralization in management.

Plan:

1. Creation of an organizational structure.

2. Bureaucratic organizational structures.

3. Adaptive organizational structures.

4. Centralized and decentralized organizations.

1. Creation of organizational structure.

The decision on the choice of the structure of the organization is always made by senior managers. It is necessary to choose a structure that best suits the goals, objectives, strategy of the organization.

Stages of designing an organizational structure:

1. To carry out the division of the organization horizontally into broad blocks corresponding to the most important areas of activity for the implementation of the strategy.

2. Establish the ratio of powers of various positions.

3. Define job responsibilities as a set of specific tasks and functions, entrust their implementation to specific individuals.

The resulting structure is not the final version. It should change, be reorganized in the course of the functioning of the organization in accordance with changes in its plans.

Organizational structures are divided into bureaucratic and adaptive.

2. Bureaucratic organizational structures (classical or traditional or mechanistic).

The concept of bureaucracy was originally formulated by M. Weber. He proposed bureaucracy as a kind of normative model that organizations should strive to achieve. The system of rational bureaucracy is characterized by a clear division of labor, hierarchical levels of management, the presence of an interconnected system of generalized formal rules and standards, hiring in accordance with qualification requirements, etc. Many modern organizations use the bureaucratic structure in various ways, because it is very well suited for most industrial companies, service industries and all kinds of government agencies. The objectivity of the decisions made allows an effectively managed bureaucracy to adapt to the ongoing changes. Promotion of employees on the basis of their competence allows for a constant influx of highly qualified and talented technical specialists and administrative workers into such an organization. Bureaucracy also has negative characteristics associated with an exaggeration of the importance of standardized rules, procedures, and norms that ensure that employees perform their tasks, as well as interact with customers and the public. This leads to the fact that the organization loses the flexibility of behavior in relation to changes in the external and internal environment.

Depending on the goals and objectives of organizations, various types of bureaucratic structures can be used. Various systems are used for this. departmentalization- This is the process of dividing an organization into separate blocks, which can be called departments, departments, sectors.

Classification of bureaucratic structures.

1. Functional organizational structure(fig.11.1). Very widely used by medium-sized companies. used functional departmentalization- the process of dividing an organization into separate elements, each of which has its own well-defined specific task and responsibilities. It comes down to grouping personnel according to the tasks they perform. Traditional main functional blocks: production, marketing, finance, sales, etc. departments. They can be divided into smaller units (secondary divisions): engineering, repair services, etc. It is advisable to use the structure in organizations that produce a limited range of products operating in stable external conditions, requiring the solution of standard tasks, for example, companies in the metallurgical industry, the rubber industry, and the raw materials industries.

Fig.11.1 - Block diagram of the functional organizational structure

Structure Benefits: stimulates business and professional specialization, reduces duplication of functions and consumption of material resources in functional areas, improves coordination of functions in functional areas.

Structure flaws: departments may be more interested in achieving their goals and objectives than the overall goals of the organization, which increases the possibility of conflicts in functional areas, the chain of commands from the head to the direct subordinate becomes very long.

2. Divisional organizational structure. Suitable for organizations with a wide range of products, operating in an environment with rapidly changing needs and technologies, operating in several markets, in different countries. Types of divisional structures:

Fig.11.2 - Block diagram of the product organizational structure

- Grocery(fig.11.2). 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. Heads of secondary services (production, technical and sales) must report to him.

Structure Benefits: allows you to pay great attention to each specific type of product, respond faster to changing conditions of competition, technology, consumer demand, improve coordination of work, because all activities for a particular product are under the direction of one person.

Structure flaws: increase in costs due to duplication of the same work for different types of products.

- Consumer oriented(fig.11.3) . All divisions are grouped around certain consumer groups. Advantages and disadvantages

Fig.11.3 - Block diagram of the organizational structure, oriented to the consumer

- Regional(fig.11.4) . It is used when the organization's activities cover large geographic areas, especially on an international scale. The regional structure facilitates the solution of problems related to local legislation, customs, consumer needs, and simplifies the organization's communication with customers. Advantages and disadvantages similar to the product structure.

Fig.11.4 - Block diagram of the regional organizational structure

3. Adaptive organizational structures (organic).

Since the 1960s some organizations have found themselves in a situation where their environment has changed so rapidly, projects have become so complex, technology has advanced so rapidly that bureaucratic organizational structures have become an obstacle to their functioning. It slowed down decision-making, and organizations could not effectively respond to changes in the external environment. Therefore, new, more flexible types of organizational structures began to be developed and implemented, which would be better adapted to the rapid changes in the external environment and the emergence of new technologies.

Types of adaptive structures:

1. Project organization is a temporary structure created to solve a specific problem. The most qualified employees of the organization gather in one team to implement a complex project on time with a given level of quality, without going beyond the established budget. When the project is completed, the team disbands. Its members move on to a new project, return to their regular job, or leave the organization. The main advantage: concentration on solving one problem (for example, developing a new type of weapon, building a dam, launching a rocket to the moon, etc.).

2. Matrix organizational structure(Fig. 11.5) (option of the design organization). Members of the project team report to both the project manager and the head of those functional departments in which they work constantly. The project manager has project authority, ranging from line to staff . Responsible in general for the integration of all activities and resources, for planning, controls the progress of the project. Heads of functional departments delegate part of their duties to him and also control the progress of work performed. The structure is used in many industries: chemical, banking and insurance, electronics and computing, even in some government organizations. Basic flaw structures: complexity, a lot of problems arise due to the imposition of the powers of project and functional managers, which undermines the principle of one-man management and often leads to conflicts. Advantages: allows you to achieve greater flexibility compared to functional structures, labor resources can be effectively distributed as new projects appear, provides greater coordination, characteristic of divisional structures, because The project manager coordinates all communications between project participants.

Fig.11.5 - Block diagram of the matrix organizational structure

3. Organizations of the conglomerate type. The whole organization takes on the form that best suits the situation. In one department, a product structure can be used, in another - functional, in the third - matrix or project. The senior management of the organization (corporation) is responsible for long-term planning, policy development, coordination and control of actions within the entire company. The central group is adjoined by a number of firms that are independent economic units, completely autonomous in operational management. They report to the parent company in achieving key profitability targets and meeting cost limits set by senior management. Unlike departmentalization, there is no dependency between firms. The conglomerate can buy or sell any firm, given the performance of its activities, this does not affect the activities of other divisions. The structure is actively used in high technology industries.

4. Centralized and decentralized organizations.

Centralized organizations- Organizations in which senior management retains most of the authority needed to make important decisions.

Decentralized Organizations- organizations in which powers are distributed to lower levels of management. As a rule, middle managers have very large powers.

In practice, there are no fully centralized or decentralized structures. Degree of centralization determines the possibility of classifying an organization as more or less centralized (decentralized) in comparison with other organizations. The degree of centralization is determined by the following characteristics:

1. The number of decisions made at lower levels. The more decisions are made by lower managers, the higher the degree of decentralization.

2. The importance of decisions made at lower levels. In decentralized organizations, middle and junior managers can make decisions related to the cost of significant material and labor resources with the definition of new directions for the organization.

3. Consequences of decisions taken at lower levels. If middle and junior managers make decisions that affect more than one function, the organization is decentralized.

4. The amount of control over the work of subordinates. In decentralized organizations, senior managers rarely review the day-to-day decisions of subordinate managers. Evaluation of their activities is carried out on the basis of the total results achieved (level of profitability, growth, etc.)

Within the same organization, there may be varying degrees of centralization in departments.

Benefits of Centralization:

Improves control and coordination, reduces the number of erroneous decisions of less experienced managers;

Avoids a situation where some departments grow and develop at the expense of others or the organization as a whole;

Allows the use of the experience and knowledge of the staff of the central administrative body.

Benefits of decentralization:

It is impossible to centrally manage large organizations due to the huge amount of information required and the complexity of the decision-making process;

Gives the right to make decisions to the leader who is closest to the problem that has arisen, which means that he knows it best;

Stimulate initiative and allow the individual to identify with the organization as a whole;

Helps prepare young leaders for higher positions.

Conclusions:

1. Organizational structures are divided into bureaucratic (functional and divisional) and adaptive (project, matrix and conglomerate). Each structure has its own advantages and disadvantages.

2. An organizational structure is chosen that best suits the goals, objectives, and strategy of the organization. It should change, be reorganized in the course of the functioning of the organization in accordance with changes in its plans.

3. An organization may have varying degrees of centralization (decentralization).

Literature:

Meskon M., Albert M., Hedouri F. Fundamentals of management. – M.: Delo 2004.

ch. 12 "Building an organization".

Organization management structure. Forms of organization of the management system. Brief description of the forms of organization of the management system Forms of organization of the management system features of organizational structures

11. Organizational relations in the management system. Forms of organization of the management system

annotation scientific article on economics and business, author of scientific work - Yu. M. Lisetsky

Related Topics scientific papers on economics and business, author of scientific work - Yu. M. Lisetsky

The text of the scientific work on the topic "Enterprise management system"