Structural divisions of the institution. Methodology for developing regulations on structural divisions. Section of the Regulations on the work of the structural unit

25.04.2020

Description

Any type of activity has its own hierarchy and a certain chain of relationships that ensure the coordinated performance of a certain type of activity. Without a clear structuring of the system, it is impossible to succeed in any type of production. AT modern society there is a division of organizations according to their spheres of influence. Let's consider what they are.

One of the most essential elements in the overall system are controls. They represent an interconnected chain of departments united by goals and a set of functions performed. They are usually located in large manufacturing enterprises or state-level institutions. Their main goal is to control the execution of work and distribute tasks to smaller sub-units of the organization. hallmark management is the complete absence of personnel employed in the manufacturing sector. The departments are focused on solving administrative and managerial issues.

Description

The presented type of structural-functional unit is less common in public life. Most often, departments are found in organizations that perform health functions. In this situation, departments are distributed according to the set of functions performed and the specifics of providing assistance to the population, this is necessary for faster staff work and the provision of narrow specialized medical care.

There are branches in the banking sector, as well as among the insurance sector. But unlike health care organizations and medical institutions, in this case, the distribution of branches is based on a territorial basis and the points belong to a certain area. In this case, the structural components of the system can be called branches and perform a wider range of tasks for the provision of services.

Description

The presented category occupies a lower position in the hierarchy in relation to the departments. Most often, the departments are part of government agencies, large enterprises and corporations, they are of an official nature and also perform the role of managing the activities of organizations. Departments, like departments, have their subdivision into smaller structural components, which are grouped according to general principles separation of functions.

Departments can meet in the system of state power to control the implementation of all existing norms and principles for organizing the activities of the country, subjects, territorial departments, large enterprises and industries.

Description

One of the main and basic elements in the structural organization and hierarchy of departments are departments. They are found in almost all spheres of human activity, in manufacturing enterprises, in large business corporations and in other departments. In almost all organizations where there is more than one type of activity, it is necessary to distribute by spheres of influence and by the features of the functions performed. For this, departments are created, the main task of which is to fulfill specific tasks.

Departments have the full right to independent existence, but at the same time they can also be part of the department and departments as a structural and functional unit to perform a certain type of work. Departments operate within the same enterprise and cannot be distributed to several organizations at once.

Description

This type of organization occupies a special place in the hierarchy of structural units. Usually they have a narrow focus on a functional basis, but at the same time they have a wide coverage of territorial points. The service can perform specific tasks within a certain type of activity, but at the same time cooperate with various organizations. This is the main difference from departments and other structural and functional units in organizations.

One of the clearest examples is the security service. It specializes in providing protection for enterprises and monitoring the security of the functioning of organizations. But despite the one task performed, it can cooperate with several enterprises at once and public services by providing them with their services. Services can cooperate with other organizations and their affiliates, but at the same time they have their own clear control system and centralized leadership, which ensures their autonomy.

Description

Unlike other types of structural components of the system, this unit is only engaged in working with documentation and compiling information notes. The bureau does not have the opportunity to participate in the production process, unlike departments, so its specialization differs significantly from the structures presented above. In terms of their organization and performance of activities, bureaus practically do not differ from departments. However, if we consider the global system of the enterprise, then the bureaus occupy a lower rung in the hierarchy, and therefore they deal with a more limited list of issues and solve problems at the local level on specific topics. It is here that you can get the information you are interested in and find out data on specific issues.

D.L. Shchur, head of the legal department of the Publishing and Consulting Center "Delo and Service"

The regulation on the structural unit is a local regulatory act of the organization that determines the procedure for creating a unit, the legal and administrative position of the unit in the structure of the organization, the tasks and functions of the unit, its rights and relationships with other units of the organization, the responsibility of the unit as a whole and its head.

Since the requirements for provisions on structural divisions and the rules for their development are not established by law, each enterprise independently decides which issues of organizing the activities of a particular division should be regulated in these local regulations.

Let's start with what is meant by a structural unit and for what type of unit the following recommendations are developed.

Structural subdivision is an officially allocated management body for a certain area of the organization's activities (production, service, etc.) with independent tasks, functions and responsibility for their implementation. A subdivision can be either isolated (branch, representative office) or not possessing the full characteristics of an organization (internal). It is for the second type of units, that is, internal ones, that these recommendations have been prepared.

As follows from the Qualification Directory for the positions of managers, specialists and other employees, approved by the Decree of the Ministry of Labor of Russia dated August 21, 1998 No. 37 (as amended on November 12, 2003), the department of organization and remuneration of labor should develop provisions on structural divisions. Since such a unit is not created in every organization, usually this work is entrusted either to the personnel service, which is most often the initiator of the introduction of provisions, or personnel service(HR department). To joint work the legal or legal department may also be involved.

In some organizations, it is accepted that each structural unit independently develops a position for itself. It is unlikely that such a practice can be called correct, especially if the company has not developed uniform rules and requirements for these local regulations.

The general management of work on the preparation of regulations on structural divisions, as a rule, is carried out by the deputy head of the organization (for personnel, for administrative and other issues).

Types of structural divisions

1) control . These are subdivisions formed according to industry and functional characteristics, and ensuring the implementation of certain areas of the organization's activities and managing the organization. They are usually created in large companies, public authorities and local government and combine smaller functional units (for example, departments, divisions);

2) branches . The departments are most often structured treatment-and-prophylactic, medical institutions and organizations. These are usually sectoral or functional divisions, as well as departments that combine smaller functional divisions.

Public authorities are also structured into branches (for example, branches are created in regional customs departments). As for banks and other credit institutions, as a rule, branches in them are created on a territorial basis and are separate structural units registered as branches;

3) departments . They are also subdivisions structured according to industry and functional characteristics, which, like management, ensure the implementation of certain areas of the organization's activities. Usually, such units are created in state authorities and local governments; they unite in their composition smaller structural units (most often - departments). Departments are also created in representative offices foreign companies and in companies in which management is organized according to Western models;

4) departments . Departments are understood as functional structural units responsible for a specific area of the organization's activities or for organizational and technical support for the implementation of one or more areas of the organization's activities;

5) service . "Service" is most often called a group of functionally united structural units that have related goals, tasks and functions. At the same time, the management or leadership of this group is carried out centrally by one official. For example, the service of the Deputy Director for Personnel may combine the personnel department, the personnel development department, the organization and remuneration department, and other structural units that perform functions related to personnel management. It is headed by the Deputy Director for Human Resources and is created to implement a unified personnel policy In the organisation.

The service can also be created as a separate structural unit, formed on a functional basis and designed to ensure the activities of all structural units of the organization within the framework of the implementation of one direction. Thus, the security service is a structural unit that ensures the physical, technical and information security of all structural units of the organization. The labor protection service is also most often created as an independent structural unit and for the implementation of a very specific task - to coordinate labor protection activities in all structural divisions of the organization;

6) bureau . This structural unit is created either as part of a larger unit (for example, a department), or as an independent unit. As an independent structural unit, the bureau is created to conduct executive activities and service the activities of other structural divisions of the organization. Basically, "bureau" is traditionally called the structural units associated with "paper" (from the French bureau - a desk) and reference work.

In addition to the above, production units are created as independent structural units (for example, workshops ) or units serving production (for example, workshops, laboratories ).

Justification for the creation of one or another independent structural unit, as a rule, is linked to the traditions of the organization (recognized or informal), methods and goals of management. Indirectly, the choice of the type of unit is affected by the number of personnel. For example, in organizations with average headcount more than 700 employees, labor protection bureaus are created with a staff of 3-5 employees (including the head). If the staff of the structural unit responsible for ensuring labor protection includes 6 units, then it is called the labor protection department.

If we turn to the organizational structure of federal executive bodies, we can find the following dependence: headcount management is at least 15 - 20 units, a department within the management - at least 5 units, an independent department - at least 10 units.

Rules and principles of structuring commercial organization, the staffing standards of a particular unit, its management determines independently. However, one should take into account the fact that the division of the organizational structure into independent units, consisting of 2 - 3 units, whose leaders do not have the right to adopt management decisions, leads to the "blurring" of responsibility and the loss of control over the activities of all structural units.

As already noted, independent units, in turn, can be divided into smaller structural units. These include:

a) sectors . Sectors (from lat. seco - cut, divide) are created as a result of temporary or permanent division of a larger structural unit. Temporary structuring occurs when two or more specialists are allocated as part of a department to solve a specific problem or carry out a specific project, headed by a chief or leading specialist; after the task is completed, the sector is disbanded. The main functions of the permanent sector is the implementation of a specific area of activity of the main unit or the solution of a certain range of issues. For example, in finance department a sector for financing operating expenses, a sector for methodology and taxation, a sector for financing investments and lending, a sector for bureaus of securities and analysis can be created as permanent ones; as a temporary sector, a sector for the implementation of a specific investment project can be created;

b) plots . These structural divisions are created on the same principle as the permanent sectors. Usually they are strictly limited to "zones" of responsibility - each section is responsible for a specific area of work. Usually the division of a structural unit into sections is conditional and is not fixed in staffing(or in the structure of the organization);

c) groups . Groups are structural units created according to the same principles as sectors, sections - they bring together specialists to perform a specific task or implement a specific project. Most often, groups are temporary, and their creation is not reflected in the overall structure of the organization. Typically, the group operates in isolation from other specialists of the structural unit in which it was created.

The specific name of the subdivision indicates the main activity of the selected structural unit. There are several approaches to establishing unit names.

First of all, these are names that in their composition contain an indication of the type of unit and its main functional specialization, for example: “financial department”, “ economic management”, “X-ray department”. The name may be derived from the titles of the positions of the chief specialists who head these divisions or supervise the activities of these divisions, for example, “chief engineer service”, “chief technologist department”.

The name may not contain an indication of the type of unit. For example, “office, “accounting”, “archive”, “warehouse”.

Names are assigned to production units most often by the type of products produced or by the nature of production. In this case, the name of the manufactured product (for example, “sausage shop”, “foundry shop”) or the main production operation (for example, “car body assembly shop”, “repair and restoration shop”) is attached to the designation of the type of subdivision.

In the event that a structural unit is assigned tasks corresponding to the tasks of two or more units, then this is reflected in the name - for example, “financial and economic department”, “marketing and sales department”, etc.

The legislation does not contain rules for establishing the names of structural units - as a rule, organizations assign them independently, taking into account the above rules. Previously state enterprises guided by officially approved staff standards the number of structural divisions, the Unified nomenclature of positions of employees (Decree of the USSR State Labor Committee of 09.09.1967 No. 443) and the Nomenclature of positions management personnel enterprises, institutions and organizations (Decree of the USSR State Labor Committee, the USSR State Statistics Committee and the USSR Ministry of Finance dated 06/03/1988).

At present, to determine the name of the structural unit, it is advisable to use the already mentioned Qualification guide positions of managers, employees and other specialists, containing the names of heads of departments common to all sectors of the economy (heads of departments, heads of laboratories, etc.). In addition, this issue should also be guided by All-Russian classifier professions of workers, positions of employees and tariff categories(OKPDTR).

The composition of the details of the Regulation

The main requisites of the position<*>about the structural unit as a document are:

1) name of the organization;

2) the name of the document (in this case, the Regulation);

3) registration number;

4) title to the text (in this case, it is formulated as an answer to the question about which structural unit this Regulation is about, for example: “On the financial department”, “On the personnel department”);

5) stamp of approval. As a rule, regulations on structural divisions are approved by the head of the organization (directly or by a special administrative act). By the constituent documents or local regulations of the organization, the right to approve the provisions on structural divisions may be granted to other officials (for example, the deputy head of the organization for personnel). In some organizations, it is accepted that the provisions on structural divisions are approved by a body authorized by the founders (participants) legal entity;

6) text;

7) approval marks (if the Regulation, in accordance with the rules adopted by the organization, is subject to external approval, then the approval stamp is affixed, if only internal - then approval visas). Usually the draft Regulations are only internally approved. The list of structural divisions with which it is coordinated is determined by the organization independently.

The draft Regulations on the structural unit are subject to approval:

With a higher manager (if the unit is part of a larger unit);

With the deputy head of the organization, who oversees the activities of the unit in accordance with the distribution of duties between senior employees;

With the head of the personnel service or other department that manages personnel;

With the head of the legal or legal department or with the lawyer of the organization.

In order to avoid inaccuracies in the wording of the relationship of the unit with other structural units, duplication of functions in the regulations on different structural units, it is desirable that the draft Regulations be agreed with the heads of those structural units with which the unit interacts. If the number of subdivisions with which the draft Regulations are to be coordinated is more than three, then it is desirable to issue an approval visa in the form of a separate list of approvals.

Such requisites as the date of publication may not be affixed, since the date of the Regulation will actually be considered the date of its approval. Also, the number may not be indicated, since a separate Regulation is developed for each structural unit.

The text of the Regulation can be structured into sections and subsections. The simplest is structuring into sections:

one. " General provisions».

2. "Goals and objectives".

3. "Functions".

4. "Rights".

More complex is the structure, in which sections are added to the above sections:

"Structure and staffing";

"Leadership (management)";

"Interaction";

"A responsibility".

Even more complex is the structure, which includes special sections on the working conditions of the unit (working mode), issues of control and verification of the activities of the structural unit, assessment of the quality of the performance of the unit's functions, property of the structural unit.

In order to show how the provisions on structural divisions are designed, let's take such a division as the personnel department. A sample Regulation on the simplest, but sufficient for the technocratic organization of the activities of this unit, is given in the "PAPERS" section (p. 91). To develop provisions along this model, it is enough to use the recommendations below for the first four sections. As for more complex models of regulations on structural divisions, one of them, prepared taking into account the recommendations for all sections, will be published in one of the following issues of the journal.

Section 1. "General Provisions"

This section of the Regulations reflects the following issues:

1.1. The place of the unit in the structure of the organization

If the organization has such a document as the "Structure of the organization", then the place of the unit is determined on its basis. If there is no such document, then the Regulation indicates the place of the unit in the organization's management system, and also describes what this structural unit is - an independent unit or a unit that is part of a larger structural unit. In the event that the name of the unit does not allow you to determine the type of unit (for example, archive, accounting), then it is desirable to indicate in the Regulation on what rights it was created (on the rights of a department, department, etc.).

1.2. The procedure for the creation and liquidation of a division

As a rule, a structural unit in a commercial organization is created by order of the head of the organization by his sole decision or in pursuance of a decision taken by the founders (participants) of a legal entity or a body authorized by them. The details of the document on the basis of which the division was created are indicated when stating the fact of the creation of a structural division.

The same paragraph defines the procedure for the liquidation of the unit: by whom such a decision is made and by what document it is drawn up. If the employer establishes special rules for the liquidation of a unit in his organization, then it is also advisable to describe the liquidation procedure here (provide a list of liquidation measures, the timing of their implementation, the procedure for paying compensation to employees). If the organization applies general rules reduction of the staff of the organization’s employees, then in this paragraph of the Regulation it is sufficient to confine ourselves to referring to the relevant articles Labor Code RF.

It is highly undesirable to use the concept of "abolition of a structural unit", since the abolition is understood as the termination of the activities of a structural unit not only as a result of the liquidation of the unit, but also as a result of its transformation into something else. However, since it is still desirable to resolve this issue, the Regulations must provide for the procedure for changing the status of a structural unit (its merger with another unit, transformation into a different type of unit, separation of new structural units from its composition, joining the unit to another unit).

1.3. Subordination of the structural unit

This paragraph indicates to whom the structural unit is subordinate, that is, which executive carries out the functional management of the department. As a rule, technical departments report to technical director(chief engineer); production - to the deputy director for production issues; planning and economic, marketing, sales divisions - to the Deputy Director for Commercial Affairs. With such a distribution of responsibility between executives, the office, legal department, public relations department and other administrative divisions may report directly to the head of the organization.

If a structural unit is part of a larger unit (for example, a department within a department), then the Regulations indicate to whom (position title) this unit is functionally subordinate.

1.4. Fundamental documents that guide the unit in its activities

In addition to the decisions of the head of the organization and general local regulations of the organization, the Regulation lists special local regulations(for example, for the office - Instructions on office work in the organization, for the personnel department - Regulation on the protection of personal data of employees), as well as industry-wide and industry-specific legislative acts (for example, for accounting - the federal law"On Accounting", for the information protection department - the Federal Law "On Information, Informatization and Information Protection").

The structure of this paragraph of the Regulation may be as follows:

“1.4. The department carries out its activities on the basis of: _____________________________"

(name of documents)

“1.4. In its activities, the department is guided by:

1.4.1. ______________________________________________________________________.

1.4.2. ________________________________________________________________________"

“1.4. In solving its tasks and performing its functions, the department is guided by:

1.4.1. ________________________________________________________________________.

1.4.2. ___________________________________________________________________________"

1.5. Other

The Regulations on the structural unit may provide other information that determines the status of the unit. So, for example, the location of the structural unit can be indicated here.

The same section of the Regulations may contain a list of basic terms and their definitions. It is advisable to do this in the regulations on structural units that perform specific functions, and the staff of which includes specialists who perform duties that are not related to the main tasks of the unit (for example, in the Regulation on the Department for Information Protection, it is desirable to clarify what is meant by "information leakage" , "object of information", "opposition", etc.).

In addition, other issues can be included in the "General Provisions" section, which will be discussed further as part of other sections of the Regulations on the structural unit.

HR records management

Keywords:

1 -1

Structural divisions of the organization are the basis on which various formations are based. They should be as relevant as possible to the activities carried out and be most effective in the performance of their direct duties.

general information

In small organizations, a common situation is when the performance of one function is assigned to a specific employee or he performs several tasks. As they grow, several employees are already doing the same. At this stage of development, it becomes necessary to unite these persons into certain units, called departments, groups, sections, sections, links, workshops. This is done in order to optimize handling. Functions performed are used as a unifying factor. This is how the structural units of the organization are formed.

Specificity

The creation of units is based on data on the type of activity, the number of personnel, location and other characteristics. Consider this example: a firm manufactures concrete blocks, advertising department deals with sales, and accounting lies with the accounting department. However, there is a significant difference between the various subjects. So, structural divisions construction organization significantly different from what is in the composition of banking institutions. The specifics of coordination of actions of various departments are also taken into account. The larger the organization, the more important the issue of governance becomes.

Ideally, care should be taken that all units are connected by a single goal and have all the necessary information support. As you grow, this state of affairs becomes more difficult to maintain, which affects the interaction and network of communications. In this case, it is very important to follow a clear division of responsibilities. Otherwise, you can expect an internal conflict. To avoid uncertainty, clear criteria should be followed. And then it doesn’t matter what is the object of influence - structural divisions credit institution, a bank, an IT company, a factory or an agricultural entity - their efficiency will be on top.

Types of divisions

The classification was taken as the basis, within which 61 departments are distinguished. They will be more or less structured according to the similarity of their duties. It should also be noted that in practice their names may have a slightly different form, but the essence of this does not change. It will help to get acquainted with this in more detail. internal position. Structural divisions of an educational organization and a commercial enterprise differ due to different goals. So when studying specific subjects, this must be taken into account. After all, different goals are pursued, and the structural divisions of the organization are working to achieve them. The types are as follows.

Administrative, financial and accounting and support services

The work of the foundations and the balancing of the work of the organization depend on them. These include:

Office.
Secretariat.
Office work service.
labor.
Personnel management service.
Department of labor organization.
Accounting.
Operational management service.
Financial division.
Department of foreign economic relations.
Warehouses finished products and materials.
Planning and Economic Department.
Standardization Service.
Legal service.
Human Resources Department.
Security Service.
Computing center.
VOHR - paramilitary guards.

It is also often possible to meet structural divisions of an educational organization. Often they operate in higher educational institutions, large engineering, scientific, agricultural, industrial and other companies where advanced products are being developed. Among them are research-technical and production departments.

Research and technical divisions

The following departments work in this area:

Research Department.
Service of feasibility studies.
Department of technical control.
Laboratory of measuring equipment.
Design department.
Technical service.
Experimental production.
Test shop.
Department of automation (mechanization).
Service
Experienced shop.
Department
Staff training service.
Tool department.
Design and technical service.
Department of the chief mechanic.
Training Bureau.
Experimental shop.
Bureau of Marketing Research.
Research laboratory.
Bureau of Nature Conservation.
Department of Invention and Patenting.

Production divisions

These are departments, workshops and services that directly mass-produce goods for their sale to end consumers. These include:

Logistics department.
Acquisition and external cooperation service.
Production and dispatching department.
Capital Construction Division.
Auxiliary production shops.
Energy department.
Department of the chief power engineer.
Department of the chief designer.
Production shops (assembly, machining and the like).
Special Design Office.
Repair and construction shop.
Energy shop.
Repair and mechanical shop.

These are the structural divisions of the organization. There are also different types of implementation: departments, laboratories, services and bureaus. Each approach has its own advantages, because of which it is chosen. And now let's look at a small example of functioning in which the structural units of an educational organization will operate. How do they function? What is the basis of the communication system within the organization itself when transferring data between different structural units?

An example in the educational field

Let's take a large university as a subject of research. This organization is suitable due to its size, numerous divisions and a very wide range of activities. So, first let's highlight the administrative divisions. Each university has management components (rector's office, dean's office), personnel department, accounting department, service system administrators. There can also be separate research institutes and centers.

Further division already goes to the level of departments. Each of them leads 4-6 groups. And if there is distance learning, then 8-12. Thus, student groups are the smallest numerical units in large universities. These educational institutions built a literally perfect (on paper) interaction. So, the administration receives information from the Ministry of Education in general terms. Then he passes it on to the dean's offices in the planning departments, which divide all the necessary material into required amount hours, take care of the provision of audiences and the absence of conflicts. This information is subsequently sent to the department, which can make suggestions.

Conclusion

As you can see, the structural units implement the principle, which ultimately allows them to obtain higher efficiency from their activities. To bring this indicator to the highest possible level, care should be taken that each person has a clearly defined workplace instruction, which indicates the responsibilities and capabilities of each. For effective cooperation and interaction, care must be taken to ensure that information is transmitted quickly and without delay.

MINISTRY OF EDUCATION OF THE RUSSIAN FEDERATION

KEMEROVSK TECHNOLOGICAL INSTITUTE

FOOD INDUSTRY

Test

Management

Performed:

gr. EC nz -

Methodical complex in the discipline "Management" for students of the correspondence faculty of the specialty 060800 "Economics and management at the enterprise"

Year of publication: 2002

Option 5

5. The main structural divisions of the organization

There are several types of enterprise structures:

Organizational

Production

The production units that manage the enterprise and service its employees, the number of such units, their size and the ratio between them in terms of the size of the occupied areas, the number of employees and other characteristics, represent the general structure of the enterprise.

The totality of interrelations and relationships arising in the management process between the divisions of enterprises, including the relationship of the rights and responsibilities of employees for the performance of specific activities in the management process, is the organizational structure of the enterprise. It, in turn, has five types:

1. Linear structure - at the head of the organization and each unit is a leader, endowed with all powers and concentrating all management functions in his hands. Its decisions, passed along the chain from top to bottom, are binding on all lower links. On this basis, a hierarchy of managers of this management system is created (for example, the director of the organization, the head of the shop, the foreman). The advantages of this management structure are the unity and clarity of orders; increased responsibility of the head for the results of the activity of the headed unit; efficiency in decision-making; receipt by the performers of mutually agreed orders. The disadvantages are high requirements for the manager, who must have extensive knowledge and experience in all managerial functions and activities of the enterprise. This structure is usually used in small and medium-sized organizations.

2. Functional structure - a structure in which management actions are divided into linear and functional, and each of these actions is mandatory for execution. Leaders don't interfere in each other's affairs. The general head only coordinates the actions of the heads of departments and performs a limited list of his functions. Advantages of this structure: attraction to the leadership of specialists competent in a particular field; efficiency in solving non-standard situations; rapid growth in the professionalism of managers. Disadvantages: violation of the principle of unity of command; depersonalization of responsibility; Difficulty in coordinating the activities of departments.

3. Linear-functional structure - it includes linear and functional organizations, which creates a double subordination for performers. The advantages are the high competence of specialists responsible for specific functions. The disadvantages include the lack of unity of action; the impossibility of maintaining the constancy of the relationship between functional services; lengthy decision-making process; reducing the responsibility of performers for the work, since each of them receives instructions from several managers.

4. Divisional structure - it is based on the final result. This structure combines the centralization of a number of functions at the highest level and the decentralization of the activities of production units. With this structure, the organization can rationally manage different activities in different markets. The heads of production departments, depending on the products they manufacture, the services provided and the territory assigned to them, coordinate activities not only by “levels”, but also “by functions”. As a result, the decision-making process is accelerated and the quality of implementation is improved. In divisional organizations, interdepartmental careers are also difficult.

Varieties of the divisional structure are regional, product and consumer structures, according to which the organization is divided into elements and blocks according to the types of goods or services, customer groups or geographic regions.

5. Matrix structure is a modern effective type of organizational management structure, which is created by combining two structures: linear and program-targeted. With this structure, the project manager works with specialists who are also subordinate to line managers. It determines what and when should be done for a particular program. The line manager decides who and how will perform this or that work. The advantages of the matrix system are: revitalization of the activities of management employees through the formation of program units that interact with functional units; involvement of managers at all levels and specialists in active creative work to improve production; reducing the burden on top-level managers as a result of the transfer of decision-making powers to the middle level. At the same time, coordination and control over the implementation of key decisions remain at the highest level.

With matrix structures, it is often possible to carry out restructuring associated with the introduction of new technological processes and more productive equipment.

With the transition to matrix structures, the greatest economic effect is achieved in large organizations that produce complex products.

Matrix structures are characterized by an increased level of conflict.

6. Combined structure - a set of linear, functional, linear-functional and other management structures, determined by the peculiarities of the work of units within the same organization. In this case, the organization takes the form that is best suited for this particular situation. So, in one department of the company, a product structure can be used, in another - functional, and in the third - matrix. As a rule, the highest level of management is built on a linear-functional structure, the middle level can have the whole variety of management structures. The lower level of management is usually built on linear structure management. At the same time, the flexibility of the organization's management structures is assessed only by the average level of management. The structures of the higher and lower levels of management in the organization should be more conservative to changes.

In this organization, senior corporate management is responsible for long-term planning, strategic policy development, and the coordination and control of activities throughout the organization. The divisions, which are usually independent economic units, make operational decisions. They report to the parent company mainly in financial matters.

Types of structural divisions

When assigning a name to a structural unit, first of all, it is necessary to decide what type of unit is being created. The most common is the structuring of the organization into the following divisions: 1) control. These are subdivisions formed according to industry and functional characteristics, and ensuring the implementation of certain areas of the organization's activities and managing the organization. Usually they are created in large companies, public authorities and local governments and combine smaller functional units (for example, departments, departments); 2) branches. Treatment-and-prophylactic, medical institutions and organizations are most often structured into departments. These are usually sectoral or functional divisions, as well as departments that combine smaller functional divisions. Public authorities are also structured into departments (for example, departments are created in regional customs departments). As for banks and other credit institutions, as a rule, branches in them are created on a territorial basis and are separate structural units registered as branches; 3) departments. They are also subdivisions structured according to industry and functional characteristics, which, like management, ensure the implementation of certain areas of the organization's activities. Usually, such units are created in state authorities and local governments; they unite in their composition smaller structural units (most often - departments). Departments are also created in representative offices of foreign companies and in companies in which management is organized according to Western models; 4) departments. Departments are understood as functional structural units responsible for a specific area of the organization's activities or for organizational and technical support for the implementation of one or more areas of the organization's activities; 5) service. "Service" is most often called a group of functionally united structural units that have related goals, tasks and functions. At the same time, the management or leadership of this group is carried out centrally by one official. For example, the service of the Deputy Director for Personnel may combine the personnel department, the personnel development department, the organization and remuneration department, and other structural units that perform functions related to personnel management. It is headed by the Deputy Director for Human Resources and is created to implement a unified personnel policy in the organization. The service can also be created as a separate structural unit, formed on a functional basis and designed to ensure the activities of all structural units of the organization within the framework of the implementation of one direction. Thus, the security service is a structural unit that ensures the physical, technical and information security of all structural units of the organization. The labor protection service is also most often created as an independent structural unit and for the implementation of a very specific task - to coordinate labor protection activities in all structural divisions of the organization; 6) bureau. This structural unit is created either as part of a larger unit (for example, a department), or as an independent unit. As an independent structural unit, the bureau is created to conduct executive activities and service the activities of other structural divisions of the organization. Basically, "bureau" is traditionally called the structural units associated with "paper" (from the French bureau - a desk) and reference work. In addition to the above, production units are created as independent structural units (for example, workshops) or units serving production (for example, workshops, laboratories). The justification for the creation of one or another independent structural unit, as a rule, is linked to the traditions of the organization (recognized or informal), methods and goals of management. Indirectly, the choice of the type of unit is affected by the number of personnel. So, for example, in organizations with an average number of employees over 700 people, labor protection bureaus are created with a regular number of employees of 3-5 units (including the head). If the staff of the structural unit responsible for ensuring labor protection includes 6 units, then it is called the labor protection department. If we turn to the organizational structure of federal executive bodies, we can find the following dependence: the staffing of the department is at least 15–20 units, a department within the department is at least 5 units, and an independent department is at least 10 units. The rules and principles of structuring a commercial organization, the staffing standards of a particular unit, its management determines independently. However, one should take into account the fact that the fragmentation of the organizational structure into independent units, consisting of 2 - 3 units, whose leaders do not have the right to make managerial decisions, leads to the "erosion" of responsibility and the loss of control over the activities of all structural units. As already noted, independent units, in turn, can be divided into smaller structural units. These include:

a) sectors. Sectors (from lat. seco - cut, divide) are created as a result of temporary or permanent division of a larger structural unit. Temporary structuring occurs when two or more specialists are allocated as part of a department to solve a specific problem or carry out a specific project, headed by a chief or leading specialist; after the task is completed, the sector is disbanded. The main functions of the permanent sector is the implementation of a specific area of activity of the main unit or the solution of a certain range of issues. For example, in the financial department, a sector for financing operating expenses, a sector for methodology and taxation, a sector for financing investments and lending, a sector for securities and analysis bureaus can be created as permanent ones; as a temporary sector, a sector for the implementation of a specific investment project can be created; b) plots. These structural divisions are created on the same principle as the permanent sectors. Usually they are strictly limited to "zones" of responsibility - each section is responsible for a specific area of work. Usually, the division of a structural unit into sections is conditional and is not fixed in the staffing table (or in the structure of the organization); c) groups. Groups are structural units created according to the same principles as sectors, sections - they bring together specialists to perform a specific task or implement a specific project. Most often, groups are temporary, and their creation is not reflected in the overall structure of the organization. Typically, the group operates in isolation from other specialists of the structural unit in which it was created. The specific name of the subdivision indicates the main activity of the selected structural unit. There are several approaches to establishing unit names. First of all, these are names that in their composition contain an indication of the type of unit and its main functional specialization, for example: “financial department”, “economic management”, “X-ray diagnostic department”. The name may be derived from the titles of the positions of the chief specialists who head these divisions or supervise the activities of these divisions, for example, “chief engineer service”, “chief technologist department”. The name may not contain an indication of the type of unit. For example, “office, “accounting”, “archive”, “warehouse”. Names are assigned to production units most often by the type of products produced or by the nature of production. In this case, the name of the manufactured product (for example, “sausage shop”, “foundry shop”) or the main production operation (for example, “car body assembly shop”, “repair and restoration shop”) is attached to the designation of the type of subdivision.