ORGANIZATIONAL STRUCTURE OF MANAGEMENT. 1.1 The concept, essence and content of the organizational structure of management. The organizational structure of the enterprise is the organic unity of the organizational structure of management and the structure of production; beyond this unity it is inconceivable. The structure of any enterprise reflects the ordered arrangement of its elements and the form of their interconnection. The organizational structure is necessary for the management of various areas of the enterprise, and an analysis of the advantages and disadvantages of different approaches to building a management system makes it possible to make the right choice in favor of a specific organizational structure, taking into account the state of the market and the company's strategy. The structure, reflecting the composition and subordination of various elements, links and levels of management, functioning to achieve a specific goal, is called organizational. According to Mescon, the organizational structure of management is an integral system specially designed in such a way that the people working within it can most effectively achieve the goal set for them Table 1.1 Requirements to the management structure Optimality Efficiency Economical
The number of control Management decisions Achieved by the optimal
steps should be kept to a must be made quickly. In division of managerial minimum. The more steps, view of this requirement, work the less efficient the the rights and management responsibilities The number of control steps should be kept to a minimum. The more steps, the less efficient management Management decisions need to be made quickly. In view of this requirement, the rights and responsibilities should be distributed. Achieved through an optimal division of managerial work The management structure is seen as a necessary form of implementing management functions. The key concepts of governance structures are elements, links (relationships), levels and powers. Elements of the OSU can be either individual employees (managers, specialists, employees), or services, or bodies of the administrative apparatus in which a certain number of specialists are engaged, performing certain functional duties. There are two areas of specialization of the OSU elements: • Depending on the composition of the structural divisions of the organization, the links in the management structure are identified, which carry out marketing, production management, scientific and technical progress, etc .; • Based on the nature of the general functions performed in the management process, the planning bodies organize the production, labor and management that control all processes in the organization. The relationship between the elements of the governance structure is maintained through relationships that are generally divided into horizontal and vertical links. The first have the nature of agreement and are single-level. The second is a relationship of submission. Necessity for them arises when the management system is hierarchical, that is, if there are different levels of management, each of which pursues its own goals. Specialized division of labor is the fixing of this work for specialists, i.e. those who are able to do it better than all in terms of organization as a whole. In all organizations, except for the smallest, there is a horizontal division of labor along specialized lines. If the organization is large enough, experts are usually grouped together within the functional area. The choice of functional areas determines the basic structure of both the organization as a whole and the specific unit. To a large extent, it determines the opportunities for successful activity. No less important is how the vertical division of labor is carried out. The vertical division of labor represents the separation of the work of coordination from the immediate performance of tasks. It is necessary for successful group work. The deliberate vertical division of labor in the organization results in a hierarchy of managerial levels. In the management structure of an organization, linear and functional relationships are distinguished. The first essence of the relationship is about the adoption and implementation of managerial decisions and the flow of information between the so-called line managers, that is, persons fully responsible for the activities of the organization and its structural units. Functional links are associated with some or other management functions. Accordingly, such a concept as the powers of: linear staff, staff and functional staff is used. The powers of line managers give the right to resolve all issues related to the development of organizations and units entrusted to them, as well as to issue orders that are binding on other members of the organization (units). The authority of the staff is limited to the right to plan, recommend, advise or help, but not order other members of the organization to comply with their instructions. Between all the above components of the organizational structure there are complex relationships of interdependence: changes in each of them (the number of elements and levels, the number and nature of ties and the authority of employees) make it necessary to review all the others. So, if the management of the organization decided to introduce a new body into the organizational structure, for example, the marketing department (which no one had previously performed), you should simultaneously answer the following questions: 1. What tasks will the new department solve? 2. To whom will he be directly subordinated? 3. Which bodies and divisions of the organization will bring the necessary information to it? 4. On which hierarchical levels will the new service be presented, what powers are assigned to the employees of the new department? 5. What forms of communication should be established between the new department and other departments? The increase in the number of elements and levels in the governance structure inevitably leads to a multiple increase in the number and complexity of relationships that arise in the process of making managerial decisions. The consequence of this is often a slowdown in the management process, which in modern conditions is identical to a deterioration in the quality of the organization's management. Functions and management structure represent two inextricably interconnected and mutually conditioning sides of a single whole - organization of the management system and act accordingly as the content and form of the management process. The interdependence of functions and management structure presupposes the primary functions and the secondary nature of the management structure. However, the primary and secondary functions and structures are relative, and not absolute [9]. The number of persons subordinate to one leader represents the sphere of control. If a fairly large number of people are subordinated to one leader, then there is a broad scope of control, which results in a flat management structure. If every manager has a small number of employees, that is, when the scope of control is narrow, then in this case one can speak of a multilevel structure. Speaking about the issue of the sphere of control, we will consider the opinions of scientists on the scope of control or the scope of government. Scientist Urvik believes that the ideal number of subordinates for a manager of any scale is from 3 to 30 [20]. This number varies depending on the degree of complexity, the nature of the work performed, and also take into account the subjective capabilities of the manager, his ability to cooperate with the team. The manager can reduce the time needed for management and control, by delegating authority, to perform a clearly defined task, drawing up a clear and concise plan, developing appropriate methods and approaches, using benchmarks to ensure that his subordinates comply with the corresponding plan and schedule. The average value of the control range is 7-10. At the higher stages of management it is 4-5, and on the lower levels, when performing simple work, it can reach 20-30 and even much more. The rule of control expresses the number of subordinates, which are managed by the manager. According to Woodward, the number of subordinates reporting directly to the president of the company varies from 2 to 18, and the average rate of manageability is 6. The standards of manageability of managers of the "first line" range from 10 to 90, and the average is 37 employees . Powers are a limited right to use the resources of an organization and direct the efforts of subordinates to perform certain tasks. Tasks, together with the powers, can be delegated (transferred) to a person who assumes responsibility for their implementation. Responsibility is the responsibility to perform tasks and be responsible for their solution. Power is the right to influence the behavior of other people and force them to act in a certain direction. The regular reproduction of such activities as the distribution of tasks, the management and coordination of the actions of employees, forms a structure, and the potentiality of their various combinations explains the differences in organizational structures. The structure is not something once and for all given. It is constantly evolving. When it comes to organizational structures, we mean the distribution and coordination of labor processes. The management structure of an organization is a set of methods for dividing the labor process into specific work assignments and coordinating their implementation. After choosing a strategy and developing a follow-up plan, management must conduct a thorough review of the structure of the organization as a whole and of the individual units in order to determine whether it contributes to the achievement of the set goals. The strategy determines the structure. When implementing or changing the strategy, management should always take into account its relationship with the structure and combine the formation of the structure of the organization and planning. The structure is based on a strategy and must ensure its effectiveness as much as possible in terms of the overall situation. We examined the basic theoretical concepts, definitions and characteristics associated with the organizational structure of the enterprise enterprise. Table 1.2 presents the main of these components of the polyhedron, called the organizational structure of management. Characteristics Content Elements Services, groups and employees performing management functions in accordance with the adopted division of labor Are the nature of harmonization and are single-level Horizontal Relationships subordination, determined hierarchy of management Connections Vertical Reflect the movement of managerial decisions and information Connections between line managers Linear relations Reflect the movement of information when performing various control functions Functional Rights and duties related to the use of resources and the connections performance of assigned tasks Authority and Transfer of tasks and powers to a person who assumes responsibility responsibility for their implementation Delegation The right to influence the behavior of other people and force them to act in a certain direction Power Defined by the number of departments, teams of skilled professionals and management levels Complexity Characterizes the degree of concentration of decision-making at the highest level of management Level of Defines the use of mechanisms for integrating processes, activities, centralization and resources Coordination Determines the extent to which regulations and regulatory mechanisms are used to manage people's behavior