Divisional organizational structure of the enterprise

The concept of an organizational structure consists of two parts - these are the concepts of organization and structure. The latter, in turn, are ordered elements of the system, the interconnected links of which form a system (basically regardless of its goals and elements). However, the organization of these elements of the system depends on the properties of the elements (and on the goals being realized).

In the management system , the organizational structure has a skeleton shape - this is the basis of any enterprise. It reflects the level of social and economic development of the managerial entity, the forms of organization of production , etc.

Numerous distinctions in the spheres of activity, characteristics of the output, location and size of enterprises cause a variety of organizational structures.

Types of management structures

By the management class distinguish between adhocratic and hierarchical organizational structures. The latter include:

1. Linear - each line of activity is subordinate to a superior leader. Advantages of this structure are economy, simplicity, clearly established connections between departments and a clearly defined system of one-man management. But there are significant drawbacks. The main one is not the most optimal level of adaptation to changes (since management has a lot of responsibilities and responsibilities, it must be highly qualified). At the moment, this structure is almost not used.
2. Functional - separate units are created that are responsible for a certain type of activity. The head of the functional unit is entitled to give instructions to all levels of the lower levels within the limits of his competence, as a result of which the principle of one-man management is violated. This structure is also not very much in demand.
3. Linear-functional - the main managerial activity, which is maintained and maintained by functional units, is performed by line managers. Advantages are the preservation of the principle of one-man management, the rapid implementation of instructions and decision-making. A disadvantage can be called not very noticeable line between the powers of functional and line departments.
4. Divisional organizational structure - stand-alone units are selected to manage the production of individual products, as well as certain functions of the production process. In this structure, the heads of the head units are fully responsible for the results of their activities. Divisional organizational structure is built on three principles. This is the type of products produced, the regional principle and the orientation towards a specific buyer.

Divisional organizational structure is of four types:

1) divisionalno-productive - is focused on that to allocate concrete kinds of production in separate manufacture;

2) divisional-regional - is focused on creating independent units in different regions;

3) divisional organizational structure, focused on the buyer - it is proposed to allocate autonomous units;

4) mixed type.

It should be noted that there is no universal organizational structure, since all management processes need to select suitable options that will meet the objectives.