Today we would like to talk about organizational structures and the rules for their formation.

Let me start with the meaning (Wikipedia): Organizational structure Organizational structure is a set of methods through which the process is initially divided into the boundaries of a work task, and then coordination is achieved I act from the highest command (Henry Mintzberg, “Structure in the Fist” ). Essentially, the organizational structure means the division of responsibility and, again, the middle of the organization. As a rule, it is displayed as an organigram – a graphical diagram, the elements of which are hierarchically ordered organizational units (subsections, positions).

To put it simply, the organizational structure of a company is the elements that make up the organization, and the ways of interaction between them.

What do we need an organizational structure for?

By forming the structure, we aim to create a system, a set of stable links, that will ensure the achievement of the goals of the organization and its internal stability.

Tobto. We need to create a SYSTEM that will allow us to implement the company’s strategy in the most effective way.

Perhaps, when the company’s management is faced with the need to shape/revise the structure, it is asked by the following questions: How to manage positions in an organizational unit?

How many medics are likely to be assigned to one clergyman?

How far can you delegate new things?

What are the mechanisms for coordinating the activities of departments and other healthcare workers?

… What are the main signs of an effective company structure: 1) The structure reflects the strategy of the organization;

This is a very important point, depending on the structure of the company, there may be different divisions of the zone of ownership and flow, and, consequently, a direct dependence of the implementation of tasks in this division. For example, the company’s strategy focuses on entering new markets, which transfers active work to Marketing, in which case the company’s marketing department is subject to the Director of Production and the marketing department manager does not enter until the Board , there is a great risk to the successful implementation of the strategy. Remnants of interest in Virulation and Marketing may even be renewed.

2) The structure reflects the core functioning of the organization;

This point is about those that, in order to achieve efficiency, it is necessary to embrace the middle ground in which the company operates, especially with the globalization of markets. If the company operates in one region and has a small centralized functional structure and begins to enter the market in other regions, it is entirely possible that it will reconsider the structure and develop divisional and delegate low-level functions directly to a subsidiary structure that operates in other countries. So, a different decision-making system may not allow the company to develop and respond quickly to the peculiarities of the local market of another country.

3) The existence of superfluity between the elements of the organizational structure.

This is a simple point, but again, in order to increase efficiency, since there are subdivisions in the middle of the enterprise, functions that are duplicated, a conflict of interests may arise, so that This is the activity of the company.

What are the rules for the “CORRECT” formation of the organizational structure of a company?

Rule No. 1 Strategically important types of activities follow the main lines of the organizational structure.

The status of their core workers is due to the importance of the types of activities for the company, and the resource requirements of these sub-units themselves will be satisfied first. And the key types of activities ensure the achievement of the company’s strategic goals and indicate its competitive advantage Rule No. 2 When changing the strategy, the organizational structure also adjusts.

Rule No. 3 Analyze the feasibility of outsourcing.

Types of activities that are cheaper and clearer can be transferred to third-party organizations. As a rule, those types of activities that are not core to the company are transferred to those that are not core to the company’s competitive advantage.

Rule No. 4 All aspects of strategically significant types of activity may be under the control of one leader.

As a rule, the greatest coordination is achieved by ordering related types of activities to one kerivnik.

Rule No. 5 Associated types of activities can be coordinated.

Coordination improves when special interaction tools are introduced into the organizational structure.

Such tools include: Direct control, Standardization of business processes, standardization of knowledge and skills, Standardization of output, Mutual benefits and low others.

Now you know the key characteristics of effective structures and the rules for their formation. Marvel at your company, so much