Subsystem management structure (organization)
Management of the Company
The control system now has its own structure.
The structure (from the Latin. Structure - structure, location, order) - is an ordered set of interrelated elements (departments, services) that are interconnected in stable relationships to ensure their effective functioning.
The basis of the company are production, non-production (commercial) and other processes that are carried out on the units (services). The structure forms a set of production, non-production (sales) and administrative units.
The management structure of the enterprise as a subsystem involves the division of tasks and powers of decision-making between the leaders of the company responsible for the activities of structural units that make up the organization of the company.
In the organizational structure, a subsystem of management of each element has a specific place and appropriate communications to ensure their cooperation.
Linear relationships arise between departments and heads of various levels of government. This is illustrated by the large open joint trade association (chairman - "Deputy Chairman of the Board of Trade -" manager trading department - "a trade manager department (section) (Fig. 55).
Functional relationships characterize the interaction of leaders who perform certain functions on different levels of government. But between them there is no administrative subordination (Economic Section Manager -> Chief Accountant).
Cross-functional relationships occur between units of the same level of control (Manager economy Manager Trade Organization).
The nature of these relationships determines the appropriate type of organizational structure (linear, functional, linear-functional) management.
Subsystem management structure includes a structure, as a subsystem of management, finds its concrete expression in the scheme, staffing, certain ratio of structural units of administrative and working staff, departments and positions of service, system of subordination and functional relationships between staff management.
How subsystem management structure should reflect:
1) the purpose and strategy of the company;
2) optimal division of labor between government and individual employees;
3) sufficient authority managers to perform their functions;
4) The main aspects of internal and external environment;
5) the level of staffing structures appropriate staff.
The effectiveness of the structure as a subsystem of the enterprise depends on adherence to the principles of its construction, flexibility, innovative direction and speed of reaction to changes in the environment.