Regulations on the organizational structure of JSC "Konus". Principles of constructing an organizational structure Classification of types of organizational management structures
Organizational and economic characteristics of JSC "ShMZ"
Open joint-stock company "Shebekinsky Machine-Building Plant" is located in Shebekino, Belgorod region. on the street Oktyabrskaya. eleven.
OJSC Shebekinsky Machine-Building Plant is a leading modern Russian enterprise in the production of technological equipment for the food industry with 70 years of experience in the production of equipment for the baking and canning industries. However, the holding's activities are not limited to this. The company's products can be found in many industries: almost no beet processing plant in the Black Earth Region can do without their supplies. A wide range of branded equipment speaks for itself: confectionery ovens, equipment for mini-bakeries, oven units, heating equipment and heating boilers and much more. Recently, new directions have been launched into production: express payment card machines (card machines). The enterprise OJSC "ShMZ" is located within the city of Shebekino. In total, the enterprise has 24.13 hectares of land at its disposal, including 13.64 hectares of land under the production base. The enterprise has a railway track with a length of 5,401 m. The distance to the nearest railway station is 8,000 m.
Abbreviated name of the Company: JSC "ShMZ".
The authorized capital of the company is 28,770 (twenty-eight thousand seven hundred seventy) rubles.
The main goal of the plant team is to satisfy the requests of bakers for the supply of serial equipment and spare parts for manufactured products, the creation of new types of products and improvement of the quality of manufactured equipment, making a profit and further development of society.
The following tasks facing ShMZ OJSC can be identified:
Production and sale of equipment and spare parts for the agro-industrial complex, including products for the manufacture of baking equipment;
Production and sale of consumer goods;
Construction, installation, commissioning and repair work;
Development and implementation of design and technological documentation;
Trade, purchasing and intermediary activities;
Foreign economic and marketing activities, etc.
Organizational structure of the enterprise
The work of ShMZ OJSC is significantly influenced by the activities of the team. The organizational structure of the enterprise is built on the basis of delegation of rights and responsibilities of employees.
The supreme management body of the JSC is the General Meeting of Shareholders. The company is obliged to hold an annual general meeting every year. The competence of the General Meeting of Shareholders includes such issues as:
introduction of amendments and additions to the Charter of the company;
reorganization and liquidation of the company;
determination of the maximum size of authorized shares;
election of members of the audit commission;
approval of annual reports, balance sheets;
appointment of a general director, etc.
In the intervals between General Meetings of Shareholders, decisions on issues related to managing the activities of the enterprise are carried out by the Board of Directors. The Chairman of the Board of Directors is elected by the members of the Board of Directors.
Management of the current activities of ShMZ OJSC is carried out by the sole executive body (General Director) and a collegial body (Board of Directors).
The following are directly subordinate to the General Director:
1. Deputy General Director for Economics and Finance, who organizes work to better use production reserves, reduce material, labor, and monetary costs for production, improve the organization of economic work, etc.
The following services of the enterprise are directly subordinate to the Deputy General Director for Economics and Finance:
Planning and Economic Department (PEO);
Accounting;
2. Executive director - chief engineer, who is responsible for organizing all work on the production of manufactured products, develops and implements technical policy at the enterprise, ensures the development of scientific and technological progress, the introduction of new, more progressive types of equipment and technical processes, etc. The technical control department and two deputies are directly subordinate to the executive director.
3Deputy Executive Director for Production - head of production, managing the production dispatch group, production department, logistics group (LMTS), which is responsible for the timely provision of production by automobile and other modes of transport necessary to ensure transportation.
4. Administrative and economic department.
5. Deputy Executive Director for Construction and Reconstruction, Repair and Operation of Buildings and Structures, who organizes work at the site for reconstruction, repair, operation of buildings and structures, production and repair of non-standard equipment and crane tracks.
6. Deputy General Director for Marketing, to whom the installation and operational department and the sales department report.
The head of the security service, to whom the security, personnel department and office are subordinate.
Legal consultant.
The production and economic activity of an enterprise determines the essence of the process of functioning of each production unit. The result of this process is the release by each of them of products under concluded contracts, their sale to other customers and the involvement of the received financial resources in a new process. The organizational structure of JSC "ShMZ" is presented in Appendix 1.
The organizational structure of JSC "ShMZ" is linear. This organizational management structure is one of the simplest organizational management structures. It is characterized by the fact that at the head of each structural unit there is a single manager, vested with all powers and exercising sole management of the employees subordinate to him and concentrating in his hands all management functions.
In this case, management levels are responsible for the results of all activities of managed objects. We are talking about the object-by-object allocation of managers, each of whom performs all types of work, develops and makes decisions related to the management of a given object.
Since in a linear management structure decisions are passed down the chain “from top to bottom”, and the head of the lower level of management is subordinate to the manager of a higher level above him, a kind of hierarchy of managers of this particular organization is formed. In this case, the principle of unity of command applies, the essence of which is that subordinates carry out the orders of only one leader. A higher management body does not have the right to give orders to any performers without bypassing their immediate superior. The advantages of the organizational structure of JSC ShMZ are:
Unity and clarity of management;
Coordination of actions of performers;
Ease of Management;
Efficiency in decision making;
Clearly expressed responsibility;
Personal responsibility of the manager;
Let us highlight the disadvantages of this organizational structure:
High demands on the leader;
Lack of links for planning and preparing decisions;
Difficult communications between authorities;
Concentration of power in the leader;
Each of the managers has full power, but relatively little ability to solve functional problems that require narrow, specialized knowledge.
The linear management structure is logically more harmonious and formally defined, but at the same time less flexible.
When analyzing and designing organizations, one should consider the relationships of their elements, structure, as well as the mechanism of interaction of these elements within the framework of certain goals and a given structure of the organization. The organizational structure and the organizational mechanism in all the diversity of their manifestations form organizational forms of management.
The organizational structure of enterprise management reflects the composition and subordination of linear and functional management levels; in OJSC TKZ "Krasny Kotelshchik" the management structure has a linear-functional form.
With this type of organizational structure of the enterprise, the line manager, who reports directly to the director, is assisted in developing specific issues and preparing appropriate decisions, programs and plans by a special management apparatus, consisting of functional units (departments, groups). Such units carry out their decisions either through the top manager, or directly convey them to specialized services or individual performers at a lower level. Functional departments do not have the right to independently give orders to production departments.
Management of the current activities of the Company is carried out by the General Director of the Company (sole executive body), who is accountable to the Board of Directors and the general meeting of shareholders of the Company.
If the General Director of the Company is unable to fulfill his duties, the Board of Directors has the right to decide on the formation of a temporary sole executive body of the Company and to hold an extraordinary general meeting of shareholders to resolve the issue of early termination of the powers of the General Director and the formation of a new sole executive body of the Company.
The temporary executive body of the Company manages the current activities of the Company within the competence of the executive body of the Company.
The General Director of the Company is elected by the general meeting of shareholders for a period of 3 years.
The General Director of the Company has the following powers:
1) ensures the implementation of decisions of the General Meeting of Shareholders and the Board of Directors of the Company;
2) concludes contracts and makes other transactions in the manner prescribed by the Federal Law “On Joint Stock Companies” and this Charter;
3) is a representative of the employer when concluding a collective agreement in the manner established by the legislation of the Russian Federation;
4) submits for consideration by the Board of Directors the issue of the feasibility and necessity of revaluing the Company’s fixed assets, in cases provided for by the Current legislation;
5) approves the rules, instructions and other internal documents of the Company, with the exception of documents approved by the general meeting of shareholders and the Board of Directors of the Company;
6) determines the organizational structure of the Company, approves the staffing table of the Company, as well as its branches and representative offices;
7) hires and dismisses employees, including appoints and dismisses heads of branches and representative offices of the Company;
8) applies incentive measures to employees and imposes penalties on them in the manner and under the conditions provided for by the current labor legislation, as well as internal documents of the Company;
9) opens settlement, currency and other accounts of the Company,
10) issues powers of attorney on behalf of the Company;
11) ensures the organization and maintenance of accounting and reporting of the Company;
12) no later than 35 (thirty-five) days before the date of the annual general meeting of shareholders of the Company, submits the annual report of the Company for consideration by the Board of Directors of the Company;
13) ensures the organization and planning of the work of divisions, branches and representative offices of the Company, exercises control over their activities;
14) takes part in the preparation and holding of general meetings of shareholders;
15) ensures the payment of taxes and other obligatory payments established by the legislation of the Russian Federation to the budgets;
16) ensures the use of profits in accordance with the decisions of general meetings of shareholders;
17) creates safe working conditions for the Company’s employees;
18) ensures the protection of state and commercial secrets, as well as confidential information and official information, the disclosure of which may cause damage to the Company or the Russian Federation. The General Director bears personal responsibility for organizing work and creating conditions for the protection of state secrets in the Company, for non-compliance with the restrictions established by law on familiarization with information constituting a state secret;
19) approves investment programs and financial plans of the Company;
20) determines the types of incentive and compensation payments (additional payments, allowances, bonuses, etc.), the procedure and conditions for their application, and also establishes the forms, system and amount of remuneration for the Company’s employees;
21) independently establishes additional vacations, shortened working hours and other benefits for the Company’s employees;
22) resolves other issues of the current activities of the Company.
The General Director determines the position of the Company (representatives of the Company) on the agenda of the general meeting of shareholders (participants) and the meeting of the board of directors of subsidiaries and dependent companies, except for cases where, in accordance with the charter of the Company, such powers are within the competence of the Board of Directors of the Company.
Under the existing management structure, the following directors are directly subordinate to the General Director:
For legal issues;
Information Technology;
By quality;
On strategic development;
Technical;
By production;
On personnel and social issues;
Finance and Economics;
According to the regime.
At JSC TKZ « Red Boilermaker » a single vertical line of leadership and a direct path of active influence on subordinates have been created. The advantage of this control structure is simplicity, reliability and cost-effectiveness. The manager in this case must cover all aspects of the enterprise's activities.
Functional divisions carry out all technical preparation of production, prepare options for resolving issues related to the management of production processes, relieve line managers from planning financial calculations, logistics of production and other issues.
Like any organizational structure, the linear-functional management structure has its advantages and disadvantages.
The advantages of the organizational structure include:
a) clear division of labor (qualified specialists in each area);
b) high management hierarchy;
c) availability of standards and operating rules;
d) recruitment in accordance with qualification requirements.
The main disadvantages are:
1) the development of “narrow” specialists - technicians - rather than managers (managers). For OJSC TKZ "Krasny Kotelshchik" this led to the fact that almost all management positions were filled by highly qualified and experienced technical specialists, but not all of them well mastered a new specialty for themselves - manager (professional manager);
2) responsibility for the financial results of the enterprise as a whole lies exclusively with the head of the enterprise, and the criterion for assessing the activities of the heads of most structural divisions is the physical volume of products produced, for non-production ones - the solution of engineering problems, etc. At the same time, they strive to distance themselves from responsibility for the financial and economic results of the unit’s activities, and, in addition, the traditional system of intra-company accounting simply does not allow these results to be objectively assessed;
3) the structure “resists” the expansion of diversification of activities;
4) heads of specialized departments are focused on routine current work.
The management departments include:
Financial department;
Accounting;
Department of Labor Organization;
Sales department;
Human Resources Department.
There are also departments:
Ch. mechanics and energy;
Department for Organizational and Legal Issues;
Tax Department;
Consolidated Department;
Price department;
Chief welder department;
Department of the Chief Metrologist;
Department of contracts and order planning;
Process automation department, etc.
Table 1.11.
Number of employees of OJSC TKZ "Krasny Kotelshchik"
Table 1.12.
Cost plan for personnel development in 2008
Table 1.13.
Additional indicators of economic efficiency of the activities of OJSC TKZ "Krasny Kotelshchik" for 2009-2010 (thousand rubles)
During the period under study, the actual value of production volume in physical terms for the main types of activities exceeded the planned value by 2.55 times. The actual average monthly salary exceeded the planned one by 57%, which confirms the general increase in the economic efficiency indicators of the activities of JSC PIiNII VT Lenaeroproekt in 2007 and, together with an increase in actual costs for social security and healthcare by 2.4 times, characterizes the organization’s personnel policy as socially oriented.
1.2.10 Assessment of the effectiveness of the functioning of the structural divisions of OJSC TKZ "Krasny Kotelshchik" and their impact on the financial results of operations
To assess the performance of a specific department, you can use the analysis of multifactor multiplicative, additive and mixed models, which are based on the fact that the more efficiently the operating system functions, the more efficiently the entire enterprise will work. The most common method for analyzing the effectiveness of the operation of the SPD OSU is to analyze the return on costs for the production and sale of products and services, which include the costs of operating the management apparatus, excluding capital investments.
As an indicator of the effect of funds invested in the production and sale of products and services, we will use the enterprise’s revenue, since it can reflect the result of the enterprise’s activities for the period under study. If we use instead, for example, profit before tax, then it can be either positive or negative, and in the second case it turns out that all the costs incurred had a negative effect, while the result may have been the maximum permissible under current conditions. As an indicator of cost efficiency, we will use the coefficient of cost efficiency or revenue per ruble of invested capital:
where Kecg is the overall cost-effectiveness ratio;
Fpc - costs of production and sale of products and services.
Using the obtained indicator, it is possible to create various models to isolate individual indicators that allow one to study the role of a particular type of cost in the activity of an enterprise, which in turn can reflect, among other things, the efficiency of functioning of the object attributing this type of cost.
The main directions for improving the organizational structure of management in organizations should be established taking into account emerging trends in the development of modern organizations, in gaining economic independence in the context of the transition to market relations.
When forming an organizational management structure at an enterprise, one should be guided by the following basic principles: complete coverage of all functions of the management apparatus in organizations; no duplication of tasks at all levels of management; compliance with rational controllability standards; minimizing management costs; the allocation of independent divisions in organizations, taking into account the rational combination of administrative and economic methods and forms of management.
An assessment of the effectiveness of a particular decision on the structure of the managed system should be made taking into account the established criterion for the economic efficiency of improving the management structure in organizations. Optimization of the organizational management structure of an enterprise is aimed at obtaining additional profits associated with reducing unproductive costs, improving methods of interaction between structural divisions and generating additional profits.
In some cases, optimization of the organizational management structure can also cause an increase in current costs due to the redistribution of functions, and an increase in the workload of personnel in organizations is associated, as a rule, with an increase in stimulating factors.
In practice, achieving ideal efficiency is almost impossible. It can be achieved at the stage of introducing new equipment and technologies. And in this case, implementation should be accompanied by some reduction in efficiency, followed by its adaptation and stabilization.
The change in the organizational management structure of the enterprise is associated with a partial change in individual structural divisions. Another direction for increasing the efficiency of the organizational structure is the optimization of information technology and the introduction of automation into the planning and management system. In all cases, making a decision to optimize the organizational structure requires sufficient justification. The variety of approaches to the development of performance indicators of management systems indicates the absence of a single point of view on the problem under consideration and the insufficient development of its methodological foundations.
To assess the economic efficiency of measures to improve the organizational structure of management in organizations, the traditional method of calculating efficiency, widely used in the economic literature, should be used. This is the ratio of the annual economic effect to the costs of improving management. Analytically, this relationship can be determined by the formula:
Kef = Zee / Zs.u.,
where Kef is the efficiency coefficient for improving management;
Zee is the annual economic effect obtained as a result of the activities;
Zs.u. – costs for measures to improve management.
Zs.u.=E-Es.u. ∙ Nk,
where E is the annual savings from management improvement measures;
Nk – industry standard efficiency coefficient
The methodological basis for assessing the economic efficiency of improving the organizational structure at various levels of management in organizations can be a comparison of the economic effect obtained with the costs of improving the management structure. In this case, one should take into account not only the savings from improving the organizational management structure, but also from increasing the efficiency of the entire organization. It is also impossible not to take into account the socio-economic effect of improving service to shareholders, reducing the time spent by buyers on purchasing goods, increasing the volume and expanding the range of trade services, improving the quality of customer service, etc.
The amount of savings obtained in the field of management (E) can be determined by the formula:
Eu=Zbaz – Zotch,
where Zbaz and Zotch are the annual value of management expenses, respectively, before and after measures to improve the management structure.
Let us also consider the following indicators of the effectiveness of the organizational management structure.
The amount of balance sheet and net profit per one management employee:
Kbp = Pb / Chow,
Kchp = Chp / Chau,
where Pb is balance sheet profit;
PE – net profit,
Chau - the size of the management apparatus.
Saturation coefficients determined by the ratio of the number of management employees.
For 1 thousand rubles. cost of products, services:
Kfo = Chau/St
where St is the cost of products and services.
For 1 thousand rubles. cost of fixed production assets:
Kfo= Chau/Phosg
The share of management personnel in the total number of industrial production personnel:
Kch = Chow/Chpp
where NPP is the number of industrial production personnel
Share of management costs in production costs:
Kz = Sau/Ss
where Sau is the amount of management costs,
CC - costs of production and sales of products.
The share of wages of management staff in the cost of production:
K1zp = Fzpau/Ss
where Fzpau is the wage fund of management staff.
The share of wages of management staff in the total wages of industrial production personnel:
K2zp = Fzpau / Fzp
The degree of equipment management with technical means (the ratio of the cost of computer equipment, office equipment and communication equipment) in the total amount of management costs:
Kts = (Svt+Sot+Sss)/Soup
where Ct is the cost of computer technology;
Sot - the cost of office equipment;
Ccc - cost of communication means.
Integral indicator of organizational structure:
Kint = 1-(S`upKch)/(Fv x Fo)
where S'upKch - management costs per one management employee;
Fv – capital-labor ratio;
Fo - return on assets.
Management efficiency indicator (ratio of management efficiency to production efficiency):
Eu = Es/Ep = (SupK)/ (OuchpChpppp)
where K is the total cost of fixed and working capital;
Ouchp is the volume of conditionally pure products.
The production process, based on the content of the stages of the circulation of funds, consists of three phases: preparation of production conditions, production of products, and their sale. Each phase is organizationally formalized and has a goal, the degree of achievement of which determines the effectiveness of its functioning and the level of management.
The management process is associated with the stages of production, distribution and use of products. The effectiveness of managerial work should be assessed differentially, based on the content of the functions of specific managers. The most general indicator of the effectiveness of managers is the indicator of plan implementation taking into account its intensity, that is, a plan that reflects the capabilities of the economy in accordance with the existing production potential.
When assessing the effectiveness of management, indicators of management efficiency are also used - the ratio of economic indicators (gross output, profit, gross income) to the costs of maintaining the management apparatus.
1.2.12 The system of construction and functioning of the financial and economic service of OJSC TKZ "Krasny Kotelshchik", as a way to increase the efficiency of production and economic indicators of the enterprise
In modern conditions, decisions made by financial managers and analysts are becoming increasingly significant in their consequences for the activities of enterprises. Pricing and dividend policies, capital management are of fundamental importance for the results of its activities. The transition of the Russian economy to market relations has raised a large number of questions and imposed new demands on the financial management of enterprises. The study of the laws of the market and the organization of financial relations occurred “along the way,” and the automatic transfer of Western concepts to domestic soil led to the rejection of quite viable ideas by Russian practitioners. The above reasons partly influenced the economic condition of Russian enterprises. In this regard, it seems necessary to solve the problems of organizing and functioning of the financial and economic service of an enterprise.
A peculiar subject of work of the financial and economic service is money and cash flows that arise within the enterprise itself and beyond its borders, connecting it with other enterprises, the credit and banking system, and economic entities in the association. To manage the finances of enterprises, a financial mechanism is used - a financial resource management system in order to effectively influence the final results of production. The financial mechanism is designed to ensure the implementation of finance functions related to:
The first function implies optimal provision of the enterprise with funds. Optimizing cash flows is one of the main tasks of the financial service.
The distribution function is associated with reimbursement of production costs and income generation. This income, in turn, is distributed between the enterprise and external organizations with which it has obligations, as well as between the enterprise and the state. The control function involves the use of various kinds of indicators and the establishment of economic incentives or sanctions.
The main goal of the financial service is the most complete implementation of finance functions by strengthening the financial position of the enterprise by increasing its profitability, profits, increasing labor productivity, reducing costs, improving product quality and introducing new advanced technologies and scientific achievements.
In our opinion, the most important tasks assigned to the financial and economic service include:
The organizational structure of the financial service reflects the composition of the numerous functional divisions of the enterprise and determines the coordination of their joint activities towards achieving the goals set for the enterprise. It is this coordination that serves as the basis of the organizational structure, which is usually defined as a set of stable connections in the organization. Connections are seen here as expressions of relationships rather than as specific actions. Through structural connections, coordination relations between divisions of the enterprise are realized, the interaction of functional services is carried out, in which two important components are distinguished: the rights of a structural unit and its information support. Unfortunately, in the economic literature, including the literature on financial management, sufficient attention is not paid to the composition and interaction of individual functional units of the financial and economic service of an enterprise.
Financial and economic management is part of the process of general enterprise management, therefore management in this area can be built according to management schemes traditionally related to the enterprise as a whole. These can be linear-functional management schemes that have proven themselves in stable conditions, or flexible and adaptive schemes focused on changing market conditions, or matrix, product management schemes. The main condition for choosing a management scheme is that it must meet the production conditions and the type of organization.
Rice. 1.4 Organizational structure of the financial and economic service of OJSC TKZ "Krasny Kotelshchik"
There are many similarities in the organizational structures of financial and economic services of industrial enterprises. The highest management level is the general director. The second level is deputy general director. At the same time, the chief accountant and his department, according to the organizational structure diagrams, report directly to the director. The same functions are typical for the deputy director for economics and finance of the plant. It is under his subordination that the department of foreign economic relations is located, the work of which is primarily aimed at providing production with orders. The subordination of the chief accountant and his department directly to the general director is explained by the compliance of the organizational structure with the essence of a planned economy, as well as the right of the chief accountant to manage funds in the current account based on the requirement of a second signature on payment documents. The personal responsibility of the chief accountant for the use of funds remains. Today, the subordination of the chief accountant directly to the general director is enshrined in the statutory and official documents of enterprises.
One of the elements of the plant’s organizational structure deserves special attention - the subordination of the legal department to the deputy director for economics. The work of this service is largely connected with the preparation of contracts with external organizations, with assessing the legality of decisions made by economic services, with the fulfillment of the enterprise’s obligations to the state and contractors. Therefore, this position of the legal service in the organizational structure, in our opinion, is natural. Also, in our opinion, the direct subordination of the department of foreign economic relations (EFR) to the deputy director for economics of the Kurgan plant or the deputy director for long-term development of the Voronezh plant is completely justified. The main activity of OVES is aimed at providing production with orders, which is closely related to the economic analysis of a potential order. Having a group of economists in both the planning department and the OVES is impractical and expensive. The consolidation of these services under the leadership of a deputy director is entirely justified. Evidence confirming the appropriateness of the provisions of the OVES and the economic planning service are changes in the organizational structure of the Voronezh plant over the past few years.
After the establishment of the foreign economic relations service at the plant, the price bureau, which was responsible for product costing and subordinate to the chief economist, was transferred to the structure of the external relations department. Later he was returned directly to the chief economist. Currently, the organizational structure looks more complete: both economists and marketing specialists are united under a single leadership. The Price Bureau remains under the authority of the Chief Economist, works within the structure of the financial and economic service and ultimately reports to the Deputy Director for Economic Affairs.
The economic services of factories include the labor and wages department (LOW), which is traditional for the structure of the financial and economic service.
A special feature of the structure of the plant's economic service is the allocation of an independent financial department within it. His position and subordination directly to the Deputy Director for Economics and Finance meets modern requirements. The Voronezh plant does not have an independent financial department. Its functions are performed by the financial group within the accounting department. There is no doubt that the role of the financial service has increased and is strengthening with the development of market relations in Russia. Currently, there is a need for financial departments whose responsibilities include the tasks of forming a rational capital structure, assessing the enterprise's supply of working capital, managing cash flows, conducting financial analysis, searching for sources of financing, budgeting, etc. In this regard, the plant has experience in separating the functions of accounting and financial department seems to meet the requirements of the time. At the plant, the financial group is part of the accounting department. In this regard, the main functional responsibilities of accounting include: financial management, accounting for materials and other property, depreciation, financial reporting and taxes. At the same time, the accounting department does not have an analytical service that would assess the current financial and economic state of the enterprise, sources of financing, and investment flows. There is no such service in the structure of the economic planning department. Calculation of the cost of new orders, comparison of planned and actual indicators are carried out by the economic service, financial activities are controlled by the accounting department, which records the progress of the movement of financial resources, manages them and sums them up. Thus, forecasting the financial and economic state of the enterprise and operational analysis of its production activities are missing. The assessment of the economic state is carried out based on actual data, when it is no longer possible to influence them. To improve the organization of work and coordination of the activities of the financial and economic service, each of the analyzed enterprises can and should optimize the organizational structure of this service. It is no coincidence that the size of the accounting department at the plant has increased significantly in recent years. Increasing the number of functional responsibilities within one department has a negative impact on the results and efficiency of its work. To change the situation, it is necessary to streamline and clearly delimit the functional tasks of the financial and economic service and reflect this in its organizational structure. Today, it is important, in our opinion, to provide within the financial and economic service positions of specialists in financial planning, conducting current operational analysis, assessing the attractiveness of investment projects, drawing up an enterprise budget, assessing various sources of financing, i.e. positions of financiers or financial managers.
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ORGANIZATIONAL STRUCTURE OF ENTERPRISE MANAGEMENT (using the example of JSC Lenaeroproekt)
Introduction
Chapter 1. ESSENCE OF ORGANIZATIONAL STRUCTURE OF ENTERPRISE MANAGEMENT
1.1 Concept and principles of constructing an organizational management structure
1.2 Classifications of organizational management structures
1.2.1 Classification of types of organizational management structures
1.2.2 Classification of types of organizational management structures
1.3 Principles for designing organizational management structures
CHAPTER 2. ANALYSIS OF THE ORGANIZATIONAL MANAGEMENT STRUCTURE OF JSC PIINII VT "Lenaeroproekt"
2.1 General characteristics of the organization’s activities
2.2 Characteristics of the organizational structure of JSC PIinii VT Lenaeroproekt
2.3 Assessing the effectiveness of the existing organizational structure
3.1 Justification of the need to improve the organizational management structure
3.2 The main directions for improving the organizational management structure of JSC PIiNII VT Lenaeroproekt
3.3 Development of regulations on departments and job descriptions
Conclusion
Bibliography
INTRODUCTION
The structure of an organization is a way of building a relationship between management levels and functional areas, ensuring optimal achievement of the organization’s goals under given conditions, i.e. “organizational management structure” (OMS) is one of the key concepts of management, closely related to the goals, functions, management process, the work of managers and the distribution of powers between them. Within the framework of this structure, the entire management process takes place (the movement of information flows and management decisions), in which managers of all levels, categories and professional specialization participate. The structure can be compared to the frame of a management system building, built to ensure that all the processes occurring in it are carried out in a timely manner and with high quality. Hence the attention that organizational leaders pay to the principles and methods of constructing organizational structures, the selection of their types and types, the study of changing trends and assessments of compliance with the objectives of organizations - this shows the relevance and importance of this topic in modern conditions.
Increasing the efficiency of an enterprise is largely determined by the organization of the management system, which depends on the clear structure of the enterprise and the activities of all its elements in the direction of the chosen goal.
The need to improve the management system at the present stage is determined by many factors. This includes optimization of the number of management staff and its functions; implementation of automated control systems and development of decision-making systems.
The management structure includes all goals distributed among various units, the connections between which ensure the coordination of individual actions for their implementation. The connection of the structure with the key concepts of management - its goals, functions, process, functioning mechanism, people and their powers indicates its enormous influence on all aspects of the organization's work.
Organizations create a structure to ensure coordination and control of the activities of their departments and employees. Organizational structures differ from each other in complexity (i.e. the degree to which activities are divided into various functions), formalization (i.e. the degree to which pre-established rules and procedures are used), the ratio of centralization and decentralization (i.e. the levels at which management solutions).
There are different types of organizational structures (linear, linear-functional, functional, matrix, project, divisional, brigade). But not every type of organizational structure is appropriate for an organization. Therefore, each organization itself develops an organizational structure, which should define a system of responsibility, reporting relationships, and principles for uniting employees into groups. In addition, the structure must contain mechanisms for connecting and coordinating the elements of the organization into a coherently working whole.
The structure of an organization is reflected by its structural diagram. The unification of an organization into a single whole is associated with the use of information systems and communication mechanisms that complement its structural diagram. The diagram of any organization shows the composition of departments, sectors and other linear and functional units. However, it does not take into account factors such as human behavior, which influence the order of interaction and its coordination. It is the behavior of personnel that determines the effectiveness of the organizational structure to a greater extent than the formal distribution of functions between departments. The organizational structure of any organization should be considered taking into account various criteria. The effectiveness of activities is influenced by:
1) real relationships between people and their work, reflected in organizational charts and job responsibilities;
2) management policies and methods influencing personnel behavior;
3) powers and functions of the organization’s employees at various levels of management.
A rational structure of an organization involves a combination of these three factors, ensuring a high level of production efficiency.
Therefore, in this thesis, much attention is paid to the principles and methods of formation, the choice of the type of management structure, the study of trends in their construction and the assessment of their compliance with the tasks being solved.
Object research is the Open Joint Stock Company “Design, Survey and Research Institute of Air Transport “Lenaeroproekt”.
Item research - organizational management structure of JSC PIiNII VT "Lenaeroproekt".
Target The research carried out as part of the thesis consists of analyzing the organizational management structure of JSC PIiNII VT Lenaeroproekt and finding ways to improve it.
Tasks research:
1. Study of theoretical issues on organization, principles of construction and improvement of the organizational structure;
2. Analysis and assessment of the existing organizational structure of enterprise management of OJSC PIiNII VT “Lenaeroproekt”;
The problems of research, development and implementation of organizational structures for enterprise management are widely reflected in foreign economic literature in the works of M. Albert, I. Ansoff, H. Wissem, P. Drucker.
In the domestic economic literature, the works of A.R. are devoted to this issue. Alaverdova, A.V. Bandurina, V.R. Vesnina, I.N. Gerchikova, V.V. Glukhova, V.V. Glushchenko, S.D. Ilyenkova, A.R. Kankovskaya, M.G. Lapusty, O.T. Lebedeva, Z.P. Rumyantseva, E.E. Starobinsky, and many others. It should be noted, however, that most of the publications that have appeared in recent years convey, in a generalized form, foreign experience in studying the organizational structures of enterprise management. This allows us to conclude that the issues of forming organizational management structures in Russia have not yet been sufficiently worked out and require increased attention.
When writing the thesis, literature was used from educational and periodical publications, regulatory sources, as well as information from reference publications.
The structure of the thesis consists of an introduction, three chapters, a conclusion, a list of references and applications.
Chapter 1. ESSENCE OF ORGANIZATIONAL STRUCTUREENTERPRISE MANAGEMENT
1.1 Concept and principles of constructing an organizational management structure
Management structure is understood as an ordered set of steadily interconnected elements that ensure the functioning and development of the organization as a single whole. The organizational management structure (OMS) is also defined as a form of division and cooperation of management activities, within the framework of which the management process is carried out according to the relevant functions aimed at solving the assigned tasks and achieving the intended goals. From these positions, the organizational structure is presented as a system of optimal distribution of functional responsibilities, rights and responsibilities, order and forms of interaction between its governing bodies and the people working in them.
For each organization there is the best and unique organizational structure of production and management. Any organization has some features of the use of technological equipment, professionalism and personal qualities of personnel, orders and traditions between employees vertically and horizontally. Each organization has its own history, culture, technological philosophy and personnel. To implement their harmonious interaction, the only organizational management structure that is most suitable for them is used. The originality of a specific organizational management structure is achieved through the use of existing types of linear, functional, staff, and other structures by including or excluding from them any divisions or connections.
Let us list the basic principles of building an organizational structure.
- 1. Flexibility. Characterizes the ability to quickly adapt in accordance with changes occurring in the personnel environment and in production. The structure must be reviewed at least once a year.
- 2. Centralization. There is a need for reasonable centralization of the functions of employees in departments and services of the enterprise with the transfer of operational management functions to the lower level.
- 3. Specialization. It is ensured that each division is assigned certain management functions and functional specialization of departments, services and specialists.
- 4. Norm control. This is the observance of a rational number of subordinates for each manager: the highest level of the enterprise - 4-8 people, the middle level (functional managers) - 8-20 people, the lower level (senior foremen, foremen) - 20-40 people.
- 5. Unity of rights and responsibilities. It means that the rights and responsibilities of departments and employees must be in dialectical unity.
- 6. Separation of powers. Line management ensures decision-making on product release, and functional management ensures the preparation and implementation of decisions.
- 7. Economical. Characterizes the achievement of the minimum required costs for the construction and maintenance of an organizational management structure.
Table 3.1
Levels (stages) of control
Functional |
Linear |
|
Director of the enterprise (CEO, President) |
||
Deputy directors (functional directors, vice presidents) |
Production managers |
|
Chief specialists, heads of services (departments) |
Heads of workshops |
|
Heads of bureaus, groups |
Heads of sections |
|
Senior (leading) specialists |
Senior masters |
|
Specialists |
Masters, foremen |
|
Junior specialists, office workers |
Team members, workers |
The initial data for constructing an organizational management structure are: calculation of the number of management levels;
calculation of the number of personnel; conceptual diagram of the organization; types of organizational management structures; existing structural units; classifier of control functions; management standards of managers.
Table 3.2
Management bodies of a limited liability company
Name of organs management |
Number and terms of election |
forms |
Basic |
Whom does he appoint (elect) |
General meeting of founders - legislative body |
At least one legal or natural person |
Founder |
Adoption and amendment of the charter, determination of the authorized capital and the amount of contributions, approval of annual reports and balance sheets, creation and liquidation of LLC |
Chairman (president), board (council) of the LLC, if provided for by the charter |
Board (council) of LLC - executive body |
According to the charter, at least 3 people (usually an LLC with more than 10 people) |
meeting founders |
Development strategy, management system organization, personnel, financial, social policy |
Executive director, heads of branches and divisions |
Audit commission (auditor) |
At least 1 person |
meeting founders |
Conclusions on annual reports and balance sheets, audit of all areas of activity |
Chairman commissions (auditor) |
Director |
By decision of the meeting of founders, election or hiring |
meeting founders |
Operational management of LLC in the period between meetings of founders and boards |
All management personnel, including their deputies |
The organizational structure of management consists of two independent management bodies that perform certain functions. The top is the central management apparatus of the organization, and the base is the management apparatus of structural divisions (shops, sections, convoys, etc.). Each body in turn consists of two separate levels of linear and functional management. The organizational structure is built according to levels (stages) of management (Table 3.1).
Let's consider the management bodies and organizational structure diagrams of the most typical organizations in Russia - limited liability companies and joint-stock companies.
Limited Liability Company (LLC) is an association of citizens or legal entities for joint economic activities. The authorized capital of the LLC is formed from the contributions of the founders. All LLC founders are liable for their obligations within the limits of their contributions, which can be transferred from owner to owner only with the consent of other founders, i.e. by decision of the general meeting. An LLC cannot have another one-person LLC as its sole member.
The characteristics of the LLC's management bodies are given in Table. 3.2. If the number of founders is less than 10 people. and working in one city, electing a board (council) is inappropriate. His functions can be performed by the chairman (president) of the LLC. If the volume of production is large, it is possible to hire an executive director of the LLC and elect a board from among the founders of the LLC. The diagram of the organizational structure of LLC management is shown in Fig. 3.8.
Rice. 3.8.
Management bodies of a joint stock company
Table 3.3
Name of controls |
Number and terms of election |
Who shapes |
Main functions |
Whom does he appoint (elect) |
The General Meeting of Shareholders is the highest legislative body |
Meeting at least once every 15 months. JSC cannot be created by one person |
Owners of ordinary shares with voting rights |
Adoption and amendment of the charter, determination of the authorized capital, election of the board of directors, approval of annual reports, creation and liquidation of a joint stock company and its branches |
Elects the board of directors, appoints the general director (president) |
The Board of Directors is the legislative body between shareholder meetings |
At least 3 people for a closed joint stock company and at least 5 people. for OJSC. The Board is elected when the number of shareholders exceeds 50 |
General Meeting of Shareholders |
JSC development strategy, organization of the management system, creation of committees, determination of financial policy |
Approves the board of the joint-stock company, executive directors and managers of structural divisions |
Management Board - executive body of the JSC |
According to the charter, at least 3 people. |
Board of Directors meeting) |
Operational management of the joint-stock company during the period between meetings of shareholders and the board of directors: personnel, finance, production, sales, quality, marketing |
Heads of structural divisions |
General (Executive Director) |
According to the charter, 1 person. for up to 5 years |
General meeting (board of directors) |
Operational management during the period between meetings of shareholders (board of directors) |
All staff |
Audit Commission (auditor) |
Determined by the charter, usually an odd number of people |
General Meeting of Shareholders |
Internal financial audit, external audit, opinion on annual reports and balance sheets |
Elects the chairman of the audit commission, appoints a general meeting in case of a threat to the interests of the joint-stock company |
Joint Stock Company (JSC) is an association of citizens and (or) legal entities for joint economic activities. The procedure for creating, managing and liquidating a JSC is regulated by Art. 96-104 of the Civil Code of the Russian Federation as amended in accordance with Federal Law No. 99-FZ of 05/05/2014. Shareholders are liable for the obligations of the joint-stock company within the limits of the number of shares they own according to the principle of “one share - one vote”. There are public (open) and non-public (closed) types of joint stock companies. A closed JSC is very close to an LLC, since it provides for the presence of founders-shareholders who control the entire authorized capital of the JSC within the limits of its declared value. Withdrawal from a JSC and sale of shares are permitted only with the consent of the general meeting of shareholders. A non-public joint-stock company (CJSC) does not have the right to make an open subscription for its shares or offer them to an unlimited number of persons.
In public (open) joint-stock companies, the sale of shares takes place in the form of an open subscription for all interested individuals and legal entities, which complicates the management of the company. For these purposes, a division of legislative, executive and control powers is provided between the board of directors, management board and audit commission (Table 3.3).
The general diagram of the JSC management structure is shown in Fig. 3.9. In practice, in domestic joint-stock companies, in the absence of a clear charter and management regulations, it is not always possible to clearly separate the functions of the board of directors, general director and management board. For a small joint-stock company, it is advisable to combine the board of directors and the management board in one body to reduce the number of management bodies and implement a unified financial and personnel policy.
Rice.
An example of the structure of a large PJSC developed by the author is shown in Fig. 3.10.