Экономические науки /6.Маркетинг и менеджмент
Master’s degree
student Makhimov Arman
Karaganda Economic
University Kazpotrebsoyuz
FORMATION PRINCIPLES OF
RATIONAL ORGANIZATIONAL STRUCTURE OF MANAGEMENT
Transformation processes in the economy of the republic
demanded the formation of new approaches to the management process. One of the
most important areas of modern management is to create an effective system of
managing a large enterprise. As a long-term priority in the Strategy-2050 is
determined by the effective use of industrial capacity, the result will be to
contribute to sustainable economic growth. [1] Basis for management strategies
should be viable large structures that would later be made the
backbone of the national economy.
Successful implementation of urgent reforms to date in
the field of enterprise management depends largely on the structuring of the
enterprise as a whole, and its management system. Construction of various
structural sections, of course, is the prerogative of each company and its
activity determined by the goals and traditions of governance, corporate
culture, etc. Along those currently developed some standard approaches to
structuring. First of all, we are talking about the formation of the
organizational structure, which is the backbone of the whole of its operations
and has on other elements of the organization, and ultimately on business
outcomes, significant impact. [2]
More rational organization of economic services and
production departments, scientific approach to the management and continuous
improvement, and the improvement of production technology and management
personnel tangible results in improving the effectiveness of the company and
will help to improve its economic situation.
A key element is the structure of the organization.
Organizational structure reflects the existing division of roles in the
organization and activities of their association in the various divisions, the
relationships between these entities, and combining units together. [3]
Within the organizational structure of the management
process flows (traffic information and management decisions), which are
distributed among the participants and task management functions, and
consequently - the rights and responsibilities for their implementation. From
this perspective, the organizational structure of management can be seen as a
form of division and cooperation of management, under which the management
process aimed at achieving the goals of management.
Management and organizational structure is designed to
be an adequate socio-cultural environment, the organization providing
significant influence on decisions regarding the level of centralization and
detail, the distribution of powers and responsibilities, the degree of autonomy
and the scope of control of leaders and managers.
Improving organizational management structure - a
complex and continuous process of feedback, aimed at a more reasonable
organization of the control system to achieve a managed object the best
economic performance.
Modern control system must be constantly focused on
providing optimum adaptation to the increasing problems of functioning and
development of the production activities of the organizations.
Enterprise management system must use foreign
experience, have the flexibility of production, consider a serious competitor
in the market of goods (services), the requirements for the level of quality of
customer service, taking into account the need to address the uncertainty of
the environment and to implement these conditions there is an objective need
for research, analysis the status quo.
It is important to pay attention to the management
structure of the pairing with the phases of the life cycle of the
organization.. In its infancy organization management is often carried out by
the entrepreneur. Growth stage occurs functional division of labor managers. At
the stage of maturity in the management structure most often realized trend
towards decentralization. At the stage of recession usually developed measures
to improve the management structure in accordance with the needs and trends in
production. Finally, at the stage of the demise of the organization or
management structure is completely destroyed (if the firm is liquidated), or a
reorganization takes place. [4]
The formation of governance structures are affected by
changes of organizational forms in which businesses operate. Thus, when
entering into the company of an association, (concern, association, etc.) there
is a redistribution of administrative functions (some functions centralized),
so changing and management structure of the firm. If the company is a separate
and independent, but becomes part of the network organization uniting on a
temporary basis, a number of related companies (often for a favorable situation),
he has to make in its management structure a number of changes. This is due to
the need to strengthen coordination and adaptation functions for management
systems of other companies in the network.
An important factor in the formation of management structures
- the level of development of information technology in the enterprise. The
general trend towards decentralization "electronic intelligence" that
is, to increase the number of personal computers, while expanding the use of
enterprise-wide LAN, leads to the elimination or reduction of the amount of
work on a number of functions on the middle and lower levels. This applies
primarily to coordinate the work of subordinate units, the transmission of
information, summarizing the results of certain employees. A direct result of
local networks can be an extension of the control of the leaders in reducing
the number of management levels in the company. [5]
Most organizations continuously improve their
organizational structures. Currently typical reduction in the number of
management levels: the transition from 8-12 to 4-5 managerial levels, i.e.
reducing the number of intermediaries between the general manager and staff.
Analysis of the state of enterprise management systems
shows that many of the problems that arise in their functioning, structures
generated by the imperfection, which in turn is a consequence of the
imperfection of their design methods. Market economy together with the
requirements of the present stage of development of production before formulating
the organizational structure of the new conditions of the enterprise in terms
of flexibility, agility, compliance with prevailing market conditions.
Used in most traditional forms of business management
and organization of production based on a functional approach. The
disadvantages of these forms of control are the high degree of inertia, lack of
quality information to decision makers
The results of scientific and practical studies have
proven that the composition determined by the choice of the organizational
structure of the enterprise strategy. However, there are practically no
universal recommendations for the use of quantitative criteria, justifying, in
varying degrees, the level of functioning of the organizational structure of
the enterprise, or the need for its restructuring.
Analysis of state administrative structures leads to
the conclusion that traditional methods of managing organizational structures
do not provide effective ways to achieve a high degree of compliance with the
dynamic organizational structure changes in the environment. [6]
Any restructuring of the management must be assessed
primarily in terms of achieving its goals in terms normally developing (not
crisis) economy reorganization aimed mostly at making by improving management
systems to increase the effectiveness of the organization, with the main
factors are improving productivity growth labor, the acceleration of
technological development, cooperation in the adoption and implementation of
management decisions, etc.
During the crisis period changes in the management
structure aimed at creating conditions for the survival of the organization
through more rational use of resources, reduce costs and more flexible to adapt
to the requirements of the external environment. [7]
In general, rational organizational structure of the
enterprise must meet the following requirements:
- management and organizational structure should
primarily reflect the goals and objectives of the organization and, therefore,
be subordinated to the production and his needs;
- should provide an optimal division of labor
between government and individual workers , providing inspirational work and
normal load , as well as proper specialization;
- formation management structure must be linked
to the definition of the powers and responsibilities of each employee and the
governing body, with the establishment of a system of vertical and horizontal
linkages between them;
- roles and responsibilities between, on the one
hand, and the authority and responsibility to the other , it is necessary to
maintain compliance with the violation of which leads to the dysfunction of the
overall management system [8];
- have a fit and function , to ensure reliability
and to ensure good governance at all levels;
- be quick, do not lag behind the manufacturing
process;
- have a minimum number of management levels and
rational connection between the governing bodies;
- be economical , to minimize the cost to perform
management functions.
Practically, this means that attempts to blindly copy
the management structure, successfully operating in other socio-cultural
conditions do not guarantee the desired outcome.
For effective functioning of the enterprise should
establish such mechanisms of interaction with the external environment, which
can be tracked changes occurring in it, evaluate them and develop an effective
response to the further forward movement. To achieve success, the company is to
build the organizational structure of management, define the goals and strategy
of behavior and apply new technologies in production and management, motivate
staff and properly use the funds of the enterprise.
In developing the management structure of the reformed
enterprises need to consider a number of circumstances.
Since the goal of any business is largely influenced
by the features of its internal structure, define the objectives of the company
in the long term:
First - to manufacture products with high consumer
properties, allowing the entity to retain and expand its presence in the
European and Asian markets products.
The second - to increase profitability of the
enterprise through the creation of new industries and expansion of existing
production series nomenclature.
Third - to provide the current level of technical
equipment of production, technology and management training.
Important goals are to strengthen the position of the
enterprise, it occupies a mature market, increase sales, and increase its
profitability by expanding the activities and the creation of new industries.
Development of these areas is based on the use of high technical potential of
industrial enterprise. [9]
In the structure of enterprise management can extract
the different elements, as well as communication and levels of authority.
Elements of the governance structure may be individuals or other units and
services. Relations between elements of the structure controls are supported
through connections, which are divided into horizontal and vertical Horizontal
linkages require harmonization, vertical - subordination, which is formed on
the basis of a hierarchy structure. When developing a promising enterprise
management structure must be specific to manufacturing processes. Structure of
industrial enterprise must functionally maintain the production process and
react dynamically to expand the assortment of products nomenclature.
You must enter a clear sequence of enterprise
management and monitoring system aimed at keeping and tracking of factors and
processes and components affecting the activity of the enterprise and
efficiency of the administrative apparatus. In this regard, urgent
establishment of a monitoring, covering the following areas:
- development strategies with
reference to the development of the factors affecting
the efficiency of enterprise management;
- definition of assessment standards implicit evaluation
factors and the degree of influence of each factor on the efficiency
of enterprise management;
- operational planning overall activity
of the enterprise, the activities of providing services interplant and
each of its divisions separately;
- evaluation and promotion effectiveness
of employees and managers in the enterprise.
Such a measure would reduce the disparate elements of
management, strengthen bunch of interventions to influence the efficiency of
production while not sharing the areas of enterprise managers and executives.
Thus, in the process control functions have to take a
number of solutions, implementing planning, organization of work, people's
motivation, control and coordinate all the processes taking place in the
organization. Development and management decision-making - the core management
activities of the director. Development and management decision-making is
impossible without the use of well-analyzed information about the issue on
which a decision on the situation in which it was adopted.
List of references:
1. Message from the President of
the Republic of Kazakhstan - the Leader of the Nation NA Nazarbaev of
Kazakhstan . Strategy "Kazakhstan -2050 ". Astana . Akorda.2012. -
December 14 // www.akorda.kz/ru/page/page_poslanie-prezidenta-respubliki-kazakhstan-n-nazarbaeva-narodu-kazakhstana-14-dekabrya-2012-g_1357813742.
2. Balaban V.A. Research
management systems: Textbook. - Vladivostok : Izd DVGAEU 2001 .- 184 p.
3. Сихимбаева Д.Р. Приоритеты инвестирования нефтегазовой
ренты // «International journal of experimental education», №10, 2013. С. 145.
4. Daft RL Organization theory: a
textbook for students / M.: UNITY -DANA in 2006 . - 736 p.
5. Ignateva A.V.- Fundamentals of
Management: Textbook / M. UnivEcon. Education , 2005 . - 478 p.
6. Nikitina L.N., Chechenova , L.M. Development of
classification indicators to assess the effectiveness of the governance
structure of the enterprise // Modern aspects of the economy . - 2009 . - № 3
(140). -p.125-134 .
7. Galkovich, R.S. Fundamentals
of Management: the textbook / Moscow: INFRA-Min 2001 . – 386 p.
8. Ivanov A.V.Transformation of
the organizational structure of the industrial enterprise //Eurasian
international academic and analytical journal. Problems of the modern
economy-2012.-№2(42). - C.244- 246.
9. Akberdin R.Z. Kibanov A.Y.
Improvement of the structure, functions and economic relations management
divisions of the enterprises with good management practices. - M.: GAU, 1999.- 201с.