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Management - Vikhansky OS

2 Types of organizations on the interaction of divisions

The second level of cooperation in the organization of "division - division" at its core has been considered earlier when covering issues departamentizatsii. We were shown options for such cooperation, from simple to complex linear, matrix. In this section, the three most well-known types of organizations will be considered: the traditional, the division-functional, or of departmental and matrix.

2.1. Traditional organization

The traditional organization is a combination of linear and functional departamentizatsii in designing organization. Linear functional organizational chart historically originated in the framework of factory production and were appropriate "institutional" reactions to complicate the production and the need for interaction with the changing conditions with a large number of environment institutions (the mass consumer, financial institutions, international competition, legislation, government and etc.). The basis of this scheme are linear units engaged in the organization of most of the work and service of specialized functional units, created to "resource" based on: personnel, finance, plan, raw materials, etc. (Fig. 8.2).

Fig. 8.2. A functional system of linear-functional organizational structure

As part of the linearly-functional enterprise schemes have evolved relatively well until the 20-ies. this century, as they were able to carry out its technical and financial development and to meet the mass market in the quantity, quality and cost of production. Traditional organization combines the advantages of two types departamentizatsii and this allowed it under the right environmental conditions to effectively serve the interests of a stable and extensive development.

In general, linear-functional schemes of the productive structure of the organization in conjunction with the development of an "ideal" mechanistic approach played a very important role in the transition from an agrarian society to an industrial orientation.

In terms of interaction with the environment, the traditional scheme is largely based on mechanistic approach to organizational design. As simple and straightforward, these schemes allowed to move from patriarchal attitudes craft shop and factory-type "master - slave" to industrial relations such as "Head - slave" relationship more controlled, more predictable, more civilized as a whole. This change in the relationship in the organization played a lesser role than the industrial revolution itself.

In the first half of XX century. linearly-functional scheme ensures the growth of vertically integrated companies which developed eventually into giant corporations, covering the whole of the final product release cycle from receiving raw materials to the sale of finished products. With the growing size of organizations are increasingly made themselves felt connected disadvantages of linear and functional departamentizatsii. We had all the time to increase the manageability of the scale, which led to lack of control organization as a whole. Vertical growth is limited by the development of effective horizontal linkages. Inside the Giants with a rigid scheme no place informal relations.

In larger market orientation in these huge industrial organizations attempt to adapt to the environmental changes usually lead to the closure of plants and the dismissal of workers. staff turnover affects the quality, quality - Income, etc. Intensified conflicts. Sharply stood the need to find way out of tight framework of traditional organizations.

It should be noted that the passage of the organization in the development stage, the corresponding use of linear-functional schemes is mandatory. This stage of development can be short or long time. However, it is necessary, as "jumping" through the organization denies the possibility of working out relations "Head - Slave" and the elimination of these relations to a level adequate to the requirements of the external environment. Young businesses who do not observe this rule, deprive themselves of the opportunity ever to deploy effective mass production of a product or service.