Internal variables. Improving the organizational structure of the enterprise management system. The sphere of control in the management structure is understood as

The number of persons subordinate to one manager constitutes the sphere of control. The sphere of control is important aspect organizational structure... If a fairly large number of people are subordinate to one leader, then we are talking about a wide area of control, which results in a flat management structure. If the sphere of control is narrow, that is, few people are subordinate to each leader, we can talk about a multi-level structure. In general, large, flat organizations have fewer levels of management than organizations of comparable size with tiered structures.

In practice, the scope of control within an organization often varies greatly, both across levels of management and across functional areas.

The need for coordination, which always exists, becomes truly urgent when work is clearly divided both horizontally and vertically, as is the case in large modern organizations... If leadership does not create a formal coordination mechanism, people cannot get the job done together. Without appropriate formal coordination, different levels, functional areas and individuals can easily focus on their own interests, rather than on the interests of the organization as a whole.

Another direction of the division of labor in an organization is the formulation of tasks. A task is a prescribed job, a series of jobs, or a piece of work that must be completed in a predetermined manner within a predetermined time frame. From a technical point of view, tasks are assigned not to the employee, but to his position. Based on the decision of the management about the structure, each position includes a number of tasks that are considered as a necessary contribution to the achievement of the organization's goals. It is believed that if the task is completed in this way and within the time frame prescribed, the organization will be successful.

Organizational tasks are traditionally divided into three categories. This is work with people, objects (machines, raw materials, tools), information. For example, on an ordinary factory assembly line, the work of people consists of working with objects. The task of the master is mainly to work with people. At the same time, the tasks of a corporate treasurer are mainly related to information.

Two other important points in the work are the frequency of repetition of a given task and the time it takes to complete it. A machine operation, for example, might involve performing a hole drilling task a thousand times a day. Each operation takes only a few seconds to complete. The researcher performs various and challenging tasks, and they may not repeat at all even once during the day, week or year. In order to complete some of the tasks, the researcher takes several hours or days. In general, we can say that managerial work is less monotonous, repetitive and the time to complete each type of work increases as the transition progresses. management work from the lowest to the highest.

Technology

Technology as a factor internal environment has much greater importance than many people think. Most people view technology as something related to inventions and machines, such as semiconductors and computers. However, the sociologist Charles Perrow, who has written extensively about the impact of technology on organization and society, describes technology as a means of transforming raw materials - be it people, information or physical materials- the products and services you are looking for.

Technology implies standardization and mechanization. That is, the use of standard parts can greatly facilitate the production and repair process. Nowadays, there are very few products, the production process of which is not standardized.

A wide sphere of control is if a fairly large number of people are subordinate to one leader, as a result of which this sphere has a flat management structure.

A narrow sphere of control - few people are subordinate to each leader, i.e. multilevel structure.

A task is a prescribed job, a series of jobs, or a part of a job that must be completed in a predetermined manner and within a predetermined time frame. Tasks are assigned not to the employee, but to his position. But they are considered as a necessary contribution to the achievement of the goals of the organization. It is believed that if the task is completed in this way and within the time frame prescribed, the organization will be successful.

Tasks are divided into three categories:

work with people (the task of the master);

work with objects (machines, raw materials, tools);

Work with information (tasks of the corporation treasurer).

Technology. Charles Perrow describes technology as a means of transforming raw materials - whether people, information, or physical materials - into desired products and services. Lewis Davies offers a broad, similar description: "Technology is the combination of skills, equipment, infrastructure, tools, and related technical knowledge necessary to bring about the desired transformations in materials, information or people." Thus, technology is a means of converting materials, raw materials, energy and information into the desired end product.

Challenges and technology are closely related. The accomplishment of the task involves the use of a particular technology as a means of transforming the material.

People are central to any management model, including a situational approach.

Three aspects of the human variable in a situational management approach:

a) the behavior of individuals;

b) the behavior of people in groups;

c) the nature of the leader's behavior, the functioning of the manager as a leader and its influence on the behavior of individuals and groups.

Abilities are individual qualities of a person that contribute to successful activities, can be inherited (intellectual abilities and some physical data), and are also acquired with experience. Propensity and giftedness are closely related to ability. Abilities are manifested and formed in activity.

Values are shared beliefs, beliefs about what is good or bad, or what is indifferent in life. Acquired through training.

Needs are an internal state of a psychological or physiological feeling that something is inadequate.

Expectations. Based on past experience and assessment of the current situation, people form expectations about the results of their behavior. Consciously or subconsciously, they decide how likely or how unrealistic it is to accomplish something meaningful for them. These expectations have a significant impact on their behavior today.

Perception is the intellectual awareness of stimuli received from sensations. Perception determines whether a person has a need and what his expectations are in a given situation.

Predisposition, giftedness are closely related to ability. A predisposition is a person's existing potential in relation to performing a specific job. Management propensity is very important in identifying candidates for management training.

Attitude, as defined by psychologist Deril Bem, is "what we like and what we don't like, like our dislike or attachment to objects, people, groups, or any perceived aspect of our environment." Relationships shape our biased perceptions of the environment and thereby influence behavior.

Sociotechnical subsystems. External variables strongly affect the organization. And the interconnectedness of internal variables would be more correct to consider as a model of internal socio-technical subsystems of the organization. Internal variables are called sociotechnical subsystems, because have a social component (people) and a technical component (other internal variables).

External environment of the organization

The external environment of an organization includes elements such as customers, competitors, government agencies, suppliers and their technologies, financial institutions and sources labor resources, socio-cultural environment, relevant in relation to the operations of the organization.

Characteristics of the external environment

Factor interconnection: the force with which a change in one factor affects other factors

Complexity: the number and variety of factors that significantly affect the organization

Mobility: the relative rate of change in the environment

Uncertainty: the relative amount of information about the environment and confidence in its relevance

The interconnectedness of environmental factors is the level of force with which a change in one factor affects others. Just as a change in any internal variable can affect others, a change in one environmental factor can cause a change in others.

The complexity of the external environment is understood as the number of factors to which the organization is obliged to respond, as well as the level of variance of each factor.

The fluidity of the environment is the speed with which changes occur in the organization's environment. Many researchers point out that the environment of modern organizations is changing at an accelerating rate.

Uncertainty of the external environment is a function of the amount of information that an organization (or a person) has about a specific factor, as well as a function of confidence in this information. If there is little information or there are doubts about its accuracy, the environment becomes more uncertain than in a situation where there is adequate information and there are reasons to consider it highly reliable.

The direct impact environment includes factors that directly affect the operations of an organization and are directly affected by the operations of the organization.

Suppliers. Organization is a mechanism for converting inputs to outputs. The main types of inputs are materials, equipment, capital, work force... The relationship between an organization and a network of suppliers providing inputs for specified resources is one of the clearest examples of the direct impact of the environment on an organization's operations and performance.

Consumers. The very survival and justification of the existence of an organization depends on its ability to find a consumer of the results of its activities and satisfy his needs. The business value of consumers is clear. It is no coincidence that they say: "The consumer is the king of the market."

Competitors are an external factor, the influence of which cannot be disputed. The management of each company understands that if the needs of consumers are not met as effectively as competitors are doing, the company will not stay afloat for long.

Laws and government agencies. Each organization has a specific legal status, being a sole proprietor, a company, a corporation, etc., and this is what determines how an organization can conduct its business and what taxes it must pay. The state of legislation is often characterized not only by its complexity, but also by fluidity, and sometimes even by uncertainty.

Organizations are required to comply not only with federal and state laws, but also with the requirements of the authorities state regulation... These bodies ensure the enforcement of laws in their respective areas of their competence, as well as introduce their own requirements, often also having the force of law.

The indirect impact environment is the factors that do not directly affect the operations of the organization, but still affect them indirectly. The indirect environment is usually more complex than the direct environment.

Technology is both an intrinsic variable and external factor of great importance. Technological innovations affect the efficiency with which products can be manufactured and sold; the rate of obsolescence of the product; how you can collect, store and distribute information; what kind of services and new products consumers expect from the organization.

The state of the economy affects the cost of all inputs and the ability of consumers to buy certain goods and services; can greatly affect the organization's ability to obtain capital for its needs.

Sociocultural factors. Any organization operates in at least one cultural environment. Therefore, socio-cultural factors, among which attitudes, life values and traditions prevail, affect the organization.

Political factors. Certain aspects of the political environment are of particular importance to leaders. One of them is the sentiment of the administration, legislatures and courts in relation to business. Another element of the political environment is special interest groups and lobbyists.

32. Organizational structure of the organization's management. Types of organizational structures.

The organizational structure of management is a set of elements, links, levels of management and their interconnection and subordination, which serve to achieve the set goals. The basic principles affecting the org. structure:

1) Division of labor (specialization) - in accordance with this principle, all employees perform the work in which they are more qualified.

2) Hierarchy (director (deputy director (shop manager (foreman (worker)), this chain describes the relationship of rights and responsibilities, uniting managers and subordinates with ties that cover the entire organization.

3) Unity of management - each employee of the organization is responsible to one boss,

4) communication channels - reflects functional connections. Orders, orders go from top to bottom, and the rest of the infa is the other way around.

5) Structural division - it is difficult to manage a large team if it is not divided into small groups.

6) Hierarchical levels - org scheme. org structure shows the levels of management, existing additions in it in the chain of command and reporting relationship.

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Integration is an opportunity for coordinated actions of many people

The need for coordination, which has always existed, becomes truly urgent when work is clearly divided both horizontally and vertically, as is the case in large modern organizations. If management does not create formal coordination mechanisms, people will not be able to do the work together. Without appropriate formal coordination, different levels, functional areas and individuals can easily focus on their own interests, rather than on the interests of the organization as a whole.

That. we can say that the process of integration is a process of achieving unity of efforts of all subsystems of the organization for the implementation of its tasks and goals.

The unity of effort does not give the organization's divisions the ability to pull it in different directions, diffuse its strengths and capabilities and achieve the overall goals of the organization.

In order to integrate the organization effectively enough, senior management must constantly keep in mind the overall goals of the organization and just as constantly remind employees to focus their efforts on the common goals. It is not enough that every department and every employee of the organization will work effectively on its own. Management must view the organization as an open system.

The pattern of the integration process is that the more integrated the firm, the more successful it is.

Methods for achieving effective integration. For integrated organizations operating in sustainable environments and using technology mass production, methods related to the development and establishment of rules and procedures, hierarchical management structures are suitable. Organizations operating in a more volatile environment and using a variety of technological processes and technology for the release of individual products, it is often considered more correct to carry out integration through the establishment of individual relationships, organizing the work of various committees and holding interdepartmental meetings.

If integration implies the unity of efforts and goals, then the process of differentiation, on the contrary, implies the distribution of these efforts and goals within the organization between its various components.

Differentiation should be maximized within the framework of such organizations whose activities are based on creativity (for example, some research institute),

The regularity of the differentiation process lies in the fact that the more complex the organization's environment, the greater the differentiation.

Concentration of production and consolidation of the company contributes to the differentiation of functions between different levels of the management system.

So, for example, the functions forward planning, technical re-equipment, it is advisable to solve centralized at the upper levels of the control system, and the issues of operational management at its lower levels.

Differentiation of problems solved centrally and decentralized is reflected in the structure of the management apparatus. So, the differentiation of the development of planned indicators at one time led to the expansion of the economic services of the enterprise.

The specialized division of labor is directly related to the processes of integration and differentiation.

In order for an organization to achieve its goals, tasks must be coordinated through a vertical division of labor. The vertical diagram is shown in the figure.

The top-level manager manages the activities of middle and lower-level managers, that is, in a formal sense, he has more power and status. Vertical differentiation is associated with the hierarchy of the organization in depth. The more steps there are between the highest level and operational workers, the more complex the organization is. The vertical structure is composed of levels of power, arranged in a hierarchical order. Power is distributed among the positions and the leaders in these positions. The figure also shows the position of workers in a vertical structure. The goal is seen as a guideline for the flow of connections and power.

Horizontal differentiation reflects the degree of division of labor between individual units. The more various areas in the organization that require specialized knowledge and skills, the more horizontally complex it is. Horizontal specialization aims at differentiating functions and covers: defining work and determining the relationship between different types of work that may be performed by one or many different persons. The horizontal division of labor means that the top-level manager has direct control over three managers: the middle-level manager (production), the middle-level manager (accounting), and the middle-level manager (marketing). In turn, RSU (middle-level managers) have direct control over the corresponding RNU (lower-level managers), and those - directly over a certain number of performers. This can be viewed as functionalization (this is the variety of tasks that must be performed in order to achieve the goals of the organization), as a result of which certain specialized units are formed.

Drawing... Diagram of the horizontal division of labor.

Sphere of control.

The number of persons subordinate to one manager constitutes the sphere of control. Sphere of control is an important aspect of an organizational structure. If a fairly large number of people are subordinate to one leader, then we are talking about a wide area of control, which results in a flat management structure. If the sphere of control is narrow, i.e. few people are subordinate to each leader, we can talk about a multi-level structure. In general, large, flat organizations have fewer levels of management than organizations of comparable size with tiered structures. There is no perfect sphere of control. Many variables within the organization itself and in external environment can influence her. Moreover, neither the scope of control nor the relative "height" of an organization's structure is a function of the size of the organization.

Indeed, to some extent, the complexity of a manager's work (complexity) depends on the number of individuals who obey him. The complexity increases with the number of interpersonal relationships. In fact, if the number of reports increases arithmetically, then the number of relationships grows exponentially.

For example, manager M has two subordinates A and B. The total number of connections between them will be equal to six, Two direct single connections (M with A, M with B), two direct group connections. (M with A / B and M with B / A), as well as two cross-links (A with B and B with A). If the manager M adds one more subordinate, then potential connections will appear: 3 direct single, 9 direct group, 6 cross, i.e. total amount connections will increase to 18.

V. Grakunais, a French consultant brought out in the 30s. formulas of "theory of connections", one of the variants of which looks like this:

K = n,

where K is the number of connections, n is the controllability norm.

Grakunais believed that the controllability rate n, i.e. the scope of control should not exceed 8 units. In different sources, this number varies from 7 to 12.

Of course, such a quantitative approach is useful in some cases, however, its undoubted limitation is evident. Formulas like these are abstractions and should not be confused with reality. “After all, many of the relationships at some given moment may not arise, and if they do, they do not always relate to the relationship of leadership - subordination. All these relationships are possible, but they are usually not simultaneous and do not characterize the actual load on the leader. "

In general, the limit on the number of subordinates can vary over a wide range. Improving the professionalism of the manager allows you to increase the number of subordinates. This process is also influenced by the type of technology, the degree of development information systems, socio-psychological parameters of the team, environmental factors.

The sphere of control is essential for creating a configuration, a form of organization. Suppose that the firm has 48 employees, and the sphere of control or maximum controllability is 8. Then we need to introduce six managers into the firm at different levels of the hierarchy. In fig. 8-9. a similar structure is shown with narrow sphere of control .

Rice. 8.9. A narrow sphere of control

But the organization can be designed in a different way, removing one level of the hierarchy, then two managers will manage all 48 employees, or each of them will manage 24 employees. By increasing the manageability rate from 8 to 24, we cut six managerial positions to create a structure with a broad scope of control (Figure 8.10).

Rice. 8.10. Broad scope of control

The choice of the sphere of control, as we noted above, depends on the circumstances; it can be different and at the same level of hierarchies.

Donnelly, Gibson, and Ivantsevich provide the following recommendations for expanding the scope of control:

1) the more educated and competent the bosses and subordinates, the broader the sphere of control can be;

Internal environment of the organization Is a collection of its internal variables.

Internal variables - these are the factors of the internal structure of the organization, the main part of which is the result management decisions management. The main variables of the internal environment of any organization include:

· The goals of the organization;

· Organizational structure of management (OSU);

· Resources;

· Staff.

You already know what the goals and resources of the organization are from the previous chapters and paragraphs. You will get acquainted with the principles and methods of staff motivation in the next topic. Here we will take a closer look at the concept of "organizational structure".

Organizational structure(organizational structure of management) is a set of all divisions of the company and all relationships between them in accordance with the hierarchy (fig. 24).

Rice. 24. Illustrative example of a graphic image

(organigram) OSU of the enterprise

The decision on the choice of the type and characteristics of the organizational structure is made by the top management of the company, and its design is based on strategic plans... However, the structure of the organization can dynamically change depending on the requirements of the strategic goals of the company, as well as the tactics chosen to achieve these goals.

The process of building an OSU is called organizational design, it consists of the following stages:

· Departmentalization - dividing the organization horizontally into blocks corresponding to the most important areas of activity (business functions);

· Establishing a balance between the powers of employees and managers;

· Further separation of smaller subdivisions;

· definition job duties each employee.

Sphere of control. One of the most important parameters of the OSU is sphere of control(otherwise - control coverage or scale of management).

Sphere of control Is the number of persons subordinate to one manager at each level of management.

Hierarchy levels. Another important parameter is number of hierarchy levels(management levels) in the OSU of the enterprise. Various combinations of these two parameters result in different types of OSD. In fig. 25 shows:

a) multi-level OSU with narrow control spheres at each level;

b) "flat" (having a small number of levels) OSU with wide spheres of control at each level.

Rice. 25. Differences in OSU depending on the scale

controllability and the number of levels of hierarchy

What are the advantages and disadvantages of each of the two presented in Fig. 25. organizational structures?

Consider a multilevel OSU (see Fig. 25. "a"). The presence here of a narrow sphere of control (small-scale management) facilitates the work of a leader at each level of the hierarchy, but at the same time, each leader must be a versatile trained specialist, since he has to be responsible for several areas of activity at once. Suppose that the organigram (Fig. 25. "a") describes the structure manufacturing enterprise led by director general(top level). Then his two deputies - directors for areas of activity - (the second level of the hierarchy) have to be responsible for such areas as marketing, research and development, procurement of raw materials, production and sales of products.

In addition, a significant drawback of a multilevel OSU is the long time for information to pass from a higher level to a lower level and back. In this case, there is a possibility of distortion and loss information.

Every time information passes

the next organizational level,

only 60% of it remains.

And the losses are growing fast, especially

in hierarchical companies with a large number of

organizational levels.

K. Nordström, J. Ridderstrale

Consider a "flat" OSU (see Fig. 25. "b"). Obviously, the problems and advantages of the OCS in this case are reversed. The broad scope of control complicates the work of the manager, while the large number of specialists at each level makes the work more specialized. A small number of levels reduces the passage time and the percentage of information loss. However, the management of such organizations requires the involvement of other principles that differ from the principles of management of multi-level structures.

In fig. 26 shows a diagram showing the distribution of organizational structures of Russian companies by the number of hierarchy levels.

Rice. 26. Distribution of Russian companies

by the number of hierarchy levels

Study this diagram, answer the question, how many levels of the hierarchy have the most domestic companies?

Types of powers. For a correct understanding of the principles of building an OSS and the functioning of an organization, it is important to know the types of powers (connections) in the organization.

Empowerment Is the right officially granted to someone to do something.

In general, management distinguishes between three types of authority: general, linear and functional.

General powers imply the right to make decisions related to setting the organization's goals, developing a strategy, acting in a crisis situation, etc. This authority rests with the top management of the organization.

Linear powers suggest direct official communication between leaders and performers, within which managers give orders to performers, i.e. indicate what, when, where(and sometimes how) they must do (or, conversely, not do) to ensure the achievement of the goal. At the same time, line managers are responsible for each subordinate performer and coordination of work.

In other words, linear powers provide the manager's managerial influence on performers in the form of a set of specific functions, including the right to exert on a subordinate administrative impact(announcement of penalties and incentives, dismissal, etc.).

Linear authority personalizes and simplifies the relationship between supervisors and subordinates. Thus, line powers create a hierarchy of governance in the organization called chain of commands(chain of authority).

As a rule, line powers include the tasks of operational management of the activities of the main divisions of the organization (production, sales, financial, etc.), the organization of personnel work, the creation of conditions necessary for people to perform their duties, maintain a favorable moral and psychological climate in the team and etc.

Functional powers provide managerial influence of the head on performers in the form of a set of specific functions, without the right to exert administrative influence. They are realized through functional (indirect) links. Such authority lies in the fact that some managers have the right to make decisions governing the activities of employees who are directly subordinate to other (line) managers. Moreover, these decisions are mandatory for these employees.

Managers who have the right to use line powers in relation to employees are called line managers(line managers), and those who have the right to use only functional powers - functional leaders(functional managers).

For example, the head of the personnel department of an enterprise has the right to demand from his subordinates, employees of the personnel department, to perform duties within their functions, and also to encourage them for Good work or impose administrative penalties for bad, i.e. in relation to them, he is a line manager. At the same time, he also has the right to give instructions within the limits of his functions to employees of other departments, divisions and services (for example, obliging them to submit the relevant data on time). However, he does not have administrative rights in relation to them, i.e. is a functional manager.

To preserve the principle of one-man management (subordination of performers to only one line manager), the content and scope of functional powers in organizations are strictly regulated. Typically, such powers are vested in the chief specialists of the company (chief accountant, chief economist, etc.) and the heads of the relevant departments and services (for example, the personnel department, planning department etc.).

General, line and functional powers refer to administrative powers... Besides these, there are other types of powers.

Representative powers provide for the performance of designated staff on behalf of leadership of functions such as coordination and control of activities.

Individual employees (as well as temporary or permanent commissions and committees) performing the coordination function are endowed with coordinating powers. Such powers are exercised in the development process by several departments of joint solutions or projects. Individuals or units who are vested with coordinating authority have the right on behalf of top management coordinate the activities of individual divisions and employees and direct it in a direction consistent with the goals of the organization.

Controlling and reporting powers employees who perform, within the established framework, the functions of checking the activities of departments (and individual employees) and obtaining the necessary information from them. Similar powers can be assigned to special departments (for example, control and audit department, monitoring service), as well as on functional services (for example, accounting).

Conciliation powers are that their owners are obliged to express their attitude to decisions taken within the framework of administrative or coordination powers. These include:

· Obligatory approvals (extended advisory powers). Sometimes a special type of obligatory approvals is distinguished - cautionary powers. They are at the disposal of, for example, the legal service, whose employees check the compliance of management decisions with the current legal regulations. However, managers have the right to ignore the opinion of “warning” specialists, taking full responsibility for possible consequences;

Parallel powers (such powers give the right to reject individual decisions of line management, they are sometimes called blocking. Blocking powers are possessed, for example, by the chief accountant of an enterprise, financial activities company).

Management often uses the concept “ staff powers ". They mean a set of various powers exercised by a special administrative apparatus of the company, called headquarters... The staff often include: functional, conciliatory and representative powers.

Thus, the structure of powers arising in organizations can be illustrated by the diagram (Fig. 27).

Rice. 27. Types of powers in management

Centralization and decentralization of management. Another important parameter OSU of any company is the ratio of levels centralization and decentralization management.

In centralized organizational structures, top management reserves b O most of the powers.

In decentralized organizational structures are delegated (transferred) to the lower levels of management.

The choice of the optimal balance between centralization and decentralization of power functions in the organization is of great importance, since the effectiveness of management depends on it. Excessive centralization of management leads to the fact that the activities of the organization are almost entirely dependent on the highest level of management. At the same time, middle and lower managers play the role of only guides and executors of top management decisions. In such companies, as a rule, creativity, innovation and independence of managers are not encouraged. On the other hand, this is fraught with serious negative consequences for top management, such as: large overloads (due to which there is a decrease in the efficiency of their work); the need to engage operational management to the detriment of long-term plans and programs, etc.

Decentralization, which is based on the concept of "delegation of powers", allows to solve these and some other problems.

Delegation of authority- this is the transfer of part of the manager's functions to other managers or employees to achieve specific goals of the organization.

Delegation of authority is used to optimize the company management system. Delegation is based on the belief that people working on a specific problem have a better understanding of the situation than a manager, and it is easier for them to find the right solution.

When delegating authority, it is very important to consider two things:

Firstly, additional functions and responsibility for their implementation can be transferred only to those employees whose competencies, professional and personal qualities meet certain requirements (for example, such as responsibility, extensive work experience, independence, desire to study management activities, sociability, etc.);

· Secondly, along with the additional responsibility, these employees should be transferred to the appropriate rights that allow them to make management decisions.

In addition, top managers, delegating some of their powers to other employees, should not forget about their material reward (for example, wages, payment of bonuses, etc.). Lack of attention to the rules of delegation of authority can undermine all efforts to improve the organization's performance or even completely paralyze its work.

Bureaucratic and adaptive organizations. With all the variety of types of OSU, they can be conditionally divided into two groups:

a) bureaucratic(mechanistic);

b) adaptive(organic) structures.

The term "mechanistic" indicates that organizations built on this principle are very similar to the mechanism (sometimes they are said to be "running like clockwork"). At first glance, this is good. However, one should not rush to conclusions.

The term "organic" means that such organizations are similar in structure and development to a living organism, and their second name, "adaptive", reminds us that these organizations, unlike bureaucratic ones, can quickly adapt (i.e. . to adapt) to changes in the external environment. So, for example, when the demand for some goods changes, the adaptive organization quickly moves to the release of another good, etc.

What is the difference between bureaucratic and adaptive types of organizations? In fig. 28. shows the characteristic features of these two structures. Study them and think about which type of organization is most effective in the context modern market, changes in consumer needs and technologies, etc. What prevents bureaucratic organizations from quickly adapting to changes in the market, fashion, technology, etc.? Give examples of companies you know and think about what type of organization they have.

We are abandoning hierarchical structures in favor of informal ones.

This is especially important for the business community. Abandoning bureaucracy

has become one of the main trends of the last decade.

J. Welch