The structure of the organization of production of products is the basis for building the structure of enterprise management. There are many different organizational management structures of production, they are divided into linear, divisional, functional and adaptive types of management, the latter uses a matrix organizational structure.
Adaptive control type
To be able to quickly respond to the organization's management to unforeseen changes in the external micro- and macroenvironment, an adaptive type of management is required.
The company must quickly adapt to the changing economic situation, the introduction of new production technologies and requirements for products. For example, an enterprise has the opportunity to enter the international market, but there are other standards applied to the products.
In order for the products to meet the stated requirements, it is necessary to purchase new equipment and technology, train service personnel, change the system for accepting products and raw materials, etc. For such complex programs that must be performed in the short term in an organization, an adaptive management structure is created, consisting of two types - matrix and design structure of the organization.
Matrix organizational structure
To be able to coordinate tasks for the implementation of a specific project, a matrix organizational structure is created at the enterprise.
This structure is built on the principle of double subordination of performers. The created matrix structure coordinates and performs tasks for the regulation and functioning of the project's activities.
The director of the organization is appointed a project manager, whose group includes specialists from all areas of the enterprise. But at the same time, being subordinate to the director, all performers are directly subordinate to the head of a department or division, each in their own area.
The manager, in turn, manages the personnel temporarily assigned to him for the implementation of the project, and other employees of the departments who are needed in making decisions on a certain range of tasks.
The matrix structure of the enterprise allows you to create and coordinate the relationship between different structures of the organization to enable the implementation of large innovative projects in the short term.
The most significant drawback of this structure can be called the human factor, since when using this type of management, the principle of one-man management is lost. The direct executor is in a difficult situation: who needs to be subordinate and what tasks need to be performed in the first place - the immediate head of the department or the project manager. The head of the department is also not completely satisfied if his orders are ignored due to the orders of the immediate project manager.
But if we take measures to reduce the human factor, then the matrix organizational system is quite effective, especially in the scientific industry.
