Organizational Structure Management - set of administrative units, arranged in strict subordination and providing linkages between different parts of the organization, as well as the distribution between the rights and responsibilities. It manifests itself through the division of labor, the creation of specialized units and the hierarchy of positions is a necessary element of an effective organization because gives it the internal stability and allows for some order to the use of resources. Depending on the nature of relationships between different parts of the organization are following types of organizational structures: a linear function, linear function (or staff) who belong to the category of so-called "hard", defined fixity of borders, a set of incoming items, fixed links, the matrix, design, and fragmented adhokraticheskuyu categorized as flexible or adaptive structures that have the ability to easily change and adapt to new tasks and objectives. Lenaynaya management structure - system, which has a higher and some lower courts. With this control system, the principle of unity of command, subordinate only to fulfill orders of one leader, edinonachalnika, which are concentrated in the hands of all management functions. This management structure is logically more coherent, but less flexible. Advantages: the unity and clarity of management, coordination of actions of performers, ease of management, efficiency in decision making, personal responsibility of the head. Disadvantages: high demands on the head, the lack of links to planning and decision making; fixes the relationship between authorities, the concentration of power in the controlling elite. Functional structure control is built on the principle of separation of duties between the functional units responsible for one of the activities - manufacturing, finance, procurement, personnel. Functional management, along with a linear (generally it is used as a complement to line management), which creates a double subordination to the performers. Advantages: personal responsibility, direct communication with each person's overall objective, highly competent functional managers, and standardization of programming events and processes, avoiding duplication and overlap in the performance of management functions. Disadvantages: difficulty in maintaining permanent relationships between the various enforcement agencies, lengthy procedures of decision making regarding the organizational form of frozen, barely reacting to change, not interested in innovations, routine work. Line function (staff) management structure includes a special unit for line managers to help them carry out the tasks of the organization. With such a management structure of all power takes over the head line, which, as already noted, the development of specific issues and preparing the relevant decisions, programs, plans, assisted by a team of specialists, staff, consisting of functional units (departments, divisions, etc. .) Advantages: the advantages of functional connections and linear systems, strong head, not occupied by the operational management functions, the ability to work in the future, the availability of consultants and experts. Disadvantages: the possibility of conflict between staff and line managers, line managers double subordination, large numbers of the administrative apparatus. The matrix structure of the control is created by combining the structures of two types: linear and target-oriented. In operation target-oriented structure of the control action is directed to perform a specific target, a decision which involves all parts of the organization. In accordance with the line structure (vertical) control is based on specific areas of activity: research and development, production, sales, supply, etc. Within the software - the target structure (H) is organized program management, project management, which are implemented by designated officials, responsible for coordinating all the links on the program and the timely achievement of its objectives. Note that for matrix management structure program manager or project mainly determines when and what should be done on a particular program, and line managers decide who and how will perform a job. Benefits: the ability to quickly respond and adapt to changing internal and external conditions of the organization, strengthening control over the decision of the individual tasks, management of personnel through specialization of different types of jobs, reducing the load on the high-level management by delegating certain powers, increasing personal responsibility for the program as a whole and its constituent elements. Disadvantages: the complex structure of subordination, the presence of "spirit" of unhealthy rivalry between program managers, the difficulty in acquiring the skills needed to work on the new program. Project structure It is based on the project, you have a group of activities aimed at solving a single problem. This structure is a temporary form and after completion of a fully liquidated, and raised mat. and human resources are being used elsewhere. Advantages - high specialization, task orientation, clarity, portability, allowing to achieve high quality of performance. Fragmented structure of the consists of various separate focus groups, that is, commands within the existing structures, consisting of specialists, dealing mainly in the theoretical solution techn., Mfr. And management and other problems. Adhokraticheskaya structure - is an organization consisting of relatively loosely connected groups of professionals and support staff (schools, hospitals).