Organizational structure of AvtoVAZ. Matrix structure of the organization

1. SWOT - analysis of JSC AvtoVAZ

First stage.

As a result, we get a clear picture of the situation of the enterprise. In fact, at this stage it is already possible to make a preliminary assessment of the competitiveness of the enterprise according to the parameters considered. The organization's weaknesses and shortcomings that require close attention are clearly visible.

Second phase.

Grouping the strengths and weaknesses in the context of the functions of the enterprise allows us to systematically consider the situation and move on to the well-known “question of who is to blame?” (of course, as a first approximation), in order to make an informed management decision with reference to specific functional units. But in any case, as already indicated, it is difficult to identify non-overlapping functions. For example, large debts from previous years arose because government orders were withdrawn and the company was forced to take out a bank loan with a high interest rate

2. Development of an alternative enterprise strategy

Changing the image of a manufacturer of products of average quality with low consumer properties by mastering the production of cars from foreign manufacturers and conducting an aggressive advertising campaign.

Strengthening the financial condition through the creation of a joint venture with foreign partners, technical re-equipment of the plant, development of resource-saving technologies In all the variety of external and internal environmental factors, one can notice their division into two groups: those that can be controlled by the company’s management, and those that cannot cannot be controlled. This division is important from the point of view of forecasting, market research, strategic and other planning.

For the company OJSC AvtoVAZ, after the analysis, the most significant and probable opportunities were to expand market share, expand the range and develop a new direction for the sale of related products.

After positioning the threats, it was revealed that:

A company can be brought to a critical state either by the entry of a large number of competitors into the industry and a radical change in consumer tastes;

The destruction of a company or its exit from the industry can be caused by restrictive policies of government agencies, for example, a reduction in customs duties and duties on imported cars.

Thus, by considering the capabilities of AvtoVAZ OJSC, its weaknesses and strengths, analyzing the threats emanating from the external environment, and becoming familiar with the basic principles of strategy development, it is possible to determine the company’s strategy, while relying on the organization’s goals.

Since the company operates in a market with strong competition, the best strategy for it would be a combined strategy aimed at addressing its competitive advantages and providing for deeper penetration and geographic development of the market, followed by upward vertical integration. This can be formulated as follows:

First of all, it is necessary to strengthen quality control and make all kinds of changes and improvements in tuning, minimize costs thereby strengthening your competitive position, while mastering the sale of related products (spare parts, tools) in existing showrooms, then enter new world markets, conclude contracts, to gain a foothold by purchasing existing automotive enterprises, and in the future strive to acquire a stake in the shares of manufacturing enterprises.

The situation is characterized by a change in the preferences of Russian car consumers towards imported cars. Although the market as a whole is growing, demand for machines fell by 6%, which directly affected the plant's profits. Russian-assembled foreign cars are becoming increasingly popular. To successfully compete with them, you need to offer a lower price with very decent quality.

Foreign cars are considered to be of much higher quality than domestic ones, and the difference is significant. Currently, there are no official sources that would indicate that the quality of domestic cars is low and would reveal the reasons for this, however, from unofficial sources you can find out that domestic automakers skimp on the quality of components and do not comply with assembly and installation technologies for components and assemblies , use substandard technical fluids and supply defective spare parts for cars to the market. So every year foreign cars are in increasing demand. To increase demand for its cars, AvtoVAZ needs to raise international production quality standards, while improving consumer characteristics such as reliability, efficiency, safety and comfort.

It is necessary to choose a solution to this problem that would meet the time requirements, i.e. would be implemented in the next 2 months, would require minimal costs, because AvtoVAZ does not have additional financial resources and is not yet ready for global projects. And in terms of efficiency parameters it would satisfy the set goal - improving production quality and, as a result, increasing sales volumes by 5-7%. To improve international production quality standards, several options for solving this problem can be developed:

1 – In the future, AvtoVAZ managers are planning to purchase a license to use the platforms of the Renault, Fiat, Chrysler concerns for prototypes of their new models and are already negotiating with representatives of these concerns, this will allow them to create a new, higher quality and modernized car model using the latest technology.

2 – The Directorate for Technical Development and Quality of AvtoVAZ sees the need to use more advanced assembly lines, because the lines on which cars are currently produced are outdated and need to be replaced; sometimes failures occur, which disrupts the operation of the plant.

3 – Researchers of the domestic car market suggest that AvtoVAZ change some suppliers of automotive components that offer the highest quality products at acceptable prices. The main criteria for choosing one or another option for solving the problem of meeting international production quality standards are the minimum expenditure of time, material and labor resources.

We will analyze the options for solving this problem and choose the most optimal one. Alternative 1 is unacceptable because firstly, it will cost a lot of material costs, especially after purchasing a license to produce a new car model, while AvtoVAZ is preparing this model for release, more modernized cars will appear on the automobile market. Secondly, having purchased a license to produce a foreign model, AvtoVAZ in the near future may become not a domestic plant, but a plant producing foreign cars. Option 3 is also inappropriate, because AvtoVAZ already has an established structure for the supply of auto components (control of the supply of spare parts is under the control of the Samara SOK group, which has a great influence on the development of the plant and almost completely controls the plant’s contacts with the outside world), so refusal of some supplies of auto components will cause a disruption in work, and the search for new suppliers of auto components will take a sufficient amount of time.

Option 4 is already being gradually implemented by AvtoVAZ. In December last year, the plant came under state control and there was a change in management - managers from the state came to power. structures. In the future, it is planned to replace some managers to further improve the quality of management, because management of managers from the state. structure gave positive results - improved control.

Option 2 is the most acceptable, since the necessary resources are available for its implementation: the state is ready to allocate financial resources from the investment fund for the construction of new assembly lines, there is also free space for the construction of these lines and labor resources in the form of personnel, which AvtoVAZ may be involved to achieve this goal.

The determination of AvtoVAZ's priority areas of activity will be carried out by the general meeting of shareholders. Management of current activities will be carried out by the President - General. director

The marketing department will research and analyze the trends of the automobile market and select priority options, i.e. in accordance with the results of marketing research, find out which models are currently in demand in the automobile market and what specifically attracts car consumers when buying a new car, this will help determine which assembly lines need to be used for the production of cars in the future. And then transfer the results to the Directorate of Economics and Planning, which must calculate how much it will need to be spent, what equipment to use and where the construction will be carried out together with the department of capital construction of buildings and structures. All results must be transferred to the financial directorate, which must evaluate the costs incurred. In agreement with senior managers, the procurement directorate will be responsible in the future for the acquisition of the necessary equipment. Having purchased the equipment, the personnel directorate will have to start recruiting personnel for the construction of assembly lines. Measuring and assessing the consequences of implementing a decision and comparing actual results with those that management hoped to obtain will indicate the effectiveness of the decision.

3. Analysis of the organizational management structure

Organizational structure of OJSC AvtoVAZ.

The relevance of the problem increases for the organizational structures of large production complexes, which include OJSC AVTOVAZ, which is essentially characterized as an integrated multi-industry complex and requires a coordinated mechanism for managing many auxiliary productions, service structures, suppliers and effective interaction between various areas of business.

The cumbersome organizational structure of such a complex does not allow quickly solving issues of innovative development, which leads to a decrease in competitive positions in the main areas, both in the domestic and foreign markets.

The production of automotive equipment is carried out in close cooperation with enterprises of electrical, metallurgical, chemical, electronic, light and other industries, which provides employment for more than 5 million people from the working population.

However, like all economic entities in Russia, automotive enterprises need to systematize development management processes in terms of reorganizing the organizational structure. In modern conditions of a dynamically developing economy, enterprises find themselves in rather difficult conditions.

The main problems faced by domestic enterprises include: a decline in sales volumes due to strict monetarist policies and a fall in effective demand; opening domestic markets to imports; the need to work with monopolists, in particular when purchasing raw materials; lack of working capital; overload with information flows; dynamic and not always predictable changes in the environment and rules of the game; difficulties in obtaining investment resources.

In terms of enterprise management procedures, the following problems arise: the inability to promptly and adequately respond to changes in the emerging situation; low controllability of units; duplication of functions; unreasonably high expenses for the administrative apparatus.

At the same time, the activities of an enterprise, especially large production complexes, are multifaceted and they need to simultaneously develop the following elements of the production and economic structure in a balanced manner: increase profits; maintain and expand sales volume; maintain and expand market share; reduce costs; improve the quality and reliability of goods; improve the attractiveness and consumer qualities of goods; maintain and strengthen customer loyalty; maintain and strengthen employee loyalty; ensure the survival of the enterprise in the short term; ensure the survival, growth and prosperity of the enterprise in the long term; increase wages; improve working and living conditions of employees; maintain and improve working relationships with local and federal authorities.

Currently, any industrial enterprise faces serious financial problems and fierce competition in domestic and international product markets. In the interests of survival and flexible response to dynamically changing market conditions, increasing sustainability and adaptability in meeting consumer demand, overcoming the lag in the development of equipment and technology, and ensuring high quality of products and services provided, enterprises must purposefully improve their organizational structure.

This is necessary to overcome inertia and stagnation in management structures, in the existing system of connections and relationships

Bringing the structure into line with changed conditions is one of the most important management tasks. In most cases, decisions to adjust structures are made by senior leaders of the organization under the influence of a large number of external and internal factors. Significant organizational changes are not carried out until there is a firm belief that there are serious reasons for this that make them necessary. Such important factors that justify the costs of adjusting the structure or developing a new organizational project include the following: lack of orientation towards the future, growth in the scale of activity, differentiation of products or services, integration of business entities, changes in management technology, changes in foreign economic policy. An analysis of the development of the global automotive industry allows us to conclude that there are the following trends that directly influence changes in the organizational structure of automotive enterprises: 1. Changes in the environment: changes in global demographics; the emergence of new economies; weakening protectionism and reducing temporary subsidies; 2. Internal problems of automakers: declining profitability; growing surplus of production space; 3. Movement in the automotive industry: consolidation; consolidation of the supply chain into a single system; globalization; participation in intergovernmental organizations; 4. Trends in production: the use of advanced technologies in the production and design of vehicles; car assembly becomes a commodity, whereby car manufacturers focus their attention on other elements of the value chain in search of higher profits; transformation of traditional dealer relationships.

Recognized trends make it necessary to form a sustainable change management system at domestic automotive enterprises, including, and to a greater extent, at JSC AVTOVAZ. One of the tools for effective changes in goals, technologies, and management is the restructuring methodology - building a new or improving an existing system of organizational management of the production complex in the process of its activities without loss of efficiency.

Effective implementation of the change management process in large industries, which are multi-industry integrated complexes with a complex management system and many production units that support the main activities, involves solving the problems of rationalizing production and organizational structures, improving the forms and methods of management and clearly monitoring the dynamics of the structure of the management system. It is precisely such complexly organized production complexes that include the unique enterprise OJSC AVTOVAZ.

Matrix structure in the management system of JSC AVTOVAZ

competitiveness strategy personnel

The strategy being developed should be aimed at maximizing the use of the opportunities provided and the maximum possible protection against threats.

To summarize, it can be noted that JSC AVTOVAZ has the opportunity to increase production efficiency, competitiveness, and, accordingly, increase profits.

This can be achieved first of all by increasing the work motivation of personnel, and this will be facilitated by the involvement of personnel in solving management problems, promotion of active workers, more respectful attitude of managers towards their subordinates, high scientific potential, highly qualified workers, and the introduction of new technologies. It is necessary to introduce various innovative technologies more in order to reduce production costs, production costs and thereby prevent competitors from getting ahead of themselves.

For JSC AVTOVAZ, the best strategy is horizontal diversification - which involves searching for growth opportunities in the existing market through new products that require the introduction of new technologies that are different from those used. The horizontal diversification strategy is part of the group of diversified growth strategies, which is implemented if the company cannot develop in a given market with a given product within a given industry.

The organizational structure of JSC AVTOVAZ is quite complex and belongs to the functional type of organizational structures.

The formation of a functional management structure is based on the principle of full control: each manager has the right to give instructions on issues within his competence. This creates conditions for the formation of staff of specialists who, by virtue of their competence, are responsible only for a certain area of ​​work. Such decentralization of work between departments makes it possible to eliminate duplication in solving the tasks of managing individual services and creates the opportunity for the specialization of departments to perform work, uniform in content and technology, which significantly increases the efficiency of the management apparatus. However, the functional structure has a number of disadvantages:

the principle of full control to a certain extent violates the principle of unity of command. Each performer receives instructions simultaneously coming through several communication channels from different managers. Thus, the functional specialization of work breaks the management process, which is uniform in nature;

a management structure built on a functional principle contributes to the development of psychological isolation of individual managers who consider the tasks of their departments to be of paramount importance. Hence the weakening of horizontal ties and the need for a controlling and integrating body. There is no such organ in the functional structure.

Having analyzed the organizational structure of JSC AVTOVAZ, we made the following conclusions. Undoubtedly, this structure is built very competently and acts like a well-oiled mechanism, but, in our opinion, it is not advisable that the financial department is subordinate to the chief accountant, and the securities department is subordinate to the chief engineer. Since all financial and economic documents, calculations, and economic plans for the future are concentrated in these departments. And most importantly, all these departments are in constant close interaction and must report to a specialist in this type of activity, namely the deputy head of economics and finance. Therefore, I believe that the financial department and the securities department should be subordinate to the deputy. Head of Economics and Finance.

Thus, in general, production changes at JSC AVTOVAZ contribute to increased management efficiency.

Having also carried out a primary strategic analysis by drawing up a SWOT matrix, we identified the strengths and weaknesses, as well as opportunities and threats of AVTOVAZ OJSC, noting that AVTOVAZ OJSC undoubtedly has the opportunity to increase production efficiency, competitiveness, and, accordingly, increase profits. This can be achieved first of all by increasing the work motivation of staff, and this will be facilitated by involving staff in solving management problems (this will also reduce insufficient control over the execution of orders and instructions), promotion of active workers, more respectful attitude of managers towards their subordinates, high scientific potential , highly skilled workers, introduction of new technologies. It is necessary to introduce various innovative technologies more in order to reduce production costs, production costs and thereby prevent competitors from getting ahead of themselves.

Thus, in order to determine the organization’s behavior strategy and implement this strategy, management must have an in-depth understanding of both the internal environment of the organization, its potential and development trends, and the external environment, its development trends and the place occupied by the organization in it. At the same time, both the internal environment and the external environment are studied by strategic management primarily in order to reveal those threats and opportunities that the organization must take into account when defining its goals and achieving them. It is to solve this problem that certain methods of environmental analysis have been developed and are used in strategic management. The decisive factor contributing to the stable and efficient functioning of the organization is, undoubtedly, the effective and proper management of the organization.

The dynamics of AVTOVAZ's main financial indicators confirm the ineffectiveness of enterprise management over the past few years. The growth of revenue from core activities occurred much more slowly than the growth of the expense side of the balance sheet.

Administrative costs grew especially rapidly. Thus, from 2005 to 2008, net revenue from sales of products of JSC AVTOVAZ increased by 21%. At the same time, administrative expenses increased by 52%. And “other” expenses, which are generally opaque in the IFRS reporting structure, increased by 34 times during this period.

In the fall of 2008, under the influence of the global financial crisis, the Russian automobile market began to “shrink.” The most competent automakers responded quickly enough to this signal and began adjusting their production plans at the end of 2008. At the same time, a number of Russian companies, including AVTOVAZ, focusing on the government’s statements that our country had passed the crisis, continued to work “for the warehouse.” This led to an increase in inventory to 120-130 thousand cars and an actual crisis of overproduction and a plant shutdown in January.

In the spring of 2009, when the hopes of the plant management associated with the “high” spring season did not materialize, in parallel with the transition to a reduced work schedule, the enterprise began to develop an anti-crisis plan.

The SOK anti-crisis program at the first stage involves a comprehensive audit of the entire enterprise and those processes that occur within and in the external environment, to determine the reference points for applying forces to bring AVTOVAZ out of the crisis.

To increase profits from AVTOVAZ's activities, it is necessary to follow two main directions: increase revenues and reduce costs. To generate a growing cash flow, it is necessary to reorganize the sales network, as well as implement a competent marketing policy based on flexible price positioning.

First of all, it is necessary to buy out a stake in the GM-AVTOVAZ JV to realize the opportunities to increase the market potential of the Chevrolet Niva car both in the domestic and foreign markets.

A key factor for the successful functioning of almost any enterprise is an effective owner. He forms a professional management team, lobbies the interests of the company at various levels, creates favorable conditions for development and... makes a profit. Almost all of AVTOVAZ’s main problems arose precisely because of the lack of an effective owner.

Before representatives of the Federal State Unitary Enterprise Rosoboronexport came to AVTOVAZ, the plant was headed by Vladimir Vasilyevich Kadannikov, around whom a fairly close-knit team of like-minded people was formed. Almost all managers rose up, gaining extensive management experience at lower levels, and occupied a key position, already possessing a sufficient level of competence in their field. The main drawback of that team was the psychology of the “temporaries”.

It is necessary to form a new team of owners, where the interests of shareholders will be absolutely identical and aimed at the development and growth of production.

The recent situation around AVTOVAZ is quite confusing. The company is now owned by three main owners with completely different interests. At the same time, top management teams are constantly changing, which does not contribute to the normal operation of the plant, much less the development of the enterprise. Relations with partners, primarily suppliers and dealers, are heating up. This leads to significant problems both in procurement and in the marketing of finished products.

On the other hand, the crisis continues to have a negative impact on the situational automotive market. Sales of new cars have halved, household incomes are declining, and consumers are becoming less and less active in the market.

As a result, due to internal and external problems, the plant operates with negative profitability. Each month of operation brings new losses to the company, which shareholders do not want to compensate. In fact, the company is facing bankruptcy.

One of the possible developments is a scenario in which another company (Renault - Nissan) becomes the main owner of AVTOVAZ. If this scenario is realized, the LADA model range will be systematically replaced by the Renault - Nissan model range. And accordingly, the market share of this alliance in the Russian market will increase, and the share of the LADA brand will decrease.

There is another scenario for the development of events. AVTOVAZ's debts, which are created due to ineffective management of the enterprise, are now covered only from one source - government funds. 25 billion rubles have already been spent. “people's money”, the second tranche of 54.8 billion rubles is being prepared. Unfortunately, our state itself cannot be an effective owner, and the team of managers from Russian Technologies, which took control of more than 400 Russian enterprises, also turned out to be ineffective in the current conditions. Therefore, I believe that this scenario, although real, is a dead end.

AVTOVAZ is the last “stronghold” of the Russian automobile industry, where engineering and design ideas still remain and a workforce of many thousands has been assembled, capable of working even in the most difficult conditions and overcoming any difficulties.

In fact, this is the only largest industrial enterprise in Russia focused not on the oil and gas sector, but on the consumer market. AVTOVAZ provides work not only to its staff, suppliers and dealers, but also to a number of other sectors of the economy. In my opinion, it is necessary to set the task of saving and subsequent development of AVTOVAZ through modernization and renewal of production facilities, creating a new life cycle of the enterprise. To do this, it is necessary to quickly consolidate common sense and join forces to work in a common direction. We see a possible balance of power in which three components are needed: an effective management team, the state and a foreign partner.

An effective management team is formed from professional managers with extensive experience in the automotive industry. In this case, the in-plant personnel potential is used, and it is also possible to attract “old personnel” and third-party managers, including foreign ones. The first task of this team is to quickly bring the enterprise to the operating break-even level through an aggressive marketing policy, cost reduction and other internal reserves. Subsequent tasks are related to the development of the enterprise.

To preserve the life of AVTOVAZ, it is necessary to urgently change the marketing policy. It must become more aggressive and at the same time more flexible. The goal is to increase the market share from the current 25-26% to 35-36% and reach the operational break-even threshold of production next year (550-600 thousand units).

To do this, a number of urgent actions need to be taken. Urgently conduct an audit of the entire dealer network in order to identify the main “support” dealers for further growth and dealers who will have to be “sacrificed.”

Conduct an in-depth study of the capacity of regional automotive markets in all regions

Begin the process of expanding the dealer network by attracting smaller companies to cooperate for deeper penetration into the regions.

Develop a more flexible pricing system in which dealers would have the opportunity to operate with discounts and discounts, as well as make money on additional equipment and tuning. Make basic (“budget”) configurations for all families of LADA cars.

AVTOVAZ is a huge and very complex organism, created 40 years ago and managed to survive to this day with minimal technological and organizational changes. The best times for it were in the 70s and 80s, when the lag behind the global automotive industry was not yet so noticeable, and the enterprise’s potential was used almost 100% both in the domestic and foreign markets.

In my opinion, if we could consolidate all the sound forces that exist at AVTOVAZ and around it, set common goals and objectives, “draw” a clear vision of the future, and form a professional management team, then it would still be possible to save the plant and the city from possible serious shocks. At the same time, the state, understanding its social responsibility, should contribute in every possible way to this process.

The motivation of our organization is very simple. These are mainly material benefits, that is, a salary, a quarterly bonus, a bonus for productivity. Each time these bonuses are calculated, the employee's time and quality of work are taken into account. Let's say the 13th salary is paid:

1. for length of service in this organization.

2. There is a deduction for each sick leave.

3. percentage of production for the year.

Thus, it all depends on what kind of employee you are, the same applies to the quarterly bonus. There is also a system of punishments, there is a list of various mistakes, for different mistakes there is a percentage of deduction from the one-time bonus, which accordingly affects the quarterly and 13 salaries. But there is also another motivation, career growth, trips to summer camps for the children of employees (free). All this is strictly according to the schedule, which is drawn up according to the years of experience. Vehicles that transport people to and from work. I understand that all these bonuses and other benefits are worthy remuneration for work, but let’s say a worker is raising a child alone, she needs to feed two. Naturally, children get sick, and they get sick for a long time. So, she is deprived of her bonus just like the employee who was sick herself. I think this is wrong. But our management says that they don’t care about what happens outside the organization’s gates, your family problems don’t interest them. I don't really like this approach. There are also other factors that make the motivation system imperfect. I also understand that you can’t please everyone. But I would make some adjustments.

Compensation package.

I propose to include in the compensation social package measures taken by the employer to return the employee’s personal funds spent by him during the performance of his official duties. These are, for example, refundable payments such as payment for mobile communications, compensation for gasoline and depreciation when using a personal car, payment/purchase of housing for an employee whose place of work is located in another locality, return of part or 100% of training costs, etc. . depending on the level of the company.

Incentive systems. Incentive payments. Bonus and incentive system. Additional payments and allowances. Main types of incentive payments (bonuses). Ensuring the relationship of incentive payments with the MBO (Management by Objectives) management system, as well as with the KPI (Key Performance Indicators) system. Forms and types of stimulation. Individual incentives for certain categories of employees. Collective incentive systems. Indicators for assessing the “contribution” of employees and structural divisions when determining the size of the bonus. Compensation as an element of the remuneration system. Development of a compensation package. Direct compensation. Basic payments. Payment based on results. Bonuses and benefits as part of the compensation package.

Social package.

The concept of a social package is not enshrined in law, however, the Labor Code of the Russian Federation has an entire chapter dedicated to guarantees and benefits for employees. Based on the legislation, it is possible to determine a number of employer responsibilities, such as regular paid leave or a 40-hour work week. Thus, if compulsory social insurance is required, then payment of sick leave cannot be considered a social package.

Here are the main guarantees that the employer is obliged to provide to the employee:

1. payment of sick leave;

2. provision of regular paid leave in the amount of 28 calendar days;

3. compulsory social insurance (contributions to the pension fund, this also includes payment of income tax);

4. reimbursement of expenses related to employee business trips (Articles 167–168 of the Labor Code of the Russian Federation);

5. reimbursement of transportation expenses for employees whose permanent work is traveling (Article 168.1 of the Labor Code of the Russian Federation);

6. a number of guarantees are provided to the employee when performing state or public duties (donating blood, participating in court proceedings as a juror, etc.) (Articles 170 - 172 of the Labor Code of the Russian Federation);

The mandatory social package, as the name implies, is based on the employer’s obligations imposed on him by the state.

In addition to remuneration, the organization provides the employee with the opportunity for professional and career growth, weekly days off, and annual leave.

We strive to attract highly qualified specialists to any position in the company. Regardless of the technical or administrative direction of the employee’s activity, the company provides the opportunity to fully realize professional, personal and creative potential in the market for the provision of design and consulting services.

Human resources are one of the main values; a factor that is crucial for strengthening the company’s leadership position in the market of design and consulting services.

A vital component of ensuring staff satisfaction is the sense of security and stability that comes with working as a team. That is why, much attention is paid to building an individual motivational model for each employee, and on its basis an individual career development plan within the company is proposed.

The company focuses on the comprehensive development of its employees. Each employee has the opportunity to improve their skills both within the company and at external training sites. In order to understand to what extent an employee shares the company’s values, in which areas he is quite competent, and in which he still needs to improve his knowledge, an annual assessment of personnel performance is carried out. Employees who receive high marks for the results achieved - for a high level of development of corporate competencies - have opportunities for professional and career growth.

Thanks to an extensive organizational structure and a project-based method of managing activities, the company’s employees have the opportunity to realize their potential by participating in the implementation of projects of various types. A clearly graded structure of positions based on focused requirements for the candidate’s professional knowledge, skills and competencies makes the procedure for career advancement transparent for everyone employee of the organization.

The company encourages initiative, innovative and creative approach of employees in organizing and managing its activities. To ensure that each employee has the opportunity to take part in the development of the company’s business processes, it was decided to implement a special program that allows you to quickly monitor new information and encourage the initiatives of everyone who makes suggestions

One of the shortcomings of the motivation process in the Administration is the lack of effective methods for studying the motives of personnel and relevant information. Improving motivation should be based on applied research data that would clarify the characteristics, qualities of personnel, their orientation, and needs. One option for such a study could be an expert survey, during which an assessment of the employee’s business and personal qualities is given.

1. To conduct research on the orientation and needs of a municipal employee, it is necessary to add to the staff a specific specialist who deals exclusively with the issues of managing staff motivation.

When introducing such a specialist, it is necessary to develop a job description (Appendix B), set wages and provide a place in the HR department office (Appendix D).

The specialist's salary must correspond to his rank and official salary.

The office should be bright and cozy; the recommended color for the office is beige; it will have a calming effect on clients. The department should be computerized, this will make it easier to work with clients.

2. Assessment of the qualities of an enterprise employee can be done on a five-point scale. For this purpose, an expert group consisting of several people is formed, both from the immediate supervisors of the given employee and from his colleagues and subordinates. Naturally, the opinions of group members differ, since, for example, subordinates may be more subjective in assessing their boss than their superior colleagues. However, during such an expert survey, data is usually obtained that allows one to create a generalized picture of the employee’s business and personal qualities.

Several groups of qualities are proposed as evaluation indicators:

business and social (approach to business, entrepreneurship, sense of duty, sense of responsibility, quality of work, self-demandingness, ability to work promisingly);

professional qualities and knowledge (knowledge in management, in the professional field, cultural level, general education, attitude towards improving the qualifications of subordinates);

personal qualities (sense of justice, efficiency);

In this case, the experts had to make an assessment of the system:

qualities are constantly manifested – 5;

qualities appear often – 4;

the number of manifestations and non-manifestations is approximately equal to 3;

qualities are rarely manifested – 2.

The significance of this study lies in the fact that it allows us to obtain a result that comprehensively characterizes this or that employee from the outside, through the subjective opinion of a number of employees of this organization. Subjective individually, these judgments, when generalized, can give a generally objective picture of the business, professional and personal qualities of an employee, their expression and clarity when interacting with colleagues and subordinates. This allows you to accurately determine the employee's motives, hidden impulses or motivation.

In general, to develop personnel research, it is necessary to improve the certification methods themselves:

introduction of certification forms for managers and specialists;

study and implementation of advanced forms of certification using computer technology;

attracting specialists from higher-level services to conduct methodological classes;

Improving certification methods can be an organic part of the development of a promising system of personnel motivation in an organization.

3. As part of improving the influence on staff motivation, it is necessary to create a structural unit in the Administration that would solve the following tasks:

assistance in the development of organizational management structure;

analysis of the existing organizational management structure, design of such a structure;

ensuring normal working conditions, organizing compliance with the requirements of psychophysiology and labor ergonomics;

compliance with aesthetics and labor safety requirements;

determination and management of personnel motivation.

Thus, this structural unit will need to work towards managing the motivation of staff behavior, offering progressive forms of remuneration, forms of moral and material incentives for staff.

4. The activities of such a structural division of a structural unit should be aimed, first of all, at achieving a balance between motivation regulators and main motivators.

Thus, motivation regulators include: the work environment (workplace, noise level, availability of a power supply system, room design), remuneration (wages and other benefits, days off, medical care system), and safety. In the Administration, these factors are involved and the management of the enterprise pays considerable attention to them.

Key motivators include: responsibility, experimentation, new experiences, learning opportunities, a sense of belonging, access to information, shared decision making. To achieve job satisfaction and create real commitment to the organization, it is necessary to develop the management of the main motivators, but in interaction with the results of motivation.

5. In order for employees to receive not only external rewards, but also internal ones, they should develop (and carry out activities that will allow these feelings to manifest) a sense of self-respect, satisfaction with the results achieved, the content and significance of their work, and responsibility. Promote informal communication during the performance of official duties.

Since the Administration is not a production enterprise or a business structure, therefore, the issue of accurately determining the delimitation of the result of the activity of one employee or a certain team is complex, but requires a solution to implement the form of motivation based on the result.

1. Introduction to the staff of a specific specialist who deals exclusively with issues of personnel motivation management.

2. Implementation of effective methods for studying personnel motives (for example, expert survey).

3. Create a structural unit whose tasks would be to manage motivation in the organization.

4. The activities of such structural units should be aimed at achieving a balance between motivation regulators and main motivators.

5. Implementation of a form of motivation based on results.

Conclusion

Based on the above, we can conclude that an employee in an organization is determined in his behavior both by biological motives, which force him to set the goal of his activity to maintain his job and receive the necessary salary, and by non-biological motives, for example, the goal of achieving respect from others , the goal of self-realization, the goal of power (not for the sake of money, but for the sake of realizing the opportunity to influence the behavior of other individuals).

Motivation in its manifestation has certain patterns, which, when taken into account, help managers increase the effectiveness of influencing the behavior of subordinates, achieve higher levels of labor productivity, and avoid labor conflicts. It should be noted that the value of certain patterns of motivation is highlighted differently by different researchers. Therefore, it would be more correct to talk about the general principles of implementing staff motivation.

Various concepts and theories of motivation confirm each other’s points of view that lower and higher needs are formed in the structure of human needs. While lower needs are represented by physiological needs and the need for safety, higher needs in an enterprise environment imply the following methods of achieving:

assigning work to employees that allows them to communicate,

creating team spirit in the workplace,

increasing the content of work,

evaluating and rewarding subordinates for results,

delegation of powers,

promotion of subordinates up the career ladder,

encouraging and developing the creative abilities of subordinates,

accurate determination and development of the potential of subordinates, etc.

That is, managing higher needs implies, first of all, providing psychological comfort to subordinates and the correct organization of task completion.

Local government bodies have the right to accept for their consideration other issues that are not excluded from their jurisdiction and are not assigned to the jurisdiction of state authorities.

INTRODUCTION

The specific expression of the organization of production, the organization of a separate branch of industry is found, first of all, in their structure.
The structure of production represents the relationship between the various stages and links of production, but the forms of their connection, in their total volume. There are two substructures that complement each other: organizational and production, which characterize from different positions the main object of production organizations. Each substructure in the organization of production acts as an independent element in relation to another structure.
The production structure represents the composition and capacity of production enterprises included in a single production department, their ratio and forms of interrelation at each stage (level) of production organization.
The relevance of the topic of the course work lies in the fact that the condition for the successful operation of an enterprise is the rational construction of its production and general structure. Structure is understood as an ordered set of interconnected elements that are in stable relationships with each other, ensuring their functioning and development as a single whole.
The objectives of the course work are to systematically study the general and production structure of the enterprise.
Achieving this goal involves solving the following tasks:
-consider the concepts of “general” and “production” structure of an enterprise, their similarities and differences;
- study the types of production structure of the enterprise;
- explore the analysis of the general and production structure using the example of JSC AVTOVAZ
- describe ways to improve production structures using the example of JSC AVTOVAZ
The object of study of the course work is the general and production structure, and the subject of the study is the features of the structure of the enterprise.
The object, purpose and objectives of the work determined the following research methods - observation, analysis, modeling.
The logic of solving the assigned problems determines the structure of the course work. The course work consists of an introduction, a main part, including three chapters, a conclusion and a list of references.
In the first chapter of the work, the concepts of “general” and “production” are considered. Enterprise structure, types of production structure.
In the second chapter of the course work, an analysis of the production structure of JSC AVTOVAZ was carried out.
In the third chapter of the work, ways to improve the production structure of AVTOVAZ OJSC are developed.

Chapter 1. CONCEPTS OF “GENERAL” AND “PRODUCTION”
ENTERPRISE STRUCTURE, TYPES
PRODUCTION STRUCTURE

1.1. Industrial structure of enterprises

The structure of an enterprise is its internal structure, characterizing the composition of divisions and the communication system, subordination and interaction between them. There are concepts of production, general and organizational management structures.
The general structure of the enterprise is a complex of production units, service farms, management bodies of organizations and social institutions.
The set of production units (shops, sections, service facilities and services) directly or indirectly involved in the production process, their number and composition determine the production structure of the enterprise.
Factors that influence the production structure of an enterprise include the nature of the product and the technology for its manufacture, the scale of production, the degree of specialization and its cooperation with other enterprises, as well as the degree of specialization of production within the enterprise. Depending on which division is the main structural production unit of the enterprise, a distinction is made between workshop, non-shop, corps and factory production structure.
A workshop is a technologically and administratively separate unit of an enterprise in which a particular product is completely manufactured or a certain completed stage of product production is performed.
Based on the nature of their activities, workshops are divided into:
- main ones, producing products that determine the main purpose of the enterprise;
- auxiliary (energy, repair, instrumental, etc.), ensuring the uninterrupted and efficient operation of the main workshops;
- service workshops and facilities performing operations for the transportation and storage of material and technical resources and finished products;
- secondary workshops that manufacture products from waste from the main production or utilize them;
- experimental (research) workshops involved in the preparation and testing of new products and the development of new technologies.
The main workshops are divided into procurement, processing and assembly.
The general structure of the enterprise is represented by the totality of all production, non-production (servicing employees and members of their families) and management divisions of the enterprise.
The production structure of an enterprise is a set of production units of the enterprise (shops, services) included in its composition and the forms of connections between them. The production structure depends on the type of product and its nomenclature, the type of production and forms of its specialization, and on the characteristics of technological processes. Moreover, the latter are the most important factor determining the production structure of the enterprise.

1.2 Factors determining production structure

The production structure of enterprises is very diverse and is formed under the influence of the following factors:
- type of production, level of its specialization and cooperation;
- range of products, used commodity and material resources, methods of their production and processing;
- scale of production;
- the nature of the production process in the main, auxiliary, secondary and ancillary workshops;
- composition of equipment and technological equipment of production (universal, special or non-standard equipment, conveyor or automated lines);
- system for organizing equipment maintenance and its current repair (centralized or decentralized);
- level of requirements for product quality;
- the ability of production to quickly and without large losses adapt to the production of new products;
- degree of design and technological homogeneity of products.
The main task of the enterprise's production structure is to ensure the rational organization of the production process in space. To do this, when placing individual units on the territory of the enterprise, they are guided by the following basic principles:
- location of workshops along the production process. To ensure the principle of direct accuracy, the main workshops should be located on the territory of the enterprise during the production process: procurement > processing > assembly;
- location of warehouses at the entrance/exit of the enterprise.
- placement of production facilities ensuring rational transportation. Workshops, warehouses and other industrial infrastructure facilities of the enterprise must be located in such a way as to ensure the shortest route for the movement of materials and the shortest mileage of vehicles during the production process (without reverse and oncoming traffic, unnecessary intersections);
- the possibility of expanding and modifying the production structure. Facilities on the territory of the enterprise and its divisions must be located in such a way that there is the possibility of their further expansion and reconstruction with minimal expenditure of time and resources.

1.3 Types of production structure

There are three known types of enterprise production structure: subject, technological and mixed (subject-technological).
A sign of the subject structure is the specialization of workshops in the production of a specific product or a group of similar products, assemblies, parts (shops for the production of engines, rear axles, bodies, gearboxes at an automobile plant).
Shops with a subject form of specialization are characterized by a variety of equipment and accessories, but a narrow range of parts or products. The equipment is selected in accordance with the technological process and is located depending on the sequence of operations performed, that is, the principle of direct accuracy is used. This formation of workshops is typical for serial and mass production enterprises.
The subject structure allows you to organize conveyor production, arrange equipment along the technological process, use high-performance equipment and computer technology, which help shorten the path of movement of parts, simplify and reduce the cost of inter-shop transportation of products, and help reduce the duration of the production cycle.
The subject form of specialization of workshops, as well as the technological one, has its advantages and disadvantages.
Main advantages:
- simple coordination of the work of workshops, since all operations for the manufacture of a specific product are concentrated in one workshop; ,
- sustainable repeatability of the production process;
- increasing the responsibility of the workshop manager for producing products on time, with the required quality and quantity;
- simplification of operational and production planning;
- reduction of the production cycle;
- reduction in the number and variety of routes for the movement of objects of labor;
- reduction of time lost for equipment readjustment, reduction of interoperating time;
- creating conditions favorable for the introduction of continuous production methods, comprehensive mechanization and automation of production processes.
These advantages lead in practice to an increase in worker productivity and production rhythm, to a reduction in production costs, an increase in profits and profitability, and to an improvement in other technical and economic indicators. However, there are also significant disadvantages, including:
- limited range of products;
- narrow subject specialization of workshops, unable to produce the required range of products without expensive reconstruction;
- it is advisable to use the production of a limited range of objects of labor only in the case of large volumes of their production.
The technological structure presupposes a clear technological isolation of individual types of production. With such a structure, a certain part of the technological process is carried out in the workshops, consisting of several similar operations with a wide range of processed parts. At the same time, the same type of equipment is installed in the workshops, and sometimes even similar in size. For example, foundry, forging and stamping, mechanical. Here, production is built on the principle of technological specialization, when each section performs technological operations of a certain type.
This type of enterprise production structure has certain advantages and disadvantages. Key benefits include:
- technical management of the production process is facilitated due to a small variety of operations and equipment;
- greater opportunities are being created to regulate the loading of equipment, organize the exchange of experience, and apply rational technological production methods;
- greater production flexibility is ensured when mastering the production of new products and expanding the manufactured range without significant changes to the equipment and technological processes already in use.
The disadvantages of the structure are:
- the principle of direct accuracy is violated, it becomes difficult to coordinate the work of workshops, due to the lengthening of the routes for the movement of objects of labor in procurement and processing workshops;
- the production cycle is lengthened, the volume of work in progress increases;
- intra-factory cooperation is becoming more complicated and more expensive;
- the responsibility of department heads for performing only a certain part of the production process is limited.
According to the technological principle, mainly workshops are formed at enterprises of single and small-scale production, producing a diverse and unstable range of products.
In practice, a mixed production structure is often encountered in which some of the workshops are technologically specialized, and the rest are subject-specific.
In enterprises with a simple production process, a non-shop production structure is used, the basis of which is the production site - a set of geographically isolated workplaces where technologically homogeneous work is performed or products of the same type are manufactured.
With a hull production structure, the main production unit of a large enterprise is the building, which combines several similar workshops.
Enterprises with multi-stage production processes and complex processing of raw materials (metallurgical, chemical, textile industries) use a factory production structure. It is based on units that produce a technologically complete part of the finished product (cast iron, steel, rolled products).

Chapter 2. ANALYSIS OF THE GENERAL AND PRODUCTION STRUCTURE OF JSC AVTOVAZ

Volzhsky Avtomobilny Zavod (Volzhsky Automobile Plant) (abbreviated name - VAZ and AVTOVAZ) is the largest Russian automobile manufacturing plant for the production of passenger cars. That is why consideration of its general and production structures is of interest.
Let's consider the general structure of JSC AVTOVAZ:

Subsidiaries and dependent companies

Table continuation

The automotive complex includes the following main production facilities:
The production units of JSC AVTOVAZ include:
- metallurgical production (MTP);
- press production (PrP);
- assembly and body production (SKP);
- mechanical assembly production (SME);
- production of plastic products (PPI);
- pilot industrial production (PPP);
- production of molds and dies (PPSh)

The enterprise consists of 185 workshops, of which 55 are main, 96 are auxiliary, 19 are machine-tool workshops, 16 are scientific and technical departments, as well as functional departments. Production support and maintenance work is concentrated in large specialized workshops. The total number of employees at the enterprise is about 160 thousand people. Of these, 97.5 thousand people are industrial production personnel. At the same time, the average category of workers is 3.71 (including basic - 3.36, auxiliary - 3.98). The shift ratio of metal-cutting equipment in the main production is 1.78; in the auxiliary - 1.27. Capital productivity - 0.884.
The highest management body of JSC AVTOVAZ is the general meeting of shareholders. The main powers to manage the company are delegated by shareholders to the board of directors. In order to ensure the operational management of the company, the Board of Directors appoints a collegial executive body and a sole executive body. The chairman of the board is the president. The deputy chairman of the board is the executive vice president.
Members of the board of directors of JSC AVTOVAZ are representatives of shareholders and are responsible to them for the successful development of the company.
The Board of Directors of JSC AVTOVAZ is aware of its responsibility to shareholders and considers its main goal to be the conscientious and competent performance of responsibilities for managing the company, ensuring the maintenance and growth of the value of shares, as well as the protection and opportunity for shareholders to exercise their rights.
The Board of Directors of JSC AVTOVAZ in its decisions is based on the need to act fairly in relation to all shareholders, and cannot take into account the interests of only one group of shareholders. It ensures the creation of a system for identifying and resolving potential conflicts of interest.
The Board of Directors of OJSC AVTOVAZ is responsible for the proper functioning of the system for disclosing and disseminating information about the company's activities.
The Board of Directors of OJSC AVTOVAZ ensures ongoing dialogue with shareholders.
The Board of Directors of OJSC AVTOVAZ ensures the formation and implementation of the company's development strategy.
The Board of Directors of OJSC AVTOVAZ evaluates plans for reforming the company and provides control over their implementation.
The Board of Directors of OJSC AVTOVAZ creates a transparent system for evaluating its activities as a whole and each member of the Board of Directors individually.
The Board of Directors of OJSC AVTOVAZ ensures the creation of a system for managing the company's budget.
The Board of Directors of JSC AVTOVAZ is aware that the company's activities affect the interests of a wide range of people both within the company and in the external environment. Therefore, the Board of Directors of OJSC AVTOVAZ determines the principles of relations with various groups:
- employees of JSC "AVTOVAZ";
- subsidiaries and dependent companies;
- shareholders of subsidiaries and affiliates;
- suppliers and consumers;
- creditors
- executive and legislative authorities of the Russian Federation.
In accordance with the company's charter, the management of the current activities of AVTOVAZ OJSC is carried out by the sole executive body - the president of AVTOVAZ OJSC and the collegial executive body - the board of AVTOVAZ OJSC.
The board of the company acts on the basis of the charter and regulations on the board.
The Board of Directors of OJSC AVTOVAZ, when appointing a president and members of the board, is based on ensuring the most effective implementation of the functions assigned to the executive bodies of the company.
Members of the collegial executive body, as well as the person performing the functions of the sole executive body of the company, are required to disclose information about the ownership of securities of JSC AVTOVAZ, as well as the sale and (or) purchase of securities of JSC AVTOVAZ.
The average number of employees of JSC AVTOVAZ in 2011 was 106,197 people.
The total area of ​​the AVTOVAZ plant is 580 hectares.
Let's consider the production structure of JSC AVTOVAZ:
The production structure of the enterprise JSC AVTOVAZ is presented in Fig. 1.

Rice. 1. Production structure of JSC AVTOVAZ

The production process of a car takes place under careful quality control in several stages. The body, as the most important part, is manufactured directly in the VAZ OPP body production facility. Assembly is carried out in a specially equipped workshop of JSC "Super-Auto" at complex stations equipped with all the necessary equipment and tools. It’s no stretch to say about such cars that this is a hand-assembled car - almost all technological operations are carried out manually by the company’s specialists, as, for example, at the famous Rolls-Royce plant. Next, a complete bench diagnostic of the finished vehicle and its road tests are carried out, followed by adjustment of the units. Each car goes into a sprinkler chamber, where it undergoes a moisture permeability test for the interior. Then the cars are tested on a roller stand. And then each car travels from 40 to 50 kilometers under the control of an employee of the company’s quality control department. And if, after such a serious check, any problems are discovered, the company’s specialists eliminate them before the car reaches the finished product lot.
The technological flows of the enterprise are built taking into account the complete production of the car and ensuring its high quality.
Welding and finishing of the body is carried out at a specialized welding site located on the premises of JSC AVTOVAZ, equipped with modern welding equipment, fixtures and tools that allow obtaining high quality geometry of the body and its front surfaces. The body is manufactured on the basis of a set of serial body parts supplied by JSC AVTOVAZ and a set of original parts manufactured by third-party suppliers.
Body painting is carried out in the painting line of the main production of JSC AVTOVAZ in strict accordance with the factory technology for preparing and painting bodies. After completion of all operations, the painted body is transported to the car assembly workshop of Super-Avto JSC.
The assembly production of the car assembly shop is organized on the basis of manual point-by-point assembly using modern universal assembly equipment, equipment and tools. The car assembly process is carried out on five conveyor lines. Main assembly line length
etc.................

The larger the company and the more complex its management structure, the more acute the issue of coordinating the activities of functional services or creating large specialized units with highly qualified specialists. The advantages and disadvantages of a linear-functional structure include:

Advantages:

Opportunity to obtain a high degree of professional specialization of employees

Accurately identify locations and required resources (especially personnel)

Promotes standardization, formalization and programming of the process

Flaws:

Makes horizontal alignment difficult

Has difficulty reacting to change.

The divisional management structure is the most common form of organization of management of a modern industrial company. (Appendix 5)

Its meaning is that independent divisions are almost entirely responsible for the development, production and marketing of homogeneous products, or independent divisions are fully responsible for economic results in certain regional markets.

Each industry department is an independent production and economic department, consisting of departments and factories. Such an independent division is more focused on maximizing profits and gaining market positions than with a functional management system.

Experience shows that where the factor of technique and technology is important, the divisional form of management has unconditional advantages.

The key figures in the management of organizations with a divisional structure are not the heads of functional departments, but managers (managers) heading production departments.

The structuring of an organization into departments is usually carried out according to one of three criteria; by products or services provided (product specialization), by customer orientation (consumer specialization), by territories served (regional specialization).

Advantages:

It provides management of multidisciplinary enterprises with a total number of employees of about hundreds of thousands and geographically remote divisions;

Provides greater flexibility and faster response to changes in the environment of the enterprise compared to linear and line-staff;

By expanding the boundaries of branch independence, they become “profit centers”, actively working to improve the efficiency and quality of production;

Closer connection between production and consumers.

Flaws:

A large number of “floors” of the management vertical; between workers and the production manager of a unit - 3 or more levels of management, between workers and company management - 5 or more;

Separation of headquarters structures of departments from company headquarters;

The main connections are vertical, so there remain shortcomings common to hierarchical structures - red tape, overworked managers, poor interaction when resolving issues related to departments, etc.;

Duplication of functions on different “floors” and, as a result, very high costs of maintaining the management structure;

As a rule, departments maintain a linear or line-staff structure with all its disadvantages.

Linear, linear-functional and divisional management structures are classified as bureaucratic and are relatively stable over time.

In addition, there are adaptive (organic) management structures. They began to develop around the end of the 70s, when, on the one hand, the creation of an international market for goods and services sharply intensified competition among enterprises and life demanded from enterprises high efficiency and quality of work and a quick response to market changes, and on the other hand, The inability of hierarchical structures to meet these conditions became obvious. The main property of organic type management structures is their ability to change their form, adapting to changing conditions. Varieties of structures of this type are design, matrix (program-targeted). When introducing these structures, it is necessary to simultaneously change the relationships between the divisions of the enterprise. If you maintain the system of planning, control, distribution of resources, leadership style, methods of motivating staff, and do not support the desire of employees for self-development, the results of the implementation of such structures may be negative.

The main principle of constructing a project structure is the concept of a project, which is understood as any purposeful change in the system, for example, the development and production of a new product, the introduction of new technologies, the construction of facilities, etc. (Appendix 6)

The activity of an enterprise is considered as a set of ongoing projects, each of which has a fixed beginning and end. For each project, labor, financial, industrial, etc. resources are allocated, which are managed by the project manager. Each project has its own structure, and project management includes defining its goals, forming a structure, planning and organizing work, and coordinating the actions of performers. After the project is completed, the project structure disintegrates, its components, including employees, move to a new project or are fired (if they worked on a contract basis).

Advantages:

High flexibility;

Reducing the number of management personnel compared to hierarchical structures.

Flaws:

Very high requirements for the qualifications, personal and business qualities of the project manager, who must not only manage all stages of the project life cycle, but also take into account the project’s place in the company’s network of projects;

Splitting resources between projects;

The complexity of interaction between a large number of projects in the company;

Complicating the process of development of the organization as a whole.

Bottom line: The benefits outweigh the drawbacks in businesses with a small number of simultaneous projects. The possibilities of implementing the principles of modern quality philosophy are determined by the form of project management.

The matrix (program-target) management structure is a network structure built on the principle of double subordination of performers: on the one hand, to the immediate head of the functional service, which provides personnel and technical assistance to the project manager, on the other, to the manager of the project or target program, who is endowed with the necessary powers to carry out the management process. (Appendix 7)

With such an organization, the project manager interacts with 2 groups of subordinates: with permanent members of the project team and with other employees of functional departments who report to him temporarily and on a limited range of issues. At the same time, their subordination to the immediate heads of divisions, departments, and services remains. For activities that have a clearly defined beginning and end, projects are formed; for ongoing activities, targeted programs are formed.

Advantages:

Better orientation to project (or program) goals and demand;

More efficient day-to-day management, the ability to reduce costs and increase resource efficiency;

More flexible and efficient use of the organization’s personnel, special knowledge and competence of employees;

The relative autonomy of project groups or program committees contributes to the development of decision-making skills, management culture, and professional skills among employees;

Improving control over individual tasks of a project or target program;

Any work is formalized organizationally, one person is appointed - the “owner” of the process, who serves as the focal point for all issues related to the project or target program;

The response time to the needs of a project or program is reduced, since horizontal communications and a single decision-making center have been created.

Flaws:

The difficulty of establishing clear responsibility for work on the instructions of the unit and on the instructions of the project or program (a consequence of double subordination);

The need for constant control over the ratio of resources allocated to departments and programs or projects;

High requirements for the qualifications, personal and business qualities of employees working in groups, the need for their training;

Frequent conflict situations between heads of departments and projects or programs;

The possibility of violating the rules and standards adopted in functional departments due to the isolation of employees participating in a project or program from their departments.

Thus, it can be noted that each of the organizational structures has its own advantages and disadvantages, and enterprises should choose the organizational structure that best suits their requirements.

Chapter 2. Ways to improve production and organizational structures using the example of OJSC AvtoVAZ

2.1. Organizational and economic characteristics of OJSC AvtoVAZ

Now OJSC AVTOVAZ is:

580 hectares of territory;

Over 740,000 vehicles annually;

More than 300 km of conveyors;

Over 450 automatic lines;

Over 2000 machines;

350 programmable manipulators;

331 units of CNC metal-cutting equipment;

63 machining centers.

The average number of employees of OJSC AVTO VAZ in 2009 was 99,004 people.

In 2009, 1,124 people were hired, of which 932 were workers, 192 were managers, specialists and employees (RSiS), incl. university graduates - 12 people, technical schools (colleges) and basic lyceums - 45 people, secondary school graduates - 1 person, military personnel demobilized from the Russian Army - 313 people.

Of the newly hired workers, 74.7% are young people under the age of 30.

As of December 31, 2009, the open joint stock company AVTOVAZ owns shares and shares in the authorized capital of 110 companies, of which:

• 27 companies are located abroad (of which 19 companies are in the CIS countries), including: 13 companies are subsidiaries of JSC AVTOVAZ;
• 83 companies are located in Russia, including: 25 subsidiaries with 100% capital of OJSC AVTO VAZ;
• 23 subsidiaries in which OJSC AVTO VAZ owns more than 50% of shares in the authorized capital;
• 18 dependent companies in which OJSC AVTOVAZ owns more than 20% of shares (stakes) in the authorized capital;
• 17 companies with the participation of OJSC AVTO VAZ (20% or less in the authorized capital of the company).

Every year, JSC AVTOVAZ receives income in the form of dividends (profit) from the activities of its subsidiaries and affiliates. In 2009, JSC AVTO VAZ transferred dividends in the amount of 119.5 million rubles.

The revenue of JSC AVTOVAZ and the number of cars sold in 2009 amounted to 84.2 billion rubles. and 345 thousand pieces, respectively (2008 - 160.2 billion rubles and 717 thousand pieces, respectively). The share of sales of cars and dismantled series in total revenue did not change significantly compared to 2008 and amounted to 88%. The cost itself decreased by 41% and amounted to 88.9 billion rubles. The net loss at the end of 2009 amounted to 38.5 billion rubles. (2008 – 6.7 billion rubles). In 2009, the divisions of JSC AVTOVAZ produced tools and equipment worth RUB 1,080.87 million, which is 102.7% of the plan.

AVTOVAZ sales volume in 2010 on the Russian market amounted to 517.147 thousand Lada cars.

Upon approval of the car export plan for 2009 in the amount of 34,448 units. 34,756 units shipped for export.

Fig.2. “Supply of cars for export by region in 2005–2009, pcs.”

Net profit of AVTOVAZ according to Russian accounting standards (RAS) in 2010 amounted to 2.106 billion rubles. versus loss in 2009

During the period 1970 - 2010, the company produced more than 25 million cars. The existing production potential of the automotive complex allows the production of over 700,000 cars per year. The share of JSC AVTOVAZ products in total sales of motor vehicles exceeds 65%.

Production structure of the enterprise Avtovaz LLC

The production structure of the enterprise, adopted at AVTOVAZ, consists of two stages: the General Directorate apparatus, which directs and coordinates all the activities of the plant, and the production apparatus, which manages the work of the structural production divisions of the plant. The highest management body of JSC AVTOVAZ is the general meeting of shareholders. The main powers to manage the company are delegated by shareholders to the board of directors (12 people). In order to ensure the operational management of the company, the Board of Directors appoints a president - general director and a board (12 people). The Chairman of the Board is the President - General Director. The working bodies of the general meeting of shareholders are:

Presidium (from Latin praesidium - lit. - protection; trans. - chairmanship) - a group of persons elected for collegial jurisdiction, meeting, conference)

Counting commission

Secretariat

Regulatory group

Their activities are regulated by the Company's charter and regulations. The functions of the presidium of the general meeting of shareholders are performed by the Board of Directors of the Company. By decision of the general meeting of shareholders, the presidium of the meeting may be expanded to include other shareholders and invited persons. At lower production levels (in groups, brigades, etc.), as well as at small enterprises in the initial period of formation, a linear organizational management structure is applicable. At higher production levels at AvtoVAZ, as a rule, a functional structure is applicable. A functional management structure is characterized by the creation of structural divisions, each of which has its own clearly defined, specific task and responsibilities. In this structure, each management body, as well as the executive, is specialized in performing certain types of management activities (functions). A staff of specialists is created who are responsible only for a certain area of ​​work. The functional management structure is based on the principle of complete management: compliance with the instructions of the functional body within its competence is mandatory for departments. At JSC AVTOVAZ, the functional management structure is used in the general structure, auxiliary production, and machine tool building.

This method of organizing production to a certain extent contributes to eliminating the shortcomings of linear and functional organizational structures and forms the so-called linear-functional management structure, which provides for the functional division of managerial labor in departments of different levels with a combination of linear and functional management principles. In this case, functional units can carry out their decisions through line managers (in a linear-staff structure) or, within the limits of delegated special powers, communicate them to specialized services or individual performers at a lower level (in a linear-functional management structure). For the conditions for the effective functioning of an organization with a linear-functional management structure, it is important to have normative and regulatory documents that determine the correspondence between the responsibilities and powers of managers at different levels and divisions; compliance with controllability standards, especially among first managers and their deputies, who form rational information flows, decentralize operational production management, and take into account the specifics of the work of various departments. In OJSC AVTOVAZ, most of the structural divisions are organized according to this type. Historically and logically, the importance of linear-functional structures in the development of an economic system cannot be overestimated. It is in this case that the enterprise tests its capabilities in establishing mass production, and the “superior-subordinate” relationship is brought to a level adequate to the requirements of the external environment. The brand network continues to develop and this can be seen in all four areas of the domestic market.

Firstly, the organization of car trade was optimally structured. This happened by bringing the product as close as possible to customers. OJSC AVTOVAZ introduced uniform selling prices and free delivery of products to the regions.

Secondly, OJSC AVTOVAZ has increased the requirements for service and sales network enterprises. Today these norms are approaching modern world standards. European level points are already operating in Moscow, St. Petersburg, Nizhny Novgorod, Togliatti, Perm, Tyumen, Voronezh, Stavropol, Irkutsk, Almetyevsk.

Thirdly, work with clients is being improved in providing a full range of services. New forms of sales are being developed, including on credit, the range of services is expanding, in particular, the provision of car rentals and insurance are being introduced directly at the time of purchasing a car.

Fourthly, the problem of optimal saturation of the market with spare parts - high-quality, certified by AVTOVAZ OJSC is being solved.

Let's consider the management structures of the parent company and its subsidiaries.

The following types of structures can be distinguished:

Functional structure;

Divisional and its variants;

Multidivisional (M-structure);

Project management structure;

Matrix management structure.

The functional structure of management of the parent company and its subsidiaries is typical for industrial production producing a limited range of products.

In the structure of the main organization (parent company), separate control centers are formed (departments, management, directorates - depending on the scale of the organization’s activities) formed on the basis of the unification of homogeneous types of activities, for example - supply, production, sales, administration, personnel department, etc. Advantages Such an organization is that departments can achieve efficiency due to high specialization, the disadvantage is the lack of cross-links and the general isolation of departments from each other. Management of subsidiaries of such an organization is carried out in the areas of activity of the main company, for example, the sales directorate manages subsidiaries that carry out sales and technical maintenance of products.

Rice. 2. Functional structure of management of the parent company and subsidiaries of OJSC AVTOVAZ.

The largest enterprise in the country for the production of passenger cars, JSC AvtoVAZ, has a functional management structure for its subsidiaries. The management structure of the subsidiaries of this organization is shown in Fig. 2.

Another type of management structure for subsidiaries is a divisional management structure. The need for it arises with an increase in the number of management levels of the main organization and its subsidiaries, an increase in the range of products produced by the main and (or) subsidiaries, and the expansion of product sales regions.

The Russian holding Severstal has a divisional structure for managing its subsidiaries. The holding includes three divisions (subsidiaries) - OJSC Severstal, OJSC Severstal-Auto, OJSC Severstal-Resurs, representing the production departments of the holding (Fig. 3).

Fig.3. Management structure of the Severstal holding/

The main advantages of this organizational structure are strengthening cross-functional coordination for each product, market and within regions, quick response to local requests and changes in consumer demand, etc.

The disadvantages of this management structure include:

Duplication of functions in management apparatuses, and as a result, an increase in management costs;

Weak control over the targeted use of financial resources gives rise to abuses on the part of company managers.

Therefore, already in the 20s of the 20th century, the DuPont and General Motors companies began to use a modified divisional management structure, called a multidivisional (M-structure).

The main difference between the M-structure and a purely divisional structure for managing subsidiaries is the following. When building a divisional structure, the relationship between the main company and the subsidiary is based on the principle of participation in capital.

The parent company evaluates the activities of its subsidiaries based on the profits paid to it. The opportunism of managers of subsidiaries is manifested primarily in the provision of incomplete information about the results of operations, which makes it difficult for the management of the main company to choose rational strategic decisions.

Managers of subsidiaries, of course, can be periodically monitored and fired, but this requires significant costs.

The M-structure complements the divisional division with clear contracting, i.e. a system of agreements and statutory documents of subsidiaries that are binding and give the parent company the right to redistribute resources: a unified accounting system, internal audit, the obligation to transfer all profits and defend its own investment projects before the general directorate, etc.