The main connections are vertical, therefore, there are shortcomings. Common to hierarchical structures – red tape, overload of managers, poor interaction in resolving issues related to departments, etc.; duplication of functions on different “floors” and as a result – very high costs for the maintenance of the management structure; in departments, as a rule, a linear or linear – staff structure with all their shortcomings is preserved.
Why such a policy?
Output:the advantages of divisional structures outweigh their disadvantages only during periods of fairly stable existence; in an unstable environment, they risk repeating the fate of dinosaurs. With this structure, it is possible to embody most Email List For Las Vegas of the ideas of the modern philosophy of quality. Organic or adaptive governance structures These structures began to develop approximately from the end of the 70s of the last century, 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 with on the other hand, the inability of structures of a hierarchical type to meet these conditions became obvious. The main property of organic management structures is their ability to change their form, adapting to changing conditions.