SAMPLE DESIGNING OF LONG-TERM ORGANIZATIONAL STRUCTURE OF A COMMERCIAL COMPANY
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The present work aims to develop a design of the organizational structure of a small commercial company in a growth phase. The goal is to ensure a conflict-free expansion of activity, productivity and labor resources. The main points of the company planning have been developed step by step, the main goals have been formulated and the methods for conflict-free implementation of the newly projected structure have been developed. Special attention has been paid to the forms of management, methods, ways of implementing labor resource management, and recommendations for behavior in the relevant sit...
The present work aims to develop a design of the organizational structure of a small commercial company in a growth phase. The goal is to ensure a conflict-free expansion of activity, productivity and labor resources. The main points of the company planning have been developed step by step, the main goals have been formulated and the methods for conflict-free implementation of the newly projected structure have been developed. Special attention has been paid to the forms of management, methods, ways of implementing labor resource management, and recommendations for behavior in the relevant situation have been prepared. The analysis of the microenvironment, macroenvironment and their influence on management processes has been presented in detail. The planning of the structure has been carried out with the tools of strategic management and corporate planning. A variant of the implementation of the strategy has been developed. The special development of the formation of the attitude towards labor resources has been prepared out of a necessity that is not always realized by the company's management. The problems with staff turnover are serious, but this topic does not seem to exist in the minds of businessmen. A general rule is that the staff is to blame for this, who do not want to fulfill their duties, which in reality is not true. The staff is not to blame, the management is to blame for not creating appropriate conditions for the development of their subordinates. This specific feature will obviously make it difficult to implement new labor relations, but the conviction that whatever is done in this direction is better than the existing situation is the main argument for the creation of this section.
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