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As practice shows, not everyone understands how the organizational structure of a construction company is built. In the article, we talk about its features and suggest how this model can look like for the construction business.
The concept of the organizational structure of the enterprise
In fact, the organizational structure is a scheme that shows the relationship between managers and employees, levels of subordination, division of labor, etc. It should be said that such a scheme can be traced in every company, even if it was not built there specifically (it just forms spontaneously). The second thing is that in this case, the functionality of each position is formed in the same way, which is why some functions may not be performed. And this is wrong, because the company is a sequence of functions, and its success and overall productivity directly depend on the weakest player.
There are other disadvantages of the lack of a planned organizational structure:
• Disagreements often arise among the staff, deadlines for orders are disrupted, since there are no specified rules for decision-making and issuing (employees do not understand whom to listen to, or the instructions of the heads of different departments contradict each other);
• turnover is observed, as responsible employees find themselves overloaded with someone else's work, on which the result of their activity depends;
• the quality of the work deteriorates, as there are no people responsible for it at each stage.
Please note that you can build an effective organizational structure for your company only by taking into account your business strategy. If it changes, it is necessary to carry out reorganization in order to correctly distribute tasks between departments and minimize the risk of problems.
Why is the organizational structure necessary for a construction company?
A company engaged in the construction of various objects has a number of functions, the overall result of which depends on the quality of execution, timeliness and consistency of actions.
Therefore, it is good if she has:
• administrative department (which will take over management, goal setting, development of strategic plans and control of their implementation);
• construction department (his area of responsibility includes personnel hiring and induction);
• distribution department (its task is marketing, increasing sales and income);
• financial department (its employees engage in financial planning, keep records of assets, prepare reports);
• technical department (if in production companies its employees are directly engaged in the production of products, then in construction companies - in the construction of objects);
• qualification department (controls quality at all stages);
• public relations department (its employees work on the formation of the company's image: they monitor projects in which it could participate, attract clients through partners, etc.).
Please note that the finished organizational chart of the company must have the names of team members performing certain functions. If the structure itself is built correctly, and these employees know their job instructions and fully fulfill their duties, all departments work as a single mechanism, which positively affects the key indicators of the business.
What organizational structures are used today by enterprises working in this sphere?
These organizational charts are successfully classified:
• According to the nature of the formalized relations. They can be general contractors and subcontractors. Both the general contractor and the subcontractor can be involved in project implementation, but they will have different powers and responsibilities. The first person signs a contract for the performance of work and at the same time can do everything on their own or delegate some responsibilities to subcontractors. Correspondingly, the second one is the first to be hired for certain works on the project. By the way, several subcontractors can work on one project. The general contractor is responsible both to the customer (for the quality of the subcontractor's work) and to the subcontractor (for the customer's failure to fulfill its obligations to the contractors).
• By type of work performed. That is, whether the organization is engaged in general construction work (concrete, assembly, stone, finishing) or specialized. The latter include: installation of electrical systems, gas supply networks, construction of engineering structures, work on preparation for construction, etc.(//tractor-service.com)
• By types of construction. This means: industrial (plants, factories), transport (roads, tunnels, bridges), residential, etc.
• On the territory of activity. There are site trusts (work on large objects divided into sections), city and regional type sites (functioning in a specific city or region), federal sites (in different regions).
It is interesting that, when it comes to trust sites, a structural model is created with a manager at the head, who will control all work. The manager may have deputies who will take on one or another function (supply, accounting, etc.).
Important moments of organizational structure formation
When creating a diagram of the organizational structure of a construction company, consider what is necessary:
• Determine the method of management. That is, the principle of single leadership will operate in the company, when all orders are issued by one manager, who is responsible for the quality of work, or participatory management. In the latter case, the initiative of employees in discussing important issues is welcomed.
• Create the units themselves and define the relationships between them. Subdivisions can be created not only according to functions, but also according to territorial characteristics, when branches are opened in other cities and countries.
• Create an internal culture. This means the formation of a value system that will additionally motivate the staff for results.
• Allocate resources: find personnel, provide means of communication for departments so that they can effectively interact, as well as money, equipment, so that they can create objects that meet the needs of consumers.
Types of organizational structures by type of management.
Centralized, or hierarchical and decentralized are distinguished.
Centralized
They are found in many enterprises and are distinguished by the principle of hierarchy in management (that is, the higher level gives orders to the lower level, etc.). At the same time, there is a division of labor by function and personnel hiring rules, according to which employees are selected strictly in accordance with the requirements of the position.
There are also types of centralized structures:
• Linear, when a number of divisions with linear leaders is formed. Each of them is subordinated to another manager, and therefore another one, etc. That is, a hierarchy is formed in the subdivision from top to bottom, as if the "mine" of management has its advantages. Namely: an established system of interrelationships within the department, order in work, since orders come from the top from one manager and there is no confusion. But there are also shortcomings in the structure: the overload of managers due to a large number of tasks and large responsibilities and, as a result, their turnover.
• Functional. In the case of its use, functional subdivisions with employees of the same profile are created. They obey both their direct supervisors and other equal supervisors in the organization, if it is necessary for the effective solution of the task. It should be said that such a structure is used at enterprises where mainly routine tasks are performed or innovative products are developed, since within the framework of functional subdivisions specialized specialists who are able to solve them are gathered.
• Linear-functional, or linear-staff. It combines the features of both of the above-described species. It provides for the creation of specialized departments, and the employees of each of them help their supervisor with the performance of various tasks, including strategic planning. Advantages: unloading managers, the opportunity to better work out the strategy, and disadvantages - in the unclear distribution of responsibilities. It is interesting that the linear-functional structure can be implemented in companies with regional branches. In this case, everyone will have their own manager who reports to the top management of the company. Moreover, there will be branches and subdivisions headed by their own leaders.
Decentralized
They include:
Project structure. It provides for the creation of a team of specialists for the implementation of a certain project. That is, if a large complex is being built, designers, engineers, builders, etc. are involved. At the end of one project, specialists move on to others.
Matrix. It resembles a network based on the principle of double subordination. When using it, project groups with temporary leaders are created, however, project group members continue to perform the duties assigned to them by the heads of their functional departments. The advantage of such a structure is the ability to more effectively use resources (competence, knowledge of employees) or quickly solve project issues. There are also disadvantages: complexity in management, risks of conflicts due to simultaneous orders received by one employee from different managers, etc.
network It provides for the creation of separate units (for example, companies) that perform different functions under the contract. At the same time, such companies have one main organization that controls the activities of all these units.
Conclusions
The organizational, or organizational and staff structure of the company is a model of building divisions and distribution of functions in it. It is very important for the construction business, since the success of the enterprises involved in the field directly depends on the quality of our work. the user has many