Joint international education programme

---

MINISTRY OF HIGHER AND SPECIALIZED SECONDARY EDUCATION 
TASHKENT STATE UNIVERSITY OF ECONOMICS 
JOINT INTERNATIONAL EDUCATION PROGRAMME 
 
 
 
 
 
Coursework: 
Course: "English" 
Theme: Who is who and what is what (Company Structure) 
Completed: Student 1 course 
Faculty: Corporate Economics 02 
LUTFULLAEV АLISHER I.
 
 
Accepted the work: Ms. Liliya 

---

The organizational structure of the company helps to see the "in-house" business: how roles 
and responsibilities are distributed in it, how the main business processes take place. The 
structure helps to identify "weaknesses" of the enterprise, effectively plan and reduce costs, 
to develop a productive management strategy. 
An organizational structure is a model that creates a hierarchy within a company. It is a 
schematic statement of the direction of the company, the relationship of employees and the 
allocation of responsibilities, rights and responsibilities. 
The model depends directly on the goals and objectives of the business, participants, budget 
and other factors. The organizational structures of the organization may therefore be 
different. But they are always based on three basic elements: 
Governance. It is important to understand who is responsible for what decisions. Identify one 
leader or several managers to be entrusted with specific areas of responsibility. 
Internal order. The company has its own rules, corresponding to its concept. Company policy 
can include any items: communication etiquette, dress code, management principles, conflict 
resolution system, etc. Some items can be included in corporate documents. Others can be 
silent. 
Allocation of responsibilities. The structure shows the tasks performed by individual 
employees, departments, managers, directors and all other subjects of the company. 
The organizational structure of the enterprise determines the objectives of the business. They 
primarily depend on how many participants/departments/units the firm needs, what products 
or services it will sell, with which audience to work, how to promote the product in the 
market and other aspects. Therefore, there are several types of schemes included in different 
types. 
The main types of structures: 
Formal. This is the most simple and familiar model for small organizations. The subjects of 
governance are distributed along a chain in which duties and responsibilities are distributed 
"top down". 

---

Informal. This is the real situation inside the firm. The system of interaction between 
different business entities, which is not based on official documents, but on personal 
relationships, agreements, habits and other social and psychological factors. 
Mechanistic. Such a structure is called rigid in another way. It clearly delineates 
responsibilities, confines management systems to the highest decision makers. This model is 
stable and always works in a well-defined way as a mechanism. 
Organic. Contrary to the previous type, such companies do not have a centralized 
management entity. Final decisions do not depend on designated management, but on 
collegial decisions. Partnerships rather than rigid business relationships prevail between 
different divisions/staff. Such a system is flexible and adaptable to changing circumstances.
Traditional. This is the most simple and familiar model for small organizations. The subjects 
of governance are distributed along a chain in which duties and responsibilities are 
distributed "top down". 
In each type there are narrower types of organizational structures of an enterprise. Let’s 
consider some of the basic. 
The linear management structure is formed as a result of the construction of a control 
apparatus only from mutually subordinated organs in the form of a hierarchical hierarchy: 

---

Each unit is headed by a Chief, who has full authority and is the sole supervisor of his 
subordinates, who is responsible for all managerial functions. The Self, the Superior is directly 
subordinate to the Superior. The linear control structure is the simplest. In a linear structure, 
the division of the management system into component parts is carried out on the production 
basis, taking into account the degree of concentration of production, technological features, 
the breadth of the product range, etc. In this framework, the principle of unity of command is 
most respected: one person concentrates the management of all operations, subordinates carry 
out orders of only one manager. 
A superior authority may not give orders to any executor without having to bypass their 
immediate supervisor. The structure is used by small and medium-sized, low-volume 
manufacturing firms, with few linkages between enterprises. 
Advantages of linear control structure: 
- unity and clarity of management; 
- consistency of performers; 
- a clear system of communication between supervisor and subordinate; 
- quick reaction to direct instructions; 
- ease of control; 
- obtaining orders and assignments linked to each other with resources; 
- personal responsibility of the manager for the final results of his or her unit. 
- simple control. 
The disadvantages of the linear structure are: 
High demands on the manager, who must have extensive and versatile knowledge and 
experience in all management functions and areas of work performed by subordinates, which 
limits the manager’s ability to manage effectively 
- top management overload, huge amount of information, flow of papers, multiple contacts 
with subordinates and superiors; 

---

- tendencies to delay dealing with issues related to several units; 
Lack of planning and management training; 
- complex communication between performers; 
Low managerial specialization; 
- concentration of power at the top; 
- a pronounced authoritarian style of leadership.