Types of organizational management structures and their positive and negative aspects
The article reveals the meaning of the concept of organizational structure; approaches to the formation of the management structure were studied, a typology of organizational structures was formed, their advantages and disadvantages, and the possibilities of application for building a competent orga...
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| Опубліковано в: : | Економічний вісник Донбасу |
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| Дата: | 2025 |
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Інститут економіки промисловості НАН України
2025
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| Цитувати: | Types of organizational management structures and their positive and negative aspects / A. Khanenko // Економічний вісник Донбасу. — 2025. — № 4 (82). — С. 95-100. — Бібліогр.: 8 назв. — англ. |
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Digital Library of Periodicals of National Academy of Sciences of Ukraine| _version_ | 1860289382291865600 |
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| author | Khanenko, A. |
| author_facet | Khanenko, A. |
| citation_txt | Types of organizational management structures and their positive and negative aspects / A. Khanenko // Економічний вісник Донбасу. — 2025. — № 4 (82). — С. 95-100. — Бібліогр.: 8 назв. — англ. |
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| container_title | Економічний вісник Донбасу |
| description | The article reveals the meaning of the concept of organizational structure; approaches to the formation of the management structure were studied, a typology of organizational structures was formed, their advantages and disadvantages, and the possibilities of application for building a competent organization were determined. The role of the organizational management structure in the effective functioning of the enterprise, in the maximum combination of various types of activities and divisions of the organization is defined. A variety of types of organizational structures are presented. The main types of organizational structures are distinguished: mechanistic structures (or bureaucratic, hierarchical) and organic structures (or adaptive, flexible). The traditional types of organizational structures existing today are described: linear, functional, linear-functional, linear-headquarters, divisional, which are characterized by a rigid hierarchy of power in the company, formalization of rules and procedures, centralized decision-making. The peculiarities of adaptive organizational structures of entrepreneurial-type organizations are revealed, which are characterized by the blurring of the management hierarchy, a small number of management levels, flexibility of the power structure, decentralization of decision-making, and widely determined responsibility in activities. The characteristics of the types of organizational structures of the adaptive type are given: cross-functional structure of organizational management; project organizational management structure; matrix organizational structures; conglomerate organizational forms of management; network organizational structure; virtual organization.
У статті розкрито значення поняття організаційної структури; досліджено підходи до формування структури управління, сформовано типологію організаційних структур, визначено їх переваги та недоліки, а також можливості застосування для побудови компетентної організації. Визначено роль організаційної структури управління в ефективному функціонуванні підприємства, у максимальному поєднанні різних видів діяльності та підрозділів організації. Представлено різноманітні типи організаційних структур. Виділено основні типи організаційних структур: механістичні структури (або бюрократичні, ієрархічні) та органічні структури (або адаптивні, гнучкі). Описано традиційні типи організаційних структур, що існують сьогодні: лінійні, функціональні, лінійно-функціональні, лінійно-штабні, дивізіональні, які характеризуються жорсткою ієрархією влади в компанії, формалізацією правил і процедур, централізованим прийняттям рішень. Розкрито особливості адаптивних організаційних структур організацій підприємницького типу, які характеризуються розмиттям ієрархії управління, невеликою кількістю рівнів управління, гнучкістю структури влади, децентралізацією прийняття рішень, широко визначеною відповідальністю в діяльності. Наведено характеристики типів організаційних структур адаптивного типу: міжфункціональна структура управління організацією; проектна структура управління організацією; матричні організаційні структури; конгломератні організаційні форми управління; мережева організаційна структура; віртуальна організація.
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| first_indexed | 2026-03-20T15:48:23Z |
| format | Article |
| fulltext |
A. Khanenko
95
Економічний вісник Донбасу № 4 (82), 2025 ISSN 1817-3772
https://doi.org/10.12958/1817-3772-2025-4(82)-95-100
UDC 005.72:338.24+334.7
Alla Khanenko,
PhD (Economics), Associate Professor,
e-mail: allakhanenko@ukr.net
ORCID 0000-0003-0899-7311
National University Zaporizhzhia Polytechnic, Zaporizhzhia
TYPES OF ORGANIZATIONAL MANAGEMENT STRUCTURES
AND THEIR POSITIVE AND NEGATIVE ASPECTS
Analysis of recent research and publications. As of
today, a significant number of research by scientists is
devoted to the study of the meaningful content of the
concept of «organizational structure of management».
An important contribution to the study of the problems
of formation, functioning and development of enterprise
management systems was made by domestic scientists:
V. L. Gevko [2], V. V. Lapteva [6], O. V. Rozhenko [8].
The types of bureaucratic organizational structures, their
advantages and disadvantages were investigated in the
publications I. M. Gorbas, C. B. Sinyuk. [3], Doro-
shenko M. P, Voroninoi V. L. [5], Leonova O. O. and
Leonova T. M. [7]. Determination of the essence of
adaptive organizational structures is given in the re-
search of Alekseeva V., Yarkovo V. [1]; V. L. Gevko
[2]; I. M. Gorbas, C. B. Sinyuk. [3]; Dolgovoy L. [4];
Doroshenko M. P, Voroninoi V. L. [5], Leonova O. O.,
Leonova T. M. [7].
However, the problem of using an adaptive type of
organizational management structure has not yet re-
ceived sufficient coverage in the scientific literature.
The issue of choosing and forming a strategically effec-
tive management structure, taking into account the prob-
able influence of factors of the external and internal en-
vironment of the enterprise, also remained open.
Introduction. Complex challenges affecting mod-
ern business processes jeopardize the sustainability and
adaptability of enterprises. In this aspect, management
efficiency plays a decisive role, which is determined not
only by the choice of the right strategy, but also by the
proper organizational structure of the business entity.
The organizational structure of – is one of the factors
that is the basis for the implementation of the organiza-
tion's functions. Compliance of the organizational struc-
ture with the goals facing the organization, its adaptabil-
ity to the assigned tasks, is one of the main factors of
effective management of the organization. It was the
need of any entrepreneurial structure to create a stable
management system, in accordance with the require-
ments of the external environment, that became the basis
for the formation of organizational design.
Organizational design is a practical activity of de-
signing such an organizational structure of the manage-
ment system, which would provide the enterprise with
sustainable growth in conditions of instability of the
external environment. After all, changes in the eco-
nomic conditions of enterprises, market instability, mo-
bility of the political environment, and financial insta-
bility especially often characterize organizational
changes that occur during periods of crises and eco-
nomic reforms.
Dolgova L. I. in [4] emphasizes that the develop-
ment of the organizational structure occurs together with
the evolution of the enterprise and the corresponding
growth of its scale from small to large. The constantly
changing market situation affects the need to introduce
new technologies and develop new products. Against
the background of a weak share of the probability of ob-
taining the expected results, many management special-
ists are skeptical of organizational schemes and persis-
tently demand their constant adjustment. Reviewing the
organizational structures of management at the enter-
prise with their subsequent correction is not an easy task
for the domestic market economy.
From the point of view of the above, improving the
organizational structure of management is an important
condition for the implementation of strategic goals, co-
ordination and control of production processes and re-
sources at the enterprise.
The purpose of the article is to study approaches
to the formation of the management structure, the for-
mation of a typology of organizational structures, the
determination of their advantages and disadvantages,
the possibility of application for the construction of a
competent organization.
Research results. In an effort to work more effi-
ciently, the management of companies persistently re-
quires constant adjustment of existing organizational
structures and changes the interrelationships between
their components. Depending on the size of the com-
pany and the specifics of its functioning, a certain type
of structure can provide better efficiency compared to
other types. With the help of structuring, organizational
design makes it possible to describe in detail the distri-
bution of powers, functions of different levels of the hi-
erarchy, ways of delegation and interaction between di-
visions of the organization to achieve common goals. In
today's rapidly changing market environment, a success-
ful choice of the right type of structure is an integral
component of the effective activity of any organization,
© Publisher Institute of Industrial Economy of National Academy of Sciences of Ukraine, 2025
© Publisher State Higher Education Institution «Luhansk Taras Shevchenko National University», 2025
mailto:allakhanenko@ukr.net
https://orcid.org/0000-0003-0899-7311
A. Khanenko
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ISSN 1817-3772 Економічний вісник Донбасу № 4 (82), 2025
according to the study by I. M. Gorbas and C. B. Sinyuk
[3].
The organizational structure is directly related to
organizations where one or another joint labor activity
is carried out, which requires organizational processes
to divide labor, provide resources, agree on the scope,
terms and sequence of work.
The problem is how to choose the optimal type of
organizational structure, which will take into account
the peculiarities of the organization and allow to ensure
the effective functioning of its various divisions. Ac-
cordingly, the question arises of ensuring an adequate
level of interaction between individual units in order to
achieve the overall strategic objectives. In addition,
changes in the external and internal environment of the
enterprise's functioning, caused by an intensive increase
in the speed of technological changes, competitive pres-
sure and variable consumer preferences make the issue
of adaptation of organizations to new conditions rele-
vant. The task is how to maintain management flexibil-
ity and the company's ability to innovate, balance stabil-
ity needs under the specified conditions.
In this aspect, it is important to consider the impact
of organizational structuring on organizational effec-
tiveness. In order to better understand which organiza-
tional structure is optimal for managing the activities of
one or another organization, it is worth considering dif-
ferent types of organizational management structures,
highlighting their positive and negative aspects.
One of the most important tasks in management is
the creation of such an organizational structure that
would help to combine the various types of activities
and divisions of the organization as much as possible.
There is no ideal organizational structure, so you need
to evaluate different options during organizational activ-
ities.
The purpose of the organizational structure is to
ensure the achievement of the tasks set for the organiza-
tion, to design organizational forms of management that
should be based on the organization's strategic plans.
It is advisable to group the main elements of the
organizational structure as follows:
- specialization of work - specification, detailing,
performance of individual tasks and responsibilities
within the scope of the specialty. It is important that spe-
cialization is not excessive;
- structuring of work - grouping of work accord-
ing to a certain logic, characteristic. A functional ap-
proach (based on various characteristics of allocation of
management functions) or a target approach (based on a
system of goals that need to be implemented) is used;
- reporting - a reflection of subordination and
management norms. Subordination implies that each
person within the organization should report to only one
manager (in newer models of organizational structures,
this principle is violated). The management norm (or
management control) determines how many people will
report to each manager;
- authority - power delegated by an organization.
Delegation is the formation of a pattern of authority be-
tween a manager and one or more subordinates; it is the
process by which a manager delegates part of his work
to others. Decentralization is the process of systemati-
cally transferring authority throughout an organization
to middle and lower-level managers;
- coordination - the process of coordinating the ac-
tions of different positions and divisions of the organi-
zation
Also important elements of the organizational
management structure are:
- composition and structure of management func-
tions;
- number of employees for the implementation of
each management function;
- professional and qualification composition of em-
ployees of the management apparatus;
- composition of independent structural units;
- number of management levels and distribution of
employees between them;
- information connections.
Analysis of the theory and practice of domestic and
foreign organizations allows us to identify the main
types of organizational structures, which, in turn, can be
combined into two types: mechanistic and organic.
Mechanistic structures (or they are also called bu-
reaucratic, hierarchical) are characterized by a rigid hi-
erarchy of power in the company, formalization of rules
and procedures, centralized decision-making, objective
criteria for personnel selection, and an objective reward
system.
Organic structures (or adaptive, flexible) have
blurred management boundaries, a small number of
management levels, are characterized by weak or mod-
erate use of formal rules and procedures, decentraliza-
tion of decision-making, ambitious responsibility, and
informal interpersonal relationships.
Bureaucratic organizational forms of management
are quite common in modern business structures. The
word «bureaucracy» is usually associated with clerical
red tape, poorly organized work, and useless activities.
Let us consider in more detail the types of bureau-
cratic organizational structures, their advantages and
disadvantages based on the research of Gorbas I. M.,
Synyuk S. B. [3], Doroshenko M. P., Voronina V. L.
[5], Leonova O. O., Leonova T. M. [7]:
1. The linear type of organizational management
structure is characterized by linear forms of communi-
cation between management levels. The linear manage-
ment structure is simple in nature, its main principle is
vertical hierarchy, that is, the subordination of manage-
ment levels from bottom to top. In a linear management
structure, the principle of single leadership is clearly im-
plemented: each unit is headed by a manager endowed
with broad powers, who exercises sole management
over subordinate units and concentrates all management
functions in his hands. Heads of lower-level depart-
ments are directly subordinate to only one manager at a
A. Khanenko
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higher level of management; the higher management
body does not have the right to give orders to executors,
bypassing their immediate supervisor.
2. The functional organizational form of manage-
ment is called traditional, or classical, because it was the
first structure to be studied.
A functional organizational structure is one of the
most common types of organizational structures, which
divides an organization into separate departments based
on the common work functions they perform. The prin-
ciple of a functional organizational structure involves
uniting all employees who perform the same functional
tasks into a single department. The functional structure
provides a high degree of specialization for staff and is
easily scalable as the organization expands. However,
this structure is mechanistic in nature, which can poten-
tially hinder the professional growth of an employee.
The functional organization chart is widely used by me-
dium-sized companies.
3. The linear-functional (combined) type of organ-
izational form of management is devoid of the disad-
vantages of the linear and functional types of manage-
ment structures: functional units do not have a direct im-
pact on performers, they prepare decisions for the line
manager.
4. In the line-staff structure, services (staffs) are
created under line managers that specialize in perform-
ing certain management functions.
5. A divisional organizational structure consists of
several smaller functional structures (i.e., each division
within the divisional structure may have its own market-
ing team, its own sales team, etc.). In this approach, each
division in the organization works on a specific end
product line. This type of structure is suitable for organ-
izations with multiple end products and can help shorten
new product development cycles. This type of organiza-
tion also allows small businesses to quickly enter the
market with new offerings.
Modern enterprises very often conduct operations
in completely different areas of activity:
a) the divisional-product organizational form of
management is one of the most common means of en-
terprise development and consists in the fact that they
increase the range of manufactured and sold products;
b) the divisional organizational form of manage-
ment, focused on the consumer (some enterprises pro-
duce a large range of goods or services that meet the
needs of several significant groups of consumers);
c) the divisional-regional organizational form of
management covers large geographical regions, espe-
cially on an international scale, and is an appropriate
form of organization on a territorial basis.
Types of adaptive organizational structures will be
considered based on the research of Alekseeva V., Yar-
kov V. [1]; V. L. Gevko [2]; Gorbas I. M., Synyuk S. B.
[3]; Dolgovaya L. I. [4]; Doroshenko M. P., Voronina
V. L. [5], Leonova O. O., Leonova T.M. [7].
Adaptive organizational structures (organic, flexi-
ble) are characterized by a blurred management hierar-
chy, a small number of management levels, flexibility of
the power structure, weak or moderate use of formal
rules and procedures, decentralization of decision-mak-
ing, and broadly defined responsibility in activities.
Adaptive structures can easily change their form, they
are focused on the accelerated implementation of com-
plex projects, and are characterized by the creation of
temporary organizational management structures.
In addition to the economic content, Alekseeva V.,
Yarkovy V. in their study [1] highlight the following as-
pects of the process of functioning of adaptive organiza-
tional management structures as:
- methodological - implementation of production
management principles;
- functional - interaction and interrelation of man-
agement goals, functions and methods of their imple-
mentation;
- socio-psychological - impact on social and psy-
chological relations of people in the production process;
- technological - sequence of management work,
procedures, operations for developing and implement-
ing management decisions;
- organizational - composition and interaction of
organizational elements that form the organizational
structure of management, designed to ensure the opera-
tional and effective implementation of the management
process in accordance with the goals and objectives of
management.
Adaptive organizational structures are caused by
the need for an enterprise to effectively respond to envi-
ronmental changes and the introduction of new technol-
ogies. Types of adaptive organizational structures:
1. Cross-functional structure of the management
organization - the project is based on the organization of
work with working groups, or teams. This type of man-
agement organization has been known for a long time
(for example, in the form of the organization of artels),
but this organizational structure became widespread
only in the 80s of the twentieth century, when this struc-
ture was opposed to the classical management hierar-
chy. The main principles of forming this type of organ-
izational structure are to maintain the autonomy of the
activities of working groups (teams), ensuring a high de-
gree of independence of working groups in decision-
making.
The principles and characteristics of the cross-
functional organizational structure allowed Gevko V. L.
[2] to formulate its key advantages and disadvantages.
The advantages of this type of organizational manage-
ment structure include the possibility of reducing the
number of management staff and the associated increase
in management efficiency, the prospects for flexible use
of personnel competencies, the possibility of self-im-
provement of employees through intra-group work, the
possibility of using effective planning and management
methods, as well as reducing the need for specialists of
a wide range of profiles.
The disadvantages of a cross-functional structure
are the complexity of the interaction of individual
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ISSN 1817-3772 Економічний вісник Донбасу № 4 (82), 2025
departments, potential problems associated with the co-
ordination of the activities of individual working
groups, the growing need for personnel qualifications
and responsibility, as well as the need to ensure high
quality and efficiency of not only horizontal but also
vertical communications.
The above advantages and disadvantages indicate
that the considered form of organizational structure is
most effective in organizations with a high level of qual-
ification of specialists with sufficient technical equip-
ment. This structure is effective in enterprises with a
small number of simultaneously implemented projects.
The possibilities of implementing the principles of mod-
ern quality philosophy are determined by the form of
project management.
2. Project organizational structure of management
is a temporary structure created to solve a specific task,
the basis of which is the implementation of the project
concept, which is interpreted as any purposeful change
in the system. When forming a project organizational
structure, the activities of a business entity are consid-
ered as a set of projects, for the implementation of which
it is necessary to effectively use the resources at the dis-
posal of the project manager. The project management
structure can be formed both within the framework of a
cross-functional and within the framework of a divi-
sional structure, with the difference that the structures of
the association of personnel and resources defined by
these types do not exist throughout the existence of the
organization, but only within the framework of a final
project in time [6].
The essence of the project management structure
determines its main advantages, which are as follows:
high flexibility of the management structure is ensured,
which allows to significantly reduce the number of ad-
ministrative personnel compared to the structures of the
classical hierarchy, in addition, conditions are formed
under which the efficiency of resource interaction is
maximized due to the fact that the interaction of re-
sources within the project allows to obtain a positive
synergy effect. At the same time, the project manage-
ment structure is not without certain disadvantages,
which include high qualification requirements for the
project manager, who must not only manage all stages
of the project life cycle, but also take into account the
place of the project in the company's project network;
the possibility of cross-distribution of resources be-
tween projects implemented in one organization; the
complexity of the interaction of individual subsystems
of the enterprise in cases where a significant number of
projects are implemented at once; the complexity of the
organization's development. Analysis of the presented
conditions shows that the project structure is advisable
to apply to enterprises that implement a relatively small
number of projects, which will allow to comply with the
standard of manageability regarding the number of pro-
jects for the development of the organization.
3. Matrix organizational structures differ signifi-
cantly from those described above and represent a net-
work structure based on the principle of dual subordina-
tion of performers. Within the framework of the matrix
structure, an employee is subordinate to both the direct
manager of the functional service and the manager of the
project or target program. This structure has the follow-
ing key advantages: optimal orientation to project (or
program) goals and demand is formed; effective current
management is ensured by reducing duplicate costs and
increasing the efficiency of resource use; conditions are
formed for the effective use of the organization's person-
nel competencies; relative autonomy of project groups
or program committees is ensured, which contributes to
the development of decision-making skills, manage-
ment culture, and professional skills among employees.
At the same time, the implementation of the matrix
structure is associated with the emergence of certain
shortcomings, including: the need for constant control
over the ratio of resources allocated to units and pro-
grams or projects; the formation of prerequisites for ex-
panding the scope of conflict situations; the possibility
of violating the rules and standards adopted in func-
tional units due to the detachment of employees partici-
pating in the project or program from their units. Thus,
experience shows that the introduction of a matrix struc-
ture gives a good effect in organizations with a suffi-
ciently high level of corporate culture and employee
qualifications, otherwise management disorganization
is possible.
4. Conglomerate organizational forms of manage-
ment are another type of adaptive organizational man-
agement structures. The conglomerate structure is used
when the departments of the organization are built ac-
cording to different characteristics, for example, in one
product structuring is used, in another - structuring ac-
cording to the territorial principle.
5. A network structure means that an organization
disaggregates its core functions among separate compa-
nies working under contract, which are mediated by a
small parent organization. A network structure is often
created when one company works with another to share
resources or when one company has several locations
with different functions and management. Such a struc-
ture looks almost the same as a divisional structure, but
instead of offices, it may include third-party freelance
services or related locations outside the office.
6. A virtual organization is a temporary network of
companies that are quickly united in order to take ad-
vantage of rapidly changing market opportunities. The
key factors that influenced the development of this or-
ganizational form were the development of information
technology, in particular, progress in communication
technologies, globalization and increased competition,
the rapid development of innovation and the need to
quickly bring new products to market, the individualiza-
tion of people's consciousness and the growth of the im-
portance of knowledge and information. There are four
main factors that influence the emergence and develop-
ment of virtual organizations:
A. Khanenko
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Економічний вісник Донбасу № 4 (82), 2025 ISSN 1817-3772
1. Speed. If the fastest, not the most adaptable,
companies will be the most effective in the market, then
all companies will strive to respond as quickly as possi-
ble to any changes.
2. Cost. The second factor is the reduction in the
cost of entering the market, especially in information
and technology-oriented industries.
3. Personalization. Personalization is becoming in-
creasingly likely due to automated production.
4. Globalization. Companies compete not only
with their nearby rivals, but also with competitors
around the world.
The main advantage of such an organizational form
as a virtual enterprise is the ability to select and use the
best resources, knowledge, and abilities with the least
time costs. In addition, the advantages of this form in-
clude: rapid response and flexible adaptation to environ-
mental changes; increased competitive opportunities;
flexibility; cost reduction. The disadvantages or, more
precisely, the weaknesses of this organizational form in-
clude: high costs associated with investments in infor-
mation and communication technologies; legal prob-
lems associated with the fact that the boundaries be-
tween enterprises within a virtual organization become
blurred; ambiguity regarding membership in a virtual
organization, openness of networks, and uncertainty in
planning can serve as reasons for excessive complexity
of the organizational structure, etc. Creating virtual en-
terprises has become profitable, as broader opportunities
open up for the organization itself: the quality of the or-
der and the speed of its provision are higher, it is much
easier to form a client base, advertising is placed in real
time, as well as the possibility of organizing work re-
motely, operational communication with the unit, set-
ting tasks and monitoring their implementation, etc. [8].
It is worth emphasizing that a constant and im-
portant element of the development of project and plan-
ning decisions should be the assessment of the effective-
ness of organizational management structures, which al-
lows you to determine the level of progress of the cur-
rent structure, projects or planned activities that are be-
ing developed.
Diagnostics of the organizational structure of en-
terprise management should also be constant, which al-
lows you to identify key problems, determine the causes
and sources of their occurrence, options for solving
these problems with a forecast of possible results. The
main task of diagnosing the enterprise management
structure is to determine the level of its optimality, tak-
ing into account the management tasks of each unit.
Conclusions
The results of the study confirm the importance of
the role of the organizational management structure in
the process of creating a competent organization and
ensuring its successful operation in modern conditions.
Managers of business structures need to take into ac-
count the size and features of their organization's func-
tioning to choose an adequate type of organizational
structure that will help ensure better efficiency com-
pared to other types
By means of structuring, organizational design al-
lows you to describe in detail the distribution of powers,
functions of different levels of the hierarchy, methods of
delegation and interaction between organizational units
to achieve common goals.
When starting to create an organization with an em-
phasis on ensuring a high level of its competence, it
should be borne in mind that there are no unambiguously
good or bad management structures, effective ones are
those that correspond to the specifics of organizational
activity and take into account the conditions of its imple-
mentation. Therefore, it is inappropriate to categorically
reject what has been developed over the years, it is better
to try to take into account all the most rational develop-
ments and use them in the process of creating manage-
ment structures for modern organizations.
Hierarchical structures are effective in a stable ex-
ternal environment, when the goals and objectives of the
activity are simple and clear, when there is a constant
repetition of work, which allows them to be regulated.
And, conversely, when external factors are extremely
complex and rapidly changing, and their impact is un-
certain, when it is difficult or impossible to measure
work, as well as regulate the performance of manage-
ment functions, it is quite appropriate to use adaptive
management structures.
The practice of using adaptive structures in the for-
mation of enterprise management systems proves that
the introduction of structures of this type should be ac-
companied by a change in the relationship between the
enterprise's divisions, primarily in terms of the redistri-
bution of powers and responsibilities. In the case of pre-
serving the existing system of planning, control, re-
source allocation, management style, and methods of
staff motivation, the results of the introduction of adap-
tive organizational structures may have negative results.
Any organizational structure, complex or simple,
can be effective, the main thing is its compliance with
the characteristics of the enterprise. The choice of an or-
ganizational management structure that best meets the
goals of the enterprise and takes into account the spe-
cific conditions of activity should be based on a thor-
ough analysis of all factors affecting it, an assessment of
the advantages and disadvantages of different types of
organizational structures. It is necessary to take into ac-
count the scale of the business, the production and in-
dustry characteristics of the enterprise, the nature of pro-
duction, the scope of the enterprise, the level of mecha-
nization and automation of management work, and the
qualifications of personnel.
LITERATURE
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A. Khanenko
100
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С. 151–157. https://doi.org/10.32839/2304-5809/2023-1-113-30.
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2021. № 3. https://doi.org/10.32702/2307-2105-2021.3.77
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Прийнята до друку 27.11.2025 р.
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Received: 30.10.2025
Accepted: 27.11.2025
Khanenko A. Types of organizational management structures and their positive and negative aspects
The article reveals the meaning of the concept of organizational structure; approaches to the formation of the management struc-
ture were studied, a typology of organizational structures was formed, their advantages and disadvantages, and the possibilities of
application for building a competent organization were determined. The role of the organizational management structure in the effec-
tive functioning of the enterprise, in the maximum combination of various types of activities and divisions of the organization is
defined. A variety of types of organizational structures are presented. The main types of organizational structures are distinguished:
mechanistic structures (or bureaucratic, hierarchical) and organic structures (or adaptive, flexible).
The traditional types of organizational structures existing today are described: linear, functional, linear-functional, linear-head-
quarters, divisional, which are characterized by a rigid hierarchy of power in the company, formalization of rules and procedures,
centralized decision-making. The peculiarities of adaptive organizational structures of entrepreneurial-type organizations are revealed,
which are characterized by the blurring of the management hierarchy, a small number of management levels, flexibility of the power
structure, decentralization of decision-making, and widely determined responsibility in activities. The characteristics of the types of
organizational structures of the adaptive type are given: cross-functional structure of organizational management; project organizational
management structure; matrix organizational structures; conglomerate organizational forms of management; network organizational
structure; virtual organization.
Keywords: organizational structure, types of organizational structures, hierarchical organizational structures, adaptive structures,
organizational development, effective activity.
Ханенко А. Типи організаційних структур управління та їх позитивні і негативні аспекти
У статті досліджено підходи до формування структури управління, сформовано типологію організаційних структур,
визначено їх переваги та недоліки, можливості застосування для побудови компетентної організації. Означено роль ор-
ганізаційної структури управління в ефективному функціонуванні підприємства, в максимальному поєднанні різних видів
діяльності та підрозділів організації.
Ключові слова: організаційна структура, види організаційних структур, ієрархічні організаційні структури, адаптивні
структури, розвиток організації, ефективна діяльність.
https://doi.org/10.32839/2304-5809/2023-1-113-30
https://doi.org/10.32702/2307-2105-2021.3.77
|
| id | nasplib_isofts_kiev_ua-123456789-212375 |
| institution | Digital Library of Periodicals of National Academy of Sciences of Ukraine |
| issn | 1817-3772 |
| language | Ukrainian |
| last_indexed | 2026-03-20T15:48:23Z |
| publishDate | 2025 |
| publisher | Інститут економіки промисловості НАН України |
| record_format | dspace |
| spelling | Khanenko, A. 2026-02-05T10:03:26Z 2025 Types of organizational management structures and their positive and negative aspects / A. Khanenko // Економічний вісник Донбасу. — 2025. — № 4 (82). — С. 95-100. — Бібліогр.: 8 назв. — англ. 1817-3772 https://nasplib.isofts.kiev.ua/handle/123456789/212375 005.72:338.24+334.7 https://doi.org/10.12958/1817-3772-2025-4(82)-95-100 The article reveals the meaning of the concept of organizational structure; approaches to the formation of the management structure were studied, a typology of organizational structures was formed, their advantages and disadvantages, and the possibilities of application for building a competent organization were determined. The role of the organizational management structure in the effective functioning of the enterprise, in the maximum combination of various types of activities and divisions of the organization is defined. A variety of types of organizational structures are presented. The main types of organizational structures are distinguished: mechanistic structures (or bureaucratic, hierarchical) and organic structures (or adaptive, flexible). The traditional types of organizational structures existing today are described: linear, functional, linear-functional, linear-headquarters, divisional, which are characterized by a rigid hierarchy of power in the company, formalization of rules and procedures, centralized decision-making. The peculiarities of adaptive organizational structures of entrepreneurial-type organizations are revealed, which are characterized by the blurring of the management hierarchy, a small number of management levels, flexibility of the power structure, decentralization of decision-making, and widely determined responsibility in activities. The characteristics of the types of organizational structures of the adaptive type are given: cross-functional structure of organizational management; project organizational management structure; matrix organizational structures; conglomerate organizational forms of management; network organizational structure; virtual organization. У статті розкрито значення поняття організаційної структури; досліджено підходи до формування структури управління, сформовано типологію організаційних структур, визначено їх переваги та недоліки, а також можливості застосування для побудови компетентної організації. Визначено роль організаційної структури управління в ефективному функціонуванні підприємства, у максимальному поєднанні різних видів діяльності та підрозділів організації. Представлено різноманітні типи організаційних структур. Виділено основні типи організаційних структур: механістичні структури (або бюрократичні, ієрархічні) та органічні структури (або адаптивні, гнучкі). Описано традиційні типи організаційних структур, що існують сьогодні: лінійні, функціональні, лінійно-функціональні, лінійно-штабні, дивізіональні, які характеризуються жорсткою ієрархією влади в компанії, формалізацією правил і процедур, централізованим прийняттям рішень. Розкрито особливості адаптивних організаційних структур організацій підприємницького типу, які характеризуються розмиттям ієрархії управління, невеликою кількістю рівнів управління, гнучкістю структури влади, децентралізацією прийняття рішень, широко визначеною відповідальністю в діяльності. Наведено характеристики типів організаційних структур адаптивного типу: міжфункціональна структура управління організацією; проектна структура управління організацією; матричні організаційні структури; конгломератні організаційні форми управління; мережева організаційна структура; віртуальна організація. uk Інститут економіки промисловості НАН України Економічний вісник Донбасу Management Types of organizational management structures and their positive and negative aspects Типи організаційних структур управління та їх позитивні та негативні аспекти Article published earlier |
| spellingShingle | Types of organizational management structures and their positive and negative aspects Khanenko, A. Management |
| title | Types of organizational management structures and their positive and negative aspects |
| title_alt | Типи організаційних структур управління та їх позитивні та негативні аспекти |
| title_full | Types of organizational management structures and their positive and negative aspects |
| title_fullStr | Types of organizational management structures and their positive and negative aspects |
| title_full_unstemmed | Types of organizational management structures and their positive and negative aspects |
| title_short | Types of organizational management structures and their positive and negative aspects |
| title_sort | types of organizational management structures and their positive and negative aspects |
| topic | Management |
| topic_facet | Management |
| url | https://nasplib.isofts.kiev.ua/handle/123456789/212375 |
| work_keys_str_mv | AT khanenkoa typesoforganizationalmanagementstructuresandtheirpositiveandnegativeaspects AT khanenkoa tipiorganízacíinihstrukturupravlínnâtaíhpozitivnítanegativníaspekti |