Since the 1960s, almost all organizations began to develop and put into practice a completely new, more flexible organizational structure. This process was aimed at reducing bureaucracy in order to rapidly adapt to changing external conditions, including new advanced technologies. Structures of this type have been called adaptive control structures. In short, such structures can be quickly and easily changed by "adjusting" to the changing external environment and to the changing needs of the organization.
Concept
Adaptive management is aapproach that uses a set of different methodologies known as agility and tools used to manage complex and innovative systems.
Flexible adaptive management structures are characterized by constant cooperation with the client, so the scope of application is not strictly defined, and the company itself is divided into smaller parts, the so-called functionalities (divisions). Company managers also often contributechanges and corrections in accordance with the requirements and assessment of the client, focusing on working on the task entrusted to them.
Quick adaptation and openness to changes in the company is the basis of the adapted structure methodology. A separate stage of the company's functioning is not distinguished, as in traditional management.
Fundamentals of operation
Dynamic environment as well as changing customer requirements require short term planning and team commitment. Due to the lack of a clear organizational structure, a high level of discipline and communication skills are expected from employees. The manager of the company acts as a mentor. Teams are limited to just a few dozen people and are characterized by flexibility, high levels of collaboration and significant efficiency.
Individualism is another aspect that stands out in agile practices. In this case, standardization is abandoned. A characteristic feature of the adaptive management structure is a significant reduction in the number of documents. Agile methods provide a number of ways that allow you to start functioning without the certainty of achieving goals. They also suggest methods for organizing tasks in a company to ensure that the team is doing the right things in the management process.
The methods offered as part of an adaptive management structure are not suitable for all types of organizations, especially very large ones, for whichsignificant technological costs are required.
Characteristics of structures
The basis for the functioning of adaptive control structures is characterized by:
- lack of strict bureaucratic regulation of managerial work;
- lack of deep specialization;
- certain levels of government;
- flexible management structure;
- decentralized nature of the decision-making process.
These types of structures can be compared with others in a number of ways.
Let's compare adaptive control structures with divisional types. The former will be more flexible and can be adapted to changing industrial and environmental requirements.
As a result, the basis for the functioning of adaptive control structures is characterized by the following relevant features:
- focus on the prompt implementation of complex projects and programs;
- solving difficult issues;
- ability to change shape relatively easily and painlessly;
- quick adaptation to the changing life cycle of the firm (i.e. adaptive structures are usually created temporarily to solve certain problems, in order to carry out different programs and projects);
- formation of governing bodies on a temporary basis.
Shaping basics
The following is a list of the main goals and principles that guide the use of adaptive methodologies in the management of a company:
- flexible and adaptable to dynamically changing customer needs and expectations (hence the term "agile");
- creating valuable and innovative solutions for both the company and consumers at every stage of management;
- minimize costs by reducing production schedules;
- focus on management and management team members;
- increasing motivation among employees without stress;
- close cooperation with customer;
- simplicity and self-organization of the management team;
- customer satisfaction through speed and regularity of processes;
- risk minimization.
Strengths of adaptive structure
The strengths of an adaptive organizational management structure include the following factors:
- Adaptive management is constant close cooperation with the client, despite the lack of a way to achieve the company's goals. All of this emphasizes high levels of customer satisfaction and aims to deliver maximum business value.
- Easy adaptation and quick management changes.
- Unlike traditional management, it is not necessary to specify the full range of tasks during the initial period of management processes.
- The level of independence of process participants who take responsibility for completed tasks is increasing.
Weaknesses
Among the disadvantages are the following points:
- Large companies and their projects are still implemented using traditional management models, because flexibility in adapting to changes is not required, and project conditions are not so volatile.
- Lack of concentration on task control.
- The management team must be highly experienced, highly skilled and highly motivated, which is often difficult to achieve.
- Only works in small teams.
- All attention of the management team is focused on achieving the final result. Other aspects of management, such as market research, selection of appropriate team members and special training, risk management, legal and formal aspects, and others that are implemented in the traditional methodology, are ignored.
Varieties
Among the adaptive organizational structures of management, the following types are distinguished:
- matrix;
- project;
- problem target;
- program-targeted;
- structures that are formed on a group approach (brigade, command);
- network.
Let's consider the features of each of them.
Matrix structures belong to adaptive control structures. Their feature is the separation of the rights of managers who manage departments. The specificity of this structure is that each employee has two managers at once withequal rights. One manager is a direct functional service manager. He has the full range of powers to manage the tasks assigned to the company. The second leader is a project manager. The system of dual subordination of an employee within the framework of functional and project management characterizes the features of this structure.
Among the types of adaptive management structures, design structures are noted. They represent the ability to manage complex activities. Within the framework of these structures, coordination and integration of managerial influence is required. Characteristics are strict restrictions on terms, costs, and quality of work. The use of these structures is possible in the development and implementation of a complex organizational project.
Among the adaptive types of management structures, a brigade form is distinguished. With this form of organizational structure, teams of 10-15 people are formed at the enterprise, including designers, technologists, economists, workers to perform a specific task and manufacture products.
Adaptive organic management structures include problem-target. It is formed according to the following principles:
- target approach means building a structure according to the target tree;
- principle of complexity in calculating the number of managers;
- Orientation to the problems of the company, that is, the formation of departments in accordance with the identified difficulties;
- focus on specific products (product markets);
- mobility and adaptability to change.
Such a structurecan be formed based on the number and depth of principles and requirements for formation, based on the company's goal tree.
A multifunctional design block is usually created for a specific new purpose, either temporary or permanent. This block allows you to concentrate the efforts of all areas of work of the company's divisions on achieving the set goal, the work program to achieve the specified task.
The main goal of project departments is to introduce horizontal links for the interaction of different departments in the course of their work to fulfill the plans that are implemented by these project departments. At the same time, line departments produce several projects at once under technical supervision. Administrative management is simultaneously carried out with the introduction of top line managers.
The right of design departments to make decisions and implement technical recommendations is based on the granting of appropriate powers to the governing body of the company.
Performance-based management structures, thanks to the presence of technical managers for each project, have the highest productivity and ability to implement difficult tasks.
The main condition for successful activitytarget management structures is the precise distribution of power between the design and line departments.
Structure benefits:
- possibility of rapid refurbishment in changing conditions as part of project changes;
- interaction between different departments to achieve the best goal;
- centralization of line management functions.
Disadvantages include:
- multi-stage decision-making;
- different subordination of program executors;
- high resource intensity.
Network organizational structure is a hybrid solution that combines divisional and matrix management structure.
Common examples are chain stores with a common corporate style, basic assortment, a single information system, etc.
Networks can be connected by brand, corporate identity, information system, salespeople, product range, staff training programs, etc.
A prerequisite for the operation of the network is centralized management, centralized multifunctional structural departments for the main issues of work.
Networking is a solution that allows you to get a productive version of the distribution of powers and connections, as well as autonomy and the required centralization. Network organizational structures are more productive in geographically dispersed companies with a single corporate identity, which ensures the visibility of the organization, regardless of where it is located.
Comparison with mechanistic structures
The differences between adaptive and mechanistic organizational management structures are presented below.
| Responsive style | Mechanistic Style |
| Focus on delivering functionality | Orientation to the division of tasks |
| Plans are a hypothesis, not a prediction | Plans are forecasts for the future |
| Success is understood as the ability to adapt to changing conditions | Success is understood as compliance with a previously established plan |
| High-precision early-stage plan | Detailed plan developed for the entire company |
| The reasons for deviations from the plan are analyzed and provide information to change the plan for subsequent stages (adaptive management) | Deviations from the plan are treated as management errors and require minor improvement (corrective action) |
| Change management is the driving force behind organizational innovation processes | Change management often manifests itself in bureaucratic procedures that block change |
| Dedicated to building a self-organizing, self-disciplined management team | Oriented to procedures and methodscontrol and micromanagement of project tasks |
Comparison with bureaucratic structures
To compare bureaucratic and adaptive organizational management structures, use the table below.
| Criterion | Bureaucratic | Adaptive |
| Control hierarchy | Tough | Blurry |
| Development of vertical and horizontal links | Very developed verticals | Horizontal lines are very developed |
| Control type | Permanent | One manager, many projects |
| Management policies and procedures | Highly regulated | Weak formalization |
| Formalization of labor relations of managers | Narrow duties | Wide responsibilities |
| Management decision making | Centralization | Decentralization |
| Division of labor of managers | Narrow specialization | Broad specialization |
Conclusion
The concept of adaptability is related to the problem of ensuring the flexibility of the management system while maintaining the parameters of the efficiency of a business entity.
In the framework of modern ideas about management structures, adaptive ones are understood to be those that are more in line with the dynamic conditions of the external environment. In this sense, they are considered more fluctuating.
Main features of organic adaptive governance structures:
- the ability to easily change shape and instantly adapt to external conditions;
- speedy implementation of projects and quick resolution of tasks;
- time limit;
- Governments may be temporary.
