Evaluation of the Organizational Management Structure of the Enterprise

Evaluation and optimization of the organizational management structure of enterprises (OMS) is an important task for management, as an effective OMS contributes to increasing overall productivity, ensures clear coordination of staff actions, and adapts the enterprise to changes in the external environment. In this context, a key factor is the development of methodologies that allow a comprehensive assessment of the management structure, taking into account the specifics of the enterprise's activities, its market position, and strategic goals. In the course of writing the current paper, it was determined that the objects of OMS evaluation are, on the one hand, management personnel, organizational structure, technologies, and information support, and on the other hand, the management processes themselves that form the OMS of the enterprise. The importance of evaluating management personnel lies in the fact that their competence, experience, and ability to interact effectively significantly influence the success of management activities. The organizational structure requires analysis in terms of optimal distribution of power and responsibility, effectiveness of communication processes, and flexibility in the face of external and internal changes. The analysis of modern research and publications in the field of management indicates significant gaps in the methods of evaluating the OMS, especially from the perspective of an integrated approach. Its main idea is to evaluate the OMS based on two key aspects: hierarchical and functional. The hierarchical component focuses on the management structure, communication chains, and power distribution, while the functional component analyzes how effectively various functional units of the enterprise achieve their goals. For evaluating the hierarchical component of the OMS, it is proposed to include the coefficient of adaptability of the organizational structure and the efficiency of communication due to their impact on management processes and hierarchical relations. These indicators reflect the organization's ability to adapt to external changes and the effectiveness of the information flow between management levels, which are key for coordinating activities and quickly adapting to new conditions, ensuring the organizational structure meets the requirements of modern business. For evaluating the functional component of the OMS, it is recommended to include the coefficient of resource utilization efficiency and the coefficient of innovation activity, as they are critically important for analyzing the productivity and innovative potential of the organization. These indicators allow assessing how effectively units use resources to achieve goals and how actively they engage in developing and implementing innovations, contributing to the growth and competitiveness of the organization. Including these indicators provide a deeper understanding of the organization's functional efficiency and identifies opportunities for improvement. The use of the matrix developed in the article will allow the visualization of the OMS evaluation results, identification of its strengths and weaknesses, and the discovery of potential directions for development and optimization. The matrix is based on a two-dimensional plane, where the axes correspond to the hierarchical and functional aspects of the OMS evaluation. Each axis is divided into three levels: high, medium, and low, allowing the classification of the effectiveness of the enterprise's OMS. Based on the positioning of the final integrated indicators in the matrix, it is possible to determine the sector to which the organization belongs to and, based on this, develop specific recommendations for improving or supporting its OMS. The results of this study will provide organizational management with a powerful tool for deep analysis and management of the organizational structure, contributing to its effectiveness and adaptability to changes in the external business environment. Considering the individual characteristics of each enterprise, the methodology and evaluation matrix can be adapted to ensure their maximum effectiveness and suitability for the specific conditions and needs of the enterprise.