STAGES OF FORMING AN EFFECTIVE ORGANIZATIONAL MANAGEMENT STRUCTURE OF A MACHINERY-BUILDING ENTERPRISE

Abstract

The article addresses both theoretical and practical approaches to the formation of the organizational management structure of a machine-building enterprise operating within the conditions of a transformational economy. It emphasizes the critical role that an effectively designed management structure plays in ensuring the strategic development, operational efficiency, and competitive sustainability of enterprises in highly dynamic industrial environments. The study systematically analyzes the main types of management structures, including functional-linear, matrix, and divisional models, evaluating their respective advantages and limitations with regard to the effectiveness of management processes, decision-making speed, resource allocation, and coordination of production activities. Particular attention is given to the alignment of these organizational models with the strategic objectives of machine-building enterprises, highlighting the need for flexibility and adaptability in response to technological advancements, market fluctuations, and evolving customer demands. The article presents the key stages in forming an optimal management structure, taking into consideration the specific characteristics of machine-building production, the processes of technical renewal, the implementation of innovative solutions, and the integration of modern information technologies. Furthermore, a step-by-step algorithm for constructing an effective management structure is proposed, which aims to enhance overall productivity, streamline operational processes, improve responsiveness to external changes, and strengthen the enterprise’s competitive position. The study argues that achieving organizational efficiency in machine-building enterprises requires a balanced combination of classical management approaches and modern adaptive strategies, ensuring that the organizational structure not only supports current operational needs but also facilitates long-term strategic growth. In conclusion, the research underscores the necessity of a context-specific approach to structuring management functions, where industry-specific factors, innovation potential, and technological capabilities are integrated into the design of the management system. This comprehensive approach contributes to more resilient, efficient, and strategically aligned enterprises capable of sustaining high performance in the conditions of a transformational economy.