Typical functional structures of a commercial service major factors. The organizational structure of a commercial bank and directions for its improvement

At the top level of this structure, there are five departments: the customer service department, the treasury, the banking support department, the accounting and reporting department and the analysis and development department.

The duties of the employees of customer service departments include full customer service for all types of services provided by the bank. These employees must be able to explain to the client the rules for providing services and give their recommendations on possible operations. They should also initiate communication with the client, monitor his financial condition and financial flows, create comfortable service conditions for him, reasonably convince and provide qualified advice on the state of the banking services market and the situation in the financial sector.

Within this subdivision, three departments can function: the department for working with individuals, the department for working with legal entities, the department for working with VIP-clients, sometimes there can be a department for working with special clients. The latter category may include, for example, VIP-clients who carry out a specific set of transactions with very large amounts.

The Treasury is engaged in the management of financial flows, attraction and placement of resources, work in the financial markets. It also provides control and management of liquidity, positions, various budgets and limits.

The Banking Operations Department unites all divisions that ensure and support the execution of operations. In the diagram [Appendix 1], the department of accounting and reporting is singled out separately, although it would seem that it should refer to the services that provide operations. The special allocation of the accounting department seems to me to be quite logical and justified for Belarus, since there are a very large number of accounting employees in domestic credit institutions, the work they perform is very important and the requirements for the quality of its execution by the regulatory authorities are very high (complicated accounting, many different reporting forms, various certificates, etc.).

The Analysis and Development Department searches for and implements ways of possible improvement of banking services, controls the quality of their implementation, prepares materials for their technological description, conducts marketing campaigns, and analyzes the current state of the bank.

With such a structural division, the goals of each of the divisions are very transparent. The goal of the customer service department is quality service, the goal of the support services is to carry out operations with minimal costs at the required level of quality and characteristics, the development department is only responsible for moving the bank forward, introducing new products and services, analyzing market conditions, etc.

The customer-centric divisional structure typical of many foreign banks is a more complex model of the consumer divisional structure. There are two levels of government in this structure. One (lower) is the operational level. It, in turn, is divided into FRONT and BACK offices. Another (higher) - HEAD office (head office) - represents the level of general management and development. The task of the operational level is to provide customer service and carry out their own transactions. The FRONT office provides only customer service, while the BACK office provides the entire range of operations necessary for this service. The HEAD office is responsible for general management, development, analysis, marketing and financial management. For such organizational structures, the division of accounting (in our understanding) into two levels is typical: main (or main) accounting and operational (or auxiliary). General accounting refers to the HEAD office. Her competence includes the definition of accounting methodology, accounting regulation, control and internal audit, tax management, consolidation and analysis of reports of subsidiary accounting departments, interaction with regulatory authorities, data correction, etc. Subsidiary accounting departments ensure that transactions are reflected in the accounting registers in accordance with the requirements of the general accounting department.

A distinctive feature of the matrix structure is the presence of two jointly functioning, superimposed structures. The consequence of this overlap is the double subordination of some of the employees involved in the project work. In such structures, in addition to the main organizational structure and, accordingly, basic tasks, separate tasks periodically arise, the solution of which is carried out by projects specially formed for this. They are made up of employees from different departments who are most suitable for solving a particular task and are managed by a dedicated "project management". The project management has all the powers necessary to complete the assigned task. After completing the task, the project is disbanded. At the same time, the basic structure can be both conventional - functional, and divisional - consumer-oriented.

Thus, it can be noted that the organizational structure is nothing more than a way of managing a commercial bank. In theory, there are 5 main types of organizational structures: mechanistic, organic, design, matrix and mixed. At the same time, it can be argued that at the present stage, commercial banks do not apply one or another organizational structure in its pure form, but use a symbiosis of two or more of the above organizational structures.

2. Comparative analysis of banks' structures. The choice of the organizational structure and the practical implementation of the program for the restructuring of commercial banks

The diversity in the field of building banking structures is now fully manifested. It is unrealistic to consider and list all combinations of possible structures. Therefore, for each banking institution it is necessary to look for some decisive rules, criteria, grounds for organizational changes. You should also look at the analogies and schemes that were applied in other banks, firms, at other times. But, even being guided by this consideration, it is necessary to understand that there is still no ready-made solution. It needs to be created using well-known algorithms and examples on your own or with the help of consultants within the framework of a special procedure for the technology of organizational development, which we successfully apply in solving such problems.

It should be noted that the advantages of one structure over another cannot be argued. So, for example, it would be wrong to believe that the matrix structure is the most optimal in modern conditions. All of the above organizational structures have both advantages and disadvantages and their practical use is dictated by the individual characteristics of a particular organization, its size, list of products or services, geographic distribution, etc. But, nevertheless, based on the activities of many organizations, one can try to assess the merits and demerits of organizational structures.

So, the functional structure , despite all its negative qualities, it is still quite common and is the most optimal for small organizations with a limited range of products and services, as well as for serving large corporations. The disadvantages of such structures, which are especially evident with the growth of the organization, are the traditional conflicts between departments, their interest in achieving their goals and solving their own, and not common tasks, fragmentation, forcing clients to communicate with different performers in different departments engaged in their current work. However, there are advantages to a functional structure. This is simplicity, transparency, improved coordination in functional areas, no duplication of functions and work, centralization of the use of material resources. The specialization of the employees ensures the steady growth of their professionalism.

Customer-oriented divisional structures , are the most common for most foreign credit institutions. Other forms of divisional structures are practically not found in the financial sector. Such structures are ideal in a situation of fierce competition and struggle for each client, because they can organize the best service. They are distinguished by higher controllability of processes and better coordination of all activities. They are characterized by clarity and clarity of goals and objectives. The main disadvantage of such structures is the duplication of some functions and, as a consequence, high cost. Moreover, it should be noted that this negative trait manifests itself mainly in organizations with a small number of employees. However, despite this, divisional structures are beginning to take root in many banks and the choice of a specific type of consumer divisional structure depends on the characteristics of the bank and the clientele it serves. Another disadvantage, which is inherent in all mechanistic structures, including divisional ones, is their insufficient adaptability to changes in the external environment and not focusing on a quick and well-coordinated solution of new and new problems that constantly arise before modern organizations.

Design structures are designed to address specific large-scale challenges facing the bank, such as introducing credit cards or home banking. This requires a separate management of this project from the bank, which would allow, in the shortest possible time, with maximum efficiency and without prejudice to the bank's core activities, to develop and introduce a new banking product.

After putting into operation the conceived system, a design organization specially created for these purposes, which includes a group of specialists and bank executives, is disbanded.

Thus, project structures are temporary organizational formations introduced into the current structure of the bank and are relatively autonomous in terms of project management and are effective in solving a separate task.

Matrix structures, combining all the advantages of functional and divisional structures, are devoid of many of the disadvantages noted above. They effectively and quickly solve many constantly emerging problems, creating separate projects for their solution. They perfectly adapt to today's unstable external environment. Therefore, matrix organizational structures built on the basis of client-oriented divisional structures are deservedly recognized today as optimal for credit institutions, especially for small banks. However, it is necessary to take into account the disadvantages inherent in matrix structures, namely: excessive complexity arising from double subordination, ambiguity in the division of powers between functional or divisional and project managers.

All of the above organizational structures are also characterized by the degree of centralization, which depends on the size and financial stability of the bank, the location of its branches. The choice of a rational degree of centralization of the bank's activities is a very difficult question, the solution of which must be sought for each bank separately. Each of the structures, differing in the degree of centralization, has its own advantages and disadvantages, which must be taken into account when delegating authority to lower levels of government. The lower levels of the bank always (and quite rightly) strive for a greater degree of decentralization, since from below, in direct contact with customers, all the shortcomings and the most promising areas of management are better visible.

A clear delineation of the functions of the center and grassroots management elements in the best way balances the interests of structural divisions and the bank as a whole. Decentralization of bank management depends on computerization, increasing the stability of banks, the development of credit risk insurance, and the qualifications of bank employees.

The introduction of new types of services, wide diversification of banking services, entry into new markets, globalization of the banking system, gives rise to the question of the forced restructuring of commercial banks at the present stage. This issue is especially topical for commercial banks of countries with economies in transition. However, it is worth noting that the organizational structure cannot be modified too often. Making changes to a bank's structure is a rather complicated process that requires taking into account a number of specific factors.

The structural organization requires appropriate retraining of personnel, since almost all organizational changes are associated with improving the quality of customer service, expanding the market, increasing the volume of transactions and introducing new, more advanced technologies and methods of work.

Changes in the structure of the bank associated with the expansion of the scope of activities and the proposal of new products are accompanied, as a rule, by the introduction of new specialists into the staff in certain branches of banking and other types of activity. However, any change in the bank's staff can disrupt the well-established communication process and coordination of the activities of individual services. The intensive development of all new types of banking products and additional services is accompanied by an increase in the staff of banks and constantly emerging problems in the coordination and management of the activities of numerous divisions of the bank.

Commercial Organizational structure commercial banks………………………… 9 1.4 Functions commercial banks…………………………………………… ... 17 2. Activities commercial banks………………………………………… ..22 2.1 Passive operations commercial banks ...

In order to increase the effectiveness of its activities, a commercial intermediary network must be competitive in the system of all links in the sphere of commodity circulation. It needs to widely use modern principles of management and marketing, constantly introduce the latest forms and methods of wholesale trade, using the best world experience in this area, and actively develop services based on the latest principles of market interaction.

Often one has to deal with a very simplified idea of \u200b\u200bthe organizational forms and structure of management as an established set of management bodies and economic units with their inherent functions for each type of commercial intermediary activity. With this approach, the existing composition of linear and functional services is often mechanically transferred to the structure of new organizations, regardless of their specifics and tasks facing them, without analyzing their suitability and necessity in new conditions, without thoroughly substantiating all elements of the management system.

The adaptability of the structure to changing conditions of functioning is closely related to such parameters of the organizational structure as the level of management structuring (centralization of management and standardization, the level of concentration of powers, the level of use of linear management methods), the level of auxiliary functions not related to direct management, - transportation , catering and travel arrangements for workers, etc.

Organizational forms of management and their structures are a category as dynamic as the currently developing market in Russia. The newest and one of the most profitable elements of commercial and intermediary activity, as noted above, is the actively included service sector for the clientele. It was this area that initiated the emergence of new forms of business management in modern conditions.

When developing organizational forms of management of a commercial intermediary system, all conditions and factors of its effective functioning in the economic mechanism should be taken into account. This, in turn, requires multivariance and heterogeneity of organizational and structural decisions in the management of this system, as well as a possible more complete typification of organizational forms of management. However, typification is advisable only when it is based not on the past, obsolete forms of management, but on progressive organizational forms that have a high perspective in the future. This requires not only a competent analysis of the existing structures and the resulting performance indicators of commercial links in the sphere of circulation, but also predictive modeling.

In modern conditions of market development, the creation of structures for managing commercial activities should be carried out taking into account timely restructuring.

The restructuring of a company is defined as "a purposeful transformation of technology and management based on the choice of its competitive strategy in a changing environment and leading to a change in its production, organizational and information structure, and, if necessary, its organizational and legal status."

Restructuring requires the creation of such flexible organizational structures that can maximize all the combined opportunities for the provision of a wide range of services in accordance with the changing structure of requests.

The most effective of the whole range of wholesale and commercial enterprises were firms with a mixed form of ownership.

As a result of the ongoing process of concentration of commercial and intermediary activities in the system of larger wholesale enterprises of mixed ownership and the further consolidation of such enterprises in the sphere of circulation, their number will increase, the decrease in sales volume will stop, and warehouse sales should increase.

In accordance with this forecast, conditions will be created to expand the range of functions performed by commercial structures in the sphere of circulation, in particular, leasing and other services. Naturally, they directly affect the solution of problems of the development of organizational forms and the construction of organizational structures for the management of commercial and intermediary activities.

The organizational structure of the management of the wholesale intermediary link is a set of interrelated and interdependent elements, functioning as a single dynamic system and aimed at satisfying the numerous needs of the market while simultaneously receiving the intended income and fulfilling the social mission to society.

The main constituent elements of any organizational structure are management bodies, internal structural subdivisions with performers, which make the formal structure mobile. When creating and developing organizational structures, it is important to constantly follow the basic principles of their construction. At the same time, all the links of the structure, the number of performers should be optimal, excluding parallel duplication, and the created structures should be flexible, mobile with operational adaptation to numerous unpredictable market changes, and most importantly, they should function rhythmically without failures to achieve the goals set for the company. At the same time, it is necessary to comply with such principles as the correspondence of rights and obligations between performers and managers at all levels of the management hierarchy, personal responsibility and constant control over the timing and quality of the tasks being solved.

The construction of organizational structures should be carried out taking into account the following factors: the total number of AUP and workers, the type of commercial and intermediary activities; ranking of product markets for effective participation; volume and range of products sold or purchased; the number of possible and 4actual suppliers, consumers; the most optimal form of wholesale trade and efficient methods of delivery of goods; the maximum acceptable for consumers norms of shipment of products and goods; types of current and potential commercial services provided; the presence of the main elements of the market infrastructure, including transport, communications; service and quality provision of clients, etc.

When assessing the effectiveness of the functioning of the organizational structures of building wholesale and intermediary organizations, it is necessary to take into account the classification factors, the determining of which are:

1.Kind of activity, i.e. the main function performed in the field of purchase and sale of goods, as well as the implementation of a complex of commercial and service services to clients. This factor must be considered taking into account the influence of the territorial feature. So, wholesale enterprises located near the manufacturer, that is, in the production area, are called exit bases and, as a rule, carry out sales trade with the simultaneous provision of a set of production services for selection, sorting, and assembly of products according to consumer orders. The operation of such output bases allows manufacturers to free themselves from performing sales functions within a certain territory.

Another type of functioning trade and intermediary structures can be attributed to bases whose activities are geographically remote from the manufacturers of products. Such bases in the practice of Russian entrepreneurship are called trading bases. Their functional purpose is to purchase products from manufacturers in various regions, including from enterprises - outlet bases for the subsequent sale of goods to medium and small enterprises of the retail trade system. Research has shown that in the wholesale zone of the consumer cooperation system there are about 90% of such trading bases.

In general, in the material and technical supply industry, two large groups of trading enterprises can be distinguished: supply and sales. Supply companies and organizations account for about 90% of their total and warehouse sales volumes.

2. The next factor in the organizational structure and functioning of commercial structures is their specialization.

The practice of trade in consumer goods makes it possible to distinguish between mixed, universal, specialized and highly specialized firms.

The assortment of mixed wholesalers includes groups of both food products and non-food products. In universal - a wide range of types of food or non-food products. Specialized wholesalers and firms trade in several or one group of goods of a certain type of industrial or non-industrial assortment.

With the development of market reforms in the field of material and technical supply and sales, large wholesale and intermediary structures that previously functioned in the USSR Gossnab system emerged. Today, in the commodity market, they operate as independent wholesale and intermediary firms and companies, which mainly have the rights of legal entities with a mixed form of ownership, such as joint stock companies. Most of them specialize in certain regions in the supply of metal, timber, building materials, engineering and instrument products.

In the cities of regional subordination, there are wholesale trade enterprises, wholesale trade centers, intermediary firms, mainly of a universal nature of activity.

3. An essential classification factor for the functioning of commercial units is the immediate area of \u200b\u200bactivity, ie, the differentiation of commercial structures in the territory of customer service - from federal wholesale enterprises, republican, regional to regional, inter-district and district.
4. The factor of departmental affiliation also differentiates the commercial structures of the sphere of commodity circulation, depending on their subordination to individual ministries, departments, state federal, republican and local authorities. In accordance with this factor, powerful departmental commercial structures function in transport, industry, trade, agriculture and in other particularly important sectors of the economy.
5. It is quite obvious that any formation of a wholesale intermediary link begins with a consideration of the factor of ownership, which at the legislative level has many forms in Russia, including private, state, municipal, mixed, etc.

The organizational and legal forms of enterprises are determined by the Civil Code of the Russian Federation. The peculiarities of the way of action of enterprises (organizations) of various organizational and legal forms are established by federal laws of December 26, 1995 No. 208-FZ

"On joint-stock companies", dated December 31, 1998 No. 193-FZ "On limited liability companies", dated July 19, 1998, No. 115-FZ "On the peculiarities of the legal status of joint-stock companies of workers (people's enterprises)", dated 14 November 2002 No. 161-FZ "On state and municipal unitary enterprises", dated June 14, 1995 No. 88-FZ "On state support of small business in the Russian Federation", dated August 8, 2001 No. 129-FZ "On state registration of legal entities "and so on.

A legal entity, according to Art. 48 of the Civil Code of the Russian Federation, an organization is recognized that owns, economic management or operational management of separate property, is liable for its obligations with this property and can, on its own behalf, acquire and exercise property and personal non-property rights, bear obligations, be a plaintiff and defendant in court.

Commercial organizations are created to conduct business and, accordingly, make a profit. When creating a commercial organization for conducting trading activities, an entrepreneur must take into account the features that each organizational and legal form has, and choose the most optimal of the firms in terms of strategy and tactics of doing business, type of business, his financial capabilities, market specifics, partners and etc.

According to the organizational and legal form, the following types of commercial organizations are determined:

o full partnership;
o limited partnership (limited partnership);
o production cooperative (artel);
o limited liability company;
o company with additional liability;
o closed joint stock company;
o open joint stock company;
o joint-stock company of workers (national enterprise);
o unitary enterprise.

A general partnership is an organization whose participants (general partners), in accordance with the agreement concluded between them, are engaged in entrepreneurial activities on behalf of the partnership and are responsible for its obligations with the property belonging to them (Article 69 of the Civil Code of the Russian Federation). The need to attract borrowed funds to general partnerships allows them to be re-registered as limited partnerships.

A limited partnership is one in which, along with the participants who carry out entrepreneurial activities on behalf of the partnership and are responsible for the partnership's obligations with their property, there are one or more investors (limited partners) who bear the risk of losses associated with the activities of the partnership, within the amount of their contributions and do not take part in the implementation of entrepreneurial activities by the partnership (Article 82 of the Civil Code of the Russian Federation).

A production cooperative (artel) is a voluntary association of citizens on the basis of membership for joint production and other economic activities based on their personal labor and other participation and the unification of property shares by its members (participants) (Article 1 of the Law of May 8, 1996 No. No. 41-FZ "On production cooperatives").

Business companies (limited liability company and additional liability company; closed and open joint stock companies; national enterprise) are commercial organizations created by one or more persons by combining (separating) their property for conducting entrepreneurial activities.

A limited liability company is a company established by one or several persons, the authorized capital of which is divided into shares of the size determined by the constituent documents (Article 87 of the Civil Code of the Russian Federation, Article 2 of the Law of February 8, 1998 No. 14-FZ "On Limited Liability Companies" ).

An additional liability company is a company founded by one or several persons, the authorized capital of which is divided into shares of the sizes determined by the constituent documents. Its main difference from a limited liability company is that here the participants jointly bear subsidiary liability for its obligations with their property in the same multiple of the value of their contributions for all to the value of their contributions defined in the constituent documents (Article 95 of the Civil Code of the Russian Federation).

A joint stock company is a commercial organization, the authorized capital of which is divided into a certain number of shares, certifying the obligations of shareholders in relation to the company.

Joint-stock companies can exist in two organizational and legal forms: open and closed. They differ among themselves in that the shares of an open joint-stock company are distributed by free subscription, and in a closed joint-stock company, only among its founders or other, predetermined circle of persons. In addition, the number of participants in a closed joint stock company, according to the law, must not exceed 50. If this number is exceeded, the CJSC must be transformed into an OJSC (open joint stock company). The minimum authorized capital determined by law is also not the same for joint stock companies. For a closed joint stock company, it is set at 100 minimum wages, and for an open joint stock company - 1000 minimum wages.

A unitary enterprise, in accordance with paragraph 1 of Art. 113 of the Civil Code of the Russian Federation,

a commercial organization established by the state or a local self-government body for entrepreneurial purposes or for the release of especially significant goods (production of work or rendering of services) is recognized, which is not endowed with the ownership right to the property assigned to it by the owner. In relation to this property, they have a limited property right - economic management or operational management. The owner of the property of a unitary enterprise is its founder.

The main tasks in the activities of commercial structures in the sphere of commodity circulation are the complex use of economic, organizational and legal levers in order to provide a high level of customer service, as well as the provision of services of a commercial, industrial and service nature with the simultaneous receipt of profit and the necessary image in society.

An approximate organizational structure of a wholesale and intermediary firm is shown in Fig. 6.3.

Figure: 6.3.

When organizing wholesale intermediary activities, commercial structures perform, as a rule, the following functions:

o study the supply and demand for goods and services with the simultaneous identification of sources of coverage of needs in society;
o carry out purchases in accordance with the concluded agreements, contracts and orders;
o participate in the organization and conduct of foreign economic activity at all the numerous stages of the movement of goods from manufacturers to the end consumer;
o organize commercial relations using various forms and methods, including the public relations system on parity and mutually beneficial terms for all business participants.

A flexible strategy, constant search for new methods of work, serious market research provide commercial structures with a strong position in the commodity markets in the face of intense competition.

The most important sign of the successful functioning of organizational forms of management in modern market conditions of management is their diversification orientation.

Diversification of commercial activities is an objective phenomenon that arises at a certain stage in the development of the reproduction process due to the penetration of wholesale intermediary structures into new industries for themselves in order to ensure a stable position in the market and maximize the satisfaction of aggregate needs in society.

Wholesale and commercial firms should pre-form the necessary size of the diversification fund, which would allow timely restructuring of the commercial orientation of the company, taking into account market requirements.

In fig. 6.4 the main directions of using the diversification fund are proposed.

Figure: 6.4.

Diversification has become widespread in trading houses.

Trading houses in the field of commodity circulation represent a special form of commercial activity. The legal basis for their creation was the decree of the Council of Ministers of the USSR of July 29, 1990 No. 712 "On improving retail trade and the provision of services for foreign currency in the USSR" and of June 19, 1990 No. 590 "On approval of the Regulations on joint stock companies and limited liability companies and regulations on securities ".

It is known that a trading house is a free associative union of like-minded people on a voluntary basis, with trade, production, transport, construction enterprises and organizations, as well as banks and insurance companies joining it. As a rule, trading houses are created in the form of a joint stock company.

Trading houses are making significant efforts to attract foreign investment in the domestic industry. For example, the activities of the international trading house "RICO" in Moscow are not only an expression of trade functions for buying and selling within the country and abroad. The scope of his activities is much wider. Through the efforts of RICO, foreign investments were attracted in various industries: oil production and refining, aviation and mechanical engineering, non-ferrous metals processing, information technology, ecology and medicine. With the participation of the trading house, the following were created: a medical rehabilitation center in Russia, a Russian-American center in Chicago. With the help of MTD "RIKO", the reconstruction of the Gagarin square in Moscow was carried out, the production of mobile complexes for lifting sunken timber was organized, and the development of the unique Novomikhailovsky oil and gas field in Khakassia was carried out.

The activities of MTD "RIKO" for the implementation of attractive projects are provided by:

o expert appraisal of projects, on the basis of which the feasibility of their financing is considered;
o selection of partners interested in the implementation of this or that profitable project with the possible creation of a target financial and industrial group for the complex solution of tasks for the implementation of the project - from financing to the supply of raw materials and the sale of finished products;
o preliminary research of a possible sales market for new products with the simultaneous identification of demand for it and the approximate level of the sales price of the product;
o preparation of a comprehensive business plan for submission to government agencies and potential investors in order to attract investment and obtain profitable subsidies and subsidies.

Foreign economic relations allow trading houses to quickly respond to the changing situation in world commodity markets, organize the production and sale of competitive goods, and also reduce distribution costs due to favorable conditions for functioning in the external market.

The main objectives of the trading houses are:

o unity of strategy and tactics of behavior in order to actively adapt to the changing needs of buyers while simultaneously influencing the formation of demand and its stimulation;
o prompt response to the changing conditions of the national and world commodity markets;
o activation of domestic and foreign economic activity due to diversification of commercial activities, search for new segments of product markets while maintaining the same market share;
o Concentration of efforts to reduce total costs, ensure a decent quality of customer service and create a high image in the eyes of society, primarily through sponsoring and patronizing socially oriented projects.

On the Russian market, trading houses are representatives of small and medium-sized businesses with a fairly wide range of activities - from highly specialized to universal.

Among the main features of the classification of their construction and functioning, the following should be highlighted:

1. By the degree of integration into production:
- o trading houses with a weak connection with the production of products, which are mainly engaged in purchasing and wholesale and retail sales. An example of this type of activity may be the trade house "Uzbekistan", created as a joint venture founded by FCC "Roskontrakt" and the Uzbek State Joint Stock Association for Contracts and Trade "U zkontrakttorg";
- o trading houses operating directly at factories and factories and selling domestic products of these industrial structures. An example is OJSC Confectionery Concern "Babaevsky", which includes: OJSC "Babaevskoye", OJSC "Rot-Front",

OJSC Yuzhuralkonditer, CJSC Sormovskaya Confectionery Factory, CJSC Novosibirskaya Chocolate Factory, a chain of trading houses in Murmansk, Orenburg, Smolensk, Kazan, Omsk, Tambov, Krasnoyarsk, as well as in Belarus. It is known that the fiercest struggle on the confectionery market is with the Western companies Nestlé, Mars, Cadbury, which have already bought a number of enterprises in Russia, have adapted to Russian tastes and produce new brands of chocolate. Therefore, the emergence of a new powerful network of trading houses will seriously compete with Western firms in Russia. More than 40% of sales go through this proprietary network of trading houses. In the future, it is planned to increase this volume to 70%, the rest of the sales will be carried out through the distribution network and direct retail;

o the most rare type of trading houses are wholesale and intermediary firms deeply integrated into production, which take part in placing new orders and in forming a production program with an attractive product range for the market.
2. By the nature of the activity:
- o trading houses performing purely intermediary functions by the type of activity of brokerage houses;
- o trading houses performing the role of dealers in the market, that is, the company is focused exclusively on its own trading activities on its own behalf and at its own expense;
- o the company functions as a commercial center by creating an information bank and selling commercial information about the state of markets, competitors, and also provides advertising services;
- o trading houses fully integrated into production and performing supply and marketing functions in accordance with the needs and development strategy of industrial production.

Trading houses, as already noted, are, as a rule, joint-stock companies headed by a board of directors with a chairman, president of the company, vice-presidents and executive management, performing operational management and control over the activities of the company, its branches, including foreign ones.

Management bodies carry out their activities in two directions:

- firstly, they deal with general problems of corporate governance, that is, they solve the issues of marketing activities, investment policy, planning, both strategic and operational in general for the trading house, financing and personnel management;
- secondly, they directly manage the product divisions, in which each department is responsible for its own group.

The organizational structure of trading houses is flexible and dynamic, it is constantly changing in accordance with the requirements of the market, as well as with the development of new types of activities, goods and services.

Japanese companies had a significant impact on the formation of the existing Russian models of organizational structure of trading houses. These trading houses represent a trade monopoly in Japan that trades everything from needles to space rockets, and most of them function as multinational companies operating through officially registered branches around the world. Moreover, the Japanese company Mitsui Busan is the third largest exporter of goods from the United States.

The approximate organizational structure of the trading house is shown in Fig. 6.5.

To carry out and implement the main activities, a team of like-minded people is created, in which experienced merchants, commodity specialists, planners, technical specialists, marketers and service personnel are invited.

Figure: 6.5.

Among the internal divisions, the most important links are:

o marketing and sales department. It is advisable to include groups (sectors) for marketing research, planning and strategic forecasting, for relations with the means of advertising distribution and public relations, as well as a sector that solves the issues of logistics support of customers and the provision of services related to the preparation of products for industrial consumption and service. ;
o department of the organization of trade and services, in which it is advisable to include such groups (sectors) as the group responsible for organizing the sale of goods; a group for organizing trades, fairs, exhibitions, auctions, closed and open tenders; a group for the provision of organizational and methodological, information, commercial and consulting services;
o planning and economic department includes: a group of strategic and operational intrafirm planning; group of economic analysis and prospective forecasting of the development of production, trade and other profitable areas of commercial activity; a group for monitoring and evaluating the implementation of commercial activities;
o the contractual and legal service is designed to resolve and ensure the legal and legal execution of contracts, agreements and orders with clients, arbitration issues and the entire range of claims, as well as, if necessary, act with the General Director as a defendant or plaintiff in the state arbitration court and other legal authorities. In small trading houses, it is advisable to resolve these issues through a legal adviser invited under an employment agreement;
o The finance and investment department controls the redistribution of the company's internal cash flow, including the timely formation of an investment portfolio with the subsequent redistribution of finance for the acquisition and investment of direct and portfolio investments, the search for a profitable circle of investors in order to effectively implement the financial policy of the trading house and gain a solid places in the market.

An important role in organizing the effective commercial activities of the trading house is played by the divisions that manage the material flow.

Subdivisions of warehouse, transport and wholesale trade systems perform complex activities, including the entire set of operations related to warehousing, loading and unloading, as well as the physical movement of goods to end consumers.

The performance of these divisions largely determines the results of the trading house's performance of the entire set of business operations and the quality of customer support.

An important role is played by the speed of order fulfillment, which directly depends on the correct choice of the optimal forms of wholesale trade and cargo delivery routes, the rational use of mobile transport, the trouble-free operation of warehouse handling equipment and a network of repair and service services.

MTD "Russia" with an extensive agent network is famous among the trading houses of Russia. The trading house mainly serves the needs of firms and small and medium-sized businesses, that is, organizations that do not have the opportunity to purchase large wholesale quantities of goods. Trading house "Russia" provides numerous services, including those related to the purchase, sale and promotion of goods, as well as the provision of commercial and intermediary services and production services. Services rendered by MTD "Russia" are cheaper for clients than other trade and intermediary organizations.

MTD "Russia" is directly subordinate to the Moscow Government. The effectiveness of the work of MTD "Russia" depends on the firm's great efforts in the field of performing work on market research, finding a product niche both domestically and abroad, organizing and holding international fairs, exhibitions and providing consulting, advertising and service services at the request of numerous partners ... Trading houses in their economic and commercial activities have certain advantages, primarily due to:

o integration of production, trade, financial and other types of activity, which creates an opportunity to form a sufficiently flexible and optimal structure that effectively solves the main tasks facing the workforce;
o availability of a warehouse base, transport facilities, means of communication, which makes it possible to create mobile transport terminals that facilitate the use of progressive forms of goods movement;
o formation of a sufficiently strong financial base due to close internal interaction with banks, financial and credit institutions, which makes it possible to strengthen and develop the market infrastructure of the trading house, as well as to implement a profitable investment policy. A specific feature of the functioning of trading houses is active penetration into the sphere of material production of goods. On the Russian market, they do not limit their activities within the framework of one product group and in one commercial direction, but are multipurpose entities, since they carry out not only commercial activities, but also production, research, and financial and credit.

In the process of managing any organization, an enormous role belongs to the organizational structure, since it is with its help that approaches and management methods are structured and formalized, groups of performers are determined, control systems and intra-organizational relationships are developed, that is, all the necessary actions are carried out to achieve the set goals. Thus, it is obvious that the life of the organization depends on the correct choice of the organizational structure, on its successful functioning and the ability to renew itself in connection with rapidly changing external conditions.

Precisely because the role of the organizational structure is literally vital, the process of its formation and change is the prerogative and one of the main tasks of the management of commercial banks.

However, despite the fact that today there are many approaches and schemes for building organizational structures, none of these approaches in their pure form has not been tested in practice. The fact that the problem of the formation and functioning of organizational structures has not been sufficiently developed is also indicated by the fact that at the moment there are practically no such works or monographs where all the existing theoretical material would be generalized. As a result, Belarusian commercial banks often have to solve this problem on their own, relying only on their practical experience, and it must be admitted that the decisions they make are not always correct. It should also be noted that the organizational structure of commercial banks, formed spontaneously during periods of superprofits or inherited from Soviet banks and post-Soviet credit supergiants, is in dire need of restructuring.

The purpose of this work is to consider the essence of the organizational structure of a commercial bank, to analyze the advantages and disadvantages of a particular organizational structure.

to reveal the essence and types of the organizational structure of commercial banks.

to conduct a comparative analysis of banks' structures.

to propose a program for the practical implementation of the reorganization of commercial banks.

to characterize the organizational structures of commercial banks of the Republic of Belarus and highlight the problems of their improvement.

When writing this work, the author used articles by Belarusian and Russian authors, such as A. Harlanovich, T. N Danilova, A. Tyutyunnik, as well as books by G. I. Kravtsova, N. Bontsevich, Peter S. Rose and data Internet from the official websites of the President of the Republic of Belarus and the National Bank.

1. The concept and types of organizational structure of commercial banks

The organizational structure of a commercial bank can be viewed from two points of view. On the one hand, it is a system for transferring orders from higher authorities to lower ones. On the other hand, it acts as a system for the division of powers between authorities. It determines the internal conflict potential of the bank associated with possible intersections of the spheres of competence of various subjects of management. The speed of information movement and the level of conflict potential depend primarily on the choice of the organizational structure of management.

In order for the links between the elements, which are departments and employees, to be not random, but orderly and purposeful, relations of dependence or subordination between the object and the subject of the organizational structure must be regulated, which is established by the distribution of functions (division of labor).

It follows from this that the effectiveness of any process - its reliability, efficiency, productivity - directly depends on the quality and adequacy of external and internal changes in the organizational structure of the bank, i.e. from the distribution of responsibility for the performance of the functions of the bank between divisions and tasks between employees, authority to make strategic, tactical and operational decisions

Now let's consider the classification of the organizational structures of commercial banks. There are two main classes of organizational structures: mechanistic and organic. Despite the fact that this division is well-established and generally accepted, there are other names for the named classes. For example, bureaucratic and adaptive structures. In this paper, we will use the definitions "mechanistic" and "organic" to name the classes of organizational structures.

1. Mechanistic structures are considered traditional and are still the most common in real practice. They are called mechanical because their functioning is based on rather rigid principles formulated by Max Weber at the beginning of the 20th century. Weber's theory did not contain a description of specific structures, he offered an ideal model that any enterprise should strive to achieve. The model was presented in the form of characteristics of "radical bureaucracy":

1. a clear division of labor, which leads to the emergence of highly qualified specialists in each position.

2. hierarchy of management levels, in which each lower level is controlled by a higher level and is subordinate to him.

3. the presence of an interconnected system of generalized formal rules and standards, which ensures uniformity of performance by employees of their duties and the coordination of various tasks.

4. implementation of hiring in strict accordance with qualification requirements, protection of employees from arbitrary dismissals.

5. the spirit of formal impersonality with which the performers perform their duties.

6. Mechanistic structures are distinguished by the spirit of formal impersonality in the functioning and management of the organization.

Within the class of mechanistic structures, two well-known and widespread subclasses are distinguished: functional (linear-functional) and divisional structures.

1.1 Linear-functional structure is the most common and first described form of building an organization, therefore it is often called "classical". In organizations with such a structure, performers are grouped strictly in accordance with their tasks and functional responsibilities. If the size of the organization is large, then the functional units are split into smaller components, but it is important to note that this splitting is carried out within the framework of the whole functional unit. So, departments are divided into departments, which in turn are divided into divisions, departments into sectors, sectors into groups, etc. This division is well known to everyone [Fig. 1].

Fig. 1. Linear-functional diagram of building a bank structure

Note. Source:

1.2 Divisional. The modern practice of bank management is increasingly based on the divisional management system [Fig. 2], which provides for the separation of bank divisions into relatively independent centers with their own budget of income and expenses. Such decentralization in management allows the bank's management to use methods for determining the profitability of various areas of activity, as well as products and services.

Fig. 2. Divisional scheme for building a bank structure

Note. Source:

The divisional management system began to gain popularity in the 50s of the last century, when the second wave of management specialization swept the United States and Western Europe (the first - at the end of the 18th century - led to the creation of a linear-functional structure). By the mid-80s of the last century, 95% of the largest companies in the USA had switched from linear-functional structures to divisional ones. The reasons for this are the growing diversification of the business and the difficulty of managing different or geographically distant structural links from one center.

Decentralization of management was carried out by delegating some of the management functions to the lower structural levels by providing them with operational-production and financial independence, which made it possible to free up the management resources of the upper echelon of the bank for solving strategic tasks.

The divisional management system is a "constructor" that allows you to add new business modules without changing the bank's structure. The self-supporting principle of operation of divisions ensures the safety of the bank, since the failure of a division can only lead to its liquidation, but will not cause serious damage to the entire bank.

The divisional control system is a self-regulating mechanism capable of automatically adapting to changing environmental conditions. During crisis periods, when there is a change in the profitability of financial instruments, the divisional system fixes the changes taking place based on the analysis of the financial results of the divisions' work and helps to eliminate unprofitable and stimulate effective ones.

Organic structures are a fairly new class of organizational structures, which are obliged to maximally correspond to the tasks of managing an organization in a rapidly changing external environment, instability of economic conditions, and the rapid development of high-tech technologies in active dynamic market segments. The name of this class of structures - "organic" or "adaptive" - \u200b\u200bis explained by their ability to quickly adapt to external conditions.

The project structure is a structural diagram focused on the implementation of certain projects and is rebuilt each time as the tasks are completed. Thus, the structural diagram, built according to the project type, is constantly changing, each time mobilizing precisely those resources of the organization that are necessary to complete the project on time and at a given quality level.

The matrix structure is the most complex and, if you can call it that way, the modern type of organizational structure. It is a kind of combination of traditional mechanistic structures with organic ones, combining functional or consumer structures with design ones. This combination helps to combine all the positive that is in traditional structures and management systems with the latest trends. In the matrix structure, there is a double subordination: on the one hand, the performer participates in a project, on the other, he is part of a functional unit. The system of relationships and subordination in structures of this type is very complex, but, as practice shows, these structures themselves are very effective in modern conditions.

Mixed structures are organizational structures that also cannot be unambiguously attributed to a mechanical or organic class, since they can combine separate features of different classes and types. Such mixed, or transitional, structures are often used in practice and are very effective because they are able to reflect the individual characteristics and needs of organizations.

Now let's look at how the typical organizational structures of credit organizations are built using the example of the US banking system.

The traditional functional structure of the bank , presented in Fig. 3, is the most common organizational structure of a commercial bank, mainly of small and medium size. It is built on the basis of the operational division of units. Its typical components are the currency, credit and operations departments. The distinctive features of this structure are the rigid division of responsibilities and the bureaucratic spirit characteristic of government institutions.

Fig. 3. The traditional functional structure of the bank.

Note. Source:

A distinctive feature of the customer-oriented divisional structure [Appendix 1] is that the structures included in it, designed to provide customer service, are separated from the divisions involved in supporting the bank's activities and carrying out its development, focusing efforts on the quality and speed of service. Thanks to such an organization, specialists and structures serving clients are freed from routine work (reporting, fulfilling requests and instructions from top management and other services, etc.).

Within this subdivision, three departments can function: the department for working with individuals, the department for working with legal entities, the department for working with VIP-clients, sometimes there can be a department for working with special clients. The latter category may include, for example, VIP clients who carry out a specific set of transactions with very large amounts.

The Banking Operations Department unites all divisions that ensure and support the execution of operations. In the diagram [Appendix 1], the department of accounting and reporting is singled out separately, although it would seem that it should refer to the services providing operations. The special allocation of the accounting department seems to me quite logical and justified for Belarus, since there are a very large number of accounting employees in domestic credit organizations, the work they perform is very important and the requirements for the quality of its execution by the regulatory authorities are very high (complicated accounting, many different reporting forms, various certificates, etc.).

With such a structural division, the goals of each of the divisions are very transparent. The goal of the customer service department is high-quality service, the goal of the support services is to carry out operations with minimal costs at the required level of quality and characteristics, the development department is only responsible for moving the bank forward, introducing new products and services, analyzing market conditions, etc.

The customer-centric divisional structure typical of many foreign banks is a more complex model of the consumer divisional structure. There are two levels of government in this structure. One (lower) is the operational level. It, in turn, is divided into FRONT and BACK offices. Another (higher) - HEAD office (head office) - represents the level of general management and development. The task of the operational level is to provide customer service and carry out their own transactions. FRONT office provides only customer service, and BACK office provides the entire range of operations necessary for this service. The HEAD office is responsible for general management, development, analysis, marketing and financial management. For such organizational structures, the division of accounting (in our understanding) into two levels is typical: main (or main) accounting and operational (or auxiliary). General accounting refers to the HEAD office. Her competence includes the definition of accounting methodology, accounting regulation, control and internal audit, tax management, consolidation and analysis of reports of subsidiary accounting departments, interaction with regulatory authorities, data correction, etc. Subsidiary accounting departments ensure that transactions are reflected in the accounting registers in accordance with the requirements of the general accounting department.

2. Comparative analysis of banks' structures. The choice of the organizational structure and the practical implementation of the program for the restructuring of commercial banks

It should be noted that the advantages of one structure over another cannot be argued. So, for example, it would be wrong to believe that the matrix structure is the most optimal in modern conditions. All of the above organizational structures have both advantages and disadvantages, and their practical use is dictated by the individual characteristics of a particular organization, its size, list of products or services, geographic distribution, etc. But, nevertheless, based on the activities of many organizations, one can try to assess the merits and demerits of organizational structures.

Customer-oriented divisional structures , are the most common for most foreign credit institutions. Other forms of divisional structures are practically not found in the financial sector. Such structures are ideal in a situation of fierce competition and struggle for each client, because they can organize the best service. They are distinguished by higher controllability of processes and better coordination of all activities. They are characterized by clarity and clarity of goals and objectives. The main disadvantage of such structures is the duplication of some functions and, as a consequence, high costs. Moreover, it should be noted that this negative trait manifests itself mainly in organizations with a small number of employees. However, despite this, divisional structures are beginning to take root in many banks, and the choice of a specific type of consumer divisional structure depends on the characteristics of the bank and the clientele it serves. Another disadvantage, which is inherent in all mechanistic structures, including divisional ones, is their insufficient adaptability to changes in the external environment and not focusing on a quick and well-coordinated solution of new and new problems that constantly arise before modern organizations.

After putting into operation the conceived system, a design organization specially created for these purposes, which includes a group of specialists and bank executives, is disbanded.

Thus, project structures are temporary organizational formations introduced into the existing structure of the bank and are relatively autonomous in terms of project management and are effective in solving a separately set task

All of the above organizational structures are also characterized by the degree of centralization, which depends on the size and financial stability of the bank, the location of its branches. The choice of a rational degree of centralization of the bank's activities is a very difficult question, the solution of which must be sought for each bank separately. Each of the structures, differing in the degree of centralization, has its own advantages and disadvantages that must be taken into account when delegating authority to lower levels of government. The lower levels of the bank always (and quite rightly) strive for a greater degree of decentralization, since from below, in direct contact with customers, all the shortcomings and the most promising areas of management are better visible.

The introduction of new types of services, wide diversification of banking services, entry into new markets, globalization of the banking system, gives rise at the present stage to the question of the forced restructuring of commercial banks. This issue is especially topical for commercial banks of countries with economies in transition. However, it is worth noting that the organizational structure cannot be modified too often. Making changes to the bank's structure is a rather complicated process that requires taking into account a number of specific factors.

Changes in the structure of the bank associated with the expansion of the scope of activities and the proposal of new products are accompanied, as a rule, by the introduction of new specialists into the staff in certain branches of banking and other types of activity. However, any change in the bank's staff can disrupt the well-established communication process and coordination of the activities of individual services. Intensive development of new types of banking products and additional services is accompanied by an increase in the staff of banks and constantly emerging problems in the coordination and management of the activities of numerous divisions of the bank.

On the other hand, changes in the situation on the financial services market, its saturation, and the activity of competitors lead to the need for new structural adjustments, which may be associated with the need to cut staff. In these conditions, any restructuring is associated among bank employees with a possible layoff. Due to the lack of interest of employees in structural changes, the organizational structure can lose its most important property - flexibility. Thus, the human factor also plays a significant role when trying to move from one type of organizational structure to another.

The banking services market is quite large, its servicing requires the bank to collect and process a huge flow of information. The development of new types of services is a very laborious process, which is reflected in their cost. Fluctuations in the market conditions force the bank to constantly re-profile and change the strategy of actions, it takes a lot of time and money. All this leads to the dissipation of the bank's efforts and resources, which reduces the efficiency of its work, and reduces the chances of gaining competitive advantages.

In this regard, when building the correct structure of an organization, the most difficult thing is not so much its development as its practical implementation. Difficulties are associated, as a rule, with the fact that the restructuring process is often delayed or does not bring the expected result at all. That is why, during the implementation of a particular structure, strict planning and control become especially important.

In order to plan the restructuring process and ensure maximum control over its course, work should be carried out gradually. To speed up and facilitate the restructuring process, the following steps could be proposed.

Analysis of the effectiveness of the current organizational structure of the bank.

One of the first questions, the answer to which must be found before starting the development of a new structure and the actual restructuring, is how effective the present organizational structure is, what are its significant weaknesses and how the positive and negative aspects affect the work of its organization. This process can be called organizational performance analysis. Such an analysis should be carried out, given that the organizational structure does not always become the cause of certain problems, since it is not the only management tool.

Development, agreement and approval of the working diagram of the new organizational structure.

After analyzing the main problems and negative aspects of the current structure, a working diagram of the new structure is built, which is being finalized and improved in accordance with the instructions of the top and middle management, as well as the owners of the organization. The very process of creating a working model is carried out, as a rule, by a special group of specialists, often with the participation of external consultants.

Budgeting and restructuring work schedule. After the approval of the working scheme, a list of measures for bank restructuring is determined. The order of their implementation, performers and control system are determined; pre-project planning is organized in which modern project management tools must be used. Next, the calculation of the expected time and material costs for each of these activities and for restructuring in general is carried out. Based on all these data, a detailed work schedule is formed.

Analysis of the model of the new organizational structure. Based on the constructed model, the efficiency of the organization is determined. For example, the maximum possible volume of services produced, their cost, the predicted quality of these services, etc. Further, a comparison with the existing model is made and the profitability of investments in the restructuring of the organization is calculated.

Final approval of the new structure, schedule for its implementation and cost estimates. After analyzing the economic efficiency of restructuring, it is necessary to make a final decision on its feasibility and approve a work schedule and cost estimate (they usually include the costs of drawing up new regulations, retraining and additional training of specialists, physical restructuring of the office, new software, etc. etc.).

Restructuring plan implementation. Only after passing through all these stages, and not earlier, it is advisable to start the restructuring work itself, which, as a rule, is also carried out by a special working group and managers with the participation of invited specialists and under the direct supervision and control of the bank's top management.

But at the same time, it should be noted that not every bank can afford the luxury of reorganizing or having a properly organized structure, which is again typical, for example, of commercial banks in Belarus with their very low level of capitalization.

Therefore, it is important not to limit ourselves to the construction of rational structures, but to compare them with what actually is. In other words, it is necessary to continuously monitor the implementation of the structural scheme, periodically take a kind of "photograph" of the organization, look for unrealized potential. This can be done by organizational consultants, or the management improvement service within the bank, or the management itself, but someone must do it. Only then are organizational changes in banking structures possible.

Thus, it can be concluded that each of the existing organizational structures has its own advantages and disadvantages. Each bank must choose the type of organizational structure independently, in accordance with its strategic plans, sizes, types of tasks assigned to the bank at this stage. But at the same time, it is important to assess and adjust the existing organizational structure, since improving the existing structure can bring a greater effect than costly restructuring. In a situation of inefficiency or inconsistency with the bank's policy of the existing organizational structure, it is necessary to carry out a set of measures that would allow competently and at the lowest cost to switch to a new management system.

3. Organizational structures of commercial banks in the Republic of Belarus, problems of their improvement matrix structure

As of April 1, 2004, there were 30 commercial banks operating on the territory of the Republic of Belarus. Moreover, only six of them have a developed branch network, respectively, OJSC Belagroprombank has 132 branches, OJSC Belpromstroybank -56, OJSC Savings Bank Belarusbank -147, OJSC Belarusian Development and Reconstruction Bank Belinvestbank -50, OJSC Priorbank -18, OJSC Belvnesheconombank - 26. It should be noted that the majority of banks, formed on the basis of the banks of the USSR, began their activities in the early 90s, when the dominant was a linear - functional organizational structure. This was crucial in the choice of the type of organizational structure of the newly created banks. In the course of their development and numerous mergers, commercial banks increased the size of their authorized capital, expanded their branch networks, which urgently required changes and adjustments to the existing management system. However, even now, despite the changes that have taken place, the linear-functional type of management structure remains dominant in the banks of the republic, in which the bank's divisions are endowed only with organizational functions (linear), and management functions are implemented at the management level, and which is effective only under conditions of weak changing market conditions, when the main share in the total number of bank employees is made up of simple performers (about 80%) and there is no need for a quick and effective assessment of the performance of its divisions.

In a rapidly changing market situation, this type of management structure becomes ineffective due, first, to the slowness of decision-making, since the discussion of problems occurs along the entire hierarchical chain from bottom to top within each functional unit; secondly, the quality of decision-making at the highest level, since it is determined not so much by the competence of the leaders themselves (they can be very competent), as by the reliability and reliability of the information received by them. Due to the fact that middle managers have the opportunity to influence the decisions of higher managers in their own interests or in the interests of their functional service, the linear-functional structure gives rise to "departmental" within the bank.

Now let's try to consider the organizational structures of Belarusian commercial banks on the example of a large bank OJSC “Belinvestbank”.

2001 was the year of creation of the open joint-stock company "Belarusian Bank for Development and Reconstruction" Belinvestbank ", formed as a result of reorganization through the merger of OJSC" Belbiznesbank "and OJSC" Belarusian Development Bank ". The task that was set during the merger of these two banks was to create a large financial institution , specializing in lending investment projects on a long-term basis.In general, a fairly powerful bank has been created, whose equity capital as of January 1, 2002 amounted to EUR 47.3 million, and the authorized capital - EUR 33.4 million. "Belinvestbank" is one of the top three banks in the country. As one of the founding banks, OJSC "Belinvestbank" participates in the implementation of the national payment system "BelKart" and occupies a leading place in the number of serviced trade enterprises and installed payment terminals. The bank also expands its presence in market of international cards. All types of international payments are carried out are done using the SWIFT system. The Bank sells American Express traveller's checks, as well as commercial checks of correspondent banks. OJSC Belinvestbank participates in the development of regional infrastructure. 53 branches operate in 24 cities on the territory of the republic.

The organizational structure of the bank is presented in Appendix 3. The bank is headed by a manager who is authorized:

represent in relations with state and other bodies and institutions, legal entities and individuals on the territory of the Republic of Belarus;

perform other actions and formalities for the department to carry out its functions.

The deputy manager has the following rights:

conclude contracts and perform other actions to carry out the following operations by the department:

attraction of funds of individuals and (or) legal entities in deposits (deposits);

opening and maintaining bank accounts of individuals and legal entities;

settlement and (or) cash services for individuals and legal entities

persons excluding correspondent banks;

granting loans at the expense of own and borrowed funds, including those purchased on the interbank market;

issue and acquiring of bank plastic cards;

financing against the assignment of a monetary claim (factoring);

collection of cash, currency and other valuables, as well as payment documents;

carrying out operations with securities denominated in Belarusian rubles.

The legal adviser reports directly to the manager, deputy manager, chief accountant and performs the following functions:

examines contracts for compliance with the requirements of the legislation, whether they contain all the essential conditions necessary to ensure the fulfillment of obligations under contracts, property sanctions;

prepares and submits statements of claim to the judicial authorities for obtaining executive documents, on the basis of a power of attorney, carries out representation in courts;

analyzes and summarizes the practice of concluding and executing bank agreements in order to identify the reasons and conditions that have a negative impact on the performance or improper performance of contractual obligations to eliminate them;

conducts reference and information work of regulatory documents;

participates in the preparation of opinions on legal issues arising in the course of the bank's activities;

prepares conclusions when opening accounts by clients on the materials of the submitted documents;

prepares pledge agreements;

gives an opinion on the legal capacity of borrowers when issuing a loan.

The Planning, Economic Analysis and Commercial Activities Sector performs the following functions:

acceptance and verification of documents for obtaining loans for legality, correctness of preparation, analysis of the effectiveness and feasibility of issuing a loan;

control and analysis at the stage of issuing a loan of the reliability of the materials submitted by business entities, on-site check at the borrower of the accounting status, reliability of balance data, storage conditions;

economic examination of credited projects;

execution of loan agreements, pledge agreements, sureties;

control over issued loans: payment in accordance with contracts and the credit limit, verification of material security, targeted use, timeliness of repayment of the principal debt and interest for using the loan;

setting limits for cash balances, methods and deadlines for the delivery of proceeds, norms for spending proceeds by analyzing settlement applications submitted by serviced economic bodies;

checking the conduct of cash transactions of serviced business entities;

drawing up a calendar for the issuance of funds for wages in the context of enterprises, institutions, organizations;

control over the issuance of funds for travel expenses;

work in the market of resources and securities (attraction and rational allocation of free credit resources, including in securities);

carrying out money transfer operations in the Western Union system.

The foreign exchange sector is a specialized structural unit within the Eastern branch of Belinvestbank OJSC and performs the following functions:

performs operations for the execution of payment instructions of customers for payments in foreign currency;

carries out the endorsement of the transaction passport issued by legal entities and individual entrepreneurs;

provides consulting and instructional assistance to clients in making settlements for foreign economic transactions and in the preparation of settlement and monetary documents;

monitors the receipt of foreign exchange earnings of business entities and its correct and timely distribution for the mandatory sale of the NBRB;

performs the functions of a currency control agent for clients' foreign economic transactions;

carries out operations for the purchase and sale of foreign currency at the auctions of the Belarusian Currency and Stock Exchange and at the interbank currency market according to clients' requests;

conducts transactions for the purchase and sale of foreign currency and payment documents in foreign currency by individuals;

analyzes income and expenses from foreign exchange transactions and gives suggestions to improve their efficiency.

Accounting and Operations Department is under the supervision of the chief accountant and carries out:

reflection of operations performed on balance sheet and off-balance sheet accounts in accounting;

calculation and transfer of taxes to the budget and off-budget funds, provision of calculations for them;

calculation of wages, bonuses, qualification allowances, benefits for temporary disability, benefits for children, annual educational leave for employees of the department;

keeping a book of accounting of fixed assets and MBE, a book of accounting forms of strict reporting;

depreciation on fixed assets, small business, intangible assets;

control over the use of vehicles;

provision of statistical reports.

Cash operations sector performs the following functions:

acceptance and delivery of cash to customers;

timely, correct and complete posting and crediting of cash to the relevant customer accounts;

sorting cash into usable and worn-out;

acceptance and exchange of damaged banknotes;

recalculation of the collected cash proceeds;

processing, formation and packaging of cash;

the formation of folders of cash documents;

currency exchange operations with cash.

Informatics and Automation Sector. Cash flows (lending, settlements and other operations) that pass through the bank cannot be processed manually; a complex of technical means, electronic equipment is needed. This block is technical, providing electronic data processing.

A detailed examination of the subordination of OJSC Belinvestbank, it is obvious that it also chose for its functioning a linear - functional type of organizational structure, which is characterized by a clear division of labor, hierarchical levels of management, the presence of a system of rules and standards that ensure uniformity of employees' performance of their duties. But, as noted above, the linear - functional type of organizational structure at this stage of the development of world banking systems is not always effective in the presence of a large number of banking departments and branches, in connection with which it can be concluded that Belinvestbank has the potential to rationalize its own control systems. Similar conclusions apply to the entire system of commercial banks in the Republic of Belarus, which in the near future should review the existing organizational structures and consider as an alternative divisional, matrix or project structure.

But the reorganization of Belarusian commercial banks faces numerous problems, the most significant of which is their extremely "low capitalization". The total equity capital of all banks in the country as of 01.01.2004 amounted to 2147209, 3 million rubles, or 998.7 million dollars, which is significantly less than the capital of any of the world's leading banks. ... This is the reason for the imperfection of both the banking system as a whole and of individual banks, which are unable to attract borrowed resources on a large scale and, accordingly, conduct large-scale active, primarily credit and investment operations due to insufficient capital. The consequence of the above reasons is the inability of banks, and often their unwillingness to carry out costly organizational changes.

Another major problem of the banking system of Belarus is its actual subordination to the state in making key decisions. The government and the president are forcing commercial banks to issue loans to unprofitable agricultural and industrial enterprises, which could be directed to profitable sectors of the economy of the Republic of Belarus. This factor also hinders development and limits the independence of the decisions made by the bank.

An important problem is the costly nature of the organizational structures of commercial banks inherited from the banking system of the USSR. It is explained by the presence of a larger number of bank employees than is required at this stage of development of the banking system of the Republic of Belarus, which is characterized by a decrease in the number of banks, a decrease in economic growth, and a low level of foreign and domestic investment.

Therefore, it is necessary to mobilize the forces and resources of all banks and government bodies for the forward movement of the banking system of the Republic of Belarus, given that only internal opportunities for improving the organization can be the basis for the forward movement of the country and maintaining its positions in a dynamic world.

Based on this paragraph of the course work, we can conclude that the organizational structure of commercial banks of the Republic of Belarus is rather monotonous. It is represented, as a rule, by a linear - functional type of management, which cannot fully ensure the effectiveness of banks' performance of their functions. That is, it means that banks could use their resources more fully if there is a developed management that would allow them to plan and create more functional organizational structures. The banking system of the Republic of Belarus faces an urgent problem of improving the management system of commercial banks in Belarus, which should be carried out in various directions, in particular from the position of a more complete implementation of the mission of banks as economic organizations, as well as management functions: planning, organization, coordination, regulation, incentives, accounting. and control.

Conclusion

Based on the research conducted by us in the course work, the following conclusions and estimates were obtained:

1. The organizational structure is one of the key conditions for the effective functioning of a commercial bank. It determines, and more often is itself determined by the market strategy and specialization of a commercial bank. A reasonably selected and well-implemented organizational structure allows the bank to use the resources it has in the most efficient way.

2. To date, a comparative analysis of existing organizational structures does not allow to unambiguously determine the most optimal of them. Each organizational structure has its own advantages and disadvantages, and their practical use is dictated by the individual characteristics of a particular commercial bank, its size, list of services, and geographic distribution.

3. The practical implementation of a new organizational structure is a more laborious process than theoretical development. For its implementation, the bank becomes especially important for strict planning and control at all stages of planning and direct reorganization. In my term paper, I proposed the following sequence of actions when changing the organizational structure of a commercial bank:

analysis of the effectiveness of the current organizational structure of the bank.

development, agreement and approval of the working scheme of the new organizational structure.

restoration of the budget and schedule of work on restructuring.

analysis of the model of the new organizational structure.

final approval of the new structure, schedule for its implementation and cost estimates.

implementation of the restructuring plan.

The analysis of commercial banks of the Republic of Belarus showed that their overwhelming majority use a costly linear - functional type of organizational structure. The factors holding back the restructuring are:

low capitalization, which does not allow finding the necessary funds to change the organizational structure.

high level of state control.

the existing costly type of organizational structure, which, when changed, implies a reduction in the number of bank employees. This is neither in the interests of employees, nor in the social policy pursued by the state.

the lack of qualified banking management specialists in the republic who, taking into account the specifics of a particular bank, are able to create the required theoretical model of the organizational structure and effectively implement it in practice.

List of used literature

1. Danilova T.N. The structure of the bank and the organization of management of the branch network // Finance and credit. 2003. No. 8. S.33-43.

2. Tyutyunnik A.V. Organizational structure in a commercial bank // Accounting and banks. 2000. No. 4. S.40-49.

3. Danilova T.N., Lazareva E.A. Banking management and bank marketing. N. Novgorod: Publishing house of VVAGS. 2001.S. 247

4. Harlanovich A. Organizational structure of a commercial bank and the effectiveness of its work // Bulletin of the Association of Belarusian banks. 2002. No. 35. Pp. 29-34.

5. Williamson Oliver I. Economic institutions of capitalism. - St. Petersburg: Lenizdat, 1996, 469 p.

6. Peter S. Rose. Banking management. Providing financial services. - M .: Delo, 1997 .-- 743s.

7. Official website of the National Bank: www.nbrb. by

8. Bontsevich N.V., Kolbas I.V. Commercial bank development strategy. - Minsk: Law and Economics, 2003. - 207p.

9. Site of OJSC “Belinvestbank”: www.blbb.by

10. Tarasov V.I. Money, credit, banks. - Minsk: Misanta, 1998 .-- 342s.

11. Banking Code of the Republic of Belarus. - Minsk: Almafeya, 2001 .-- 192s.

12. Civil Code of the Republic of Belarus. - 3rd ed., Rev. and add. - Minsk: National Center for Legal Information of the Republic of Belarus, 2003. - 621p.

13. Money, credit, banks / Ed. Zhukova E.F. - 2nd ed., Rev. and add. - M .: UNITY - DANA, 2003 .-- 600s.

14. Money, credit, banks: Textbook. / G.I. Kravtsova, G.S. Kuzmenko, E.I. Kravtsov and others; Ed. G.I. Kravtsova. - Minsk: BSEU, 2003 .-- 527p.

15. Lavrushin E.A. Money, credit, banks. - M .: Finance and statistics, 1998. - 447s.

16. Organization of the activities of commercial banks: Textbook. / Edited by G.I. Kravtsova. - 2nd edition, revised and enlarged. - Minsk: BSEU, 2002 .-- 504p.

17. Finance and Credit: Textbook / Ed. prof. M.V. Romanovsky, prof. G.N. Beloglazova. - M .: Yurayt - Publishing, 2003 .-- 575s.

18. Shelopaev F.M. Finance, money circulation, credit. - M .: Yurayt, 2002 .-- 275s.

Applications

Appendix 1

Figure 1. Customer-oriented divisional structure.

Note. Literary

Practical lesson number 6 on the discipline

"Commercial activity of the enterprise"

Topic: The organizational structure of the commercial service of the enterprise

The main functions of the commercial service of the enterprise

The commercial activity of an enterprise is organizationally embodied in a set of services, departments and other divisions that perform certain functions.

The manufacturing entrepreneur has a triple role:

1) Ensures the productive use of factors of production - labor, capital and natural factors;

2) Fulfills a commercial role - sells and buys;

3) Responsible for the risk.

These roles of an entrepreneur correspond to the following functions:

Production of products

· A commercial

· Responsibility for risk and decision making.

In addition to those indicated at the enterprise, the following functions are also performed: security, administrative, accounting, control, personnel management, research.

The commercial service of the enterprise usually includes the following departments: marketing, sales, procurement (logistics), foreign economic activity.

The building of the organizational structure of the departments included in the commercial service is influenced by a number of the following factors:

1) Market

2) Economic

3) Technical

4) Organization of production

5) Types of distribution channels

6) Types of procurement of material resources

Market factors - this is the actual capacity and potential of the market in which the enterprise operates, the type of market, market conditions, determined primarily by the ratio of supply and demand of goods, as well as the level of prices in this market, market segments mastered by the enterprise, territorial boundaries of the market, state of infrastructure, level of competition , the attitude of buyers to the goods produced by the enterprise.

TO economic factors include: the goals and financial capabilities of the enterprise, the volume of products, the range of manufactured goods and purchased material resources, the number of suppliers, forms of payment for the sold goods, purchased raw materials and materials, the share of export supplies, the share of small shipments and non-transit shipments, the company's competitiveness in the market.

Technical factorsinclude the equipment used at the enterprise, technology, industry structure, purpose and complexity of the products and the consumed material resources, technical equipment of the transport and storage facilities.

Production organization factorstype of production (individual, small-scale, large-scale, mass), level of specialization, territorial location of production and warehouses

Types of distribution channels, used at the enterprise, in a number of spices are the determining factor in choosing the scheme of organizational structure of the sales department. Distribution channels are one of the most important components of the sales network of an industrial enterprise; they provide the formation of commercial links between the subjects of sales activities, distribution, warehousing, pre-sale and after-sales customer service, delivery of goods, as well as a number of information and commercial functions. The sales channel can be interpreted as the path of movement of goods from the producer to the consumer.

Types of procurement of material resourcesto a certain extent, they influence the organizational structure of the logistics (procurement) department. The following types of purchases are known: directly from a commodity producer, bulk purchase through an intermediary or a commodity exchange, purchases through tenders, purchases in small quantities in retail stores.

The variety and interconnected nature of the influence of the above factors on the structural structure of the commercial service leads to a large number of organizational structures of the departments of marketing, sales, procurement (material and technical support) and other divisions included in the commercial service of an industrial enterprise.

The sales department in the structure of the enterprise is assigned an important role in the conditions of market relations, since, ultimately, the results of all its production activities depend on the sale of products. Today, for the success of an enterprise in the market, the correct structure of the sales system is of great importance. In recent years, in connection with the transition of Russia to market relations, there have been significant changes in the organizational structure of sales agencies at industrial enterprises. Currently, sales departments can be organized as follows:

Sales functions are performed only by a commodity producer, in this case he has his own sales network, which includes a sales department, sales channels, including warehouses, shops, transport organizations and other departments;

All sales functions are performed by external specialized companies;

Mixed structure of sales bodies, in which sales functions are performed not only by the company's own sales network, but also by intermediary organizations.

Own sales departments completely depend on the manufacturer: in organizational, legal, administrative and economic terms. The structural structure of sales departments is determined by the influence of numerous factors (they were noted above).

At enterprises with a narrow range of products, large or medium volume of products, the structure of sales departments can be characterized as functional(fig. 3.2).

Commercial Director

Sales Manager

Order group

Planning group

Operational sales group

Dispatch group

Warehouses for finished products

Figure 3.2. Functional structure of the sales department

The sales department may include other structural divisions, determined by the specifics of the sales activities of the enterprise.

For large enterprises with diversified production and a significant volume of production, the structure of the sales department can be organized by goods (nomenclature of products), or by functions and goods.

In the aftermath, there is a mixed structure of the sales department. When product specialization each product group performs all marketing functions within the nomenclature group of products. When mixed structure a sales department may include: an order and planning bureau, a dispatch bureau, a packaging shop (or section), a forwarding and shipment shop for finished products, a conservation and packaging section, a group (or a product export bureau 1, as well as a number of commodity bureaus specialized in according to the nomenclature of manufactured products. Each b is subject to a warehouse of finished products. Warehouses accept manufactured products from production workshops, carry out storage, complete consignments of goods according to consignees and prepare for shipment, organize loading in the transport environment, draw up the necessary receipts and expenditures; maintain operational records of receipts and releases finished products.

Trading houses can be referred to their own sales divisions of enterprises. In a number of cases, trading houses at industrial enterprises perform not only sales, but also purchasing functions.

There are industrial enterprises where sales (or trade) departments have been created, which sell products through their own network of branded stores, most often food and light industry enterprises.

Having its own sales apparatus at the enterprise has the following advantages:

Possession of all the necessary information about the state of the market

Full control over all sales activities.

The ability to plan the range of products, taking into account the preferences of consumers.

Until now, there are industrial enterprises, which are characterized by the distribution of sales functions between different departments of the enterprise. In particular, such a sales function as the formation of a portfolio of orders is carried out at these enterprises in the production departments, and the sales departments are entrusted with the operational and sales functions for the shipment of finished products. For market conditions, such organizational structures are unsuitable, since they can cause arbitrariness of products that customers do not need.

An export group within the sales department can be present if the enterprise carries out foreign economic activity, and the department performing these functions is absent.

In some cases, industrial enterprises transfer the performance of all sales functions to specialized companies (agency, dealer, distribution and other intermediaries) on the basis of the conclusion of contracts. In this case, the company may not have its own sales network and use the sales channels of intermediaries. Such transfer of non-core activities of enterprises to external specialized companies is called outsourcing . Non-core activities of industrial enterprises include, in addition to product sales, market research, office equipment maintenance, advertising, etc. The sense of using outsourcing is manifested in the concentration of all resources and efforts on those types of core activities (in this case, production), which is the core competence of the enterprise.

It should be noted that outsourcing in its “pure form” began to be used in the West in the last decade of the 20th century, in Russia it has been known since the second half of the 1990s, but has not become widespread.

In the context of the transition to market relations in Russia, the mixed structure of sales bodies has become most often used, in which sales functions are performed not only by the company's own sales network, but also by intermediary organizations. Below (Fig. 3.3) is an example of a mixed structure of sales agencies in a large food-processing enterprise.

This sales organization is typical for food industry enterprises.

Sales functions are performed, firstly, by the sales department, which is part of the structure of the enterprise and, secondly, by an independent distributor, which is a legal entity and has its own sales network.

The main functions of the sales department of the enterpriseincludes coordination of activities with marketing and logistics departments, control of pricing policy, preparation of sales reports, control over the work of the manager of sales representatives. The latter is subordinate to the head of the sales department and supervises the sales representatives of the enterprise, whose activities are organized on a territorial basis, i.e. each sales representative of the enterprise is assigned a specific sales area. The company's sales representatives work with the most significant customers: wholesalers, large retail chains, VIP clients. The basis of the activities of each sales representative of the company is the concept of personal sales: a sales representative visits a potential client and presents a commercial proposal

from the enterprise. In case of a positive decision to purchase products, a delivery contract is signed with the client, which stipulates all the terms of delivery and the form of payment for the products. A sales representative visits customers in accordance with the existing schedule, while orders for the supply of subsequent consignments of goods are accepted and activities are carried out merchandising.

Figure 3.3. Mixed structure of marketing bodies of an industrial food company

The main merchandising activities are:

Location of the point of sale of goods with customers;

Designing the appearance of points of sale, shop windows and attachments for clients;

Selection of commercial equipment;

Control of the shelf life of products, rotation of goods at points of sale.

The sales representative constantly systematizes the incoming information, daily makes changes to the database on the sale of goods to customers.

FROM distributor the company concludes a distribution agreement, according to which the distributor has the right to purchase the company's products at special prices, adhere to the company's marketing policy in its activities, and participate in advertising campaigns.

The organizational structure of the distributor includes sales representatives, whose activities are based on the territorial principle as well as sales representatives of the enterprise. At the same time, the sales representatives of the distributor work with less significant customers in comparison with the sales representatives of the enterprise, which can be seen in Fig. 3.3.

The distributor's sales representatives, in addition to selling goods, must organize advertising campaigns of a local nature, provide customers with promotional products, and conduct merchandising events in retail outlets.

Formation of organizational structures marketing departmentsin Russia has not yet been completed, about a third of the functioning industrial enterprises have independent marketing departments. Moreover, each enterprise forms the organizational structure of the marketing department in such a way that it contributes to the achievement of the tasks set by the enterprise and corresponds to the existing market conditions and the chosen marketing strategy. About 30% of enterprises carry out marketing functions with the help of marketing specialists working in different divisions of the enterprise.

The structure of the marketing department can have one of the following orientations:

· Functional;

Commodity;

· Regional;

Market;

Functional and commodity;

functional market;

Functional and regional;

Matrix, etc.

From the listed schemes of organizational structures, one can single out those that are practically expedient to use at industrial enterprises in Russia.

Structure functional typesuitable for enterprises that produce products of a narrow range and serve a small number of markets. In fig. 3.4 is a diagram of a marketing department organized by function.

In addition to those indicated in Fig. 3.4 units in the marketing department can be created groups: product management, new products marketing planning and some others.

The functional organization of marketing is based on the division of labor according to established and newly emerging functions, on the specialization of workers. With a small range of products and sustainable production, a functional marketing organization is effective. However, with the expansion of the product range, the effectiveness of the functional organization decreases, since the period of reaction to changes in external conditions increases.

The organizational structure of the commercial service of the enterprise

A number of the following factors influence the construction of the organizational structure of the departments included in the commercial service:

1) Market

2) Economic

3) Technical

4) Organization of production

5) Types of distribution channels

6) Types of procurement of material resources

Market factors - this is the actual capacity and potential of the market in which the enterprise operates, the type of market, market conditions, determined primarily by the ratio of supply and demand of goods, as well as the level of prices in this market, market segments mastered by the enterprise, territorial boundaries of the market, the state of infrastructure, the level of competition, the attitude of buyers to the goods produced by the enterprise.

TO economic factors include: the goals and financial capabilities of the enterprise, the volume of products, the range of manufactured goods and purchased material resources, the number of suppliers, forms of payment for goods sold and purchased raw materials and materials, the share of export supplies, the share of small shipments and non-transit shipments, the competitiveness of the enterprise in market.

Technical factorsinclude the equipment used at the enterprise, technology, industry structure, purpose and complexity of products and consumed material resources, technical equipment of transport and storage facilities.

Production organization factors:type of production (individual, small-scale, large-scale, mass), level of specialization, territorial location of production and warehouses

Types of distribution channels, used in the enterprise, in some cases are the determining factor in choosing the organizational structure of the sales department. Distribution channels are one of the most important components of the sales network of an industrial enterprise, they provide the formation of commercial links between the sales actors, distribution, warehousing, pre-sales and after-sales customer service, delivery of goods, as well as a number of information and commercial functions. The sales channel can be interpreted as the path of movement of goods from the producer to the consumer.

Types of procurement of material resourcesto a certain extent, they influence the organizational structure of the logistics (procurement) department. The following types of purchases are known: directly from a commodity producer, bulk purchases through an intermediary or a commodity exchange, purchases through tenders, purchases in small quantities in retail stores.

The variety and interconnected nature of the influence of the above factors on the structural structure of the commercial service leads to a large number of organizational structures of the marketing departments, sales purchases (material and technical support) and other subdivisions included in the commercial service of an industrial enterprise.

The sales department in the structure of an enterprise is assigned an important role in market conditions, since, ultimately, the results of all its production activities depend on the sale of products. Today, for the success of an enterprise in the market, the correct structure of the sales system is of great importance. In recent years, in connection with the transition of Russia to market relations, there have been significant changes in the organizational structure of sales agencies at industrial enterprises.

Sales divisions today are organized as follows:

Sales functions are performed only by a commodity producer, in this case he has his own sales network, which includes a sales department sales channels including warehouses, shops, transport organizations and other divisions;

All sales functions are performed by external specialized companies;

Mixed structure of sales bodies, in which sales functions are performed not only by the company's own sales network, but also by intermediary organizations.

At enterprises with a narrow range of products, large or medium volume of products, the structure of sales departments can be characterized as functional(fig. 1).

Operational sales group

Fig. 1. Functional structure of the sales department

In the structure of the sales department there are also other structural divisions, determined by the specifics of the sales activities of the enterprise.

In the aftermath, there is a mixed structure of the sales department. When product specialization each product group performs all sales functions within the nomenclature group of products.

When mixed structure the sales department may include: an order and planning bureau, a dispatch bureau, a packaging shop (or section), a forwarding and shipment department for finished products, a conservation and packaging section, a group (or a product export bureau, if the enterprise carries out foreign economic activity), and a number of commodity bureaus specializing in the range of products.

A finished goods warehouse is subordinate to each bureau. Warehouses receive manufactured products from production shops, carry out storage, complete consignments of goods according to consignees and prepare them for shipment, organize loading into vehicles, draw up the necessary receipts and expenditures and keep an operational record of the receipt and release of finished products.

TO own marketing business units may include trade houses. In a number of cases, trading houses at industrial enterprises perform not only sales, but also purchasing functions.

There are industrial enterprises where sales (or trade) departments have been created, which are engaged in the sale of products through their own network of branded stores, this is most often all enterprises in the food and light industries.

Having its own sales apparatus at the enterprise has the following advantages:

Possession of all critical market information

Full control over all sales activities.

The ability to plan the range of products, taking into account the preferences of consumers.

Until now, there are industrial enterprises, which are characterized by the distribution of sales functions between different departments of the enterprise. In particular, such a sales function as the formation of a portfolio of orders is carried out at these enterprises in the production departments, and the sales departments are entrusted with the operational and sales functions for the shipment of finished products. For market conditions, such organizational structures are unsuitable, since they are the reason for the production of products that customers do not need.

In some cases, industrial enterprises transfer the performance of all sales functions to specialized companies (agency, dealer, distributor and other intermediaries) on the basis of contracting agreements. In this case, the company may not have its own sales network and use the sales channels of intermediaries. Such transfer of non-core activities of enterprises to external specialized companies is called outsourcing .

Non-core activities of industrial enterprises include, in addition to product sales, market research, office equipment maintenance, advertising, etc. The sense of using outsourcing is manifested in the concentration of all resources and efforts on those types of core activities (in this case, production), which is the core competence of the enterprise.

It should be noted that outsourcing in its “pure form” began to be used in the West in the last decade of the 20th century, in Russia it has been known since the second half of the 1990s.