In modern conditions for the preservation of stability and adequate response to changing market conditions, increasing the stability and adaptive capacity to meet consumer demand, to overcome the lag in the development of technology, providing high quality products and services, companies must consistently pursue organizational changes. Currently, the concept and the problem of restructuring of enterprises is often discussed in the economic environment. Based on the study and generalization of scientific works of domestic and foreign researchers studying the characteristics of the domestic practice, conclusions were drawn about the features and trends of development of organizational changes. To achieve an effective result of the restructuring process proposed by researchers to pay attention to a number of essential concepts that were presented in this article.

At the present stage, we can observe the formation of organizational structures of management, which establish and correlate with basic principles and functions of business sphere. In practice, the process of reorganization of administrative as well as organizational structures becomes permanent and is put in direct dependence on changes at the strategy of the firm.

The major factors causing the need for the restructuring of companies are the following:

• Accelerated development of new products under the influence of scientific and technical progress in the face of highly increasing competition;
• Intensive implementation of the most advanced technologies;
• Systematic implementation of new methods of organization and management of the process of production based on the extensive using of computer technology [1, p.132-136].

There are 3 fundamental areas of reorganization of management structures:

1. Concerning principles of management: a periodic change in the interrelation between centralization and decentralization of management system due to changes in strategic priorities. There is also activation of efficiency of interaction between departments, strengthening of program-oriented management for the consolidation of the company's resources on the most advanced areas of scientific and technological research and in the development and implementation of large-scale projects requiring the unity of specialists of one
2. At the department of top-management: regrouping of departments, changing of the relationships between them, as well as changing of the nature of interaction; redistribution of powers and responsibilities; reorganization of the internal structures in case of the absorption by another companies. That allows to increase the volume of productive effect and to gain more
3. Regarding management functions: strengthening of strategic planning and forecasting, based on the development of long-term economic and technological policy; strengthening of control over the quality of products within all productive stages; giving priority to economic analysis of the
4. Concerning in-house activity: changing of technological process; using of flexible automated technology, extensive using of robots, machine tools with numerical control; deepening of inter-firm co-operation at international level; wide implementing of scientific productive programs [2, 280].

To continue the theoretical view we should make the organizational analysis of company. Thus, the model of organizational structure is fundamental basic element.

So, this model of organizational structure includes:

• a hierarchical list of products and services provided by the company;
• a hierarchical list of the functions that support the production and delivery of products and services;
• a hierarchical list of the departments, ensuring the implementation of functions;
• a matrix of organizational projections describing the consolidation of functions for

It is also very important to pay attention to the following constituents: Activities, products and services of the company; the list of support functions; the list of management functions; the list of institutional (structural) units; organizational block diagram.

Restructuring of the management system, the searching for the “right” organizational aimed at implementing the company's strategy. The organizational structure should absolutely correlates the main strategy of the firm. The strategy should be also adequate.

However, there exist two general directions of making of deep analysis of external and internal factors with the aim to adopt a successful organizational structure:

The first phase is characterized by a qualitative analysis of the business environment (SWOT-analysis, tree of objectives), the results of which formed the list of priorities for the development and reforming of objects, as well as developed the operation to neutralize the weaknesses of the company and enhance its benefits;

The second phase of strategic planning is modeling of business future. Professionals need to develop core business processes and logistics to ensure the release of the planned products, responsible for the management system.

Then there is a setting of the following chain of dependencies (Figure 1).

Figure 1 – Chain of dependencies of modeling of business future [3, p.118] 

The efficiency of the organizational structure is determined by the main principle: how it promotes for the development of target areas of the enterprise using of implementation of the most interactive functional subsystems. It also depends on the degree of ordering of its interrelated associated elements and their possibility to stay stable.

Interaction of the elements for a better effect is provided through a set of procedures or through the mechanism of control. That’s why the task of the estimation of the efficiency of the organizational structure is achieved only by the reference with the complex of the evaluation of the efficiency of the institutional mechanism.

In a large sense, the efficiency of the production system is determined by the measures of how the enterprise realizes its opportunities with the maximizing utilization of its capacity to produce.

Therefore, during the evaluation we can spot the following elements:

• Indicators within the production organizational system in terms of using of the external opportunities;
• Indicators that characterize the capacity of the organization in terms of its internal resources [4, 314].

The criterion of the efficiency of each element of the organizational structure of management must also be characterized as a positioning of the main goals and objectives.

The need for restructuring is usually found as a response to changing market and technological conditions of the external environment of the enterprise. Under the pressing of such changes, the top managers come to conclusion that there is a need to reorganize the organizational structure.

This process is connected with the deep analysis of involved factors. Therefore, we need to create a table that allows us to observe the main steps of restructuring (Table 1) [3, p.124]. 

Table 1 -Methods of management at the stage of reorganization 

[3, p.124] 

The fundamental point of the analysis is connected with the gathering of information and determination of problems. Here existing and prospective organizational diagrams are developed, that require to notify specific resources, the amount and frequency of production and services [5]. There are also some Key questions that need to get answers:

• What are the key processes of the organization?
• How these processes are related to the processes of customers and suppliers?
• What are the strategic processes of the organization?
• What processes need to be reorganized during the quarter, a year, a period of more than one year?

Then it is essential to identify customer needs; to plan activities required to understand them. The main thing is to prove the feasibility of certain organizational changes directly oriented to satisfy consumer demand. This concerns not only the internal structure of the enterprise, but also ensure that effective channels of communication and interaction with suppliers and customers are set [6].

Next stage of reorganization - is the development of general and complete understanding of the problems that must be solved. The purpose of this stage is to develop a vision of the problems that can lead to a certain goal.

On this stage it is important to apply such constructive methodic that lead to successful results within the reorganizational process. They are:

• Analysis of the labor process;
• Evaluation analysis of time cycles;
• Comparison of the achievements and shortcomings with the same of similar companies;
• The conceptual vision;
• Integration of external and internal

Nevertheless, it is worth to pay close attention to social planning [7]. The aim of this step is to identify the social aspects of the restructuring process. At the stage of planning of the social program, it is obvious to make a description of the company and its personnel, interaction of social and technical elements, the nature of work incentives used during the reorganization plan.

At this stage, we discuss the consistency of characteristics of current types of work and those that need to be satisfied, we need to identify new work processes as well as new groups of executants.

With a view to implement the most effective programs, we can develop preliminary plans for the adoption of social policies, including recruitment of personnel, training and personnel changes. These plans are divided into time periods that are accompanied with plans for the technical equipment.

Practical step of the analysis is to develop an experimental complete version of organizational project. The objectives of this step include finalization of a model of the organization, its final technical design. We should assess existing staff in terms of skills of people, their knowledge and orientation, the extent of their interest in the changes and their possible practicing within the new structure of the organization.

In order to ensure a process of continuous improvement of the organizational structure, the firm need to meet the following requirements:

1. Personnel involved in the reorganization must know the clear purpose; it should bring them certain activities to achieve main
2. Personnel must provide the means for effective implementation of the necessary
3. Personnel should be assigned well-defined responsibilities and be provided with specific

Evaluating of the effectiveness of the changes implemented at each stage and for all activities related to the reorganization carried out on the basis of a specific system of quantitative and qualitative indicators.

Thereby, to conclude, the design of organizational structures of management is based on the following key complementary methods:

• analogies;
• expert analysis;
• structuring purposes;
• organizational

So, the design process or the reorganization of the organizational system must include a number of stages, concerning training, collection of information and statistic, identification of areas of work and their implications, organizational, technological and social development, the practical implementation of the prepared changes.

List of literature 

1. Шеремет А.Д., Баканов М.И. Теория экономического анализа. М.: Финансы и статистика, 2002.
2. 2.Ансофф И. Стратегическое управление/ Сокр. пер. с англ.; Науч. ред. и предисл. Л.И. Евенко.– М.: Экономика, 1989.– 519 с.
3. Мильнер Б.З. Теория организаций — М.: ИНФРА-М,
4. Гибсон Дж., Иванцевич Д., Донелли Дж. Х.-мл. Организации: поведение, структура, процессы.— М.: ИНФРА-М, 2000. — 662 с.
5. Орлов А. Применение теорий жизненного цикла организации для оптимизации процессов управления персоналом // Сборник статей аспирантов Высшей школы экономики, 2007, с. 119-120
6. Article of MontGuide / MT199708HR Web Revisions 4/13/ by Joel Schumacher, Extension  Economics Associate Specialist,  Extension Family Economics Specialist and Professor, Montana State University-Bozeman. URL:http://store.msuextension.org/publications/FamilyFinancialManagement/MT19pdf
7. BIankenship L.V., Miles R.V. Organizational Structure and Managerial Decision Making // Administrative Science Quarterly, vol. 13 (1968), pp. 106-170.