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Student
Title
Supervisor
Faculty
Educational Programme
Final Grade
Year of Graduation
Danil Shestopalov
Compliance of Organizational Structure with Growth Strategy of Multidivisional Manufacturing Company
Management
(Bachelor’s programme)
2016
Modern external conditions for large and medium industrial organizations are characterized by the development of competition with simultaneous changes in the socio-economic situation, complexity of the external environment and its growing impact on the functioning of organizations. During the upcoming implementation of the chosen strategy, many companies are faced with the problems of administrative resources, requiring modification of existing organizational structure and its fragments. The aim of this work is to determine the degree of adaptation and quality change of the organizational structure in connection with introduction of new strategic developments in the Russian worldwide aluminum company "RUSAL", one of the world's largest producers of primary aluminum and alumina. As the object of the research is taken "Bratsk aluminum plant" - the Central enterprise of the aluminium division of RUSAL. In the course of work on the analysis of the adaptation of the organizational structure of OJSC "RUSAL Bratsk" and quality of the changes, first, most of the strategic changes and the major goals are defined and allocated. After identifying contextual changes, managed to identify a number of structural divisions of Braz in relation to which it is carried out an expert evaluation of performance indicators. As a result, the organizational structure of the selected object can be characterized by a high degree of efficiency, taking into account the overall dynamics of strategic adjustments. However, the answer to the question of whether this successful rebuilding to become a reference for other controlled assets of aluminum division, requires additional investigation due to the individuality and uniqueness of characteristics and conditions of existence of different units of that SBU.

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