Under the structure of the company are understood primarily ties that exist between different parts of the

organization to achieve its goal. This division of work into separate tasks performed by management, industry and functional departments (departments), companies, sectors and other parts of the central office and regional network. The organizational structure is displayed in such forms as the division of labor, the creation of specialized units, the hierarchy of posts, internal-noorhanizatsiyni procedure. The structure of the company can be built on such principles. The principle of linear submission. This means that managers Superior grants the right to give orders out this staff on all matters arising from their activities. For example, instructions leader insurance company is required for all personnel. Such order, when nnzhchestoyaschym structures have to decide the case solely because of "top" ensures the appropriate level of control over the company's business units. However, if the observance of only a linear function of the subordination of the central administration, especially leadership, overloaded consideration relatively small issues. As a result of losing efficiency, skilled workers distracted from processing perspective, the global problems of the company. The principle of functional subordination. Law decree provided for specific functions, regardless of who performs them. For example, the chief accountant can provide guidance to account for material and monetary values are in possession of any unit of the company. Media features may receive instructions from several heads of departments or other functional units and has, in turn, report to them on the execution of certain types of work. This does not apply to disciplinary responsibility. Impose penalties or material reward employee or director of the company and the person delegated these rights. Principle of Linear subordinate staff. It's mostly "brain" centers (headquarters) that perform advisory functions in the strategic planning process, preparation of decisions on other major issues of the company. They include staff often engage scientists, consultants and experts from universities, research laboratories and other institutions. These specialists studying this or that issue and submit its findings and management proposals. Consultants have no right to give orders to employees of the company. Insurance companies in the processing of their organizational structures are used mostly all three principles. Hard to imagine, for example, the National Joint Stock Insurance Company (HACK) "Oranta without the possibility of rational combination of linear and functional subordination of units and their employees. As for the principle of line-staff authority, he in many companies long nedootsinyuvavsya. Structure HACK "Oranta difficult. It includes four levels of government: the central office (the Board), regional (Kyiv and Sevastopol) management, urban and regional offices and branches. The company - the successor of the former Ukrderzh-fear. By 1994 she had offices in all regions of USA. Subsequently, from the HACK "Oranta vyokremylysya as separate legal entities some of the regional directorate. It formed joint stock company "Kiev-Oranta, Oranta Dnepr, Oranta-Donbass, Oranta-Luhan, Oranta-January." In the above structures have much in common. This stems from the nature of the insurers. However, there are several significant differences. They are caused by different scales of work,

in the presence HACK "Oranta regional, city and district branches. This allows insurers to focus the service directly at the place of their location. PAR Board Oranta decide first strategy of the company, processing insurance rules, the implementation of the actuarial calculations of investment measures, etc.. In "ENERGOPOLIS" most insurance operations carried out directly by the central office. Branches, branches, representative offices on the ground is not only HACK "Oranta, Energopolis, and many other insurers. They are created and operate according to the approved Ukrstrahnahlyadom Regulations on the exercise of separate units of insurance insurers from March 12, 1994. Branch Insurer - a separate unit that is not a legal entity. It may have its own name, which is permitted under the Regulations of the branch has a separate balance sheet and provides insurance activities for the species to which the insurer has received a license of the Committee for supervision of insurance activities and the right to pursue were given branch general meeting of members of the insurer. This right may be granted full or limited. According to international practice known three of the organization of insurance companies with branches. Each has its advantages and disadvantages. The choice of a system of branch offices depending on the specific circumstances. Centralized system. It provides that all decisions relating to the underwriting and damages the central office (headquarters) ^ You signed policies made calculations prolonhuyutsya policies. At the branch responsible delivery, receipt and inspection forms for insurance and losses. These documents are forwarded to the central office for decision-making. The advantages of this system is that it requires less skilled professionals, reduced cost of doing business. The disadvantages include the need that employees affiliated with small prospects for career decision-making takes a long time, the decisions are not always adapted to local conditions. Decentralized system. With this system, most decisions relating to contracting and compensation, taken at a branch. Last updates itself and keeps a record contract. Of course, the solution branches are consistent with the policy that it holds the company in general. The advantage is that the branches are more qualified personnel than the centralized system, customers have the opportunity to get more services. The disadvantages include insufficient work for skilled workers, difficulties in working with intermediaries, complications of reinsurance risks. Regional system. Under this system, among vyokremlyuyutsya main branches in this region. They focused team of underwriting, evaluation and compensation. They serve the needs of several branches operating in the region. It is a compromise which takes into account the advantages and disadvantages of centralized and decentralized systems. In the branches concentrated wealth of information about policies, premiums, compensation, salary, commission fees. To process this information using computers. There is a close link between branches and headquarters. High speed fax machines, computers, printers, copy

machines allowed to accelerate the processing of insurance services. Firing need routine manual work that it performed various officials. Representation of insurer constitutes a separate unit of the latter, which is not a legal entity, acting in accordance with the provisions of the representation, no right directly to the insurance, as well as any business. Delegation performs functions and tasks to promote the organization and implementation of mandated activities of the insurer, on behalf of the insurer and financed it. Agencies can be created in both USA and foreign countries. They have the following tasks: information gathering, advertising, search insurer clients in the region or country of a representative function. In some countries (like USA) are also the agency of insurance companies that provide entertainment services, while performing some operations related to the drafting of insurance contracts, the test result of an accident. On the creation or elimination of branches and insurance company in the 10-day period to inform Ukrstrahnahlyad. The insurer bears the full responsibility for its separate units. Note that the creation of regional networks - a case quite expensive. In particular the development of intermediary institutions to companies may become more profitable to use the services of insurance agents and brokers to maintain the necessary contacts with the remote central office insurers. International experience shows that in recent years has simplified the management structure. Thus, in the UK is significant for our company standards, which have only two or three structural functional units. Many companies practice periodically move employees from one unit to another. This enhances their skills, provides students with case management and other areas of the company. Employees perceive such positive measures as a way to deal with ossification of the organizational structure. The organizational structure of insurance companies improved in several stages. The first involves the examination of all the advantages and disadvantages of active management. You should determine which specific types of work indicated a deficit of power, but where is the extra resources. It is advisable to compare the structure of the company with similar structures on account of domestic and foreign insurers. This comparison should not be purely mechanical, and consider the possibility of applying the criteria motivated the organization of work, processed American psychologist and an economist Hertsberhom (details. Efhimov SL Organization management insurance company: Theory, Practice, zarubezhnyiy opit. - M., 1995 ). These criteria are being built here at all. Any action must be learned. Most people feel the joy of the work for which they are responsible. They want to be involved in the effects of mother contacts with colleagues. The actions of each employee to be important for someone specifically.

Each workplace wants to prove what he can. The specialist will not agree to that on which it naykompetentni-ambitious in this organization or division, the decision was taken without his participation. Everyone wants to see themselves in the consequences of labor. The results must have their original creators, and not be zneosiblenymy. Often, managers assign only a positive impact of their subordinates. This creates tension in the team. Each has its own view on how to improve its work and its organization. Employee intends to implement its goals and is not afraid of sanctions. He expects that to treat him with great interest. Therefore, companies should encourage an influx of new ideas. People like to feel their importance. The company should always take care that each employee understood how important it is to work for mutual success. Everyone wants success. Success - a goal realized. The aim should be tested in terms of staff so that the achievement of its exposed to measurable levels and deadlines. Success without recognition leads to frustration. In fact manner in which form and how quickly workers obtain the information, they estimate that their real significance in the eyes of the direct leadership and management in general. Subordinates do not like to decisions about changes in their work and workplace leaders took without their knowledge, without their knowledge and experience. Each artist is required (even more than the head) information about the quality of their own labor, and operational so that they can adjust their actions. For all of us to control any of the unpleasant. Each work will benefit from the highest possible degree of self-control. Most people in the process of seeking to acquire new knowledge. Increased demand, giving the chance for further development, seen from a greater desire than underestimated. Any person reacts negatively when it increased by persistent work to achieve entail increasing pressure, especially in the absence of corresponding changes in pay and other forms of stimulation. There should be space for initiatives to improve work and personal responsibility of discovery throughout the chain-cost results. A detailed analysis of the criteria listed will give a rich ground for the conclusions and recommendations on the need to make changes to organizational structure. In the second phase A project to create (for new companies) and improve the organizational structure of the company. Important for information processing include contributions received in the first phase done, and the company's strategic intentions for its future development project should include the possibility of its implementation, financial, labor and other resources.

At the conclusion, IPI / stomu. stage implemented new organizational structure. This work should be done with minimal time to adjust to it, as staff and customers of its services. Not always, all units begin from the moment vidkrythya company. Better they do, those companies that gradually, as resources for and willingness to provide appropriate services to prove the actual structure of the project.