1. Management levels.
The control apparatus in large firms can be divided into the following three main levels: the highest, average level, grassroots (first level).
There has been a clear delineation of functions between three levels: the highest level of management is focused, first of all, on the development of strategic directions and development goals, coordination of activities on a global scale, adoption of the most important production, economic and technical decisions, profit management; the middle level is designed to ensure the efficiency of the functioning and development of the company by coordinating the activities of all departments; grass roots focused on
operational problem solving for organization economic activity individual structural divisions.
Top management is represented by the board of directors and the management board. The distribution of functions between them is as follows: the Board of Directors carries out the development of a general policy, the Board - its practical implementation. The board of directors (in American, British and Japanese companies; in French companies - the administrative board; in German companies - the supervisory board) is elected at the general meeting of shareholders. The number of members of the Council is determined by the charter of the company and may subsequently change. The Chairman is the head of the Board of Directors.
The Management Board is formally elected by the general meeting of shareholders or shareholders, but is actually appointed by the Board of Directors and operates under its direct control. The Board is headed by the President and consists of several members who manage the areas of work assigned to them, or only take part in resolving issues at board meetings.
The Board presents general meeting shareholders' annual report, balance sheet and profit distribution project. These documents are checked by the auditors, the Board of Directors and approved by the meeting, which meets once a year.
The functions of the Board of Directors include:
development of a general strategy and long-term plans for the development of the company;
· determination of capital structure, distribution of resources, diversification of production;
mergers and acquisitions;
Implementation of intra-company coordination of activities of all departments;
main solutions in the field personnel policy and social issues;
selection of employees reporting directly to senior management, as well as employees of headquarters units providing advisory services to management on various aspects of the company's activities;
control over the implementation by the executive branch of the decisions taken top management;
· grade management activities.
Usually Boards of Directors do not develop decisions themselves. They only discuss and make decisions regarding the strategic directions of the company's development, on the basis of recommendations prepared in specialized committees created under the Board of Directors.
Senior management is much smaller. Even in the largest organizations, there are only a few senior managers
The work of junior superiors is coordinated and supervised by middle managers. In a large organization, there may be so many middle managers that it becomes necessary to separate this group. M. Meskon believes that two levels arise here, the first of which is called the upper level of the middle management, the second - the lowest. Typical positions middle managers are the head of the department, the sales manager for the region, the director of the branch.
It is difficult to make generalizations about the nature of the work of a middle manager, as it varies greatly not only in different organizations but even within the same organization. Some organizations give their middle managers more responsibility, making their work somewhat similar to that of senior managers. Middle managers are often an integral part of the decision-making process. They identify problems, initiate discussions, recommend actions, develop innovative creative proposals. The nature of their work is determined to a greater extent by the content of the work of the unit than by the organization as a whole. For example, the activities of the production manager in industrial firm mainly includes coordinating and managing the work of line managers, analyzing labor productivity data, and interacting with engineers to develop new products.
For the most part, however, middle managers act as a buffer between top and bottom managers.
The lower-level managers mainly exercise control over the fulfillment of production tasks. Managers at this level are often responsible for the direct use of resources allocated to them. Most people start their management career at this level.
Research shows that the work of grassroots leaders is stressful and filled with a variety of activities. It is characterized by frequent transitions from one task to another. The time period for implementing decisions is short. It was found that, for example, foremen spend about half of their working time in communication. They communicate a lot with their subordinates, a little with other masters and very little with their superiors.
Control functions, their classification.
Function (literally - action) in relation to management characterizestypes of management activities arising in the process of division and specialization of labor in the field of management. In any type of management activity, it is possible to single out management tasks and their processes and operations. Decision making is the primary function of management and at the same time it is an integral part of any management function.
Management functions are called management actions,aimed at solving specific production and social problems to achieve the goals of the organization. Management functions can also be defined as the types of management activities necessary for organizing and managing a particular object (organization, enterprise, division, group) in order to carry out purposeful activities to achieve the desired result. The content of the management function reflects two aspects of management activity. First, the function defines the necessary actions (what needs to be done) and, secondly, reveals the specific content of these actions (how to do it).
There are various approaches to the classification of management functions (in terms of various criteria):
According to the content of management activities:
planning;
organization;
· motivation;
· control;
coordination.
By time scale:
· strategic management;
· tactical management;
By stages of the management process:
goal setting
· definition of the situation;
· problem definition;
·
Adoption management decisions.
According to the factors of the production process:
· product management;
· personnel Management;
· information management;
· innovation management, etc.
According to the stages of the production process:
· production preparation management;
· production process management;
· production support management;
·
product marketing management.
By control object:
· management of economic processes;
· management of socio-psychological processes;
· management of organizational processes;
·
process control.
There are other approaches to the classification of functions.
The first approach provides for the allocation of general, universal control functions. It reflects the content of the management process in any organization and does not depend on the specifics of the management object. Functions can be classified as follows: planning, organization, motivation, control.
Some authors additionally single out coordination and regulation as independent universal functions of management. The function of coordination is actually carried out in the process of implementing the functions of planning and organization, and the function of regulation is duplicated by the functions of control and planning.
The second approach is based on the primacy of criteria that determine the features of the control object. Within the framework of this approach, a system of special control functions for a specific object (production, science, other specific control objects) is singled out, which implement the above universal control functions (in full or in part), taking into account the specifics of the object under consideration and the content of the process of managing it. Such functions are carried out by the relevant specialized divisions of the organization (enterprise).
The concept of general and specific management functions
Control functions can be divided into general and special. The number and composition of both have not been determined.
General Functions reflect the content of the management process in any organization and do not depend on the specifics of the management object. General functions are combined into the following groups: planning, organization, operational management, motivation, control and coordination.
· Planning function. It involves deciding what the organization's goals should be and what its members should do to achieve those goals. In essence, it is a definition of what is required and how to achieve it.
The plan is a complex socio-economic model of the future state of the organization. The stages of the planning process are basically universal. As for specific methods and strategies, they differ significantly. Usually, an organization forms a single plan to manage its overall activities, but within its framework, individual managers use different methods to achieve specific goals and objectives of the organization. Thus, a map of the path along which the organization must go for a specific period of time is drawn up.
There is no single planning method that fits every situation. The type of planning and the emphasis that the manager makes in the planning process depends on his position in the organizational hierarchy of the firm, i.e. the planning process is carried out according to the levels of the organization. So, strategic planning (the highest level) is an attempt to look in the long term at the fundamental components of the organization.
At the middle level of management, they are engaged in tactical planning, i.e. intermediate goals on the way to achieving strategic goals and objectives are determined. Tactical planning is essentially similar to strategic planning.
Planning is carried out at the lower level of the organization. It is called operational planning. This is the basis of the basics of planning.
All three types of plans make up a common system, which is called the general, or general, plan, or business plan for the functioning of the organization.
· organization function. It consists in establishing permanent and temporary relationships between all departments of the organization, determining the order and conditions for its functioning. It is the process of bringing together people and means to achieve the organization's goals.
The purpose of planning is to resolve uncertainty. However, as important as planning is, it is only the beginning. An organization that has a large number of different plans and does not have a coherent scheme for the structure of their implementation is doomed to failure. The fact is that the functions of planning and organization are closely related. In a sense, planning and organization go hand in hand. Regardless of the type and scale of activity, each firm must be organized in some way. There are a number of principles that should guide the performance of the organization's functions:
1) definition and specification of the company's goals that were identified in the course of planning;
2) definition of activities to achieve these goals;
3) assigning various tasks to individuals and organizing them into manageable working groups or units;
4) coordination various kinds activities assigned to each group by establishing a working relationship, including a clear definition of who is in charge, that is, each member of the group must know what he must do, the timing of the work and who supervises him;
5) unity of purpose - whether each member of the organization works for a common goal, that is, no one should work against the goals of the organization;
6) scope of control or scope of management - whether each manager in the group is responsible for the number of employees he manages.
· Operational management - decision-making, selection and approval of the best option for the implementation of the plan and approval of the developed measures for the timely elimination of unacceptable deviations in production that result from control.
· function of motivation. Human behavior is always motivated. He can work hard, with enthusiasm and enthusiasm, or he can shy away from work. Personal behavior can have any other manifestations. In all cases, you should look for the motive of behavior.
Motivation is the process of encouraging oneself and others to act in order to achieve personal and organizational goals.
The traditional approach is based on the belief that employees are just resources, assets that must be made to work effectively.
A person who has received knowledge and skills in the process of training and advanced training, the accumulation of industrial experience, wants to apply his skills in work. And the more he succeeds in this, the greater the degree of satisfaction, and, accordingly, the degree of expression of motives. AT this case the employee considers the purpose of the organization as his goals.
The desire of a person to realize himself in his business is undeniable. That's the way he's made. Where the management and organization of labor provide employees with such opportunities, their work will be highly effective, and their motives for work will be high. So, to motivate employees is to affect their important interests, to give them a chance to realize themselves in the process of work.
·
Control function.
So, an organization plan has been drawn up, its structure has been created, jobs have been filled and the motives for the behavior of employees have been determined. There remains one more component that needs to be added to the management functions, and that is control.
Control means the process of measuring (comparing) the results actually achieved with the planned ones.
Some organizations have created entire control systems. Their function is to mediate between plans and activities, i.e. the control system provides feedback between the expectations defined by the initial management plans and the actual performance of the organization.
Special features. Their appearance is due to the division of the pond in production. Special functions include management functions in the field of supply, marketing, production preparation. Every productive function and all of them together require management. Any management function is implemented in a set of management tasks, the solution of which ensures the achievement of production goals and the maintenance of processes in specified states. Special management functions affect certain aspects of production and are implemented in the functional and target subsystems of the management system.
Each special function has general functions management, or typical elements of the management cycle: forecasting and planning, organization, motivation, accounting and analysis, control.
Management functions are types of management activities that provide the formation of ways to influence the activities of the organization.
Management processes at the enterprise occur on the basis of functional distribution. The essence of management activity at all levels of management is provided by management functions.
Today, the management functions include:
planning,
organization,
motivation,
· control,
regulation.
In the Soviet Union, the following management functions were distinguished:
planning,
organization,
coordination,
stimulation,
regulation,
· control.
American scientists Albert Mescon and J. Hedouri identify four management functions:
planning,
organization,
motivation,
· control.
These management functions are linked by decision-making processes and communication.
Planning function is number one in management. Implementing it, an entrepreneur or manager, on the basis of a deep and comprehensive analysis the position in which this moment the company is located, formulates the goals and objectives facing it, develops an action strategy, draws up necessary plans and programs. The planning process itself makes it possible to more clearly formulate the goals of the organization and use the system of performance indicators necessary for the subsequent monitoring of results. In addition, planning provides a clearer coordination of the efforts of structural units and thus strengthens the interaction between the heads of various departments of the organization. And this means that planning is a continuous process of studying new ways and methods to improve the organization's activities due to the identified opportunities, conditions and factors. Therefore, plans should not be prescriptive, but should be modified according to the specific situation.
At its core, the scheduling function answers three main questions:
Where are we at this time? Managers should evaluate the strengths and weak sides organizations in important industries such as finance, marketing, manufacturing, Scientific research and development, labor resources. All this is done with the aim of determining what the organization can realistically achieve.
Where do we want to go? Assessing opportunities and threats in environment factors such as competition, customers, laws, political factors, economic conditions, technology, supply chain, social and cultural change, management determines what might prevent the organization from achieving these goals.
How are we going to do it? Leaders must decide, both broadly and specifically, what the members of the organization must do to achieve the goals of the organization.
Planning is one of the means by which management provides the only direction for the efforts of all members of the organization to achieve its common goal.
Organization function- this is the formation of the structure of the organization, as well as providing everything necessary for its work - personnel, materials, equipment, buildings, funds. In any plan drawn up in an organization, there is the creation of real conditions for achieving planned goals, often this requires a restructuring of production and management in order to increase their flexibility and adaptability to the requirements of a market economy. When planning and organizing work, the manager determines what exactly this organization should do, when and who, in his opinion, should do it. If the choice of these decisions is made effectively, the manager gets the opportunity to translate his decisions into reality, using an important function of management as motivation.
Motivation function- this is an activity aimed at activating the people working in the organization and encouraging them to work effectively to achieve the goals set in the plans. To do this, they are provided with economic and moral stimulation, the very content of labor is enriched, and conditions are created for the manifestation of the creative potential of workers and their self-development. From the late 18th century to the 20th century, it was widely believed that people would always work better if they had the opportunity to earn more. Motivation was thus considered to be a simple matter, which boils down to the offer to provide appropriate cash rewards in exchange for effort. Managers have learned that motivation is the result of a complex set of needs that are constantly changing.
Control function is a process that ensures the achievement of the goals of the organization. There are three aspects managerial control. The first aspect - setting standards - is the precise definition of a goal that must be achieved at a certain time. It is based on the plans developed during the planning process. The second aspect is the measurement of what was actually achieved in certain period, and comparing what has been achieved with the expected results. If these two phases are done correctly, then the management of the organization not only knows that there is a problem in the organization, it also knows the source of this problem. The third aspect is the stage at which actions are taken, if necessary, to correct serious deviations from initial plan. One of the possible actions is to review the goals so that they become more realistic and correspond to the situation. Control is a critical and complex management function. One of the most important features of control, which should be taken into account in the first place, is that control should be comprehensive.
Coordination function is the central function of management. It ensures the achievement of consistency in the work of all parts of the organization by establishing rational connections (communications) between them. The most commonly used reports, interviews, meetings, computer communications, radio and television broadcasting, documents. With the help of these and other forms of connections, interaction is established between the subsystems of the organization, resources are maneuvered, unity and coordination of all stages of the management process (planning, organization, motivation and control), as well as the actions of managers, are ensured.
7. Friedrich Engels "The Origin of the Family, Private Property and the State". Chapter IX.
"The Origin of the Family, Private Property and the State" (German: Der Ursprung der Familie, des Privateigenthums und des Staats) is a work by the German thinker Friedrich Engels (1820-1895), devoted to the main problems of the original history, the evolution of family and marriage relations, and the analysis of decomposition processes tribal society, the formation of private property, social classes and the state. The first edition of the book appeared in Zurich in early October 1884.
The book was written by Engels within two months - from the end of March to the end of May 1884. While sorting through Marx's manuscripts, Engels discovered a detailed synopsis of L. G. Morgan's Ancient Society, compiled by Marx in 1880-1881. and containing many of his critical remarks, his own provisions, as well as additions from other sources. After reviewing this synopsis, Engels decided to write a special work, considering it "to a certain extent, the fulfillment of Marx's testament". In addition to the notes of K. Marx, when working on the book, Engels drew on additional materials from his own research in history Ancient Greece and ancient Rome, ancient Ireland, ancient Germans and others.
Based on the material of the book by the American ethnographer and historian Lewis Morgan "Ancient society, or the study of the directions of human development from the savage state to barbarism and further to civilization" (eng. Ancient society: or, Researches in the Lines of Human Progress from Savagery through Barbarism to Civilization ), as well as on the work of other scientists, Engels in this work explores the main features of the development of the primitive communal system. The paper reveals the process of decomposition of the primitive communal system and the formation of a class society based on private property. He traces the change in the forms of marriage and family in connection with the economic progress of society, analyzes the process of decomposition of the tribal system (using the example of three peoples: the ancient Greeks, Romans and Germans) and its economic causes.
Engels further shows that the division of labor and the growth of labor productivity led to the emergence of the exchange of private property, to the destruction of the tribal system and to the formation of classes. The work shows the general character traits this society; the features of the development of family relations in various socio-economic formations have been clarified; revealed the origin and essence of the state.
The emergence of class contradictions, according to F. Ergels, brought the state to life as a means of protecting the interests of the ruling class.
The main conclusions reached by Engels in this work are:
· Private property, classes and the state did not always exist, but arose at a certain stage of economic development;
· The state in the hands of the ruling classes is always only an instrument of violence, oppression of the broad masses of the people;
· Classes must inevitably disappear, just as they inevitably arose in the past. With the disappearance of classes, the state will inevitably disappear.
Function (lat. fundio- performance, implementation). The essence of any phenomenon is expressed in its functions, i.e. the tasks for which it is intended. The content of each management function is determined by the specifics of the tasks performed within the framework of this function. Therefore, the complexity of production and its tasks determines the complexity of management and its functions.
This provision is of great methodological importance for revealing the essence and role of individual management functions, which in modern conditions have expanded, become more complex and differentiated due to the growth of the scale of economic activity, diversification and internationalization of production.
The functions of managing the company's activities, and, accordingly, the methods of their implementation, are not unchanged, they are constantly modified and deepened, and therefore the content of the work performed in accordance with their requirements becomes more complicated. The development and deepening of each management function occurs not only under the influence of the internal laws of their improvement, but also under the influence of the requirements for the development of other functions. Being part of the overall management system, each of the functions should be improved in the direction determined by the general goals and objectives of the functioning and development of the company in specific conditions. This leads to a change in the content of each function.
For the first time, the management functions were formulated in A. Fayol's book "General and Industrial Management", published in 1916. A. Fayol considered management as a sequential series of operations or functions, which are divided into six groups:
- 1. Technical operations - production, manufacturing, processing.
- 2. Commercial transactions - purchase, sale, exchange.
- 3. Financial transactions - capital raising and management.
- 4. Security operations - protection of property and person.
- 5. Accounting transactions - balance, costs, statistics.
- 6. Administrative operations - foresight, organization, command, coordination and control.
Administration is only one of the six operations-functions with which management is obliged to ensure the normal course of production. A. Fayol believed that administration occupies a special place in management.
Let's take a closer look at administrative functions.
Foresight is the study of the future, the definition of a program of action, it covers the previous five operations. A. Fayol drew attention here to the fact that for the development effective program actions, the leader must have: the ability to manage people, activity, moral courage, sufficient stamina, the necessary competence in this field of activity.
Organization - providing the enterprise with materials, capital, personnel. Two aspects are distinguished here - material and social, i.e., personnel provided with all the necessary material resources must, in socially be able to complete the task.
Management - puts into action the personnel of the enterprise, after the creation of a social organism. This is the task of management. The goal of management is to get the most benefit from employees. In all areas production activities management is an essential element of work that requires certain qualities.
Coordination aims to give each element of the social organism the opportunity to perform its part of the work in interaction with other elements, i.e. link and unite all actions and all efforts.
Control - it is necessary to ensure that everything happens according to the established rules and given orders. It is required to note shortcomings and errors so that they can be corrected and prevented from recurring in the future. The controller must be: competent, have a sense of duty, have an independent position in relation to the controlled object, be reasonable and tactful.
Control must be effective, i.e. carried out in a timely manner and have practical consequences; if violations are not addressed, then such control will be ineffective.
Thus, the five functions listed above were the basis of the administrative doctrine of A. Fayol and the basis for all subsequent authors on the problems of the management process. M. Meskon believes that "the management process is the total sum of all processes."
Literature review reveals the following functions: planning, organization, management, motivation, leadership, coordination, control, communication, research, evaluation, decision making, recruitment, representation and negotiation, deal making.
M. Meskon identifies four primary management functions: planning, organization, motivation and control. These functions have two General characteristics: they all require decision-making, and for all, information exchange is necessary, i.e. these two characteristics link all four managerial functions, ensuring their interdependence.
The planning function, according to M. Mescon, proposes a decision about what the goals of the organization should be and what the members of the organization should do to supposedly achieve these goals. The planning function answers the following three questions: where are we currently? where do we want to go? and how are we going to do it?
The function of the organization involves the formation of the structure of the organization, first the distribution and coordination of the work of employees, and then the design of the structure of the organization as a whole.
The motivation function is the process by which management encourages employees to act as planned and organized.
The control function is the process by which management determines whether the organization is achieving its goals, highlights problems and takes corrective action before serious harm occurs. Control enables management to determine whether plans should be revised because they are not feasible or have already been completed. This connection between planning and control completes the cycle that makes process management interrelated functions.
IN Gerchikova approaches the content and development of management functions in relation to the activities of TNCs. Each of the functions is aimed at solving specific and complex problems of interaction between individual divisions of the company, requiring the implementation of a large set of specific activities.
Each of the management functions is determined by the influence of objective requirements. Being part of the overall management system, each of the functions should be improved in the direction determined by the general goals and objectives of the functioning and development of the company in specific conditions. This leads to a change in the content of each function.
I. N. Gerchikova distinguishes three management functions: intra-company planning, marketing and control. Of interest is the function of marketing, the purpose of which is to ensure the activities of the company on the basis of a comprehensive, in-depth study and careful consideration of market demand, the needs and requirements of specific consumers for the product, so that it becomes really possible to obtain the highest results: maximum and sustainable profit.
For a deeper understanding of the essence of this management function, it must be emphasized that the most important integral feature of marketing is a certain way of thinking, an approach to making design, production and marketing decisions from the standpoint of the most complete satisfaction of consumer requirements, market demand. Hence marketing - not only the principles, functions, methods, structures of the organization, but also mandatory marketing thinking. Without this, it is impossible to achieve a high quality competitiveness of products, to consolidate positions in the markets. Therefore, marketing as a theory, way of thinking, philosophy entrepreneurial activity requires scientific study and a realistic approach to use in management practice.
The internal life of an organization consists of a large number of different actions and processes. Depending on the types of organization, its size and type of activity, individual processes and activities can take place in it. leading place, while some that are widely implemented in other organizations may either be absent or minimally implemented. However, despite the huge variety of actions and processes, a certain number of groups can be distinguished. O. S. Vikhansky, A. I. Naumov suggest five groups of functional processes, which, in their opinion, cover the activities of any organization and which are the object of management by management. These functions are; production, marketing, finance, work with personnel, accounting and analysis of economic activity.
The production function assumes that the relevant services, managers of a certain level manage the process of processing raw materials, materials and semi-finished products into a product that the organization offers to the external environment.
The marketing function is invoked through marketing activities for the implementation of the created product, to link in a single process the satisfaction of the needs of the organization's customers and the achievement of the organization's goals.
The financial function is to manage the process of movement of funds in the organization.
The function of personnel management is associated with the use of the capabilities of employees to achieve the goals of the organization.
The function of accounting and analysis of economic activities involves managing the process of processing and analyzing information about the work of the organization in order to compare the actual activities of the organization with its capabilities, as well as with the activities of other organizations. This allows the organization to uncover the issues that it needs to pay close attention to and choose the best ways to carry out its activities.
Some authors also identify five general management functions: planning, organizing, coordinating, controlling, and motivating. Of interest here is the organizing function, the task of which is to form the structure of the organization, as well as to provide everything necessary for normal operation - personnel, materials, equipment, buildings, funds, etc. In a plan drawn up in an organization, there is always an organization stage, i.e. . creating real conditions for achieving the planned goals.
The second, no less important task of the organizing function is to create conditions for the formation of such a culture within the organization, which is characterized by high sensitivity to changes, scientific and technological progress, and common values for the entire organization. The main thing here is work with personnel, development of strategic and economic thinking in the minds of managers, support for employees of an entrepreneurial warehouse who are prone to creativity, innovation and are not afraid to take risks and take responsibility for solving certain problems.
The authors consider the central function of the management process to be coordination, which ensures its uninterrupted and continuous operation. The main task of coordination is to achieve consistency in the work of all parts of the organization by establishing rational links between them. The nature of these links can be very different, as it depends on the coordinated processes.
B. R. Vesnin also identifies five management functions - planning, organization, coordination, motivation and control. All listed features do not just form a single whole, they are intertwined with each other, penetrate each other so that it is sometimes difficult to separate them.
S. U. Oleyniki and others distinguish 4 management functions: planning, organization, motivation and control.
A somewhat different approach to management functions is presented by S. G. Popov. When performing any managerial function, the synthesis (association) of employees is carried out to perform the tasks set, and their activities are coordinated. It is this element of synthesis in managerial activity that distinguishes management functions from executive functions. Production management functions are a relatively independent type of synthesizing activity, due to the presence of a division of labor in production management. The relativity of this independence lies in the fact that any managerial decisions and actions are subordinated to the ultimate goal of management.
Management functions are divided into general and specialized management functions.
Functions general management are designed to ensure the basic order of the functioning of production, as well as the interaction of this enterprise with external organizations and institutions. These functions are performed by production management bodies, endowed with the rights of linear management.
The functions of specialized management are divided into three groups: technological, providing, coordinating.
Technological functions include the development of rational systems for the production of products, technologies for its creation, processing, storage and transportation.
Providing functions provide for the fulfillment of the requirements of production technology by providing it with everything necessary. This includes engineering, logistical, cultural and household and economic services.
Coordinating functions provide forecasting of the development of the enterprise; production-economic and operational-technical planning; organization production processes and labor of people; control and regulation of the production process.
The marketing function is considered separately. It includes the study of market conditions (demand, competition, consumers), the development of commodity, marketing, pricing and communication strategies for behavior in the markets. Marketing allows you to connect the interests of producers and consumers of products. Since everyone is a consumer, marketing allows you to decide on the release of only those goods that are necessary for society.
A peculiar approach to the functions of production management is presented by VV Glukhov. It proposes a division of functions in the following areas. On the basis of a managed object - an enterprise, workshop, site, team, unit (worker); on the basis of activity - economic, organizational, social; on the basis of homogeneity - general, specific; content labor- scientific research, production preparation, operational management, supply and marketing, technical and economic planning and analysis, accounting, personnel management, planning and accounting of labor and wages, planning and accounting of finances; by the nature of the tasks - planning, organization, regulation, control, accounting and analysis, stimulation.
The described functions of intra-company management allow us to conclude that there is no single scheme, a single content of functions. However, despite this, all nine options for functions have much in common. characteristic feature of all options is that functions such as planning, organization and control are found almost everywhere. The function of motivation is widespread, in some cases it has a slightly different name. The functions proposed by S. G. Popov stand apart, although the usual content is behind the specific names.
MANAGEMENT
1 The relevance of management in a market economy. The role of the manager.
Management is very relevant in market economy. Management- this is the ability to achieve goals using labor, intelligence, behavioral motives of people working in an organization - this is an independent type of professionally carried out activity aimed at achieving the goals set in market conditions by rational use material and labor resources using the principles, functions and methods of the economic mechanism of management. Management - management in market conditions.
Manager is a person professionally engaged in management activities, empowered to make management decisions and carry out their implementation.
The purpose of the manager's work is to ensure the stable competitiveness of the company. (in management decision making)
In the activity of a manager, the ability to anticipate changes and take timely action is considered the most valuable.
Key manager roles:
1. Decision-making role- the manager determines the direction of the organization's movement, decides on the allocation of resources, and makes current adjustments.
2. Information role- collection of information about the internal and external environment, dissemination of this information in the form of facts and regulations.
3. Leader's role– formation of relations inside and outside the organization, motivation of members of the organization to achieve goals, coordination of their efforts.
2 The main features and content of management activities.
The management activity of the manager provides effective management organization of various organizational - legal forms, economic processes, production and social infrastructure. He organizes and improves the management system, develops optimal management decisions and projects. The manager does his professional activity in the field of management and business at state enterprises, in joint-stock companies and private firms. Its activities extend to scientific and production associations, scientific and design organizations, bodies government controlled.
The objects of professional managerial activity of specialists are various organizations economic, industrial and social sphere, bodies of state administration and social infrastructure of the national economy, subdivisions of management systems of state and private enterprises of various organizational and legal forms.
The entire process of management activity can be divided into several components, or stages, interconnected, the development of which ensures the effectiveness of the entire process as a whole.
Analysis is the first step in any management activity. Within its framework, information is collected, processed, classified, systematized, stored and analyzed for management purposes. The problem is divided into many separate parts, then possible interdependencies and relationships between them are identified, the entire set of causes and effects is recognized, the patterns of the emergence and existence of the system are determined. As part of the analytical activity, any manager should strive to specify the problem facing him, having processed the largest possible amount of information related to it.
3 Concept and essence of management.
Management - management in the conditions of the market, market economy.
Management is the ability to achieve goals using labor, intelligence, behavioral motives of people working in an organization - this is an independent type of professionally carried out activity aimed at achieving the intended goals in market conditions through the rational use of material and labor resources using the principles, functions and methods of economic management mechanism.
Means:
1. Orientation of the company to the demand and needs of the market, to the request of specific consumers and the organization of production of those types of goods (products) that are in demand and can bring the company a large planned profit.
2. Constantly striving to improve production efficiency to obtain optimal results at a lower cost
3. Economic independence, providing freedom of decision for those who are responsible for the final results of the company or its divisions.
4. Constant adjustment of goals and programs depending on the state of the market
5. Identification of the final result of the activity of the firm or its economically independent units in the market in the process of exchange.
4 Management as a kind of activity.
To manage means to decide.
In order for an organization to achieve its goals, its tasks must be coordinated. Therefore, management is an essential activity for an organization. It is an integral part of any human activity that, to one degree or another, needs to be coordinated. It is not only industry that needs to be managed, but states, cities and territories, industries, hospitals and universities, churches and welfare agencies.
Management is considered as a type of human activity aimed at achieving a specific goal or goals. Management must set the direction for the firm it manages. He must think through the mission of the firm, set its goals, and organize resources to produce the results that the firm must give to society.
The most obvious characteristic of organizations is the division of labor. As soon as there is a horizontal and vertical division of labor in the organization, there is a need for management.
Management as a type of activity is implemented through the implementation of a number of management actions, called management functions. To the number essential functions management include: forecasting, planning, organization, coordination and regulation, activation and stimulation, accounting and control. Consideration of management as a function is associated with the development of the composition, content of all types of management activities and their relationship in space and time. It is management that creates economic and social development.
5 The concept of "management" and the concept of "management".
AT general view management /management/ should be represented as the ability to achieve goals using labor, behavioral motives and people's intellect. We are talking about a targeted impact on people in order to turn unorganized elements into an effective and productive force. In other words, management is the human capabilities by which leaders use resources to achieve the organization's strategic and tactical goals.
In the Dictionary of Foreign Words "management" is translated into Russian as production management and as a set of principles, methods, means and forms of production management in order to increase production efficiency and profitability.
In modern theory and practice, management is understood as the process of leadership (management) of an individual employee, a working group and an organization as a whole. Almost all well-known foreign encyclopedias interpret the concept of "management" as the process of achieving the organization's goals through the hands of other people. The subject of this process is the manager.
Management is an integrated process of planning, organizing, coordinating, motivating and controlling, necessary to achieve the goals of the organization.
6 Basic principles of management.
Basic principles of management- this is general rules management. They belong to the category of universal, the observance of which should lead the team to a common goal: the prosperity of the company, enterprise, organization or other structure. They are a guide for managers, which suggests that they choose the most universal strategy for achieving goals.
Principles of strategic management Here we list the basic rules that the employees of an organization must follow in order to achieve their goals.
Single direction. This means that a group of employees must have a clear idea of a common goal and interests.
development dominant. Presenting a growth perspective is another important point in strategic management. Here employees see the rate of return and technology, and on the basis of this they represent the most important areas of management
Scientific. At this point, the situational and systemic approaches are applied. Based on scientific knowledge, the most optimal ways to perform the tasks are selected.
Submission of personal interests to the general. Here you can see the hierarchy of interests: the aspirations and interests of one employee or group should not be more significant than organizational ones.
Profitability. Here, the solution of problems occurs on the basis of an assessment of the available resources and, depending on this, a method for solving them is chosen.
Division of labor. The manager must set two types of tasks for the organization: short-term (it takes a little time to complete them) and strategic (the implementation of which ultimately leads to profitability). One group of people works on the first category, and the other on the second.
7 Features of Russian management
Like any other type of activity, management has its own characteristics. Russian system management is undoubtedly different from the European one. This is due to many factors. In Russia, management appeared relatively recently, with the emergence market relations and business development. It is based on human resources (employees) and entrepreneurial activity. - Read more on FB.ru:
Features of Russian management are:
1. extremely high speed the course of political and socio-economic processes in the country, which cannot but have a significant impact on all spheres of human activity;
2. a combination of factors that contribute to the development and strengthening of the management system or, conversely, hinder it;
3. special features of the mentality of the Russian people.
The peculiarities of Russian management also lie in the fact that the very concept of "manager" in our country is very vague. In the narrow sense of the word, a manager is a manager, head of an enterprise, big company. In our country today, this term refers to different kind activities. AT Russian companies secretary, administrator in charge of small paperwork, also called a manager, which is not quite right
The main feature is the mentality of the Russians, the main obstacle to the Americanization of Russia. He is the reason for the failure of Yeltsin's economic and socio-political reforms. Any attempt to bring about change in Russia if it ignores the Russian mentality is doomed to failure.
In terms of the level of development of market relations, Russia lags behind Western countries by at least half a century. Today our country is going through the stage of development of market relations that Europe passed several decades ago. In Russia, there is no such rich experience in managing enterprises in conditions of free competition, which is available in the West, in connection with which such problems of Russian management are noted as:
insufficient knowledge of demand. Demand for a particular product is determined only after the achievement of the final result of the activity;
lack of long-term business development goals;
absence independent evaluation activities of Russian managers;
lack of a leadership reserve school, corruption, the inability to achieve the desired result of one's entrepreneurial activity without having connections in high circles, Money etc.
The features of modern Russian management are most of all manifested in four main factors:
management infrastructure, political and socio-economic conditions of its existence;
setting priority tasks and directing efforts towards their implementation;
a set of measures aimed at developing the sphere of management in Russia;
a feature of public consciousness, the change of which requires a very long period of time.
Today, many leaders Russian enterprises they try to adopt the experience of managing Western firms, which does not always end well. It should be understood that some of the laws and management rules that are successfully operating in Europe are completely unsuitable for work in Russian conditions. Features of Russian management are considered as the main distinguishing feature in the management of a company in Russia and in the West. A person who grew up in our country and received Russian education, has its own approach to solving a particular problem, reacts in its own way to various situations, which creates certain difficulties in following the Western model of management. This does not mean at all that we should completely abandon the experience of developed countries in the field of governance and look for its new ways from scratch. Taking into account all the main features of Russian management, thoroughly studying the experience of a country that has come a long way in the field of management, one can be very successful in many areas of activity available Russian entrepreneur and manager
8 Formation of the concept of management in Russia.
The most important factor influencing the specifics of management is the mentality of the nation. Currently, in the main concepts of the formation of Russian management put forward, mentality is given different meanings. The transition to the market put forward the task of forming Russian management.
1.The concept of copying Western management theory. It does not take into account the peculiarities of the Russian mentality. Russia “needs to adopt a management model in ready-made and use it in managing the economy...”. To master the theory, it will only be necessary to translate Western textbooks and monographs into Russian. Then, without changing anything, use these provisions in practice. The likelihood of this concept being implemented is very high due to its simplicity and the habit of thoughtlessly copying Western experience. But it also carries a great danger. It suffices to recall the use of the theory of “monetarism”, not adapted to the conditions of Russia, the concepts of “shock therapy”, voucherization, etc. It is possible to predict new shocks that await Russia in the implementation of this concept.
2. The concept of adaptation of Western management theory. It assumes partial consideration of the peculiarities of the Russian mentality, i.e. not blind copying, but the adaptation of Western theory to modern Russian conditions. This raises an important problem, which of the Western management theories will we adapt? The control systems of Japan, the USA, Western Europe are very different from each other. Which of these options should be taken as analog? But with any choice, we run the risk of using a theory that takes into account specific features, the conditions for the functioning of the economy, the level of socio-economic development of these countries, the mentality of their inhabitants. Here it is advisable to recall the words of M. Weber: “Western-type capitalism could arise only in Western civilization”
3.The concept of creation of the Russian theory of management. It proceeds from the full consideration of the peculiarities of the Russian mentality using aspects of world management experience. At the same time, neither blind copying of the Western and Eastern experience, nor a complete denial of the achievements of the Western and Eastern schools of management is possible. Both the first and the second are equally inapplicable. It should be noted that even A. Marshall argued that: “ economic science it is not a collection of concrete truth, but only a tool for discovering concrete truth” 3. In our opinion, this statement can be completely transferred to the science of management. Therefore, Russian management must have its own specific content, forms and methods of management that correspond to the specifics of the Russian mentality.
The object of management, its fundamental category is the organization (enterprise).
The nature, properties and formal structure of the organization as an object of management depend on its type, hierarchical level and functional area of activity.
Managers (subjects management) - managers different levels holding a permanent position in the organization and empowered to make decisions in certain areas of the organization.
* leaders of the organization;
* Head of structural units;
* organizers of certain types of work (administrators).
Types of management- special areas of management activities related to the solution of certain management tasks.
general or general management consists in managing the activities of the organization as a whole or its independent economic units.
functional or special management is the management of certain areas of activity of the organization or its units, for example, management innovative activities, personnel, marketing, finance, etc.
Based on content There are normative, strategic and operational management.
Regulatory management provides for the development and implementation of the philosophy of the organization, its entrepreneurial policy, determining the position of the organization in a competitive market niche and the formation of common strategic intentions.
Strategic management involves the development of a set of strategies, their distribution over time, the formation of the potential for success of the organization and the provision of strategic control over their implementation.
Operational management provides for the development of tactical and operational measures aimed at the practical implementation of the adopted strategies for the development of the organization.
Can be distinguished main categories of management that determine the effectiveness of management.
Control functions. At each stage of the organization's activities, it is necessary that the composition of the management functions correspond to the complexes of the organization's work. According to the management functions, a minimum, but necessary composition of resources should be performed.
Management structures. The management structure of the organization should have a reasonable number of management levels and structural units. Management structures should be flexible (if necessary, quickly rebuild). They should be reviewed periodically. Moreover, it is necessary to conduct a separate analysis of linear and functional control. When analyzing linear control, it is advisable to single out linear structure control, in which functional links are excluded ( planning department, accounting, etc.) and consider all the relationships that have developed in it for management employees different levels in terms of resources, outcomes and lost profits.
Management methods. They must be applied in unified system: economic, socio-psychological and administrative and correlates with certain goals (tasks) of the organization.
Management processes and management decisions. The sources of management efficiency in these categories are the efficiency of the implementation of the stages of managerial decision-making and the quality of the performance of individual management functions at individual stages. In many ways, the quality and efficiency of management services depends on the qualifications of management employees, their work experience, activity and creativity.
Responsibility of employees (bodies) of management. It is necessary to develop a system of responsibility and clearly regulate in job descriptions employees duties, relationships, rights and the measure of responsibility for the general and individual results of work.
Management personnel. Under the new conditions, it is necessary to change the methods of selecting personnel when they are admitted to the organization, to improve the system for evaluating their performance, leadership style and methods of remuneration of managers.
10 Management functions: purpose, diversity, composition.
Management function - a type of management activity, with the help of which the subject of management influences the managed object
All management functions can be divided into two groups according to the following criteria: according to the content of the management process (basic functions) and according to the direction of impact on management objects (specific or specific functions).
General (basic) management functions.
These include:
1) planning;
2) organization;
3) leadership;
4) motivation;
Control.
The number of specific management functions in the enterprise will be as many as the areas (types) of production and economic activities that serve as objects of management. To manage a particular area of activity, a management body (department, service, bureau) is created. The formulation of a specific management function begins with the word "management". Specific management functions include: management of scientific and technical preparation of production; main production management; management of auxiliary and service production; product quality management; labor management and salary; personnel management; logistics management; financial and credit management; product marketing management; control capital construction; control social development team. A specific function is assigned to a management body (accounting, personnel department, financial department, planning and economic department, etc.), whose team is engaged in the performance of this function along with participation in the performance of all five general (basic) management functions. Each specific function at the enterprise is complex in content and includes five general management functions (planning, organization, leadership, motivation and control) to influence organizationally separate management objects.
The carrier of general (basic) management functions is the entire management system, and the carrier of specific (specific) management functions are parts (departments, services) of the management system
All common (basic) functions mutually penetrate each other. Thus, for example, planning is organized, motivated, controlled, and managed. The organization is planned, motivated, controlled, etc. Each specific function includes all general functions. It turns out that in any management unit, all three groups of management functions (general, specific and special) are performed, which closely interact with each other in time and space and form a complex of activities carried out by the subject of management when influencing the object of management. The totality of all management functions performed by managers, specialists and technical executors in control system, forms the content of the management process, which will be discussed in a separate topic.
Planning is the process of preparing for the future decisions about what, by whom, how, when should be done.
The function of the organization is to prepare in advance all that is necessary to carry out the plan.
Motivation is the process of motivating oneself and others to act in order to achieve personal and organizational goals.
Control is the process of measuring (comparing) the actual results achieved with the planned ones.
Management decisions are the connecting link of all functions. After analysis during control, planning is corrected - this is Feedback.
11 Types of communication and criteria for their classification.
Communication is the process of transferring information.
The main goal of the communication process is the exchange of information between two or more people, ensuring the understanding of information.
Main communication methods:
1. Methods of interpersonal communications.
2. Methods for collecting, processing and transmitting information.
3. Methods for making and implementing management decisions.
Types of communications of the organization:
A) External organizational:
1. With consumers.
2. With the public.
3. Reporting to government agencies.
B) Intraorganizational:
1. Communication between the organization and the environment.
2.Communications between levels and divisions.
Downlink communications.
In order to improve the efficiency of information flow management, organizational communications require that each manager has an idea of the emerging barriers to the exchange of information in organizations and methods for improving such exchange.
The main barriers in organizational communications:
1. Distortion of messages:
unintentional;
conscious misrepresentation;
Filtration
mismatch of the statuses of the levels of the organization;
Fear of punishment and a sense of worthlessness.
2. Information overload.
3. Unsatisfactory structure of the organization.
4. Improving and reducing barriers:
* to the qualitative and quantitative determination of the internal structure of communications, i.e. systematization of the transfer of information between the structural elements of the control system;
*to substantiate the external structure of communications, i.e. the system of channels through which information will be transmitted between the elements of the control system and external environment;
* to determine for each channel of information transmission, the composition and volume of messages transmitted through it and the level of their confidentiality;
*to improve managerial actions, short meetings with subordinates, operational meetings.
The communication process can be represented as a set of basic elements that ensure the transmission of component messages:
1. Sender (communicator) - a person who generates ideas or collects information, selects a channel for transmission, encodes a message and transmits.
2. A message is information that the sender sends to the recipient. In this case, the message can be transmitted in a vertical, i.e. verbal form, non-vertical (gestures, facial expressions or graphic images), and can also be encoded, i.e. transformed into a system of signs, impulses.
3. A channel is a means of transmitting information. Usually they are means mass communication(print, radio, television) and interpersonal channels - directly personal exchange of messages between the sender and recipient of information.
4. Recipient (recipient) - the person to whom the information is intended.
When exchanging information, the sender and receiver go through several interrelated stages:
1. The birth of an idea.
2. Coding information and forming a message. To convey a formulated idea, the sender must encode it using symbols understandable to the recipient, giving it a certain form. The most commonly used symbols are words, gestures, graphics, etc., which turn an idea into a message.
3. The choice of a communication channel and the transfer of information. To send a message, the sender must select a communication channel that is compatible with the type of characters used for encoding. The most frequently used channels are: telephone, fax, voice and written materials, electronic means communications, including computer communications, email etc.
4. Decoding. After the message is transmitted by the sender, the receiver decodes it, i.e. translates the sender's characters into the recipient's thoughts.
However, as a result of various kinds of interference and distortion (noise), the recipient may give a slightly different meaning to the message than in the sender's head. To improve the efficiency of information exchange, to compensate for negative distortions, feedback is used in communications.
4. Feedback is the recipient's response to a message. In other words, feedback is a reaction to what is heard, read and seen.
12 Scientific approaches to management: systemic, situational, procedural, target, results-based management.
General scientific methods of management.
Process Approach- activity to perform a function is a process that requires certain costs, resources and time. – the management process reflects the sequence of performance of the main management functions. The management function is a specific type of management activity that is carried out by a specialist. Techniques and methods, as well as the appropriate organization of work and control of activities (planning, organization, motivation, control)
1960 According to the process approach, management is a series of interrelated and universal management processes(planning, organization, motivation, control and connecting processes - the communication process and the decision-making process). Management calls these processes management functions, and the management process is the sum of the listed management functions (Fig. 1.
The "father" of the process approach - Henri Fayol - argued that "to manage means to predict and plan, organize, dispose, coordinate and control."
Systems approach- an enterprise within the framework of this approach is considered as a set of interrelated elements (divisions, functions, processes, methods) - the main idea of the system theory is that any decision has consequences for the whole country.
With a systematic approach, any system (object) is considered as a set of interrelated elements that has an output (goal), input, connection with the external environment, feedback. In the system, "input" is processed into "output". The most important principles:
the decision-making process should begin with the identification and clear formulation of specific goals;
it is necessary to identify and analyze possible alternative ways to achieve the goal;
the goals of individual subsystems should not conflict with the goals of the entire system;
the ascent from the abstract to the concrete;
unity of analysis and synthesis of logical and historical;
manifestation in the object of different-quality connections and interactions.
situational approach– focuses on situational differences between and within firms. - tries to identify significant, variable situations and their impact on the performance of enterprises.
20th century. The situational approach states that different management methods should be applied depending on the specific situation, since the organization is open system, constantly interacting with the outside world (external environment), therefore, the main reasons for what happens inside the organization (in the internal environment) should be sought in the situation in which this organization is forced to act.
The central point of the approach is the situation - a specific set of circumstances that affect the organization's activities at the current time. The situational approach is related to the systems approach and attempts to link specific management techniques and concepts to specific situations.
This approach aims at the direct application of new scientific methods in specific situations and conditions.
Program-targeted approach is based on a clear definition of the goals of the organization and the development of programs for the optimal achievement of these goals, taking into account the resources necessary for the implementation of programs.
Result-Based Approach. Even at the stage of formulating the desired goals, a generalized model of the organization arises. Then alternative options for management decisions are considered, one of them is selected, and the development of programs begins. At every stage of the program strategic goal organization is subdivided into subgoals, the main tasks and priorities for their solution are identified, which are linked to material, labor and financial resources. The evaluation of the results of the implementation of the stage is carried out according to the following indicators: main result, volume and term.
The new steps in the results-based management process are the results-determining process, the ad-hoc management process, and the results-monitoring process.
The process of defining results begins with a deep analysis of the aspirations, on the basis of which the desired results for different levels are determined. This process ends with the definition of an activity strategy and practical ideas for its implementation. Results that are consistent with the aspirations of the organization are expressed in the form of specific goals, strategies, outcomes and intermediate goals. Results in line with the aspirations of the main officials local self-government, are manifested in the form of final results, goals and calendar plans use of working time. The aspirations of each municipal employee are manifested in turn in the form of plans for career advancement and in general in life.
The process of management by situation can also be called management by day. The basis of this process is the organization of affairs, the activities of personnel and the environment in such a way that plans turn into desired results. Especially difficult is the management of personnel and the environment, it is impossible to foresee it in all details. Mastering the art of situational management implies that leaders have the ability to analyze and take into account significant external and internal situational factors. It is also necessary to own different styles leadership and influence, in order to use them in accordance with the requirements of the current situation. In addition, when managing according to the situation, assertiveness and creativity are needed.
In the process of control, it turns out which results are achieved according to the plan and which are accidental. In addition, it is determined how the plans of the staff regarding the promotion and life plans of each municipal employee are carried out. An essential part of the control process is the adoption of decisions based on the results of control in order to implement appropriate measures. These measures can be planned as part of day-to-day management or as part of the next annual plan. If these measures are large-scale, they are taken into account in strategic planning. The most important conclusions in terms of planning career advancement and in life serve the purpose of maintaining work and life motivation.
Results-Based Management is a process that aims to achieve major and supporting results in which:
a) using the planning process, the activities of local governments and municipal employees are determined at different time intervals (in other words, the requirements for results and expected results);
b) persistent implementation of plans is supported by daily conscious management of affairs, personnel and environment;
c) results are evaluated to make decisions leading to follow-up activities.
In the content of results-based management, the most significant is precisely the emphasis on results, which has both fundamental and functional significance. In results-based management, the capabilities of local governments are used in such a way that the action plans extend from their strategic level to plans for the individual use of working time by each municipal employee. Already at the planning stage, the use of the desire and ability of all municipal employees is activated.
In results-based management, the implementation of plans (operational management) and control are highly valued as equal stages of the management process along with planning. Creativity, commitment, and assertiveness are also essential features of results-based management. One of the important factors determining the activity of local self-government bodies is the so-called sense of situation.
Based on the results obtained, it is necessary to draw appropriate conclusions.
13 The essence and types of management decisions.
To manage is to decide
A decision is a choice of an alternative
Decision making is an integral part of managing an organization of any kind.
A problem is a situation where the set goals are not achieved.
1. Scale level
6. Uniqueness
Solution types:
1. Organizational decision: programmed, unprogrammed
2. Compromises
3. Intuitive solution
4. Decision based on judgment
5. Rational decision
Organizational decisions- the choice that a manager must make in order to fulfill the duties due to his position. The purpose of the organizational decision is to ensure the achievement of the tasks set for the organization. Organizational decisions can be classified as programmed and non-programmed decisions.
Programmed decisions are the result of the implementation of a certain sequence of steps or actions, similar topics what they did when solving mathematical equations. As a rule, the number of possible alternatives is limited, and the choice must be made within the directions given by the organization.
Unprogrammed decisions required in situations that are somewhat new, internally unstructured, or involving unknown facts. Non-programmed solutions include solutions of the type:
what should be the goals of the organization?
how to improve products?
Compromises. An effective manager understands and accepts as a fact that the alternative he has chosen may have drawbacks, possibly significant ones. He makes this decision because, all things considered, it seems much more desirable in terms of the final effect.
Intuitive Solution- a choice made on the basis of a feeling that it is the right one. The decision maker does not need to understand the situation, the person simply makes a choice.
Judgment Based Decisions Choice based on knowledge or experience.
14 Classification of methods for developing management decisions.
SCHEME OF THE MANAGEMENT DECISION-MAKING PROCESS
1. Analysis of the situation, identification of the problem
2. Assessment of the problem
3. Definition of selection criteria
4. Development of solutions
5. Choosing the best result
6. Coordination and decision making
7. Organization of the implementation of the decision
8. Monitoring and evaluation of results --------go to point 1.
Management decisions are qualified according to the following criteria:
1. Scale level
2. Field of activity (example no suitable employee has to be hired)
3. Action time (little time to make a decision)
4. Decision in form (the possibility of consequences in the decision)
5. Degree of structure (recurring problem)
6 Uniqueness
In the process of developing and making managerial decisions, a decision maker can use various methods that directly or indirectly contribute to making optimal decisions.
For the convenience of studying and using these methods, their totality is divided into groups according to the stages of the process of developing and making managerial decisions. Of course, some methods are universal and can be used at several or even all stages of the development and decision-making process. Therefore, methods are included in one or another group on the basis of their most frequent use within the framework of a particular stage of the development and decision-making process.
It should be noted that most of the methods have a universal character, however, their grouping was carried out on the basis of many years of research by the authors and is aimed at systematizing the set of methods, to simplify the process of getting to know them, studying them, and also for the convenience of their practical application.
1. Basic control functions.
Planning, organization, motivation and control are interrelated functions of the management process (see question 1).
2. Goals of the organization, strategic planning.
An important step in planning is the choice of goals.
Organization goals - the results that the organization seeks to achieve and to achieve which its activities are directed.
Allocate the main target function, or the mission of the organization, which determines the main activities of the company.
Mission - the main goal of the organization for which it was created.
When defining the mission of an organization, consider:
Statement of the organization's mission in terms of its production of goods or services, as well as the main markets and key technologies used in the organization;
- the position of the firm in relation to the external environment;
- culture of the organization: what kind of working climate exists in this organization; what type of workers are attracted to this climate; what are the basics of the relationship between the company's managers and ordinary employees;
- who are the customers (consumers), what needs of customers (consumers) the company can successfully satisfy.
The mission of the organization is the basis for formulating its goals. Goals are the starting point for planning.
Goals are:
1. By scale of activity: global or general; local or private.
2. By relevance: relevant (priority) and irrelevant.
3. By rank: major and minor.
4. By the time factor: strategic and tactical.
5. By management functions: goals of organization, planning, control and coordination.
6. By subsystems of the organization: economic, technical, technological, social, industrial, commercial, etc.
7. By subjects: personal and group.
8. By awareness: real and imaginary.
9. By reachability: real and fantastic.
10. By hierarchy: higher, intermediate, lower.
11. By relationships: interacting, indifferent (neutral) and competing.
12. According to the object of interaction: external and internal.
The strategic planning process is a tool that helps the company's management make the right strategic decisions and adjust the daily life of the organization in accordance with them.
Strategic planning - it is a set of decisions and actions carried out by the management of the firm in order to achieve the goals of the organization.
Strategic planning includes four main types of management activities:
1. Allocation of resources: distribution of available funds, highly qualified personnel, as well as the technological and scientific experience available in the organization.
2. Adaptation to the external environment: actions that improve the relationship of the firm with the external environment, i.e. relationships with the public, the government, various government agencies.
3. Internal coordination of work of all departments and subdivisions. This stage involves identifying the strengths and weaknesses of the firm in order to achieve effective integration of operations within the organization.
4. Awareness of organizational strategies. It takes into account the experience of past strategic decisions, which makes it possible to predict the future of the organization.
Scheme strategic planning consists of the following steps:
3. Implementation of the strategic plan, management by objectives.
After the development of the organization's strategy, the stage of its implementation begins.
The main stages of the implementation of the strategy are: tactics, policies, procedures and rules.
A tactic is a short-term plan of action aligned with a strategic plan. Unlike strategy, which is more often developed by top management, tactics are developed by middle managers; tactics are more short-term than strategy; the results of tactics appear much faster than the results of strategy.
Policy development is the next step in the implementation of the strategic plan. It contains general guidelines for action and decision making to facilitate the achievement of the organization's objectives. The policy is long-term. The policy is formed in order to avoid deviation in making daily management decisions from the main goals of the organization. It shows acceptable ways to achieve these goals.
After developing the organization's policy, management develops procedures, taking into account previous decision-making experience. The procedure is used in case of frequent repetition of the situation. It includes a description of specific actions to be taken in a given situation.
Where a complete lack of freedom of choice is expedient, management develops rules. They are used to ensure that employees perform their duties accurately in a particular situation. Rules, unlike a procedure that describes a sequence of recurring situations, are applied to a specific single situation.
An important stage in planning is the development of a budget. It is a way of the most efficient allocation of resources, expressed in numerical form and aimed at achieving certain goals.
An effective method of management is the method of management by objectives.
It consists of four stages:
1. Formulation of clear and concise goals.
2. Developing the best plans to achieve these goals.
3. Control, analysis and evaluation of the results of work.
4. Correction of the results in accordance with the planned ones.
The development of goals is carried out in descending order along the hierarchy from top management to subsequent levels of management. The goals of the subordinate manager should ensure the achievement of the goals of his boss. At this stage of developing goals, feedback is obligatory, that is, a two-way exchange of information, which is necessary for their coordination and ensuring consistency.
Planning determines what needs to be done to achieve a given goal. There are several stages of planning:
Determination of tasks that need to be solved in order to achieve the goals.
- establishing the sequence of operations, creating a schedule.
- clarification of the personnel's authority to perform each type of activity.
- Estimation of time costs.
- Determining the cost of resources needed to carry out operations through budgeting.
- adjustment of action plans.
4. Organizational structure of the enterprise.
Choice decision organizational structure accepted by the top management of the organization. The middle and lower levels of management provide initial information, and sometimes offer their own options for the structure of their subordinate units. best structure organization is considered such a structure that allows you to optimally interact with the external and internal environment, meet the needs of the organization and most effectively achieve its goals. An organization's strategy should always define the organizational structure, not the other way around.
The organizational structure selection process consists of three steps:
The division of the organization into enlarged blocks horizontally, in accordance with the activities carried out;
- Establishing the ratio of powers of posts;
- definition official duties and entrusting their implementation to specific individuals.
Types of organizational structures:
1. Functional (classic). Such a structure involves the division of the organization into separate functional elements, each of which has a clear specific task and responsibilities. Such a structure is typical for medium-sized firms or organizations that produce a relatively limited range of products, operate in a stable external environment, and where standard management decisions are most often sufficient.
2. Divisional. This is the division of the organization into elements and blocks by type of goods or services, or by groups of consumers, or by regions where goods are sold.
3. Grocery. With this structure, the authority for the production and marketing of any product is transferred to one leader. This structure is most effective in the development, development of production and organization of the sale of new products.
4. Regional. This structure provides the best solution to the problems associated with taking into account the peculiarities of local legislation, as well as the traditions, customs and needs of consumers. The structure is designed mainly for the promotion of goods to remote regions of the country.
5. Structure focused on the consumer. With this structure, all departments are united around certain groups of consumers who have similar or specific needs. The purpose of such a structure is to satisfy these needs as fully as possible.
6. Design. This is a temporarily created structure to solve a specific problem, or to carry out a complex project.
7. Matrix. This is the structure that results from the superimposition design structure to functional, and implies the principle<двойного>subordination (to both the functional manager and the project manager).
8. Conglomerate. It involves the connection of various divisions and departments that work functionally, but focused on achieving the goals of other organizational structures of the conglomerate. Most often, such a structure is used in large national and international corporations.
An important role is played by the degree of centralization of the organizational structure. In a centralized organization, all management functions are concentrated in the top management. The advantage of this structure is a high degree of control and coordination of the organization's activities. In a decentralized organization, some of the management functions are transferred to its branches, departments, etc. This structure is used when the external environment is characterized by strong competition, dynamic markets and rapidly changing technology.
5. Staff motivation.
For more effective work personnel in the organization must be motivated.
Motivation is the process of inducing other people to act in order to achieve the goals of the organization.
Modern theories of motivation are divided into two categories: content and process.
Content theories of motivation are based on the definition of need. A need is a person's feeling of lack, the absence of something. To motivate an employee to action, managers use rewards: external (monetary, career advancement), and internal (sense of success). Process theories of motivation are based on elements of psychology in human behavior.
6. Control.
Control is the process of ensuring that the firm achieves its goals. Control can be divided into: preliminary control, current control, final control.
In general, control consists of setting standards, measuring the results achieved, making adjustments if results are achieved that differ from the established standards.
Preliminary control is carried out before the start of the work of the organization. It is used in three industries: in the field human resources(recruitment); material resources (selection of suppliers of raw materials); financial resources(formation of the company's budget).
Current control is carried out directly in the course of work and the daily activities of the organization, and involves a regular check of subordinate personnel, as well as a discussion of emerging problems. At the same time, feedback between departments and the upper management echelon of the company is necessary to ensure its successful operation.
Final control is carried out after the work is done. It provides information to the head of the company for better planning and implementation of similar tasks in the future.
Control-oriented employee behavior produces more effective results. However, there must be mechanisms for rewarding and punishing. At the same time, excessive control, which can annoy employees and staff, must be avoided. Effective control must be strategic, reflect the firm's overall priorities, and support the organization's performance. Final goal control is not only an opportunity to identify a problem, but also to successfully solve the tasks assigned to the organization. Control must be timely and flexible. Simplicity and efficiency of control, and its cost-effectiveness are very relevant. The presence of an information management system in an organization helps to increase the efficiency of control and planning of the company's activities. The information management system should contain information about the past, present and future of the organization. This information allows the company's management to make optimal decisions.