Management work. Coursework: Management in my organization. General characteristics of the organization Megasport LLP

University: Tomsk State University control systems and radio electronics

Year and city: Zyryanovsk 2013

Introduction 3

1. general characteristics organization Megasport LLP 5

2. Organization of management at the enterprise Megasport LLP 7

2.1 Analysis of external and internal environment organizations 7

2.2 Analysis of the existing organizational structure management LLP "Megasport" 11

3. Proposals for improving the organizational structure of management of Megasport LLP 19

Conclusion 27

References 29

Introduction

Management - modern system enterprise management, operating in the conditions market economy. The term "Management" is essentially an analogue of the term "management", its synonym. However, there is a difference. Management refers to the living and non-living sphere. For example, the management of technology, biological processes, the state. Those. management is a broader concept. Management is used only in the management of socio-economic systems. Management is an independent type of professionally carried out activity to achieve the intended goals through the rational use of material and labor resources.

For effective management organization it is necessary that its structure is consistent with the goals and objectives of the enterprise and is adapted to them. The organizational structure creates a kind of framework, which is the basis for the formation of individual administrative functions. The structure identifies and establishes the relationship of employees within the organization.

The organizational structure is directly related to organizations where one or another joint labor activity is carried out that needs organizational processes: division of labor, resource provision, coordination of volumes, terms and sequence of work.

An organization is a complex organism. It intertwines and coexists with the interests of the individual and groups, incentives and restrictions, rigid technology and innovation, unconditional discipline and free creativity, regulatory requirements and informal initiatives. Organizations have their own image, culture, traditions and reputation. They develop confidently when they have a sound strategy and use resources efficiently. Without understanding the essence of organizations and the patterns of their development, one cannot manage them, nor effectively use their potential, nor develop modern technologies their activities.

Relevance of the topic. In modern conditions of development of market trends in the Republic of Kazakhstan, due to a qualitatively new system of economic relations and mechanisms of competitive relations, one of the urgent tasks of adapting economic entities to conditions of uncertainty is to improve the strategy and structure of the organization of production management.

In the new conditions, the main trends and concepts of management have emerged, presenting new requirements for the organization of enterprise management, consisting mainly in improving the management system in general and the organizational structure in particular, as one of its most important components.

The need to change the organizational structure of most domestic enterprises, the improvement and development of the management system, the transition to new management standards, the lack of qualified managers determine the importance and relevance for domestic enterprises of the problem of choosing the organizational structure of enterprise management that contributes to the most effective achievement of goals.

The purpose of the work is to investigate the functioning of management, namely the management structure of the organization in Megasport LLP and develop proposals for its improvement.

Based on the goal, the following tasks are set and solved in the work:

Give a general description of Megasport LLP;

Conduct an analysis of the external and internal environment of the organization;

Suggest ways to improve the organizational structure of the management of Megasport LLP.

General characteristics of the organization Megasport LLP

Megasport LLP was founded in 2002 in Ust-Kamenogorsk, st. Manors 16/1.

The partnership was established on the basis of the Laws of the Republic of Kazakhstan "On partnerships". The partnership is legal entity. Labor activity at the enterprise being created is carried out both by the owner himself and by citizens on the basis of employment contracts. At the same time, they are provided with remuneration and working conditions, as well as other socio-economic guarantees provided for by the current legislation.

The partnership has a round seal with its emblem (name), corner stamp, its own letterheads and service marks, may conclude contracts on its own behalf, acquire property and personal non-property rights, incur obligations, be a plaintiff and defendant in court. Megasport LLP carries out its activities in the following areas:

Megasport LLP - network sports shops for the whole family with a wide range of quality products for sports and outdoor activities.

Megasport LLP chain of stores presents clothes, shoes, sports equipment and inventory of both world-famous manufacturers: Columbia, Nike, Reebok, Adidas, Merrell, CAT, Kettler, Roces, as well as more "budget" brands: Outventure, Demix, Torneo, Denton, etc.

The main goal of the Partnership is the comprehensive satisfaction of the needs of customers in its products, goods and services, the implementation of the social and economic interests of the founder of the Partnership, ensuring its profit. The main purpose of the partnership is to generate income.

To achieve these goals, the partnership carries out the following main activities that are not prohibited by law: intermediary activities; commercial activity; other types of activities not prohibited by the current legislation of the Republic of Kazakhstan.

The authorized capital of the partnership may be replenished from income from economic and commercial activities, and, if necessary, from additional contributions from the founders. The property of the partnership is formed from the initial contribution of the founders to the authorized capital, additional contributions, income from economic and commercial activities, as well as from borrowed funds and other property acquired or received by the partnership in the prescribed manner.

Based on the Accounting Policy of Megasport LLP, maintaining accounting at the enterprise is carried out by the chief accountant. The company's accounting is based on the accrual principle - income and expenses are recognized in accounting and reflected in financial statements as they are received and incurred. The procedure for lending, processing loans and their repayment are regulated by the rules of banks and loan agreements.

In particular, in loan agreement provides for: objects of lending and the term of the loan, conditions and procedure for its issuance and repayment, forms of securing obligations, interest rates, the procedure for their payment, obligations, rights and responsibilities of the parties for issuing and repaying a loan, a list of documents and the frequency of their provision to the bank, other conditions.

2. Organization of management at the enterprise Megasport LLP

2.1 Analysis of the external and internal environment of the organization

For rate environment situational analysis should be used. In most cases of environmental assessment, “SWOT (swot)-analysis” is used (the first letters of the English words Strengths are strengths, WeaKnesses are weaknesses, opportunities are opportunities and threats are

dangers, threats).

Analysis of strengths and weaknesses characterizes the study of the internal environment of the organization. The internal environment has several components, each of which includes a set of key processes and elements of the organization, the state of which together determines the potential and the opportunities that the organization has.

In order to successfully survive in the long term, an organization must be able to predict what difficulties it may encounter in the future, and what opportunities it may need. Therefore, studying the external environment, focus on finding out what threats and what opportunities the external environment is fraught with.

The SWOT analysis methodology involves first identifying strengths and weaknesses, as well as threats and opportunities, and then establishing chains between them, which can later be used to form organizational strategies.

First, taking into account the specific situation in which the organization is located, a list of its weaknesses and strengths, as well as a list of threats and opportunities is compiled.

The decision to choose a strategy is individual for each firm. Its development and implementation requires the strictest discipline, creativity and relentless efforts to ensure survival in the competitive struggle that pervades all decisions of the company in the development of strategy. And the same circumstance very often forces companies to develop aggressive market strategies that are aimed at conquering new markets, new segments of consumer demand.

The developed strategy is always further specified in some quantitative terms; at the same time, similar indicators of competitors are of decisive importance.

Based on the analysis of the internal environment, a SWOT analysis is being developed for Megasport LLP. Let's characterize one of the very effective tools distribution over time of efforts aimed at achieving the strategic goals of the organization. For Megasport LLP, the choice of development strategy will be made after conducting a SWOT analysis of the environment in the target market.

Based on the data in the table, a strategy was chosen to strengthen the existing position of the company in the developed market with its subsequent expansion. The latter should happen by winning consumers from trademark Limpopo LLP, which has similar competitive positions to the Megasport LLP trademark in the market of similar products.

The first step to achieve the strategy is to close the gaps in under-promotion. The management of Megasport LLP needs to develop and implement measures for effective sales promotion. By these actions, Megasport LLP will increase its position as a supplier of products and expand its sales network.

The second step is to conduct an event to form a new pricing policy, since the main criterion when buying a product is currently its price. Price reduction is possible by reducing the company's distribution costs and rationally reducing the profit margin.

The third step is to achieve the effect of joint work with foreign manufacturers. It is necessary, based on the desires of end consumers, to expand the range produced by the Adidas trademark.

Table 1 SWOT-analysis of the environment LLP "Megasport"

Enterprises	Strengths	Weak sides
Megasport LLP	1.Highly qualified staff 2. Stable position 3. High quality 4. Brand awareness 5. Well-established sales system 6. Stable demand 7. Reliable suppliers	1. High costs appeals 2. High prices
LLP Limpopo	1. Brand image 2. High quality	1. High market share. 2. Dependence on customs legislation 3. Disorganized trading process 4. Supply Interruption
LLP Adidas	1. Wide range 2. Large market share 3. Low prices	1. Poor quality 2. Supply interruption 3. Less qualified- staff
Sportland LLP	1 Wide range of products. 2 Provision of services - deliveries 3 Acceptable prices.	1. Poor quality. 2. Production interruption
CAPABILITIES 1. Stable demand for goods 2. Stable economic situation 3. Expansion of the product range		1. High level competition 2. Development of domestic manufacturers 3. Change preferences consumers

The expansion of the range is possible by increasing the range of products manufactured under well-known trademarks, this is an essential element for achieving the company's goal.

The last stage of action should be an aggressive competitive campaign to expand the market. As a result, there should be an increase in the share of Megasport LLP in the market of similar products. In parallel with its implementation, it should be deployed advertising campaign, revealing the benefits of products trading company LLP "Megasport" before competitors.

Table 2 Analysis of the factors of the internal environment of the enterprise that reduce the competitive status of the enterprise Megasport LLP

Aggregates	Detailed metrics	Factors that increase competitive status	Factors that reduce competitive status
1. Spatial resources.	1.1 Trading area.		Commercial space for rent

2.Human resources.		The management of the company has a market, strategic thinking able to perceive new innovative technologies.	A technocratic approach to management is used
	2.2 Specialists.	There is work experience.
	2.3 Workers.	Low staff turnover in blue-collar jobs.	Low level of computer literacy.
3. Information resources.		The company has its own website, which is constantly updated.
4.Finance.		The company has enough own funds to operate.
5. Management system.		There is a clear hierarchy. Formalized document flow instructions for workers. There is also a clear system of plans and indicators.

Table 3 Expert review internal environment Megasport LLP

Aggregates	Detailed metrics	Expert review	Change Vector
1. Spatial resources.	1.1 Land.
	1.2 Correspondence of the main industrial buildings.
2.Human resources.	2.1 The leadership of the organization.
	2.2 Specialists.
	2.3 Workers.
3. Information resources.
4.Finance
5. Management system.

In general, the profile for the activity of Megasport LLP is positive, I think that the manager should pay attention to the low level of computer literacy of employees.

2.2 Analysis of the existing organizational management structure of Megasport LLP

The organizational structure should clearly reflect all the services and units necessary for efficient operation. Subordination must also be clearly shown. various levels decision-making and execution, the links between the management of the organization and its sectors are clearly defined.

The organizational structure is the basis for document management in the organization.

Commercial director: Megasport LLP is headed by a commercial director appointed by the meeting of founders for a period of 5 years. The commercial director is executive body partnerships.

The executive body resolves all issues of the partnership's activities, with the exception of issues that fall within the competence of the General Meeting of Founders.

Commercial Director:

Acts on behalf of the LLP without a power of attorney, represents its interests in

all organizations and enterprises;

Issues powers of attorney for the right to represent on behalf of the LLP, including powers of attorney with the right of substitution;

May delegate part of his powers to any employee of the LLP during his absence due to illness, due to a business trip or in other similar circumstances;

Issues orders on the appointment of employees of the LLP, except for the chief accountant, on their transfer and dismissal, applies incentive measures and imposes disciplinary sanctions;

Concludes contracts, manages the property of the LLP;

Approves the states job descriptions and other documents;

Determines the list of information constituting a trade secret;

Exercises other powers not referred by the Charter to the competence general meeting members of the LLP.

The block diagram of Megasport LLP is shown in Figure 1.

Deputy for Economic Affairs:

The main task of the supply manager is timely and high-quality repairs, as well as carrying out preventive work to maintain the working condition of office equipment, inventory, furniture, electrical wiring, lighting fixtures, water supply systems, heating systems, sewerage;

Timely and high-quality repair, installation, adjustment, electrical testing of office equipment and company inventory;

Figure 1. Organizational structure of the management of Megasport LLP

Keeping records of repairs and used spare parts by filling out standard forms;

Drawing up acts upon detection of breakdowns of equipment due to the fault of employees using equipment, equipment;

Performing minor repairs to maintain the life support of the company's office and its other divisions;

Fulfillment of one-time service tasks, instructions, instructions of the Commercial Director;

Accountant:

The following functions are assigned to the chief accountant of the enterprise:

Implementation of accounting and reporting at the enterprise;

Formation of accounting policy with the development of measures for its implementation;

Providing methodological assistance to employees of the enterprise's divisions on accounting, control, reporting and economic analysis;

Ensuring the preparation of economically sound reporting cost estimates for products, payroll calculations, accruals and transfers of taxes and fees to budgets different levels, payments to banking institutions;

control over the timely and correct design accounting documentation;

Making accruals and transfers of taxes and fees to budgets of different levels, insurance premiums to state extra-budgetary social funds, payments to banking institutions;

Calculations of all types of payments to employees of the enterprise;

Accounting optimization;

Head of Sales Department:

Execute the sales plan;

Analyze and systematize the client base;

Participate in the organization and holding of exhibitions;

Control the appearance, condition of workplaces and discipline;

Establish and control selling prices, develop a pricing policy;

Carry out the selection of employees of the department;

Organize efficient work employees;

Marketer:

Conducts research on the main factors that shape the dynamics of consumer demand for products, the ratio of supply and demand for similar types of products, technical and other consumer qualities of competing products;

Implements marketing research related to the study of market segmentation, analysis of pricing and consumer preferences, forecasting sales and sales channels, opening new markets, evaluating the effectiveness of advertising, the activities of competitors;

Analyzes customer needs and pricing limits;

Participates in the development of promotional strategies;

Organizes the development of printed advertising materials internally or externally, testing them, providing suggestions for the design of printed promotional materials or background information for their development, and supervising the replenishment of these materials. Conducts a preliminary assessment of advertising materials developed by third parties;

Sales Representative:

Plans work (visits, meetings) with existing clients, negotiates purchase and sale transactions with them, concludes contracts on behalf of the enterprise;

Provides consulting and other services to clients (assistance in drawing up specifications for goods, assistance in demonstrating goods, providing market information on demand for goods, etc.);

Performs purchase and sale transactions for the enterprise, organizes the fulfillment of obligations under concluded contracts (shipment / delivery of goods, settlements, merchandising at retail facilities, ensuring the proper level inventory, etc.);

Monitors the fulfillment by clients of their obligations under sales contracts (timely payment, acceptance of goods, etc.), identifies the reasons for violations by clients of their obligations, takes measures to eliminate and prevent them;

Works to identify and record potential buyers(sellers), studies their needs, advises on the technical and consumer characteristics of goods, organizes presentations of goods for buyers, other advertising and information campaigns (conferences, seminars, etc.), studies the business reliability of new customers;

Maintains and maintains a database of clients (addresses, volumes of purchases / sales, business reliability, financial viability, requirements for goods, claims for the execution of contracts, etc.);

Takes part in the development marketing strategy and the marketing plan of the enterprise (for its market sector), participates in conferences, seminars, meetings held by the management of the enterprise for sales representatives;

Prepares reports on the level of distribution of goods, sales volumes, sales performance of individual customers to apply incentive and incentive systems for working with these customers (providing special discounts, advertising customers, etc.), makes forecasts for the further development of this market sector;

Ensures the safety of the documentation drawn up under the concluded contracts;

Coordinates the work of merchandisers, promoters (at clients' trading facilities), drivers, freight forwarders, etc.;

Store manager:

Provides conditions for the preservation of inventory items;

Controls rational use areas;

Maintains the necessary accounting documentation;

Brings to the attention of store employees concerning their orders and orders of higher authorities;

Carries out work to improve the skills of store employees, performs the functions of a manager;

Salesman:

Serves customers, deals directly with the sale of products;

Produces price tags;

Carries out work with orders (filtering, formation, sending to the supplier), entering information into the database, ordering from catalogs, informing customers by phone about the receipt of patronage.

Like any organizational structure, the linear-functional management structure has its advantages and disadvantages.

The advantages of the organizational structure of management of Megasport LLP include:

A clear division of labor (specialists in sales of sports goods);

Hierarchy of management;

Availability of standards and rules of activity;

Implementation of recruitment in accordance with qualification requirements.

The main disadvantages are:

The development of rather "narrow" specialists - sellers, rather than managers (managers). For Megasport LLP, this led to the fact that highly qualified and experienced specialists worked in almost all managerial positions, but not all of them have mastered a new specialty for themselves - manager (professional manager);

The structure "resists" the expansion of diversification of activities;

Managers are focused on routine current work.

The strengths and weaknesses of the organizational structure can be reflected in table 4.

Table 4 Strengths and weaknesses of the organizational structure of Megasport LLP

Strengths	Weak sides
Functional divisions help solve problems arising in the course of activities to top management	Each department is to some extent interested in achieving its own goals, and not the overall goal of the entire enterprise.
Takes into account the peculiarities of the trading process (sports direction)	In practice, interconnections and interactions at the horizontal level are not always observed.
Each employee is subordinate to only one manager (the principle of unity of command is observed)	Duplication of functions by some functional units, failure to fulfill the declared functions

The rights and obligations in the management of the enterprise are clearly distributed, and are recorded in job descriptions and other documents regulating this area. There is no practice of reducing management costs at the enterprise. Hierarchy allows you to organize the effective interaction of various structural units to achieve the goals of the development of the enterprise.

The composition of the management of Megasport LLP is quantitatively and qualitatively provided with personnel, the level of education, qualifications, work experience executives meet the requirements of the enterprise. A trend to replace executives with higher levels of education and qualifications is not required.

Proposals for improving the organizational structure of the management of Megasport LLP

In modern conditions, the process of restructuring the organization becomes an objective necessity, ensuring the competitiveness of the enterprise and its survival. Over the past decade, almost no leading corporation in the world has been able to avoid the risky and painful procedure of radical restructuring. Procrastination and an attempt to do without major changes have led to the disappearance of one in four companies from the list of 500 leading corporations in the world.

The problems of restructuring for domestic enterprises are even more topical and are caused not only by the need to adapt to a rapidly changing external environment, which worries foreign enterprises, but also to adapt to a market economy in general. The heads of enterprises, who realize that restructuring cannot be avoided, face the difficult task of developing and implementing a restructuring project, which should include a fundamental change in the structure of an existing enterprise.

Each enterprise today is looking for its own way of restructuring and improving the structure of the company's management.

The main methods for changing the management structure are as follows:

Diagnostics of the current control system;

The organizational structure of the enterprise,

Systems of distribution of powers,

Distribution of areas of activity,

Analysis of the financial and economic situation,

Assessment of the social environment at the enterprise,

Management style analysis,

The work of the main blocks of the control system,

Motivational and communication processes.

Restructuring is not only the creation of new organizational structures, but also a new management culture, a new consciousness of managers and specialists, i.e. exactly what can ensure the implementation of new approaches and ideas.

Sociological research, along with other means, makes it possible to accurately, deeply and comprehensively analyze the current situation at the enterprise, the moral and psychological climate, general style management, the moral values of the team, the level of organizational culture, the relationship between managers and subordinates, the quality of motivational mechanisms, and much more. Their results are a kind of mirror in which both the successes achieved and the existing shortcomings are clearly visible. Moreover, such studies can be called one of the universal sources of information for managers and personnel management services, they not only reveal various kinds of problems, highlighting them, so to speak from the inside, but also show effective means for resolving them.

A powerful integrating and consolidating factor in the enterprise is the development of a market management philosophy, which includes a mission, basic goals (principles) and a code of conduct for employees of the enterprise, in the literature it is also called organizational culture.

The first task on the way to the formation of a new organizational structure of management is to determine such areas of the enterprise's activities that directly and significantly affect the achievement of the strategic goals of the enterprise. If before this area included only sales, then in a market economy this includes marketing, finance, production, personnel. And this means that the entire organizational structure of management should be built around them.

The second task in the formation of the organizational structure is to move from traditional to strategic enterprise management. This is primarily the task of the commercial director. Therefore, it was necessary to free him from current, operational work, focusing on strategy, finance, and personnel. At the same time, it should be taken into account that the transition to strategic management is changing the nature of the work of managers at all levels and each division, as well as the nature of motivational mechanisms now aimed at development, innovation, and scientific and technological progress.

An acceptable model for Megasport LLP at present could be a management organizational structure diagram using the concept of strategic business units (Figure 2). The organizational structure of management is based on the model of a diversified organization focused on strategic management. This approach assumes the decentralization of the management of organizations.

The use of this model will allow:

1. Create a modern organizational management structure that adequately and promptly responds to changes in the external environment.

2. Implement a strategic management system that contributes to the effective operation of the organization in the long term.

3. Release the management of the association from daily routine work related to the operational management of the research and production complex.

4. Increase the efficiency of decisions made.

5. Involve in business activities all divisions of the association that can expand the range of products and services, increase flexibility and competitiveness.

Figure 2. Diagram of the structure of an organization focused on strategic management

The top level of management in this model can be represented by a typical management structure or other organizational and legal form. With the transition to a new management structure, the functions of top management change significantly. Gradually it is freed from operational management divisions and focuses on the problems of strategic management of the economy and finances of the association as a whole.

A feature of this organizational structure is the allocation of strategic business units within the organization and giving individual production and functional units the status of profit centers.

These divisions represent a direction or a group of directions of scientific, production and economic activity with a clearly defined specialization, its competitors, markets.

Each independent unit must have its own purpose, comparatively independent of the others. An independent business unit can be a department, branch, group of departments, i.e. be at any level of the hierarchical structure.

The main task of the new organizational structure is to ensure high flexibility of the management system, the ability to track rapid changes in the external environment. This requires the creation of a department strategic planning, as well as the formation of a flexible system of distribution of powers.

The Strategic Planning Department reports directly to the Commercial Director.

His tasks:

Collection and processing of information for the development and implementation of the strategy;

Development and implementation innovative projects in various fields of activity of the enterprise by creating temporary creative teams;

Planning and coordination of work of temporary project structures.

This allows you to significantly increase the flexibility and adaptability of the enterprise to rapidly changing external conditions.

The choice of the strategic planning structure is determined by many factors: the complexity of the organizational structure of the enterprise, its specific properties, accumulated experience and planning traditions. However, in all cases it is necessary to decide whether such a unit should be line or headquarters. There can be no unequivocal answer to this question, because. its solution in each organization must be approached individually.

In our model of the organizational structure of management, independent business units are average level authorities through which strategic management is implemented, at the lower level of management there are profit centers created on the basis of production and functional divisions of the organization. Operational management is carried out through these centers.

The proposed way of improving the organizational, management structure will allow Megasport LLP to increase management flexibility, quickly respond to changes in demand and other environmental factors, increase employee interest in entrepreneurial activity, save jobs.

This structure will make it possible to gradually transfer the personnel of managers and specialists from the top management level to independently operating units and profit centers. This is due to the constant transfer of a number of management functions from top to lower levels and the need to staff them qualified personnel managers and specialists.

Significant development is necessary for the financial and economic department. In the new structure, the powers of the former assistant commercial director for finance - the chief accountant - will be expanded to financial director, which will be subject to a developed block of financial management.

Due to the lack of a well-established financial management system, an enterprise annually loses from 10 to 20% of its income - the lack of complete and up-to-date financial information leads to belated management decisions, many objects financial management overlooked by leaders.

It is the development and implementation of financial management that should become key to stabilizing the state of the enterprise, since rationally organized financial flows allow the economic structure to function in all areas of economic activity - supply, production, marketing, labor relations.

The position of a financial strategy manager has been introduced in the financial director unit, who will develop a financial management system in order to organize the effective functioning of the enterprise.

An important area - work with personnel - will be subjected to a broad restructuring. The whole range of these issues is concentrated in the block of the head of the personnel department, but this is only one side.

Today, the very nature of the work of the personnel management service, its goals, functions, and tasks are changing significantly. If traditionally these subdivisions performed the functions of accounting for personnel, today meaningful analytical and organizational aspects of activity predominate. At the core new concept training is the formation and development of a creative personality.

The modern organizational structure of management should correspond new system distribution of powers, which should fill the divisions of the enterprise with new content (goals and objectives), invest in them new principles and management methods, ensure the flexibility of the structure, adaptability to the changing strategy of the company.

In order to create a strategic effectiveness of the organizational structure, the regulations on divisions and job descriptions should give priority to analytical and promising areas of work.

Subdivision reports should reflect only promising new work.

Current and operational work should be controlled systematically - immediately after execution.

Such control should be carried out by the direct consumer of the work, then it will be the most stringent, fastest and least expensive, as it becomes the starting point for the next stage of work.

Conclusion

In conclusion, the work can be concluded that the essence organizational activities is to create such managerial relations that would provide the most effective links between all elements of the managed system.

To organize means to divide into parts and delegate the implementation of a common managerial task by allocating responsibility and authority, as well as establishing relationships between various types works.

The function of organizing activities includes building a structure, distributing tasks, functions, powers and responsibilities among departments (regulations on departments) and performers (job descriptions). This activity should have a clear target, for example, to increase the flexibility and adaptability of the organizational structure.

Thus, the content of the organization's function in management is:

adaptation of the organizational structure of the company to the tasks of the planned activity;
selection of people for specific work and delegation of authority, rights to use the resources of the organization.

The organizational structure of enterprise management is a system of optimal distribution functional duties, rights and responsibilities, order and forms of interaction between people.

Analysis of the practical experience of the organizational activities of Megasport LLP in the process market relations speaks of their insufficient understanding of the essence of the new goals, tasks facing the economic entity. Significant shortcomings were noted in the work of the management, requiring optimization.

simple and flexible and easier to adapt to new economic conditions.

As a result of the analysis of the current organizational structure of management of Megasport LLP, the following conclusions can be drawn.

The organizational structure of the enterprise does not fully meet modern market conditions, it needs to be improved - the development of market blocks and increased flexibility.

The needs of the market, which require fundamentally new design solutions, are not sufficiently satisfied.

The company does not use all marketing opportunities, does not take into account life cycles products.

The existing system of distribution of powers is mainly aimed at operational work and does not allow for the transition to strategic management.

There is no formally formulated and approved organizational culture enterprises.

Insufficient use of middle and lower levels of management.

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EDUCATIONAL AND METHODOLOGICAL COMPLEX ON MANAGEMENT

PRACTICAL WORKS

(SPECIALTY 40.02.01)

Fryazino, 2016

Bryksina N.M. Practical work on management (specialty 40.02.01). UMK. Fryazino, 2015, 19 p.

Practical work No. 1 in the discipline "Management" on the topic:

"Using Management Principles in Practice"

Purpose of the lesson: study the principles of management according to A. Fayol and their application in practice.

Exercise:

To study and analyze the production situation "Ford yesterday, today and tomorrow".

Give a well-reasoned answer to the question:

What management principles (according to A. Fayol) were used by Henry Ford when managing the Ford Motor Company?

To conclude how the application of management principles helps the organization to achieve success.

Production situation "Ford yesterday, today and tomorrow"

Henry Ford was a great leader. He represented the archetype of the authoritarian entrepreneur of the past. Prone to loneliness, supremely headstrong, always insisting on his own path, despising theories and "nonsensical" reading of books, Ford considered his employees "helpers." If the “assistant” dared to contradict Ford or make an important decision on his own, he usually lost his job. At Ford Motor Company, only one person made decisions with any consequences. Ford's general principles were summarized in one phrase: "Any buyer can have a car of any color he wants, as long as the car remains black."

Ford made his Model "T" so cheap that almost any working person could buy it.

In about 12 years, Ford turned a tiny company into a giant industry that transformed American society. What's more, he did this by figuring out how to build a car that sold for as little as $290 and paying his workers one of the highest rates of the time, $5 a week. So many people bought the Model T that in 1921 Ford Motor controlled 56% of the passenger car market and almost the entire world market along with it.

Ford, as already noted, was an unbendingly rigid, headstrong, and intuitive man. “A man should not wander back and forth,” said Ford. On the contrary, certain duties were assigned to each leader, and freedom was given to do whatever was necessary to carry them out.

While Ford Motor remained true to the black "T" model and the tradition that the boss commands and the rest follow, General Motors introduced the practice of frequent model changes, offering the consumer a wide range of styles and colors and affordable credit. . Ford Motor's market share has plummeted, and its executives' ratings have plummeted. In 1927, the Firm was forced to stop the assembly line in order to re-equip it for the production of a very belated Model "A". This allowed General Motors to capture 43.5% automotive market, leaving Ford Motor with less than 10%.

Despite the cruel lesson, Ford was never able to see the light. Instead of learning from the experience of General Motors, he continued to operate in the old fashioned way. For the next 20 years, Ford Motor Company barely managed to stay in third place in the auto industry and lost money almost every year. It was saved from bankruptcy only by turning to the $ 1 billion cash reserve that Ford had accumulated in good times.

Practical work No. 2 in the discipline "Management" on the topic:

"Making decisions"

Production situation "The usual place"

Saturn has been in the publishing business for almost ten years now. All this time at the head of the company was CEO Ivan Ivanovich, already elderly, but full of energy and enthusiasm of a person. In 1996, he created this publishing house, having promised himself that he would publish only serious, scientific literature and would never publish a detective story. And this promise to himself he firmly kept throughout the whole time.

The books of the Saturn publishing house found their readers, and many institutes turned to Ivan Ivanovich with orders for the publication of their books. There were partners among major publishers who supported Saturn and helped it stay afloat. But, despite significant support, Ivan Ivanovich always adhered to his principles and published only what he considered necessary, and in the way he wanted, although there were attempts on the part of partners to impose their opinion on him. At the beginning of his activity, Ivan Ivanovich managed to get a room for rent on very favorable preferential terms, albeit a small one, but located in the center of Moscow, not far from the metro. The room was decorated in a homely way and created a warm, relaxed atmosphere. All employees of the publishing house felt at home, which had a good effect on the work and the atmosphere in the team. The need to stay at work was perceived without resentment, and sometimes with joy.

And now the 10th anniversary of the publishing house is approaching. All employees, most of whom have worked in the publishing house since its inception, were looking forward to the holiday and were already planning how to celebrate such a significant event. Only Ivan Ivanovich walked around thoughtful and taciturn. After graduation next term it took almost six months to complete all the documents for the renewal of the lease agreement. Having received the draft contract, Ivan Ivanovich drew attention to the fact that the lease term was three years, and not five, as it was before. The reason was unknown to him, and the performer in the Moscow Property Committee shrugged her shoulders and referred to the order "from above".

And from reliable sources, Ivan Ivanovich learned that a government decree was being prepared on the privatization of all premises. Tenants were offered to buy out the premises they rented. In case of refusal, the premises were "floated under the hammer."

In one of the conversations with the director of a large publishing house, Ivan Ivanovich spoke about his problem. The Director was happy to offer financial support to resolve this issue. It would seem that now everything will be fine, the money has been found, the publishing house will retain its usual place. But Ivan Ivanovich felt some anxiety. He understood that if he agreed to this help, he would have to reckon with the opinion of his partner. Time was running out, but Ivan Ivanovich did not have the estimated amount for the purchase of the premises, and could not appear. The loss of the native premises worried the director of Saturn more and more.

Exercise:

To study and analyze the production situation "A habitual place".

State the problem faced by the director of the publishing house.

Identify solution alternatives and evaluate them by completing the tables below.

Ivan Ivanovich agrees to the partner's proposal

Pros:

Minuses:

Ivan Ivanovich will refuse the offer of a partner and will look for another room

Pros:

Minuses:

The publishing house will close

Pros:

Minuses:

Ivan Ivanovich will take a loan from the bank and buy the premises

Pros:

Minuses:

4. What criteria for evaluating alternatives can be proposed?

Practical work No. 3 in the discipline "Management" on the topic:

« Business conversation»

Business game: "Conducting business negotiations"

Goals business game:

1. Acquisition of business communication experience.

2. Mastering the social norms of formal communication.

3 Formation of a positive atmosphere for negotiations.

4. Development of collective decision-making skills in the conditions of constructive interaction and cooperation.

Exercise:

1. Study and analyze the given situation.

2. Prepare arguments in favor of your proposal.

3. Anticipate the counterarguments of the other side and prepare to reflect them.

4. Reach an agreement with representatives of the company (NII).

5. Conduct an analysis of the results of the negotiations, noting the positive and negative aspects.

Practical situation

Laboratory of Research Institute of the Ministry of Defense

Your biological research laboratory is one of the leading ones in a large research institute belonging to the Ministry of Defense. In recent years, the research institute's budget has been significantly reduced and your laboratory has been forced to reduce some of the staff. Young employees quit own will and registered a private pharmaceutical company. Honored scientists who have worked here all their lives have remained in your laboratory.

Two days ago, the Ministry of Defense informed the Research Institute of an impending ecological disaster. Stockpiles of chemical weapons buried at the Sirenevy Bor test site leaked. It was possible to temporarily prevent the release of toxins into the atmosphere, but after two weeks a breakthrough of gases is inevitable. The population of a large industrial region will suffer, the entire territory of which will become uninhabitable for 15-20 years. Your employees, who developed these weapons during the war, know how to effectively neutralize toxins using a special absorbent. Its most important component is made from the "royal nut" shell. This nut is collected in the only relict grove in the mountainous south of the country. It is December outside, there are no stocks of these nuts in the research institute, the next harvest of nuts will be harvested only in September. It is impossible to replace the "royal nut" with anything else.

Colleagues from the south report that one of the local entrepreneurs bought in the fall and still has 120 kg of "king nuts". This amount is enough to make required volumes absorbent and complete neutralization of toxins in Sirenevy Bor.

Colleagues additionally reported that your retired employees are also starting negotiations with the entrepreneur to purchase the entire batch of nuts.

Your relationship with these young scientists is very strained. They are suing your lab for one patent you applied for after they were fired. For you, success with absorbent is extremely important, because. will not only save the laboratory, but also significantly increase its budgetary funding. The situation is further complicated by the fact that research institutes have no money to buy nuts, and the Ministry of Defense cannot allocate more than 120 million rubles from its cut budget. You understand that the nuts will be sold to the highest bidder.

The Department of Defense has suggested that you meet with your former employees from a private firm for talks. Negotiations scheduled for noon...

Your goal: reach an agreement with the representatives of the firm.

Young private pharmaceutical company

Your young private pharmaceutical firm has developed a revolutionary new drug to treat a disease that affects newborns. This completely unexplored, recent brain disease called DIPS inevitably leads to death within two weeks.

The new drug, patented by you at home and abroad, provides 100% recovery of newborns from DIPS, and in small doses can be used to vaccinate expectant mothers. Your drug does not cause any side effects. It is certified by the Ministry of Health and recommended for immediate production.

Information about your success has become widely known through the means mass media. Television and newspapers tortured you with interviews. This is the first great success of your small firm, the backbone of which was made up of young scientists who worked three years ago in a large research institute belonging to the Ministry of Defense. In addition to scientific recognition, you expect not only to repay a loan received three years ago through the Ministry of Health (the repayment period expired a month ago), but also to make a solid profit.

Two days ago, the Ministry of Health notified you that a DIPS epidemic had suddenly begun in the country. The first two hundred and eighteen newborns have been hospitalized, and the disease is expected to affect 2,000 newborns. Knowing about your drug, parents spend the night at your door ...

These events took your firm by surprise. The drug is made from the kernels of the "royal nut", which is collected in the only relict grove in the mountainous south of the country. Your nut reserves are completely gone for research. It is December outside, the next harvest of nuts will be harvested only in September. It is impossible to replace the “royal nut” with anything else.

You have been on the phone for two days already and found out that one of the southern entrepreneurs bought and still has 120 kg of “royal nuts” in the fall. This amount will be enough to treat all the sick and to widely vaccinate expectant mothers. You also became aware that the "royal nut" is feverishly sought former colleagues from the defense research institute.

You have a very strained relationship with them. Not only were you forced to resign from the research institute, but you are also suing the research institute for one patent based on your ideas.

The situation does not please you also because your young company cannot pay more than 120 million rubles for nuts, which your employees have collected "from the world on a string." You understand that the nuts will be sold to the highest bidder.

In the morning you received a call from the Ministry of Defense and were summoned to talks with representatives of that same research institute. Negotiations scheduled for noon...

Your goal: to reach an agreement with the representatives of the research institutes.

Seminar on the discipline "Management" on the topic:

« Career as a process of personal and professional development of a person”

Purpose of the lesson : consolidation and expansion of knowledge on the topic: "Personnel Management".

Conduct form : seminar.

Issues for discussion:

Personal and professional development of a person in the new socio-economic conditions. What is professional success?

Uncover sides and levels of professionalism.

What are the psychological patterns of the formation of professionalism?

Career management system.

The concept and stages of a business career.

Personnel reserve of the enterprise.

Business career management rules.

Directions for the implementation of intra-organizational career, its goals and objectives.

The role of a career in the life of a leader.

Factors contributing to career advancement.

Career plan for manager and specialist.

Studying the career potential of employees.

Education and career.

Woman and career.

Career management as part of the personnel management system.

Business career: goals, stages; factors and stages of career growth.

Management of service and professional advancement in the organization.

The main features of career management in an organization (on the example of a specific enterprise)

Features of a business career, its planning and development at a particular enterprise

Practical work No. 4 in the discipline "Management" on the topic:

"System Development members' motivation structural unit for the effective performance of work in accordance with the powers delegated to them"

Practical tasks

Describe situations in which carrot and stick motivation can be used effectively today.

What methods of motivation are best for stimulation:

quick task completion;

risk;

inventions;

independence in work;

accuracy and relevance;

new ideas?

Read the description of the practical situation carefully and answer the questions.

Practical situation

In the mid 1990s. became obvious in Russia: primitive mechanisms of motivation do not work, the possibilities of simple financial incentives exhausted.

A typical example is the story of medical representatives. It was at this time on Russian market there were numerous private pharmaceutical companies that traded medicines. The issue of selecting personnel with appropriate qualifications has become acute. As firms became active, they recruited a large staff of medical representatives who were supposed to promote sales of pharmaceuticals. These employees were essentially salespeople. The main task of such an employee was to convince doctors to write prescriptions for the drugs they offered, and pharmacies to order the corresponding products.

Pharmaceutical companies selected the most qualified medical workers. Many had academic degrees, had extensive clinical practice, and could speak professional language with doctors and pharmacists. New job guaranteed a significant (often tenfold) increase in salary, so there was no end to applicants.

However, the enthusiasm, at first fueled by a worthy material reward, after 3-4 months was replaced by despondency, and after six months or a year, the medical representatives began a period of deep depression. Educated, creative people quickly got tired of working as a salesperson.

Indeed, qualified doctors gradually began to realize that they had left an interesting basic profession, which they studied for a long time and in which they had experience. As a result, the outflow of such specialists from trading companies began.

ANSWER THE QUESTIONS

1. How big is the role of a manager in creating a system of staff motivation?

2. What are the motivation factors (except wages) do you know?

3. Analyzing the stated reasons for the decrease in the main motivation factor - money, offer your own version of a comprehensive system of labor motivation for medical representatives of a pharmaceutical company. How do managers pharmaceutical companies can retain qualified professionals?

Task 4.

For most of us, work is vital as a source of livelihood. In that case, why management staff should be so attentive to the problems of employee motivation?

Test "Determining the degree of motivation of the individual to success"

Answer "yes" or "no" to the following questions:

1. When there is a choice between two options, it is better

to do faster than to postpone for a certain time?

2. I get easily annoyed when I notice that I can't be 100%

perform a task.

3. When I work, it looks like I'm putting everything on the line.

4. When a problem situation arises, I most often accept

one of the last solutions.

5. When I have no business for two days in a row, I lose my peace.

6. Some days my progress is below average.

7. I am more strict with myself than with

others.

8. I am more friendly than others.

9. When I refuse a difficult task, then the floor is severe

I condemn myself, because I know that by doing it, I would have achieved

success.

10. In the process of work, I need small breaks to rest.

11. Diligence is not my main dream.

12. My achievements in work are not always the same.

13. I am more attracted to other work than the one I have.

busy.

14. Blame stimulates me more than praise.

15. I know that my colleagues consider me a business person.

16. Obstacles make my decisions harder.

17. It is easy to awaken ambition in me.

18. When I work without inspiration, it is usually noticeable.

19. When doing work, I do not count on the help of others.

20. Sometimes I put off what I should have done now.

21. You need to rely only on yourself.

22. Few things in life are more important than money.

23. Whenever I have to complete a task, I don’t talk about anything.

I don't think otherwise.

24. I am less ambitious than many others.

25. At the end of my vacation, I am usually glad that I will be back at work soon.

26. When I am disposed to work, I do it better and

more qualified than others.

27. It is easier and easier for me to communicate with people who can stubbornly

work.

28. When I have nothing to do, I feel uncomfortable.

29. I have to do responsible work more often than

others.

30. When I have to make a decision, I try to do

it's the best it can be.

31. My friends sometimes consider me lazy.

32. My success depends to some extent on my colleagues.

33. It is pointless to oppose the will of the leader.

34. Sometimes you don't know what kind of work you have to do.

35. When something goes wrong, I am impatient.

36. I usually pay little attention to my achievements.

37. When I work with others, I achieve great things.

results than others.

38. Much of what I undertake, I do not bring to the end.

39. I envy people who are not very busy with work.

40. I do not envy those who strive for power and position.

41. When I am sure that I am standing on the right way, for

evidence of my innocence, I take measures up to

extreme.

Key.

Give yourself one point:

for each "yes" answer to the questions

No 2, 3, 4, 5, 7. 8, 9, 10, 14, 15, 16, 17, 21, 22, 25, 26, 27, 28, 29, 30, 32,

37, 41;

and for each “no” answer to the questions:

No 6, 13, 18, 20, 24, 31, 36, 38, 39.

32 - 28 points.

You are highly motivated to succeed

persistent in achieving the goal, ready to overcome any

obstacles.

27 - 15 points.

You have an average motivation for success, the same as

most people. Striving for a goal comes to you in the form

ebbs and flows. Sometimes you want to quit everything because you

think that the goal you are striving for is unattainable.

14 - 0 points.

Your motivation for success is rather weak, you

satisfied with themselves and their position. Don't burn at work

We are convinced that no matter what you do, everything will work out.

successively.

Option 14

1. List the principles of organization management, disclose the content and indicate their role in management.

2. Name the direct and indirect factors of the external environment of the organization, show their influence on the state of the organization.

3. Task.

	Required qualities		Contraindications
	main	desired	Contraindications
1. Physical appearance
2. Education
3. Experience
4. Special abilities

6. Marital status
7. Social conditions

4. Test. According to management theory, the allocation of a management function is the result of:

1. List the principles of organization management, disclose the content and indicate their role in management

A. Fayol ( classical school management 1920-1950), formulated the following principles of management:

1. Division of labor.

Increasing the quantity and quality of production at the cost of the same conditions. This is achieved by reducing the number of targets. The result is a specialization of functions and divisions of power.

2. Authority and responsibility.

Delegation of authority to each worker, and where there is authority, responsibility arises.

3. Discipline.

Discipline involves the fulfillment of the terms of the agreement between workers and management, the application of sanctions to violators of discipline.

4. Order.

A workplace for every worker and every worker in his place.

5. Unity of command.

Combining actions with the same goal into groups and working according to a single plan. One immediate supervisor.

6. Remuneration of personnel.

Employees receiving fair remuneration for work.

7. Centralization.

The right balance between centralization and decentralization in order to achieve better results. If decisions are made at the highest level, then this is centralization, if at the middle or lower level, then this is decentralization.

8. Staff stability.

High employee turnover is both a cause and a consequence of the poor state of affairs. A mediocre leader who cherishes his place is certainly preferable to an outstanding, talented manager who quickly leaves and does not hold on to his place.

9. Corporate spirit.

Harmony, unity of staff is a great strength in the organization.

The principles of management were created with the aim of competently and efficiently building the work of the company. If you follow these principles, they will lead the organization to success.

2. Name the direct and indirect factors of the external environment of the organization, show their influence on the state of the organization

Since environmental factors have different strengths of influence on the organization, they are divided into direct and indirect factors, and the entire external environment into the environment of direct and indirect action.

Environmental factors of direct impact:

Suppliers.

The variety and quality of the supplied raw materials affects the quality of the manufactured products, respectively, the prices of the purchased raw materials will affect the cost of the final product.

laws and government agencies.

Labor law, many other laws and state institutions affect the organization. Each organization has a specific legal status, being a sole proprietorship, a company, corporation or non-profit corporation, and it is this that determines how an organization can conduct its business and what taxes it must pay.

Consumers.

Customers, by deciding what goods and services they want and at what price, determine almost everything related to the results of its activities for the organization. The impact of consumers on the internal variables of a structure can be quite significant.

Competitors.

This is the most important factor, the influence of which cannot be disputed. The management of each enterprise is well aware that if the needs of consumers are not met as efficiently as competitors do, then the enterprise will not last long. In many cases, competitors, not consumers, determine what kind of performance can be sold and what price can be asked.

Environmental factors of indirect impact:

Technology.

Technological innovations affect the efficiency with which products can be made and sold, the rate of product obsolescence, how information can be collected, stored, and distributed, and the types of services and new products customers expect from an organization.

The state of the economy.

Management must also be able to assess how general changes in the state of the economy will affect the organization's operations. The state of the world economy affects the cost of all inputs and the ability of consumers to buy certain goods and services. The state of the economy can greatly affect the ability of an organization to obtain capital, since when the economic situation deteriorates, banks tighten the conditions for obtaining a loan and increase interest rates. Also, with tax cuts, there is an increase in the amount of money that people can spend on non-essential purposes and, thereby, contribute to business development.

Socio-cultural factors.

Every organization operates in at least one cultural environment. Therefore, socio-cultural factors, and above all, life values, traditions, attitudes, affect the organization. Sociocultural factors influence how organizations conduct their business. For example, public opinion can put pressure on a firm that has ties to socially disapproved organizations, groups, and possibly countries. The daily practice of stores depends on the perceptions of consumers about quality service. retail and restaurants. The result of the sociocultural impact on organizations has been a growing focus on social responsibility.

political factors.

Certain aspects of the political environment are of particular importance to leaders. One of them is the position of the administration, legislative bodies and courts in relation to business. This position influences government actions such as taxation of income, the establishment of tax breaks or preferential trade duties, requirements for labor practices, consumer protection legislation, safety standards, environmental cleanliness, price and wage controls, etc. P.

Relations with the population.

For any organization, as a factor in the environment of indirect impact, of paramount importance is the attitude of the local population, the social environment in which the organization operates. Organizations must make a concerted effort to maintain good relations with the local community. These efforts can take the form of school funding and public organizations, charitable activities, in support of young talents, etc.

international factors.

The external environment of organizations operating at the international level is characterized by increased complexity. This is due to the unique set of factors that characterize each country. Economy, culture, quantity and quality of labor and material resources, laws, government institutions, political stability, the level of technological development differ in different countries. In carrying out the functions of planning, organizing, stimulating and controlling, these differences must be taken into account.

3. Challenge

1) the main required qualities, that is, those in the absence of which the work cannot be performed at a satisfactory level;

2) desirable qualities: preference should be given to candidates who possess them, provided that they have other main qualities;

3) contraindications: qualities that automatically exclude candidates who are suitable for other parameters.

Using the table, make a personal specification for one of the workers in a service.

Finance Department. Employee for the position of Deputy Chief accountant.

List of job requirements	Required qualities		Contraindications
List of job requirements	main	desired	Contraindications
1. Physical appearance	Accuracy	Accuracy	slovenliness
2. Education	economic	Degree in economics	Accounting courses
3. Experience	From 3 years in the position of Deputy Chief. accountant or accountant	5 years as Deputy Chief accountant or accountant	Work experience less than 3 years
4. Special abilities	Knowledge of "1C: Enterprise", the ability to make decisions, perceive information and adequately analyze it	Knowledge of 1C:Enterprise, ability to make decisions, perceive information and adequately analyze it, ability to resolve disputes	Inability to work with a computer
5. Traits of character (temperament)		Calm, thoughtful, efficient	Conflict
6. Marital status			Children under three years old
7. Social conditions		Accommodation in the area where the office is located or nearby areas	Nonresident

4. Test

According to management theory, the allocation of a management function is the result of:

a) the complexity of the technology for the production of goods;

b) horizontal and vertical division of managerial labor;

c) simplification of organizational management structures;

d) expanding the scale of doing business.

List of used literature

1. Management: textbook / ed. MM. Maksimtsova, A.V. Ignatieva. — M. : UNITI-DANA, 2010.

If a Test, in your opinion, of poor quality, or you have already met this work, inform about it to us.

Manager in the modern view, it is a person holding a permanent position, endowed with authority and responsibility in the field for specific types of activities of an organization operating in market conditions.

The term "manager" is quite widespread and is used in relation to:

the organizer of specific types of work within individual departments or target groups;
the head () as a whole or his subdivision;
leader in relation to subordinates;
administrator of any level of management who organizes work, guided by modern methods.

The specifics of labor manager is the end result of his activity - the decision taken, the organization of the implementation of which is the content of the work of the manager.

Solution- a conscious conclusion about the implementation (or non-implementation) of some actions. The need for decision-making is dictated by the presence of previously known tasks, as well as the emergence of new tasks or the emergence of problems that require regulation.

End result of activity Manager in different countries is evaluated differently by management specialists (Table 4.1).

Table 4.1 Features of the final result of activities in management

The main tasks of a manager in an enterprise are reduced to managing an object in order to achieve the goals of the organization (development of an organizational structure for managing an object in accordance with its goals):

ensuring the functioning of the supply subsystem;
ensuring the functioning of the production system;
ensuring the functioning of the product sales subsystem;
OF of the financial subsystem;
OF of the innovation subsystem;
OF of the social subsystem;

Types of managers

The vertical division of labor in management involves the allocation of three hierarchical levels of management that determine the content of the manager's work (Fig. 4.2).

Rice. 4.2. Management levels

middle managers coordinate the work of lower-level managers and act as a link between them and top management. They make decisions in accordance with the content of the tasks of the internal environment of the organization (enterprise).

Grassroots managers organize the work of workers or other employees directly subordinate to them. They make operational decisions in accordance with specific tasks headed object.

The horizontal division of labor in management makes it possible to single out line and functional managers.

Line managers- these are managers who coordinate the activities of departments in accordance with the goals and objectives of their hierarchical level.

Line manager level is determined by the position of the unit headed by him in the hierarchical structure of the organization (enterprise).

Functional leaders- these are managers who head departments and services in the hierarchical structure of the organization (enterprise), providing the possibility of decision-making by line managers of the corresponding hierarchical level.

Functional manager level is determined by the hierarchical level of line management, the work of the unit of which it provides.

Allows you to select figures in the manager environment:

entrepreneur;
businessman;
businessman.

Entrepreneur- the main figure of market relations, innovative activity which is associated with a constant material risk when organizing a new enterprise or developing a new idea, new products or a new type of service offered to the public in the face of market uncertainty.

Businessman- a subject of market relations, whose business activity is associated with the availability of capital (not only in monetary form) and is aimed at solving problems related to the implementation of operations for the exchange of goods and services between existing market structures when using the forms and methods of free economic activity that have developed in practice.

businessman- an independent economic subject of market relations, specializing in the types of intermediary activities existing in the market conditions that meet the needs of society and a particular individual.

Qualities required of a manager

Key qualities required for a manager:

ideological position:
- availability of a developed management concept;
- the desire to ensure the achievement of the economic and social goals of the organization;
- the ability to positively influence people, educating by personal example;
business competence:
- have professional knowledge in the field of market economy;
- have experience in the field of economic activity;
- own modern methods of management;
administrative talent:
- be entrepreneurial in expanding the scope of activities;
- have administrative experience;
- have a high level of professional communication culture;
- be able to provide corporate support;
personal qualities:
- genetic predisposition to;
- have a sense of inner freedom and readiness for risk;
- critically assess their achievements;
- be able to harmonize;

Worldview position- this is the social quality of a person who has moral attitudes characteristic of a certain type of activity.

Business Competence- this is the quality of a person who has the ability to lead in the conditions of market relations.

Administrative Talent — is the quality of a person who has organizational skills providing a real opportunity to bring the work started to the end.

Personal qualities- these are personality traits that provide business and psychological support for the social environment in the process of practical activity.

Requirements for a manager

According to these levels, different requirements are imposed on managers. These requirements are high for any level of managers. In general, line managers in the middle are concerned with problem solving, lower managers are concerned with resolving problems associated with achieving goals, and upper managers are concerned with setting overall goals. Thus, although it seems that responsibility is distributed evenly, most of it lies with the leaders of the highest order. It is so established that if some enterprise fails, then the leader is blamed for everything, and if the company succeeds, then this success belongs exclusively to the employees of this organization.

However, one can list General requirements applicable to managers of all levels. So, the requirements can be divided into 6 main blocks:

1. Knowledge of the specialty:

- knowledge of technology production process and its functioning;
- knowledge of management theory, basic laws and techniques;
- knowledge of general economic theory;
- knowledge of marketing theory;
- as well as general erudition in the specialty;
- knowledge of the science of psychology (very important when working with people);

2. Personal qualities:

- the ability to be in shape;
- endurance in a state of uncertainty and stress;
- endurance in any conflict situation;
- communication;
- the ability to listen;
- intuition;
- adaptability to the situation;
- susceptibility to criticism, self-criticism;
- self confidence;
- authority;
- striving for success and willingness to work for it;
- age and external data;
- strength of will;

3. Personal ability:

- the ability to convince, break through your ideas (charisma);
- ability to distribute responsibilities and give clear instructions;
- the ability to stimulate and motivate employees;
- ease of communication, tact and diplomacy;

4. Intellectual ability:

- mind and prudence;
- creative potential;
- the ability to make the right decision;
- logical, structural, systemic thinking;
- intuition;

5. Working methods:

- rationality and consistency in work;
- the ability to concentrate as much as possible;
- the ability to make decisions and solve problems;
- self-management;
- the ability to express their thoughts, to negotiate;

6. Physical capability:

- activity and mobility;
- vigor;
- strength and health.