The organization of work is the process of delegating and coordinating tasks and resources, with responsibilities, authorities and accountability that are clearly defined. What do we get if we invest our time and energy in proper organization work, and how to achieve it?

Benefits of good work organization

The powers and responsibilities of employees are clearly defined; everyone knows what is expected of him.
Responsibilities are fairly distributed; employees have a certain amount of work that they agree to.
Use of resources as efficiently as possible; there is no duplication of responsibilities.
Coordination of work is continuous; employees work together to achieve the goals of the company.
Employee satisfaction at a high level; they prefer an organization that works well together.
Tasks are achieved; this can be achieved only by properly organizing the work.

But how to properly organize the work? What principles should be followed in this regard?

General principles

Unity of leadership implies the presence of one leader for each employee and a single plan that is designed to achieve a common goal for employees.

Command chain means that the authority in the organization must be clearly outlined from top to bottom. Everyone should know who reports to him, and to whom, respectively, he reports.

The main principle that follows from the above is that each employee should have only one boss!

Scope of control- the leader should have as many subordinates as he is able to keep under control and effective control. The number of direct reports may vary. It depends on many factors, for example, the area of ​​work of the company, the level of responsibility and authority of a particular manager, the tasks performed by this unit, and other variables.

Specialization Every person in the organization has clear, defined roles. In order for this principle to be observed, the manager must clearly understand the structure of the company and have full knowledge of who, what, where and why is doing and what are the interactions and communications within the company. Documents such as job descriptions are very helpful in defining the functions of employees.

Coordination- the process of integrating the work of departments to achieve the goals of the company. To begin with, it is important to understand what the purpose of the company is. Then you need to understand what is the function of a particular unit in the process of achieving a common goal. In the end, it is necessary to coordinate the actions of different departments in the course of realizing the company's goal. A unit can only be useful if it is included in common work.

Balanced responsibility, authority and accountability- all the functions listed below are balanced among themselves and have the same importance.

Delegation- the process of allocating responsibility and authority for the task. The main thing in delegation is to correctly determine what can and should be delegated, and what should still be carried out by the leader personally. The volume of delegated tasks depends on many nuances, so each manager determines it based on his own situation. However, delegation is a process required for effective work enterprises.

Employee stability- employees stay in their places as long as possible, low staff turnover. This principle significantly affects the profit of the company, although this is not as obvious as, for example, in the case of rent or the purchase of raw materials. But if we consider how much money is spent on finding suitable personnel, selecting them, training, etc., the importance of employee stability becomes obvious.

KISS (Keep It Short and Simple)- Simplify the process as much as possible. In some enterprises, job descriptions, rules and regulations are like specially encrypted messages. The proposals are so ornate and incomprehensible that an employee, especially a beginner, is lost from the very first pages. But unjustified difficulties that exist only on paper are not the worst thing. It is much worse when the work process itself is complicated, especially if this is not necessary. The reason for the complication may be excessive bureaucratization, when for adoption simple solution there are a bunch of instructions, and a lot of approvals to get.

Flexibility There are exceptions to every rule. The situational approach implies not violating the rules on own will, but the ability to think outside the box, especially when the situation goes beyond the generally accepted regulations. It is widely known that any situation of crisis or force majeure requires an individual approach. However, not only the crisis can force the manager to move away from template solutions, otherwise there would be no new technologies and approaches in business.

Power

Power is an integral part of the process of organizing work. The optimal option is one in which formal and informal power is in the same hands.

formal power starts at the top of the organization and is delegated down the chain of command.

The leader has the right:
- to make decisions;
- issue orders;
- use controlled resources.

informal power- being endowed with formal power upon taking office, leaders have to acquire informal power, if it was not there initially. Informal power, or the so-called authority, is much easier to earn by a leader in the eyes of employees if he has the following qualities:

Technical skills, that is, a thorough knowledge of the job.
Success stories are great previous work.
People communication skills.
Trust is openness and honesty in relationships.

Organization of the work of the institution

There are three organization/reorganization tools that must be developed before starting the workflow:

1. Building an organizational structure.
2. Development of policies, procedures, rules.
3. Development job descriptions(responsibility, tasks, functions).

To whom should the leader delegate authority in the first place?

It is best to delegate to those whom you are going to promote. Try to take into account the interests of employees, do not overload them. Don't try to set the bar too high. Take the time to train employees before asking them.

In order to move from theory to practice, let's get acquainted with the delegation algorithm, which will help to properly build the transfer of authority and allow you, as a leader, to develop subordinates and develop yourself.

Step 1. Explain to the employee why there is a need for delegation and why you are transferring this or that responsibility to him.

Your explanations help the employee to see the big picture and understand the importance of the work delegated to him. You need to motivate the employee by showing him that you appreciate him. Do not use the approach: "This is, of course, a stupid job, but someone has to do it ...".

Step 2. Set tasks by defining responsibilities, scope of authority and deadlines.

Delegation is planning, and it begins with setting a goal that the employee must achieve.

Example:

1. Compile a list of suppliers and submit it to the manager every Friday at 12.00 (authority to inform).

2. Fill out the order to suppliers and submit it to the manager every Friday at 12.00 (authority to recommend).

3. Fill out the order to suppliers, sign it and send it to the purchasing department, providing a copy to the manager every Friday at 12.00 (authority to report).

4. Fill out an order to suppliers, sign it and send it to the purchasing department, keeping a copy for yourself every Friday at 12.00 (full authority).

Step 3. Develop a plan.

When developing a plan, an operational sheet should be drawn up. Employee training may be part of the plan. If it is necessary for an employee to interact with other services, the manager must give an order to provide him necessary information and support.

Choosing the right one is very important for successful delegation. managerial style.

Step 4. Set breakpoints.

The end date for the delegation should be set in the tasks. The boss and the subordinate must agree on the following issues: the form of control (call, visit, memo, detailed report) and the time frame (daily, weekly, after certain steps completed before moving on to the next step).

Step 5. Enter reporting by employees.

Employees are more productive when their work is measured and valued. The manager must evaluate the work at each checkpoint and after its full completion; as a result of control, rewards or penalties should be imposed, depending on the situation.

Effective enterprise management is possible only on the basis of scientifically based principles. The objective basis of management principles is the system of objective economic laws and values ​​operating in society. This leads to the development of rules and regulations governing the behavior of the personnel of the enterprise. This is how management principles are formed. commercial organization. They are a reflection of the objective laws of management practice.

At the core management activities the following laws of control lie.

1. System unity production management. This means the stability of the internal connections of the system when the state changes external environment.
2. Proportionality of production and management. An important task of management is to ensure the interface between the individual parts of the system and its subsystems. The proportionality of the main and auxiliary production is due to both economic and technological conditions.
3. Centralization and decentralization of management. The centralization of management involves the construction of a management system and its organization in order to form a stable subordination of each link of the system to the subject of management. On the other hand, a certain independence of links is determined by the different conditions of their functioning and the scale of the tasks being solved.
4. Correlation and adequacy of control and controlled systems. This means the correspondence of the control system to the controlled one.

The principles define the requirements for a particular system, structure and organization of the enterprise. In management, the principles formulated by W. Taylor, A. Fayol, G. Ford, G. Emerson and others are known. In Russia, the principles were developed by A. A. Bogdanov, A. K. Gastev, P. M. Kerzhentsev.

In modern management, different approaches to the classification of principles have been developed. The most general approach was developed by A.A. Belyaev and E.M. Korotkov. It is based on the division of principles into general, particular and situational in the management of activities. individual enterprises. Another approach to the classification of management principles is to highlight the principles of the static and dynamic state of the organization, as well as general principles organizations. It was developed by E.A. Smirnov. Also substantiated is the classification of organization principles, including structural principles, process principles, principles of the final result.

Principles are concepts that express the beliefs that underlie management activities. This finds its expression in certain rules, norms of behavior of the subject of management. That is, it is the implementation of management patterns in practical activities to manage an organization (enterprise).

The main principles include the following.

1. principle of democratic centralism. The combination of centralized management of the object and the independence of its individual links.
2. The principle of unity of political and economic leadership. It is important to observe the subordination of the goals of society, implemented by a particular political system, and the goals of economic entities operating within the framework of this political system.
3. The principle of planned housekeeping. Development for a long period of time of the direction, pace and proportions of the development of production.
4. The principle of material and moral incentives.
5. The principle of scientific management. It involves taking into account in practice the need to take into account the patterns and objective trends in the development of society and make decisions taking into account the objectively prevailing situation and the results of the forecast.
6. The principle of responsibility. Substantiated in the theory of administration by A. Fayol and involves the construction of a clear organizational structure of management, a system of subordination based on a hierarchy, equality of rights and duties, unity of command.
7. The principle of proper selection and placement of personnel.
8. The principle of economy and efficiency.
9. The principle of optimality of the combination of sectoral and territorial management.
10. The principle of succession of economic decisions.

Since any organization (enterprise) is social system, then the management of such an object should be based on the principles of a systematic approach. The important ones are:

• principle of hierarchy. It assumes multi-level management of the organization, each level manages the lower level and at the same time is the object of management of the higher level.
• the principle of necessary diversity. Control system should have no less complexity than the controlled system.
• principle feedback. Identification of a discrepancy between the actual state of the object and the planned one and adjustment of management in order to rebuild the system so that it functions in a given direction.

5.2.2. Designing organizational, managerial and information structures of the enterprise

The goals of organizational design can be:

1. creation new system;

Types of organizational structures of enterprise management

All internal organizational processes in the enterprise proceed within the framework of organizational structures. The organizational structure fixes tasks, functions, rights and obligations for each structural element. Enterprise management is no exception. The organizational management mechanism is a system of management actions, techniques, procedures aimed at implementing the functions of the enterprise.

The organizational structure of management is understood as an ordered set of stably interconnected elements that ensure the functioning and development of the enterprise as a whole. It includes a set of departments of the management apparatus, their interdependence and interrelationships. There are horizontal and vertical links between them. Horizontal links are in the nature of coordination and act as single-level ones. Vertical links express subordination and form a management hierarchy. Linear and functional connections are formed in the management structure. Linear connections reflect the relationship between line managers who are responsible for the activities of the enterprise or structural unit. Functional links express the relationship for the implementation of management functions, due to the distribution of powers.

The organizational structure reflects:

1. goals and objectives of the enterprise;
2. functional division of labor and scope of employees' powers;
3. taking into account the state of the socio-cultural environment of the enterprise.

The linear structure is formed from mutually subordinate organs in the form of a hierarchical ladder. Head of this case is linear and is in charge of all management functions. This leads to the exclusion of conflicting tasks, complete responsibility for the results of work and unity of command. The disadvantages include the need for a broad outlook of the leader for effective management and a high workload on the leader.

The functional structure of management is based on the social division of labor and involves the creation of units to perform certain tasks. managerial functions. Management impact is divided into linear and functional. The advantage of this management structure is more competent management, but there may be a violation in the unity of command and responsibility for work.

The linear-functional structure is a type of management structure in which management actions are divided into linear ones, which are mandatory for execution, and functional ones, which are recommendatory for execution.

The divisional management structure (product) is based on the division of the enterprise into certain blocks, each of which separately produces and serves the needs of end users in a certain type of product. This management structure is typical for large enterprises with several types of production. The managers of such industries carry out management both in the linear and in the functional aspect. But in connection with the emergence of parallel services in each of the industries, the costs of maintaining the administrative apparatus are increasing.

The matrix control structure is based on a combination of vertical linear and functional control links with horizontal ones. Such a management structure is characterized by flexibility, quickly adapting to changes in the external environment. At the enterprise, along with permanent functional departments, temporary project teams to solve specific problems.

Important role in effective management play Information Systems. The management information system (MIS) serves to assist the manager in collecting primary information, in planning and in controlling the activities of the enterprise.

The MIS is designed to concentrate selected data from the systems of transactions and transactions and external sources. This database makes it possible to make the initial information more convenient for the generalization of information by the manager.

However, MISs have the peculiarity that their capabilities are limited to providing certain information, but do not allow to contribute to decision support. For this, decision support systems (DSS) are created. DSS are created as computer systems that help to make decisions in a dynamically changing content of the problems being solved. DMS allow, on the basis of interaction with the MIS, to flexibly, adaptively and promptly develop a reasonable management decision.

Knowledge-based management systems have also emerged. That is, an information management system of this kind represents a certain variant artificial intelligence. It allows not only to systematize information about transactions, but also on the basis of software product offer options management decisions.

Thus, the considered types of management systems expand the possibilities of management in managing an enterprise and effectively making transactions.

Specialists in the field of information systems design associate the process of creating and using such systems with their life cycle. Thus, the 1st phase of determining the content of the problem and the possibilities of creating an information system are singled out. 2nd phase creation of a real system with software to solve a certain range of management tasks. The 3rd phase of the implementation of such a system consists in the operational commissioning of the system. The 4th phase consists in the development of information systems. As a rule, the successful operation of the implemented management system gives rise to desires for further development of information systems.

The main directions of development of intra-company management

Currently successful in commercial activities those enterprises that were able to:

1. focus on the main areas of its activity, rely on the key values ​​of the organization;
2. efficient use of time, innovation;
3. introduced flexible forms of organization economic activity;
4. combine the benefits of joint work with the motivation of each employee;
5. organize a high level of management based on advanced methods of organizing and managing economic activities.

The main trends in the development of enterprise management are:

1. the growing role of scientific and technical progress not only in the formation of a modern material and technical base of the enterprise, but also in achieving the goals of the enterprise by improving quality and competitiveness;
2. the growing role of democratization of management along with organizational culture enterprises;
3. new forms of organizational solutions: from the network organization of the interaction of structures within the enterprise to the maximum economic independence of the enterprise's divisions. In the organ corporate governance the solution of strategic issues of enterprise development is concentrated, implementing integrative trends, and lower divisions independently finance their activities and enter into partnerships with any other organizations. That is, the degree of rigidity, the hierarchy of structures within the enterprise decreases;
4. the sharply increased role of coordination in the activities of the enterprise due to the closeness of ties and dependencies due to the characteristics of the region in which the enterprise operates. This finds expression:
   • in the need to predict problems, as well as to identify difficulties and ways to overcome them;
   • in eliminating the causes that cause interruptions in the work of the enterprise;
   • the need to maintain economic relations with business entities;
   • intensive development of integration processes in management activities, which allows to more fully use the advantages accumulating in the external environment of the enterprise;
5. strengthening the international nature of management in connection with the open nature of the Russian market economy.

conclusions

1. The objective basis of management principles is the system of objective economic laws and values ​​operating in society. This leads to the development of rules and regulations governing the behavior of the personnel of the enterprise.
2. Management activities are based on the following management patterns:
   • unity of the production management system,
   • proportionality of production and management,
   • centralization and decentralization of management,
   • correlation and adequacy of the control and controlled systems.
3. The main principles include the following:
   • principle of democratic centralism,
   • principle of unity of political and economic leadership
   • the principle of planned management,
   • the principle of material and moral incentives,
   • the principle of scientific management,
   • principle of responsibility
   • the principle of proper selection and placement of personnel,
   • the principle of economy and efficiency,
   • the principle of the optimal combination of sectoral and territorial management,
   • the principle of succession of economic decisions.
4. Designing organizational, managerial and information structures of an enterprise is a process of finding a correspondence between the situational factors of an organization (goals and objectives, structure, personnel, technologies, enterprise size, external environment) and strategic goals. The result of this process is the creation of a new structure of the organization, characterized by reliability, sustainability and efficiency.
5. The goals of organizational design can be:
   • creation of a new system;
   • partial improvement of the existing organizational system;
   • radical transformation of the existing organizational system.
6. There are the following types of enterprise management structures: traditional (linear, linear-functional), divisional, matrix.
7. Information systems play an important role in effective management. The following types of these systems are distinguished: management information systems, management decision support systems, knowledge-based management systems.

For the effective management of an organization, it is necessary that its structure correspond to the goals and objectives of the enterprise and be adapted to them. The organizational structure creates a kind of framework, which is the basis for the formation of individual management functions. The structure identifies and establishes the relationship of employees within the organization, determines the structure of subgoals, which serves as a selection criterion in the preparation of decisions in various parts of the organization. It establishes the responsibility of the departments of the organization for a thorough study of individual elements of the external environment and for the transmission to the appropriate points of information about events that require special attention.

The general criterion of efficiency is the dynamics of the rate of profit, the acceleration of the technical development of production, the ability to quickly respond to changes in demand and, in accordance with this, reconfigure production, the growth of labor productivity, the ability of the production control system to focus production on the full use of available resources.

During the crisis period, there is a change in management structures aimed at creating conditions for the survival of the organization due to more rational use resources, cost reduction and more flexible adaptation to the requirements of the external environment. But regardless of the reasons for restructuring, it necessarily pursues the goal of expanding powers at the lower levels of the management hierarchy and increasing production and economic independence.

Such a complex procedure as changing the organizational structure is subject to serious analysis in terms of evaluating its effectiveness. However, it is quite difficult to determine the economic result of the changes carried out, primarily because it is often calculated not directly, but indirectly. Such tasks are solved on the basis of a combination of scientific methods with the subjective activity of specialists. Therefore, when designing organizational structures, it is important to follow the principles of their construction.

To the number basic principles for creating effective organizational structures relate:

• 1. Building blocks should be product, market, or customer oriented, not function oriented.
• 2. The building blocks of any structure should be target groups and teams, not functions and departments.
• 3. It is necessary to focus on the minimum number of management levels and a wide area of ​​control.
• 4. There should be conjugation of structural units in terms of goals, problems and tasks to be solved.
• 5. Each employee must be responsible and have the opportunity to take the initiative. The most important factor influencing the choice of the type of organizational structure of management and its formation is the norm of manageability (range of control, sphere of management).

Controllability rate- the allowable number of performers subordinate to one leader.

The modern theory of potential range of leadership is based on the fact that the scope of a manager's managerial capabilities is determined by numerous and heterogeneous factors:

1. The degree of difficulty of the tasks assigned to this group. The difficulty of the task is determined by the complexity of the technique and technology, the degree of mechanization, and the possibilities of control. The more complex the task, the fewer workers are subordinate.

It is known that in the Scandinavian countries there are 20 workers per craftsman, in Turkey - 85, in Greece - 100, in Russia - from 12 (in industry) to 300 (in clothing production).

• 2. The importance of the tasks assigned to the group, manifested through professional responsibility, the risk of damage and costs, mental stress.
• 3. Heterogeneity of tasks performed by subordinates. Increasing job diversity narrows the potential range of leadership because:
  • - allocation of tasks to each individual employee is much more time-consuming than a common task for a group;
  • - methods of personnel training are repeatedly hampered;
  • - integration of individual tasks takes a lot of time;
  • - there is an ambiguity of tasks for the whole group.

With tasks heterogeneous, the factor limiting the potential range of leadership is the level of competence.

• 4. Coordination, or degree of coordination, of joint action. The duties of each worker may be simple, but workers and various works many, and the difficulty lies in the precise coordination of the activities of workers. The greater the degree of coordination, the wider the potential range of leadership.
• 5. Factor in the vertical range of the guide. The potential range of control narrows as you move up the levels of the hierarchical ladder (more heterogeneity of supervised activities; more effort needs to be made to train subordinates; task complexity and competence increase). This factor cannot be simply measured by the number of levels in the hierarchy, since the distance between levels in organizations is a variable.

To determine the controllability norm, two main approaches are used:

• 1. The experimental-statistical method is based on the method of analogies. It is carried out by comparing the headcount of the analyzed structure with the headcount of a similar structure that performs a commensurate amount of work, but has a smaller staff. This method is quite simple, does not require special labor costs and is most widely used. According to it, typical states are determined by analogy with advanced structures. At the same time, such a method cannot, strictly speaking, be attributed to scientifically substantiated methods. Therefore, calculation and analytical methods are used to develop scientifically sound, advanced structures.
• 2. Calculation and analytical methods are based primarily on such factors as the nature of the work, the cost of working time, the amount of information, the number of relationships.

There are three types of work depending on its nature:

• - creative (heuristic), which consists in the development and adoption of decisions;
• - administrative and organizational, consisting of administrative, coordination and control and evaluation operations;
• - executive (operator), which consists in the performance of work provided for by service instructions.

The volume of work performed by personnel, due to the specifics of their work, is not always possible to express in standard hours.

The complexity of the work of individual specialists will depend on what specific gravity in the total volume of their service activities is one or another type of work. The complexity and versatility of the work of the personnel predetermines the complexity of its quantitative assessment. creative work in this respect can be defined as the least quantifiable, it cannot be expressed, for example, in labor hours. Administrative work also falls under the category of complex labor, it may contain separate operations that can be measured, but the share of these operations is insignificant. Performing labor has a well-defined quantitative expression, and its costs can be measured in standard hours.

Rationing of complex labor can be carried out as follows:

• - when rationing labor associated with the development of judgments, analysis and decision-making, it is advisable to time the activities of the relevant category of personnel for the study of documentation, cards, correspondence, reports, alternative options, for participation in meetings, business conversations, taking into account the experience, titles, interest of performers;
• - when evaluating the work of performers, which is not of a routine nature, it is possible, as experience shows, to use certain work patterns that appear after a while, stamps, sequences in actions and other elements that can be formalized.

Considering the psychological resistance of creative workers to the possible regulation of their work, it is useful to show them a delicate approach and, in particular, to try to involve them in the process of regulation.

When normalizing the cost of working time, the method of photochronometric observations is used. It is especially useful in the absence of norms and cost standards. The advantage of this method is the possibility of establishing the standard number of personnel, taking into account the specific features of the analyzed structure. However:

• - the results of the analysis reflect the costs of working time only at the time of observation;
• - to obtain reliable data requires a significant investment of time and money;
• - the subjective approach is not excluded.

The definition of controllability standards by measuring the amount of information is carried out on the basis of the method of statistical tests or the so-called Monte Carlo method.

This method is applicable only to determine the standard number of personnel associated with the processing of information, and for its implementation requires a significant investment of time. Its accuracy depends on the number of samples taken.

The French mathematician and management consultant of Lithuanian origin V. Greikūnas already in 1933 argued that the factor that determines the norm of manageability is the number of controlled relationships, relationships in the organization. He noted that there are three types of relationships: the relationship of the head with individual employees, general relationships and relationships between subordinates. Greikūnas used the following equation to determine the total number of such bonds:

where FROM- number of connections;

P- the number of subordinates.

Manageability rates, taking into account the level of management and type of production, are shown in Table. 16.

Table 16 - Norms of controllability of line managers

In the theory of organization of production, the principles of the initial provisions are determined, on the basis of which the construction, functioning and development of production systems and their individual subsystems are carried out.

Main principleseffective organization production:

­ effect principle organizational activities finds its expression in the need to ensure such interaction (synthesis) of structural elements production system, which would lead to increased synergies and coordination. This principle is achieved by integrating elements of the production system, coordinating, streamlining communications that ensure the joint activities of workers;

­ integration principle: formation of production units ( structural divisions), which coordinate and ensure the interaction of heterogeneous processes and stages of production, is carried out according to a single scheme, on the basis of uniform rules and regulations. Compliance with this principle involves consideration partial processes as interdependent elements of the production system. Through organization, individual processes are combined, duplicating connections are eliminated, their number is reduced and at the same time the organization of the production system is increased, which leads to the effect of coordination;

­ target specialization principle manifests itself in the creation of units with a heterogeneous composition of work items, united through horizontal links to perform a certain amount of work in a finished form. Consistent observance of this principle ensures an increase in the efficiency of the production units;

­ principle of optimality and multivariance of solutions determines the need to develop several organizational concepts that meet the goals of production and its organization. The best concept is considered to provide not an extreme, but an optimal ratio of the structural elements of the production system.

The principles noted above should underlie the construction of a production system. The functioning of the system should be carried out in accordance with the principles of the external environment and self-development.

­ The principle of the external environment: the goals of the organization of production, the strategy and tactics of improving organizational activities are formed taking into account the requirements of the external environment. This principle takes into account the openness, the relationship of the production system with the external environment.

­ The principle of self-development involves the creation of a mechanism that stimulates the continuous development organizational methods and forms.

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Building an effective organization is an important task in all areas of human activity, in public administration, business, non-profit structures, etc. concept organizational effectiveness for different organizations will be slightly different, as they are different in their goals, sizes, social and economic impacts.

The theory of effective organization was an important contribution professional consultant on the management of the American G. Emerson into the classical theory of organization. In 1908, his book Efficiency as the Basis production activities and wages", av1912. - the main work of his life "The Twelve Principles of Effectiveness".

“True efficiency,” Emerson wrote, “always produces maximum results with minimum effort. But the condition for this must be a creative organization.”

Emerson has long studied the reasons for the success of small businesses competing with big companies, and came to the conclusion that competitiveness is based not so much on economies of scale as on the efficiency of the organization production processes requiring adequate organizational structures. It is the creation of an effective organizational structure that is a key element in achieving the organization's goals.

According to Emerson, an effective organizational structure is characterized by the following:

• ? the most effective are the linear and staff forms of organization, since "nature, the human body and other perfect systems" are organized according to the linear or staff principle;
• ? the effectiveness of the functioning of line and staff units;
• ? headquarters performs the following important features: selection and training of personnel, correct installation and setting up equipment, streamlined supply of the necessary materials and raw materials, monitoring the performance of assigned functions by employees and monitoring the results of the production process.

In turn, an effective organization, according to Emerson, must have the following important characteristics:

• 1) the presence of precisely set goals;
• 2) standardization of operations, procedures and rules;
• 3) rationing the performance of work tasks;
• 4) fast and complete cost accounting;
• 5) dispatching of the production process;
• 6) labor and technological discipline.

In modern management, there are four complex criteria for the effectiveness of the organization (Fig. 7.1).

Goal achievement is the most widely used measure of organizational performance. Results of production, economic, financial activities organizations are matched against established targets. Naturally, the efficiency is higher better organization reaches its goal.

Rice. 7.1

At the same time, operational goals are the most important to consider, since they really reflect what and how the organization has achieved, while strategic goals rather abstract and difficult to measure.

There are two problems that have to be solved: the multiplicity of goals and the subjectivity of indicators of their achievement.

Because organizations have multiple and conflicting goals, it is often impossible to evaluate performance based on any one metric. Good results in relation to one goal may mean poor results in relation to another. Moreover, in addition to general goals, there are goals of individual units. For a complete and reliable assessment of effectiveness, several goals should be kept in view at the same time.

Another important problem is the measurement of the degree of achievement of goals, since for a number of them only subjective assessments are possible (for example, the well-being of employees or social responsibility).

Acquisition of resources characterizes the effectiveness of the functioning of the organization at the "input" of the system. An organization is considered efficient in this regard if it acquires the necessary factors of production (materials, raw materials, work force, capital, etc.), realizing the following characteristics:

• ? the organization's ability to extract environment rare and valuable resources, including financial resources, raw material, human resources, knowledge and technology;
• ? the ability of decision makers to see and correctly interpret the properties of the environment;
• ? the ability of managers to use tangible (eg stocks of raw materials, people) and intangible (eg knowledge, corporate culture) resources in the daily activities of the organization to achieve the best results;
• ? the organization's ability to respond in a timely manner to changes in the environment.

At the same time, the ability of management to extract and manage resources matters only if the resources and capabilities are used to produce something that others really need.

Internal processes("healthy systems") involve a minimum of conflict and disruptive political action, responsibility and trust between employees, and effective promotion information within the organization (information, without being distorted, reaches the employee).

The performance indicators of the organization, from the point of view of the internal processes approach, include:

• 1) strong corporate culture and friendly working climate;
• 2) mutual assistance, group loyalty and work as a single team;
• 3) mutual trust and communication between employees and management;
• 4) decision-making by persons who are close to the sources of information, regardless of where exactly these sources are located in the hierarchical structure of the organization;
• 5) ease of horizontal and vertical communications, agreement on significant facts and assessments;
• 6) a system of remuneration of managers for Good work, growth and development of their subordinates, as well as for the ability to create an effectively working group;
• 7) such interaction of the organization and its parts, in which the problems arising in the course of work on any project are resolved in favor of the interests of the entire organization.

This criterion is important, since the efficient use of resources and the coordinated internal functioning of the organization are one of the sides of its overall effectiveness. However, neither the overall result nor the organization's relationship with the environment is taken into account here, so using this criterion alone does not give a complete picture of the organization's effectiveness.

Needs Satisfaction strategic groups is seen as important criterion organization efficiency.

A strategic group is any group of people within or outside an organization that has some equity stake in the organization and is interested in the results of the organization's work (for example, employees of the organization, resource suppliers, consumers of the company's products).

Groups of criteria for assessing the effectiveness of meeting the needs of strategic groups are presented in Table. 7.1.

Since the performance criteria for different strategic groups are different, conflict between strategic groups and the organization is possible.

The strength of this criterion is that here the concept of efficiency is broader and that it considers factors both environmental and internal to the organization.

Table 7.1

Criteria for the effectiveness of meeting the needs of strategic groups

To evaluate the effectiveness modern organization the complex use of the considered groups of performance criteria is assumed, since there is no one criterion for evaluating the effectiveness of organizations of various types or corresponding to all stages life cycle organization, or assessing the satisfaction of all competing strategic groups.

Performance criteria can be viewed as some practical principles leadership, because in well-managed organizations, mixed performance criteria help to adjust to different situations, identify and seek benefits from different strategic groups.