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What is the name of the end product of the management process. Management process

Management as an activity is implemented in a set of management processes, i.e., targeted decisions and actions carried out by the manager in a certain sequence and combination. Any management activity consists of the following stages: 1) obtaining and analyzing information; 2) development and decision-making; 3) organization of their implementation; 4) control, evaluation of the results obtained, making adjustments to the course of further work; 5) reward or punishment of performers. These processes evolve and improve with the organization. They are primary and derivative; single-stage and multi-stage; fleeting and long; complete and incomplete; regular and non-regular; timely and late, etc. Management processes contain both hard (formal) elements, for example, rules, procedures, official powers, and soft ones, such as leadership style, organizational values, etc. Features of management processes are determined by both objective (the nature and scope of the organization or unit, their structure, etc.) and subjective (the interests of management and staff, informal connections, etc.) factors. Taken together, these processes form a cycle , consisting of interrelated phases: decision making (determination of the goal and program of action); performance (impact on the elements of the organization); collection, processing, analysis and control of information, necessary adjustment (feedback). The purpose of a particular management process is change or vice versa; maintaining a managerial situation, i.e. such a set of circumstances that have (may have in the future) a positive or negative impact on the organization. The situation is characterized by quantitative and qualitative indicators (duration, severity, place and causes of occurrence, content, range of participants, importance, complexity, development prospects, etc.). TO elements management process includes managerial work, which is realized in a certain result (decision), its subject and means. subject and product labor in management is information about the existing problem and ways to overcome it. The initial information is "raw", and therefore cannot be used in practice. But as a result of processing, it turns into managerial decision which serves as the basis for the implementation of specific actions. Decisions gaining an independent existence can accumulate. This leads to an increase in the scale and complexity of the management process. At the same time, decisions form the so-called organizational order, which ensures the automatic operation of many managerial mechanisms and the performance of the necessary actions without special orders. This is useful as it speeds up and simplifies the work of managers.

Abstract on the subject of management on the topic:

Management processes in the organization

Introduction 3

Management process 4

Management cycle and its stages 6

Production and management 9

Management of the assortment policy of the enterprise 15

Material and technical support of the enterprise 20

Sales policy of the enterprise 21

Conclusion 24

References 25

Introduction

Management as an activity is implemented in a set of management processes, i.e., targeted decisions and actions carried out by managers in a certain sequence and combination. Any management activity consists of the following stages:

1) obtaining and analyzing information;

2) development and decision-making;

3) organization of their implementation;

4) control, evaluation of the results obtained, making adjustments to the course of further work;

5) reward or punishment of performers.

These processes evolve and improve with the organization. They are primary and derivative; single-stage and multi-stage; fleeting and long; complete and incomplete; regular and irregular; timely and late, etc. Management processes contain both hard (formal) elements, for example, rules, procedures, official powers, and soft ones, such as leadership style, organizational values, and so on.

Management process and its characteristics

Any management process consists of certain phases (stages).

Phase (stage) - a qualitatively defined part of the process. The transition from one phase to another implies significant qualitative changes in both the process itself and the system in which it is carried out.

The full passage of the stages of the process and the return to the original forms a cycle. In general, a cycle is a complete set of sequentially implemented stages of a holistic process.

A stage is a narrower concept than a phase. Stages are distinguished only in results-oriented processes. The stages of management are specific actions included in the management process in order to obtain the planned result. They have a specific character, special content and can be carried out independently. At the same time, they are inextricably linked; moreover, they seem to penetrate each other. In other words, all management stages form an integral management cycle.

The management cycle is a completed sequence of repetitive active actions aimed at achieving the set goals. The management cycle begins with the clarification of a task or problem and ends with the achievement of a certain result. After that, the control cycle is repeated. The frequency of its repetition is determined by the specific type and nature of the controlled system. In social systems, this cycle repeats itself continuously. The ultimate goal of system control can be achieved by one or more control cycles.

The cyclic implementation of processes allows you to establish and fix the characteristic features, common dependencies, common patterns of processes and, on this basis, ensure their rational processualization and foresight.

General system of stages:

collection and data processing, analysis, clarification and assessment of the situation - diagnosis;

scientifically based prediction of the most probable state, trends and features of the development of the control object for the lead period based on the identification and correct assessment of stable relationships and dependencies between its past, present and future - forecast;

development and adoption of management decisions;

development of a system of measures aimed at achieving the set goal - planning;

timely communication to the executors of the tasks set, the correct selection and alignment of forces, the mobilization of executors to fulfill the decision made - organization;

activation of the activities of performers - motivation and stimulation;

obtaining, processing, analyzing and systematizing information on the progress of the implementation of tasks, checking how the organization of the case and the results of execution correspond to the decisions made - accounting and control;

common for the last 4 stages - ensuring the proportional and continuous functioning of the entire management system by establishing current optimal links between individual performers - regulation.

This algorithm allows you to determine the place of each stage in the management process, master the technology and methodology, skills and ability to lead a team. Strictly sequential arrangement of stages shows the dependence of the quality of the control system on each individual element and implemented functions. The beginning of the execution of the next stage does not mean the end of the previous one. For example, work with information is carried out throughout the entire management cycle, the plan is adjusted during its implementation, etc.

The cycle begins with the appearance of a managerial problem. As a problem, both tasks, instructions from the boss, and their own tasks can act. In our case, the problem can be defined as a question that objectively arises in the course of management, and the solution of which is of practical interest, corresponds to the goals set.

Management cycle and its stages

1. Diagnosis

Diagnosis - collection and processing of information, analysis, understanding and assessment of the situation.

Problem solving requires management information. This is a set of messages necessary for the implementation of the control process.

Information requirements: completeness, objectivity, reliability, efficiency, continuity of receipt.

Information comes from a higher level of management or can be collected independently. In the first case, information must be clarified, in the second case, the use of scientific methods of collection is necessary.

2. Forecasting

A forecast is understood as a scientifically based judgment about the possible states of an object in the future, about alternative ways of its development and the terms of existence.

The process of developing a forecast is called forecasting. These are special studies, mainly with quantitative estimates and indicating trends, the nature and certain timing of changes in the control object.

Forecasting has two aspects: predictive, implying a description of possible or desirable prospects, states, solutions to future problems, and predictive, providing for the actual solution of these problems. Consequently, the forecast is not an end in itself, but a means for making managerial decisions and planning.

3. Solution

Decision making is one of the fundamental tasks management activities, and it is at this point in the managerial cycle that trouble often begins. And not only when the decision turns out to be wrong - there is a lot of trouble with the right, competent decisions (S. Makarov).

V scientific literature management decision is presented in two aspects - broad and narrow.

In a broad aspect, a managerial decision is considered as the main type of managerial work, a set of interrelated, purposeful and logically consistent managerial actions that ensure the implementation of managerial tasks.

In the narrow sense of the word, a management decision is understood as the choice of an alternative, an act aimed at resolving a problem situation See: Meskon M.Kh., Albert M., Hedouri F. Fundamentals of management / Per. from English. - M.: Delo, 1992. Management decision is the process of preparing and choosing from a certain set of one or more interrelated methods of influencing the control object in order to change or stabilize it.

4. Planning

Based on the results of the forecast and the decision of the manager, planning is carried out and an activity plan is formed.

Planning consists in establishing a certain sequence and methods for performing each of the tasks by the troops, distributing the efforts of the troops and materiel according to the tasks and areas of action, establishing the procedure for interaction and all types of support that make it possible to implement the decision and achieve the goal.

A plan is an official document that reflects:

forecasts for the development of the organization in the future;

intermediate and final tasks and goals facing it and its individual divisions;

mechanisms for coordinating current activities and allocating resources;

emergency strategies.

When planning, it is necessary to take into account its principles:

unity;

continuity;

flexibility;

coordination and integration;

validity;

secrecy (in a combat situation).

5. Organization

It consists in establishing permanent and temporary relationships, as well as the procedure and conditions for the work of all elements and links of the system.

The stages of planning and organizing are closely related. In a sense, planning and organization are combined: planning prepares the ground for realizing the goals of the unit (unit), and organization, as a management function, creates a work process, the main component of which is people. Thus, planning and organization, as it were, materialize management, make it a fact of social reality.

Introduction

II. The main stages of the management process

III.Typology of the management process

Conclusion

Bibliography

INTRODUCTION

The relevance of studying this topic, in our opinion, is directly related to the fact that the management process, although it plays a very specific role in the organization, nevertheless, as it were, permeates the entire organization, touching and affecting almost all areas of its activity.

However, it should be noted that with all the variety of interaction between management and organization, it is possible to establish with a sufficient degree of clarity the boundaries of the activity that constitutes the content of the management process.

The process of management and within the organization itself has a certain specificity. O. S. Vikhansky and A. I. Naumov in their reasoning emphasize that the positions of management within the organization itself are mainly determined by the purpose and role that this or that organization is called upon to fulfill. In intraorganizational life, management plays the role of a coordinating principle that forms and sets in motion the organization's resources to achieve certain goals.

Control how the process shapes and changes when needed internal environment organization, which is an organic combination of such components as structure, internal organizational processes, technology, personnel, organizational culture, and manages the functional processes taking place in the organization.

The subject of the study is the management process.

The object of research is the content of the management process.

Based on the foregoing, the purpose of this work is the need to characterize the content component of the management process.

Achieving this goal, in our opinion, involves solving the following tasks:

1. To highlight the content of the management process.

2. Identify and characterize the main stages of the management process.

3. Classify the management process.

In the process of writing this work, we used the following methods:

1. Analysis of sources and used literature.

2. Comparative method.

this work was written using normative sources and educational literature.

I. The content of the management process

Organization management appears as a process of implementing a certain type of interrelated actions to form and use the organization's resources to achieve its specific goals.

V. R. Vesnin emphasizes that management as an activity is implemented in a set of management processes, that is, targeted decisions and actions carried out by managers in a certain sequence and combination.

He emphasizes the fact that these management processes are improved along with the development of the organization itself.

He also draws attention to the fact that management processes contain both hard, formal elements, such as rules, procedures, official powers, and rather soft ones, like leadership style and organizational values. The purpose of a particular management process, as the author emphasizes, is to change or vice versa to preserve the existing management situation, that is, the totality of those circumstances that have, or may in the future have an impact on the development of the organization itself.

O. S. Vikhansky and A. I. Naumov in their reasoning emphasize that the management of an organization appears as a process of implementing a certain set of specific interrelated actions.

They point to the peculiarity of the management process that, in its meaningful interpretation, it is not equivalent to all the activities of the organization to achieve certain interrelated goals, but includes only those functions and actions that are associated with coordination and establishing interaction within the organization, with an incentive to implement production and other activities (see Fig. 1).

The content and set of actions and functions carried out in the management process, according to O. S. Vikhansky and A. I. Naumov, directly depend both on the type of organization (business, administrative, public, educational, military), on the size of the organization, as well as on the scope of its activities (production of goods or provision of services), on the level of the management hierarchy (top management, middle management, Lower level management), from the function within the organization (production, marketing, personnel, finance) and from many other factors.

However, despite all the diversity, as A. Fayol drew attention to this back in 1916, the management process within an organization is characterized by the presence of, in general, homogeneous types of activities.

Thus, we can conclude that, according to O. S. Vikhansky and A. I. Naumov, the functional content is characteristic of the management process. That is, the authors believe that it is possible to group all types of management activities into four main management functions:

1) planning, which consists in choosing goals and an action plan to achieve them;

2) the function of the organization, through which the distribution of tasks between individual units or employees, as well as the establishment of interaction between them;

3) leadership, consisting in motivating performers to carry out planned actions and achieve goals;

4) control, which consists in correlating the actual results achieved with those that were planned.

L. E. Basovsky also draws attention to the existence of a functional component as a content side of the management process. He defines the management process as a continuous sequence of interrelated actions to implement the functions of planning, organization, motivation and control.

There are other definitions of the content component of the management process.

According to A.I. Orlov and V.N. Fedoseev, the term "management process" refers to a set of coordinated activities aimed at achieving the goals.

W. Siegert gives the following definition: “Management is such a management of people and such use of funds that allows you to perform the tasks in a humane, economical and in a rational way» . To this we must add that goal-setting, i.e. the choice of goals and the formulation of tasks also applies to management.

Moreover, goal setting is one of the main responsibilities of managers, especially top executives.

Thus, we can conclude that among the authors - theorists in the field of management, there is no single point of view on the interpretation of the content side of the management process.

Nevertheless, the analysis of the above interpretations shows a functional orientation in considering the content of the management process.

II. The main stages of the management process

The management process consists of the alternation of certain stages and manifests itself as continuous sequence purposeful actions of the management apparatus and the leader to achieve certain results.

In our opinion, the process of dividing into stages is a certain analytical tool that will allow us to identify both the patterns of the management process and identify those ways that will be able to improve it in a certain way.

Based on the foregoing, it is possible to define the stage of the management process as a set of management operations, actions, which is characterized by qualitative certainty and uniformity and reflects the need for their existence.

Traditionally, the management process is presented in the form of sequentially replacing each other stages, such as goal setting, situation assessment, problem definition, development of a management decision.

Schematically, this process is shown in Fig. 2

A different view of the problem under consideration is contained in O. S. Vikhansky and A. I. Naumov.

According to these authors, the logical scheme of the control process is as follows. The initial beginning of the development of the management process is the emergence of new goals and the structuring of new tasks. Therefore, goal setting can be considered as the first step towards a logical scheme for the development of management as a process.

The second step in this scheme is the development in the management system of a reaction to new tasks - a reaction that should lead to the development of the management process.

According to the authors, the appearance of three types of reaction is possible, which most clearly stand out from the whole variety of reactions differing in individual nuances that occur in real practice management transformations.

The first type is an attempt not to change anything in management or to make small, partial changes, focusing on identifying the causes that require change, and on eliminating them.

The second type is a stereotypical approach to solving emerging problems. It is most often an attempt to solve managerial tasks practically regardless of their content, nature and dynamics with the help of previously proven approaches to the transformation of the management system. The most widespread stereotyped approach of this kind to solving any new problems is to carry out organizational restructuring in management, the creation of new management bodies.

The concept of management. Types and tasks of management.

The term "management" comes from the old Russian word "uprava", that is, the ability to manage something. In a general sense, it is understood as the activity of streamlining the processes occurring in nature, technology and society, reducing uncertainty and bringing them to the desired state, taking into account the trends in their development and changes in the environment.

Management is natural, technical and social.

Natural control is aimed at the processes occurring in nature.

The technical includes the management of man-made objects (car, rolling mill).

object social management are people, their attitudes, behavior. A special kind of social management is economic. It was formed in connection with the need to coordinate the production activities of people.

Economic management solves two problems:

1) operational (tactical) is:

In ensuring the conditions for the current activities of the company;

In the restoration of the constantly disturbed balance between its individual elements, between it as a whole and the external environment;

In organizing the activities of employees to achieve their goals;

2) strategic ensures the development and improvement of the company, its transfer to a qualitatively and quantitatively different state.

There are several types of economic management.

The traditional was characteristic of the pre-capitalist era, based on customs, poorly regulated by rules and procedures, and had no legal basis. Managerial functions were carried out by the heads of patriarchal families, masters, etc. on the basis of personal power.

Entrepreneurial management arose in the era of the birth of capitalism, carried out by the owner in relation to employees. Like the traditional one, it was not regulated by anything.

In the industrial age, managerial management arose, separated from ownership, carried out by specially trained and trained managers, forming a hierarchy. At its highest levels, general decisions are made, and at the grassroots, people and production processes are managed.

In the post-industrial era, it was replaced system management, which involved not only managers, but also specialists, as well as partially support staff.

Management process and its elements.

Management as an activity is implemented in a set of management processes, i.e., targeted decisions and actions carried out by managers in a certain sequence and combination.

Any management activity consists of the following stages:

1) obtaining and analyzing information;

2) development and decision-making;

3) organization of their implementation;

4) control, evaluation of the results obtained, making adjustments to the course of further work;

5) reward or punishment of performers.

These processes evolve and improve with the organization. They are primary and derivative; single-stage and multi-stage; fleeting and long; regular and irregular; timely and late, etc. Management processes contain both hard (formal) elements (rules, procedures, official powers) and soft (leadership style, organizational values).

Features of management processes are determined by both objective (the nature and scope of the organization or unit, their structure), and subjective (the interests of management and staff, informal connections, etc.) factors. Taken together, such processes form a cycle consisting of interrelated phases: decision making (determination of the goal and program of action); performance (impact on the elements of the organization); collection, processing, analysis and control of information, necessary adjustment (feedback).

The purpose of a particular management process is to change or, conversely, to preserve the management situation, that is, such a set of circumstances that have (may have in the future) a positive or negative impact on the organization. The situation is characterized by quantitative and qualitative indicators (duration, range of participants, importance, complexity, development prospects, etc.).

The elements of the management process include managerial work, which is realized in a certain result, its subject and means.

The subject and product of labor in management is information about the existing problem and ways to overcome it. The initial information is "raw", but as a result of processing it turns into a management decision that serves as the basis for the implementation of specific actions.

Decisions gaining an independent existence can accumulate. This leads to an increase in the scale and complexity of the management process.

At the same time, decisions form an organizational order that ensures the automatic operation of many managerial mechanisms and the implementation of the necessary actions without special orders. This speeds up and simplifies the work of managers.

Everything that contributes to the implementation of operations with information serves as a means of managerial work.

Managerial work is a set of actions and operations with the help of which the manager ensures the preparation and implementation of individual decisions. It belongs to the category of mental labor, carried out in the form of neuropsychic efforts, and exists in three forms: heuristic, administrative and operator.

Heuristic work is reduced to a set of actions to study problems and develop options for their solutions - organizational, economic, technical.

Administrative work is the lot of mainly managers. It is associated with the performance of such types of work as management (bringing the decisions made to the performers), instructing, monitoring and coordinating the activities of subordinates, their assessment, motivation, holding meetings and conferences, receiving visitors, maintaining business negotiations, responses to letters and phone calls, bypass jobs. The most important point administrative labor is the target control impact.

In form, the impact is direct or indirect, explicit or implicit, soft or hard.

According to the method of transmission, impacts are divided into official and unofficial.

Operator work is aimed at technical support of production and management processes with the necessary information.

It performs the following functions:

Documentation (registration, reproduction, sorting and storage of documents);

Primary accounting and accounting (collection of statistical, accounting and other information about production, economic, social and other processes occurring within the organization);

Computational and formal-logical (sequential processing of the collected information and the implementation on its basis and according to a given algorithm of the necessary calculations);

Communication and technical (maintaining communication between subjects).

In general, managerial work is complex, due to several circumstances.

Firstly, the scale, number and versatility of the problems being solved, the variety of applied methods, organizational principles.

Secondly, the need to make new, unconventional decisions.

Thirdly, the need to act quickly independently, take risks and bear responsibility for the consequences.

Management work is made up of individual works, whose object is information carriers (most often documents).

Each work is an independent set of management operations (part of the process in which information is subjected to a single change or movement).

Management operations are divided into creative, logical and technical.

The creative ones are the most difficult. They involve such actions as abstraction, analysis, comparison, synthesis, forecasting, decision making.

Logical operations are performed according to a given algorithm (drawing up a balance sheet) and, unlike the former, are regulated by special documents.

Technical operations (primary processing, storage, obtaining information), as well as some logical ones, can be fully or partially mechanized.

The documented sequence of execution of the elements of the management process, which determines the composition, sequence, content of its constituent operations, is called the management procedure.

The procedure should reflect the purpose of the work, production and information flows, used and developed documents, the order of their passage, content; should be minimally complex and time-consuming.

Management procedures contribute to:

Rational sequence of management work;

Uniform workload, consistency and unity of personnel actions;

Making decisions where it is most appropriate;

Saving time;

Limit the intervention of senior managers.

Most often, procedures are performed according to rules that determine what and how should be done in a particular situation.

Elements of the management process

The management process includes the following elements: control system (subject of control), controlled system (object of control), control action in the form of a management decision, final result, common goal and feedback, which is the transfer of information about the results of the control action from the control object to its subject.

Management as a single process that ensures the consistency of the joint labor process is carried out in different forms, through different control functions. They represent a form of achieving connection and unity of the joint labor process and are implemented through certain types activities. Allocation of individual functions in management is an objective process. It is generated by the complexity of production and management. The composition of the control functions should ensure an effective response of the control system to any change in the controlled system and the external environment.

Direct control action on the control object is the interaction of three functions: planning, organization and motivation. Feedback performs the function of control. These are the main management functions, they take place in any, even a small enterprise. In addition to the main ones, there are specific or specific management functions. Their set and content depend on the specifics of the managed object. These functions are related to the management specific area, area of organization. These include: main production management, auxiliary production, human resource management, financial management, marketing management, innovation management, etc.

Stages of the management process.

1st stage. Diagnosis - collection and processing of information, analysis, understanding and assessment of the situation.

Problem solving requires management information. This is a set of messages necessary for the implementation of the control process.

Information requirements: completeness, objectivity, reliability, efficiency, continuity of receipt.

Various sociological methods are used for self-collection of information.

Thus, the 1st stage creates the initial basis for further management actions.

2nd stage. Forecasting. A forecast is understood as a scientifically based judgment about the possible states of an object in the future, about alternative ways of its development and the terms of existence.

The process of developing a forecast is called forecasting. These are special studies based on scientific methods, mainly with quantitative estimates and indicating trends, the nature and certain timing of changes in the control object.

Basic principles of forecasting: consistency, complexity, continuity, variance, adequacy and optimality.

Forecasting makes sense only when its results (forecasts) are taken into account when preparing appropriate decisions. Even the most reliable forecasts will remain only at the level of ideas, if the subject of decision-making for some reason does not use them in his activities.

3rd stage. Solution. Decision making is one of the fundamental tasks of managerial activity, and it is at this point in the managerial cycle that trouble often begins. In the scientific literature, the management decision is presented in two aspects - broad and narrow.

In the narrow sense of the word, a managerial decision is understood as the choice of an alternative, an act aimed at resolving a problem situation. A management decision is a process of preparation and selection from a certain set of one or more interrelated methods of influencing the control object in order to change or stabilize it.

In general, a management decision must meet a number of requirements:

have a clear goal; be comprehensively justified; be timely; be optimal, which achieves the fulfillment of tasks within the specified time frame at the lowest cost;

have an addressee and deadlines; be specific (answer questions about how to act, where and when);

be consistent with previously adopted decisions, not contradict them; be eligible; be realistic; to be clearly articulated by the manager, learned by the performer;

be economical.

4th stage. Planning. Based on the results of the forecast and the decision of the manager, planning is carried out and an activity plan is formed.

A plan is an official document that reflects:

- forecasts of the development of the organization in the future;
- intermediate and final tasks and goals facing it and its individual divisions;
- mechanisms for coordinating current activities and allocating resources;
- emergency strategies.

When planning, it is necessary to take into account its principles:

unity; continuity; flexibility; coordination and integration; validity; secrecy (in a combat situation).

Types of planning

Long-term planning is carried out for a year, half a year, a quarter.

Current planning includes the creation of plans for the month, as well as for the implementation of various specific tasks (periodic and operational planning).

Operational planning refers to the creation of plans aimed at the implementation of suddenly arising tasks.

Personal planning plays a significant role. V personal plans first of all, those events are reflected in the preparation and implementation of which the leader is directly involved.

5th stage. The organization consists in establishing permanent and temporary relationships, as well as the procedure and conditions for the work of all elements and links of the system.

The organization as a function of management is aimed at putting the plans into action. Organization is directly related to the systematic coordination of many tasks and, consequently, the formal relationships of the people who perform them.

Since the function of the organization is to unite the efforts of all personnel, the task is to determine the mission, role, responsibility of each of them. The organization process structures activities based on the definition of the functions of performers and forms units based on management goals, tasks and capabilities of the staff.

6th stage. Motivation is often equated with stimulation. These concepts are very close in content, but they should not be confused.

Stimulation involves an external (moral, physical, material) impact on people with the aim of directly influencing the results of labor, enhancing the activities of employees.

Motivation is a broader concept that can be viewed as a psychological process that creates an incentive to achieve a specific goal.

Stimulation is the purposeful application of incentives in relation to a person to influence his efforts in solving the problems facing the organization and the inclusion of appropriate motives.

The purpose of incentives is to encourage staff not to work in general, but to do better (more) what is due to service relations.

Incentive methods can be divided into two groups: moral and material. The criterion here is the type of needs, the degree of satisfaction of which is affected by the stimulating function.

Moral stimulation includes two classes of methods: collective and individual. Through collective methods, the activity of the personnel is activated, their coordination, cooperation and mutual assistance are stimulated in the course of solving collective problems. These include: criticism and self-criticism, the organization of public opinion, the division of roles, the convergence of the official and unofficial structures of the team, etc.

Methods aimed at stimulating the personality of an employee, in turn, include the presentation of requirements, assessment and motivation for self-assessment, exchange of opinions, advice, suggestions, recommendations, etc.

Financial incentives regulate behavior based on the use of cash payments and material sanctions (bonuses, deprivation of bonuses, material liability), as well as awarding valuable gifts.

Along with moral and material, organizational incentives (for example, time) can be distinguished.

Motivation is the process of encouraging oneself and others to act in order to achieve personal and/or organizational goals.

Theories of motivation can be divided into two groups:

procedural theories of motivation are based primarily on how people behave, taking into account upbringing and cognition (this is W. Vroom's expectation theory).

Among the types of motivation, professional motivation is important.

7th stage. Control is one of the main stages of management. Without control, most activities are ineffective.

Control is a constructive systematic activity of the manager, aimed at bringing the actual performance closer to the planned result. It includes activities for the formation of management standards, verification and evaluation of performance, implementation of corrective steps.

Tasks of control: studies the state of affairs in the organization; monitors trends in its development; detects violations and errors; is the basis for corrective actions; points out what to pay attention to.

The main meaning of control is to create guarantees for the implementation of plans and to increase the efficiency of the management process. The purpose of control is to prevent possible deviations, and not to eliminate them.

Requirements for the organization of control: personal participation of the head; focus on error prevention; flexibility; timeliness; profitability; individualization.

Regulation can be carried out in three ways: first, by responding to expected changes in the management situation; secondly, response to the received changes; thirdly, by responding to mistakes made in management.

What is the name of the end product of the management process. Management process

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