For managerial workers, the management process. What are the steps in the management process? Fundamentals of management processes

Theme 8

Management process

This topic will cover the following topics for students of management:

The concept of the management process;

Properties of the control process;

Stages of the management process;

Stages of the management process;

The role of the control action in the management process;

Permanent impacts;

Periodic impacts;

Concepts: "action", "impact", "interaction";

Directions and types of impact;

Sources of influence in the management process.

In the previous topic, we showed that each of the enterprise systems (as control systems) - managed and managing - has its own organizational structure, which serves as the form of existence of the process. Consequently, each of these systems also has its own process. Earlier, we already talked about the process of a controlled (production) system, called production, regardless of whether it is material or spiritual (non-material) production, where it takes place.

The management process that takes place in the management system is similar to the production process and has its own characteristics, explained by the nature of managerial work. The production process is aimed at the production of goods and services, and the result of the management process is the preparation of control actions and decisions. This is the main difference between these processes.

8.1. The concept of the management process

Process (from Latin processus - promotion) means:

Sequential change of phenomena, states in the development of something;

A set of sequential actions to achieve a certain result (production, preparation of decisions).

Management process is a set of purposeful actions of the head and the management apparatus to coordinate the joint activities of people to achieve the goals of the organization.

Table 8.1.1.

Parameters	Processes
	Management Process	Manufacturing process
The subject of labor	Information	Material, blanks, part, etc.
Means of labor	Tools, office equipment, computers, etc.	Equipment, tooling, devices, etc.
product of labor	Information in a transformed form (decision, plan, report)	Detail, unit, unit, product
Executor labor process	Manager, specialist, technical performer	production worker
Process steps	Goal-setting, information work, analytical work, choice of action option (decision making), organizational and practical work	Procurement, processing, assembly, testing
Components of the process	Operations, procedures	Operations
Workplace of the performer of the labor process	With wide borders	With narrow borders

Control process parameters. All processes occurring at the enterprise (in the sphere of production and management) are primarily labor processes, since both production and management are the joint work of people performing purposeful actions according to a specific program. The parameters (characteristics) of the management process include:

The subject of labor;

Means of labor;

product of labor;

Performer of the labor process (Fig. 8.1.1.).

Rice. 8.1.1.

General functions are performed in all, without exception, organizations with material and spiritual production. The formation of specific functions depends, as you know, on the specifics of the production system, the areas of activity of the enterprise. Therefore, the list of specific functions can be arbitrarily small and arbitrarily large, depending on the size of the organization and the scale of its production.

At each specific enterprise, general and specific functions are involved in the management process to prepare the control action, prepare, make and implement decisions.

8.2. General characteristics of the management process

Management process – it is the activity of the subject of management to coordinate the joint work of employees to achieve the goals of the organization.

As a scientific concept, the management process appears in the unity of its three sides:

2) organizations;

3) implementation procedure (management technologies).

1. From the content side, the management process can be characterized as a purposeful impact on the state of the elements that form the management system. This process expresses the unity of various partial processes (technical, economic, social, etc.) carried out by the control apparatus within certain spatial and temporal boundaries in relation to specific objects and levels of control.

2. The organizational characteristic of the management process expresses the spatial and temporal sequence of its course, determined by the management cycle. The latter includes 1) the definition of goals and 2) the implementation of management functions. An important role in this aspect belongs to the division of the management process according to belonging to the components of the management system and its levels.

At the enterprise level, the following typical components of the control system are distinguished as objects of the application of the control process:

1) subsystem of linear management;

2) target subsystems;

3) functional subsystems;

4) a subsystem for providing control.

The line management subsystem includes all line managers - from the foreman to the director of the enterprise. Target subsystems cover:

Managing the implementation of the plan for production and supply of products;

Product quality management;

Resource management;

Production development management;

Management of social development of the labor collective;

Management of environmental protection.

Functional subsystems characterized by specialization management activities to perform the relevant 1) specific and 2) special management functions.

Control support subsystem covers:

1) legal support;

2) information support;

3) organization and implementation of the normative economy;

4) office work;

5) equipping the enterprise with technical means of managerial work.

3. With the procedure of the (technological) side, the management process is a connection of its certain stages and phases, which are expressed and consolidated in their further division into types of work, operations and actions, as well as procedures, algorithms, etc.

The concept of the management process is closely related to the category of management potential, which is understood as the totality of information, material, labor, financial management capabilities and resources available to the management system, experience and qualifications of personnel, management traditions.

The management process from the content side may look like this (Fig. 8.3.1.):

Rice. 8.3.1.

methodological content,

functional content,

economic content,

organizational content,

social content

Methodological content of the management process involves the allocation of certain stages, reflecting both the general features of a person’s labor activity and the specific features of managerial activity. The stages characterize the sequence of qualitative changes in work in the management process, being stages of internal development. impact in every act of its implementation

Stage – it is a set of operations (actions) characterized by qualitative certainty and homogeneity and reflecting the necessary sequence of their existence.

The management process can be represented as a sequence of the following steps:

goal setting (goal setting)

Assessments of the situation

problem definitions,

Development of a management decision.

Let's reveal the step-by-step sequence of the management process clearly (Fig. 8.3.2).

Rice. 8.3.2.

Target This is the manager's idea of ​​what the system he manages should be like. V scientific definition it can be formulated as an ideal image of the desired, possible and necessary state of the system. The management process begins with setting the goal of the impact. If it is a consciously implemented process, purposeful and expedient, it can only begin with understanding, defining and setting the goal of the impact.

Situation is the state of the controlled system, evaluated relative to the goal. Under the situation it would be wrong to understand only a deviation from the program or conflict cases of work. Management is carried out regardless of whether there is a deviation or not, whether the situation is conflict or non-conflict. The state of the system can never be identical to the goal, therefore, there is always a situation.

The difference between the situation and the goal, as a rule, includes many contradictions. The act of influence is necessary to resolve these contradictions, to bring the state of the system closer to the goal. But this is only possible if we find the leading contradiction, the resolution of which will lead to the resolution of all the others.

Problem - this is the leading contradiction of the situation and the goal, to the resolution of which the impact should be directed. Without defining the problem, a managerial solution is impossible.

Management decision - this is finding ways to solve the problem and organizational work to implement the solution in a managed system. It is the final stage of the management process, its connection with the production process, the impulse of the influence of the control system on the controlled one.

Functional content of the management process. It manifests itself in a large-scale sequence and preference for the implementation of the main management functions. Here the following steps can be distinguished.

Any organization has two management systems: the object of management and the subject of management. The object of management includes working personnel, intra-organizational relations, economic mechanisms, structures, marketing, information, and much more. The subject of management is the management personnel that performs all actions in relation to the object of management.

Definition

Management personnel are employees of the administrative apparatus, employees belonging to the administration of an enterprise, organizations, office workers, directorates of enterprises and institutions. The main task of the management personnel is to ensure coordinated, purposeful activities and individual areas of work, and the entire team as a whole.

Achieving the goal is carried out by preparing and implementing a set of decisions taken by management personnel. Thus, a managerial decision is a specific product of managerial work. This speaks of the informational nature of managerial work.

1. Functional division - the allocation of functions assigned by production to certain employees or departments of the management apparatus.
2. Hierarchical - distribution of work according to management levels.
3. Technological - differentiation of management processes into operations for the collection, transfer, storage and transformation of information.
4. Professional - differentiation of managerial employees on the basis of their professional training.
5. Qualification - distribution of work in accordance with qualifications, work experience and personal abilities.
6. Position - distribution of managerial employees in accordance with their competence.

Within the framework of this categorical division, management personnel can also be divided into managers, specialists and technical performers. This is the most common approach. Thus, the activity of managerial personnel is a specific type of human activity, isolated in the course of the division and cooperation of social labor.

Features of the activities of management personnel

As you know, the main role in the management of the company is played by the leader (manager, administrator, boss), who is at the head of the team. The manager is distinguished by giving him the necessary authority to make decisions on emerging situations, specific types of company activities, and also bears full responsibility for his management. In the first category of managerial personnel, i.e., a manager, several levels can be distinguished according to their place in the company's management system: top, middle, and grassroots. The content of the activities of managers different levels is the process of implementing management functions: planning, organization, coordination, motivation and control.

The second category is specialists who perform certain management functions. Their tasks include the analysis of the collected information necessary for managers of the appropriate level, for joint decision-making with them on the task at hand. This category includes: economists, accountants, financiers, analysts, lawyers, etc. The main feature of the activities of specialists is the strict regulation of their work. In their actions, they rely on the orders and instructions of the leaders, technological and legal standards. They also have clear qualification requirements and the availability of special knowledge on the implementation of logical operations.

The third category is technical performers serving the activities of specialists and managers, performing information and technical operations in order to relieve managers and specialists from laborious work. This category includes secretaries, typists, junior technicians, etc. Features of their activities - the implementation of standard procedures and operations, are mainly amenable to rationing. As well as for employees of the previous category of managerial personnel, logical and technical operations dominate (see table):

Roles of management personnel

Each employee of the management team may have certain roles in the organization. Let's list them:

1. Interpersonal roles:

• chief leader;
• leader;
• connecting link.

Information roles:

• information receiver;
• distributor of information;
• representative.

Decision roles:

• businessman;
• eliminating violations;
• resource distributor;
• leading the negotiations.

Any employee from any category of managerial personnel works with his assistants, with his team, thereby providing a certain function, performing a certain role. The implementation of the general functions and roles of management personnel determines the success of management activities and leads to the achievement of the stated results of the organization.

Conclusion

Thus, management is carried out through the division and cooperation of managerial labor, which is an objective process of separating certain types into independent spheres of managerial labor.

The management process today is subject to changes, primarily related to the fact that the staff is considered as the main resource of the organization. And at the same time in the process of acceptance management decisions not only managers are involved, but also the entire staff. Under these conditions, the manager works in the management team both as a leader and as a member of the team, which, in turn, increases the requirements for his business and personal qualities.

In life, we often use the word “process” in relation to a wide variety of situations. At the same time, no one raises the question: what is a process. We all take this word for granted and understand it as a logical sequence of certain actions or operations of a person aimed at obtaining a specific result. We encounter this term repeatedly in the presentation of the material in this textbook.

We consider management in at least three senses: as people doing the work of managing, as a field of knowledge about management, and as a management process. One thing is clear to everyone today: management is, first of all, a process.

What is a management process? This question will receive as many answers as the number of people will be interviewed, and all of them will be quite correct.

However, such diversity cannot be used if we want to create an effective managerial technological process specific organization.

Process- is a set of consistent targeted actions to achieve a result.

The participants in the management process are managers, performers and controllers.

Purpose of the management process- combining the efforts of participants to achieve a specific result. Thing management process - information that performers, controllers and managers use in their activities.

Facilities implementation of the process - these are documents and various means of receiving, transmitting, registering, storing, processing and issuing information.

A properly designed management process makes an organization successful. And in order to design this process correctly, it is necessary to know its internal structure, the relationship between the individual stages of execution and their characteristics.

It is known that process approach to management was first studied by the representative of the "classical school" or scientific managerialism, Henri Fayol. Analyzing the activities of managers, he considered it as a process, divided into separate stages: planning, organization, coordination, control and motivation.

Over time, it became obvious that the content of the management process is not exhausted by the list of these functions. If we take any of the functions separately, then its implementation is also a management process. It seems that the management process consists of separate processes for the implementation of each specific function.

Let's figure it out. Indeed, to perform, say, the planning function, it is necessary to execute whole line sequential procedures. Again abstraction. After all, planning as a process is carried out in relation to a specific object and a specific situation, and this is true. Each time we talk about management processes that differ from each other by the objects they are directed at and the time they are completed.

Rice. 5. Management cycle

In our opinion, the management process should be associated not with functions, but with management tasks. As we already know, each task is a management action that is described by the goal, the object of management, the time period for its solution, information parameters (input, output). In accordance with the definition given earlier, the "management process" is a logical sequence of management actions, i.e. management tasks, the solution of which is aimed at achieving a specific result, which is the goal. Thus, the content of the management process reflects the logical relationship between solving the problem of planning, organization, accounting, control, regulation, analysis and stimulation. The combination of these management tasks, the solution of which is aimed at one specific goal, forms management cycle(fig. 5.), or specific management process.

All organization management processes, presented as a relationship of management tasks, can be divided into two large groups: permanent and periodic.

Permanent processes represent the functional areas of human activity to achieve current goals. For example, the production management process. Such processes contain certain management procedures, the order of which is pre-designed and described in the form of instructions. Changes in the content of permanent processes occur infrequently. Management procedures are of a standard nature and change only when the management system is improved. They are described by the staff composition of control problems, the solution of which is carried out according to a known algorithm. Known methods are used to solve them.

Batch processes- this is an active form of management, caused by the appearance of unplanned, unforeseen situations, requiring the development of operational (often one-time) management actions. These processes, as a rule, are aimed at resolving emergency management situations. Rules developed by management are used to carry out management procedures, but the use of these rules is the art of management. At different points in time, the object of attention of the manager, carrying out the periodic management process, can be various aspects of the managed system.

Both permanent and intermittent management processes have the same internal structure, differing in goals, subject, means, content of management procedures and operations performed.

In the management process, elements and management procedures can be distinguished.

The elements of the management process are management categories, the logical relationship of which determines the following characteristics of management activities:

a) why the control process is performed;

b) what caused the emergence of the management process;

c) what is the purpose of the management process;

d) what kind of impact is produced in the process of management.

Based on the essence of management activity, which we considered earlier, we can distinguish the following elements control process:

· situation;

· problem;

· solution.

The logical relationship of these elements is shown in fig. 6.

Target determines the meaning of the execution of the control process. Processes are implemented to achieve the goal. The management process is always a purposeful activity of the participants. The concrete result of human activity is the goal. Therefore, each management process is performed to achieve some specific goal. Therefore, the management process provides for the clarification or setting of the goal for which it will be carried out.

Rice. 6. Organization management process

Each of the management processes has its own purpose. Therefore, goals are relatively constant (indefinite period of time) and periodic. An incorrectly set goal makes the management process ineffective, and yes, harmful to the success of the organization.

Goals in the management process should be operational and translated into specific tasks and work assignments. For each management situation, they are a guideline for concentration. necessary resources.

Situation represents the state of a controlled subsystem (for continuous processes) or a separate object (for periodic processes).

The situation in the management process arises as a result of deviations in the activity of the managed object or the influence of environmental factors on the object in which the organization operates. The situation can have a positive impact on the organization of a controlled specific object, increasing the effective one or negatively, reducing it. For example, a sharp increase in demand for the company's products allows you to increase the price, and, conversely, a sharp decrease in consumer demand for the same products forces the organization to develop measures that have undesirable trends. The situation is a certain perturbation, which is the cause of the emergence of control processes. The complexity and scope of the situation (impact on a large subsystem or a separate object) are the cause of the emergence of permanent or periodic management processes.

In management, the situation has one very important feature. Numerous situations affecting the organization are interrelated. One situation entails many others, the passage of a boat causes waves on the river. The first management process, which develops a response to the impact of the situation, causes the phenomenon of other management processes, and they, in turn, cause new processes, thereby creating constant management cycles.

Situations in the management process create problems that must be resolved by managers.

Problem - it is the need to justify and choose a certain position in resolving the situation that has arisen.

The problem involves the clarification of the main contradictions between the conditions of the organization, caused by the emergence of the situation, and the conditions required for the organization to achieve its goals. Clarification of the nature of the managerial situation allows you to determine the possible areas of activity of the manager to eliminate the deviations that have arisen from achieving the goal.

Directions of activity are related to the redistribution of available resources (material, human, financial), i.e., the determination of the necessary resources and their distribution.

Choosing possible ways out of the situation, the manager must remember the interconnectedness of managerial situations. Therefore, when resolving a problem, the manager needs to use the integral systems approach. Merely pointing out which elements or factors that caused the situation have the most influence on the success of the organization is clearly not enough to determine which solution will be the best to achieve a particular goal of the organization.

To do this, it is necessary to establish the relationship between these elements and develop a comprehensive response to eliminate undesirable impacts.

Specifically, the impact on the situation is carried out through the decision.

The manager in the management process chooses the direction of action not only for himself, but also for the organization and other employees.

Solution- this is the final and, perhaps, the most important element in the management process.

The decision provides for the choice of the most effective option for influencing the situation that has arisen (meaning the variable factors that caused the situation), the choice of specific means and methods, the development of specific management procedures for the implementation of the management process.

It is this element that activates human, material and financial resources. The effectiveness of the developed managerial response to the impact exerted by the situation that has arisen depends on what decision will be made. The solution accumulates in itself the successful and unsuccessful sides of the previous elements and is obliged to filter out the inefficient areas of activity of managed objects or the actions of managers.

Each element of the management process is implemented using interrelated management procedures. The following management procedures can be distinguished:

goal setting

· Information Support;

Analytical activity;

selection of options for action;

implementation of solutions.

goal setting how the procedure is designed to ensure the setting of a specific goal (if the goal is not set) or the clarification of the essence of the goal associated with the flow of the management process.

Goal setting is carried out for ongoing processes.

In this case, the goals act as a standard, a measure by which performance is measured.

In the management of an organization, there are often cases when the goal-setting procedure proceeds unconsciously, automatically or elementarily.

Such cases occur in many periodic processes. However, apparent automatism does not mean that the manager carries out the process of management and clarification of the content of the goal. In these cases, there is a subconscious understanding of the goal towards which the manager directs the management process. The goal is known to the manager, and the situation that has arisen is not so complex that managers can immediately determine the nature of its influence. Therefore, the impression of automatism in the implementation of the management process is created.

No management process can be carried out without a goal-setting procedure. Control without a goal does not exist, which follows from Corollary 1 general concept management.

The goal-setting procedure allows you to do the following:

1. to organize and explain the whole range of phenomena associated with an object, under a system or an enterprise as a whole;

2. predict the behavior of an object, subsystem or enterprise;

3. evaluate the reasonableness of decisions at a time when they have not yet been made;

4. analyze their own work by managers of all levels in the management process and improve it as a result.

The goal-setting procedure is also necessary to understand the essence and content of the situation that has arisen. Any situation should be commensurate with the goal, the achievement of which it can influence.

Information Support is a management procedure regarding the subject of the management process - information that adequately reflects the characteristics of the goal and the impact of the situation that has arisen on its achievement.

This procedure includes operations for collecting the necessary information, its systematization and processing.

Analytical activity in the management process characterizes a set of operations related to assessing the state of a managed object, subsystem or enterprise (depending on the type of process), finding ways to improve or eliminate undesirable effects from the situation that has arisen. The situation itself, the causes of its occurrence and the possible consequences of its impact are also analyzed. For this, the collected and processed information about a specific goal and the factors that created the management situation is used. Analytical activity "serves" all elements of the management process, providing possible options for the flow of the management process.

Choice of options for action. The content of this management procedure depends on the complexity of the situation. To develop a response to the impact of the situation, the manager needs to determine the most appropriate options for action. If the problem is not particularly difficult, and has been correctly assessed, then make a choice right decision relatively simple. The manager, having the necessary information, simply selects the alternative with the most favorable overall consequences.

But the manager has to deal not only with simple situations, but also with very complex and interrelated situations. In this case, he has to take into account many trade-off options, and if the analytical procedure has not been performed sufficiently, then it is possible that no alternative can be the best. There are times when even additional analytical work does not provide satisfactory alternatives.

In these cases, the manager is forced to accept for execution the alternative that is acceptable, but not necessarily the best. Thus, the procedure for selecting alternatives is mandatory in the management process, but it does not necessarily lead to the selection of only the best solution.

Solution implementation. The real value of the solution becomes apparent only after its implementation. The control process ends if it had an impact on the control object as a result of the specific work of the performer. Therefore, the decision implementation procedure requires the manager not only to make an acceptable decision, but also to organize its implementation, i.e., he must involve specific executors in this process. If this is not done, then such a management process does not really make sense, and it is not worth spending resources on its implementation (performing the previous procedures).

Feedback. P The control process contains, in addition to the listed elements, feedback. We have already considered the role of feedback. Therefore, it is clear to us that the comparison of the result obtained, from the implementation of the chosen solution alternative, with the goal for which the control process was carried out, is possible only with the help of establishing feedback. Methods for establishing feedback will be discussed below.

It is important to understand here that feedback allows the manager to evaluate the results of the management process he has carried out and, if necessary, correct the result, while the organization has not yet suffered significant damage.

The basis of all management procedures is information transmitted using human speech, documents or appropriate technical means. Therefore, information support is necessary for the implementation of all management procedures. The subject of the management process is the information that managers and performers use to implement it.

Management, 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, with all the variety of interaction between management and organization, it is possible to clearly establish the boundaries of the activity that constitutes the content of management, as well as to clearly define the subjects of management activity - managers.

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 goals. Management is not equivalent to all the activities of the organization to achieve the ultimate goals, but includes only those functions and actions that are associated with the coordination and establishment of interaction within the organization, with the motivation to carry out production and other activities, with the target orientation of various activities, etc. P. (Fig. 1).

Initial state Final state

Rice. 1. Place of process control v organizations

The content and set of actions and functions carried out in the management process depend on the type of organization (business, administrative, public, educational, military, etc.), on the size of the organization, on the scope of its activities (production of goods, provision of services), on level in the management hierarchy (top management, middle management, Lower level management), from the function within the organization (production, marketing, personnel, finance) and many more factors. However, despite all the diversity, as A. Fayol drew attention to this back in 1916, all management processes in an organization are characterized by the presence of, in general, homogeneous types of activities. You can 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 and 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.

Manager

A manager is a member of an organization who carries out managerial activities and decides managerial tasks. WITH full responsibility It can be argued that managers are the key people in an organization. However, not all managers play the same role in the organization, not all managers occupy the same position in the organization, the tasks performed by different managers are far from the same, and, finally, the functions performed by individual managers are not identical either. This is due to the fact that there is a hierarchy in the organization, that various functions are performed in the organization, and finally, that there are different kinds management activities.

An organization cannot exist without managers, and there are a number of reasons for this.

Management in the broad sense of the word is a purposeful impact on a specific object or process [Urbanovich]. This definition is applicable to both social and biological, technical and other objects. It includes not only the impact itself, but also preparation for it, control over the activities of the control object and analysis of the results obtained [Weinstein].

The concept of management in the narrow sense of the word, which can be applied to social objects, was proposed by M.A. Kremen.

Control- it is purposeful information exchange between the subject and the object of control in order to transfer the latter from one state to another (from a lower to a higher one) or to compensate for disturbances acting on the object ( F possible), both internal and external The control process can be visually represented in the form of a diagram (Fig. 2.1) [Kremen, p. 245].

Initial conditions F possible

control subsystem control subsystem

Problem Purpose Direct link

Feedback channel

Rice. 2.1 Control process diagram

VS - internal noise, F pos - external and internal disturbances

Management is a professional human activity in which there are two subsystems - the managerial one (the subject of management, the head) and the managed one (the organization or a specific subordinate). The subject of management exercises a managerial influence on the object of management through the channel direct information impact through commands and directives. This impact is purposeful, i.e. aimed at achieving the goals of the organization, and systematic, characterizing continuous activity.

To optimize the management process, it is of great importance feedback. It informs about the effect of directive information (orders, instructions, etc.) and provides interaction between the subject and the object of management. As a result, the leader can additional measures to improve the management object, as well as self-improvement measures. Feedback helps the leader to understand not only the effect of solving a particular problem, but also the changes that may occur in the social and psychological relationships of team members. Therefore, without full feedback information communication there can be no effective management.

The organization of the management process can be hampered by internal noise in management activities and organizational disturbances.

Internal noise- these are factors that constrain the potential and results of a person’s work when performing certain managerial activities: limitations of personal knowledge, skills, abilities and abilities of a manager that prevent good governance. These include insufficient understanding of the characteristics of managerial work, poor leadership skills, a person’s inability to manage himself, stopped self-development, etc.

Internal disturbances- these are the restrictions that exist within the organization or enterprise itself, for example, conflict situations in a team. TO external disturbances the organization includes restrictions caused from the outside, for example, the economic crisis, late payment of salaries.

Thus, management performs an important socio-economic function, providing the relationship and interaction between the subject and the object of management, and largely predetermining the effectiveness of their joint actions.

2. Management organization [Flint]

Management organization- a set of actions leading to the formation and improvement of the relationship between the parts of the whole, allowing to realize the goals of management [Kremen, p. nineteen].

The organization of management is considered in the form of a specific algorithm that can be used to practical work to study control systems and serve convenient way that determines the sequence of work when improving the management process.

The algorithm considered below includes seven blocks denoting the constituent parts of the organization of the control system and the relationship between them (Fig. 2.2) [Kremen, p. nineteen].

Figure 2.2 Organization of the management system

Block 1. Learning goals organizational system and defining the processes needed to achieve these goals. The organizational system is usually multi-purpose. Its elements are built and coordinated from the very beginning in such a way as to ensure the achievement of the entire set of goals.

These goals from the position of the management organization mean that for each of them the processes must be determined, the implementation of which will ensure their achievement; these processes must be controlled. Consequently, there are people, bodies, structures that will work to achieve these goals, etc.

Block 2. Determination of the composition of the control system. Knowing the goals allows you to determine the necessary production processes (functions), i.e. certain types activities that need to be completed in order to achieve the goals. On this basis, the composition and structure of the organizational system as a whole are determined. Moreover, the nature of the organization of any institution is determined by the content of the activities of this institution.

Block 3. Determination of the structure of the control system. The necessary management subsystems, the number and levels of management bodies are determined, connections and communications are identified, and the appropriate type of structure is substantiated in relation to specific conditions.

At the same time, areas of competence are established, tasks, rights and obligations of governing bodies are formulated and distributed, their internal structure is developed, the required number of employees is determined, and staffing etc.

Block 4. Development of control technology. Management technology is the methods, techniques, procedure for performing management functions at all levels, in all subsystems of the management system. It should be analyzed in parallel with the governance structure.

Block 5. Determination of links, ways and volumes of information flow, development of forms of documents and the order of document circulation, organization of office work. These tasks can be solved when the decisions made in the field of the structure of the control system and control technology are obvious.

Block 6. Preparation and use of technical means. This is a labor-intensive work, solved in the process of creating automated systems management. The complex of means of organizational technology makes it possible to solve the problems of mechanization of information processing and, on this basis, to improve the technology and methods of management, and to increase the efficiency of managerial work.

Block 7. Selection, placement and training of management personnel to work in the created control system. The selection and placement of people can be carried out when all the previous blocks are clear, otherwise everything will be done at random.

When analyzing the organization of management, it is important to take into account the connections and interdependence of individual blocks. Taking them into account significantly affects the quality of solving the problems of management organization, and makes it possible to provide a systematic solution to the problem.

Relationship (1) determines the priority determination of the goals and objectives of the organizational system as a whole, so that practical actions for the organization of management systems proceed from given (known) and conscious goals.

Relationship (2) reflects the principle of necessary and sufficient diversity, which states that for the optimal functioning of the organizational system, it is necessary to create a management system that would allow managing all its elements.

Links (3,4). Between the structure of the control system and control technology, there must be mutual correspondence and interrelationships. The structure of the management system lays down the distribution of tasks, rights and obligations of the management bodies. These rights and obligations are determined and methodically equipped in the process of developing management technology. And vice versa, when developing management technology, it is necessary to take into account the proposed structure of management bodies, the degree of centralization of management that is being established, etc.

Relationship (5) testifies to the influence of the structure, composition and features of the controlled system on the control technology. For example, the decisive role is played by the type production process etc.

Links (6.7) show the influence of the structure and technology of management on the forms, the order of workflow, the flow (volume) of information.

Links (8, 9) emphasize that the choice of technical means depends on the amount of information and management technology, and vice versa, technical means affect the management technology, the forms and order of workflow.

Relationship (10) indicates the influence of technology on the structure of the control system (for example, the centralization of decisions in the field of control).

Relationship (11) shows the totality (amount) of knowledge required by managers and management personnel.

Analysis of relation (12) can lead, for example, to the conclusion that in individual cases You have to adapt the structure to the existing frames. This is extremely undesirable, although it happens often, so the task of training (retraining) personnel becomes more urgent.

These are the interrelations of problems in the process of analyzing the organization of management. Their correct accounting will allow you to confidently study the management system with a developed structure, a complex network of communications and information flows, document flow, necessary technical means, etc.

Basic principles of management activity

A principle is the basic, initial position of a certain theory, doctrine, guiding idea, the main rule of activity.

Management principles- these are the fundamental truths on which the management system as a whole or its individual parts is built [Weinstein].

If the management functions are focused on the organizational structure and show what should be done by the leader in the organization, then the principles of management are aimed at the behavior of people and determine how he must do it. The principles of management, unlike functions, are not rigidly interconnected, they embody the subjective experience of the leader and therefore can be enriched, significantly transformed depending on the specific situation, from the new managerial experience of the leader.

Control modern organization is based on the following basic principles [Meshcheryakov]:

1) principle of conformity of personnel to the structure: you can not adjust the organization to the abilities of working people, you need to build it as a tool to achieve a clearly defined goal and select employees who can ensure the achievement of this goal. Initially, a well-thought-out structure is created, in which there are no extra departments or levels of management, and then the appropriate personnel are selected;

2) principle of unity of command, or administrative responsibility of one person: each employee must report on his activities to one leader and receive orders only from this leader. If one performer receives consistent orders from two leaders at once, then this is inefficient, since there is unnecessary duplication. But if the orders are different or contradictory, then the execution itself becomes ineffective. In addition, the responsibility of administrative persons is scattered, it is not clear who should be responsible for the wrong order;

3)principle of departmentalization- creation of new divisions (departments): the organization is built from the bottom up, at each stage the need to create new divisions is analyzed. It is necessary to precisely establish the functions and role of the unit, its place in the overall structure of the organization;

4) management specialization principle: all regularly repeated actions must be distributed among the employees of the administrative apparatus, without duplicating them;

5) control range principle: one leader should not have an average of more than 6-12 subordinates. When performing physical work, up to 30 people can be subordinate to the manager, but the higher the level of management, the smaller the range of control that the manager can exercise. At the top of the management pyramid, there are 3-5 people directly subordinate to the manager;

6) vertical hierarchy principle: the fewer hierarchical degrees, the easier it is to manage the organization, because management becomes more mobile;

7) principle of delegation of authority: the head should not do what his subordinate can do, while managerial responsibility remains with the head;

8) ratio principle: at all levels of management, power and responsibility must coincide. Within the framework of his authority, the leader bears full personal responsibility for the actions of people subordinate to him;

9) principle of subordination of individual interests common purpose : the functioning of the organization as a whole, and each of its divisions separately, must be subordinated strategic goal organization development;

10) remuneration principle: each employee should receive remuneration for his work, and it should be assessed by him as fair.