Organization of the management system as a process. Components of management activity

Management process- this is a set of individual activities aimed at streamlining and coordinating the functioning and development of the organization and its elements in the interests of achieving their goals.

Management process solves two tasks:

• tactical is to maintain stability, harmony of interaction and performance of all elements of the control object;
• strategic ensures its development and improvement, transfer to a qualitatively and quantitatively different state.

The process is characterized continuity, cyclical repetition of individual phases (collection, processing, analysis, storage, control of information; development and decision-making; organization of their implementation), unevenness, inertia, manifested in the delay of managerial actions. It develops and improves along with the organization itself.

Management process combines such moments as managerial work, its subject and means, and is realized in a specific product.

The subject of labor in management are management documents, which received such a name, in contrast to other documents that are not related at all to the management process. The document is currently the main carrier of information in the management system. With their help, the relationship between the structural divisions of the organization is carried out.

The transformed information acquires an independent existence and can be accumulated, which leads to a complication of the management process, an increase in the dominance of past decisions over current ones. The latter, however, is to a certain extent useful, since it generates organizational order providing automatic operation management arrangements and performing appropriate actions without special orders. However, it is limited, as it is not able to subordinate and coordinate all organizational elements.

By means of managerial workis an everything that contributes to the implementation of operations with information - from computers, telephones to pens and paper. At the same time, they distinguish: means of compiling documents (printers, voice recorders, etc.); means of processing and processing documents (stamps, cutters, punchers); means of grouping and storing documents (folders, folders, file cabinets); means of performing computational operations; means of operational communication; furniture.

product of labor is the result of the management process, which is a management decision. With the help of one or another material carrier (mainly documents), these decisions come directly to the control object.

managerial labor, as well as engineering, design, research, etc., belongs to the category mental labor carried out by a person in the form of neuropsychic efforts. He exists in three main forms: heuristic, administrative and operator.

heuristic labor comes down to a set of actions to analyze and study certain problems facing the organization, and develop on the basis of this various options their decisions - managerial, economic, technical. Depending on the complexity and nature of the problems themselves, this work is carried out by managers and specialists.

Administrative labor is the domain of chief executives. It is associated with the performance of such types of work as the current coordination of the activities of subordinates, their control, evaluation, motivation, management (bringing orally and in writing the decisions made to the performers), instruction, information exchange (carried out in the process of holding meetings and meetings, receiving visitors , reference business negotiations, responses to letters and phone calls, bypassing jobs).

Operator labor is aimed at technical support of production and management processes with the necessary information. It includes such work as documentation (formulation, reproduction, sorting, and storage of various kinds of documents); primary accounting and accounting (collection of statistical, accounting and other information about production, economic, social and other processes occurring within the organization); communicative-technical, computational and formal-logical (sequential processing of the collected information and the implementation on its basis and according to a given algorithm, the calculations necessary for decision-making).

This work falls to the lot of specialists and technical performers. Part of it, strictly speaking, does not apply to the mental, so the term "non-physical labor" is sometimes used to refer to it.

The process of managerial work consists of elementary actions, or operations, that is, homogeneous, logically indivisible parts management activities, with one or a group of information carriers (documents) from the moment they are received until they are transferred in a transformed form to others or for storage.

Management operations is a technologically inseparable process of processing management information received by a given structural unit.

Management operations are: search, computational, logical, descriptive, graphic, control, communication (for example, listening, reading, talking, observing the actions of various devices, thinking, etc.).

An independent complex of information processing operations (collection, study, analysis, formulation of conclusions, their execution), ending with a result defined in form and content in the form of an oral message or document (certificate, order, letter, etc.), was called work.

Management jobs vary:

• according to the intended purpose (foresight, activation, control);
• by specific content (research, planning);
• by periods (strategic, tactical, operational);
• by stages (goal setting, situation analysis, problem definition, solution search); by orientation (inside or outside the organization);
• by spheres (economic, social, technological);
• by objects (production, personnel);
• on forms and methods of implementation; by organizational role (differentiating and integrating);
• by the nature of information transformation (stereotypical, algorithmic, and creative);
• according to the degree of difficulty.

Let us dwell on the latter, since for managerial work it is perhaps the main characteristic.

The complexity of managerial work is due to several circumstances.

First of all, the scale, number and composition of the problems to be solved, the links between them, the variety of methods used, organizational principles.

Secondly, the need to make new, non-traditional decisions, often under conditions of uncertainty or risk, which requires deep professional knowledge, experience, and broad erudition.

Thirdly, the complexity of managerial work is determined by the degree of efficiency, independence, responsibility, riskiness of decisions that need to be made. The manager, when making decisions, often takes responsibility not only for the material well-being of people, but for their health and even life.

• communication (negotiating, receiving visitors, bypassing the organization, going on business trips);
• administrative and coordination (bringing to the executors of the decisions made orally and writing, compiling and issuing tasks, instructing);
• control and evaluation (checking the timeliness and quality of assignments);
• analytical and constructive (studying information and preparing decisions);
• information and technical (with information carriers) which take 10 - 15% of working time; primary accounting and accounting.

management procedure- a complex of interrelated management operations and documents in a certain order aimed at achieving a fixed .

The procedure should reflect the purpose of the work, the documents used and developed, their content, and the order of passage.

The classification of procedures and operations is carried out according to a number of criteria:

1. By content:
   • information or information technology are associated with the processing of information and its carriers. Documentation, primary accounting, accounting and computing operations and procedures are also distinguished here;
   • logical-cogitative or analytical-constructive ones are associated with the preparation and adoption of managerial decisions;
   • organizational ones consist of service and communication, administrative and coordination operations and procedures.
2. By the nature of the combination in time:
   • consecutive, i.e. each operation or procedure begins only after the end of the previous one;
   • parallel, involving the simultaneous execution of operations and procedures;
   • parallel-sequential ones provide for a partial combination of related operations and procedures in time and space.
3. By difficulty:
   • simple operations and procedures, i.e. containing several elements and operations;
   • complex operations (20-30 elements) and procedures (100 or more operations).
4. According to the degree of repetition:
   • repetitive, i.e. constantly performed by employees of the administrative apparatus;
   • non-repetitive or creative, complex operations and procedures.

With all its diversity and varying degrees of complexity, management procedures are cyclical.

Management cycle- this is the period of circulation of information in the field of management, which is measured by a specific time interval or calendar period for each procedure.

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 the 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 periodic management processes have the same internal structure, which differs 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 items control process:

· situation;

· problem;

· decision.

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.

Decision- 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 specific purpose(if the goal is not set) or understanding 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 represents 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 chooses 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.

Theme 2 Psychological characteristic management process

1. The concept of the management process

2. Management organization

3. Basic principles of management activity

4. Management methods and their characteristics

5. Psychological patterns of managerial activity

Basic concepts and terms:control, control subsystem, controlled subsystem, direct information impact, feedback information communication, internal noise, internal disturbances, external disturbances, management organization, management principles, management methods, administrative and legal methods, economic methods, socio-psychological methods.

The concept of the management process

Management is an integral component of any joint activity in any historical period in the development of society. With the development of society, management activities became more complicated. But the realization that management is special kind human activity occurred only in the nineteenth and early twentieth centuries. The fundamental concept of "management" is considered in the science of management in the broad and narrow sense of the word [Weinstein].

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 manager) 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 as 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) correlation 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.

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

Logistics enterprise security 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 complete 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 complete 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. AT social systems this cycle repeats continuously. The ultimate goal of system control can be achieved by one or more control cycles.

Cyclic implementation of processes allows you to set and fix character traits, common dependencies, common patterns of processes and ensure, on this basis, their rational processualization and foresight.

General system of stages:

1. collection and processing of information, analysis, understanding and assessment of the situation - diagnosis;

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

3. development and adoption of a managerial decision;

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

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

6. activation of the activities of performers - motivation and stimulation;

7. receiving, processing, analyzing and systematizing information about 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;

8. 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, to 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 of managerial activity, 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).

AT 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 managerial 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 of the development of the organization in the future;

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

· mechanisms for coordinating current activities and allocating resources;

· Strategies for emergencies.

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

unity;

Continuity

Flexibility

coordination and integration;

· reasonableness;

stealth (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.

Management process- is the impact on the object in order to change its state or shape.

Control system is divided into two subsystems: managed and managing.
Control subsystem performs production management functions. It includes the management apparatus with all employees and technical means. Managed Subsystem performs various management functions. It includes workshops, sections, brigades.

On a functional basis, the control system is divided into subsystems:

• technical (machinery and equipment);
• technological (a number of processes, stages of production);
• organizational;
• social (unity of social relations);
• economic.

The control system includes:

1. structural and functional subsystem (implements the principle of unity of the structural and functional elements of the system);
2. information-behavioral subsystem (providing actions with the necessary information);
3. a subsystem of self-development (the principle of independence, independence of the development of individual elements).

Subject of management

Appointment of the subject of management- to ensure the controllability of the system as a whole.

Controllability- the ability of the system to perceive the control action and respond to it appropriately.

Subjects of management centers of activity, centers of responsibility.

Subject of management- is the leader collegiate body or a management committee. The leader can be both formal and informal leader of the team. In turn, the subject of management can also be the object of management (for senior managers).

The main goal of the functioning of the subject of management is to develop a management decision that ensures the efficiency of the functioning of the system as a whole.

The goals of the subject of management are considered at 2 levels:

1. at the integrative level - the subject of management functions in order to bring the system to the goals set for it, therefore the degree of achievement of the goals of the system as a whole is a criterion for the effectiveness of the functioning of the subject of management;
2. at the local level (at the level of the system itself).

Requirements for the subject of management:

1. the subject of management must implement the law of necessary diversity (quantitative side);
2. the control system must have all the properties and characteristics that are inherent in a cybernetic system (these requirements characterize the qualitative side):
   • unity;
   • integrity;
   • organization;
   • emergence.
3. the subject of management must be fundamentally active, who knows the goals, knows the ways to achieve them and constantly generates functions. A fundamentally active system consists of active elements;
4. the management system should always be the center of responsibility;
5. the subject of management must be law-abiding;
6. the subject of management must be of a higher socio-cultural level in relation to the external environment in order to be able to adequately respond to the impact of the external environment and influence the development of this level;
7. the subject of management must have a higher creative and intellectual potential in relation to the object.

As part of the subject of management, when considering the aspect of elements, it is necessary to distinguish the following subsystems:

1. system of management goals;
2. functional model of the control system;
3. structural model;
4. information model;
5. model of communications (system of relations);
6. efficiency model;
7. control mechanism;
8. operational (technological) model.

Control object

The object of management is the socio-economic system and the processes that take place in it.

Control object- this is an individual or a group that can be combined into any structural unit and which is subject to managerial influence. At present, the idea of ​​participatory management is spreading more and more, i.e. such management of the affairs of the organization, when all members of the organization, including ordinary ones, participate in the development and adoption of the most important decisions. In this case, the control objects become its subjects.

Management process in an organization

Management process- this is a certain set of management actions that are logically connected with each other in order to achieve the goals set by transforming input resources into products or services at the output of the system.

The management process is a set of actions related to identifying problems, finding and organizing the implementation of decisions made.

All management processes are divided into two groups:

1. permanent processes - represent the functional areas of human activity to achieve current goals;
2. periodic processes are an active form of management caused by unforeseen situations and requiring the development of operational management decisions.

The main stages of the management process are shown in the figure.

The creation and stages of the management process determine its elements:

Target- each management process is carried out to achieve a specific result, goal. Goals in the management process should be of an operational nature and be transformed into specific tasks. They are a guideline for specifying the use of the necessary resources.

Situation- represents the state of the managed subsystem.

Problem is a discrepancy between the actual state of the managed object and the desired or specified state.

Decision- represents the choice of the most effective impact on the existing situation, the choice of means, methods, the development of specific management procedures, the implementation of the management process.

Stages of the management process:

1. setting a specific goal;
2. Information Support;
3. analytical activity is a set of operations associated with assessing the state of a managed object, finding ways to improve the existing situation;
4. choice of options for action;
5. implementation of solutions;
6. feedback - compares the result obtained from the implementation of the solution with the goal, for the sake of which the management process was carried out.

Management mechanism

Management in the organization is carried out with the help of management mechanisms. The economic mechanism solves specific problems of interaction in the implementation of socio-economic, technological, socio-psychological tasks that arise in the process of economic activity.

control mechanism is a subsystem of the control system, the purpose of which is to ensure the controllability of the system as a whole.

Components:

• methodology (regularities, principles, policies, rules);
• decision-making bodies;
• executive bodies;
• selected point of influence;
• method of influence;
• protective mechanisms that are built into any system (self-regulators);
• tools of influence;
• feedback;
• responsibility centers and control centers;
• forms of manifestation of influence.

The economic mechanism of management consists of three levels:

1. intracompany management;
2. manufacturing control;
3. personnel Management.

Intracompany management:

• marketing;
• planning;
• organization;
• control and accounting.

Principles of intracompany management:

• centralization in management;
• decentralization in management;
• combination of centralization and decentralization;
• focus on long-term development goals;
• democratization of management (participation of employees in the top management).

Manufacturing control:

• R&D;
• ensuring the development of production;
• sales assurance;
• choice of optimal organizational structure management.

Personnel Management:

• principles of selection and placement of personnel;
• terms of employment and dismissal;
• training and professional development;
• assessment of personnel and its activities;
• forms of remuneration;
• relationships in the team;
• involvement of workers in management at the grassroots level;
• system of labor motivation of employees;
• organizational culture of the firm.

Methods of influence in management

Management considers management methods as a set of various methods and techniques used by the administration of firms to enhance the initiative and creativity of people in the process labor activity and meet their natural needs.

The main goal of management methods is to ensure harmony, an organic combination of individual, collective and social interests. A feature of methods as tools practical management is their relationship and interdependence.

Management methods can be:

1. economic;
2. organizational and administrative;
3. socio-psychological.

Economic Methods affect the property interests of firms and their personnel. They are based on the economic laws of society, the market and the principles of remuneration for the results of work.

Organizational and administrative methods are based on the objective laws of the organization of joint activities and its management, the natural needs of people in a certain order to interact with each other.

Organizational and administrative methods are divided into three groups:

• organizational and stabilizing - establish long-term connections in management systems between people and their groups (structure, staff, regulations on performers, activity regulations, management concepts of firms);
• managerial - provide operational management joint activities of people and firms;
• disciplinary - designed to maintain the stability of organizational ties and relationships, as well as responsibility for certain work.

Socio-psychological methods are ways of influencing the social and psychological interests of firms and their staff (the role and status of an individual, groups of people, firms, psychological climate, ethics of behavior and communication, etc.). They consist of social and psychological and must comply with the moral, ethical and social norms of society.

Control functions

Control function is a type of human labor activity aimed at balancing the state of the organization with external environment while entering into the system of management relations.

According to these features, two main groups of control functions can be distinguished:

1. general management functions are functions that determine the type of management activity, regardless of the place of its manifestation;
2. specific functions are functions that determine the direction of human labor on a specific object. They depend on the organization, directions of its activity. Specific management functions arise as a result of the horizontal division of labor.

To general management functions relate:

• planning;
• organization;
• coordination;
• motivation;
• the control.

Planning function involves deciding what the goals of the organization should be and what the members of the organization should do to achieve those goals. Planning is one of the ways in which management provides a unified direction for the efforts of all members of the organization to achieve its overall goals.

The purpose of planning as a management function is to take into account in advance all internal and external factors that provide favorable conditions for the normal functioning and development of enterprises (divisions) included in the firm. This activity is based on the identification and forecasting of consumer demand, analysis and assessment of resources, prospects for the development of the economic situation.

Organize means to create a structure. There are many elements that need to be structured so that an organization can carry out its plans and thereby achieve its goal.

Because people do the work in an organization, others important aspect The function of the organization is to determine who exactly should perform each specific task. The manager selects people for a specific job, delegating tasks and powers or rights to individuals to use the resources of the organization. These delegates take responsibility for the successful completion of their duties.

Coordination as a function of management, it is a process aimed at ensuring the proportional and harmonious development of various aspects (technical, financial, production and others) of the management object under optimal labor, monetary and material costs for the given conditions.

According to the method of implementation, coordination can be vertical or horizontal.

Vertical coordination acquires the significance of subordination - the subordination of the functions of some components to others, and in management - the official subordination of juniors to seniors, which is based on the norms of official discipline. The task of vertical coordination is to organize effective communication and balance structural divisions and their employees of various hierarchical levels.

Horizontal coordination consists in ensuring the cooperation of managers, specialists and other employees of departments between which there are no subordination relations. As a result, an agreed unity of views on common tasks is achieved.

Motivation The process of motivating oneself and others to act in order to achieve a common goal. The manager must always remember that even the best plans and the most perfect organization structure are of no value if someone is not doing the actual work of the organization. Therefore, the task of this function is to ensure that the members of the organization perform the work in accordance with the duties delegated to them and according to the plan.

The control is the process of ensuring that the organization actually achieves its goals. Circumstances can cause the organization to deviate from the main course outlined by the leader. And if management fails to find and correct these deviations from the original plans before serious damage is done to the organization, the achievement of goals will be jeopardized.