1. The concept and characteristics of communications.

2. Improving organizational communications.

3. The concept of information, its significance in the management process.

The concept and characteristics of communications

Management is a process that ensures that people perform certain actions, and the basis of this process is communication.

The problem of effective communications is one of the key ones in the activities of managers, since they are used to exchange messages expressed in various symbols and have a certain semantic load.

Communications- this is the exchange of information, on the basis of which the manager receives the data necessary for making decisions, and brings them to the employees of the organization.

Effective Communication(that is, one that leads to the desired type of behavior of the addressee) has 4 stages:

1. Ensuring the attention of the addressee(ensuring readiness of the addressee to receive information). The communication process may be interrupted already at the first stage, if the sender cannot overcome the competition of messages, which is understood as the simultaneous impact on the addressee of several sources of information.

2. Ensuring understanding of the essence of the message. Many communications fail at this stage, so the manager, using feedback channels, must make sure that subordinates understand the essence of the message.

3. Recognition. This stage involves ensuring the readiness of the addressee to obey (to do what is required of him in connection with the notification received).

4. Action. This is the last stage of effective communication. It provides for the performance by the addressee of certain actions based on the reported requirements. Most effective way the implementation of this stage is the belief of subordinates in the presence of a connection between the goals of the organization and the needs of employees.

Communication- this is the process of information exchange, including the subjects of communication (sender and recipient), the method of communication and the object of communication (transmitted information).

Communication needs of the organization depends on:

Characteristics of the external environment of the organization (its dynamism, complexity, uncertainty)

Tasks solved by the organization (for example, if the task is to release a qualitatively new product, capture new sales markets, modernize production, diversify activities, then the need for communications increases dramatically);

The main characteristics of the organization - scale, structure, scope, nature of products (services), degree of diversification, position in the industry, etc.

Communication media include technical means of communication (telephone, telefax, telex, mail, e-mail), as well as office notes, reports, reference and promotional materials.

Classification of communications carried out depending on:

means of communication;

Goals and objectives to be solved in the process of communications;

The subjects of communication (external and internal).

♦ communications between the organization and its external environment (external communications)

♦ communications between levels and departments of the organization (internal communications). These include upward communication, between different departments, the leader-pidpeglia, communication between the leader and the working group, informal communication.

External communications is the exchange of information between an organization and its external environment. Any organization does not exist in isolation, but in interaction with its external environment. The nature and methods of its communications depend on what factors of this environment (consumers, competitors, government regulators, etc.) have the greatest influence on the work of the organization and its results (Fig. 17.1).

Rice. 17.1. Subjects of external communications of the organization

Internal communications are information exchanges carried out between elements of the organization. Inside the organization, information exchanges occur between levels of management (vertical communications) and between departments (horizontal communications) (Fig. 17.2). Communication between levels in organizations include:

communication between different departments(divisions) - organizations need horizontal communications. Since an organization is a system of interrelated elements, management must ensure that the special elements work together to move the organization in the right direction. Additional services from horizontal communications are in the formation of equal relations - an important component of the satisfaction of employees of the organization;

communication manager - subordinate is the most obvious component of communication in an organization. Some of the many types of information exchange between a leader and a subordinate are related to the manifestation of tasks, priorities and expected results; ensuring involvement in solving the tasks of the department; discussing performance issues; achieving recognition and rewards for the purpose of motivation;

communication between the leader and the working group- allow the leader to increase the effectiveness of the group's actions. Since all members of the group participate in the exchange of information, everyone has the opportunity to talk about new tasks and priorities for the department, about how they should work together.

Rice. 17.2. Subjects of internal communications of the organization

Internal communications are divided into two types of communications: formal and informal .

Formal communications provided by the organizational structure. Under the formal communications understand the information exchange carried out between the elements of the organization. They are divided into vertical, horizontal and diagonal.

TO vertical communications belong to communication from top to bottom and bottom to top, that is, information is transmitted from top to bottom from management to subordinates. Thus, employees of the organization are informed about new strategic and tactical goals, specific tasks for a certain period, changes in rules, instructions.

If an organization consists of several departments that need to coordinate their actions, then this makes them need to exchange information among themselves. Thus, there is a need for horizontal communications. These communications are carried out between persons at the same level of the hierarchy. This exchange of information ensures the coordination of activities (for example, between vice presidents of marketing, finance, production).

Diagonal communications carried out between persons who are various levels hierarchies (for example, between line and headquarters units, when headquarters services manage the implementation of certain functions). Such communications are also characteristic of communications between linear divisions, if one of them is the main one in a certain function.

Communications are divided into two large classes: oral and written.

Oral communications are carried out during face-to-face conversations, group discussions, telephone conversations, etc., in which spoken language is used to convey meaning. The main advantage of verbal communications is that they provide immediate feedback and reciprocity in the form of verbal questions or verbal contracts, facial expressions and gestures. Oral communications (all the sender needs to do is talk) are telephone conversations, public speaking, meetings, etc. The positive aspect of such communications is to save time and provide a deeper mutual understanding.

Written communications- these are notes, letters, reports, records, etc. With their help, many problems associated with oral communications can be solved.

One of the biggest disadvantages of written communications is that they delay feedback and reciprocity. When one manager sends letters to another, this letter must be written or dictated, printed, sent, opened and read. If the information in the letter is incomprehensible, then you can spend a few days to find it out. Of course, written communication also has some advantages. They are quite reliable: they constantly register mutual relations. The sender may use the time to collect and process information.

Communication process is the exchange of information between two or more people.

Basic functions of the communication process consist in achieving a social community while maintaining the individuality of each of its elements.

The main goal of the communication process- ensuring the understanding of the information that is the subject of the exchange, i.e. messages. However, the very fact of information exchange does not guarantee the effectiveness of communication between people who participated in the exchange.

The communication process represents the process of information movement in the chain "sender - channel - recipient".

During the exchange of information, eight basic elements :

1. Sender- a transmitter that generates ideas or collects information and transmits it. It can be an individual or a group of people working together.

When exchanging information, the sender and recipient go through several interrelated stages: the birth of an idea, encoding and channel selection, transmission, decoding. The exchange of information begins with the formulation of an idea or the selection of information.

2. Encoding- this is the process of converting ideas into symbols, images, drawings, shapes, sounds, speech, etc. That is, before transmitting an idea, the sender must encode it using symbols using words, intonations, gestures (body language) for this and provide good "packaging" ideas. This coding turns an idea into a message.

3. Message- this is a set of characters, the actual information encoded with the help of characters and transmitted to the recipient. It is for this purpose that the act of communication is carried out. Many messages are transmitted in the form of language symbols. However, symbols can also be non-verbal, such as graphic images, gestures, facial expressions, and other bodily movements.

4. Transmission channels - the means by which a signal is sent from a sender to a receiver. Sofas are divided into means mass media and interpersonal sofas. The sender must choose a channel: speech transmission and written materials, electronic means communications, Email, video tapes and video conferencing.

5. Decoding The process by which the recipient of a message translates the received characters into specific information and interprets its meaning.

6. Recipient- the target audience or person to whom the information is assigned and how it interprets.

7. Feedback- the totality of the reaction of the message delimiter after familiarization with its content. Three main types of communication results can be observed: changes in the knowledge of the recipient, changes in the attitudes of the recipient, changes in the behavior of the recipient of the message.

From the manager's point of view, communication should be considered effective if the recipient has demonstrated understanding of the idea by taking the actions expected by the sender.

8. Feedback- part of the receiver's response that is sent to the sender. It characterizes the degree of understanding or misunderstanding of information. Feedback can be verbal and non-verbal (smile, nod, handshake, negative gesture, etc.).

It is well known that the importance of information and communication in all spheres of human activity on present stage is constantly increasing, which is associated with changes in the socio-economic nature, the emergence of the latest achievements in the field of engineering and technology, the results of scientific research.

Everyone needs information: management structures, teams of enterprises, public organizations etc. It is impossible to rely only on intuition, on your life and practical experience. It is necessary to receive and master ever-expanding information that helps to solve emerging issues.

This work is about information and communication - something that everyone participates in daily, but only a few do it in a sufficiently consistent way. It is almost impossible to overestimate the importance of communications in management. Almost everything leaders do to help an organization achieve its goals requires effective communication. If people cannot share information, it is clear that they will not be able to work together, formulate goals and achieve them. However, as will become clear later, communication is a complex process consisting of interdependent steps. Each of these steps is necessary in order to make our thoughts understandable to another person. Each step is a point where, if we are careless and don't think about what we are doing, the meaning can be lost.

Information - it is only an external manifestation of communication, its result. Information plays a central role in human communicative existence and acts as a means of communication.

The telephone, typewriter and telegraph have not changed for hundreds of years. The mechanization of institutions began in the second half of the 19th century. However, at that time, pen and paper remained the main tools of clerical work. With the advent of the 20th century, a number of mechanized devices took their firm place in institutions: the Morse telegraph code, Bell's telephone, voice recorder and Edison's typewriter.

The first 50 years of the last century gave the world a typewriter, a pay phone, a telegraph machine, an electric typewriter, a photocopier, an adding machine, a calculator, a tape recorder, a small-sized printing press, equipment for processing information on punched cards, and much more.

All of these inventions have increased communication between institutions and also increased the number of "white collar" people working in offices.

By the mid-1960s, to facilitate routine work such as processing payroll data, issuing checks, taking inventory, and controlling bills, most large companies computers began to be used. Remote terminals began to appear, an integral part of which was a keyboard or teletype.

By the late 1960s and early 1970s, a plethora of low-cost photocopiers, minicomputers, electronic switches, and word processors appeared on the market, and by the late 1970s, the microcomputer appeared.

During the 1980s, the rise of information technology meant that fewer offices continued to operate without personal computers (PCs), fax machines (faxes), sophisticated photocopying machines (copiers), email, and specialized phone systems.

Basically the office has not changed.

An anthropologist visiting a modern office would see roughly the same picture as 50 years ago. He would draw attention to the fact that people are busy:

By reading;

Write something on paper;

Parse and sort mail;

Communicate with each other - in person or by phone;

Print;

Make calculations on calculators;

Dictate;

They file documents, take out folders from massive metal cabinets.

However, with the advent of computers in schools in the 70s, most people look to the keyboard as one of the tools of office work, which is used not only by secretaries, typists and administrative workers.

Nowadays, computers, typewriters and word processors are used by both women and men. Now a computer in an office or at home is as normal as a telephone thirty years ago. Many computers are powerful devices stuffed with programs for engineers, scientists, and company managers. Any enterprise or organization needs computers for calculations, data processing, planning, internal communication.

In the early days of computers, most of them were designed for a single purpose. Now they are multifunctional. In addition to processing textual information, using a computer, you can study the situation on the stock market, book airline tickets. The terminal of brokers replaced the telegraph, text editor- a typewriter.

The evolution of the typewriter lasted over a hundred years. The evolution of the personal computer took less than a decade.

pre-industrial

Industrial

Informational

We are now living in the information age. The pre-industrial and industrial eras depended entirely on the quality of the work of employees, without the use of systematic planning methods or complex technology. In the industrial age office, people served the strict production system and its machines. In today's information age, office work combines systems and equipment to meet the needs of both employees and their customers.

Information is of great importance for the internal management of the firm and its external contacts, and especially for decision-making, it is a limited and expensive resource for the production activity of the firm.

The relationship of information with goals and decisions is shown in Table. one .

Table 1

Relationship between the nature of information and the completeness of the solution

In systems with a division of labor, individuals do not have the same information and therefore its exchange or communication is necessary. An idealized information process can be represented by the diagram in fig. one

Rice. 1. Scheme of the information process

The central task is to improve the awareness of decision makers. The degree of awareness is the ratio of the actual level of information to the required one. The need for information is the difference between the two. Auxiliary criteria for the provision of information are:

Quantity of information (completeness);

Its importance;

Accuracy;

Reliability;

Clarity (e.g. absence of semantic errors);

Relevance;

Flexibility;

Economic efficiency of the information process (the ratio of profit from information and the cost of it);

Accounting for information security.

Information technology is quite diverse. When choosing them, you should consider:

When, how often, how long the connection is made;

Who is contacting whom;

How the participants are connected ("star", "circle", "wheel", "chain", "selector");

What is the subject and how it is carried out.

Classification information technologies shown in fig. 2.

Of the entire abundance of computer information systems, two types are further considered:

Management information systems (MIS - management information system),

Decision support systems (DSS - decision support system).

At MIS, data is collected, processed and presented to the manager in such a way as to ensure operational management. The main components of MIS are the database, the computer system, and the form in which the data is distributed.

Fig.2. Information technology classification

Examples of information that is generated in databases are prices, output, speed, number of orders, availability of resources, and labor flows. It is essential for MIS that the databases contain the right amount and the right type of correct, high quality information. This information must be carefully organized.

The computer in MIS processes data and generates information for the different departments of the firm. It is the basis for the formation of models management decisions and the decisions themselves. Model building remains a creative process.

DSS differ from MIS in that the manager is usually an internal component of the DSS rather than an external one as in MIS. In other words, the manager interacts with the computer information system in such a way as to obtain decisions in an iterative process. Consequently, DSS often integrates economic and mathematical models as the primary elements of the system with which the decision maker interacts (Table 2).

On the diagram of Fig. 3 shows the information flows of the interaction between the manager and the DSS computer system, commonly referred to as "what if....?" analysis. The computer generates results on the economic-mathematical model, and the manager asks him: "What happens if something changes in the model?" (for example, goals, costs, their structure, etc.). The manager can also model possible solutions and evaluate potential outcomes.

Differences between MIS and DSS

MIS	DSS
Emphasis is placed on the structuring of tasks with predefined standard procedures, rules for their solution and information flows.	The emphasis is on solutions Computer structure and analytical assistance are important, but manager's estimates are more essential.
The benefit lies in the reduction of costs, time required, number of maintenance personnel, etc.	The benefit lies in expanding the range and possibility of computerization of decision processes in order to help the manager increase his efficiency.
Influence on the manager's decision making is indirect, because provides access to the necessary data	The influence on the manager is to create the necessary tools under his direct control, which is not an attempt to automate the decision process, predetermine goals and put pressure on the decision

An additional aspect of DSS is the interaction between its constituent parts. For example, inventory decisions affect not only production, but also marketing, distribution, and costs. Information flows ensure the development of a "cooperative" solution.

The manager's decisions do not mean the end of DSS operations. They and their consequences in the form of feedback provide additional data in the database. Thus, the ideal DSS is a dynamic system with continuous data updates.

The development of such systems are expert systems. These are computer programs that include knowledge bases on particular problems and mechanisms for the interaction of elements of these bases - in fact, intelligent DSS.

Comparison of DSS and expert systems is given in Table. 3.

Comparison of DSS and Expert System

Characteristic	DSS	Expert system
Goals	Help the decision maker	Play Tips
Who Makes the Decisions	decision maker and/or system	System
Primary Orientation	Making decisions	Presentation of expertise and advice
The main direction of the interview	The decision maker is interviewing the car	The machine interviews the decision maker
The nature of the provision	Individual, group, organizations	Individual or group
Data Management Methods	Numerical	Symbolic (mostly)
Characteristics of problem areas	complex, broad	Narrow
Types of Problems Under Study	Special, unique	recurring
Database content	Factual Knowledge	Procedures and evidence
Ability to draw conclusions about causes	Missing	There are restrictions
Explanation Ability	Limited	Exists

The knowledge base includes a large amount of knowledge about the problems stored in the system. Researchers find that using this body of knowledge is more efficient than using special decision procedures. Expert systems are decision making consultants because they contain facts, knowledge and rules that interact in a problem area.

An example of the general structure of an expert classification system based on rules is shown in fig. 4.

Rice. 4. The structure of information in the expert classification system

The benefits of operating with real knowledge and the ability of expert systems lead further to the creation and use of systems with artificial intelligence.

The central point of artificial intelligence is the use of more heuristics (or enumeration rules) than information processing algorithms. Heuristics include instructions, plausible arguments, or enumeration rules for making decisions, and thus reflect human behavior more accurately than algorithms.

Another important characteristic of artificial intelligence systems is that they operate on symbols as well as numbers.

Expert systems with artificial intelligence are used in planning, production management, equipment maintenance, i.e. in areas where management decisions cannot be completely based on algorithms.

Communication refers to the exchange of information between two or more people. Managers spend 50 to 90% of their time on communication. This seems incredible, but it becomes clear when you consider that the manager does this to fulfill his roles in interpersonal relationships, information exchange and decision-making processes, not to mention the managerial functions of planning, organizing, motivating and controlling. Precisely because the exchange of information is built into all major types of management activities, we call communication a connecting process.

While it is widely acknowledged that communications are critical to the success of organizations, surveys have shown that 73% of American, 63% of British and 85% of Japanese executives consider communication to be the main obstacle to their organizations' effectiveness. These surveys show that ineffective communication is one of the main areas of concern.

The manager has to comprehend large amounts of information, among which there is information that does not affect the management process. The exchange of information that affects the management process is called effective communications. An effective manager is one who is able to quickly select effective ones from the general flow of communications, i.e. useful for the management process.

Let's start with an analysis of the communication process in organizations.

They communicate with current and potential customers through advertising and other promotional programs. In the field of public relations, priority is given to creating a certain image, the "image" of the organization on a local, national or international level. Organizations have to obey state regulation and to complete lengthy written reports in this regard. In their annual reports, any company provides information on finance and marketing, as well as information about its location, career opportunities, benefits, etc. These are just a few examples of the variety of ways an organization can respond to events and factors in its external environment. Discussions, meetings, telephone conversations, videotape memos, reports, etc. that circulate within an organization are often a response to opportunities or problems created by the external environment.

Information moves within the organization from level to level within vertical communications. It can be transmitted downstream, ie. from higher levels to lower ones. Thus, subordinate levels of management are informed about current tasks, changes in priorities, specific tasks, recommended procedures, etc. In addition to the downward exchange, the organization needs upward communication. The transfer of information from lower levels to higher levels can have a significant impact on performance.

Coordinating tasks and activities between multiple organizational units requires the exchange of information between them. Therefore, information flows are established between departments horizontally. This is how the activities of the working groups on cost control, resource allocation, new production methods, and product marketing are coordinated. Heads of different departments inform each other about the implementation progress new technology. In addition to coordinating actions, horizontal communications contribute to the establishment of equal relations between departments, which has a positive effect on the work of the entire organization.

Perhaps the most obvious component of communication in an organization is the relationship between leader and subordinate. Studies have shown that 2/3 of this activity is carried out between managers and managed.

Some of the many types of information exchange between a leader and a subordinate are related to the clarification of tasks, priorities and expected results; ensuring involvement in solving the tasks of the department; discussing performance issues; achieving recognition and rewards for the purpose of motivation; improving and developing the abilities of subordinates; with the collection of information about an emerging or real-life problem; notifying a subordinate about an impending change; as well as receiving information about ideas, improvements and suggestions.

Since subordinates are united in working groups, the manager's communications with them are an important component for achieving management effectiveness. Participation in the exchange of information of each member working group allows you to develop a more correct relationship between the group and the leader, and the leader - to more actively involve subordinates in the affairs of the organization.

Organizations are made up of formal and informal components. The channel of informal communications can be called a channel for spreading rumors. Rumors “are hovering around chilled water machines, in corridors, in canteens, and in any other place where people gather in groups.” Since information is transmitted much faster through rumor channels than through formal communication channels, executives use the former for planned leakage and dissemination of certain information or “just between us” information. Information transmitted through informal communication channels, i.e. rumors are often accurate rather than distorted. According to Davis' research, 80-99% of rumors are accurate in terms of consistent information about the company itself. He believes, however, that the level of accuracy cannot be as high when it comes to personal or highly emotionally charged information. Furthermore, regardless of accuracy, “everything points to the power of rumors, whether their impact is positive or negative.”

Typical information transmitted through rumor channels:

The upcoming reduction of production workers;

New measures for late notices;

Changes in the structure of the organization;

Upcoming moves and promotions;

A detailed account of the dispute between the two leaders at the last meeting;

Who is dating whom after work.

The days of such professions as a typist, a clerk responsible for recording information, calculating wages, issuing invoices are numbered. The changes affect several areas:

The job of a secretary, whose only task was word processing (i.e., one had to be able to take shorthand, "read" the text on a tape, and then decipher it by writing it down on a typewriter or computer).

The three components (shorthand, record keeping, typing) that filled a full-time secretary a century ago are rapidly disappearing. The author types his own text, and the possibility of electronic storage of documents has made these three skills unnecessary.

Administrative workers, whose only job was to enter information into paper reports, have practically disappeared. Machines have taken over the mechanical work in every aspect of office life.

The structure of companies has been somewhat simplified. The positions of information managers have completely disappeared. Although only a few years ago, when Executive Director wanted to know the latest figures on exports or imports, or the number of university graduates employed by the company, he/she had to contact the information manager, whose office was located several floors below. Now it is enough to press a few keys to display the latest data.

However, if the manager wants to make the most productive use of his working time, he still needs an assistant. Despite the fact that the time spent by the manager on many routine tasks has been reduced or delegated to other people, monotonous work that does not require high qualifications and special managerial skills still remains. Therefore, writing or compiling long documents can be entrusted to the secretary, as well as the subsequent distribution of such documents.

New technology allows secretaries and administrative workers to take on some of the responsibilities of managers. The secretary or administrator becomes an even more important link between the manager and other parts of the system - this is already ubiquitous in the manual systems of organizations. With the improvement of computers and software the secretary or administrator, as is often the case in modern offices, gradually become the first to master the complexities and features of new systems faster than managers.

As more administrative workers embrace new and ever-improving technologies, their role is changing. With the expansion of knowledge of computer systems for administrators, new horizons of work open up.

Administrative workers are required to have knowledge of computer graphic packages, accounting programs, skills in installing new programs, and updating databases.

Computer design of presentation material, combination of graphics with text on the screen, responsibility for the execution of programs for managers, control and search for information in the database - all these tasks change the role of an administrator or secretary in the office.

Some large organizations in terms of complexity, they put the work of a secretary on the same level as the work of a middle manager. Modern technology is replacing a huge amount of traditional secretarial or administrative duties.

With the help of modern equipment, it is much easier for managers to keep a diary (in which business meetings are noted and events are planned), communicate with company employees (thanks to e-mail), draw up memos, letters and reports.

Why, then, do you need a secretary at all - is it really just to answer phone calls?

For most of us, the office will end up in a location that we choose for ourselves. A modern manager has the ability to work anywhere, making his office mobile. Portable workstations, computers, "laptops" - all this has made office information systems more accessible, cheaper and faster to work from almost anywhere.

Portable computer workstations have overcome the limitation of mobility. Now there is no need to gather all employees in one place at the same time. The office can be anywhere - at home (remote work), at the client's, in a hotel, on a train and even on an airplane - wherever the employee is.

Electronic means of communication, through which employees of the company can contact the head office, increase the mobility of office space, allowing people to be located almost anywhere, collecting, storing and transmitting the required information.

The latest means of electron-optical communication made it possible to combine text and image and hold business meetings and conferences.

Teleconferencing means saving time and money spent on business trips or maintaining expensive buildings and facilities. Therefore, the effectiveness of conferences and meetings, which are still held traditionally, is greatly increased.

We all know how to use the telephone and know that now there is no need to go to another office to write or dictate a letter, read correspondence or find something in a folder. Work is no longer associated with the flow of papers passing through some desk, it is associated only with a specific employee. Therefore, he can organize his time in the way that suits him, determining when and where to do this or that work.

All these factors explain the need for a secretary or administrator in the head office of the company who would "keep the siege" - If in the 60s a manager or secretary could communicate by intercom with all offices of the office, who in the 90s would claim that the manager cannot be located kilometers from the office and continue to manage the work of the organization?

The use of modern technologies is aimed at the introduction of "paperless" methods of work. There is a common misconception that managers spend most of their working time in business meetings and telephone conversations.

With development modern technology and its implementation in the work of the office, we not only store information in electronic or digital form, but also store paper copies. Thus, the amount of stored information is doubled, the metal cabinet with massive folders is in the same place! The era of "paperless" work is yet to come. People's resistance to the adoption of a 100% electronic office environment continues. Indeed, saving all the information on the hard drive does not save you from incoming paperwork. Technology has not yet reached the level that we would like. We think we know what we want, but the technology is not yet able to fully meet our needs.

Information technology allows us to achieve the following goals:

1. Reduce the time it takes to receive information (that is, minimize delays in receiving information due to its possible unavailability, due to mail, due to sending information to the wrong address, or simply because of a holiday in the company).

2. Eliminate redundant and repetitive work (unnecessary tasks such as retyping and tedious sorting and searching for documents).

Optimize the use of human resources (for tasks that require reasoning, initiative, evaluation).

Thus, the following conclusions can be drawn from this work.

The importance of information and communication at the present stage is constantly increasing. Time and technological progress dictates its own rules, which must be accepted. Scientific and technological developments, constant changes in the political and economic environment are forcing managers to apply more and more new and advanced techniques in their work related to information and communications.

Every day we are faced with information flows and communication processes, and since only a few do it in a coordinated way, as mentioned earlier, the relevance of studying this problem is growing day by day.

Knowledge and ability to correctly use all communication techniques to a large extent helps the manager get closer to solving the main task of management - making a profit.

You can also draw the following conclusions:

1. Implementation of communications is a connecting process necessary for any important management action.

2. Communication is the exchange of information between people.

3. Between the organization and its environment, between the higher and lower levels located, between the divisions of the organization, an exchange of information is necessary. Managers communicate directly with subordinates, whether individuals or groups. There are also rumors - as an informal information system.

4. The main elements of the communication process are the sender, the message, the channel and the recipient.

5. Process steps - idea development, coding and channel selection, transmission and decoding.

6. Feedback, i.e. the receiver's reaction, indicating whether the transmitted information is understood or not understood, helps to overcome the noise.

7. Noise in an information system is that which distorts meaning due to differences in language, differences in perception, and physical interactions.

8. Differences in perception are a common barrier to information sharing because people only respond to what they perceive. If they have different value systems and preferences, they are more likely to perceive and interpret information differently.

9. Semantic discrepancies, i.e. the mismatch between the ways in which words are used and their meanings are a common hindrance in information exchanges using words as symbols.

10. Nonverbal cues can make communication difficult if they conflict with the meaning of words.

Poor feedback and poor listening hinder effective communication.

The leader can increase the effectiveness of interpersonal exchanges by clarifying ideas for how to communicate them, taking into account possible differences - semantics and perceptions - introducing the meaning of the language of postures, gestures and intonations, encouraging the formation of feedback.

Common barriers to communication in organizations are peer filtering of bad news, information network overload, and poor organization structure.

Communication within an organization can be improved by establishing feedback systems, managing information flows, taking managerial actions to promote upstream and downstream communication, deploying suggestion collection systems, printing informative material for use within the organization, and applying the advances of modern information technology.

Information technology has both positive and negative aspects. In view of this, in the coming decades, the work of a manager can either become simpler or more complicated.

In order to become an exemplary "face" of the company, it is necessary to improve one's behavior in communication processes and the ability to analyze information, use the most appropriate methods of communication. Know all the strengths and weaknesses of each technique used in communication processes.

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Management of information and communications of the project (Project Communications Management)

Providing participants and project processes with information includes communication channels, data accumulation, data exchange and updating, database maintenance, distribution of information to consumers. Information management ensures the provision, evaluation, processing, monitoring, analysis of information, information flows during life cycle project.

Communication and related information is a kind of foundation for coordinating the actions of project participants.

Under information understand the collected, processed and distributed data. To be useful for decision-making, information must be provided in a timely manner, as intended, and in a convenient form. This is solved by using modern information technologies within the project management system.

Project communications management (interaction management, information links) - a management function aimed at ensuring the timely collection, generation, distribution and storage of the necessary project information.

Communications management The project includes the following processes:

Communication planning(Communications Planning) - determines the information and communication needs of the project team (who, when and what information is needed).

Distribution of information(Information Distribution) - timely provision of the necessary information to project participants.

Performance reporting(Performance Reporting) - collection and dissemination of information on the progress of the project.

Administrative Completion(Administrative Closure) - preparation, collection and distribution of information and materials for the official completion of a phase or project.

The main consumers of project information are:

Project manager - to analyze discrepancies between actual performance indicators and planned ones and make decisions on the project.

Customer - to be aware of the progress of the design work.

Suppliers- if there is a need for materials, equipment, etc. necessary for the performance of work.

Designers - if necessary, make changes to the project documentation.

Direct executors of works.

The content of project communications management. Project communications management provides support for the communication system (interactions) between project participants, the transfer of management and reporting information aimed at ensuring the achievement of project goals. Each project participant must be prepared for interaction within the project in accordance with his functional responsibilities.

Communications management includes the following processes.

Planning a communication system - determining the information needs of project participants (determining the composition of information, the timing and methods of its delivery).

Collection and dissemination of information - the processes of regular collection and timely delivery of the necessary information to project participants.

Preparation of reports on the progress of the project - processing the actual results of the state of the project, comparing them with planned indicators, trend analysis, forecasting.

Documenting the progress of work - collecting, processing and organizing the storage of project documentation.

Let's take a closer look at these processes.

Communication system planning. The communications plan is an integral part of the project plan. It includes:

an information collection plan that defines the sources of information and methods for obtaining it;

information distribution plan, which defines the consumers of information and methods of its delivery;

a detailed description of each document to be received or transmitted, including format, content, level of detail, and definitions used;

a plan for the commissioning of certain types of communications;

methods for updating and improving the communications plan.

The communication plan is formalized and detailed depending on the needs of the project.

Collection and dissemination of information. Within the framework of the project, there is a need to implement various kinds communications:

• internal (within the project team) and external (with company management, customer, external organizations etc.);
• formal (reports, requests, meetings) and informal (reminders, discussions);
• written and oral;
• vertical and horizontal.

Project progress reporting. The processes for collecting and processing data on actual results and displaying information on the status of work in reports provide the basis for coordination of work, operational planning and management. Progress reporting includes:

• information about the current state of the project as a whole and in the context of individual indicators;
• information about deviations from baseline plans;
• forecasting the future state of the project.

Systems for collecting and distributing information should meet the needs of various types of communications. For these purposes, automated and non-automated methods of collecting, processing and transmitting information can be used.

Manual methods include the collection and transmission of data on paper, holding meetings.

Automated methods involve the use of computer technology and modern means communications to improve the efficiency of interaction: e-mail, document management systems and data archiving.

Documenting the progress of work. The main intermediate results of the progress of work should be formally documented. Documentation of progress results includes:

• collection and verification of final data;
• analysis and conclusions about the degree of achievement of the project results and the effectiveness of the work performed;
• archiving results for future use.

Computer systems for maintaining electronic archives make it possible to automate the processes of storing and indexing text and graphic documents, and greatly facilitate access to archival information.

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Ulyanovsk State Technical University

Institute of Aviation Technology and Management

Department of Economics, Management and Informatics

COURSE WORK

Information and communication technologies in organization management

Specialty: 08050765 "Management of the organization"

Subject: "Management Theory"

Ulyanovsk 2010

Table of contents

• Introduction
• 1. Organization management
• 2.2 Communication styles
• 3. Organizational processes
• 3.1 Communication process
• 3.2 Communication networks
• 3.3 Communication interference
• Conclusion

Introduction

Every organization has an artificial, man-made nature. In addition, it always strives to complicate its structure and technology. These two circumstances make it impossible to effectively control and coordinate the actions of the members of the organization at the informal level or at the level of self-government. Each more or less developed organization should have a special body in its structure, the main activity of which is the performance of a certain set of functions aimed at providing the participants in the organization with goals, coordinating their efforts. This type of activity is called management.

To survive, the organization must remain resistant to the disintegration pressure on it from the external environment. To do this, the organization develops and maintains its structure and culture. However, solving structural problems alone is not sufficient. A set of statuses (positions) and roles constitutes a formal organizational structure. However, they do not determine the vital potential of the organization, but the people who occupy these positions or perform these roles. Employees of the organization to varying degrees show their individuality in the process of performing work. As a result, not only are there different styles of doing the same job, but there are also different patterns of relationships between people in the organization. Over time, these patterns "typify" and grow into traditions that define the nature and direction of how people interact in an organization.

Traditions of this kind cannot be identified and considered only from the standpoint of formal organizational relations fixed in the structure of the organization. Therefore, in order to understand the character informal relationships, traditions, cultures that surround the structure of the organization, it is also necessary to study the dynamics of the system, i.e. processes that occur when people interact. Understanding the structure and processes helps the manager to ensure the achievement of the goals of the organization, to determine the role and place of each individual in the organization in terms of meeting his individual goals.

Management in the organization is carried out through people. One of the most important management tools in the hands of a manager is the information at his disposal. Using and transmitting this information, as well as receiving feedback, he organizes, directs and motivates subordinates. Much depends on his ability to convey information in such a way that the most adequate perception of this information by those to whom it is intended is achieved.

The process of transferring information and the means for this transfer are called communication. At the same time, communication is understood as the connection between objects, as well as the process of interaction in the organization and between organizations. Communication plays a huge role in management, is the most important means to achieve the goals of the organization.

The development of new communication technologies directly and indirectly affects economic processes. Specialists predict a significant change in the labor market, and globalization, acceleration and decentralization are defined as indicators of a new phase of the market economy.

Information and communication technologies, due to their great potential for growth and development, are recognized throughout the world as the forming and central link of the new world economy. In the United States, the concept of the new economy is already playing a significant role in shaping the budget and financial policy of the state. The growing attention to information and communication areas around the world is due to the general increase in the role of information industries in the global economic system.

1. Organization management

Management is a function of a specific body of the organization, which provides direction for the activities of all elements of the organization without exception, keeps within acceptable limits the deviation of individual parts and the organization as a whole from the set goals. For example, a department in public institution has norms and rules that regulate the working hours of employees, the quantity and quality of their work, relations with other departments, etc. The management of the department, performing the function of management, controls the implementation of these norms and rules, applying methods of reward or punishment.

The functioning of modern organizations faces many problems, some of which are typical and can be relatively easily solved by specialists using conventional technologies for developing and implementing solutions. To solve non-typical problems, special technologies are required - the development of solutions, and, finally, the solution of some problems may be beyond the power of both managers and specialists. A set of such problems characterizes the organization as one of the most difficult objects for study and knowledge. Of particular interest is the management system of the organization. Its study and improvement is a constant task of the leader.

Management system (CS) - a set of all elements, subsystems and communications between them, as well as processes that ensure the specified (purposeful) functioning of the organization.

For the management system of organizations it is necessary:

- develop the mission of organizations;

- distribute the functions of production and management;

- distribute tasks among employees;

- establish the order of interaction between employees and the sequence of functions performed by them;

- purchase or upgrade production technology;

- establish a system of incentives, supply and marketing;

- organize production.

The implementation of these activities requires the creation of an SU, which must be consistent with the organization's production system (Fig. 1).

communication information management network

Rice.1 . Systemmanagementorganizations

SU consists of four subsystems: methodology, process, structure and management techniques (Fig. 2).

Rice.2 . Structureelementssystemsmanagementorganization

Management methodology includes goals and objectives, laws and principles, functions, means and methods, schools of management.

The management process is a part of management activity, including the formation of a communication system, the development and implementation of management decisions, the creation of a management information support system.

The management structure is a set of stable relationships between objects and subjects of management of an organization, implemented in specific organizational forms. The management structure includes functional structures, schemes of organizational relations, organizational structures and a system of training or advanced training of personnel.

Management equipment and technology include computer and organizational equipment, office furniture, communication networks, document management system.

The management methodology and process characterize management activity as a process, and the structure and management technique as a phenomenon. All elements included in the MS must also be professionally organized for the effective operation of the company as a whole.

The main elements that make up the company management system are: goal, management process, method, communications, task, law, principle, organizational relations, function, technology, solution, information support characteristics, document management system, organizational structure.

The goal is an ideal image of what is desired, possible, necessary and historically acceptable for the company.

Management process - a sequence of stages of formation and implementation of the impact to achieve the goal.

Method - a way of influencing a person and a team. It is selected based on the priorities of the needs and interests of a person or team.

Communications - the process of interaction or opposition in the system "man - man", "man - computer" through the transfer of information.

A task is a specific problem arising from a goal that needs to be resolved.

Law is a necessary and stable relationship between phenomena. There are laws of nature, social development and public institutions(states). Laws have no alternatives.

Principle - the basic position of any theory, doctrine, worldview. Principles have alternatives.

Organizational relations - various types of influences on a person, including administrative, functional, patronage.

A function is a job, service or duty entrusted to a person.

Technology - a set of methods and processes for performing specified functions.

Decision - the result of a person's mental activity, leading to a conclusion or actions. Characteristics of information support - parameters of volume, value, reliability, richness and openness of information.

Functional structures - schemes of interaction of functions necessary for the successful operation of the company. Document management system - the procedure for the movement of incoming, outgoing and internal documents adopted in the organization.

Organizational structure- scheme of interaction of positions, functions and subordination. The relationship between the elements of the control system is schematically shown in Fig.3.

Rice.3 . Relationshipelementssystemsmanagement

The goals of the company are divided into a group of specific tasks that are united according to the field of activity: economic, technical, social, environmental tasks, etc.

To solve problems, a set of functions or operations that must be performed is formed. So, to solve economic problems, it is necessary to perform the following functions: accounting, labor and wage, marketing, etc.

A number of different tasks may require the same functionality. Therefore, the entire set of functions is analyzed, grouped and then the functional structure of the company is compiled. Depending on the operating conditions of the company, the process of performing functions can be cyclic and one-time, continuous and discrete, sequential and parallel.

The selected process scheme determines the priority of certain organizational relationships. Based on the functional diagram, process and organizational relations, the composition of personnel is determined by the number and qualifications. These data are enough to build an organizational management structure (linear-functional, hierarchical, matrix, etc.).

Knowing the list of all positions, functions performed and subordination, it is possible to calculate the technical equipment of the personnel workplace. After that, in accordance with the delegated authority, employees can develop, agree, adopt, approve and implement decisions. In addition, laws and rules (principles) of professional activity apply to almost all elements. From that moment on, the company is considered to have started work.

2. Communications in the control system

2.1 Communications - concept, types

Communication (Latin communicatio), literally meaning "common" or "shared by all". In practical terms, it is the process of exchanging ideas and information between two or more people, leading to mutual understanding.

Communication goals:

· Ensuring effective exchange of information between subjects and objects of management.

· Improving interpersonal relationships in the process of information exchange.

· Creation of information channels for the exchange of information between individual employees and groups and the coordination of their tasks and actions.

· Regulation and rationalization of information flows.

Communications are divided into the following types:

interpersonal or organizational communications based on oral communication;

communication based on written exchange of information.

Interpersonal communications, in turn, are divided into:

formal or official. These Communications are determined by the policies, rules, job descriptions of a particular organization and are carried out through formal channels;

informal communications that do not follow the general rules of a particular organization; they are carried out according to the established system of personal relations between employees of the organization.

Typical information conveyed through informal communication channels: upcoming layoffs of production workers, new penalties for lateness, change in organizational structure, upcoming relocations and promotions, a detailed discussion of two managers at the last sales meeting, who is dating whom after work, etc. .d.

Among the formal organizational communications are:

vertical, when information moves from one level of the hierarchy to another;

· horizontal between different departments, intended to coordinate the activities of various departments.

Vertical communications, in turn, are divided into:

ascending, when information is transmitted from the bottom up (from lower levels to higher ones). This type of communication contains the information necessary for managers to assess the area of ​​activity for which they are responsible;

descending, carried out from top to bottom. This type of communication is directly related to the management and control of employees.

Interpersonal communications are also divided into:

verbal (verbal) and non-verbal.

verbal , those. language, speech means are the main ones. The ability to briefly, clearly and understandably state the main thoughts is the most important professional quality of a manager and a marketing specialist.

As non-verbal ( non-linguistic) means, gestures are used, changes in the position of the speaker’s body, features of his appearance, as well as the surroundings accompanying his performance (for example, musical, vocal accompaniment, the presence of famous, authoritative people nearby, etc.).

Information sent by the sender without using words as a coding system forms a non-verbal message that underlies non-verbal communication. V Lately this area of ​​interpersonal communication is increasingly attracting the attention of scientists and specialists. The fact is that the effect of most messages is created non-verbal information: 37% - tone of voice and 55% - facial expression. This is especially evident in cases where the verbal part of the sender's message is contradictory.

Verbal and non-verbal forms of communication are not always and necessarily mutually exclusive. As a rule, the recipient's interpretation of the message is based not only on words, but also on such elements as gesture and facial expressions that accompany the words of the transmitting party.

Communication tasks are solved in the course of communication processes, i.e. information exchange processes.

2.2 Communication styles

Communication style is the way in which an individual prefers to build communication interactions with others. There are many different styles used by people in interpersonal communication. as well as many approaches to defining these styles. Knowledge of styles helps determine how to behave and what to expect from behavior associated with a particular style.

Two variables can be taken as the basis for measuring interpersonal communication, such as openness v communications and adequacy reverse connections. The first dimension includes the extent to which one opens or exposes oneself in communication to others in order to get a response from them, especially their response, showing how they perceive us and our actions. The second dimension shows the extent to which people share their thoughts and feelings about them with others. Having built a matrix on this basis, where the first dimension will be laid down vertically, and the second dimension horizontally, we can distinguish five styles of interpersonal communication (Fig. 4).

The communication style of individuals in the first quadrant can be defined as opening myself. This style is characterized by a high degree of openness to others, but a low level of feedback from the individual using this style. Self-discovery in this case is measured in the range from average to maximum. The individual goes for it, thereby concentrating attention on himself in order to evoke a reaction from others to his behavior. Unfortunately, this style suffers from the fact that the reaction of others is often left without an adequate response or feedback from the individual calling it. By taking others' reactions to their behavior to heart, the individual using this style may exhibit unbridled emotions that do little to establish effective relationships between the communicating parties.

Fig.4. Communication styles

The communication style of an individual in the second quadrant is defined as realization myself and is characterized by both maximum openness and maximum feedback. Under ideal conditions, this style is desirable, but situational factors (politics of the organization, differences in status, etc.) may induce an individual who owns this style to abandon it.

The communication style in the third quadrant is characterized by lockaniem v yourself those. both a low level of openness and a low level of feedback. The individual in this case, as it were, isolates himself, preventing others from knowing him. This style is often used by "introverts" - people with a tendency to turn their minds more inward. The extreme in the manifestation of this style is associated with hiding one's ideas, opinions, dispositions and feelings towards others.

Communication style in the fourth quadrant is associated with protection myself and, as can be seen from the matrix, is characterized by a low level of openness, but a high level of feedback. It is widely used to get to know others better or evaluate them more correctly. Usually individuals who use this style are not very open to others, but like to discuss others. They love to hear about themselves, but do not like to discuss their qualities, especially bad ones, with others.

In the middle of the matrix are individuals who "sell" themselves if others do the same. This style is called trade per myself" and is characterized by moderate openness and feedback exchanged in the process of interpersonal communication.

It would be wrong to think that any one of these communication styles is the most desirable. However, the practice of effective communication shows that the style in which the individual realizes himself is more desirable and used in more situations. Owning this style is a real advantage. With respect to the use of other styles, it is important to understand the issues of effective feedback, self-discovery, and the ability to listen to others.

3. Organizational processes

3.1 Communication process

The communication process is the process of exchanging information between two or more people. Its purpose is to ensure the transmission and understanding of the information being exchanged. If mutual understanding is not achieved, then communication has not taken place, which implies that both parties play an active role in it.

There are four basic elements of the communication process:

1. Sender - a person who generates an idea or collects information and transmits it;

2. Message - directly information;

3. Channel means of transmitting information (oral transmission, meetings, telephone conversations, written transmission, memos, reports, e-mail, computer networks);

4. Recipient (addressee) - the person to whom the information is intended and who interprets it.

The communication process of information exchange includes interrelated steps:

1. Origin of an idea or selection of information;

2. Choice of information transmission channel;

3. Message transmission;

4. Interpretation of the message.

For example, the CEO trading firms decided to discuss with store managers the issue of the state and improvement of the quality of trade services to the population at the meeting. In this case, the CEO is the sender who had the idea; information on the state and improvement of the quality of trade - messages; the meeting is a channel of information; the recipients are store managers who interpret the message and, through the same meeting, give feedback to the CEO.

The participants of communication processes are: the source of information; transmitted information; means of information transmission; information consumer.

As sources of information the above-mentioned objects of the internal and external environment of the organization act: superiors and subordinates, functional divisions of this organization, sources of resources, consumers, partners, other market entities, management infrastructures, bodies government controlled, public, media.

Information transmitted characterized by content, volume, as well as the form of coding:

according to the content, information can be informative, of little content, of no content. The degree of content content of information is evaluated solely by the consumer in terms of the quantity and quality of the information that it contains useful for achieving the goals of the organization;

volume information is defined in units depending on the means of its transmission. So, it can be pages for text information, reading time - for a report, bytes - for a computer

encoding form information depends on the means of its transmission and can be in the form oral speech or printed text in a specific language, electronic signal, etc.

Transfer media information can be paper (printed), voice, electronic (telephone, fax, TV, radio, computer).

As consumers of information authorities and objects of management act, as well as other sources of information mentioned above.

The communication process is carried out in several stages: information production, information coding, information transfer, information consumption.

Information production is the acquisition, compilation of information, their evaluation, selection among them necessary, appropriate ordering.

Information encoding consists in giving it the form required for transmission (voice, paper, electronic), if necessary - in classifying information.

Transfer of information related to the choice and use of the communication channel. This should take into account the bandwidth of the channel, its reliability, compliance with the transmitted information, speed, cost.

The consumption of information involves putting it into the necessary form, bringing it to a form convenient for use, implementing information through the development of management decisions.

The formation of communication processes, as well as the choice of means and channels of communication, are carried out at the enterprise after designing its organizational structure in accordance with the chosen field of activity, adopted production program and management structure. Communication decisions containing the rules of communication procedures should be established for each hierarchical level of management and communicated to a specific official.

3.2 Communication networks

Communication network - this is a connection of individuals participating in the communication process in a certain way with the help of information flows (Fig. 5). In this case, not individuals as such are considered, but communication relationship between individuals. A communication network includes the flow of messages or signals between two or more individuals. The communication network focuses on the organization's patterns of these flows, not on whether the meaning or meaning of the message was conveyed. However, the communication network may have the effect of narrowing or widening the gap between the value sent and received.

Fig.5. Interpersonal communication network of a team leader in an organization

The network created by the manager consists of vertical, horizontal and diagonal links. vertical connections are built along the line of leadership from the boss to the subordinates. Horizontal connections carried out between equal levels of individuals or parts of the organization: between deputies, between heads of departments, between subordinates . Diagonal ties - these are connections with other superiors and with other subordinates. The network of these connections creates the real structure of the organization. The task of a formal organizational structure is to give the communication flows the right direction. The size of departments in an organization limits the possibilities of developing a communication network. If the group size increases exponentially, then the number of possible communication relationships increases exponentially. Hence the communication network in a group of 12 is more varied and complex than in a group of three. Depending on how the communication networks are built, the activities of the group may be more or less effective.

There are well-established patterns of communication networks for groups of the same or different sizes (Fig. 6). In circle networks, group members can communicate only with those who are located next to them. Wheel networks present a formal, centralized hierarchy of power in which subordinates communicate with each other through their boss. The objective basis of such a situation is that the person who is b the center of the "wheel", has more communication links than the other members of the group. He receives more messages, is more often recognized by other members of the group as a leader, has more social influence on other members of the group, usually has more responsibility for conveying information, he is more than others expected to finally solve the problem.

Fig.6. Samples of communication networks in groups

A similar picture is observed in "Y" type networks. Such networks are called centralized and can be effective if simple problems are solved. Another type of power hierarchy is represented by networks of the "chain" type, in which horizontal connections appear - an element of decentralization. "Omnichannel" networks represent completely decentralized groups. This is usually required when it is necessary to involve everyone in solving complex problems. This approach is also called open communications.

Knowing the types of communication networks is especially important for understanding the relationships of power and control in an organization. Hiding or centralizing information is known to support power relations.

The nature of the interdependence of jobs and people in a group or organization will determine the type of more efficient communication network. Simple interdependence allows the use of centralized networks. Complex interdependence requires a "team" approach to building communication networks. However, a complex network may not solve a simple problem.

When organizing communication networks in an enterprise, it is necessary to take into account the specifics of various types and channels of communication at each stage of the communication process.

3.3 Communication interference

A very important characteristic of any form of communication is its susceptibility to all kinds of interference. Interference is understood as obstacles, barriers that arise during the formation, transmission and reception of information and disrupt communication.

Main communication barriers are interferences related to the content of the message, the form of the message, the means of communication, the organization of the message.

Interference related to message content:

1. Language verbal ( associated with speech, words). First of all, these are semantic interference caused by a misunderstanding of the meaning of words (for example, due to poor translation), insufficient professional training (misunderstanding of special terms), poor pronunciation, etc.

2. Language non-verbal ( associated with body language, body movements, facial expressions). These are the obstacles that arise during negotiations, when different parties attach different meanings to the same gestures (for example, a nod of the head among the Bulgarians does not mean agreement, as we do, but denial).

3. Logic interference . Here the barrier is different system evidence accepted by the parties, different visions of the same circumstances, different principles and attitudes. Thus, the logic of the rich differs from the logic of the poor, the logic of the brave differs from the logic of the cautious, the logic of the buyer differs from the logic of the seller, and so on.

4. Perceptual interference . The environment in which the information is perceived (for example, an unfriendly atmosphere), a biased attitude towards the information received, a lack of trust, contradictions with previous messages, and a lack of readiness for perception (for example, due to the neglect of the necessary preparatory work) can become a barrier.

Interference related to message content can be largely neutralized by:

careful preparation for the formation, transmission and reception of information;

involvement in the creation of the message and its reception of specialists;

training the organization's personnel in communication processes;

creating an environment conducive to communication activities.

Disturbances related to the form of the message:

1. The complexity of the form . Here, interference arises due to the difficulty of understanding the message (for example, when special terms are abused, an abundance of digital data, etc.).

2. Unusual form. Interference appears, for example, when the order is given in an unconventional way (for example, in an unusual wording).

3. Inconsistency of the form with the content of the information . For example, a distress call should be transmitted in a short message, and financial information should be comprehensive.

4. Unjustified mediation in the transfer and interpretation of information. Interference occurs due to the inevitable distortion at each stage of the transmission and reception of a message (the effect of "damaged phone").

The hindrances associated with the form of the message can be overcome by:

making the message understandable and accessible;

compliance with the established and agreed rules for the provision of information;

ensuring compliance of the form of the message with its content;

exclusion of unjustified intermediate instances in the transmission and reception of information.

Interference associated with the means of communication:

1. Low efficiency of information transfer . For example, the encoding of information required by this means, causing a delay in its transmission.

2. Low throughput means . This causes information overload, for example, when the organization lacks the necessary office equipment for processing and transmitting the message.

3. Inconsistency of the means with the nature of the transmitted information. For example, the lack of video equipment forces us to limit ourselves to audio equipment, the capabilities of which are much lower.

4. Weak noise immunity and low quality of communication means. This leads to disruption of the communication process and drastically reduces its quality.

The interference associated with the means of communication can be significantly reduced by allocating additional funds to equip communications with modern technology.

Interference associated with the organization of the message:

1. Bad feedback or its absence. This increases the chances of information distortion, deprives the organization of the ability to control the management process.

2. Delay of information . This dramatically reduces the value of information and the effectiveness of its use.

3. Unsuccessful selection of partners in the communication process. This increases the possibility of distorting messages, and in some cases can lead to a breakdown in communication.

4. Unfortunate choice of time and environment for communication. This reduces the value of the message and the effectiveness of its implementation.

The interference associated with the organization of a message can be significantly reduced by:

mandatory establishment of constant and stable feedback;

ensuring timely transmission of information;

careful selection of participants in the communication process;

thoughtful choice of time and communication environment.

3.4 Effective communication processes

The effectiveness of communication processes depends on many factors.

1. It is necessary to determine the need for information. At the same time, it should be ensured that employees understand how the information will be used, and the correct direction of requests for information. There are two main approaches to finding information:

active, when a particular set of data is being searched either directly or indirectly, such as with the help of a librarian. This approach in the language of information technology carriers is called "pull " - "pulling";

passive, when an employee notifies his unit or organization as a whole, what information he needs ( " push " - "pushing out").

2. Personnel must be aware of the availability of information, i.e. there should be indexes, directories, telephone directories, navigators, etc., as well as the possibility of contacting professionals to obtain information about the knowledge accumulated in the organization.

3. Providing access to information. To obtain information using the "pull" and "push" methods, it is necessary to provide the user with the most convenient means and maintain a balance between these methods.

4. The communication system in the organization should be characterized by completeness and completeness, which means that access is provided to both centrally managed and individually created information.

ensure the management of information flows in the organization, i.e. clearly represent the information needs of all levels of management and organize information flows in accordance with these needs;

use several communication channels in parallel when transmitting messages (for example, written and oral speech);

show constant attention to the processes of information exchange (meetings with subordinates, discussion of upcoming changes, reports on the results of control);

organize feedback systems (survey of employees, a system for collecting proposals from employees, staff rotation);

practice issuing newsletters;

provide advanced training for management employees;

use modern information technologies (video conferencing, etc.).

For successful communication, managers should be guided by the following rules:

1. Before communication, clearly define the ideas that are invested in the messages. It is necessary to take into account the goals and attitudes of those to whom the message is directed, and those to whom it concerns.

2. Analyze the true purpose of each communication. The most important goal should be identified, and then the language, tone and approach should be adapted so that they all contribute to the achievement of the goal. You should not achieve too much with one communication.

3. Analyze the entire physical and human environment in any communication. Of great importance are: the timing of communication, personal or other form of communication, the social climate in the organization, in the unit, etc. Communication must constantly adapt to changing environmental conditions.

4. When planning communication, it is necessary to consult with other employees; it is often important to seek the participation of other employees. This can give additional persuasiveness and objectivity to the message. Often, those who helped plan the communication will actively support it.

5. You should pay close attention to the intonation and the main content of the message. This affects the position of the people to whom the message is directed.

6. Take advantage of opportunities, when presented, to include something useful and valuable to the recipient in the message. Subordinates respond more readily to such messages.

7. It is necessary to establish communication not only for today, but also for the future. Although communication is aimed primarily at solving immediate problems, it should be organized taking into account past experience and correspond to the long-term interests and goals of the organization.

Conclusion

It is almost impossible to overestimate the importance of communications in management. Almost everything leaders do to help an organization achieve its goals requires effective communication. If people can't share information, they won't be able to work together, set goals, and achieve them. However, communication is a complex process consisting of interdependent steps. Each of these steps is very necessary in order to make our thoughts understandable to another person. Each step is a point at which, if we are careless and do not think about what we are doing, the meaning may be lost.

According to research, managers spend 50 to 90% of their time on communication. This seems incredible, but it becomes clear when you consider that the manager does this to fulfill his roles in interpersonal relationships, information exchange and decision-making processes, not to mention the managerial functions of planning, organizing, motivating and controlling. Precisely because the exchange of information is built into all the main types of management activities, we call communications a connecting process.

Since the manager performs three of his roles and performs four main functions in order to formulate and achieve the goals of the organization, the quality of communication can directly affect the degree of implementation of the goals.

This means that effective communication is essential for the success of individuals and organizations.

Poor communication is one of the main areas of concern. By thinking deeply about communication at the level of the individual and the organization, we must strive to reduce the incidence of ineffective communication and become better, more effective managers. Effective leaders are those who are effective in communication. They represent the essence of the Communication Process, have well-developed oral and written communication skills, and understand how the environment affects the exchange of information.

The communicative structure, to the extent that it is developed, increases the flexibility and self-regulatory capabilities of the organization. It is the main means of training and improving middle managers. The development of communication structures in organizations is stimulated by technological progress and the use of advanced technologies.

List of sources used

1. Abchuk V.A. Management: Textbook. - St. Petersburg: Soyuz Publishing House, 2002. - 463 p.

2. Bolshakov A.S. Management: Textbook. - St. Petersburg: "Peter Publishing House", 2000. - 160 p.

3. Vikhansky O.S., Naumov A.I. Management: Textbook. - 3rd ed. - M.: Gardariki, 2003. - 528 p.

4. Gerchikova I.N. Management: Textbook. - 3rd ed., revised. and additional - M.: Banks and stock exchanges, UNITI, 1997. - 501 p.

5. Krylov A.N. Communications management. Theory and practice: - M.: Publishing house of the National Institute of Business, 2002. - 228 p.

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Introduction

In modern society, one of the key problems is communication. In organizations, this problem turns out to be that there is a lack of understanding that communication is not just an exchange of information, but a dynamic interpersonal process of exchange of behavior. Of all the organizational processes, communication, perhaps, occupy a central, pivotal place, since they underlie the life of an organization. Decision making is often defined as a choice between two or more alternatives. However, in reality, it is the process of collecting and processing information, developing alternatives and choosing one of them, and most importantly, this is the implementation of the decision. Without the latter, this process does not make sense at all. Management interaction is carried out in the organization at various levels, and conflicts take place at each of them. Conflicts are considered today as a source of individual and organizational development, since in the course of conflict resolution a new situation is born. The paradox lies in the fact that the presence of conflict is used to judge the maturity of an individual, group and organization. Conflict is the vital seed from which success grows.

The purpose of the course work is to determine the place of information and communication in the management of the organization.

The tasks of the work are to find out exactly how information contributes to the normal functioning of the company, what role it plays in management, how a manager can work effectively with the help of communication.

The object of the course work is the information involved in the process of management and communication.

1. General concepts of information and information exchange

1.1 The concept of information

Information is understood as information about the surrounding world, which has the form of symbols, both accessible, understandable to a person, and requiring analysis, comprehension, decoding.

Information is a reflection of the surrounding world in the mind of a person, fixed in some way and therefore possessing the property of reproducibility, used as a means of communication between people, cognition and awareness of the world, accumulation and preservation of knowledge.

In management activities, information is a collection of information about the state of the control and managed subsystems, as well as environment. However, in the practice of managing an organization, information is understood in a simplified way, as:

· A set of information about the state of the control, managed systems and the external environment of their functioning;

· New information about the state of these control objects;

· Information that reduces the level of uncertainty and risk regarding the future, etc.

In modern conditions of managing and managing an organization, information support has become an important area, which consists in the collection and processing of information necessary for making informed management decisions.

Organizations store and process vast amounts of data that can be turned into actionable information. The effectiveness of its use depends on the organization's ability to collect primary data that provides managers with the information they need. Figure 1 shows the process of converting primary data into management information through an information system (IS).

Figure 1 - Converting data into information through IS

1.2 Properties of information

The quality of information is determined according to four main criteria:

1) Reliability (accuracy). If the train schedule changes even by 10%, most passengers will perceive the old schedule as extremely unreliable. If employees find errors in the information contained in the document, they will be distrustful of all the data received with its help.

2) Timeliness. Only information received in a timely manner is of value. The manager responsible for the execution of the budget needs up-to-date information on the level of costs, which allows him to adequately respond to undesirable changes.

3) Required volume. Many managers suffer from information overload because they are unable to view and use large amounts of it. Perhaps this means that it is unfortunate to choose a format for converting data into management information.

4) Significance. Much depends on the tasks and responsibilities of a particular employee. The manager responsible for production needs information on production volumes, equipment downtime indicators; a senior manager needs more generalized data.

In order to assess the criterion of significance, we turn to table 1, which shows the differences in the information needs of top managers and heads of departments responsible for the current work of the organization (Gorry and Skott-Morton, 1971):

Table 1 - Differences in the information needs of senior managers and department heads

Top managers	Department heads
Generalized data	Highly specialized information
Trend analysis, future plans	Statistical data
Internal and external information	Predominantly internal data
Predominantly qualitative information	Mainly quantitative information
Needs vary depending on the need for specific decisions	Daily data

1.3 Information exchange

In the activities of large firms, the transfer of information is an indispensable paramount factor in the normal functioning of the firm. At the same time, ensuring the efficiency and reliability of information is of particular importance. For many firms, an intra-firm information information system solves the problems of the organization technological process and is industrial.

By means of information, cyclically repeating stages of the management process are carried out - obtaining, processing information about the state

managed object and transferring control commands to it. Consequently, with the help of information, a connection is realized between the subject and the object and between the control and controlled parts of the overall control system.

During joint activities people exchange various ideas, ideas, views, suggestions, knowledge, attitudes. All this can be considered as information, and the communication process itself can be presented as a process of information exchange. Precisely because the exchange of information is built into all the main types of management activities, we call communications a connecting process. And one of the most important management tools in the hands of a manager is the information at his disposal. Using and transmitting this information, as well as receiving feedback, he organizes, directs and motivates subordinates. Therefore, much depends on his ability to convey information in such a way that the most adequate perception of this information by those to whom it is intended is achieved.

Communication is the exchange of information, on the basis of which the manager receives the information necessary for making effective decisions, and brings the decisions made to the employees of the organization. If communication is poor, decisions may be wrong, people may misunderstand what management wants them to do, or, finally, interpersonal relationships may suffer. The effectiveness of communications often determines the quality of decisions and how they are actually implemented.

It is almost impossible to overestimate the importance of communications in management. Almost everything leaders do to help an organization achieve its goals requires effective communication. If people can't share information, they won't be able to work together, set goals, and achieve them. However, communication is a complex process consisting of interdependent steps. Each of these steps is very necessary in order to make our thoughts understandable to another person. Each step is a point where if we are careless and don't think about what we are doing, the meaning can be lost.

According to research, managers spend 50 to 90% of their time on communication. This seems incredible, but it becomes clear when you consider that the manager does this to fulfill his roles in interpersonal relationships, information exchange and decision-making processes, not to mention the managerial functions of planning, organizing, motivating and controlling.

Precisely because the exchange of information is built into all the main types of management activities, we call communications a connecting process. Since the manager performs three of his roles and performs four main functions in order to formulate and achieve the goals of the organization, the quality of communication can directly affect the degree of implementation of the goals.

This means that effective communication is essential for the success of individuals and organizations. Poor communication is one of the main areas of concern. By thinking deeply about communication at the individual and organizational level, we must learn to reduce the incidence of ineffective communication and become better, more effective managers. Effective leaders are those who are effective in communications. They represent the essence of the communication process, have well-developed oral and written communication skills, and understand how the environment affects the exchange of information.

Communication is carried out by conveying ideas, facts, opinions, sensations or perceptions, feelings and attitudes from one person to another, verbally or in some other form, in order to obtain the desired reaction in response.

When considering the communication process, it is necessary to take into account that in the conditions of human communication, it is important not only how information is transmitted, but also how it is formed, refined, and developed. Communication and information are different but related things. Communication includes both what is being communicated and how that "what" is being communicated.

In order for communication to take place, at least two people are required. Therefore, each of the participants must have all or some of the abilities: to see, hear, touch, smell and taste.

Effective communication requires certain skills and abilities from each of the parties. Communication should be considered not only as sending and receiving information, since we are dealing with the relationship of two individuals, each of which is an active subject - their mutual informing involves the establishment of joint activities. Therefore, in the communicative process, not only the movement of information takes place, but also an active exchange of it.

In a specifically human exchange of information, the importance of information plays a special role for each participant in communication, since people do not just exchange words, but strive to develop a common meaning. And this is possible provided that the information is not only accepted, but also understood and comprehended.

2. Semiotics and its sections

communication management management

Semiotics is a science that studies the ways of transmitting information, the properties of signs and sign systems in human society (mainly natural and artificial languages, as well as some cultural phenomena, systems of myths, rituals), nature (communication in the animal world) or in man himself ( visual and auditory perception, etc.). In other words, semiotics is the theory of signs and sign systems.

There are three branches of semiotics:

§ syntax (or syntax, from the Greek. syntaxis- construction, order) - studies the patterns of construction of sign systems, regardless of their interpretation, that is, the relationship of signs with each other;

§ semantics (from the Greek. semanticos- that which means) - studies the relationship between the sign and its meaning;

§ pragmatics (from the Greek. pragmatos- action) - studies the relationship of signs with their senders, recipients and the context of sign activity.

In modern science, there are several areas of semiotic research.

First direction - biological semiotics, or biosemiotics.

This direction is engaged in the study of signaling (communication) systems of animals, including lower animals and insects, that is, it studies systems based on natural signs, or signs that are somehow important for the existence of the organism itself, that is, biologically significant (biologically relevant).

The second direction is ethnosemiotics, which studies the "implicit level" of human culture. Even when something quite tangible is a separate object of observation for ethnosemiotics, for example, a folklore wedding song or a charm, the point of view of semiotics on this subject differs from the point of view; the sciences of folklore: semiotics studies it as part of such sign systems of a given society, the meaning and role of which are not recognized by the members of society themselves.

Ethnosemiotics is a young and rapidly developing science; it does not yet have generally recognized generalizing theories. Abroad, especially in the USA, a large number of individual specific studies are being carried out within the framework of ethnography (called there "cultural and social anthropology").

Let us first dwell on private research conducted in cultural and social anthropology, taking as a typical example the study of human postures that can be part of sign systems. Within the framework of cultural and social anthropology, the study of postures can be carried out from different angles.

On the one hand, postures can be studied from the point of view of the physiology of the human body (crying, laughter, physiological functions, etc. can be studied in the same way), this is the so-called ethological point of view. The description of postures is important for engineering psychology, which consists in studying a person in contact with a machine: human reactions and behavior, placing a person in front of a machine or machine, the design of handles, control panels, etc.; knowledge of typical postures for a given nationality is important when planning apartments, furniture, etc.; for psychiatry: psychiatric observation of postures, in turn, can shed light on the physical behavior of a healthy person.

On the other hand, postures can be studied as positions of the human body typical of a given culture. This is an ethnological point of view. The total number of different stable positions that the human body can take is about 1000. But of these, due to the cultural tradition of each tribe and people, some are prohibited (tabooed), while others are fixed. Therefore, the study of postures must necessarily be comparative, “intercultural”. In order to determine whether a particular posture, such as the sitting posture while eating, is significant, i.e., has ethnological significance, it is necessary to compare the postures of sitting while eating in different cultures, for example, North American Indians and New Zealand Aborigines. If the postures turn out to be stably different, then they are a fact of culture.

After that, a catalog of ethnological postures can be compiled (Figure 2). After identifying the smallest, elementary units of a person's spatial behavior - postures and compiling catalogs - their in-depth cultural and ethnographic study begins, which can be carried out along the following lines:

a) the relationship of postures with other sign and non-sign systems of culture: clothing, housing layout, etc.;

b) cultural and historical tradition - the stability of certain postures over long periods of existence of peoples.

Such postures are passed down by tradition and persist for long periods of time. It is assumed that they can serve, like forms of language and objects of material culture, to establish the most ancient movements and contacts of tribes. Thus, the posture in the third row from the top, fourth column from the left, characteristic of the population of the Samoan islands in the Pacific Ocean, apparently indicates indirect contacts with India, where it is associated with religious customs.

Figure 2 - Part of the catalog of postures significant from an ethnological point of view (according to G. Hughes)

Third direction - linguosemiotics- focuses on the study of natural language with its style.

The natural sound language of people is the most complete and perfect of all communication systems that exist in known to man the world. Other, artificial, man-made systems and languages ​​(for example, writing, signaling with flags, Morse code, Braille for the blind, artificial languages ​​like Esperanto or Volapuk, information-logical languages, etc.) embody only some of the properties of a natural language. These systems can greatly enhance language and surpass it in one or more respects, but at the same time be inferior to it in others, just as the telephone, television, radio (in general, any tool, any instrument) enhance certain properties. individual bodies person.

Linguosemiotics explores other related sign systems that:

§ function in parallel with the language (for example, gestures and facial expressions that accompany speech);

§ compensate for the language (for example, expressive, stylistic intonation; typographic fonts);

§ modify its functions and its sign character (for example, artistic speech).

V last years in connection with the rapid development of natural language modeling and the emergence of various types of artificial languages ​​(information, information-logical, like programming, etc.), the object of linguistic semiotics has also expanded.

The fourth direction abstract semiotics- studies only the most general properties and relationships that characterize sign systems, regardless of their material embodiment (R. Carnap abroad; V.B. Biryukov, D.P. Gorsky, A.A. Zinoviev, V.V. Martynov and others ., THE USSR). Within the framework of this direction, the most abstract, logical-mathematical theory of sign systems is being created.

The subject of general semiotics is the comparison, collation and generalization of the results of particular semiotics; consideration of how abstract linguistic relations are manifested in various sign systems; the formulation of the general semiotic laws emerging in this process; resolution of epistemological issues, etc.

3.Measuring information. Entropy

3.1 The role of information in management

The essence and role of information in management is best shown by the connection between the concept of information and the concept of entropy. At one time, N. Wiener expressed the duality entropy - information as follows: “Just as the amount of information in a system is a measure of the organization of the system, in the same way entropy is a measure of the disorganization of the system; one is equal to the other, taken with the opposite sign. Management in the system depends on the available information. Of all the variety of definitions of information, the most fundamental is the one that is postulated by information theory and is related to the amount of information:

Information is the removal of uncertainty. In this case, the uncertainty is reduced by the amount of information that was obtained in the process of choosing or making a decision from the available number of alternatives;

However, in management, information is also a means of communication (information is transmitted in the form of a message that contains information in the change of variables).

Information counteracts the tendency of the system to disorganize and increase entropy, and the amount of information in the system is a measure of the organization of the system (Figure 3.1.).

It is necessary to distinguish between such concepts as data and information. Data - primary information (signals) about changes in variables (the degree of aggregation is low);

Intermediate information obtained as a result of the accumulation and aggregation of primary data, informing about the dynamics of changes;

Final information (high degree of accumulation and aggregation) directly used in the decision-making process.

3.2 Quantitative measures of information

Structural measures are used to measure only discrete information. The basis of the used structural measures are information elements (quanta), which are understood as indivisible parts of information.

Structural measures are subdivided into geometric, combinatorial and additive measures of information.

geometric measure defines the amount of information as the value of the length, area or volume of the geometric model of the message, related to the number of quanta contained in it. The geometric method determines the potential, i.e., the maximum possible amount of information in the given structural dimensions. This quantity is called information capacity.

The amount of information when using combinatorial measure is calculated as the number of combinations that can be made from information elements. This measure measures the potential structural diversity information complexes. It is advisable to use a combinatorial measure when it is required to evaluate the possibilities of transmitting various information using alphanumeric elements.

Before talking about the additive measure of information, we introduce the concepts of depth h and length l of a word.

Depth h words name the number of different elements (signs) contained in the accepted alphabet.

Length l words are the number of characters necessary and sufficient to represent a given set of words by elements of a given alphabet.

The depth of the word corresponds to the base, and the length of the word corresponds to the bit depth of the number system or coding.

The total number of words that can be represented by codes of length l and depth h is given by

This means that the information capacity q with this method of estimation depends exponentially on the length of the word l. Therefore, the application of this measure in practice is a great inconvenience.

To ensure the possibility of adding the amount of information when adding words and proportionality of the amount of information to the length of the word, Hartley introduced an additive logarithmic measure of information

I = log 2h l = l log 2h.

The unit of information when applying an additive measure is a bit, i.e. the amount of information contained in a word with depth h = 2 and length l= 1. If information comes from different sources, then when estimating the amount of information by an additive measure, we have

where I(A1, A2, ..., An) is the total amount of information from sources A1, A2, ..., An;

I(Ai), i = 1(1)n - the amount of information from the source Ai, measured by an additive measure.

Determining the amount of information using statistical measures requires a probabilistic approach. With this approach, information is considered as a message about the outcome of random events, the implementation of random variables and functions, and the amount of information is made dependent on the a priori probabilities of these events, quantities, functions. Statistical and structural measures of information do not allow assessing the content of information, since they do not take into account the meaning of the message and its value for the addressee. Semantic measures make it possible to avoid this shortcoming.

3.3 The amount of information as a measure of the organization of the system

The amount of information is used to express the degree of organization of the system based on the measurement of the degree of uncertainty (formula 3.1.):

K= -log2 p i , (3.1.),

where p i is the probability of choosing the i-th alternative;

This formula is illustrated in Figure 3.2 below. The concept of the amount of information is interpreted below in connection with the reduction of uncertainty when choosing from 8 alternatives. At the same time, the uncertainty decreased by 3 bits or by the amount of information that was obtained as a result of choosing from 8 alternatives.

K= -log2 pi = -log 2 18 = 3 bits.

where K is the amount of information;

p i - probability of choosing the i-th alternative;

Figure 4 - Three cycles of selection and reduction of uncertainty by three bits when choosing from eight options.

4.Communication networks of the organization

An organization is managed through people. One of the most important management tools for a manager is to direct them signals or messages to their subordinates about their behavior necessary to achieve organizational goals. Using this and receiving feedback from subordinates, the manager organizes, motivates and leads subordinates. Much depends on the manager's ability to effectively transmit and receive such signals and messages in order to achieve their most adequate perception by those to whom they are intended. Many managers understand the importance of this problem and pay great attention to it.

In the process of communication, signals or messages about behavior are transmitted from one subject to another and vice versa. Individuals, groups and organizations as a whole can act as subjects.

In the first case, communication is interpersonal character. It is carried out by the transmission of ideas, facts, opinions, hints, sensations or perceptions, feelings and attitudes from one person to another in verbal(oral or written) and in non-verbal(poses, gestures, tone of voice, transmission time, etc.) form in order to obtain the desired response.

In the second and third cases, it is organizational communications, i.e. about how, by whom and when signals are sent in the context of groups and organizations (meetings, presentations, instructions and procedures, business documents, orders and instructions, plans, etc.) and how feedback is organized (observations, reports, evaluation and etc.). The communication links that exist in the organization reflect its actual structure, and the task of top management in this case is to bring both into conformity.

The discrepancy between the approved structure and the communication process existing in the organization significantly reduces the effectiveness of its activities.

It should be noted that communication information -- these are different (two concepts that are very often confused), but related concepts. Information is a natural and meaningful part of a signal or message sent or received, which makes it possible to give them a certain significance. Simply put, information is an internal interpretation of external events. For example, a cry of fear is an interpretation of information that can even be measured in decibels.

Communication also includes what is transmitted, and how this "what" is conveyed. In order for communication to take place in an interpersonal variant, at least the presence of two people is necessary.

Communication imposes requirements on each of the participants in managerial interaction. So, each of the participants must have all or some of the abilities: to see, hear, touch, smell, taste, etc. Effective communication requires each of the parties to have certain skills and abilities, as well as a certain degree of mutual understanding.

The term "communication" comes from the Latin "communis", meaning "general": the sender of signals or messages tries to establish "community" with the receiver.

From here, communication can be defined as the transfer of not just information, but meaning or meaning through symbols. Effective interpersonal communication is very important for success in management for a number of reasons. First, the solution of many managerial tasks is based on the direct interaction of people (boss with a subordinate, subordinates with each other) within the framework of various events.

Secondly, interpersonal communication is perhaps the best way to discuss and resolve issues characterized by uncertainty and ambiguity.

A communication network is a connection of individuals participating in the communication process in a certain way with the help of information flows (Figure 5). In this case, not individuals as such are considered, but communication relations between individuals. A communication network includes the flow of messages or signals between two or more individuals. The communication network focuses on the organization's patterns of these flows, not on whether the meaning or meaning of the message was conveyed. However, the communication network may have the effect of narrowing or widening the gap between the value sent and received.

The network created by the manager consists of vertical, horizontal and diagonal links. Vertical connections are built along the line of leadership from the boss to the subordinates. Horizontal connections are carried out between equal levels of individuals or parts of the organization: between deputies, between heads of departments, between subordinates. Diagonal ties These are connections with other superiors and with other subordinates. The network of these connections creates the real structure of the organization. The task of a formal organizational structure is to give the communication flows the right direction. The size of departments in an organization limits the possibilities of developing a communication network. If the group size increases exponentially, then the number of possible communication relationships increases exponentially. Hence the communication network in a group of 12 is more varied and complex than in a group of three.

Depending on how the communication networks are built, the activities of the group may be more or less effective.

EXTERNAL COMMUNICATION NETWORK

Figure 5 - Interpersonal communication network of a team leader in an organization

There are well-established patterns of communication networks for groups of the same or different sizes (Figure 6). In circle networks, group members can communicate only with those who are located next to them. In wheel networks, there is a formal, centralized hierarchy of power in which subordinates communicate with each other through their boss. The objective basis of such a situation is that the person in the center of the "wheel" has more communication connections than other members of the group. He receives more messages, is more often recognized by other members of the group as a leader, has more social influence on other members of the group, usually has more responsibility for conveying information, he is more than others expected to finally solve the problem.

A similar picture is observed in networks of type "Y". Such networks are called centralized and can be effective if simple problems are solved. Another type of power hierarchy is represented by "chain" networks, in which horizontal connections appear - an element of decentralization. "Omnichannel" networks represent completely decentralized groups. This is usually required when it is necessary to involve everyone in solving complex problems. This approach is also called open communications.

Knowing the types of communication networks is especially important for understanding the relationships of power and control in an organization. Hiding or centralizing information is known to support power relations. The nature of the interdependence of jobs and people in a group or organization will determine the type of more efficient communication network. Simple interdependence allows the use of centralized networks. Complex interdependence requires a "team" approach to building communication networks. However, a complex network may not solve a simple problem.

Figure 6 - Samples of communication networks in groups

5. Management technology as an information process

Technology is any means of transforming raw materials to produce desired results. Since the subject and, accordingly, the source material of managerial work is information, management technology, for example, can be defined as a set of methods for processing managerial information in order to develop, adopt and implement managerial decisions.

Management technology reflects the content of management, is characterized by the processes of movement and processing of information and is determined by the composition and procedure for performing management work, during which this information is transformed and affects the managed object. This implies the main purpose of management technology - the establishment of a rational scheme for the interaction of structural units and individual performers in the management process.

Management technology is defined as a system of operations and procedures performed by managers, specialists and technical performers in a certain sequence using the methods and technical means necessary for this.

The goal of control technology is to optimize management process, rationalizing it by excluding such activities and operations that are not necessary to achieve the result.

The main function of management technology is to ensure the scientific and functional relationship of management processes with specific management technologies that contribute to the implementation of management functions. In this regard, it is important to form the thinking of a new type of managers, orienting them towards proactive analytical and innovative activities.

The development of control technology involves determining the number, sequence and nature of the operations that make up the control process, developing or selecting appropriate methods, techniques and technical means for each operation, identifying the optimal conditions for the process of transferring the system object from the initial state to the desired one.

The precise functioning of the governing body requires the division of the management process into operations, and the effective organization of management requires the proper combination of operations. Each operation must be linked to the previous operations of this cycle of the control process. The execution of an operation must be linked to the execution of other operations. The concept of " control technology» is closely related to the process of algorithmization of operations within certain functions of the control system.

The role of the algorithm (procedure) of the management process is a prescription that determines the content and sequence of actions in any informational or organizational process. Its algorithm is the rules for the sequential implementation of certain, interconnected operations, into which this process can be decomposed, and which must be implemented to achieve the desired goal. A procedure can be defined as a system of sequentially implemented instructions on the execution of operations in a certain order, leading to the solution of managerial problems.

Schematically, management technology can be represented as information and organizational interaction of three main cycles or processes within which various operations and procedures are performed.

1. Information process: search, collection, transfer, processing and storage of various types of information. Mostly creative performers and specialists are employed here.

2. Logical-thinking, or the process of developing and making managerial decisions: research, processing, calculations, forecasts, decision making. It employs mainly specialists and executives of the organization.

3. Organizational process or organizational impact on the management object for the implementation of management decisions: selection and placement of personnel, bringing tasks to performers, operational planning, labor organization, coordination, control over execution, etc.

The essential points in management technology are research and description rational ways implementation of management processes using appropriate operations and procedures. Nevertheless, it is very difficult to describe the algorithms for the functioning of management systems and to determine the entire set of methods for performing and ordering information transformations and organizational interactions that make up the management process, and it is not possible to formulate unambiguously.

Currently, there are several approaches to the formation of management technology. Since the management technology is determined by the composition of management work, then, accordingly, its construction can be carried out depending on which approach to understanding management is taken as a basis, or what management style characterizes the activities of the company's executives.

The most developed and simplest is the traditional, classical functional approach, which is based on the understanding of management as a process for performing certain functions. Here, management technology can be defined as the regulation of rational procedures and ways of working with information in the process of implementing management functions. The essence of the functional approach lies in the fact that at each hierarchical level of management systems, relatively separate areas of management work or functions are allocated, for each of which a specific set of procedures is built. In the future, subfunctions and the corresponding blocks of procedures are allocated, detailed to the level of the operation; types of documents, necessary technical means, etc. are determined.

This approach to the technologization of management processes is applicable for enterprises operating stably in a little changing environment. Thus, an organization may have a planning technology, a control technology, or (taking into account special management functions) a technology for managing the development of a new product, a technology marketing research etc.

The most appropriate in a changing environment is a situational approach, the essence of which is to substantiate the algorithm for choosing a procedure based on the signs of a particular situation or problem. With a situational approach, management technology is defined as a sequence of actions to select appropriate procedures and perform the information transformations and organizational impacts included in them. The management technology scheme includes:

diagnosing the problem and determining ways to resolve it;

Identification of factors influencing the decision;

development and evaluation of alternatives;

· development of tactics for the implementation of the planned development paths.

And, finally, the decision-making approach to management allows us to consider management technology as a certain sequence of actions used in setting enterprise goals and developing mechanisms to achieve them. There are two stages in this:

1. development of goals and strategies for the development of the enterprise;

2. formation of technology for the adoption and implementation of management decisions.

The effectiveness of management technology is the end result, which is expressed not only in saving time and costs, but also in ensuring the stability and survival of the organization in a changing external environment.

The criteria for the effectiveness of management technology include:

Simplicity (control technology should not be overly complicated, contain intermediate steps or operations);

flexibility (adaptation to changing conditions);

Reliability (presence of some margin of safety, backup mechanism);

Profitability (technology can be efficient, but not economical);

Ease of use (a well-designed technology will be useless if it is inconvenient for the people who have to work).

A special place in control technology today is occupied by control technology.

Management technology is a set of material resources (office equipment, communications equipment, computer equipment, etc.) that make it possible to reduce the complexity of management work, the timing of their implementation, and also improve the quality of decisions made.

The mental capabilities of an individual have a limit, the use of operative and long-term memory of computers makes it possible to expand the intellectual capabilities of specialists to solve managerial problems. The development of automation tools contributes to the deepening informational character managerial work, and computerized system technologies are becoming an integral part of management technology today.

There are obstacles in the way of communication that can be divided into two groups: those that exist at the individual level, and those that "grow" at the organizational level.

The sources of communication barriers are both individuals and organizations as a whole (Table 2).

Individual barriers, firstly, can be associated with differences in emotions and types of perception. For example, if a person tends to divide people into groups (classes), his opinion will be difficult to change. If a person rigidly defines his position even before the discussion begins, the chances of achieving success in communication are sharply reduced. Moreover, people with different backgrounds or levels of knowledge tend to interpret the same information differently.

Secondly, the problem may lie in the wrong choice of channel or means of communication. For example, when a message has an emotional connotation, it is advisable to convey it personally, at a meeting, and not in a letter. Written messages are better for routine communications, but they don't provide fast enough feedback. In addition, it is inappropriate to use written messages to transmit multiple information signals.

Thirdly, communication difficulties are often associated with semantic differences.

Semantics is the meaning of the words and the context in which they are used. The word "efficiency" for a factory manager can mean achieving high production volumes, and for a human resource specialist, employee satisfaction. Many perfectly common English words have an average of 28 different meanings. Therefore, successful communication involves careful selection of words that are designed to accurately reflect your thoughts.

Fourth, the recipient may misunderstand the sender if he says one thing, but non-verbal messages indicate something completely different. If the facial expression of a person does not match his words, there will be “noise” and uncertainty in communications. Intonations, gestures, actions - all this should not contradict what is said aloud.

Table 2 - Communication barriers and ways to overcome them

	How to overcome them
Individual
barriers between people	active perception
Channels and means of information transmission	Selecting an adequate channel
Semantics	Knowing the perspective of the interlocutor
Information signal mismatch	Governance Based on Outings
Organizational
Differences in status and level of power	Atmosphere of trust
Needs and goals of departments	Development and use of formal channels
Inconsistency of the communication network with work tasks	Changing the organization and group structure
Lack of formal channels	Encouraging the use of multiple, both formal and informal channels

Organizational barriers are related to factors inherent in the organization as a whole. First of all, it is a problem of different status and level of authority. For example, if you were a front-line employee, would you report a problem to a manager if your complaint gave the manager a negative impression of your work? On the other hand, managers endowed with power often perceive ordinary employees as incapable of frivolous thoughts and actions of individuals.

Differences in the goals and needs of departments have a significant impact on communications. Each of them has their own problems. For production department the main thing is performance indicators, its employees are quite far from the interests of marketing service workers.

The third problem is that the communication flows may not match the task of the team or the entire organization. If a centralized communication structure is used when performing non-standard tasks, the exchange of information between employees will be clearly insufficient. An organization, department or team is only as effective as possible when the volume of communication between employees corresponds to the task.

The lack of formal channels in the organization has a negative impact on the effectiveness of communications. The company should always have ascending, descending and horizontal communications adequate to the current situation. various forms: employee surveys, open door policies, newsletters, memos, ad hoc teams, even the establishment of special "bridging" positions. The absence of formal channels means that there is no communication in the organization as such.

To overcome communication barriers, management must create an organizational structure that will encourage positive, effective communication, which requires both individual skills and organizational action.

The most important individual skill is the ability to listen. Listening actively means asking questions, showing interest, and occasionally paraphrasing what the other person has said to make sure you understand it correctly. Listening actively means providing feedback to the sender of the message.

Secondly, it is necessary to choose suitable channels for the transmission of one's own messages. A complex message requires the use of a capacious communication channel (telephone, personal conversation), routine messages and data can be transmitted in the form of notes, letters or e-mail.

Thirdly, both the sender and the recipient must try to understand the other party's point of view. When receiving information, managers must exercise special attention, which will allow them to recognize if the interlocutor has any prejudices, clarify what was misunderstood, and correct their own message. When we correctly assess the views of interlocutors, we more accurately interpret the semantic meaning of the transmitted words, sensations, and generally treat them more objectively.

And, finally, governance based on going out to the people. The manager must periodically leave his office and independently check the status of communication channels in the company. When a manager sees everything with his own eyes, meets people, he gets a much more complete picture of the organization, gets the opportunity to directly convey important ideas and values ​​to employees.

The atmosphere of trust and openness in the organization encourages employees to communicate honestly with each other, when employees fearlessly convey both good and bad news to the top. To create such an atmosphere, conditions are necessary for the development of interpersonal qualities of employees.

Second, managers must develop and use formal channels of communication, in all directions. At Scandinavian Design, two different newsletters are used to contact employees. At the Packard Electric plant, owned by General Motors, employees have access to all information about the company: financial information, future plans, quality assessments, performance indicators. Bank of America has programs to encourage employees to contribute ideas and provide feedback. Other methods may be used: direct mail, bulletin boards, surveys.

Third, managers should encourage the simultaneous use of multiple channels of communication, formal and informal. These multiple channels include written directives, face-to-face discussions, "going out" and "vine". For example, at the same GM plant, a newspaper is published monthly, managers have regular meetings with work teams, and an electronic display in the cafeteria is used to broadcast news. Sending messages through multiple channels at the same time increases the chances that they will be received and understood correctly.

Fourth, the structure of the organization must match the needs for communications. For example, the Casino/Holiday Inn (Las Vegas) has a dedicated communications team (as part of the organizational structure). It consists of representatives from each department. The team deals with the most urgent problems of the company, designed to help managers evaluate problems not only within the interests of their departments. To solve problems, the team involves everyone who is able to help. If there is a shortage of horizontal communication channels in an organization, similar teams can be created in it, other “rapid response” groups, positions of integrator managers, and matrix structures can be introduced. The organizational structure, among other things, should reflect the needs for information. If a department or team performs complex non-standard tasks, decentralization of structures is necessary, which allows intensifying discussions and involving employees in the management process.

Conclusion

In this term paper we examined the concepts of information and the importance of communications for efficient operation organization manager. Without knowledge and special skills, it is impossible to manage people; on this way, various barriers can be encountered, which we highlighted in paragraph 5 of the work.

Talented leaders are interested in maintaining contact with employees and customers and in shaping the direction of their companies. And such contacts must be carried out continuously, which means that leaders must have developed interpersonal skills. Those unfamiliar with management tend to be amazed at the amount of energy that successful managers put into communication.

I believe that information is central to the management of an organization. Information coming from outside and circulating within the company, the head and leading managers accumulate, analyze and, as a result, form the correct work strategy. “Whoever owns the information owns the world,” said Winston Churchill.

We have defined communication as a process in which two or more people exchange and understand the information received, the purpose of which is to motivate or influence certain behavior.

The effective activity of a manager presupposes a clear distinction between the concepts of separation and proclamation. A manager who doesn't listen to anyone is like a used car salesman who says, "I'm selling, they don't want to buy." Management communications is a two-way street that requires listening and other forms of feedback. The knowledge gained by managers from personal communication with employees forms their understanding of the life of the company. I believe that with this knowledge, managers in the process of communication are able to influence the minds of subordinates, as well as work effectively with customers.

Therefore, it is very important to maintain a “healthy” corporate spirit in the organization through regular meetings, trainings, and joint events for employees from different departments. After all, only the coordinated work of all parts of one whole can lead to the successful functioning of the organization.

List of used literature

1 Boddy D., Payton R. Fundamentals of Management / Ed. Yu.N. Kapturevsky. - St. Petersburg: Peter, 1999.

2 Vikhansky O.S., Naumov A.I. Management. - M.: Gardarika, 2001. - 528 p.

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