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Participants in the enterprise management process. Summary: Fundamentals of management activities at the enterprise

Abstract on the subject of management on the topic:

Management processes in the organization

Introduction 3

Management process 4

Management cycle and its stages 6

Production and management 9

Management of the assortment policy of the enterprise 15

Material and technical support of the enterprise 20

Sales policy of the enterprise 21

Conclusion 24

References 25

Introduction

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

1) obtaining and analyzing information;

2) development and decision-making;

3) organization of their implementation;

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

5) reward or punishment of performers.

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

Management process and its characteristics

Any management process consists of certain phases (stages).

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

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

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

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

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

General system of stages:

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

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

3. development and adoption of a managerial decision;

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

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

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

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

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

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

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

Management cycle and its stages

1. Diagnosis

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

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

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

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

2. Forecasting

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

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

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

3. Solution

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

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

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

In the narrow sense of the word, a managerial decision is understood as the choice of an alternative, an act aimed at resolving a problem situation.

See: Meskon M.Kh., Albert M., Hedouri F. Fundamentals of management / Per. from English. - M.: Delo, 1992. Management decision is the process of preparing and choosing from a certain set of one or more interrelated methods of influencing the control object in order to change or stabilize it.

4. Planning

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

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

A plan is an official document that reflects:

Forecasts of the development of the organization in the future;

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

· mechanisms for coordinating current activities and allocating resources;

· Strategies for emergencies.

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

unity;

Continuity

Flexibility

coordination and integration;

· reasonableness;

stealth (in a combat situation).

5. Organization

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

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

Management processes

In the very general view methodology project management includes procedures, methods and tools for implementing the processes of initiating, planning, organizing execution, monitoring execution and completing the project.
Project initiation is the process of project management, the result of which is the authorization of the start of the project or the next phase of it. life cycle.

Project initiation may include the following procedures:

Development of the project concept:

Consideration and approval of the concept.

Making a decision to start a project:

- Identification and appointment of a project manager;
- Making a decision on providing resources for the implementation of the first phase of the project.

Project planning is a continuous process aimed at determining and agreeing on the best course of action to achieve the set goals of the project, taking into account all factors of its implementation.

Planning processes are carried out throughout the life cycle of the project, starting with the preliminary grand plan as part of the project concept, and ending with a detailed work plan for the final phase of the project. At the same time, plans are refined and detailed as the project progresses.

The main output of this stage is the Project Plan.

The planning process does not end with the development and approval of the initial project plan. During the course of the project, changes can occur both within the project and in the external environment, which require clarification of plans, and often significant rescheduling. Therefore, the planning process can continue throughout the project.

Project implementation planning may include the following procedures:

Planning goals and scope of the project
scheduling project work
Cost planning and project financing
Quality planning
Organizational planning
Communication planning
Risk management planning
Contract planning
Development of a master plan for the project.

Organization of project execution - the process of ensuring the implementation of the project plan by organizing and coordinating the implementation of the work included in it.

Organization of project execution may include the following procedures:

Distribution of functional duties and responsibilities
Setting up a reporting system
Organization of control over the implementation of the project schedule
Organization of project cost control
Organization of quality control
operational management risk mitigation measures
Responding to negative risk events
Project team management
Distribution of information in the project
Preparation and conclusion of contracts
Project Change Management

Project execution control - the process of comparing actual performance and plans, analyzing deviations, evaluating possible alternatives and taking corrective actions, if necessary, to eliminate undesirable deviations.

Project control may include the following procedures:

Collection of project progress reports
Analysis of the current state of the project in relation to baseline indicators (results, cost, time)
Forecasting the achievement of project goals
Preparation and analysis of the consequences of corrective actions
Making decisions about impacts and changes

Completion of a project is the process of formally completing a project.

Project completion may include the following procedures:

transferring to the customer a description of the project products, testing protocols, reports on the checks carried out;
final assessment of the financial situation (post-project report);
final project report and project documentation;
a list of open questions and final papers;
resolution of all disputes
Documentation and analysis of the experience of this project.

Within the framework of these processes, the functions of managing goals and scope of work, managing deadlines, costs, managing risks, quality, interaction, supplies, and personnel are distinguished.

Project participants

Project participants– physical and/or legal entities who are directly involved in the implementation of the project and whose interests may be affected during the implementation of the project.
According to the degree of involvement in the project, three groups of participants can be distinguished:

core team - a group of specialists and organizations directly working on the implementation of the project in close contact with each other;
extended team - more extensive than the main group, brings together specialists and organizations that provide assistance to members of the main group, but are not directly involved in the implementation of the project and the achievement of its goals;
Stakeholders are people and organizations that influence core and extended team members and the progress of the project, but do not interact directly with them.

As a rule, the main participants of the project are:

Customer- a party interested in the implementation of the project and the achievement of its goals. Future owner of the project results. The customer determines the main requirements for the results of the project, provides financing for the project at the expense of its own or borrowed funds, and can conclude contracts with the main project executors.
In the company that initiated the project, the roles of the initiator and / or sponsor (curator) of the project may be allocated.

Initiator of the project is the person who identifies the need for the project and makes a "proposal" to initiate the project. This person can be from any function or level within or outside the organization.
Sponsor (curator) of the project- an employee (usually a senior manager) of the organization implementing the project, who supervises the project on the part of the organization (project owner), provides overall control and support of the project (financial, material, human and other resources).

The sponsor (curator) of the project is responsible for the achievement of the project's final goals and the realization of benefits for the organization. The project sponsor is responsible to CEO/ by the president or before the governing board.

The project sponsor appoints the project manager and provides him with the necessary support.

Project manager (project manager) - the person responsible for project management. The project manager is responsible for achieving the project objectives within the budget, on time and with the specified level of quality.

The project manager provides daily management of the project, the project team, in the context of all the main management functions (management by deadlines, costs, risks, etc.). Depending on the size of the project, the project manager may receive support from the project administrator, or the support team (project office).

Possible project participants, depending on its type, type, complexity and scale, can be:

Investor- the party investing in the project, for example, through loans. If the investor and the customer are not the same person, then banks usually act as investors, investment funds and other organizations.
Contractor (general contractor) - a party or participant in the project, entering into relations with the customer, and taking responsibility for the performance of work and services under the contract - this can be the entire project or part of it.

Subcontractor enters into a contractual relationship with a contractor or sub-contractor of a higher level. Responsible for the performance of works and services in accordance with the contract.

Suppliers - subcontractors, carrying out different types supplies on a contract basis - materials, equipment, vehicles and etc.

Government– parties that put forward and support environmental, social and other public and state requirements related to the implementation of the project.

Consumers of the final product - legal and individuals, who are buyers and users of the project result, determine the requirements for the products and services provided, and form the demand for them.

Project manager- main responsibilities
The main strength of the project management concept lies in the delegation of power and the assignment of responsibility for achieving goals to certain leaders - the project manager and key members of the project management team.

The responsibility and authority of the project manager is determined by the contract with the Customer and / or the project charter (for internal projects).

The project manager usually performs the following functions:

Forms the organizational structure of the project and the project management team;
Resolves issues of attracting resources for the project;
Participates in the selection, training and motivation of staff;
Determines the responsibility, scope of work and goals for each team member;
Develops and approves the project plan, including calendar plan, budget, risk management plan, communications plan, and possibly other elements;
Ensures the execution of the project plan;
Coordinates and takes part in the work on concluding contracts in the project and controls their timely execution and closure;
Establishes all necessary communication links;
Provides the formation of effective information flows in the project, drawing up and reporting;
Maintains constant communication with the customer, resolves all his questions and ensures that all the necessary information is received from him for quality performance project work;
Controls and analyzes the current status of the project, predicts possible problems and takes corrective actions;
Coordinates the activities of all participants and controls changes;
Ensures complete and timely completion of the project.

The project manager must understand and be able to analyze the interests of key stakeholders and the characteristics of the project environment.

Project team and project management team

To achieve the goals of the project, the manager creates special organizational structures: the project team and the project management team. The success of the entire project largely depends on the effectiveness of the functioning of these organizational structures.

The project team- temporary organizational structure, which unites individual specialists, groups and / or organizations involved in the implementation of project work and responsible to the project manager for their implementation. Created in a targeted manner for the period of the project. May include both internal and external executors and consultants. There are different approaches to the formation of a project team (for example, matrix structures), which differ in the forms of attracting performers and exercising the power of the project manager.

The project management team brings together project team members who are directly involved in project management and acceptance. management decisions. From the ability of the project manager to identify and involve in project management necessary specialists depends on the reduction of project risks and potential problems.

Managers and team members (executors) report to the project manager and are responsible for the implementation of the planned work and results (responsibility can vary from a single highlighted result (document, decision) to a completed subproject). It is important from the very beginning to summarize the experience of all team members to solve possible problems project. In large projects, the project manager may collect small team key employees, each responsible for their own subteam (structured by work packages or subprojects).

It is essential that each person working on a project has clearly defined:

role and line of accountability to the project manager when working on the project (he/she may follow the usual lines of accountability for other types of work);
scope of work and requirements for delivered results (final and intermediate products);
level of responsibility (decisions that he/she has the right to make within the framework of his/her functions).

The project team and the project management team exist only for the duration of the project or its phase.

Project office

In large projects, a project administrator and office may be allocated to support the project manager in collecting and processing information and performing managerial functions.

Project office is a specialized (physical or virtual) organizational structure designed to support the implementation of projects at different levels of management in an organization.

“The project office can operate in a wide range of tasks, ranging from supporting project managers in the form of training, software, templates, and up to being responsible for the results of the project ”(PMBoK).

Depending on the type and purpose, the project office can occupy an appropriate position in the organizational hierarchy, both at a level close to the company's management, and at the level of management of individual large divisions.

Support offices for individual projects or programs are quite often created for large, complex projects and programs in order to centralize and streamline project and subproject management processes. Such project offices (project headquarters) are part of the management systems for specific projects and their need, as a rule, is not in doubt. Office functions may include the integration of calendar and financial plans subprojects, ensuring control and coordination of activities of subproject managers, support for communications, document flow, change management and quality control.

Project offices at the level of individual departments of the organization are also quite common. Project offices of this type are common in large corporations and government organizations at the level of departments that carry out a significant number of their own projects or significant amounts of work in corporate projects(for example, Department information technologies, Department of Capital Construction) in order to ensure multi-project planning, optimization of distribution and coordination of own resources involved in various projects.

Experience shows that the most difficult, in terms of creation and implementation, is the corporate project office (KPO). At the same time, it is the creation of a corporate project office that makes it possible to fully realize the benefits of using design approaches management at the corporate level.

The corporate project office can provide the implementation of both support and development functions of the corporate project management system:

Support and development of methodology, standards and project management processes;
Ensuring the development of personnel in the field of PM;
Support and development of PM tools and infrastructure;
Audit of project management processes,

and directly implement managerial functions, including:

Administrative support for project managers and implementation of individual management processes at the project level;
Support for management processes at the level of programs and project portfolios;
Support for decision-making processes on projects by senior management.

Less administrative spirit in business life,
more business spirit in administrative life.

1.1 Architecture of the control system

In the process of management, the company and its part - the management system - form a structure subordinate to the vector of goals. The quality of management is ensured by two factors:

structure architecture, i.e. the functional load of its elements (including communication channels) and the orderliness (organization, hierarchy) of the elements in the structure;
the functional suitability of the elements themselves included in the structure for the implementation of the functions assigned to them (a kind of “qualification” level of the elements).

Errors in the construction of the structure can practically negate the high functional suitability of the elements of the structure; therefore, with functionally suitable (good in this sense) elements that form the structure, the control error, however, will be outside the allowable limits.

When developing the architecture of a company's management system, it must be taken into account that the company is a production, economic, social, and environmental system. This definition of the control object means that:

the company management system has a multi-purpose character;
management objectives are of a different nature (industrial, economic, social, environmental and technical);
the result of the enterprise's activities are effects of various nature, characterizing the degree of achievement of goals;
in the control system, it is necessary to constantly monitor changes in goals and adjust the purposefulness of the control object;
mistakes in setting goals will inevitably lead to a violation of the parity of goals and an unjustified expenditure of resources;
the development of the company, as well as the production of products, is a continuous process and is carried out in the interests of achieving the entire vector of goals;
corporate standards regulating the management system and managerial relations should actively contribute to the achievement of objective goals companies.

[ 1 ] companies, both in terms of composition and structure, are formed on the basis of production process systems product ( though it looks different). This system is strung on a system production processes(functional structure) and maintains their stationary mode, promptly responding to possible deviations. In addition, the company is forced to maintain interaction with the external environment, stimulate favorable conditions in the external environment for the company and respond in a timely manner to various aspects of the environment, result, - additional links (posts, subdivisions, etc.) in the control system.

For large enterprises:

Management organization is a construction control systems and maintaining it in working condition, in particular, the reproduction of management standards and organizational design;
is a process that takes place in control system carried by her.

Those. organization of management and management - two different cases which professionally far from always can be dealt with by the same people.

A tool for the company's management to achieve its goals, by influencing control object, with deviations of processes and manufactured products from a given value (in terms of quantity, quality and cost), under the influence of internal changes in the company and under the influence of external influences.

It is a set created before the start of the management process:

The stability and quality of the management process is ensured by the architecture of the management system, which remains standard (unchanged) in the management process and the presence of external working groups that are formed as needed and can be formed to resolve unforeseen force majeure circumstances or development tasks. The task of the working groups is to develop possible management decisions, which, in turn, must be implemented by the administrative structure.

The control system allows you to respond in a predetermined - standard - way to changes in the external environment and in internal organization control object, as well as changes caused by the control process itself.

1.2 Management standards

Except system budgeting, one of the functions, which is the connection of various operating activities in the company into a single production and financial system, the role of this kind of "glue" that unites many private functions in one integrity, performs corporate culture in general, and in particular, supported by the company standards system.

V company management system in the process of functioning, there is always a large number of periodically recurring functions, processes and actions for making managerial decisions. At the same time, as a rule, there are a lot of different options for implementing the same management decision, process, and many different principles and approaches to making similar management decisions. Under such conditions, spontaneously and gradually begins the formation of certain typical models of behavior of the control system- so-called de facto standards. At the same time, “de facto” standards do not always fix the properties of the management system that are desirable for the owners and administration of the company.

The period of formation of such standards can be very long, during which the behavior of the company's management system in the absence of standard models will be characterized by a wide variation in the parameters of its functioning. In other words, in the same situations, under equal conditions, the control system can function differently, often unpredictably and far from the most effective option.

In accordance with the above, there is a need to provide targeted impacts on the process of forming management standards in the company (to manage the standardization of the management system) through the development, implementation and use of certain optimal standard principles, processes, functions and management tools.

On the other hand, the processes associated with the development of the company significantly update the issues of improving the manageability of decentralized, spatially distributed divisions ( subsidiaries, branches, representative offices). Already now many large companies form and disseminate uniform principles of doing business, planning and reporting; standard requirements for personnel and template management technologies, often fixed in corporate information systems.

A tangible advantage of de facto standards is the relative painlessness of their implementation and use, since this process is implemented gradually (evolutionary). However, the process of developing standards is de facto unmanageable by the company's administration and can often fix the company's behavior patterns that are undesirable for management, in addition, the period of formation of such standards is quite long.

Therefore, there is a need to influence the processes of reproduction of management standards through their direct development.

Ordinary consciousness often equates standardization and unification and, striving for diversity, which is a manifestation of the beauty of real life, objects to standard solutions of various kinds in many fields of activity. However, in essence, the best standardizer is God: about a hundred elements of the Periodic Table form the basis for all the diversity that we see in life. And all this diversity is the combinatorics of standard elements and solutions at different hierarchical levels.

The solution of most of the problems that arise in the life of the company, the organization of the production of most products in the field of the company's activities, may well be solved by a combination of standard methods, this does not require any additional resources or additional staff training.

The system of standards allows coordinating the activities of various departments, setting uniform requirements for its implementation for all, and also forms the conditions for the constant reproducibility of this activity with a given result. In other words, the products are produced by the company STABLE.

In the same time standard depending on his level can have both positive and negative impact on the company's management system. The correctness of choosing and setting the level of the standard can lead to various effects in the company, and not every management standard has a positive effect, moreover mis-setting of standards may be dangerous for the company. You can not "underestimate" the requirements in the standards.

1.3 Standard control

Administration also has its own typical technology, i.e. a standard process for resolving various issues that arise in the course of work.

Administration (management) is a process that considers how to organize or create for some production activities the following conditions (or correct defects in these conditions):

production area;
equipment, materials and tools;
coordinated movement of flows (material, informational, financial);
coordinated activities of staff;
lines of communication; etc,

in order to create product in the right quantity, quality and cost, as well as to ensure optimal sustainability of this activity.

Process administration (management), represents the targeted distribution of functionally oriented information on the elements management structure, unchanged during management.

STANDARD ADMINISTRATION means that the normal course of action is applied, which complies with company standards.

for instance . There is a correct way to start a car. You check if there is gas in the tank, if the car is in neutral. You turn on the starter by turning the ignition key. Gas is supplied and the car starts. If you change this sequence. For example, if the car was in first gear, it will jerk and stall. However, the car does not start, and then the mechanic is called. And the mechanic discovers that either there is no fuel, or the ignition was not turned on.

The same is true with any standard situation that you have in the process of work, communication, etc. For her, too, there is some clearly defined, typical sequence of actions to solve the problem that has arisen, a certain kind of standard.

There is a way to do things right. The right way to do something is called TECHNOLOGY (algorithm). And most importantly, this method is clearly defined and, if followed by everyone, leads to the desired result.

In order for various areas of activity and divisions of the company to exist and develop normally, they must have their own kind of technology. And besides this, everyone should know this technology and APPLY. Law is an example. This is also a technology adopted by the state.

To be a good leader or employee, you need to know how to do things right, be able to apply what you know and get it done, be able to correct violations and get back to doing the right thing in standards.

Since any large area of activity is invariably made up of a huge number of individual activities, administration will look complicated, unless you learn to consider one standard per unit of time and bring it into line with other standards .

The subject of management seems difficult only because those whose jobs involve administration RARELY LEARN THE RIGHT STANDARDS. Instead, they do some other, strange things (well-meaning things), which, when considered as a whole, add up to a mess.

The criterion for any system of standards is the following: will the result of the implementation of these standards be a well-functioning company that produces valuable final product in the right quantity for a given quality, and whether as a result of their implementation the stability of the company will be ensured.

Acting in accordance with the standard (knowledge and application of our procedures) is the common denominator in every case sustainable development divisions or companies. Non-compliance with the standard (not knowing and not applying our procedures) is the common denominator of every crash.

So, if company employees who don't know or ignore the standard and don't apply it create crazy situations on a daily basis, just know that they are trying to start the car by welding the trunk lid or polishing the tires!

The solution to a problem is always and invariably this: find a standard, apply it, and get rid of all actions that are not in accordance with the standard.

A generalized criterion for the effectiveness of administration should make it possible to evaluate all types of organizational transformations, and not just some individual aspects of the company's activities. This allows you to give all business processes a strictly targeted character and manage the company as a single system.

An organization is a relatively autonomous group of people whose activities are consciously coordinated to achieve a common goal. It is a planned system of cumulative (cooperative) efforts, in which each participant has his own, clearly defined role, tasks or responsibilities that must be fulfilled.

These responsibilities are distributed among the participants in the name of achieving the goals that the organization sets for itself, and not in the name of satisfying individual wishes, even if the two often coincide. The organization has certain boundaries, which are determined by the types of activities, the number of employees, capital, production area, territory, material resources, etc. Usually they are fixed, fixed in such documents as the charter, memorandum of association, regulation.

Organizations are private and public firms, government agencies, public associations, institutions of culture, education, etc. Any organization consists of three main elements. These are the people included in this organization, the goals and objectives for which it is created, and the management that forms and mobilizes the organization's potential to solve the challenges.

Any organization is open system, built into the external environment with which the organization is in a state of constant exchange. On input, it receives resources from external environment, at the output it gives the created product to the external environment. Therefore, the life of the organization consists of three main processes:

1) obtaining resources from the external environment;

2) transformation of resources into a finished product;

3) transfer of the produced product to the external environment.

At the same time, the management process plays a key role, which maintains the correspondence between these processes, and also mobilizes the resources of the organization for the implementation of these processes.

V modern organization the main ones are the processes carried out at the inputs and outputs that ensure the correspondence between the organization and its environment. Implementation internal processes, production function subordinated to ensuring the long-term readiness of the organization to adapt to changes in the external environment.

Management levels

The division of labor allows the employees of the enterprise to perform their functions much more qualified, making less of their own efforts, and helps to reduce the costs of the organization. The division of labor can be horizontal or vertical. The horizontal division of labor provides for the creation of divisions in the organization that specialize in various types activities. Vertical - separates the direct performance of work from the work of coordinating the activities of performers; reflected in the hierarchy of management levels. The result of the vertical division of labor is education various levels management.

Organization management levels

Most often, there are three levels of control:

Technical level(lower level of management) - managers are in direct contact with employees-performers, solve specific issues;

Management level (middle) - managers are responsible for the course of production processes in departments consisting of several structural units; managers of staff and functional services of the administrative apparatus, heads of auxiliary and service industries, targeted programs and projects;

Institutional level (highest) - the administration of the enterprise, carrying out general strategic management; resolves issues strategic management- financial management, selection of sales markets, enterprise development, at this level only 3-7% of the total management personnel are employed.

The highest level of management develops long-term plans, formulates tasks for the middle level. A significant place in the institutional level of management is occupied by the adaptation of the company to changes in the market environment, the management of relations between the enterprise and the external environment. Top management may be represented by the president, general director, and other members of the board.

Middle managers coordinate and supervise the work of junior managers. They determine the problems of a production, organizational, financial nature, develop creative proposals, prepare information for management decisions made by top managers. These are the heads of individual divisions, services, departments of the enterprise.

The lower level of control is correspondingly subordinate to the middle one. To managers lower level include production foremen, foremen, group leaders. These are highly specialized professional managers who perform well-defined responsibilities for production, sales, marketing, material supply management, etc. They are responsible for rational use material resources allocated to them, workers, equipment. Such a construction of the organizational structure ensures the clarity of management, takes advantage of the narrow, in-depth specialization of managers. However, at the same time, it makes it difficult to determine the contribution of each manager to the overall result of entrepreneurship, his responsibility for the decisions made.

At small and medium-sized enterprises, the management system has a slightly different organizational structure. Managers of such enterprises are more likely to face the problems of an unstable external environment, with unpredictable results of their activities. Therefore, in small and medium-sized businesses, managers are supposed to perform several management functions at the same time (interchangeability of individual managers).

The construction of the organizational structure of management in this group of enterprises depends on the legal form entrepreneurial activity relationships between owners and managers. Under these conditions, the effectiveness of management as a whole depends on the entrepreneurial abilities of managers, their ability to work as one well-coordinated team. Therefore, the organizational structure of management in small and medium-sized businesses is built on a horizontal principle.

characteristic feature The horizontal management structure is the focus of all managers without exception on solving a specific problem, for example, on the success of the company. This means that in small and medium-sized businesses there may not be a strict distinction between entrepreneurs in terms of their powers and responsibilities. Only a few senior managers have financial and labor resources. Others are working together to resolve critical issues. Thanks to this, it becomes possible to achieve the following benefits: Reducing management costs; Reducing the production cycle; Increased responsiveness to consumer and market needs.

Separate groups of managers may be responsible for certain areas of activity. Within these groups, personal success is determined by the ability to work at the intersection of various functional processes, with specialists of different profiles.

Management is the implementation of several interrelated functions (BASIC!):
planning, organization, employee motivation and control.

Planning. With the help of this function, the goals of the organization's activities, the means and the most effective methods for achieving these goals are determined. An important element this function are forecasts of possible directions of development and strategic plans. At this stage, the firm must determine what real results it can achieve, assess its strengths and weaknesses, as well as the state of the external environment (economic conditions in a given country, government acts, positions of trade unions, actions of competing organizations, consumer preferences, public opinion, technology development).

Organization. This management function forms the structure of the organization and provides it with everything necessary (personnel, means of production, cash, materials, etc.). That is, at this stage, conditions are created to achieve the goals of the organization. good organization work of the staff allows to achieve more effective results.

Motivation is the process of inducing other people to act in order to achieve the goals of the organization. Performing this function, the leader provides material and moral incentives for employees, and creates the most favorable conditions for the manifestation of their abilities and professional "growth". With good motivation, the personnel of an organization perform their duties in accordance with the goals of this organization and its plans. The process of motivation involves creating opportunities for employees to meet their needs, subject to the proper performance of their duties. Before motivating staff to work more efficiently, the manager must find out the real needs of his employees.

Control. This management function involves the evaluation and analysis of the effectiveness of the results of the organization. With the help of control, an assessment is made of the degree to which the organization has achieved its goals, and the necessary adjustment of the planned actions. The control process includes: setting standards, measuring the results achieved, comparing these results with the planned ones and, if necessary, revising the original goals. Control links together all the management functions, it allows you to maintain the desired direction of the organization's activities and correct wrong decisions in a timely manner.

LECTURE №6. Internal environment of the organization

All enterprises operate in a certain environment, which determines their actions, and their survival in long term depends on the ability to adapt to the expectations and requirements of the environment. Distinguish between the internal and external environment of the organization. The internal environment includes the main elements and subsystems within the organization that ensure the implementation of the processes occurring in it. The external environment is a set of factors, subjects and conditions outside the organization and capable of influencing its behavior.

Elements of the external environment are divided into two groups: factors of direct and indirect impact on the organization. Direct impact environment ( business environment, microenvironment) includes such elements that directly affect the economic process and experience the same impact of the functioning of the organization. This environment is specific to each individual organization and, as a rule, is controlled by it.

The environment of indirect impact (macro environment) includes elements that affect the processes occurring in the organization not directly, but indirectly, indirectly. This environment is generally not specific to a single organization and is usually outside its control.

From an organizational point of view, any business can be represented as a hierarchical set of groups of people (teams) responsible for certain areas of work. Each of these sections must be organized in a certain way and must be controlled, which leads to the emergence of secondary functions - management. Management functions are also implemented by special groups of people - management teams, whose mission is to mobilize available resources to achieve their goals.

Who is involved in the management process? The traditional answer to this question is decision-makers, as well as those involved in the preparation and implementation of these decisions. This category includes the owners (shareholders) of the company, managers of various levels, assistant managers, specialists. All this is true, but the BPM concept looks at the management process somewhat broader, because there are people who are not directly involved in management, but, nevertheless, have a significant impact on this process. First of all, these are “those who are managed”: employees, as well as persons external to the company: customers, suppliers, partners, representatives of authorities state regulation, industry analysts, etc.

BPM approaches management tasks comprehensively and, therefore, recognizes all involved persons as participants in the management process, including those who only influence this process.

In the most general case, the actions of the participants in the management process fit into a cyclic scheme of three components:

Awareness of how the business works and what are its driving forces (this aspect in the English-language literature is indicated by the capacious but, again, difficult to adequately translate the word insight), defining a strategy and setting goals;

Development of plans designed to ensure the achievement of the set goals;

Practical actions to implement plans.

Note that at each stage there is both interaction (more or less close) between the participants in the management process and information exchange: receiving, processing and distributing certain information. Thus, a management business process can be defined as a series of interrelated management operations and related information flows.

Examples management processes can serve strategic management, long-term finance management, new product development management, cash management, etc. Strictly speaking, the concept of BPM does not bring anything new to individual management processes. But at the same time, BPM allows you to focus on something else: to what extent the applied management methods and technologies correspond to the interests of the company and whether they are a limiting factor in terms of the effectiveness of its activities.

To effectively manage a business, you need to learn how to manage subordinates. To gain useful skills and master various management techniques, you can attend specialized courses, seminars or lectures. Using the webinar materials https://brammels.com/career/how-to-learn-management/, you can find …

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