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Organizational foundations of the management process. Organization management process

Management functions, their classification and relationship.

Topic 5. Functions and management technology

1. Management functions, their classification and relationship.

2. The process of managing the organization.

3. Control process technology

When studying this issue, the student should pay attention to the fact that management is a process aimed at achieving the goals of an enterprise. This process is a sequence of management actions to solve a number of specific production and social problems of the firm. These actions are called management functions. The word "function" is of Latin origin and means performance, activity, duty. Management functions can be defined as the activities required to organize and manage an entity.

Management functions were formed in the process of distribution and specialization of labor, since any management processes at the enterprise occur on the basis of functional distribution. Management functions reflect the essence and content management activities at all levels of government.

It is advisable to classify functions according to their place in the management system:

1) general management functions- functions typical for any management process performed by the governing bodies of all organizations, regardless of their purpose, forms of ownership. General functions express the content of the management process in any organization and do not depend on the specifics of the management object. These include: planning; organization; motivation; control; regulation.

2) private management functions- are characterized by the peculiarities of the implementation of general management functions, and are carried out by specialists based on the characteristics of the field of activity and the scale of management. The number of private management functions and their varieties are determined by the volume of functional activity, its final and intermediate results, and the depth of the division of labor. Private functions include: management commercial activities, marketing management, purchasing management, sales management, personnel management, etc.

3) unifying function of management- leadership - permeates all management processes in the organization.

The management process can be represented as a set of both general and specific management functions. Each general control function can be represented as a set of private functions and vice versa.

The distribution of functions into general and particular is conditional, since they are closely intertwined, mutually penetrating and complementing one another (Figure 5.1)

Rice. 5.1 - Relationship of private management functions

General management functions are performed at any enterprise, regardless of its purpose and characteristics of the activity. The content of each general management function is determined by many factors and characteristics of the firm. First of all, from the above factors affecting the elements of management technology. A specific change in the content of general management functions is manifested in the technology for performing a specific function. Thus, management technology describes both general functions (the nature of management actions) and specific functions (the object over which the management action is performed).

General management functions characterize only certain areas of management activities (for example, planning, accounting, control, etc.) and cannot be considered in isolation (separately) from each other. In the process of management, they interact and penetrate each other. The specific content of management is manifested only through management tasks.

Let's give a brief idea of the content of the general management functions.

Planning Is a type of management activity associated with the development of a set of measures that determine the sequence of achieving the goals of the enterprise, taking into account the most efficient use of resources.

The planning function follows from the content of management processes and is: a set of actions and decisions taken management staff that lead to the development of strategies for the organization to achieve its goals; development of current and short-term programs, policies, procedures and rules explaining how the objectives of the organization are to be achieved.

Organization- a type of management activity aimed at forming an organization's management structure, establishing a certain system of connections and relationships in it, which makes it possible to work effectively to achieve the set goals.

The function of the organization arises from the need to coordinate the joint actions of people in the process of achieving common goals. It includes the following sets of actions:

§ ensuring dynamic balance internal processes flowing between the controlled and the controlling subsystems, i.e. connection of people and means of production;

§ the establishment of relations between the organization (enterprise) and the external environment to ensure dynamic balance;

§ organization own production, i.e. the process of converting resources into finished products;

§ organization of the control subsystem;

§ organization of people's actions to perform other management functions.

It is the last set of management actions that determines the specifics of the organization's function. It consists in the fact that it is the only function that ensures the interconnection and efficiency of all other management functions.

Motivation- the process of encouraging oneself and others to take action to achieve personal goals and organizational goals

In the process of motivation, unmet needs are identified and assessed; goals are formulated that are aimed at meeting needs; identifies the actions required to meet the needs.

Control Is the process of measuring (comparing) the actual results achieved with the planned

Well-drawn up plans and the organization of their implementation does not at all guarantee effective achievement of the result. The process of fulfilling plans is constantly influenced by both internal and external factors. Comparing the actually achieved results with the planned ones, i.e. answering the question: how far have we moved towards the set goals, the organization's management gets the opportunity to determine where the organization has achieved success and where it has failed.

Regulation- a type of management activity aimed at eliminating deviations, failures, shortcomings, etc. in a controlled system by developing and implementing appropriate measures by the control system.

This type of activity is aimed at ensuring that the organization retains its dynamic stability, at maintaining and improving the state, its orderliness, maintaining connections between the subject and the object of management.

The general management functions discussed do not exist on their own. They appear as types of management activities only when interacting with private functions.

Private functions are due to the need to manage a complex organization. They arise as a result of the horizontal division of human labor. Such a division can be carried out according to the purpose of the main processes taking place in the organization.

Based on the study of the relationship of functions, management is being improved. Formation of an effective management system. elimination of unnecessary links. Bureaucratic obstacles. Overcoming resistance to change. The relationship of private and general management functions can be traced in table 5.1.

Common functions are abstract. They turn into real management activities only when they help to implement private management functions. Therefore, general functions are considered as the basis for the implementation of any management process.

Table 5.1 - The mechanism for the implementation of private management functions through common functions (example)

Private management functions	Implementation of private management functions through the use of common functions
Human Resources Management	· Planning the work of the personnel department. Formation organizational structure management of the personnel department and the selection of employees with the necessary qualifications. · Motivation of employees of the personnel department. Controlling the results of work (the results of selection in the organization necessary specialists, execution of documentation in accordance with established by law norms, the effectiveness of measures to improve the qualifications of workers, etc.). · Regulation by eliminating the deficiencies identified in the control process in the management of the personnel department.
Sales management	· Planning of sales of products. · Organization of relevant services, divisions (sales department, marketing department, etc.). · Incentives for employees engaged in sales activities. · Monitoring the results of sales activities (sales volumes, volumes of products in warehouses, etc.). · Regulation (elimination) of deviations revealed in the control process.

When studying the second question of this topic, the student must learn that the performance of control functions always requires a certain amount of time and effort, as a result of which the controlled object is brought to a given or desired state. This is the main content of the concept of "management process".

The management process in its simplest form is the activity of a leader in a subordinate team, whereby labor is combined in a team. Such a connection is achieved not by single acts, but continuous process management activity, which includes not only the current orders of the head, but also the permanent operating regulations and standards, with the help of which he also exerts his influence.

Participants in the management process- managers, executors and supervisors.

The purpose of the management process- joining the efforts of the participants to achieve a specific result.

The subject of the management process- information that performers, controllers and managers use in their activities.

Process Implementation Means- these are documents and various means of receiving, transmitting, registering, storing, processing and issuing information.

The management process has specific properties , each of which has an impact on the formation and development of the management system.

1. Dynamism manifests itself in a constant change in the management process in terms of focus, problems, nature of the flow, as well as in the dynamism of the interaction of its various stages and operations.

2. Sustainability manifests itself in the emergence of certain channels of the management process, which form the natural structure of the management system, enshrined in organizational acts.

3. Continuity reflects the need for continuous implementation of activities for the management of a trading enterprise.

4. Cyclicity manifests itself in the fact that the management process is a regular recurrence of the main stages and stages of its continuous implementation.

5. Discreteness manifests itself in the fact that, in its internal features, the management process is uneven.

A consistently implemented and completed management process forms a management cycle (Figure 5.2). In this case, the organization is modeled as open system, which has inputs and outputs and consists of a control and a controlled system that closely interact, since they are organically interconnected. Control system form the elements that provide the management process, managed- elements that provide the direct process of production, economic, commercial and other activities.

The process of managing an organization encompasses several sequential stages:

1. Implementation of management functions, which include all types of management activities (planning the sale of goods, managing the development of new technologies, organizing personnel work, accounting, etc.). we are talking about management activities at all levels of the management system of the organization: heads of organizations and their deputies, heads of departments, specialists of all directions (economists, technologists, lawyers). This means that the control apparatus concentrated in the control system in the process of managerial activity must fulfill its main task: to create a system of management methods - a set of ways of influencing the control system on the controlled one in order to ensure the production and economic activities of the organization and obtain specific results (production of products, provision of services and etc.).

Rice. 5.2 - Graphical model of the control process

2. Formation of management methods as the results of the implementation of management functions... These include the sales plan, material incentives to labor, pricing. However, the obtained management methods, as a rule, cannot exercise managerial influence, since in most cases they do not acquire the form of administrative levers. In order to give effective managerial influence to the methods of management, it is necessary to formalize them, i.e. turn into management decisions.

3. Formalization of management methods into management decisions... The peculiarity of this stage consists in the creation of mechanisms for transforming management methods into orders, orders, instructions, etc. after that, managerial decisions (formalized management methods) through direct communication channels come from the control system to the controlled system, carrying out the necessary managerial influence, ensuring the implementation business transactions, production of goods, provision of services, achievement of commercial, financial and other results.

If managerial decisions in the controlled system do not work enough (not executed, partially executed, performed with deviations), then information about all inaccuracies, shortcomings through the channels feedback we enter the control system (the regulation procedure is carried out), in which the control apparatus develops the necessary measures.

4. Providing Leadership-Based Management Impact... Management of an organization is a type of management activity that combines labor processes of all employees, ensures the implementation of functions and the formation of management methods, the development and adoption management decisions, and also formalizes the impact of the control system on the controlled one. Management is a unifying factor in the structure of management categories, since it determines the directions of the management apparatus, the effectiveness of management decisions, the degree to which the organization's goals are achieved.

The implementation of the management stages is accompanied by communications, i.e. processes of information exchange between employees, departments and other organizations.

Management process Is the impact on an object in order to change its state or form.

Control system is divided into two subsystems: controlled and controlled.
Control subsystem performs production management functions. It includes a management apparatus with all workers and technical means. Controlled subsystem carries out various management functions. It includes workshops, sections, brigades.

Functionally, the control system is subdivided into subsystems:

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

The control system includes:

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

Subject of management

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

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

Subjects of management- centers of activity, centers of responsibility.

Subject of management- this is the leader, collegial body or a committee with managerial influence. The leader can be both a formal and an informal team leader. In turn, the subject of management can also be an object of the board (for higher managers).

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

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

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

Requirements for the subject of management:

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

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

system of management goals;
functional model of the control system;
structural model;
information model;
communication model (relationship systems);
efficiency model;
control mechanism;
operating (technological) model.

Control object

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

Control object- this is an individual or a group that can be combined into any structural unit and on which the management impact is exerted. Nowadays, the idea of participative management is spreading more and more, i.e. such management of the affairs of the organization, when all members of the organization, including the rank and file, participate in the development and adoption of the most important decisions. In this case, control objects become its subjects.

Management process in the organization

Management process Is a certain set of management actions that are logically linked to each other in order to ensure the achievement of the set goals by transforming resources at the input to products or services at the output of the system.

The management process is a set of actions associated with identifying problems, searching for and organizing the implementation of decisions made.

All management processes are divided into two groups:

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

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

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

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

Situation- represents the state of the controlled subsystem.

Problem- this is a discrepancy between the actual state of the controlled object and the desired or specified.

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

Steps in the management process:

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

Management mechanism

Management in an organization is carried out using management mechanisms. The economic mechanism solves specific problems of interaction in the implementation of socio-economic, technological, socio-psychological problems arising in the process of economic activity.

Control mechanism- This is a subsystem of the control system, the purpose of which is to provide the property of controllability of the system as a whole.

Components:

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

The economic management mechanism consists of three levels:

in-house management;
Production Management;
personnel Management.

In-house management:

marketing;
planning;
organization;
control and accounting.

Intrafirm management principles:

centralization in management;
decentralization in management;
a combination of centralization and decentralization;
orientation towards long-term development goals;
democratization of management (participation of employees in the top management).

Production Management:

research and development;
ensuring the development of production;
sales support;
selection of the optimal organizational structure of management.

Personnel Management:

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

Methods of influence in management

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

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

Management methods can be:

economic;
organizational and administrative;
socio-psychological.

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

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

Organizational and administrative methods are divided into three groups:

organizational and stabilizing - establish long-term ties in management systems between people and their groups (structure, staffs, regulations on performers, operating procedures, management concepts of firms);
managerial - provide operational management joint activities people and firms;
disciplinary - designed to maintain the stability of organizational ties and relationships, as well as responsibility for a specific job.

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

Management functions

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

On these grounds, two main groups of management functions can be distinguished:

general management functions are functions that determine the type of management activity, regardless of the place of its manifestation;
specific functions are functions that determine the focus of human labor on a specific object. They depend on the organization, the directions of its activities. Specific management functions arise from the horizontal division of labor.

TO general management functions relate:

planning;
organization;
coordination;
motivation;
control.

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

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

Organize- means to create a kind of structure. There are many elements that need to be structured in order for an organization to fulfill its plans and thereby achieve its goal.

Because people in the organization do the work, others important aspect the function of the organization is to determine who exactly should carry out each specific task. The leader selects people for a specific job, delegating tasks and powers or rights to individuals to use the resources of the organization. These delegates accept responsibility for the successful fulfillment of their responsibilities.

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

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

Vertical coordination acquires the meaning of subordination - the subordination of the functions of some components to others, and in management - the subordination of the younger to the senior, which is based on the norms of official discipline. The task of vertical coordination is the organization of effective communication and balancing of structural divisions and their employees of various hierarchical levels.

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

Motivation- the process of encouraging oneself and others to take action to achieve common goal... The leader should always remember that even the best plans and the most perfect structure of the organization do not matter if someone is not doing the actual work of the organization. Therefore, the task of this function is to ensure that members of the organization perform work in accordance with the delegated responsibilities and according to the plan.

Control Is the process of ensuring that an organization truly achieves its objectives. Circumstances can cause the organization to deviate from the main course set by the leader. And if management is unable to find and correct these deviations from the original plans before the organization is seriously damaged, the achievement of goals will be jeopardized.

Any organizations, including manufacturing enterprises to achieve the set goals, they need a management process. The organization of management presupposes a combination in space and in time of all components of the management process. The organization of management involves the creation of an organizational structure and the organization of the functioning of the production system. The management process can be represented as a sequence of management decisions. The functional aspect of production management involves the performance of a number of functions. Common management functions include planning, organizing, motivating, coordinating, controlling and regulating. Each of these functions, in turn, can be represented by a set of more particular functions. The planning function, for example, includes analyzing the state of the control object, predicting the trends of its development, determining the management goals, developing a plan for achieving goals (distributing goals and resources by executors and deadlines). The control function includes functions such as accounting and analysis. All of these managerial functions require decision making. So, when planning, planning decisions are made, when organizing - organizational decisions, when regulating - operational regulatory decisions.

Making decisions Is a process that begins with the emergence of a problem situation and ends with the choice of one of several possible solutions and the action to establish the problem situation. Problem- This is a situation characterized by such a difference between the necessary (desired) and the existing state of the controlled system, which prevents its development or normal functioning. Management solution Is a product of managerial labor, it is a choice of an alternative carried out by a manager within the framework of his official powers and competence and aimed at achieving the goals of the enterprise. Management decisions are the main tool of management influence in response to problematic situations that arise in the course of enterprise management.

Management decisions are a way of constant influence of the control subsystem on the controlled one (the subject of decision making on the object of the decision execution), which ultimately leads to the achievement of the set goals.

The processes of developing, making and implementing managerial decisions, assessing their actual effectiveness occupy a central, hierarchically important place in the structure of managerial activity, since it is they who determine to the greatest extent both the content of this activity and its results.

Decision making is the core content of all management functions. The need for decision-making arises at all stages of the management process and is associated with all areas and aspects of management activities. From the standpoint system analysis the management process is, in essence, the process of solving the problems of the enterprise that arise in the course of its functioning and development.

The management cycle always begins with setting goals, identifying and identifying problems, continues with the development and adoption of a solution necessary to respond to a problem situation, and ends with the organization and control of its implementation. Analysis of the obtained result and assessment of the degree of achievement of the set goal serves as a source of identifying new problems and making new decisions, thus resuming the management cycle.

The meaning of management activity is to ensure that the enterprise achieves its goals, while the content of management is to develop certain control actions aimed at achieving these goals. The development, adoption and implementation of decisions is, therefore, a concentrated expression of the very essence of management.

Management decision is understood as the choice of an alternative; an act aimed at resolving a problem situation. Ultimately, a management decision is presented as a result of management activities.

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

Thus, the concept of a decision is ambiguous and is viewed as a process, as an act of choice and as a result of a choice.

The decision as a process involves a regulated sequence of actions for the development, adoption and implementation of control action to achieve the goal.

A decision as an act of choosing (in accordance with the adopted criteria) means and methods of implementing a reaction to a problem that has arisen from a variety of possible alternatives involves the release of regulatory document regulating the activities of the management system, an action plan, oral or written orders on the need to perform a specific action, operation, process.

The decision as a result of the implementation of a specific chosen option of actions is the implementation of the set goal, reflected in the established indicators.

A managerial decision is a creative act of the subject of management (the head and his supporting staff), which determines the implementation of a reasonable choice from possible alternatives of the goal, plan and method of the team's activities to resolve a problem situation based on knowledge of the objective laws of the functioning of the control object and analysis of information monitoring the state of the controlled system and the effects of the external environment.

A managerial decision is a social act, prepared on the basis of a variant analysis and an assessment adopted in the prescribed manner, which has a directive value, contains the setting of goals and the rationale for the means of their implementation, organizing practical activities subjects and objects of management, aimed at achieving these goals.

Questions of methodology for making managerial decisions cover concepts such as a typology of decisions, principles, methods and technology for developing and implementing decisions, criteria for evaluating alternatives.

The concept of organizing the development of management decisions includes measures to improve working together various links and divisions of the enterprise, as well as its individual employees as part of the development and implementation of solutions based on established regulations, instructions, standards, norms of responsibility and other directive documents.

Organizational entity management decisions is that the personnel of the organization is involved in this work. For effective work, it is necessary to form a workable team, develop instructions and regulations, empower employees, rights, duties and responsibilities, establish a control system, highlight necessary resources, including information, provide workers with the necessary equipment and technology, constantly coordinate their work.

The organizational content of the solution is manifested in the fact that the system of organizing work on the development and implementation of solutions should be clearly defined, which allows to establish and consolidate the rights, duties and responsibilities individual works nicknames and services of the organization for the implementation of individual work (operations), stages and stages of development and implementation of solutions. This is done by regulating and instructing employees involved in the development and implementation of the solution.

The concept of "technology for developing a management solution" reflects the specifics and stages of actions to develop a solution, identified on the basis of optimizing the conditions for its practical implementation, taking into account professional level employees, specific conditions and various circumstances that determine the implementation of the decision.

The concept of "methods for the development and implementation of decisions" includes methods, forms, techniques for performing work on the preparation and implementation of management decisions (data analysis, processing and systematization of the necessary information, determining options for action, selection criteria, ways of making a decision and the procedure for its implementation and control over implementation of the solution).

The subject of management - a decision-maker (DM) - can be one person or a group of people. The decision maker must have certain knowledge and experience in making decisions, and must also have the ability to take reasonable risks and a developed sense of intuition, must clearly understand his preferences and powers. Having the right of final choice, the decision maker may disagree with any of the options proposed by experts, consultants, advisers. When rejecting a decision, the decision maker should be able to formulate new goals, identify resources for a solution and assess the degree of achievement of new goals.

The concept of "the object of making a management decision" includes all aspects of the enterprise, in particular, such as the organization of production, ensuring the introduction of innovations, economic and financial development, conducting marketing research on the market, organizing management activities, organizing wages, social development staff and personnel policy etc.

Management decisions are the driving force in the implementation of all enterprise management functions. So, to the functions production units relate:

marketing research;

design;

pre-production;

material and technical resource management;

production of products;

sales of products;

product quality management;

personnel management;

financial management.

The main functions of the management process include:

planning;

organization;

motivation;

coordination;

control;

regulation.

The functions of the decision maker in terms of development stages for the implementation of management decisions include:

analysis of information;

diagnosis of the situation;

development of decision options and selection criteria;

choice of alternatives;

organization of the implementation of the decision;

control of results.

The relationship of these functions can be schematically shown as follows (figure)

Management decisions must implement the following functions: directing, coordinating, motivating.

Guide the function of decisions is manifested in the fact that they are made on the basis of a long-term development strategy of the enterprise, are concretized in a variety of tasks. At the same time, decisions are the guiding basis for the implementation of general management functions - planning, organization, motivation, coordination, control, regulation, which are implemented through decisions.

Coordinating the function of decisions is reflected in the need to coordinate the actions of the executors for the implementation of decisions within the approved time frame and of appropriate quality.

DM functions

Relationship of functions

Motivating the function is implemented through the system organizational measures(orders, decisions, orders), economic incentives (bonuses, allowances), social assessments(moral and political factors of labor activity: self-affirmation of the individual, creative self-realization).

For effective preparation and implementation of management decisions, it is necessary to provide support for management decisions, i.e. to assist decision makers and decision makers in the field of methodology, organization, personnel, information and economics.

Scientific and methodological support consists in the development of hypotheses, ideas, theoretical provisions, principles that require experimental testing on models and subsequent implementation in management decisions in the formation of goals, objectives and content of the control action.

Organizational support provides for the need to develop guidance materials on the order of development, implementation and control of management decisions, on terms, procedures, participants, distribution of responsibilities between them, etc.

Methodical support, i.e. complex development teaching materials on all aspects of management decisions within the stages of preparation, implementation, analysis, evaluation of the results of decisions.

Personnel and social support provides for special training of personnel for participation in the development and implementation of the solution and the involvement of specialists of other profiles to ensure the completeness of the study, as well as conducting individual and explanatory meetings with the participants and implementing the solution.

Information-theoretical support provides the necessary information and allows you to automate information procedures, as well as the process of preparation, implementation and control of management decisions.

Economic support defines the terms of financing and the necessary resources and issues of developing incentives for participants to develop and implement a solution.

Legal support ensures the compliance of the decision as an organizational and legal act with the authority of the decision maker, the established procedure for adoption and execution, verification of the legal consequences of the implementation of the decision. The solution should determine the sequence and order of actions to solve the problem; calendar dates (intermediate and final); responsible executors with indication of divisions, officials and surnames; coordination and interaction between co-executors; reporting procedure.

In the methodology (development and implementation) of management decisions, such concepts as goal, alternatives, criteria, models, decision subject (DM), decision object, decision functions, decision support are used.

Target means the desired end result of the activity. As a direct motive, the goal directs and regulates human activity.The goal of organizing the decision-making process is to increase its efficiency while saving living and past labor, which, in particular, is reduced to rational use information.

Alternatives – possible ways solving a problem or problem to achieve the set goal. To select a solution (alternative) based on the formulated goal, it is necessary to define a set of criteria and develop rating scales for them.

Criterion- this is the rule according to which alternatives are arranged in order of their importance or preference. The criteria determine the degree of goal achievement. In many cases, a decision has to be made in a multi-criteria environment.

In such cases, the criteria are ranked in order of importance and the preferences of the decision maker are used.

Model is a conditional image of an object, process or phenomenon, used as a substitute for the original and reflecting its essential aspects. The model makes it possible to repeatedly conduct experiments to study the possible results of the implementation of various solutions. The model is being developed to improve understanding of the objectively existing reality and to develop a rational plan of action.

The lack of reliable information does not allow adequately justifying the decision options, the lack of time prevents a thorough objective assessment of the possible consequences of choosing one or another decision option, then decisions are made in conditions of uncertainty. According to the degree of uncertainty, situations can be divided into definite (deterministic), probabilistically definite (risky) and uncertain.

The decision maker's subjective information is based on his experience, intuition, and policy. The characteristics of the human information processing system impose certain restrictions on all human behavior, even if it is an experienced, rationally thinking leader. This leads to the fact that decision makers themselves, without additional analytical support, use simplified and sometimes contradictory decision rules. To perform this additional analytical elaboration of the decision, a decision-maker is needed who must help the decision-maker to consistently and consistently formulate the policy, the decision-maker's preference system and the structure of the problem. By designing procedures for identifying preferences and making decisions, the decision-maker helps the decision-maker to make informed choices, determine the necessary compromises, consciously and consistently pursue their policies and evaluate their possible consequences.

A social (public) system is characterized by the presence of a person in a set of interrelated elements. (For example, a production team). A set of solutions in social system characterized by a variety of means and methods of implementation. This is due to the fact that the main object of control is a person as a person with a high rate of change in consciousness, as well as the breadth of nuances in reactions to identical and similar situations.

Depending on the conditions for the implementation of decisions in the social system, the leader can achieve from the subordinates as cooperation (support) and confrontation. The professionalism of a specialist who develops or implements a solution is determined by his ability to create a stimulating environment for the implementation of the solution. Employee, in functional responsibilities includes actions to manage the activities of other employees (subordinates), is a leader. The decisions made by the leader in the social system are called management decisions.

Before it starts by itself manufacturing process, the leader creates his model (goals, forms of specific activities, available resources and opportunities, probable difficulties and ways to overcome them). All this is formed in the form of a management decision that directs, organizes and stimulates labor activity collective.

Topic 2. CONDITIONS AND QUALITY FACTORS

Management process is a collection certain types activities aimed at streamlining and coordinating the functioning and development of the organization and its elements in order to achieve their goals.

Management process solves two tasks:

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

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

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

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

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

By means of managerial laboris an everything that facilitates operations with information - from computers, telephones to fountain pens and paper. At the same time, there are: means of drawing up documents (printers, dictaphones, etc.); means of processing and paperwork (stamps, cutters, punchers); means of grouping and storing documents (folders, binders, filing cabinets); means for performing computational operations; operational communication means; furniture.

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

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

Heuristic labor is reduced to a set of actions for the analysis and study of certain problems facing the organization, and the development, on the basis of this, of various options for their solutions - managerial, economic, technical. Depending on the complexity and nature of the problems themselves, this work is performed by managers and specialists.

Administrative Labor is the lot of chief executives. It is associated with the implementation of such types of work as the current coordination of the activities of subordinates, their control, assessment, motivation, management (communicating the decisions made orally and in writing to the executors), instructing, exchange of information (carried out in the process of holding meetings and conferences, receiving visitors , conducting business negotiations, answering letters and phone calls, bypassing workplaces).

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

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

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

Management operations Is a technologically indivisible process of processing management information supplied to a given structural unit.

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

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

Management jobs vary:

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

Let us dwell on the latter in more detail, since for managerial work it is almost the main characteristic.

Complexity of managerial work due to several circumstances.

Firstly, the scale, number and composition of the problems to be solved, the connections between them, the variety of methods used, organizational principles.

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

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

communication (negotiating, receiving visitors, bypassing the organization, going on business trips);
administrative and coordination (communicating decisions made verbally and writing, drawing up and issuing assignments, instructing);
control and evaluation (checking the timeliness and quality of assignments);
analytical and constructive (studying information and preparing solutions);
information technology (with information carriers), which take 10 - 15% of the working time; primary counting and accounting.

Management procedure- a set of interconnected in a certain order of management operations and documents aimed at achieving a fixed one.

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

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

By content:
- informational or information technology related to the processing of information and its carriers. It also distinguishes documentary, primary accounting, accounting and computing operations and procedures;
- logical-thinking or analytical-constructive are associated with the preparation and adoption of managerial decisions;
- organizational ones consist of service-communication, administrative and coordination operations and procedures.
By the nature of the combination in time:
- consecutive, i.e. each operation or procedure begins only after the end of the previous one;
- parallel, involving the simultaneous execution of operations and procedures;
- parallel-sequential provide for the partial combination of adjacent operations and procedures in time and space.
By complexity:
- simple operations and procedures, i.e. containing several elements and operations;
- complex operations (20-30 elements) and procedures (100 or more operations).
By the degree of repeatability:
- repetitive, i.e. constantly performed by employees of the management apparatus;
- non-repetitive or creative, complex operations and procedures.

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

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

Management, although it plays a definite role in the organization, nevertheless, as it were, permeates the entire organization, touching and affecting almost all areas of its activity. However, with all the diversity of interaction between management and the organization, it is possible to quite clearly establish the boundaries of the activity that makes up the content of management, and also quite clearly define the subjects of management activity - managers.

Organization management appears as a process of implementing a certain type of interrelated actions to form and use the organization's resources to achieve its goals. Management is not equivalent to the entire activity of the organization to achieve its ultimate goals, but includes only those functions and actions that are associated with the coordination and establishment of interaction within the organization, with the incentive to carry out production and other activities, with the target orientation of various activities, etc. P. (fig. 1).

Initial state Final state

Rice. 1. Place of the management process v organization

The content and set of actions and functions carried out in the management process depend on the type of organization (business, administrative, public, educational, army, etc.), on the size of the organization, on the scope of its activities (production of goods, provision of services), from level in the management hierarchy (top management, middle-level management, Lower level management), from the function within the organization (production, marketing, personnel, finance) and many more factors. However, despite all the diversity, as A. Fayol noted back in 1916, all management processes in an organization are characterized by the presence of, in general, homogeneous types of activity. All types of management activities can be grouped into four main management functions: 1) planning, which consists in choosing goals and an action plan to achieve them; 2) the function of the organization, through which tasks are distributed between individual departments or employees and the establishment of interaction between them; 3) leadership, consisting in motivating performers to carry out the planned actions and achieve the set goals; 4) control, which consists in correlating the actually achieved results with those that were planned.

Manager

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

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