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What is the difference between the commandant and the administrator. What is the difference between an administrator and a manager

Each enterprise of any level must have a management unit that coordinates the activities of the entire enterprise as a whole. Without such specialists, the proper functioning of any more or less large organization is impossible.

What is administration

Administration is the control of the activities of the enterprise, its individual divisions and personnel units. This process is carried out by managers, specialists, executives of the management apparatus, usually members of the organization at the top level.

Administration is a process as a unit of enterprise personnel, that is, it is not considered as a person. The subject controls the object of administration for the proper execution of the rules prescribed by the internal order of the organization.

Administration tasks

Administration is aimed at providing the administrator and his assistants with a set of certain norms for the actions of the enterprise personnel, such as:

provisions establishing workers' rights;
restrictions in their activities;
staff responsibilities;
procedures performed by them and in relation to them.

The main tasks of administration are elements of a complex system for organizing personnel activities.

The subject of administration performs the following tasks:

management of the organization as a whole;
regulation of the rights and powers of ordinary personnel and management personnel;
control over the execution of all tasks assigned to personnel;
management of resources, both human and financial;
regulation of the work of specialists;
organization of office work and workflow;
management processes.

Administration resources

Administration is a set of sequential actions that the administrator carries out using certain resources:

rules for the formation of subjects and objects of management as separate elements of a single organizational system;
construction orders in the form of cycles and sequences;
regulations of functions assigned to a certain position;
forms of relationships within the structure of the organization;
procedures for the implementation of management, its construction, justification and development.

Administration functions

The administrator has the following functions:

to ensure stability and certainty in the functioning, content, composition and structure of all divisions of the organization;
create and promote a rigorous, purposeful organization;
to provide a universal approach to administration and existence in real market conditions;
unify the forms of interaction with external business partners;
provide the necessary changes within the organization.

Administration in the process of enterprise management is most often manifested by the following procedures:

development of a model of interaction between departments;
identifying the goals of the organization and ensuring their implementation;
distribution of functions between employees;
planning the management process, as well as its phased implementation.

What is the difference between an administrator and a manager

Concepts such as management and administration are very close to each other, and very often incompetent people confuse one with the other. But this is fundamentally wrong, although they both imply the implementation of management of an enterprise, department, state.

Administration is the actions of the relevant employee aimed at controlling the detailed execution of tasks, orders, deliveries, schedules, plans, criteria, that is, taking into account every little thing that ensures the success of the enterprise.

Management is, first of all, motivation to ensure the best result of its functioning.

The manager has much more rights, in contrast to the administrator, his responsibility is higher, and, therefore, the range of responsibilities is much broader. His powers include making decisions that can affect the reputation and state of the company.

The administrator performs mostly applied functions: controls the execution of tasks by employees, organizes work activities, communicates with clients. In general, it complies with the orders of the management in relation to subordinate employees.

To make it very clear, it is worth identifying the main distinguishing features of a manager and an administrator:

Education. A manager must have a university degree, and an administrator must have a secondary or vocational education.
Powers. The administrator is limited by clear instructions and regulations, and the manager is given a wider range of both responsibilities and rights.
Personal qualities. The administrator is required to be attentive, diligent and disciplined, and the manager must be decisive, creative and proactive.

Thus, we can conclude that administration is the implementation of clear instructions from the management to control the actions of ordinary personnel and individual departments.

BEAUTY SALON MANAGER

The beauty salon manager belongs to the category of senior management personnel. It is to him that the founder (owner) entrusts the management of his company (beauty salon).

Characteristics of the profession

The profession of a manager (leader, director) belongs to the type "Person - Person", as it is associated with communication and interaction with people.

By its nature, the profession of a manager is a profession of the leading class, as it is associated with planning and organization, management and coordination of activities, control and management decisions.

Description of the profession

What skills should your beauty salon manager have?

The beauty salon manager works in the best interests of the salon owner and ensures that he makes a profit.

A beauty salon manager must be a versatile person, well-versed in many areas of knowledge: management, marketing, finance and accounting, personnel management, psychology, ethics and aesthetics, etc.

A beauty salon manager must be able to navigate the trends and prospects of the beauty industry, know the leading brands in the industry, as well as fashion trends of each season. He must have an idea of the peculiarities of financial and economic activities, the specifics of the internal structure of the activities of such an organization as a beauty salon.

The beauty salon manager is in charge of the general management of the salon. The peculiarity of the work of a beauty salon manager is that in a small business, the main areas of work are the same as in a large one, only there is no staff to perform these duties.

In the activities of the manager of a beauty salon, five main areas can be distinguished: management of production and economic activities, finance and accounting, management of personnel, provision of a high level of service and interaction with external counterparties, regulatory and inspection organizations, and authorities.

He bears full responsibility for the effective use and safety of the salon property, maintenance of the premises and property in good condition in accordance with the rules and regulations of operation, sanitary and hygienic and fire safety requirements, thereby ensuring favorable and comfortable working conditions for the salon personnel, in accordance with the rules and regulations. labor protection.

Managing financial and economic activities, the manager is responsible for the results of these activities and the achievement of planned financial indicators, the growth in the volume of services provided by the client and the increase in profit and competitiveness of the enterprise.

The manager of the beauty salon manages the entire document flow: issues orders for organizing activities and personnel issues, prepares and endorses all financial and personnel documentation, submits reports on the financial activities of the salon to the owner of the company in due time.

The manager must be able to distribute and delegate the authority for the operational management of the salon to the administrators in order to free up time for solving other, first of all, strategic tasks.

Unlike an administrator, a manager must be able to present a beauty salon not only to visitors, but also to potential and / or existing partners, be able to competently and correctly detach from competitors, interact with promotion and advertising specialists, and participate in the development of business development strategy issues.

The manager of a beauty salon should not work with clients of the salon, replacing the administrator, but he must spend a lot of time in the hall: meet clients, ask their opinion about the salon, meet new clients, and warmly welcome regular customers.

A good beauty salon manager greets clients like a hospitable owner of a house greets guests. He strives to ensure that all guests have a good mood, they feel cozy and comfortable.

The manager must provide a high level of customer-oriented service in the salon. Create and organize various programs and promotions aimed at increasing customer loyalty, taking care of expanding the client base and increasing the number of regular visitors to the salon.

The manager pays special attention to resolving conflict situations with clients. If the client makes complaints about the quality of the service or the quality of the procedures performed, the manager must do everything possible to resolve this problem so that the reputation of the salon does not suffer, and the client has a favorable impression of the company.

Most of the time, the manager of the beauty salon devotes to working with the staff of the salon. The manager of the beauty salon is directly involved in the selection, testing, advanced training, certification of employees, analyzes their activities in terms of qualitative and quantitative indicators.

Most of the employees are of "creative" nature, therefore, very often demonstrating high quality of work, some employees have problems with adherence to labor discipline. Sometimes the masters, striving for greater independence, simply “take clients away from the salon”. Maintaining a high level of staff loyalty to the company is one of the most important tasks of a beauty salon manager. This is facilitated both by various corporate events and by a well-structured personnel motivation system aimed at increasing efficiency and building a system of internal interaction between employees.

Thus, a good beauty salon manager must be both a strategist and a tactician at the same time. Since, on the one hand, he, together with the owner, develops a business development strategy, and on the other hand, he must be able to perform tactical tasks and solve current problems.

What Your Beauty Salon Manager Should Know?

A beauty salon manager should know:

Rules of consumer services for the population of the Russian Federation
Labor Code of the Russian Federation
Law on Consumer Protection
development trends of the beauty industry market, current directions of its development;
basics of management
fundamentals of economics, labor organization and management;
rules for accounting for inventory and financial reporting;
fundamentals of marketing and advertising organization;
fundamentals of ethics and aesthetics;
rules of business etiquette;
foundations of psychology;
rules for working with a PC (MS Office: Word, Excel, 1C 8salon, etc.).

What should your beauty salon manager be able to do?

Based on his knowledge, the manager of the beauty salon manages the work of the beauty salon.

Main activities:

Supervises the production and economic activities of the beauty salon;
Supervises the financial and economic activities of the beauty salon;
Provides a level of customer service corresponding to the class of a beauty salon, organizes a set of measures to continuously improve the quality of customer service;
Ensures compliance with technical and sanitary-hygienic standards, fire safety;
Considers claims related to unsatisfactory customer service, takes measures to prevent, prevent and arise conflicts related to customer service;
Ensures that the beauty salon fulfills all obligations to suppliers, customers, creditors, etc., including bank institutions, as well as the implementation of business and labor contracts;
Takes measures to provide the beauty salon with qualified personnel, ensures the rational and efficient use of labor resources, provides them with safe and favorable working conditions, contributes to their self-development and improvement of their qualifications;
Based on the rules, standards and regulations for the work of the employees of the beauty salon approved by the head of the organization (owner of the salon), it manages personnel, organizes and monitors the performance of their work, and ensures, if necessary, their effective interaction;
Monitors the observance of labor and production discipline by employees of the beauty salon, fire safety rules, labor protection standards, safety measures and sanitary and hygienic rules;
Provides timely maintenance and reporting to the head of the organization (owner of the salon) on the financial and economic activities of the beauty salon;
Interacts with auditing organizations, represents the interests of the salon in government agencies, public authorities and administration, in court, arbitration, etc.

Working conditions

The manager of a beauty salon is independent in his activities and bears full responsibility for his decisions. Making decisions in accordance with the situation, the priority for the manager is the interests of the owner of the beauty salon.

Despite the presence of a work schedule (usually 5/2), the manager's working day is often not standardized.

The manager carries out his activities in the premises behind the workplace, he is mobile. In the salon, the manager most often has his own office, but he spends a certain amount of time every day in the hall or in the guest area of the salon. Professional communication is carried out directly or with the help of technical means of communication.

Medical restrictions:

Diseases of the musculoskeletal system
Diseases of the nervous system
Diseases of the cardiovascular system
Diseases of the organs of hearing, speech and vision
Mental disorders
Various forms of allergies (especially to cosmetics)

Individual characteristics of a specialist

Qualities that ensure the success of the professional activities of the manager of a beauty salon:

Capabilities

Good organizational skills (will, dedication, determination, perseverance, creativity, etc.)
Ability to lead
Ability to show leadership qualities in communication with subordinates
Communication capabilities (the ability to get in touch, build relationships, the development of verbal and non-verbal communication channels, professional competence, etc.)
The ability to manage oneself (the ability to self-regulate in the process of self-management and reflection)
Ability to demonstrate the business qualities of an entrepreneur: set promising goals, use favorable opportunities, respond flexibly to changes in the surrounding world, etc.
Well-developed analytical skills (the ability to receive and process the necessary information, evaluate, compare, analyze it)
Abstraction ability
High level of conceptual thinking.

Personal qualities, interests and inclinations

Erudition
Energy
External attractiveness (neatness, elegance, good manners, good manners, clear, clear and lively speech)
Confidence in yourself, in the decisions you make
Purposefulness (priority of organizational motives)
Tactfulness (the ability to show a sense of proportion and find the best form of relationship)
Efficiency (the ability to captivate people, intensify their activities, find the best means of emotional and volitional influences and choose the right moment for their application)
Exactingness
Criticality (the ability to detect and express deviations from established norms that are significant for the activity)
Flexibility (the ability to respond flexibly to different changes in management situations)
Creativity (the ability to be creative in solving managerial problems, a tendency to improvise)
Developed intuition
Striving for continuous personal growth
Having a sense of humor (having a positive effect on the psychological climate in the team)

Qualities that hinder the effectiveness of professional activity:

Low level of intellectual development
Lack of organizational and communication skills
Self-doubt
Indecision
Disorganization
Indiscipline
Lack of initiative
Lack of principle, lack of a sense of duty
Imbalance
Tactlessness
Rigidity (inability, unwillingness to change, change behavior under the influence of the environment)
The tendency to shift responsibility to others.

Henri Fayol ( fr. Henri Fayol, July 29 1841 - 19 november 1925 ) the founder of the administrative (classical) school of management.

The term "administration" in European languages came from Latin, in which the ancient Romans, who were famous for the rigid centralization of government, expressed themselves. Therefore, it means the activity of the state in management, the totality of state bodies that carry out the functions of management. The term "administration" refers to the highest part of the management hierarchy, the management personnel of the institution. It has little of business and commerce, but a lot of bureaucracy and command.

The classical theory of scientific management was born at the beginning of the 20th century. and was an attempt to solve the acute problems of modern social production. G. Fayol, a French engineer, scientist, researcher, made a great contribution to the "classical theory" of management. He was one of the first to formulate a number of general principles of administrative theory. He introduced five elements that define the functions of administration: foresight, planning, organization, coordination, control.

G. Fayol was the first to stop considering management as an “exclusive privilege” of top management. He argued that administrative functions exist at any level of the organization and even the workers themselves perform them, but the higher the level of management, the higher the administrative responsibility.

What is the fundamental difference between managers and administrators? The main difference between them lies in the fact that the former are predominantly engaged in operational control over the enterprise, associated with the actual circumstances and conditions for it. Administration is the implementation of general and strategic organizational leadership.

In addition, if the term "administrator" is applicable solely to refer to senior managers, then the term "manager" refers to all levels of management. Thus, both terms can be applied to senior management. With less confidence, this can be done at the middle level of management (for example, when designating the head of a workshop, etc.), but it is incorrect to call the foreman or the head of the section an administrator.

“In a single administrative process, the leadership role can be defined as philosophical (in this context, philosophy means the substantiation of the value foundations of the organization's existence), and the managerial role as applied or technical. Both of these roles complement each other. If the leader-administrator sets the value base of the organization, determines the prospects for its development and the program for the implementation of this perspective, that is, implements the policy of the organization. And its role can be defined as creative. The manager, on the other hand, performs the prescribed technical and technological functions that support the life of the team, that is, he is engaged in everyday routine work. Of course, the managerial level can strengthen the leadership level. Both are essential to the success of the organization. "

By management in the broad sense of the word, we mean the function of any organized social system aimed at maintaining its qualitative definiteness, at maintaining a dynamic balance with the external environment and at its development. Social management (administration) is a spontaneous or purposeful impact on the subsystems (elements) of an integral social system based on the principle of feedback, so that the functioning and development of this system becomes optimal. Administration is the highest level of management of the organization as a whole, structurally the highest level of the organizational hierarchy, which has access to external relations. Leadership and management are essential parts of the management process.

Administrative management is a team management activity aimed at solving external problems and creating the best conditions for this.

5. American and Japanese models of management. Management schools in the USA and Japan are currently leading in the world and are considered in other countries as a kind of benchmark for management development. There is a certain similarity between them: both schools focus on the activation of the human factor (using, however, different forms and methods), constant innovation, diversification of manufactured goods and services, downsizing of large enterprises and moderate decentralization of production; are guided by the development and implementation of long-term strategic plans for the development of the enterprise (however, if American managers develop their plans for 5-8 years, then Japanese managers - for a period of up to 10 years or more). At the same time, despite the outward similarity, these two administrative schools have features due to the specifics of the socio-economic development of their countries.

The basis of the American system of government is the principle of individualism, which arose in American society in the 18th and 19th centuries, when hundreds of thousands of immigrants arrived in the country. In the process of developing vast territories, such national character traits as initiative and individualism were developed. For Japan, in which until the end of the XIX century. feudalism remained, the traditional orientation of social consciousness to collectivism (belonging to a social group) is characteristic, and the formation of the modern Japanese system of government took place with this feature in mind. Currently, Japanese management is becoming more widespread in countries such as South Korea, Taiwan, Singapore, Hong Kong, Thailand, taking into account common cultural values and traditions.

There are other differences between Japanese and American control systems. In the United States, the management process relies on a bright personality capable of improving the organization's performance - in Japan, managers are guided by the group and the organization as a whole. American firms have rigid management structures with specific functions — Japan has more flexible management structures that are created and dismantled as specific tasks are accomplished. The main incentive for American workers is the economic factor (money) - for Japanese workers, it is not money that plays a more significant role, but socio-psychological factors (sense of belonging to the team, pride in the company). Western European and American enterprises are characterized by the presence of moral and psychological prohibitions that restrain the initiative and creativity of workers - Japanese workers are guided by the concepts of internal duty and the subordination of their interests to the interests of the collective. In crisis situations, American managers try to lay off part of the staff in order to reduce the costs of their organization and make it more competitive - in Japanese enterprises there is an unwritten law of the so-called life-long hiring of workers, in which the working personnel is considered the highest value of the organization, and therefore, the administration will do everything possible in order to keep our employees in the most crisis situations. According to the employment contract, American workers are focused only on the performance of their functional duties - Japanese workers strive not only to fulfill their job duties, but also to do the most useful for their organization, for example, an American foreman or engineer will never perform work on cleaning the workshop area, even if he has free time, and a Japanese specialist, having free time from his main activity, will definitely do something useful for his company, since he is focused not on performing strictly outlined functional duties, but on working for the good of his company.

American workers usually change their place of work every few years, moving to firms that offer them higher wages or better working conditions. This is also caused by the fact that in the United States traditionally only vertical careers are considered successful (when an employee is promoted to a position in the structure of his organization). It is common practice to retire workers who have worked for the company for 20-25 years, even if they have not reached retirement age. In this way, the management of the companies strives to create conditions for the career development of young specialists and keep them in their organization.

In Japan, workers usually work their entire lives in one enterprise, and any transfer to another organization is considered unethical. The career of a Japanese specialist is more often horizontal (for example, a middle-level manager moves to other departments every 4 - 5 years, occupying positions equal to the previous status). This allows the company to improve the system of horizontal connections between departments and services, train professionals of a wide profile, solve the problem of interchangeability, and improve the moral climate in the team. People who have reached retirement age rarely retire, trying to work for the good of the company as long as they have the strength, and in any areas and positions.

The United States may well be considered the country in which management is taught to the greatest extent. American management is characterized by a rigid management organization. For him, the most characteristic is the desire to formalize management relations. The concept of employee personal responsibility is very typical for American management. The effectiveness of the work of a particular manager is determined on the basis of whether he was able to personally achieve the goals that were set for him. Japanese management is imprinted by the original culture of Japan and the fact that it entered the world market only after the Second World War. Japan adopted the positive aspects of experience from Europe and the United States, first of all, an orientation towards new technologies and psychological methods of management. In Japan, work experience is more highly valued than education, so leaders in Japan are trained directly on the job. If in Europe and the USA they first give theoretical knowledge, which is then consolidated by practice, then in Japan they provide practice, which only then turns into knowledge. Japanese people are very attentive to connections between people, as well as to the personal characteristics of workers, they tend to choose a position for a person, and not a person for a position. The Japanese avoid individualism in their actions, are not inclined to impose personal responsibility, practically do not control the effectiveness of the actions of an individual employee; much more important for them is collective (group) responsibility. Another feature of Japanese management is that executives pay special attention to technological innovation. From this point of view, Japan is superior to all countries in the world.

Marketing model of management The marketing model of management is based on a systematic, situational approach. The success of a company depends on how well the company fits into the external environment (economic, scientific, technical, socio-political) and adapts to it. A situational approach to management means that the entire internal structure of the management system is a response to the impact of the external environment. The entire organizational structure of the firm is aimed at identifying new problems and developing new solutions. A change in the external situation causes a change in the firm's strategy. The organizational mechanism of the firm is set up to develop special measures to reduce resistance to change. The new management concept requires new attitudes to personnel, a new management culture: striving for radical changes; willingness to take risks; orientation towards the development of new opportunities.

For most large and serious companies, the introduction of the office manager position has long been a necessary measure for successful functioning. Moreover, the majority of firms belonging to the category of medium and small businesses today increasingly began to introduce this structural unit into their staff. Accordingly, the job description of an office manager, which fully reveals the functionality of a given employee, has recently become more and more relevant.

What is the functionality of an office manager?

The vacancy of a management office in any company often implies the performance of many different functions. Therefore, as an addition to the employment contract, it is often required to draw up such a document as the job description of an office manager, where all the duties of such an employee are clearly spelled out. First of all, you need to understand that the main requirements for such an employee are the management and control of the administrative division of the company. Thus, the "office" does not mean a specific room, but a department of the enterprise, whose specialists are engaged in the implementation of administrative and managerial functions. The job description of an office manager should cover the full range of control responsibilities assigned to the relevant specialist. In particular, they may include the following functionality:

planning the activities of employees of the administrative unit;
preparation and implementation of corporate culture and ethics of communication with the company's counterparties among the company's specialists;
organization and control over the functioning of the office work system formed between the divisions of the company;
constant control over the availability of materials necessary for the full functioning of the office;
preparation of reports for the management according to the previously established forms.

Difference between office manager and administrator

The job description of an office manager can be expanded at the discretion of the company's management and supplemented with all the necessary duties that are prescribed to be performed by a specialist in the relevant position for the normal functioning of the existing administrative unit. Such a document is formed somewhat better than the job description of an office administrator. In the latter case, as a rule, the specialist should be entrusted with the economic functions related to the organization of the work of the unit. It must be remembered that the manager performs primarily duties related to the management of employees' activities.

The administrator is responsible for organizing conditions that allow all specialists to fully implement the functionality assigned to them.

Responsibilities of a HR specialist

In addition, there is also such a document as the job description of the personnel department. The responsibilities prescribed in this paper are also related to the organization of the work of personnel. The difference lies in the fact that an employee of the personnel department is primarily responsible for hiring employees, controls the movement of specialists within the company. Organization of work in the field of employees is not included in his duties.

New professions that have appeared on the labor market relatively recently have become part of our business use. But to this day it is easy to confuse them with each other, since the names do not reveal the essence of the phenomena. How, for example, is the difference between a manager and an administrator? So now they can call a seller, a consultant, and even a small boss.

Several important criteria will make it possible to separate these concepts.

Who are the administrator and manager

Administrator Is a person who performs administrative functions in an organization, or is responsible for the correct operation of information bases and systems. The specialist belongs to the category of administrative and managerial personnel, which automatically implies a high degree of responsibility, and in certain cases - the presence of subordinate employees.

Manager- This is a manager of various levels, organizing work in a specific field of activity. Subordinate employees are always subordinate to whom he can give instructions within the limits of his competence. The highest level of management is top management, represented by the heads of enterprises, organizations, and administrative-territorial units.

Difference between admin and manager

Thus, it makes sense to compare only managers and those administrators who are involved in managing people and performing administrative functions.

At first glance, it seems that there is not much difference between them. But upon closer examination, it becomes clear that a manager needs a higher education, while an administrator needs a secondary or vocational education.

As a rule, the manager is allowed more than the administrator. He can make decisions at his own peril and risk, if it does not contradict the interests of the company.

Administrator's functions are applied: work organization, control over employees, communication with clients. This does not require special ingenuity: it is enough to accurately do what the authorities order. Much has been said about the fact that the main function of management is to motivate people, to reveal their inner potential.

The difference between an administrator and a manager is as follows:

Education. Administrators need secondary or vocational education, manager - necessarily higher.
Powers. The administrator works within the framework of his instructions, the range of rights and responsibilities of the manager is much wider.
Personal qualities. To become a manager requires determination, initiative and creativity.
The administrator must be executive, disciplined, attentive.