Management functions, their classification and relationship.

Topic 5. Functions and technology of management

1. Management functions, their classification and relationship.

2. The process of managing the organization.

3. Process control technology

When studying this issue, the student should pay attention to the fact that management is a process aimed at achieving the goals of the enterprise. This process is a sequence of managerial actions to solve a number of specific production and social problems of the company. These actions are called managerial functions. The word “function” is of Latin origin and means performance, activity, duty. Management functions can be defined as the types of activities necessary for the organization and management of a particular object.

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

Functions should be classified according to their place in the management system:

1) general management functions- functions typical for any management process, performed by the management 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; the control; regulation.

2) private management functions- are characterized by the features of the implementation of general management functions, and are performed 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- management - permeates all management processes in the organization.

The management process can be represented as a combination of both general and private 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 - Interrelation of particular management functions

General management functions are performed at any enterprise, regardless of its purpose and characteristics of 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 that affect 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 is described both by general functions (the nature of management actions) and specific functions (the object on which the management action is performed).

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

Let us give a brief idea of ​​the content of the general functions of management.

Planning- this 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 effective use resources.

The planning function follows from the content of management processes and is: a set of actions and decisions taken by managerial employees that lead to the development of strategies for achieving the organization's goals; development of current and short-term programs, policies, procedures and rules explaining how the goals of the organization should be achieved.

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

The function of the organization follows 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 control subsystems, i.e. connection of people and means of production;

§ establishment of relations between the organization (enterprise) and 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 managerial actions that determines the specifics of the organization's function. It consists in the fact that this is the only function that ensures the interconnection and efficiency of all other management functions.

Motivation- the process of motivating oneself and others to act in order to achieve personal goals and the goals of the organization

In the process of motivation, unmet needs are identified and evaluated; goals are formulated that are aimed at meeting needs; the actions necessary to meet the needs are determined.

The control is the process of measuring (comparing) the results actually achieved with the planned ones.

Well-planned plans and the organization of their implementation does not at all guarantee the effective achievement of results. The implementation process of plans is constantly affected by both internal and external external factors. Comparing the actual results achieved with the planned ones, i.e. answering the question: how far we have advanced towards our goals, the management of the organization gets the opportunity to determine where the organization has succeeded and where it has failed.

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

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

The considered general control functions do not exist by themselves. 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 occurring in the organization.

Based on the study of the relationship of functions, management is being improved. Formation of an effective management system. elimination of redundant links. bureaucratic barriers. Overcoming resistance to change. The relationship between private and general management functions can be seen in Table 5.1.

Shared functions are abstract. They turn into real managerial activity only when they are used 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 implementing private management functions through general functions (example)

Private management functions	Implementation of private management functions through the use of general functions
Human Resources Management	· Scheduling the work of the HR department. · Formation of the organizational structure of the personnel department and the selection of workers with the necessary qualifications. · Motivating employees of the personnel department. · Monitoring the results of work (the results of the selection of the necessary specialists for the organization, the execution of documentation in accordance with the norms established by law, the effectiveness of measures to improve the skills of employees, etc.). · Regulation by eliminating the deficiencies identified in the control process in the management of the personnel department.
Sales management	· Planning of product sales. · Organization of relevant services, departments (sales department, marketing department, etc.). · Stimulation of employees involved in marketing activities. · Monitoring the results of marketing 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 implementation 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 process of management in its simplest form is the activity of the leader in the team subordinate to him, through which the union of labor in the team takes place. Such a connection is achieved not by single acts, but by a continuous process of managerial activity, which includes not only the current orders of the head, but also permanent regulations and standards, with the help of which he also exercises his influence.

Participants in the management process- leaders, executors and controllers.

Purpose of the management process– combining the efforts of participants to achieve a specific result.

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

Process 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 the constant change in the management process in terms of direction, issues, 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 for the flow of the management process, which form the natural structure of the management system, fixed 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 repetition of the main stages and stages of its continuous implementation.

5. discreteness It is manifested in the fact that in its internal features the management process proceeds unevenly.

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

The organization management process covers several successive 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.). about management at all levels. control system organizations: heads of organizations and their deputies, heads of departments, specialists in all areas (economists, technologists, lawyers). This means that the management apparatus concentrated in the management system in the process of management activities must fulfill its main task: to create a system of management methods - a set of ways to influence the management system on the managed one in order to ensure the production and economic activities of the organization and obtain specific results (production, 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 a sales plan, material incentives to work, pricing. However, the resulting management methods, as a rule, cannot exercise managerial influence, since in most cases they do not take the form of administrative levers. In order to give management methods an effective managerial impact, it is necessary to formalize them, i.e. turn into managerial decisions.

3. Formalization of management methods into management decisions. The peculiarity of this stage is the creation of mechanisms for the transformation of management methods into orders, instructions, instructions, etc. after that, management decisions (formalized management methods) through direct communication channels come from the management system to the managed one, exercising the necessary management impact that ensures the performance of business operations, production goods, provision of services, achievement of commercial, financial and other results.

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

4. Providing managerial impact through leadership. Management of an organization is a type of management activity that combines the 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 influence of the control system on the controlled one. Management is a unifying factor in the structure of management categories, since it determines the direction of the management apparatus, the effectiveness of management decisions, the degree of achievement of the organization's goals.

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

The transition to market relations and the restructuring of the entire economic system impose new requirements on specialists working in managerial services. They must be skillful organizers, prudent owners of production, be able to clearly identify the main ways efficient operation enterprises.

Management is carried out at each stage of activity modern enterprises. Management as modern system management of an enterprise operating in the conditions market economy, involves the creation of the conditions necessary for its effective functioning and development. We are talking about such an organization of management, which is generated by the objective necessity and laws of market relations of management. Peculiarity modern management consists in its focus on ensuring the rational organization of enterprise management.

Target term paper- consider the topic: "Fundamentals of management activities at the enterprise."

Analysis of the basics of management activities at the enterprise is very relevant. allows you to evaluate the flexibility, efficiency, reliability of management, the ability to constantly influence the environment.

Object - management activities at the enterprise.

The subject is the basics of management activities at the enterprise.

Research methods used in the work: analysis of literature on research topics, synthesis.

1 Basic steps in managing an enterprise

Management activity is a complex intellectual activity of a person that requires special knowledge and experience. It is one of the most important factors in the functioning and development of industrial forms in a market economy. This activity is constantly being improved in accordance with objective requirements production and sale of goods, the complication of economic relations, the increasing role of the consumer in the formation of technical, economic and other parameters of products. Changes in the organizational forms and nature of firms also play an important role.

The main actions in the management of the enterprise are:

1) planning;

2) organization;

3) leadership;

4) control.

Planning is the initial management action, as a result of which it is determined what results are expected to be obtained in the future (setting goals) and what actions, in what sequence and in what time frame, must be performed for this.

The organization ensures the implementation of the plan by determining who will do what work and with whom they need to interact. Especially effective stage organization can be considered when professional, specialized training of personnel has been developed and conducted.

The management creates conditions for the performers to understand well what results are expected from them, to be interested in obtaining them, and to feel satisfaction from productive work.

Control completes the management cycle by measuring the actual results of work with the planned ones and receiving information about whether the enterprise achieves its goals. Control allows you to identify problems and take corrective action before the company is seriously damaged. It is control that makes management sensitive to change. Responding to these changes is carried out through planning, organization and leadership. Thus, the control loop is closed.

Qualities of an effective manager:

1) knowledge of the theoretical part;

2) possession of energy, healthy psyche;

3) the ability to apply knowledge;

4) the desire to manage effectively.

Management activities in a market economy means:

1) orientation of the enterprise to the demand and needs of the market;

2) the desire to improve production efficiency;

3) economic independence, freedom of decision-making;

4) constant adjustment of goals and programs depending on the state of the market;

5) the end result of the activity is revealed on the market in the process of exchange;

6) the need to use modern technology in decision-making.

Management is applicable to various types of human activities (driving a car); to various fields of activity (management in biological systems, government management); to management bodies (divisions in state and public organizations). Management uses as a control object economic activity the enterprise as a whole or its specific area (production, marketing, finance, etc.).

The essence of management activity is the establishment and maintenance of the coherence of the interaction of people participating in a single process.

Features of managerial work:

1. Mental labor of employees of the administrative apparatus, consisting of three types of activities:

Organizational, administrative and educational - receiving and transmitting information, bringing decisions to the executors, monitoring execution;

Analytical and constructive - perception of information and preparation of appropriate decisions;

Information and technical - documentation, educational, computational and formal-logical operations.

2. Participation in the creation wealth not directly, but indirectly through the work of others.

3. The subject of labor is information.

4. Means of labor - organizational and computer technology.

5. The result of labor is management decisions.

2 Enterprise management system

The management system is a set of elements that ensure the purposeful functioning of the enterprise.

Elements of the control system:

1. Goal - the desired result of the functioning of the system. Requirements: real, possible under the given operating conditions of the enterprise, achievable, realizable. Every organization must have:

The strategic goal is long-term;

Current goals - for 1 year;

Operative - up to a month.

2. Principles of management - the rules for the implementation of management activities. They are objective in nature, they follow from the laws and regularities of managerial activity.

3. Management functions - specialized types of management activities. Usually a distinction is made between general and specific.

Planning;

Organization;

Coordination (regulation);

Stimulation (motivation);

Accounting (fixing the state of a managed object);

Analysis (identifying the causes of the state of the managed object);

Control (development of measures to eliminate deviations from the specified mode).

Specific:

Enterprise management (main activity, personnel);

Support activities management;

Financial management;

Logistics management;

Marketing, etc.

4. Management methods - ways to implement management activities. Aimed at the implementation of management functions, they follow from the principles of the enterprise.

5. Management personnel - employees who implement management functions - managers, specialists, technical personnel.

6. The organizational structure of the management system is a set of relationships between management personnel and the organization that ensures its functioning. Consists of management personnel (executors of functions), functional duties performers, relationships between performers regarding the implementation of functional duties.

7. Control technique - a set of technical means.

8. Control technology - the sequence of performance of control functions using methods and technical means.

9. Information - a set of information used in the implementation of management activities - laws, charter.

The management system must comply with the management objectives, each of the elements (1 - 9) must correspond to the system as a whole, each of the elements must correspond to any of the elements (1 - 9).

3 Organizational relations in the enterprise management system

Organizational relations are a stable relationship between subjects joint activities.

Organizational ties are those communications that exist between employees of the management apparatus and are not mediated by a stable relationship between them, but mainly only by the unity of the goals they implement. The basis of the management process is the interaction between the elements of the management structure - units, positions, individuals. In terms of content, such interaction can be:

1) informational;

2) administrative;

3) technical.

Within the framework of information interaction - the exchange of information necessary for decision-making.

Administrative - managerial powers and responsibilities, orders, orders, recommendations, reports and control process.

Technical - implemented through joint participation in practical activities– exchange of experience, holding meetings, etc.

Relationships within an organization can be formal or informal. The former associate positions or divisions, the latter - individuals. Through formal channels, only formal information is transmitted, through informal, both official and personal.

If the relations connect the elements of the structure belonging to its different levels, then they are vertical, and if to one - horizontal. Commands and instructions are transmitted vertically from top to bottom, reports on the work done, advice or recommendations are transmitted in the opposite direction. Horizontal channels directly link equal in position or status elements of the organization, provide the most effective solution to common problems due to efficiency, the ability to act proactively and independently.

4 Principles of enterprise management

The role of principles is the constitutional basis. There are general and rules for the functioning of individual elements. General principles determine both the control system and are inherent in individual elements.

1. The principle of scientific management:

Management activities should be objective;

Using the latest methods and tools;

Management activity under the influence of science develops and improves.

2. The principle of economy. The main management costs are the salaries of management personnel.

3. The principle of economic management activity. High profitability of the enterprise should be ensured. Costs and results must be correlated.

4. The principle of complexity. Accounting for management activities of all factors.

5. The principle of systematic management. It assumes, in addition to the complexity of taking into account the influence of all factors on each other and on the result of management activities.

6. The principle of plasticity. Flexibility, easy adaptability to changing external conditions.

7. The principle of self-correction. The control system must itself reveal its imperfections and develop mechanisms of confrontation.

8. The principle of efficiency. Quick response to changing situations.

9. The principle of common sense.

5 Goals of enterprise management

Goals are the end states or the desired result that an enterprise seeks to achieve in the business process; they specify the mission of the organization in a form accessible to manage the process of their implementation. They are characterized by the following features and properties:

Clear orientation to a certain time interval;

specificity and measurability;

Consistency and alignment with other goals and resources;

Targeting and controllability.

Goals must be realistic (based on the capabilities of the enterprise itself) and realizable from the point of view of the personnel of the enterprise.

1. Common goals - stem from the fundamental principles of management and consist in the implementation of these principles for the benefit of society and each person.

2. Specific goals - determined by the scope and nature of the business.

3. Strategic - determine the nature of the activities of enterprises for a long period of time. Implementation requires a lot of resources. Deep work is needed here. options strategy and a thorough justification for the chosen alternative. The strategic goals reflect the essence of management activities at the enterprise, its social significance, the degree of focus on meeting the needs of the personnel of the enterprise and society.

4. Current - are determined based on the development strategy of the enterprise and are implemented within the framework of strategic ideas and current settings.

5. Strategic goals express the qualitative parameters of the functioning of the enterprise, current - quantitative for a certain period. An enterprise always has at least one common goal. Enterprises that have several interrelated goals are called complex organizations. In the planning process, the management of the enterprise develops goals and communicates them to the members of the organization. This process does not have a one-sided orientation, since all members of the organization take part in the development of tactical goals.

6 Enterprise management functions: their types and content

The control functions are specific view management activities, which is carried out by special techniques and methods, as well as the appropriate organization of work. General, or universal, functions are inherent in the management of any business or facility. They divide management activities into a number of stages or types of work, classified according to their order of execution in time in order to obtain a result.

General Features:

1) goal setting;

2) planning;

3) organization;

4) coordination (regulation);

5) stimulation;

6) control (accounting, analysis of activities).

1. Goal setting - development of the main, current and long-term goals.

2. Planning - the development of directions, ways, means, measures for the implementation of the goals of the enterprise, the adoption of specific, targeted, planned decisions relating to their departments and performers.

3. Organization is the process of establishing the order and sequence of purposeful interaction of parts of the system coordinated in space and time to achieve specific conditions, within a certain timeframe of the goals set by the methods and means developed for this at the lowest cost.

4. Coordination - clarification of the nature of the actions of the performers.

5. Regulation - the implementation of measures to eliminate deviations from the mode of operation of the system specified by the enterprise. It is carried out by dispatching.

6. Incentives - the development and use of incentives for the effective interaction of business entities and their highly productive work.

7. Control - monitoring the course of ongoing processes in a controlled object, comparing its parameters with the specified ones, identifying deviations.

8. Activity accounting - measurement, registration, grouping of object data.

9. Activity analysis is a comprehensive study of activity using analytical, economic and mathematical methods.

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". They are understood as a certain set of management actions that are logically connected with each other in order to achieve the set goals by converting resources at the "input" into products or services at the "output" of the system.

7 Organizational structure of enterprise management

Organizational structure is one of the main elements of enterprise management. It is characterized by the distribution of goals and objectives of management between departments and employees of the organization. In fact, the management structure is an organizational form of the division of labor for the adoption and implementation of management decisions.

Thus, under the organizational structure of management, it is necessary to understand the totality of management links located in strict subordination and providing the relationship between the management and managed systems.

The internal expression of the organizational structure of management is the composition, correlation, location and interconnection of individual subsystems of the enterprise. It is aimed primarily at establishing clear relationships between individual divisions of the enterprise, the distribution of rights and responsibilities between them.

The following elements are distinguished in the enterprise management structure:

1) links (departments);

2) levels (steps) of management and communication - horizontal and vertical.

The controls include structural units, as well as specialists performing the relevant management functions, or part of them.

The management links should also include managers who regulate and coordinate the activities of several departments.

The formation of a management link is based on the performance of a certain management function by the department. Communications established between departments are horizontal.

The management level is understood as a set of management links that occupy a certain stage in the organization's management system. Management levels are vertically dependent and subordinate to each other in a hierarchy: managers at a higher level of management make decisions that are concretized and brought to lower levels.

Organizational management structures are distinguished by a wide variety of forms, which are based on distinctive features, in particular, the size of the production and commercial activities of the enterprise, the production profile, the degree of financial and economic independence, centralization (decentralization) of management, etc.

Organizational management structures can be two-tier or multi-tier.

8 Enterprise management methods

The implementation of the functions and principles of management is carried out by applying various methods.

A management method is a set of techniques and ways of influencing a managed object in order to achieve the goals set by the enterprise.

The word "method" is of Greek origin, which in translation means a way to achieve a goal. Through management methods, the main content of management activities is realized.

Describing management methods, it is necessary to reveal their orientation, content and organizational form.

The focus of management methods is focused on the management system - an enterprise, a department, etc., in particular, on people performing various types of labor activity In the organisation.

Organizational form - the impact on a particular situation. This may be a direct or indirect impact.

In management practice, as a rule, simultaneously apply various methods and their combinations. One way or another, but all management methods organically complement each other, the other is in constant dynamic balance.

The direction of management methods is always the same.

It should be assumed that in a particular method of management, both content, direction, and organizational form are combined in a certain way.

In this regard, the following management methods can be distinguished:

1) organizational and administrative - based on direct directives;

2) economic - due to economic incentives;

3) social - psychological - used to increase the social activity of employees.

Conclusion

Having considered the topic of the course work “Fundamentals of managerial activity at the enterprise”, in conclusion I would like to conclude that managerial activity is a very complex intellectual activity and requires special knowledge and experience from the employees of the administrative apparatus.

Enterprise in modern conditions placed in difficult economic conditions. Changes in the conditions of production activity, the need to adequately adapt the management system to it affect not only the improvement of its organization, but also the redistribution of management functions according to levels of responsibility, forms of their interaction.

We are talking, first of all, about such a management system (principles, functions, methods, organizational structure), which is generated by an objective necessity and the laws of a market economic system related to satisfying, first of all, individual needs, ensuring the interest of employees in the highest final results, growing incomes population, the regulation of commodity-money relations, the widespread use of the achievements of the scientific and technological revolution. All this requires enterprises to adapt to new market conditions, to overcome emerging contradictions in economic, scientific and technological progress.

Under these conditions, the issues of studying the basics of management activities at the enterprise become relevant.

List of used literature

1. Vikhansky O.S., Naumov A.I. Management [Text]: textbook / O.S. Vikhransky, A.I. Naumov. - M .: Gardarika Firm, 2002. - 389 p.

2. Gerchikova I.P. Management [Text]: tutorial/ I.P. Gerchikov. - M .: Banks and stock exchanges, 2002. - 411s.

3. Goncharov V.V. In search of management excellence [Text] / V.V. Goncharov. - M.: MNIIPU, 2001. - 158s.

4. Meskon M.Kh., Albert M., Hedouri F. Fundamentals of management [Text]: textbook / M.Kh. Mexon, [i dr.]. - M.: Delo, 2001. - 457 p.

5. Rumyantseva Z.P., Solomatina N.A., Akberdin R.Z. Organization management [Text]: textbook /Z.P. Rumyantsev [i dr.]. – M.: INFRA-M, 2003. – 512p.

6. Organization management [Text]: textbook / Ed. A.G. Porshneva, Z.P. Rumyantseva, N.A. Solomatina. - M.: Infra-M, 2000. - 345 p.

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

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

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

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

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

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

Practical actions to implement plans.

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

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

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

The idea of ​​processing multidimensional data dates back to 1962, when Ken Iverson published his work A Programming Language (APL). APL is a mathematically defined language with multidimensional variables and...

Despite the fact that the consolidation process is not an accounting process in the classical sense, the consolidation methodology requires the use of not only the reporting of the group companies, but also a number of additional indicators that are necessary both for …

Topic 2 Psychological characteristics of the management process

1. The concept of the management process

2. Management organization

3. Basic principles of management activity

4. Management methods and their characteristics

5. Psychological patterns of managerial activity

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

The concept of the management process

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

Management in the broad sense of the word is a purposeful impact on a specific object or process [Urbanovich]. This definition applicable to both social and biological, technical and other objects. It includes not only the impact itself, but also preparation for it, control over the activities of the control object and analysis of the results obtained [Weinstein].

The concept of management in the narrow sense of the word, which can be applied to social objects, was proposed by M.A. Kremen.

Control- this is a purposeful information interaction between the subject and the object of control in order to transfer the latter from one state to another (from a lower to a higher one) or to compensate for disturbances acting on the object ( F possible), both internal and external The control process can be visually represented in the form of a diagram (Fig. 2.1) [Kremen, p. 245].

Initial conditions F possible

Control subsystem Control subsystem

Problem Purpose Direct link

Feedback channel

Rice. 2.1 Control process diagram

VS - internal noise, F pos - external and internal disturbances

Management is a professional human activity, in which there are two subsystems - the managing one (the subject of management, the head) and the managed one (the organization or a specific subordinate). The subject of management exercises a managerial influence on the object of management through the channel direct information impact through commands and directives. This impact is purposeful, i.e. aimed at achieving the goals of the organization, and systematic, characterizing continuous activity.

To optimize the management process, it is of great importance feedback. It informs about the effect of directive information (orders, instructions, etc.) and provides interaction between the subject and the object of management. As a result, the manager can take additional measures to improve the management object, as well as self-improvement measures. Feedback helps the leader understand not only the effect of solving a particular problem, but also the changes that may occur in the social and psychological relationships of team members. Therefore, without a full-fledged feedback of information, effective management cannot be.

The organization of the management process can be hampered by internal noise in management activities and organizational disturbances.

Internal noise- these are factors that constrain the potential and results of a person's work when performing certain managerial activities: limitations of personal knowledge, skills, abilities and abilities of a manager that impede good governance. These include insufficient understanding of the characteristics of managerial work, poor leadership skills, a person’s inability to manage himself, stopped self-development, etc.

Internal disturbances- these are the restrictions that exist within the organization or enterprise itself, for example, conflict situations in a collective. To external disturbances the organization includes restrictions caused from the outside, for example, the economic crisis, late payment of salaries.

Thus, management performs an important socio-economic function, providing the relationship and interaction between the subject and the object of management, and largely predetermining the effectiveness of their joint actions.

2. Management organization [Flint]

Management organization- a set of actions leading to the formation and improvement of the relationship between the parts of the whole, allowing to realize the goals of management [Kremen, p. nineteen].

The organization of management is considered in the form of a specific algorithm that can be used to practical work to study management systems and serve as a convenient way to determine the sequence of work in improving the management process.

The algorithm considered below includes seven blocks denoting the constituent parts of the organization of the control system and the relationship between them (Fig. 2.2) [Kremen, p. nineteen].

Figure 2.2 Organization of the management system

Block 1. Learning goals organizational system and defining the processes needed to achieve these goals. The organizational system is usually multi-purpose. Its elements are built and coordinated from the very beginning in such a way as to ensure the achievement of the entire set of goals.

These goals from the position of the management organization mean that for each of them the processes must be determined, the implementation of which will ensure their achievement; these processes must be controlled. Consequently, there are people, bodies, structures that will work to achieve these goals, etc.

Block 2. Determination of the composition of the control system. Knowing the goals allows you to determine the necessary production processes (functions), i.e. certain types activities that need to be completed in order to achieve the goals. On this basis, the composition and structure of the organizational system as a whole are determined. Moreover, the nature of the organization of any institution is determined by the content of the activities of this institution.

Block 3. Determination of the structure of the control system. The necessary management subsystems, the number and levels of management bodies are determined, connections and communications are identified, and the appropriate type of structure is substantiated in relation to specific conditions.

At the same time, areas of competence are established, tasks, rights and obligations of governing bodies are formulated and distributed, their internal structure, the required number of employees is determined, the staffing etc.

Block 4. Development of control technology. Management technology is the methods, techniques, procedure for performing management functions at all levels, in all subsystems of the management system. It should be analyzed in parallel with the governance structure.

Block 5. Determination of links, ways and volumes of information flow, development of forms of documents and the order of document circulation, organization of office work. These tasks can be solved when it is obvious decisions made in the field of control system structure and control technology.

Block 6. Preparation and use of technical means. This is a labor-intensive work, solved in the process of creating automated systems management. The complex of means of organizational technology makes it possible to solve the problems of mechanization of information processing and, on this basis, to improve the technology and methods of management, to increase the efficiency of managerial work.

Block 7. Selection, placement and training of management personnel to work in the created control system. The selection and placement of people can be carried out when all the previous blocks are clear, otherwise everything will be done at random.

When analyzing the organization of management, it is important to take into account the connections and interdependence of individual blocks. Taking them into account significantly affects the quality of solving the problems of management organization, and makes it possible to provide a systematic solution to the problem.

Connection (1) determines the priority determination of the goals and objectives of the organizational system as a whole, so that practical actions for the organization of management systems proceed from given (known) and conscious goals.

Relationship (2) reflects the principle of necessary and sufficient diversity, which states that for the optimal functioning of the organizational system, it is necessary to create a management system that would allow managing all its elements.

Links (3,4). Between the structure of the control system and control technology, there must be mutual correspondence and interrelationships. The structure of the management system lays down the distribution of tasks, rights and obligations of the management bodies. These rights and obligations are determined and methodically equipped in the process of developing management technology. And vice versa, when developing management technology, it is necessary to take into account the proposed structure of management bodies, the degree of centralization of management that is being established, etc.

Relationship (5) testifies to the influence of the structure, composition and features of the controlled system on the control technology. For example, the decisive role is played by the type production process etc.

Links (6.7) show the influence of the structure and technology of management on the forms, the order of workflow, the flow (volume) of information.

Links (8, 9) emphasize that the choice of technical means depends on the amount of information and control technology, and vice versa, technical means affect the management technology, the forms and order of workflow.

Relationship (10) indicates the influence of technology on the structure of the control system (for example, the centralization of decisions in the field of control).

Relationship (11) shows the totality (amount) of knowledge required by managers and management personnel.

The analysis of connection (12) can lead, for example, to the conclusion that in some cases it is necessary to adapt the structure to the available frames. This is extremely undesirable, although it happens often, so the task of training (retraining) personnel becomes more urgent.

These are the interrelations of problems in the process of analyzing the organization of management. Their correct accounting will allow you to confidently study a management system with a developed structure, a complex network of communications and information flows, document management, the necessary technical means, etc.

Basic principles of management activity

A principle is the basic, initial position of a certain theory, doctrine, guiding idea, the main rule of activity.

Management principles- these are the fundamental truths on which the management system as a whole or its individual parts is built [Weinstein].

If the management functions are focused on the organizational structure and show what should be done by the leader in the organization, then the principles of management are aimed at the behavior of people and determine as he must do it. The principles of management, unlike functions, are not rigidly interconnected, they embody the subjective experience of the leader and therefore can be enriched, significantly transformed depending on the specific situation, from the new managerial experience of the leader.

The management of a modern organization is based on the following basic principles [Meshcheryakov]:

1) principle of conformity of personnel to the structure: you can not adjust the organization to the abilities of working people, you need to build it as a tool to achieve a clearly defined goal and select employees who can ensure the achievement of this goal. Initially, a well-thought-out structure is created, in which there are no extra departments or levels of management, and then the appropriate personnel are selected;

2) principle of unity of command, or administrative responsibility of one person: each employee must report on his activities to one leader and receive orders only from this leader. If one performer receives consistent orders from two leaders at once, then this is inefficient, since there is unnecessary duplication. But if the orders are different or contradictory, then the execution itself becomes ineffective. In addition, the responsibility of administrative persons is scattered, it is not clear who should be responsible for the wrong order;

3)principle of departmentalization– creation of new subdivisions (departments): the organization is built from the bottom up, at each stage the need to create new subdivisions is analyzed. The functions and role of the unit, its place in overall structure organizations;

4) management specialization principle: all regularly repeated actions must be distributed among the employees of the administrative apparatus, without duplicating them;

5) control range principle: one leader should not have an average of more than 6-12 subordinates. When performing physical work, up to 30 people can be subordinate to the manager, but the higher the level of management, the smaller the range of control that the manager can exercise. At the top of the management pyramid, there are 3-5 people directly subordinate to the manager;

6) vertical hierarchy principle: the fewer hierarchical degrees, the easier it is to manage the organization, because management becomes more mobile;

7) principle of delegation of authority: the head should not do what his subordinate can do, while managerial responsibility remains with the head;

8) ratio principle: at all levels of management, power and responsibility must coincide. Within the framework of his authority, the leader bears full personal responsibility for the actions of people subordinate to him;

9) principle of subordination of individual interests to a common goal: the functioning of the organization as a whole, and each of its divisions separately, must be subordinated strategic goal organization development;

10) remuneration principle: each employee should receive remuneration for his work, and it should be assessed by him as fair.

If a organizational structure, as a form, reflects the statics of control, then the control process characterizes the dynamics, i.e. the functioning of the management system, everything that happens in the management system of the organization in time. A process is any action that management takes to achieve the goals of an organization.

Management - a complex process aimed at solving problems, it can be represented as tracking trends, setting goals, formulating problems and opportunities, developing and selecting alternatives, making decisions, drawing up programs and budgets, determining directions and measures for their implementation.

For example, when a manager carries out planning, organizational activities and control, he makes decisions. He analyzes the situation, develops several alternatives, compares alternatives, makes a decision and evaluates the result. Decision making is directly related to all management functions. The management process is divided in time and space into separate stages for the performance of certain work related to the adoption of management decisions.

Management process- a set of sequential actions performed by the head and the management apparatus to prepare and implement the impact on the controlled object.

Mandatory components of the management process are:

• 1. The control object that determines the content of the functional tasks solved in the control process.
• 2. The subject of management is the decision maker. LPR can be individual and group.
• 3. The content of the process.
• 4. Organization of the process.
• 5. Process technology.

Grouping actions by function defines the tasks to be solved in a particular unit (these are specific management functions)

Grouping actions the nature allows you to highlight the stages of the management process. Grouping actions by time- stages, procedures and operations.

Stage of the management process - this is a group of actions that are distinguished by their qualitative certainty, homogeneity, obtaining a specific intermediate result.

There are 4 stages of the management process:

1. Goal setting.

Target- a perfect representation of the desired, necessary and possible (final) the state or result of an activity to be achieved with cash or identifiable funds.

Each management process begins with the setting of goals and the definition of criteria by which the degree of its achievement is determined. Different kinds criteria allow you to quantify the priority of goals and activities, choose the most effective solutions. Goals are planned and one-time.

2. Assessment of the situation

Situation- the current state of the controlled system, estimated relative to the goal.

Typically, the situation is described using information, scorecards, and the like. Situations can be typical and original, critical and normal, foreseen and unforeseen, temporary and permanent.

3. Definition of the problem.

Problem- the main contradiction between the current state of the control system and the goal.

The existence of a problem indicates a discrepancy between the goals and objectives of the organization and the possibilities of their actual implementation. For example, a 20% discrepancy between planned and actual sales means there is a problem.

4. Management decision.

Making decisions represents a conscious choice among the available alternatives of the course of action leading to the achievement of the goal.

Decisions are an organizational response to an emerging problem. Decisions are a product of managerial work, and its adoption is a process.

Each decision involves different ways and means of organizing work, resource costs, and consequences. This process underlies the planning of the organization's activities, since the plan is a set of decisions on the allocation of resources and the direction of their use to achieve organizational goals.

Grouping actions in time allows you to highlight the stages, procedures and operations.

Stages of the management process:

• v Goal setting
• v Outreach
• v Analytical work
• v Choosing a Solution
• v Organizational and practical work.

Schematically, the connection between the stages and stages of the management process can be represented as follows:

Organization the management process reflects the order of interaction between various departments and employees in the performance of sequential actions and work. The division of managerial labor requires the establishment of organizational, informational links in the performance of joint work.

Technology management process characterizes the means and methods of performing procedures and operations, which include technical means, information and methods used.

The control technology may vary and depends on the chosen method of solving the problem.

The concept of the management process is closely related to the concept of activity. This is managerial work, i.e. the cost of resources: material, informational, human, etc. Therefore, it is important to evaluate and improve the efficiency of their use, and special attention is paid to the issue of the effectiveness of the management process.

Properties (characteristics) of the control process:

Features of the management process as a specific type of activity are reflected in the following properties:

1. Continuity

This property reflects the connection and unity of production and management.

rhythmic and efficient production activity out of control is not possible.

Sustained, constant nature of management actions aimed at achieving the goals of the organization, and thereby maintaining its existence and growth.

SU and OU. Command and information channels are not interrupted as long as the organization exists.

2. Discreteness

Management potential is accumulated (when collecting, analyzing information, developing a solution), and then implemented in the form of an impact on the educational institution.

Management - a complex process aimed at solving problems, can be represented as tracking trends, setting goals, formulating problems and opportunities, diagnosing, developing and selecting alternatives, programming and budgeting, directions for implementation and certain measures for implementation.

3. Cyclicity

The periodic repetition of a certain set of actions is an elementary control cycle.

4. Sustainability

The stability of the management process is ensured by the fact that the structure of the management process (the composition of actions and interactions) is fixed in organizational regulations, OSU, which ensures the stability of the process. Relationships in the performance of permanent work are preserved.

5. Variability (dynamic)

Characterizes the ability of the management system to switch to new goals, problems, new methods of management.

It is due to changes that occur in production.

6. Regular sequence of stages and stages.

Regular repetition of the main stages in each management cycle.

The properties of the management process must be taken into account when planning and organizing managerial work, determining the scope of work, their duration, and labor intensity.