Types of management decisions. I

1) socio-political conflicts .- conflicts arising in the political sphere.:
- Conflicts within the government in confrontation between different political forces.
- The role of power in conflicts in other areas of society , which somehow affect the foundations of the existence of power itself.
- The role of state power in conflicts as a mediator .

The main conflicts in the sphere of power:

1. Conflicts between branches of government.

2. Conflicts within the parliament.

3. Conflicts between political parties and movements.

4. Conflicts between the links of the administrative apparatus.

2) Socio-economic . - conflicts that arise in the economic sphere between social actors due to opposing economic interests, the subject of which are economic benefits.
Economic conflicts can manifest themselves in macro and micro economic levels.

3) Interethnic (interethnic) conflicts . Conflicts that arise in the course of the struggle for the rights and interests of ethnic and national groups.
Ethnic conflicts are divided into 2 types according to the characteristics of the opposing sides.

1. Conflicts between ethnic groups and the state.

2. Conflicts between ethnic groups and their associations.

According to priority goals formulated by organizations of one of the parties:

1) Socio-economic conflicts arising on the basis of requirements to equalize living standards, socio-professional composition and representation in the elite strata.
They are a consequence of the dissatisfaction of this or that nation, which does not have its own statehood, with its own legal status or having it in a truncated form.

2) Ethno-territorial conflict . - disputes between ethnic groups regarding their rights to reside in a certain territory, own or manage it.


By duration:

1) long-term.

2) short-term.

3) one-time.

4) protracted.

5) repetitive.

By spheres public life :

1) economic.

2) political.

3) ethnic.

4) family - labor.

Depending on the reasons:

1) false conflict . - the subject perceives the situation as a conflict, although there are no real reasons for the conflict. From the legal side, with the development of a false conflict, the following situations are possible:

- the party believes that it is in a legal relationship with a certain person, but in fact there is no legal relationship.

- party does not realize that it is in a legal relationship with the other party.

- a party believes that the other party is acting illegally while the other party's action is legal.

- the party believes that the opponent is acting lawfully, but in fact the action is illegal.

2) potential conflict . - there are real grounds for the emergence of a conflict, but so far one side or both sides have not yet realized the situation as a conflict.

3) constructive conflict . - a conflict that arises on the basis of contradictions that actually exist between the subjects.

4) random conflict . - a conflict that arose under a misunderstanding or an accidental combination of circumstances.

Depending on the subject of the conflict:

1) economic . - associated with the division of labor and the differences arising on this basis between them in the material and social spheres.

2) social . - associated with contradictions between different social strata of society, the subject of the conflict may be something that threatens the existence of the social stratum.

3) class . - associated with the division of society into classes and manifested in the economic, political and ideological fields.

4) political . - associated with various currents of a political, international and interstate nature.

5) ideological . - arise on the basis of differences in ideological values ​​that certain social groups adhere to.

6) cultural . - associated with differences between the spiritual values ​​of different cultures.

7) positional . - arise as a result of opposing interests of people occupying certain positions in the structure of organizational relations.

According to outward appearances:

1) open . - the collision of the parties is clearly expressed. such a dispute is governed by rules that correspond to the status of the individual.

2) hidden . - there are no external aggressive actions, indirect methods are used.

Between certain parties:

1) vertical . - the dispute arises between subjects with different powers.

2) horizontal . - the conflict unfolds between subjects with the same power.

Depending on the consequences:

1) positive . - conflicts leading to positive changes in society, to the development of progress.

2) negative . - have a devastating effect on the public interest.

On the subject of the conflict:

1) material conflicts . - the subject is material goods, for example, things, territory, etc.

2) non-material conflicts . - the subject is intangible goods: spiritual values, ideologies.

Question 11. Typology and classification of legal conflicts.

Legal conflicts can be classified in the same way as all social conflicts.

In addition, it is possible to single out classifications of only legal conflicts.

Depending on the relation to the legal element:

1) purely legal conflicts.

2) conflicts with the legal element.

3) conflicts generated by legal conflicts.

By branch of law:

1) labor law conflicts .
Labor conflict - a dispute between an employee and an employer over labor legislation and related labor relations.

2) family law conflicts .
Unlawful behavior of spouses and other family members in the sphere of family relations regarding the satisfaction of their interests.

3) conflicts in the field of constitutional law .
Dispute between the following entities: federal public authorities, public authorities of subjects, local governments and citizens.
Fundamental values ​​are the subject of the constitutional and legal conflict community development. (type of ownership)

4) civil law conflicts . (mostly property-based).
These are real legal relations associated with the possession of property and obligation relations associated with the transfer of property benefits from one person to another.
In some cases, the subject of a civil law conflict may be intangible benefits.

5) conflicts in the field of criminal law .
criminal behavior of subjects, provided for by criminal law.

6) conflicts in the field administrative law .
the object of the administrative-legal conflict is represented by the confrontation of the interests of its subjects and is regulated by relations of subordination and powerful legal dependencies.

By branch of law:

1) mixed legal conflicts . affect several branches of law.

2) multi-sectoral legal conflicts . (National)

Depending on the type of legal practice in which they occur:

1) conflicts in law-making activities.

2) conflicts in interpretive activity.

3) conflicts in judicial activity.

4) conflicts in investigative activities.

5) conflicts in legal practice.

These conflicts reflect features of a particular practice of legal status and its subjects and participants In addition, in each legal practice there is a special procedure for preventing and eliminating conflicts.

Depending on the type of law:

1) legal conflicts related to the violation of entitlement norms.

2) conflicts related to the violation of binding norms.

3) conflicts related to the violation of prohibitive norms.

Question 12. Limits of legal conflict.

In order to understand the nature of the conflict and distinguish it from related phenomena, it is necessary to determine the boundaries of the conflict.

3 aspects of determining the boundaries of the conflict :

1. Spatial .
Spatial boundaries are defined by the territory in which the conflict occurs.
Determining the spatial boundaries of the conflict is important not only for determining the territory of its course, but also for predicting the consequences for large groups of people or society as a whole. And also to develop measures to eliminate or mitigate conflict situations.

2. Temporary .
The duration of the conflict in time, its beginning and end.
The beginning of the conflict is distinguished by objective (external) acts of behavior directed against another participant. Provided that the latter is aware of these acts as directed against him and counteracts.
To recognize the conflict as having begun, it is required three matching conditions :

- at a private trader knowingly or actively acts to the detriment of another participant ., while actions are understood as both physical actions and the transfer of information. (Spoken word, print) a mental operation is not the beginning of a conflict, since it does not directly lead to a contradiction.

- the second participant is aware that these actions are directed against his interests ., if he is not aware, then the conflict does not occur.

- the second participant takes active retaliatory actions against the first participant .=> from this moment the conflict begins.
The ending can be multivariate :
1. Application of the parties., in this case, the conflict is settled.
2. Exit from the conflict by one of the parties.
3. Destruction of one of the parties.
4. Suppression of development or termination of the conflict as a result of the intervention of 3 persons.

Thus, the end of the conflict must be considered the cessation of the actions of all the warring parties, regardless of the reasons for such a cessation.

(By the time of legal conflict can last for days or years.).

3. Intrasystem . (Subjective ).
Any conflict occurs according to a certain system, which must include a group of people among which the conflict occurs.
The definition within the systemic boundaries of the conflict is associated with a clear identification of the conflicting parties from the entire circle of participants and depends on the breadth of the circle of involved participants. Changing the subjective boundaries of the conflict may lead to changes in the normative legal regulation right conflict.
At the stage of the emergence of a legal conflict, not all participants are obvious.
Their appearance during the development of the conflict is reflected in the following forms. :

- changing the set of legal norms , with the help of which the personification and expansion of the legalization of the structural components of the legal conflict takes place.

- error in determining the identity of the subject in the interests of the object and subject of legal conflicts . -> lead to a change in the applicable rules of law.

When deploying a legal conflict NPA may appear , which mitigate the punishment and remove the public danger of certain offenses.

Question 13.

Dynamics of legal conflict - its movement, development, change in the balance of forces of participants and completion.

The dynamics of a legal conflict can be described in terms of three stages:

1. emergence .

2. Development .

3. End of the conflict .

The dynamics of a legal conflict depends on a number of patterns.:

1. Do word addiction .
An abstract possibility is the emergence of a legal conflict, since law is characterized by constant complication, which leads to legal diversity.
This is expressed in the following :
1) in different awareness of legal requirements , which is accompanied by both the recognition of unfair, as in the legal relation to them.
2) in unequal relation to the current legal norms. Manifested both in their implementation and in opposition to them.
3)the presence of different levels of legal activity of people both constructive and destructive.
4) the existence of uniform rules of law that can be effective .

2. Factor dependency b.
- process of transformation of abstract ability social environment the emergence of a legal conflict into a real and concrete possibility. Factor dependence shows the interaction of the structural elements of a legal conflict.
Peculiarities :
1) there is a relationship between specific norm law and related offense . There is no rule, no crime.
2)the ability of a particular legal norm to respond to emerging problem situation ., which is related to the efficiency of the norm.
3) n existence of legal claims contesting the appropriateness of specific legal norms.
4) availability of the ability of legal entities and individuals to defend their legal claims .
Based on knowledge of the law and functioning democratic institutions.
The disadvantage of factor dependence is that it does not reveal the place and significance of their circumstances and phenomena that participate in its approval and development.
3. causal dependence.
Origin and development of legal conflict. The causal dependence of a legal conflict is distinguished, as a separate conflict and as a mass social phenomenon.
4. Provoking addiction.
- the process of occurrence of phenomena or circumstances that directly affect the emergence of a legal conflict.
First of all, this is a legal reason (such a legal phenomenon that accelerates the emergence of a legal conflict or becomes its additional stimulus. It manifests itself as a lawful or illegal action.

The duration of conflicts depends on a number of factors:

1) on which parties are involved . conflicts between unequal subjects, as a rule, are shorter than conflicts between equal ones.

2) Conflicts flow from the characteristics of the conditions in the core . in extreme conditions, conflicts tend to flow faster.

3) from the one who won the conflict .

Question 14. Stages of conflict dynamics.

Any conflict is represented by the following periods:

1. Pre-conflict situation . (latent/hidden).

The stage at which the grounds for a legal conflict are formed.

Characterized by the formation conflict situation .: accumulation and aggravation of contradictions in the system of interpersonal legal relations due to the sharp divergence of interests, values, attitudes of the subjects of conflict interaction.
This stage is based on contradictions. (fundamental incompatibility and disagreement of any important (political, economic, etc.) interests.

> Contradictions necessarily underlie any conflict and are manifested in social tension, a sense of dissatisfaction with the state of affairs and a willingness to change it.

> Contradictions express hidden and static aspects of the phenomenon. And the conflict is open and dynamic.

Thus: at this stage, one can speak from the latent phase of various conflicts, which does not necessarily develop into a conflict. Of decisive importance at this stage is the awareness by potential subjects of the conflict situation.
From a legal point of view: at the pre-conflict stage legal fact., as a prerequisite for a conflict legal situation, pumping which the conflict itself arises.

2. open conflict . (actual conflict).
The open conflict stage includes the following phases:

- the beginning of the conflict . Such a beginning is an incident or cause of conflict.
Incident- an external event that sets the conflicting parties in motion.
At this phase, the conflicting parties become aware of the motives, that is, the opposition of interests, goals, values, etc.

The conflict from the latent stage passes into an open one and is expressed in forms.

Terms of conflict :

* objectively developing conflict situation .

* subjects of the conflict .

* Presence of conflict . !should be distinguished from the cause.
Cause - an objective circumstance that determines the emergence of a conflict. The causes of the conflict are related to the needs of the conflicting parties. Possible reasons for the thinning of resources, the interdependence of people and organizations, differences in goals and objectives, differences in perceptions and values, communicative.
occasions - minor incidents that contribute to the emergence of a conflict, but the conflict itself may not develop. The occasion can be both accidental and specially created. For a legal conflict to arise, an incident, both legal and non-legal, is also required.

A legal incident is a conflict of law actions taken by one of the parties to defend their interests.
The beginning of a conflict in the legal sphere is necessarily associated with the emergence of a conflict legal relationship, and therefore with its elements: subject, object, subjective and objective sides.

- Excolation of the conflict . His development.
The phase of the direct course of the legal conflict, expressed in the active actions of the warring parties. To enter into this phrase, it is necessary to form an established fight against it.
The development of conflict is manifested in conflict behavior.
Conflict behavior - an action aimed at directly or indirectly blocking the achievements of the opposing parties, its goals, intentions, interests. Conflict behavior consists of oppositely directed actions of the participants in the conflict.
Development of legal conflict - its deployment, accompanied by quantitative and qualitative changes in all but the constituent structural elements. The development of a legal conflict occurs primarily at the stage of its consideration by the relevant authorities. This is a key stage of the conflict, when the subjects within the legal gender defend their rights and legitimate interests.

In this phase, conflicting groups can choose following programs behavior:
1) achieve your goals at the expense of another group and hence the aggravation of the conflict.
2) reduce the level of tension , but save the conflict itself by bringing it into a hidden form due to concessions to the other side.
3) look for ways to fully resolve the conflict . If the third program is selected, the conflict resolution phase begins.

- Conflict resolution .

The sign of the end of the conflict is the end of the incident.
The elimination of the incident is a necessary but not sufficient condition for resolving the conflict, since under certain circumstances the conflict may resume.
The actual resolution of the conflict is carried out both through a change in the objective situation, and through a subjective psychological restructuring. Changes in the subjective image of the situation.
Conflict resolution can be partial and complete . (With partial - the internal motivating attitude to the positions of confrontation is preserved and the conflict may continue).

Successful conflict resolution is associated with certain conditions:

- timely accurate diagnosis of its causes.

- mutual interest of the parties to overcome contradictions.

- joint search for ways to overcome the conflict.

3. After the conflict period .

It means the partial or full implementation of the relationship between the parties.

This stage is characterized by the fact that it can give rise to two options for the end of a legal conflict.

1) can be completed, but the differences will not be resolved.

2) the conflict is resolved and the differences are resolved. (More acceptable).

Question 15.

The structure of the conflict. - this is the structure and internal form of the organization of the conflict, acting as a set of elements of its components, ensuring the integrity of the conflict as a system, its difference from other social phenomena, the preservation of its properties during various external and internal changes.

The structure of the conflict characterizes the static component of the conflict and differs from its functions, which characterize the dynamic component of the conflict and its properties as a process.

There are different approaches to the number and content of elements of the conflict structure.

There are the following approaches:

First approach.

Elements:

1) Parties (participants) of the conflict.

2) Its running conditions.

3) Possible actions of participants.

4) Outcomes of conflict actions.

Second approach.

Elements:

1) cognitive components.- mutual perception of the characteristics of each of the conflicting parties.

2) Emotional Components conflict- the totality of the experiences of its participants.

3) Volitional components of the conflict.- manifest themselves as a set of efforts aimed at overcoming disagreements and other difficulties arising from the confrontation of the parties and at achieving the goals pursued by the participants in the conflict.

4) Motivational components of the conflict.- form its core and characterize the essence of the discrepancy between the positions of the participants in the confrontation.

Goals and objectives of management

3. socio-political

4. financial and economic

5. marketing

6. personnel management

Features of management in conditions market economy

1. orientation of the organization to the demand and needs of the market

2. striving to improve production efficiency, obtaining optimal results at the lowest cost

3. economic independence of organizations, ensuring freedom of decision-making

4. ensuring transparency of financial economic activity

5. constant adjustment of goals and programs depending on the state of the market

6. identification of the final result of the organization's activities, summing up, analysis of financial and economic activities

7. use of modern information base for multivariate calculations when making reasonable and optimal decisions

Types of management and its components

Types of management:

1. Administrative - management of public and private enterprises

2. State - activities of executive power at the national level

3. Strategic - associated with setting the organization's goals and maintaining certain relationships with the environment that allow it to achieve its goals and correspond to its internal capabilities. (strategy - a set of rules that guide the organization when making management decisions of a long-term nature; action plan). This issue requires compliance with the norms of organizational behavior

4. Production - a system of elements that characterize production, its organization and maintenance. Purpose: implementation of the production program that determines the list of quantities and terms, as well as the cost of manufactured products

5. Innovative (innovation is the profitable use of innovations in the form of new technologies, types of products and services, organizational, technical and socio-economic decisions of an industrial, financial, commercial, etc. nature). Purpose: practical use of scientific, scientific and technical results and intellectual potential in order to obtain a new or improve an already manufactured product, its production method, as well as meet the needs of society for competitive goods and services

6. Investment (investments - long-term investments of capital with the aim of making a profit). Purpose: investment management in a specific sector of the economy, in the development of the company, production

7. Marketing management (marketing is the process of identifying, analyzing and shaping consumer needs and desires, directing resources to the company to satisfy them with greater benefit for the manufacturer). Purpose: the activity is aimed at developing concepts and proposals for strategic planning, coordinating activities with other production structures, as well as analyzing and monitoring the goals set for marketing

8. Personnel management - consists in personnel management at the enterprise. Goal: achieve the most effective use abilities of employees in accordance with the goals of the enterprise and society. At the same time, the health of each person must be observed.

9. Financial - manifested in budgeting and planning both at the macro and micro levels, this category also includes the analysis of the obtained financial results in order to compare the obtained indicators with the planned ones, identifying positive and negative results financial activities in order to take them into account in future planning

10. Accounting - consists in collecting and processing information, disclosing reserves to ensure a better use of the existing potential

Components of management: the mission of the company and its goals; planning (formation of ways to achieve the goal); organization (organization of the management process); motivation (determining the moments that contribute to the achievement of goals); control (of the management process itself or as an assessment (analysis of the results))

Principles of effective management

I. Principles of priorities: human factor, motivation, professionalism

II. Principles of critical factors: time factor, information technology, corporatism

III. Orientation principles: mission and strategy, quality, creativity

Management functions

1. planning - is manifested in the definition of goals and priorities for the direction of the organization's development, as well as in the preparation of programs of necessary actions aimed at achieving the set goals. Types of scheduling: long-term (3-5 years), medium-term (at least 1 year), short-term (up to a year). Strategic planning is a set of decisions and actions taken by a manager to achieve the goals set by the organization. Kinds strategic planning: distribution of resources, adaptation to the external environment, internal coordination of the company's work, accounting for organizational strategies of past years

2. organization - manifested in the development of rules that are formulated by managers for the effective distribution of responsibilities and division of labor, which allows the transition from plans to actions. Features of the organization: organizational design is carried out by dividing the entire company into blocks in the most important areas, the organization of the work process is designed to ensure effective functioning and interaction various structures companies

3. management - consists of a system of certain rules that contribute to the implementation of the goals and objectives. The management process implies a set of measures that allow the organization to achieve effective results while using minimal costs.

4. Motivation - is a process of stimulating the company's employees to activities strictly aimed at achieving the set goals. Types of motivations: moral influence (suggestion), economic incentives

5. control - is the observation of how effectively the organization is fulfilling its goal. This function assumes the possibility of correcting deviations from the chosen directions for the implementation of the task. Control allows you to timely identify and correct problems that have arisen before they become irreversible.

School of Scientific Management

1. School of "scientific management". Associated with the names of F. Taylor, Frank and Lily Gilbert. G. Gantt. They were engaged in: analyzing the content of work and its main elements, measuring the time spent on the implementation of labor methods, work movements, identifying unproductive movements, developing rational labor methods - all this was considered as a means of improving production. Efficient procedures, tools and equipment were also offered. The founders (F. W. Taylor) of the school proposed incentives to increase the interest of workers in increasing productivity and output. In addition, the need for rest and inevitable breaks in work was envisaged so that the time allocated to certain tasks was realistic. Also, production standards were set, for the excess of which you have to pay extra. The importance of selecting people who fit the job they are doing and the need for training were recognized. Management functions were singled out by the school of scientific management in a separate area professional activity

School of Behavioral Sciences.

The greatest contribution to the development of the behavioral direction was made by such scientists as K. Argyris, R. Likert, D. McGregor, Maslow. They studied various aspects of social interaction, motivation, the nature of power and authority, leadership, communication in organizations, the quality of a person's working life. The new approach sought to assist the worker to a greater extent in understanding his own capabilities through the application of the concepts of the behavioral sciences to the construction and management of organizations. The main goal of the school was to improve the efficiency of the organization by increasing the efficiency of its human resources. Main postulate was that the correct application of the science of behavior will always increase the efficiency of both the employee and the organization.

The behavioral doctrine focuses management activities on shifting the emphasis from tasks to the person (care for the person). A person is considered as the main value of the organization (which is based on professional and personal characteristics).

This school has departed significantly from the human relations school, focusing mainly on ways to build interpersonal relationships.

The fundamental principles of management formulated by the school, which are widely applied in personnel management modern organization:

v Loyalty to employees

v Responsibility as a prerequisite for successful management

v Creation of a psychological climate conducive to the disclosure of the abilities of the employees of the organization

v Establishing the share of each employee in the overall results

v Using people practices that ensure job satisfaction

v Manager Compliance ethical standards in business

v Honesty and trust in staff

13. School of Management Science. The School of Management Science was formed in the early 1950s. and is still operating successfully. The most famous representatives of this school are R. Akoff, L. Bertalanfi, S. Beer, A. Goldberger, D. Fosrester, R. Luce, L. Klein, N. Georgescu-Regan. The formation of the school of management science is associated with the emergence of cybernetics and operations research. At its core, operations research is the application of scientific research methods to the operational problems of an organization. After the problem is formulated, the operations research team develops a model of the situation. Model- a form of representation of reality, simplifying this reality, facilitating the understanding of its complexities. After the model is created, the variables are assigned quantitative values. This allows you to objectively compare and describe each variable and the relationships between them. Models become especially important when it is necessary to make decisions in complex situations that require the evaluation of several alternatives. A key characteristic of management science is replacement of verbal reasoning with models, symbols and quantitative values.

Control functions.

v Planning is a forward-looking, structured decision-making process based on the organization's goals

v Regulation - the formation of corrective control actions that bring the control object to the desired state. This function involves the selection, analysis and evaluation of ways to achieve the goals.

v Control - comparison of the actual state of the object with the planned or desired

v Accounting - the process of obtaining objective information about the current situation at the enterprise for the implementation of specified algorithms. After bringing plans to fruition. And also in the process of their implementation, a situation of deviation from the plan is possible.
Reasons for rejection:

The influence of the external environment

· Inaccuracy and inaccuracy of performance

Imperfection of the main plan

v Analysis is the process by which an idea of ​​the current situation on the object is formed. This function is designed to compare the planned and obtained results, as well as to identify the reasons for the deviation in the development of the object from the tasks set. On the basis of the data obtained as a result of the analysis, conclusions are drawn about the various activities of the company (object).

Tasks and goals of the organization.

Organization goals- these are the final states or the desired result, which the labor collective strives to achieve. The organization always has at least one common goal, which all members of the labor collective strive to achieve. Organizations that have several interrelated goals are called complex organizations. It is important that the goals set by the workforce for the organization are realistic and achievable.

§ The main ones are commercial (making a profit, reducing costs, increasing profitability, solvency, financial stability, increasing market share) and social (attracting consumers and employees)

§ Providing - qualification and experience of employees, motivation, effectiveness of management (clearness of work, striving for results), efficiency of connectedness of departments.

The mission of the organization- this is a prescribed work or part of it (operations, procedures), which must be performed in a predetermined way within a predetermined time frame. They are determined by the interests of the owner, the amount of capital, the situation within the enterprise, external environment. From a technological point of view, tasks in an organization are assigned not to an employee, but to a position. In accordance with the structure of the organization, each position is assigned a number of tasks that are considered as a necessary contribution to the achievement of the goals of the organization.

v receipt of income by the owner of the enterprise (among the owners may be the state, shareholders, private individuals);

v providing consumers with the company's products in accordance with contracts and market demand;

v provision of enterprise personnel salary, normal

working conditions and opportunities professional growth;

v creation of jobs for the population living in the vicinity of the enterprise;

v environmental protection: land, air and water basins;

v prevention of disruptions in the work of the enterprise (disruption of delivery, release of defective products, a sharp reduction in production volumes and a decrease in profitability).

Tasks: formation of an organizational structure, division into parts (divisions), delegation of authority and responsibility.

Organization functions.

Organization- a group of people united by a common goal, objectives and program. The meaning of the term "organization" is the process of organizing the activities of people or groups of people united to achieve some goal. An organization (enterprise) cannot exist unorganized, because organizational activity is a decisive factor.

Organization functions:

· Economic - consists in the fact that the team carries out joint labor activities at the enterprise, as a result of which material and spiritual values ​​\u200b\u200bare created for the purpose of their subsequent implementation.

· Social - consists in meeting the social needs of team members, such as the opportunity to work, communicate, receive moral and material rewards, share experience, etc.

32. The life cycle of the organization.

Stages:

1. Creation (formation, entrepreneurship)

2. Growth (collectivity)

3. Maturity

1. Creation - characterized by fuzzy goals, but high creative possibilities.

2. Growth – formation of corporate culture, rules, setting high obligations.

3. Maturity - development and approval of the main positions and activities of the company, the formation of a complex structure of the organization, the conquest and approval of the organization in a certain sector of the economy.

4. decline - staff turnover, increasing conflicts.

Each organization seeks to overcome the stage of decline, maintain the position of the organization, maintain and increase production efficiency.

Organization elements.

1. Target - for what this organization created, operates and will operate in the future.

2. Mission (external goal) - for external participants in the process.

Ø Basic:

§ Commercial (profit, cost reduction, increase in market share)

§ Social (attracting consumers and employees)

Ø Providing (auxiliary):

§ Qualifications and experience of employees

§ Motivation

§ Effectiveness of management

§ Efficiency of unit connectivity

3. Staff - the totality of all human resources possessed by the organization; human capital (competence, education)

4. Control - the process of coordinating various types of activities, taking into account their goals, conditions for performing tasks, stages of implementing the plan.

The most important task of managers all levels of management - not to do the work yourself, but to organize others to do it.

The essence of the concept of "system".

System- a set of interrelated objects that form a certain integrity and unity.

System elements- parts of the system, which, as a rule, are indivisible.

Properties of the system- certain qualities that allow you to describe the system and distinguish it from other systems.

System connections- that which connects the elements of the system and its properties.

State of the system is estimated at a given time and is characterized by values ​​that are essential for the problem being solved.

Types of systems:

§ open (cybernetic) interact with the outside world, exchange information with the environment.

§ Closed (non-cybernetic) - there is no receipt of resources and exchange of information with the external environment. A closed system draws energy from within itself.

Basic laws.

The law of synergy: the sum of the properties of the organizational whole is greater than the arithmetic sum of the properties of its elements.

Law of Least: the structural stability of the whole is determined by the stability of its smallest link.

Development law: each system strives to achieve the greatest total potential during the passage of all stages of the life cycle.

Law of self-preservation: each system seeks to preserve itself, using its full potential for this.

The law of unity, analysis and synthesis: the processes of separation, specialization and differentiation, on the one hand, are complemented by opposite processes - connection, cooperation and integration: on the other hand, they contribute to the process of formation and development of the organization.

Law of information and order: in an organized whole there can be no more order than information.

The law of composition (consent): reflects the necessary alignment of the goals of the organization, which should be directed towards the maintenance and implementation of more general goals that contribute to the effective functioning of the organization.

The law of proportionality (harmony): reflects the need for a certain relationship between the parts of the whole.

Law of Identity: For each organization there is the best and only inherent organizational structure.

Full order: the state when the boundaries of the system, the elements of the system and their interaction are defined.

The essence of the law of synergy.

The law of synergy: the sum of the properties of the organizational whole is greater than the arithmetic sum of the properties of its elements.

The resulting total effect is called synergistic. This law explains the emergence property of the system. For the final result of the organization's activity, the potential of not a single element, but their combination is important. The task of the manager: to optimize the interaction of elements for a positive synergy effect. Any action of the manager should be aimed at obtaining a positive effect.

The expression of the law of synergy introduced by I. Ansof:

1+1+1=5 is good teamwork.

1+1+1=3 – average team work.

1+1+1=2 - bad teamwork.

Leadership Theory

Leadership theory is the earliest approach to the study and explanation of leadership. The first researchers tried to identify those qualities that distinguish the "great people" in history from the masses. The researchers believed that leaders had some unique set of fairly stable and unchanging qualities that distinguished them from non-leaders. Based on this approach, scientists have tried to define leadership qualities, learn how to measure them and use them to identify leaders. This approach was based on the belief that leaders are born, not made.

Hundreds of studies have been conducted in this direction, giving rise to an extremely long list of identified leadership qualities. Ralph Stogdill in 1948 and Richard Mann in 1959 attempted to generalize and group all previously identified leadership qualities. So, Stogdill came to the conclusion that basically five qualities characterize a leader: mind or intellectual abilities; dominance or dominance over others; self-confidence; activity and vigor; business knowledge. However, these five qualities did not explain the emergence of a leader. Many people with these qualities remained followers. Mann suffered a similar disappointment. Among the seven personality traits of a leader that he identified, the mind was the best predictor that its owner would be a leader. However, practice has not confirmed this. Despite this, the study of leadership qualities was continued until the mid-1980s. The most interesting result was obtained by the famous American consultant Warren Bennis, who studied 90 successful leaders and identified the following four groups of leadership qualities: attention management, or the ability to present the essence of the result or outcome, goal or direction of movement / action in such a way that it is attractive to followers; management of meaning, or the ability to convey the meaning of the created image, idea or vision in such a way that they are understood and accepted by followers; trust management, or the ability to build one's activities with such constancy and consistency as to gain the full confidence of subordinates; self-management, or the ability to know so well and in time to recognize their strengths and weaknesses in order to strengthen their weaknesses skillfully attract other resources, including the resources of other people.

Benineh invites leaders to share power within the organization to create an environment where people feel meaningful and empowered to know what they are doing and that they are part of the cause. The organizational environment created in this way should instill strength and energy in people through the quality of work and dedication to work. Subsequent study led to the allocation of four groups of leadership qualities: physiological (height, weight, build or figure, appearance or representativeness, etc.) psychological, or emotional (manifested in practice mainly through a person’s character), mental, or intellectual, and personal business qualities (they are more in the nature of the skills and abilities acquired and developed from the leader in the performance of their functions).

Leadership theory suffers from a number of shortcomings. First, the list of potentially important leadership qualities is almost endless. For this reason, it became impossible to create the "only true" image of the leader, and, consequently, to lay any foundations for the theory.

Secondly, for various reasons, such as the failure to find ways to measure many leadership qualities, it was not possible to establish a close relationship between the considered qualities and leadership and help to practically identify the latter.

Summarizing what has been said, we can conclude that the approach that studies leadership qualities is undoubtedly interesting, but, unfortunately, has not yet been useful in practice. However, it served as an impetus for the emergence and development of other concepts of leadership and proved to be a reliable deterrent in overestimating the behavioral and situational foundations of leadership.

Types of conflicts

From the point of view of the causes of the conflict situation, three types of conflicts are distinguished.

The first is the conflict of goals. In this case, the situation is characterized by the fact that the parties involved in it differently see the desired state of the object in the future.

The second is a conflict caused by the fact that the parties involved disagree in their views, ideas and thoughts on the problem being solved. The resolution of such conflicts requires more time than the resolution of conflicts related to conflicting goals.

And finally, the third is a sensory conflict that appears in a situation where the participants have different feelings and emotions that underlie their relationship with each other as individuals. People simply irritate each other with the style of their behavior, doing business, interacting. Such conflicts are the most difficult to resolve, since they are based on causes related to the psyche of the individual.

Based on the levels of organizational interaction, five levels of conflicts in the organization can be distinguished: within the individual, between individuals, within the group, between groups, within the organization. These levels are closely related. Ways to resolve conflicts can be force, power, persuasion, cooperation, compromise, avoiding conflict, agreeing to give in, attracting a third force, playing a game, etc. Let's consider each type of conflict separately.

Intrapersonal conflict occurs within an individual and is often a conflict of purpose or a conflict of views in nature. An intrapersonal conflict becomes a conflict of goals when an individual chooses and tries to achieve mutually exclusive goals. Intrapersonal conflict takes on the character of a conflict of views, when an individual recognizes the inconsistency of his thoughts, dispositions, values, or his behavior in general.

Interpersonal conflict involves two or more individuals if they perceive themselves as being in opposition to each other in terms of goals, dispositions, values, or behavior. This is perhaps the most common type of conflict.

Intra-group conflict is more than the simple sum of interpersonal conflicts. This is usually a collision between parts or all members of the group, affecting the group dynamics and the results of the group as a whole. Production, social and emotional processes within the group influence the emergence of causes and ways to resolve intra-group conflicts. Often, an intra-group conflict arises as a result of a change in the balance of power in a group: a change in leadership, the emergence of an informal leader, the development of grouping, etc.

Intergroup conflict is a confrontation or clash between two or more groups in an organization. Such a confrontation can be professional and industrial (designers - production workers - marketers), social (workers and management) or emotional ("lazy" and "hard workers") foundations. Usually such conflicts are of an intense nature and, if they are not properly managed, do not give any of the groups a gain.

The development of intra-group conflict leads to intra-organizational conflict. It is sometimes very difficult to distinguish between these two types of conflict. Intra-organizational conflict, however, is most often associated with confrontation and clashes arising from how individual works or the organization as a whole, as well as on the basis of how power is formally distributed in the organization. There are four varieties of this conflict: vertical, horizontal, linear-functional, role-playing. So, vertical conflict is a conflict between levels of management in an organization. Horizontal conflict involves parts of the organization that are equal in status and most often acts as a conflict of goals. The development of horizontal links in the structure of the organization in many ways helps to resolve it. Linear-functional conflict is more often of a conscious or sensual nature. Its resolution is associated with improving the relationship between line management and specialists, for example, through the creation of task forces or autonomous groups. A role conflict occurs when an individual performing a certain role receives a task that is inadequate to his role.

F. Taylor and M. Weber saw destructive properties in conflicts and in their teachings proposed measures for the “complete” elimination of conflicts from the life of an organization. However, we know that this has not been implemented in practice. Behavioral and then modern school management found that in most organizations, conflicts can also have constructive beginnings. Much depends on how the conflict is managed. Destructive consequences occur when the conflict is either very small or very strong. When the conflict is small, most often it goes unnoticed and thus does not find its adequate resolution. The differences seem very small to encourage participants to make the necessary changes. However, they remain and cannot but affect the efficiency of the overall work. A conflict that has reached a strong state is usually accompanied by the development of stress among its participants. This, in turn, leads to a decrease in morale and cohesion. The constructive side is more pronounced when the level conflict is sufficient to motivate people. Usually such conflicts arise on the basis of differences in goals, objectively determined by the nature of the work performed. The development of such a conflict is accompanied by a more active exchange of information, coordination of different positions and a desire to understand each other. In the course of the discussion of differences that cannot be ignored, but cannot be combined in current form, a compromise solution is developed based on a creative and innovative approach to the problem. This decision leads to more efficient work in the organization. The presence of positive properties in the conflict is often the reason that such conflicts are artificially built into the structure of the organization in order to obtain the desired positive effect. So, the sighting of documents in different services and departments is one of such cases.

Goals and objectives of management

Management goals: obtaining (increasing) profit; increasing the efficiency of management; satisfaction of market needs; maximization of economic indicators; solution of social issues

Management tasks: to make people capable of joint action and make their efforts effective; setting simple, clear and visible goals; enterprises and each employee must develop their needs and be able to meet them; security effective management personnel; organization of production of competitive goods; improvement of production and management process; introduction of the latest science-intensive and resource-saving technologies; improving product quality; lower production costs

The main tasks of management: first, it is required to make the desired possible, and then real; to achieve the most effective results at the lowest possible cost

Areas of activity of management

1. production - is responsible for ensuring the tasks of the production cycle

2. administrative - responsible for ensuring communication in the process and organization

3. socio-political

4. financial and economic

5. marketing

6. personnel management

Classification of types of marketing

We give a classification of types of marketing

1. Depending on the purposes of the exchange and the scope of application, there are:

Commercial marketing (marketing for non-profit organizations) – marketing activities organizations whose purpose is to make a profit;
Non-commercial marketing is an activity aimed at creating, supporting or changing the attitude of potential and existing consumers to certain organizations and their professional activities, this is marketing of non-profitable organizations (schools, hospitals, political parties (I disagree with the parties, they are very profitable)), as well as social marketing, the purpose of which is to achieve certain social goals.

social marketing- marketing activities for the development of social programs aimed at certain social groups in order to promote certain social ideas and movements, practical actions of certain social organizations (marketing of youth social services, pension fund).
Commercial marketing is divided depending on the scope, as well as on a territorial basis. Depending on the scope of application, marketing is distinguished: industrial, consumer, service marketing, banking, agricultural, etc.

Consumer Marketing(marketing of consumer goods) is aimed at end consumers of goods who purchase them for personal, home or family use. Buying decisions are made either individually or at the family level. Marketing tools: Distribution of consumer goods usually occurs through intermediaries, sales promotion advertising is used among the forms of promotion.

Industrial Marketing- buyers of goods in the industrial market are companies, enterprises, organizations, individuals who buy goods not for their own consumption, but for use in production, resale or leasing. The specifics of the industrial market also determines its features - these are the features of the nature of demand (secondary, inelastic, unstable), the features of buyers and the features of goods. Marketing tools: use personal selling and direct distribution channels.

Service Marketing- a type of activity of the company aimed at meeting the needs of consumers in intangible types of goods or in a beneficial effect in order to obtain a profit for the company (communications, transport services, insurance, tourism). Services cannot be seen or felt before they are purchased.

There are four service features:

Intangibility of services;
inability to store the service;
the inseparability of the service from the provider or the environment;
service uniqueness.

2. On a territorial basis, marketing is divided into domestic and international

Internal marketing- the marketing activity of the company is aimed at the domestic market. The following forms of internal marketing are defined:

Local marketing - when the company's activities do not go beyond a certain locality (Retail Stores);
regional marketing - when a company operates within regions, regions;
National marketing firm in its activities it covers the aggregate national market (television companies, publishing houses).
Recently, the importance of international markets has been growing, because it is an opportunity to increase sales, as well as achieve economies of scale and use low costs as a significant competitive advantage.

International Marketing is the marketing activity of the company in foreign markets. International marketing also provides an opportunity to reduce commercial risk and extend life cycle goods. Depending on the degree of internationalization, it usually takes one of the following forms:

Import / export marketing is the marketing activity of an enterprise for the import / export of goods and services;
foreign economic marketing is the marketing activity of an enterprise in the markets of several countries, which provides for the creation of branches, representative offices of enterprises or subsidiaries;
multinational marketing is the marketing activity of a firm operating in different countries(regions) and has a polycentric orientation, that is, it proceeds from the fact that each market is unique and the company must adapt as much as possible to the national characteristics of foreign markets (for example: the animated series The Simpsons is shown in more than 60 countries of the world and in more than 20 languages, for 60 million viewers weekly (moreover, the Russian translation has a clear national flavor).
global marketing is the marketing activity of an enterprise with a focus on a global market, the needs of which can be satisfied with a standardized product using similar sales and marketing communications tools. Example, the activities of Toyota, Ford, BMW, Barbie doll.

3. Depending on the degree of market orientation of the enterprise and the period for which the marketing policy of the enterprise is being developed, there are:

Strategic Marketing which involves regular analysis of consumer needs, market segmentation and selection underlying market, marketing strategy development. The tasks of strategic marketing include:

Analysis of consumer needs and definition of the underlying market;
market segmentation;
situational analysis (SWOT analysis);
definition of marketing goals.

Tactical marketing (operational), which provides for the process of developing activities and achieving goals in the selected market with a specific product range for a certain period.

The task of tactical marketing includes:

Market research and justification of decisions on the production of goods;
development of a marketing complex;
developing a marketing budget;
implementation of the marketing plan and its control.

4. Depending on the characteristics of the subject, there are:

Micromarketing - marketing activities for specific type product is produced.
macro marketing - marketing activities for a wide range of products or areas of activity at the enterprise level, industrial - financial group, corporations, states.

The objectives of marketing management are to influence the level, nature and timing of demand in such a way that it helps the organization achieve its goals. Marketing management is demand management.

5. Depending on the types of demand, there are eight types of marketing.

1. The market is in negative demand if most of them do not like the product and even agree to certain expenses just to avoid it (vaccinations, dental procedures). Conversion marketing is applied, the purpose of which is to change the negative attitude of consumers towards the product to a positive one, that is, to create demand, analyze why the market does not like the product and whether the marketing program can change the negative attitude of the market by processing the product, lowering prices or more active stimulation. For example, it is used by modern Ukrainian fashion designers to change the attitude of Russian consumers towards their products. In promotional events, the emphasis is on the fact that famous people (the wife of the President, singers, actors) are regular customers of Russian fashion designers.

2. In the absence of demand, target consumers may not be interested in the product or indifferent to it (students - study foreign language). Promotional marketing is used, the purpose of which is to stimulate sales in conditions of indifferent attitude of consumers to the product, to find ways to link the benefits appropriate to the product with natural human needs, using such tools: familiarizing consumers with the capabilities of the product, lowering prices, intensifying advertising. Example, mobile operators.

3. With Latent Demand, Consumers Want the Impossible, i.e., to satisfy with the help of goods the need that is available on the market (harmless cigarettes, economical cars). Creative marketing is applied, the purpose of which is to turn potential demand into real, assess the size of the market and create effective products that can satisfy demand and use existing products in new areas of consumption. For example, there is a latent demand for a computer software product that would allow a PC to read aloud text from an electronic version.

Belgium launches harmless chocolate production

Belgian chocolatiers Daskalids and Smet offered the world's first non-damaging tooth enamel chocolate. In the production of chocolate products, the Belgians used isomaltulose, which is a type of sugar, instead of regular sugar. “Isomaltulose is made up of a mixture of glucose and fructose, and tastes almost the same as regular sugar, but it is NOT able to kill bacteria that are in the mouth, so it does NOT release acid that erodes tooth enamel.”

4. Falling demand (decreasing number of theater goers). Remarketing is applied, the purpose of which is to restore demand, thanks to a creative rethinking of the approach to offering a product, providing a product with market novelty and penetrating new markets. Demand for corn sticks, which had declined for some time, recovered again, increased the range, introduced new flavors, both sweet and savory, which attracted more buyers. On some packages they write "taste of childhood", which revives the pleasant impressions of childhood and encourages purchase.

5. Irregular demand (seasonality - sugar industry, hourly fluctuations - transport). Synchromarketing is used, the purpose of which is to find ways to smooth out fluctuations in the distribution of demand over time with the help of more flexible prices, incentives and other methods of stimulation.

6. Full demand. Supportive marketing is used, the purpose of which is to maintain the existing level of demand despite changing consumer preferences and competition due to the quality of goods and services, flexible pricing and advertising.

7 . Excessive demand, a number of organizations have a level of demand that is higher than they want or can meet. Demarketing is used, the purpose of which is to reduce demand by raising prices, weakening incentive methods and reducing service, it is possible to sell foreign firms a license for the right to produce goods under the brand name of the company. The goal is not to eliminate demand, but only to reduce its level. The state is trying to reduce the level of fishing and hunting of animals. To do this, hunting seasons were introduced, the payment of a monetary contribution for the right to hunt certain animals.

8 . Irrational demand (cigarettes, spirits, drugs). Counter marketing is used to convince consumers to give up their bad habits by spreading threatening information, drastically raising prices and limiting the availability of goods. The warning about the dangers of products should occupy at least 15% of the total area of ​​the advertisement.
The marketer must be well able to influence the level, nature and timing of demand, since the demand that already exists may not coincide with the one that the company expects for itself.

Marketing is one of the functions of management - the resource management process

It ensures that the company achieves its goals. Marketing management is a management activity that includes analysis, planning, implementation and control of activities aimed at creating and intensifying demand for goods or services and increasing profits.

In contact with

The selection of OKVED codes when filling out an application for registration of an individual entrepreneur or LLC may seem like a real stumbling block to the applicant. Some professional registrars even list such a service. on a separate line in your price list. In fact, the selection of OKVED codes should be given a very modest place in the list of actions of a novice businessman.

If difficulties with the selection of codes still arise, then you can get free consultation according to OKVED, but for the sake of completeness, including familiarization with the risks associated with the choice of codes, we recommend that you read this article to the end.

What are OKVED codes

OKVED codes are statistical information intended to inform government bodies what exactly the new business entity plans to do. The codes are indicated according to a special document - the All-Russian Classifier of Economic Activities, which gave the name to the abbreviation "OKVED".

In 2020, only one edition of the classifier is valid - OKVED-2(another name is OKVED-2014 or OK 029-2014 (NACE rev. 2)). Classifiers of editions OKVED-1 (other name OKVED-2001 or OK 029-2001 (NACE Rev. 1)) and OKVED-2007 or OK 029-2007 (NACE Rev. 1.1) became invalid from January 1, 2017.

If the applicant enters the codes of the wrong Classifier in the application, he will be denied registration, so be careful! Those who will fill out an application using our service do not need to worry, we have timely replaced OKVED-1 with OKVED-2. Documents will be filled out correctly.

When choosing OKVED codes, you must also take into account that certain types of activities require licensing, we have given a list of them in the article.

OKVED structure

The OKVED classifier is a hierarchical list of activities, divided into sections with Latin letter designations from A to U. This is how the structure looks sections of OKVED 2:

OKVED sections:

  • Section A. Agriculture, forestry, hunting, fishing and fish farming
  • Section D. Provision of electricity, gas and steam; air conditioning
  • Section E. Water supply; wastewater disposal, organization of collection and disposal of waste, activities for the elimination of pollution

Field of activity- this is the choice of labor, works and services, which includes a variety of areas of labor activity in which certain tasks and processes are performed, aimed at achieving certain results.

In organizations, the scope of activity is a certain type of work and services provided for by the charter, which includes a variety of activities.

Today, there are a huge number of fields of activity, ranging from medicine to art. Prosperity, career and quality of life depend on whether a person or a whole company is engaged in “their own business”. The very meaning of the phrase "field of activity" implies some area of ​​work. In fact, these are works or services that are provided by companies, enterprises, certain organizations or individuals. But the list of services provided by a particular organization necessarily depends on the scope of its activities. By choosing a field of activity, a company or individual seeks to “occupy its niche in the market”, and the further prosperity of the company or individual depends on the correctness of this choice.

Main types of fields of activity

The first sphere of activity is political, it implies work in state structures. People of politics are prone to manipulation from birth, they reveal their potential through managing people. They strive for power, realizing themselves through it.

The next area is business, which, in turn, is divided into several separate areas: commercial business, financial business, manufacturing business, intermediary and insurance business. Production is characterized directly by the production of goods. The provision of services and the implementation of various works, as a rule, are carried out by commercial organizations. Financial sphere includes the activities of banks, stock exchanges and financial companies, carrying out transactions with securities, foreign exchange transactions and investment. People involved in business are people of specific deeds or actions, for which the result must be expressed in material form and be specific and tangible. They strive to capture an increasing share of the market and open constantly different businesses.

The third area includes training, that is, educational and teaching activities. A teacher is a person who is able to educate and support the personality of another person, that is, he himself must be a very healthy and strong personality, love to teach, instruct, bring out and support the best sides of the student, based on his personality.

Another area of ​​activity is art and creativity. Artists, artists, directors, writers, composers and others express themselves here. This also includes the field of science, which includes the work research institutes and higher educational institutions. Artists tend to live by the emotions they express through art. In other words, it is a conscious transfer of one's subtle states to people through various forms creativity. A person of art is constantly trying new forms of self-expression in different types art. And science in our time is tied to experiments in matter. Such people are engaged in the study and derivation of patterns by analogy through intuition, that is, this is work with direct knowledge of the processes of creation of the world.

And finally, the last area is medicine, which involves the activities of various medical organizations. People who practice medicine are living people, with large quantity energy. Warriors can also be attributed here, because health-improving gymnastics came from martial arts.

How to choose a field of activity

It is very important for a person to “find himself” in this life and a business in which he can be 100% realized. If, for some reason, a person does not apply himself correctly, then in best case he will plunge into an endless search for his destiny, and at worst, he will become a loser, doing unnatural work for himself, and drag out a miserable and dull existence until the end of his life. Therefore, it is imperative to take into account your individual characteristics and send them in the right direction in time. Become a famous and honored surgeon, build successful business or you can lead the country to prosperity only by being in your place. Otherwise, a person will lose both his personal qualities and professional ones.