Organization of the management system as a process. Organization management process. Production technology management

Management process- is the impact on the object in order to change its state or shape.

Control system is divided into two subsystems: managed and managing.
Control subsystem performs production management functions. It includes the management apparatus with all employees and technical means. Managed Subsystem performs various management functions. It includes workshops, sections, brigades.

On a functional basis, the control system is divided into subsystems:

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

The control system includes:

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

Subject of management

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

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

Subjects of management centers of activity, centers of responsibility.

Subject of management is a leader, collegiate body or committee exercising managerial influence. The leader can be both formal and informal leader of the team. In turn, the subject of management can also be the object of management (for senior managers).

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

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

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

Requirements for the subject of management:

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

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

1. system of management goals;
2. functional model of the control system;
3. structural model;
4. information model;
5. model of communications (system of relations);
6. efficiency model;
7. control mechanism;
8. operational (technological) model.

Control object

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

Control object- this is an individual or a group that can be combined into any structural unit and which is subject to managerial influence. At present, the idea of ​​participatory management is spreading more and more, i.e. such management of the affairs of the organization, when all members of the organization, including ordinary ones, participate in the development and adoption of the most important decisions. In this case, the control objects become its subjects.

Management process in an organization

Management process- this is a certain set of management actions that are logically connected with each other in order to achieve the goals set by transforming input resources into products or services at the output of the system.

The management process is a set of actions related to identifying problems, finding and organizing the implementation of decisions made.

All management processes are divided into two groups:

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

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

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

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

Situation- represents the state of the managed subsystem.

Problem is a discrepancy between the actual state of the managed object and the desired or specified state.

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

Stages of the management process:

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

Management mechanism

Management in the organization is carried out with the help of management mechanisms. economic mechanism solves specific problems of interaction in the implementation of socio-economic, technological, socio-psychological tasks that arise in the process of economic activity.

control mechanism is a subsystem of the control system, the purpose of which is to ensure the controllability of the system as a whole.

Components:

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

The economic mechanism of management consists of three levels:

1. intracompany management;
2. manufacturing control;
3. personnel Management.

Intracompany management:

• marketing;
• planning;
• organization;
• control and accounting.

Principles of intracompany management:

• centralization in management;
• decentralization in management;
• combination of centralization and decentralization;
• focus on long-term development goals;
• democratization of management (participation of employees in the top management).

Manufacturing control:

• R&D;
• ensuring the development of production;
• sales assurance;
• selection of the optimal organizational structure of management.

Personnel Management:

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

Methods of influence in management

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

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

Management methods can be:

1. economic;
2. organizational and administrative;
3. socio-psychological.

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

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

Organizational and administrative methods are divided into three groups:

• organizational and stabilizing - establish long-term connections in management systems between people and their groups (structure, staff, regulations on performers, activity regulations, management concepts of firms);
• administrative - provide operational management of the joint activities of people and firms;
• disciplinary - designed to maintain the stability of organizational ties and relationships, as well as responsibility for certain work.

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

Control functions

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

According to these features, two main groups of control functions can be distinguished:

1. general control functions are functions that define the form management activities regardless of the place of its manifestation;
2. specific functions are functions that determine the direction of human labor on a specific object. They depend on the organization, directions of its activity. Specific management functions arise as a result of the horizontal division of labor.

To general management functions relate:

• planning;
• organization;
• coordination;
• motivation;
• control.

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

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

Organize means to create a structure. There are many elements that need to be structured so that an organization can carry out its plans and thereby achieve its goal.

Since people do the work in an organization, another important aspect of the organization's function is to determine who should do each specific task. The manager selects people for a specific job, delegating tasks and powers or rights to individuals to use the resources of the organization. These delegates take responsibility for the successful completion of their duties.

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

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

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

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

Motivation The process of motivating oneself and others to act in order to achieve a common goal. The leader must always remember that even the best plans and the most perfect organizational structure are of no value if someone is not doing the actual work of the organization. Therefore, the task of this function is to ensure that the members of the organization perform the work in accordance with the duties delegated to them and according to the plan.

Control is the process of ensuring that the organization actually achieves its goals. Circumstances can cause the organization to deviate from the main course outlined by the leader. And if management fails to find and correct these deviations from the original plans before serious damage is done to the organization, the achievement of goals will be jeopardized.

Any organization, including manufacturing enterprises to achieve their goals, they need a management process. The organization of management involves a combination in space and time of all components of the management process. The organization of management involves the creation of an organizational structure and the organization of functioning production system. The management process can be represented as a sequence of management decisions. The functional aspect of production management involves the performance of a number of functions. The general functions of management include planning, organization, motivation, coordination, control and regulation. Each of these functions, in turn, can be represented by a set of more particular functions. The planning function, for example, includes an analysis of the state of the control object, forecasting trends in its development, determining management goals, developing a plan for achieving goals (distributing goals and resources by performers and deadlines). The control function includes functions such as accounting and analysis. The implementation of all these managerial functions requires decision-making. So, when planning, planned decisions, in organization - organizational decisions, in regulation - operational regulatory decisions.

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

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

The processes of development, adoption and implementation of management decisions, evaluation of their actual effectiveness occupy a central, hierarchically main place in the structure of management activities, since they determine to the greatest extent both the content of this activity and its results.

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

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

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

A managerial decision is understood as the choice of an alternative; action to resolve a problem. Ultimately, the management decision is presented as the result of management activities.

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

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

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

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

The decision as a result of the implementation of a specific chosen course of action is the achievement of the set goal, reflected in the established indicators.

A managerial decision is a creative act of the subject of management (the manager and the apparatus supporting him), which determines the implementation of a reasonable choice from possible alternatives of the goal, plan and method of the team’s activity to resolve the problem situation based on knowledge of the objective laws of the functioning of the management object and analysis of information for monitoring the state of the managed system and environmental influences.

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

Questions of management decision-making methodology cover such concepts as the typology of decisions, principles, methods and technology for the development and implementation of decisions, criteria for evaluating alternatives.

The concept of organizing the development of a management decision includes measures to improve the joint work of various units and divisions of the enterprise, as well as its individual employees in the process of developing and implementing decisions based on established regulations, instructions, standards, standards of responsibility and other policy documents.

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

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

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

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

The subject of management - the decision maker (DM) - can be one person or a group of persons. The decision maker must have certain knowledge and experience in decision-making, and must also have the ability to reasonably take risks and a developed sense of intuition, must clearly represent his preferences and powers. Having the right of final choice, the decision maker may not agree with any of the options proposed by experts, consultants, advisers. When refusing to make a decision, the decision maker should be able to formulate new goals, identify resources for solving and assess the degree of achievement of new goals.

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

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

marketing research;

design;

pre-production;

management of material and technical resources;

production of products;

sales of products;

product quality management;

personnel management;

financial management.

The main functions of the management process include:

planning;

organization;

motivation;

coordination;

control;

regulation.

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

information analysis;

diagnosis of the situation;

development of solutions and selection criteria;

choice of alternative;

organization of implementation of the decision;

results control.

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

Management decisions must implement following features: guiding, coordinating, motivating.

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

coordinating the function of decisions is reflected in the need to coordinate the actions of executors in order to implement decisions within the approved deadlines and of the appropriate quality.

Functions of the decision maker

Function relationship

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

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

Scientific and methodological support lies in the development of hypotheses, ideas, theoretical positions, principles that require experimental verification on models and subsequent implementation in management decisions when forming goals, objectives and the content of the control action.

Organizational support provides for the need to develop instructional materials on the procedure for developing, implementing and monitoring management decisions, on terms, procedures, participants, distribution of responsibility between them, etc.

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

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

Information-theoretical support provides the necessary information and allows you to automate information procedures, as well as the process of preparing, implementing and monitoring a management decision.

Economic support determines the terms of financing and the necessary resources and issues of development of incentives for participants in the development and implementation of the solution.

Legal support ensures that the decision as an organizational and legal act complies with the powers of the decision maker, the established procedure for the adoption and execution, verification of the legal consequences of the implementation of the decision. The decision should determine the sequence and procedure for solving the problem; calendar dates (intermediate and final); responsible executors with indication of departments, officials and surnames; issues of coordination and interaction between co-executors; reporting procedure.

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

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

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

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

In such cases, the criteria are ranked according to the degree of importance and the preferences of the decision maker are used.

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

The lack of reliable information does not allow to adequately justify the options for solutions, the lack of time prevents a thorough objective assessment possible consequences choice of one or another solution, then decisions are made in conditions of uncertainty. According to the degree of uncertainty, situations can be divided into certain (deterministic), probabilistically certain (risk) and uncertain.

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

The social (public) system is characterized by the presence of a person in the totality of interrelated elements. (For example, a production team). Solution set in social system characterized by diversity in the means and methods of implementation. This is explained by the fact that the main object of control is a person as a person with a high rate of change in consciousness, as well as a wide range of nuances in reactions to the same and similar situations.

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

Before the production process itself begins, the manager creates his model (goals, forms specific activity available resources and opportunities, likely challenges and ways to overcome them). All this is formed in the form of a management decision that directs, organizes and stimulates labor activity team.

Topic 2 CONDITIONS AND QUALITY FACTORS

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. Various types of criteria make it possible to quantify the priority of goals and activities, to 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 for 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 effective production activity outside the management is impossible.

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 the organizational regulations, OSU, which ensures the sustainability 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.

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

1.1 Architecture of the control system

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

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

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

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

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

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

Enough large enterprises:

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

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

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

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

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

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

1.2 Management standards

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

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

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

Accordingly, there is a need to provide purposeful influences on the process of forming management standards in the company (to manage the standardization of the management system) through the development, implementation and use of certain optimal standard principles, processes, functions and management tools.

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

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

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

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

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

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

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

1.3 Standard control

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

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

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

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

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

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

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

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

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

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

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

Since any vast field of activity invariably consists of huge amount separate actions, administration will look complicated, unless you learn to consider one standard per unit of time and bring it into line with other standards .

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

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

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

So, if company employees who don't know or don't apply the standard create crazy situations every day, just know that they are trying to start the car by welding the trunk lid or polishing the tires!

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

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

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

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

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

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

1) obtaining resources from the external environment;

2) transformation of resources into a finished product;

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

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

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

Management levels

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

Organization management levels

Most often, there are three levels of control:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

LECTURE №6. Internal environment organizations

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

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

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