Organization of the main processes of management activities. Organization of the enterprise management process. Initial state Final state

Topic 8

Management process

This topic for students of management will cover the following issues:

Management process concept;

Control process properties;

Stages of the management process;

Stages of the management process;

The role of the control action in the control process;

Constant influences;

Periodic exposure;

Concepts: "action", "impact", "interaction";

Directions and types of impact;

Sources of influence in the management process.

In the previous topic, we showed that each of the enterprise systems (as control systems) - controlled and controlled - has its own organizational structure, which serves as a form of existence of the process. Consequently, each of the named systems also has its own process. Earlier, we have already discussed the process of a controlled (production) system, called production, regardless of whether it is material or spiritual (non-material) production, where it takes place.

The management process in the management system is similar to the production process and has its own characteristics, explained by the nature of managerial labor. The production process is aimed at the production of goods and services, and the result of the management process is the preparation of control actions and decisions. This is the main difference between these processes.

8.1. Control process concept

Process (from Lat.processus - promotion) means:

Consecutive change of phenomena, states in the development of something;

A set of sequential actions to achieve a result (production of products, preparation of solutions).

Management process Is a set of purposeful actions of the head and the management apparatus to coordinate the joint activities of people to achieve the goals of the organization.

Table 8.1.1.

Options	Processes
	Management process	Manufacturing process
Subject of labor	Information	Material, blanks, detail, etc.
Labor tools	Tools, office equipment, computers, etc.	Equipment, tooling, devices, etc.
Product of labor	Transformed information (decision, plan, report)	Detail, assembly, assembly, product
Performer of the labor process	Manager, specialist, technical executor	Production worker
Process stages	Goal-setting, information work, analytical work, choice of a course of action (decision-making), organizational and practical work	Procurement, processing, assembly, testing
Process components	Operations, procedures	Operations
Workplace of the performer of the labor process	With wide borders	With narrow borders

Control process parameters. All processes occurring at the enterprise (in the field of production and management) are primarily labor processes, since production and management are the joint labor of people performing purposeful actions according to a certain program. The parameters (characteristics) of the control process include:

Subject of labor;

Labor tools;

Product of labor;

The contractor of the labor process (Fig. 8.1.1.).

Rice. 8.1.1.

Common functions are performed in all organizations without exception with material and spiritual production. The formation of specific functions depends, as you know, on the specifics of the production system, the scope of the enterprise. Therefore, the list of specific functions can be as small and as large as you like, depending on the size of the organization and the scale of its production.

At each specific enterprise, in the management process, general and specific functions are involved for the preparation of management impact, preparation, adoption and implementation of decisions.

8.2. General characteristics of the control process

Management process – it is the activity of the subject of management to coordinate the joint work of those working to achieve the goals of the organization.

As a scientific concept, the control process appears in the unity of its three sides:

2) organizations;

3) implementation procedures (management technology).

1. From the content point of view, the control process can be characterized as a purposeful impact on the state of the elements that form the control system. This process expresses the unity of various partial processes (technical, economic, social, etc.) carried out by the management apparatus within certain spatial and temporal boundaries in relation to specific objects and levels of management.

2. The organizational characteristic of the management process expresses the spatial and temporal sequence of its course, determined by the management cycle. The latter includes 1) the definition of goals and 2) the implementation of management functions. An important role in this aspect belongs to the division of the management process according to belonging to the components of the management system and its levels.

At the enterprise level, the following typical components of the control system are distinguished as objects of the application of the control process:

1) a subsystem of line management;

2) target subsystems;

3) functional subsystems;

4) a subsystem for ensuring control.

The line management subsystem includes all line managers - from the foreman to the director of the enterprise. Target subsystems cover:

Management of the implementation of the plan for the production and supply of products;

Product quality management;

Resource management;

Production development management;

Management of social development of the labor collective;

Environmental protection management.

Functional subsystems are characterized by the specialization of management activities for the implementation of the corresponding 1) specific and 2) special management functions.

Control support subsystem covers:

1) legal support;

2) information support;

3) organization and implementation of the normative economy;

4) office work;

5) equipping the enterprise with technical means of managerial labor.

3. With the procedure (technological) side, the control process is a connection of its certain stages and phases, which are expressed and consolidated in their further division into types of work, operations and actions, as well as procedures, algorithms, etc.

The concept of the management process is closely related to the category of management potential, which is understood as the totality of the management system's capabilities and management resources of information, material, labor, financial, experience and qualifications of personnel, management traditions.

The content management process can look like this (Fig. 8.3.1.):

Rice. 8.3.1.

Methodological content,

Functional content,

Economic content,

Organizational content,

Social content

Methodological content of the management process involves the allocation of certain stages, reflecting both the general features of a person's labor activity and specific features of managerial activity. Stages characterize the sequence of qualitative changes in work in the management process, being the stages of internal development impact in every act of its implementation

Stage – it is a set of operations (actions), characterized by qualitative certainty and homogeneity and reflecting the necessary sequence of their existence.

The management process can be represented as a sequence of the following stages:

Goal setting (goal setting),

Situation assessments,

Problem definitions,

Development of management decisions.

Let's reveal the step-by-step sequence of the control process visually (Fig. 8.3.2).

Rice. 8.3.2.

Target Is the manager's idea of ​​what the system he manages should be like. In a scientific definition, it can be formulated as an ideal image of the desired, possible and necessary state of the system. The management process begins with setting the goal of exposure. If it is a consciously carried out process, purposeful and expedient, it can begin only with the clarification, definition and setting of the goal of the impact.

Situation - This is the state of the controlled system, assessed in relation to the goal. It would be wrong to understand a situation as only a deviation from the program or conflicting cases of work. Management is carried out regardless of whether there is a deviation or not, conflict or non-conflict situation. The state of the system can never be identical with the goal, therefore, there is always a situation.

The difference between a situation and a goal, as a rule, includes many contradictions. The act of influence is necessary to resolve these contradictions, to bring the state of the system closer to the goal. But this is possible only if we find a leading contradiction, the resolution of which will lead to the resolution of all the others.

Problem - this is the leading contradiction between the situation and the goal, to resolve which the impact should be directed. Management decision is impossible without problem definition.

Management solution - this is finding ways to solve the problem and organizational work to implement the solution in a controlled system. It is the final stage of the control process, its connection with the production process, the impulse of the influence of the control system on the controlled one.

The functional content of the control process. It manifests itself in a large-scale sequence and preference for the implementation of the main management functions. The following stages can be distinguished here.

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

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

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

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

Decision making is the core content of all management functions. The need for decision-making arises at all stages of the management process and is associated with all areas and aspects of management activities. From the standpoint of systems analysis, the management process is essentially a process of solving the problems of an 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. Analysis of the obtained result and assessment of the degree of achievement of the set goal serves as a source of identifying new problems and making new decisions, thus resuming the management cycle.

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

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

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

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

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

A decision as an act of choosing (in accordance with the adopted criteria) means and methods of responding to a problem from many possible alternatives involves the issuance of a normative document regulating the activities of the management system, an action plan, oral or written orders on the need to perform a specific action, operation, process.

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

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

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

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

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

The organizational essence of management decisions is that the personnel of the organization is involved in this work. For effective work, it is necessary to form a workable team, develop instructions and regulations, empower employees, rights, duties and responsibilities, establish a control system, 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 a system for organizing work on the development and implementation of solutions should be clearly defined; it allows to establish and secure the rights, duties and responsibilities of individual employees and services of the organization for the performance of individual work (operations), stages and stages of development and implementation of solutions. This is done by regulating and instructing employees involved in the development and implementation of the solution.

The concept of "management solution 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 that determine the implementation of the solution.

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

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

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

material and technical resource management;

production of products;

sales of products;

product quality management;

personnel management;

financial management.

The main functions of the management process include:

planning;

organization;

motivation;

coordination;

control;

regulation.

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

analysis of information;

diagnosis of the situation;

development of decision options and selection criteria;

choice of alternatives;

organization of the implementation of the decision;

control of results.

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

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

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

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

DM functions

Relationship of functions

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

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

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

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

Methodical support, i.e. development of a set of teaching materials on all aspects of management decisions 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 of other profiles to ensure the completeness of the study, as well as conducting individual and explanatory meetings with the participants and implementing the solution.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Topic 2. CONDITIONS AND QUALITY FACTORS

Topic 2 Psychological characteristics of the management process

1. The concept of the management process

2. Organization of management

3. Basic principles of management

4. Methods of management and their characteristics

5. Psychological patterns of management activities

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

Control process concept

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

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

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

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

Initial conditions F possible

Control subsystem Control subsystem

Problem Purpose Direct link

Feedback channel

Rice. 2.1 Management process diagram

VS - internal noises, F possible - external and internal disturbances

Management is a professional human activity in which there are two subsystems - managing (subject of management, leader) and controlled (organization or a specific subordinate). The subject of management carries out managerial influence on the object of management through the channel direct information impact with the help of orders and orders. This impact is targeted, i.e. aimed at achieving the goals of the organization, and systematic, characterizing continuous activities.

To optimize the control process, it is of paramount importance feedback information... It informs about the effect of the influence of directive information (orders, instructions, etc.) and provides interaction between the subject and the object of control. As a result, the manager can take additional measures to improve the object of management, as well as measures for self-improvement. Feedback helps the leader to understand not only the effect of solving a certain problem, but also those changes that may occur in the social and psychological relationships of team members. Therefore, there can be no effective management without full-fledged informational feedback.

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

Internal noises- these are factors that restrain the potential and results of a person's work in the performance of certain management activities: limitations of personal knowledge, skills, abilities and abilities of a leader, which impede effective management. These include insufficient understanding of the characteristics of managerial work, weak leadership skills, a person's inability to manage himself, stalled self-development, etc.

Internal disturbances- these are restrictions that exist within the organization or enterprise itself, for example, conflict situations in the team. TO external disturbances the organization includes restrictions caused from the outside, for example, an economic crisis, late payment of wages.

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

2. Organization of management [Flint]

Organization of management- a set of actions leading to the formation and improvement of relationships between parts of the whole, allowing to realize the goals of management [Flint, p. 19].

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

The algorithm considered below includes seven blocks denoting the constituent parts of the organization of the control system and the relationship between them (Fig. 2.2) [Flint, p. 19].

Fig 2.2 Organization of the control system

Block 1. Exploring the goals of the organizational system and defining the processes needed to achieve these goals. The organizational system is usually multi-purpose. From the very beginning, its elements are structured and coordinated in such a way as to ensure the achievement of the entire set of goals.

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

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

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

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

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

Box 5. Determination of connections, paths and volumes of information passage, development of forms of documents and order of workflow, organization of office work. These tasks can be solved when the decisions made in the field of the structure of the control system and control technology are obvious.

Box 6. Preparation and use of technical means. This is a time-consuming work that is solved in the process of creating automated control systems. The complex of organizational techniques allows us to solve the problems of mechanization of information processing and, on this basis, to improve the technology and methods of management, to increase the efficiency of managerial work.

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

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

Communication (1) determines the priority determination of the goals and objectives of the organizational system as a whole, so that practical actions for organizing management systems are based on given (known) and conscious goals.

Communication (2) reflects the principle of necessary and sufficient diversity, asserting that for the optimal functioning of the organizational system, it is necessary to create such a management system that would make it possible to manage all its elements.

Connections (3.4). There should be mutual correspondence and interrelationships between the structure of the control system and the control technology. The distribution of tasks, rights and responsibilities of management bodies is laid in the structure of the management system. These rights and responsibilities are defined and methodically equipped in the process of developing control technology. And vice versa, when developing control technology, it is necessary to take into account the expected structure of the control bodies, the established degree of centralization of control, etc.

Communication (5) indicates the influence on the control technology of the structure, composition and characteristics of the controlled system. For example, the type of production process plays a decisive role, etc.

Links (6,7) show the influence of the structure and technology of management on the forms, the order of workflow, the flow (volume) of information.

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

Communication (10) indicates the influence of technology on the structure of the management system (for example, centralization of management decisions).

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

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

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

Basic principles of management

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

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

If the management functions are oriented towards the organizational structure and show that what should be done by a leader in the organization, then the principles of management are aimed at the behavior of people and determine how he has to do it. The principles of management, in contrast to functions, are not rigidly connected with each other, embody the subjective experience of the leader and therefore can be enriched, significantly transformed depending on the specific situation, from the new managerial experience of the leader.

Management of a modern organization is based on the following basic principles [Meshcheryakova]:

1) the principle of personnel compliance with the structure: it is impossible to adjust the organization to the abilities of working people, it is necessary to build it as a tool to achieve a clearly defined goal and select employees who are able to ensure the achievement of this goal. Initially, a well-thought-out structure is created in which there are no superfluous divisions or levels of management, and then the appropriate personnel are selected;

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

3)principle of departmentalization- creation of new divisions (departments): the organization is built from the bottom up, at each stage the need to create new divisions is analyzed. The functions and role of the unit, its place in the general structure of the organization should be clearly established;

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

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

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

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

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

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

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

The organization of the management process involves the distribution and consolidation of work by stages, regulation and standardization of their sequence and timing, the establishment of disciplinary measures, the introduction of mandatory requirements for the implementation of the management process.

Organization of the management process- this is its all-round ordering, which determines the clarity, consistency and permissible boundaries of its implementation. In other words, it is an expedient construction of the management process in time and space in accordance with the needs of coordinating joint work in the socio-economic system with the tasks of increasing the efficiency of the organization's management.

The organization of the management process involves the establishment of:

• the necessary sequence of execution of its various cycles, stages, stages and operations, as well as the possible and necessary in certain conditions the parallelism of the execution of various works;
• time limits for the performance of work of a certain type and their grouping according to the factors of intensification of management;
• a clear procedure for the receipt of the necessary and sufficient information for the normal and timely implementation of each of the stages of the management process and all its operations;
• the order of participation of various links of management in the stages of the management process;
• procedures of the management process as mandatory operations for a certain type of work (coordination operations, discussion, sighting, approval, informing, etc.).

There is a fairly large group of principles that reflect the dynamics of management and act as the basic rules for building the organization of the management process.

The main ones are.

1. The organization of the control process should ensure the greatest possible controllability. The category "manageability" is a qualitative characteristic of the management process. The system is controllable if it reaches the control circuit at a given time and falls within the resource constraints. The system is unmanageable if it does not reach its goal; poorly managed, if it does not achieve the intended goal accurately, but approximately or goes beyond the established resource limits. The degree of controllability is determined by the ratio of controlled and uncontrolled processes in the control system.
2. The management process should be focused not on eliminating disturbing influences, but on achieving the set goals. The goal should be an organizational factor in the management process. This requires the organizational design of the target settings of the management process, their use as criteria for assessment, control, incentives, etc.
3. The organization of the management process should provide a comprehensive account of the existing working conditions, the connection, taking into account the general and special, typical and specific.
4. The organization of the management process should ensure the uniformity of the distribution of work by its stages and by the links of the management system. This ensures rhythm of the control process.
5. In accordance with the needs of the management process - ensuring its consistency, continuity, cyclicality, rhythm, etc. - information support should be organized.
6. It is necessary to strive for the maximum possible simplification of the procedural part when organizing the management process, that is, it is necessary to observe the principle of the justified necessity of the corresponding procedures, their organizational significance.
7. An effective organization presupposes the elimination (or minimization) of the reciprocating paths of the management process, especially in the inter-level interaction of the links of the management system.
8. The management process should be organized in such a way that the influence of subjective factors is maximally excluded, and this will allow it to be successfully carried out regardless of the change in personnel.
9. The control process must be consistent both in space and in time. The spatial implementation of the control process often turns out to be inconsistent, incommensurate with the temporal one.
10. In organizing the management process, a rational combination of regulations, standards, instructions plays an important role. A certain measure of regulation and rationing is needed to reflect the assessment of the general and the particular, stable and random, typical and transitory.
11. The organizational forms of using modern technical means must correspond to the organization of the management process and be its integral organizational element.

These and other principles of organizing the management process should be taken into account in the whole complex and in interrelation.

The current state of the country's economy and the need to bring it out of the economic crisis pose a number of problems, among which the requirements for increasing the efficiency of production management are among the main ones. These requirements in the leading sectors of the country's economy include:

• intensification and acceleration of the management process on the basis of its scientific organization, wide and complex use of personal computers for performing routine operations;
• strengthening the target orientation of the management process, ensuring the target sequence in solving production problems;
• reduction of the cycles for the development of management decisions due to the possible simplification of procedural operations of the management process;
• informational ordering of the management process according to the time and quality characteristics of management decisions, widespread use of modern computing, duplicating and communication technology.

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

Who is the participant in the management process? The traditional answer to this question is the decision makers, as well as those involved in the preparation and implementation of these decisions. This category includes the owners (shareholders) of the company, managers of different levels, assistant managers, specialists. All this is true, but the concept of BPM looks at the management process a little more broadly, because there are people who are not directly involved in management, but, nevertheless, have a significant impact on this process. These are, first of all, "those who are controlled": employees, as well as persons external to the company: customers, suppliers, partners, representatives of government regulatory bodies, industry analysts, etc.

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

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

Awareness of how business works and what its driving forces are (this aspect in the English-language literature is denoted by the capacious word insight, which is, again, difficult for adequate translation), definition of strategy and setting goals;

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

Practical actions to implement plans.

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

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

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