Organization of the main processes of management activities. Participants in the management process. Organization of the management process

After mastering this chapter, the student must:

know

The main characteristics of group processes in the organization;

be able to

Identify different organizational structures;

own

Interaction technologies in companies with different organizational structures.

Content of management activities and main management functions

The leader plays important role in any organizational system. His activities are closely related to all aspects of the functioning of the organization. Studying psychology management activities presents a certain difficulty. At present, the external manifestations of managerial activity, and not its internal content, have been studied to a greater extent.

It is advisable to study the psychology of management based on the activity approach. The concept of activity has the status of a general scientific category and is studied by such sciences as philosophy, sociology, psychology, economics, engineering disciplines, physiology, etc.

Activity is defined as a form of the subject's active attitude to reality, aimed at achieving consciously set goals and associated with the creation of socially significant values and the development of social experience. The subject of the psychological study of activity is the psychological components that stimulate, direct and regulate the subject's labor activity and implement it in performing actions, as well as the personality traits through which this activity is realized. The main psychological properties of activity are activity, awareness, purposefulness, objectivity and consistency of its structure. The activity is always based on some motive (or several motives).

Activity presupposes two main plans of characterization - external (objectively effective) and internal (psychological). The external characteristic of activity is carried out through the concepts of the subject and object of labor, subject, means and conditions of activity.

Subject of Labor- a set of things, processes, phenomena that the subject must mentally or practically operate in the process of work. Labor tools- a set of tools capable of enhancing a person's ability to recognize the features of the object of labor and to influence it. Working conditions - the system of social, psychological and sanitary-hygienic characteristics of the activity. The internal characteristic of activity involves a description of the processes and mechanisms of its mental regulation, structure and content, operational means of its implementation.

TO structural components include: purpose, motivation, information basis, decision-making, plan, program, individual psychological properties of the subject, mental processes (cognitive, emotional, volitional), mechanisms of control, correction, voluntary regulation, etc.

Anatoly Viktorovich Karpov classified the types of activities as follows:

on the subject area of work (profession and specialty);
by the specifics of the content (intellectual and physical);
on the specifics of the subject ("subject-object" types, where the subject of activity is any material object, and "subject-subject", where the subject of labor influences are people);
according to the conditions of implementation (activities in normal and extreme conditions);
by its general nature (work, study, play), etc.

The complex nature of management activity as an individual-joint one determines not only its belonging to a special, specific type of activity, but also predetermines the presence of a number of basic psychological characteristics... Management activity is characterized not by a direct, but by an indirect connection with the final results of the functioning of a particular organization. The more management activity is concentrated around non-performing functions and is freed from directly performing labor, the higher its effectiveness.

The essence of management activities- organizing the activities of other people, i.e. "activity organizing activities" (activities of the "second order"). This property is considered in theory as the main one - attributive for managerial activity (therefore, it is designated by the concept of meta-activity).

The purpose of management activities- ensuring the effective functioning of a certain organizational system... The content of management activities is uniform in its essence and represents the implementation of a number of standard management functions: planning, forecasting, motivation, decision-making, control, etc.

The work of a leader is aimed at solving two aspects of the activity - ensuring the technological process and organizing interpersonal interactions. The activities of a leader are more effective if the leader is not only a formal boss, but also a leader and knows how to combine the hierarchical ("keeping distance") and collegial (coordination) principles.

According to A. V. Karpov, management activity is quite specific in terms of typical conditions, which are subdivided into external and internal. TO external conditions relate:

tight time constraints;
chronic information uncertainty;
high responsibility for end results;
unregulated labor;
constant lack of resources;
frequent occurrence of so-called extreme - stressful situations.

TO domestic conditions relate:

the need to simultaneously perform many actions and solve many tasks;
inconsistency of regulatory (including legislative) prescriptions, their uncertainty, and often their absence;
lack of formulation in a clear and explicit form of evaluation criteria for the effectiveness of activities, and sometimes their absence;
multiple subordination of the head to various higher authorities and the resulting inconsistency of requirements on their part;
almost complete non-algorithmic activity, etc.

In control theory, there are three basic approaches to the consideration of the control process: process, system and situational.

According to process approach the management process is viewed as a chronologically ordered and cyclically organized system of management functions. Thus, the condition for successful management is not only the effectiveness of management functions, but also their precise organization within a single process.

According to A. Fayol, there are five basic management functions: predict, plan, organize, manage, coordinate and control. Subsequently, functions such as goal-setting, forecasting, planning, organization, management, leadership, motivation, communication, coordination (integration), research, control, assessment, decision-making, correction, recruitment, representation, marketing, innovation management, were identified. dr.

Moreover, all management functions can be grouped into four basic categories:

planning;
organization;
motivation;
control.

In addition, there are two so-called connecting functions(aimed at harmonizing basic functions) - decision making and communication.

Planning Is a system of ways by which management ensures a unified focus of efforts of all employees of the organization to achieve the goals set, including the development and implementation of means of influence: concept, forecast, program, plan.

Organization- a system of measures aimed at optimizing the joint activities of employees to achieve goals, including the development of operating modes, adaptation to changes in external and internal relations in the management system, coordination of activities.

Motivation- motivation of employees to perform quality tasks in accordance with delegated responsibilities.

Control includes setting standards, measuring what has been achieved, comparing what has been achieved with what was expected, and taking action to correct deviations from the original plan.

Decision-making Is a choice of how and what to plan, motivate, organize and execute.

Communication - it is the process of exchange of information between people in the process of joint activities.

Systems approach proceeds from the assumption that any organization is a system consisting of interdependent parts.

The main task of the leader in this case is to see the organization as a single organism, unified system, the constituent parts of which interact both with each other and with the outside world.

However, it must be borne in mind that modern organizations are so-called socio-technical systems, i.e. they are internally heterogeneous and include qualitatively different components. They consist of a complex subsystems which should be coordinated hierarchically (by the type of subordination) and "horizontally" (by the type of coordination).

The systems approach formulated a new understanding of organizations as socio-technical systems, and also contributed to the strengthening of interdisciplinary ties of management theory with other sciences and areas of research (general theory of systems by L. von Bertalanffy, "industrial dynamics" by D. Forrester, studies of "administrative systems" by Charles Barnard, research on theoretical foundations management (cybernetic direction) N. Wiener).

Besides, systems approach demonstrated the need integrated approach to the theory of management based on the integration of various schools of management.

Situational approach represents a unified methodology, a way of thinking about organizational problems and ways to solve them. According to this approach, any organization is open system, in constant interaction with external environment when the main reasons for what is happening in the organization must be looked for in the situation in which the organization operates. From the point of view of this approach, the situation is defined as a specific system of circumstances and conditions that affect the organization at a given time.

In accordance with this approach, the management process includes four main macro-stages:

1. Formation of managerial competence of the head.
2. Ability to foresee the consequences of certain steps in a given situation and to carry out their comparative analysis.
3. Adequate interpretation of the situation and the allocation of external and internal situational variables; assessment of the effects of exposure to them.
4. Coordination of management techniques selected by the manager with specific conditions based on the requirement to maximize positive and minimize negative effects.

The third stage is the main one in this process. It should be borne in mind that specific sets of situational variables can vary greatly. However, there are a number of basic variables that are relevant for most management situations (Figure 1.1). The situational approach has shown that the effectiveness of any approach is determined by the management situation.

Rice. 1.1. Structure external environment of the organization

Shadrikov V.D. Abilities and activities. M., 1995.
Karpov A.V. Management psychology. M .: Gardariki, 2005.
Karpov A.V. Decree. Op.
Grayson J., O "Dale K. American management on the threshold of the XXI century. M., 1991.
Albert M., Mescon L /., Kheduri F. Fundamentals of management. M., 1992.

Topic 2 Psychological characteristics of the management process

1. The concept of the management process

2. Organization of management

3. Basic principles of management activities

4. Methods of management and their characteristics

5. Psychological patterns of management

Basic concepts and terms:control, 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, social and 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 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 control in the narrow sense of the word, which can be applied to social objects, 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 management 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 when performing certain managerial activities: limitations of personal knowledge, skills, abilities and abilities of a leader, hindering good governance... These include insufficient understanding of the specifics 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 control is considered in the form of a specific algorithm that can be used to practical work on the study of control systems and serve as a convenient way to determine the sequence of work when 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, organs, 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 works that need to 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.

In parallel, the spheres of competence are established, the tasks, rights and obligations of the governing bodies are formulated and distributed, and they are developed. internal structure, the required number of employees is determined, staffing table 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 job, solved in the process of creation. automated systems management. The complex of organizational equipment allows solving the problems of mechanizing information processing and, on this basis, improving the technology and methods of management, increasing 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 systemic 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 proceed from the 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 allow managing 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 the governing 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 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 production process etc.

Links (6,7) show the influence of the structure and management technology 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, necessary technical means etc.

Basic principles of management

A principle is the basic, starting point of some 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 specific situation, from the new managerial experience of the leader.

Control modern organization is based on the following basic principles [Meshcheryakov]:

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 unnecessary departments 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 administrative persons is diffused, it is not clear who should be responsible for the wrong order;

3)principle of departmentalization- creation of new subdivisions (departments): the organization is built from the bottom up, at each stage the need to create new subdivisions is analyzed. The functions and role of the unit, its place in 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 on average more than 6-12 subordinates. When performing physical work, up to 30 people can be subordinate to the manager, but the higher the level of management, the 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 head bears full personal responsibility for the actions of people subordinate to him;

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

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

The relevance of the question of the stages of the leadership process is associated with the fact that it runs through all the activities of the organization as a red thread. Efficiency can be compared to a watch. A well-functioning and clear mechanism will lead to the planned result. At the same time, a good management system is characterized by flexibility - the ability to adapt to new conditions.

The essence of management

Management means the management of an object or subject (person). Management as a process is a combination of various activities, coordination, maintenance of order, necessary for the successful operation of an enterprise, achievement of goals and development.

The management process includes the solution of tactical and strategic tasks:

the task associated with tactics requires maintaining the harmony, integrity and effectiveness of the elements of the controlled object;
strategy implies development, improvement and positive change in the state.

Characteristics of control processes

The management process is continuous and cyclical. It consists of managerial labor, subject matter, means and end product. The management of any object is associated with the periodic repetition of individual stages of work. These can be the phases of collecting and analyzing data, developing an organization for its implementation.

The technology of the management process is being improved along with the development of the organization. If the manager is late in making decisions, then the management process becomes chaotic and inertial.

A closed sequence of management actions that are repeated to achieve goals is called a management cycle. The beginning of the cycle is the identification of the problem, the result is the achievement of the working result. Periodicity management processes helps to find common patterns and principles for organizations of different profiles.

Management principles

The fundamentals of management processes are expressed through fundamental principles. They are objective and consistent with the laws of management. The list of general principles of management that can be found in textbooks is not small. Among them are:

purposefulness;
feedback;
transformation of information;
optimality;
prospects.

The formation and operation of the management system is based on several other principles.

Division of labor	Management functions are decoupled from each other and form the basis for the management structure. Departments, brigades appear, performing different, but uniform types of work.
Combining functions	Combination of operations in management functions. The relationship of the functions of governing bodies with the internal structure.
Centrism and independence	The management process and organizational structure remain centralized and independent of the external environment.
Subordination in the control system	The information flow on the steps connects the higher, middle and lower management level.

The implementation of the principles contributes to the effective integration of management functions, strengthening ties at all levels of management bodies.

Management functions

The professional activities of managers are gradually reflected in management functions.

Grouping functions	The management process includes activities
General (universal) functions	Planning, forecasting, coordination, organization, control, accounting function and others. Contribute to the development, improvement and interconnection of management processes.
Special functions	Administration, personnel management, motivation. As tools for common functions, they help organize productive activities.
Secondary functions	Maintenance of management processes for the successful functioning of all

By the nature of the activity, the functions used in various areas related to production are distinguished, the economic part, economy, technology.

Henri Fayol divided the functions of managing an industrial organization into 6 groups: administrative, commercial, industrial, accounting, insurance and accounting activities.

Steps in the management process

Each management action and decision is accompanied by the unity of information, goals, society and other aspects. The essence of management reflects which can be represented as a set of stages.

The management process includes stages that alternate continuously.

In addition to the above stages, the management process includes actions to implement a management decision.

7 stages of the HR process

The managerial tasks in the field of human resources are varied. The personnel management process consists of seven stages.

Planning staffing for all functions of the enterprise.
Attraction of personnel, formation personnel reserve, selection and hiring.
Labor motivation. Creation of material ( wage, bonuses) and an intangible motivation system for the formation of a stable team.
Adaptation and career guidance system for employees. As a result, everyone should quickly get into work, know corporate goals, understand the essence and requirements for their activities.
Assessment of employees and labor. Assessment of knowledge, skills, skills for effective work... The system for evaluating the work of each and informing the team as a whole.
Relocation, career planning, staff rotation.
Training of personnel to replace managers. Professional development of management personnel.

An effective personnel management process is impossible without the development and enhancement of the professional potential of workers. This factor becomes decisive in production and labor productivity.

Project management

Project management processes are a collection of functions and specific activities.

The entire project and each performer can be assessed using a number of indicators. This is the volume, period and quality of the work performed in accordance with the terms, the amount of invested resources (material, financial), staff the project team, the expected level of risk.

Project management processes are associated with the solution of the following tasks:

formulation of project objectives;
search and selection of solutions for the implementation of the project;
creation of a structure (team of performers, resources, timeline and budget);
connection with the external environment;
management of a team of performers and coordination of work progress.

Information management

Information is a body of knowledge, information about an event, fact, phenomenon or process. In production management, information becomes a necessary means of communication, communication between employees.

The great importance of information in the control system is associated with its versatility. It is not only the subject and product of managerial labor, but also a set of data on the state of the management system, internal and external environment.

Information management processes are the stages of collecting, transmitting, transforming, processing and applying information. Storage and destruction of the information base are distinguished as separate processes.

Management of risks

Risk management at any firm is not a one-time event, but an ongoing necessity. Risk management has become a stage in business management, without which it is impossible to make a profit and achieve goals. includes five stages of directed action.

In practice, these processes are not always performed in this order or can be carried out simultaneously.

The big picture needs to be complemented feedback for each of the stages, which means returning, if necessary, to the passed stage. The final stage is related to the conclusions and the final assessment. The results should be used when working on assessing and minimizing risks in the future.

Manufacturing technology management

Depends on organizational structure, which is presented in modern enterprises in three versions.

The centralized method of management involves the concentration of functions in departments. In fact, there is only line management in production. Therefore, centralization is applicable only in small production.
Decentralization - the structure of the management process is associated with the transfer of all functions to the shops. The workshops become partly independent divisions.
A combination of centralization and a decentralized system is used by most manufacturing enterprises... Operational issues are resolved in workshops or bureaus, and the management methodology and quality control remain with the management departments. The workshops have their own management apparatus and conduct the entire technological process.

Financial management

The financial management system should be present even in a small company and not only consist of accounting. The management process includes five areas of financial work.

Business process control	Helps to identify potential losses Money
Creation of a finance department	And the allocation of financial departments is a clear distribution of responsibility, effective control of cash flows.
Control of the movement of money and goods	Done with financial plan cash flows.
Implementation of management accounting	It is introduced after the development of indicators to assess the state of finances, the effectiveness of departments.
Budget management	The management process includes analytical information based financial departments.

Analysis of the control process

The main purpose of management analysis is to provide leadership with information for making informed decisions. It includes three areas of analysis:

retrospective (examines information about past events);
operational (analysis of the current situation);
promising (short-term and strategic analysis possible future situation).

Improving the management system

The process of improving the management system is carried out on the basis of the analysis of management and accounting data. To assess its effectiveness, it is necessary to calculate a number of coefficients: controllability, the level of labor automation, labor efficiency, economic efficiency management, management efficiency, labor productivity.

Improving the management system is an inevitable process for a successful organization. At this stage, the management process includes, for example:

1) audit of the management system;

2) verification of compliance with legislation, international standards, recommendations of the Bank of the Russian Federation;

3) development of measures to improve the management system and updating of internal documentation;

4) cooperation of the board of directors with shareholders and the formation of proposals.

The current state of society and the economy contributes to the rethinking of management and the professionalism of the manager. For the manager, active work on the development of personnel, the main resource of the enterprise, becomes urgent. A successful manager knows how to look into the future, to be flexible in decision-making with a complete unpredictability of the external environment.

Management process Is the impact on an object in order to change its state or form.

Control system is divided into two subsystems: controlled and controlled.
Control subsystem performs production management functions. It includes a management apparatus with all employees and technical means. Controlled subsystem carries out various management functions. It includes workshops, sections, brigades.

Functionally, the control system is subdivided 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:

structural and functional subsystem (implements the principle of unity of structural and functional elements of the system);
information and behavioral subsystem (providing actions with the necessary information);
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 provide the property of controllability of the system as a whole.

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

Subjects of management- centers of activity, centers of responsibility.

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

The main purpose of the functioning of the subject of management is to develop management decision, which ensures the efficiency of the system as a whole.

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

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;
at the local level (at the level of the system itself).

Requirements for the subject of management:

the subject of management must implement the law of the required diversity (quantitative side);
the control system must have all those properties and characteristics that are inherent in a cybernetic system (these requirements characterize the quality side):
- unity;
- integrity;
- organization;
- emergence.
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;
the management system should always be the center of responsibility;
the subject of management must be law-abiding;
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 of the external environment and influence the development of this level;
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 the elements, it is necessary to distinguish the following subsystems:

system of management goals;
functional model of the control system;
structural model;
information model;
communication model (relationship systems);
efficiency model;
control mechanism;
operating (technological) model.

Control object

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

Control object- it is a separate person or group that can be combined into any structural unit and on which the management impact is exerted. Nowadays, the idea of participative management is spreading more and more, i.e. such management of the affairs of the organization, when all members of the organization, including the rank and file, participate in the development and adoption of the most important decisions. In this case, control objects become its subjects.

Management process in the organization

Management process Is a certain set of management actions that are logically linked to each other in order to ensure the achievement of the goals set by transforming resources at the input to products or services at the output of the system.

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

All management processes are divided into two groups:

constant processes - represent the functional areas of human activity to achieve current goals;
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 control 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 operational in nature and be transformed into specific objectives. They are a guideline for specifying the use of the necessary resources.

Situation- represents the state of the controlled subsystem.

Problem- this is a discrepancy between the actual state of the controlled object and the desired or specified.

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

Stages of the management process:

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

Management mechanism

Management in the organization is carried out using management mechanisms. Economic Mechanism solves specific problems of interaction in the implementation of socio-economic, technological, socio-psychological problems arising in the process of economic activity.

Control mechanism Is a subsystem of the control system, the purpose of which is to provide the property of controllability of the system as a whole.

Components:

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

The economic management mechanism consists of three levels:

in-house management;
manufacturing control;
personnel Management.

In-house management:

marketing;
planning;
organization;
control and accounting.

Intra-firm management principles:

centralization in management;
decentralization in management;
a combination of centralization and decentralization;
orientation towards long-term development goals;
democratization of management (participation of employees in the top management).

Manufacturing control:

research and development;
ensuring the development of production;
sales support;
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 their activities;
forms of remuneration;
team relationships;
involvement of workers in management at the grassroots level;
the system of motivation of workers' labor;
organizational culture of the company.

Methods of influence in management

Management considers management methods as a collection different ways and techniques used by the administration of firms to enhance the initiative and creativity of people in the process labor activity and meeting 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:

economic;
organizational and administrative;
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 labor.

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

Organizational and administrative methods are divided into three groups:

organizational and stabilizing - establish long-term ties in management systems between people and their groups (structure, staff, regulations on executors, operating procedures, management concepts of firms);
administrative - provide operational management of joint activities of people and firms;
disciplinary - designed to maintain the stability of organizational ties and relationships, as well as responsibility for a specific job.

Socio-psychological methods are ways of influencing the social and psychological interests of firms and their personnel (the role and status of an individual, a group 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 management relations.

On these grounds, two main groups of management functions can be distinguished:

general management functions are functions that determine the type of management activity, regardless of the place of its manifestation;
specific functions are functions that determine the focus of human labor on a specific object. They depend on the organization, the directions of its activities. Specific management functions arise from the horizontal division of labor.

TO general management functions relate:

planning;
organization;
coordination;
motivation;
control.

Scheduling 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 all members of the organization to achieve its overall goals.

The purpose of planning as a management function is to strive 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 environment.

Organize- means to create a kind of structure. There are many elements that need to be structured in order for an organization to fulfill its plans and thereby achieve its goal.

Because people in the organization do the work, others important aspect the function of the organization is to determine who exactly should carry out each specific task. The leader selects people for a specific job, delegating tasks and powers or rights to individuals to use the resources of the organization. These delegates accept responsibility for the successful fulfillment of their responsibilities.

Coordination as a function of management, it is a process aimed at ensuring the proportional and harmonious development of various parties (technical, financial, production and others) of the control 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 subordination of the younger to the senior, which is based on the norms of official discipline. The task of vertical coordination is the organization of effective communication and balancing of structural units and their employees of various hierarchical levels.

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

Motivation- the process of encouraging oneself and others to act in order to achieve a common goal. The leader should always remember that even well-made plans and the most perfect structure organizations don't matter if someone doesn't follow actual work organizations. Therefore, the task of this function is to ensure that members of the organization perform work in accordance with the delegated responsibilities and according to the plan.

Control Is the process of ensuring that an organization truly achieves its objectives. Circumstances can cause the organization to deviate from the main course set by the leader. And if management is unable to find and correct these deviations from the original plans before the organization is seriously damaged, the achievement of goals will be jeopardized.

Purpose: achieving the desired results that an economic entity needs to obtain, based on the chosen concept of marketing management (production, commodity, sales, traditional or socio - ethical) and development strategy, including four target areas:

1) deeper penetration into the developed demographic and geographic markets with old products and services;
2) penetration into new geographic and demographic markets with old services;
3) development and production of new products for old, mastered markets;
4) diversified development, which consists in mastering the production of new products and services for new geographic and demographic markets.

Tasks: management allows you to formulate general laws of management, and analysis and generalization of management practice makes it possible, based on these laws, to concretize the content of management within the framework of management science.

Production subdivisions of an enterprise-shops, sections serving farms and services (directly or indirectly involved in the production process), taken in aggregate, constitute its production structure.

The construction of a rational production structure of an enterprise is carried out in the following order:

1. The number of workshops, sections of the enterprise is established, their capacity in the size, providing a given output;
1. The areas for each workshop and warehouse are calculated, their spatial locations are determined in the general plan of the enterprise;
2. all transport links within the enterprise, necessary external communications are planned;
3. The shortest routes of movement of objects of labor in the course of the production process are outlined.

Production units include workshops, sections, laboratories in which the main products manufactured by the enterprise are manufactured, undergo control checks and tests, components purchased from outside, materials and semi-finished products, spare parts for servicing products and repairs during operation; various types of energy are converted, consumed for technological and other purposes, etc.

Main structural production unit enterprises (except for enterprises with a shopless management structure) - a shop is an administratively separate link that performs a certain part of the overall production process (production stage).

At a large (medium) enterprise, shops are usually divided into four groups: main, auxiliary, side and auxiliary.

In the main workshops, operations are carried out to manufacture products intended for sale. The main shops are usually divided into procurement, processing and assembly.

Auxiliary or service shops: instrumental, non-standard equipment, repair, energy, transport.

Side shops: utilization and processing of used waste, consumer goods shops.

Ancillary shops manufacture containers for packaging products, print instructions for their use.

A special role in production structure the enterprises occupy design and technological divisions. They develop new products, technological processes to obtain these products, experimental and development work is being carried out.

The workshops include main and auxiliary production areas.

The main production sites are created according to the technological or subject principle. On sites organized according to the principle of technological specialization, technological operations of a certain kind.

In areas organized according to the principle of subject specialization, not individual types of operations are carried out, but technological processes as a whole. As a result, they get finished products for this site.

Auxiliary areas include areas for current repair and maintenance of equipment; transport service, a workshop for the repair and maintenance of tools, etc. centralized system the organization of maintenance and current repairs at the enterprise, auxiliary sites are not created.

Auxiliary sites are created according to the same characteristics as the main production sites.

Functions of structural divisions of LLC restaurant "BuonoChibo"

1. Accounting department: accounting and control at the enterprise over the consumption of funds, materials, control over the shipment of products, organization of financial activities at the enterprise, etc.
2. Planning and economic department: production planning, economic analysis of the results of the enterprise.
3. Service hall: product sales.
4. Engineering and maintenance service: organization of production, control over the course and time of manufacture of products, quality control of manufactured products.
5. Department of material and technical supply: provision of semi-finished products and products according to production program.
6. Workshops of the enterprise: carry out the manufacture of products in accordance with the production program, carry out routine and overhaul of equipment.