Ministry of Education and Science of the Russian Federation

Federal State Budgetary Educational Institution

Higher and professional education

"Magnitogorsk State Technical University

them. G.I. Nosov "

Department of State and Municipal Administration

and personnel management

COURSE WORK

Discipline: Fundamentals of Management Theory

On the topic: The role of communications in management

Artist: Karimova Alina Ildarovna

Head: Ritter Irina Vladimirovna

Magnitogorsk, 2014

INTRODUCTION

Communication plays an important role in the management process. They act as a connecting process necessary for the manager to carry out managerial actions. Almost 80% of managers' working time is spent on communication, given that they have to communicate, performing interpersonal roles, informational and decision-making roles, as well as to perform all management functions. The quality of information exchange directly affects the degree to which the goals of the organization are realized. The exchange of information is built into all the main types of management activities, which is why this topic is the most relevant today.

It is often unreasonably assumed that an effective communication system is formed "by itself" as soon as a group of performers is assigned a common task. In many cases, even active, purposeful attempts to create a favorable climate for communications do not give the desired result. According to opinion polls, 73% of American, 63% of English, 85% of Japanese leaders consider poor communication to be the main obstacle to the effectiveness of their organizations. Ineffective communication is one of the main causes of management problems. In turn, the effectiveness of communications depends entirely on the effectiveness of the working leader, on his managerial skills.

To do this, the head must:

Know the mechanism of development of communication processes, the nature of the influence of external conditions on the results achieved.

Have the skills required to communicate effectively.

Difficult situations may even require a dedicated employee in the organization who should be assigned the responsibility to study and improve the communication systems in the organization.

It is almost impossible to overestimate the importance of communication in management. Nearly everything that leaders do to make it easier for an organization to achieve its goals requires effective communication. If people cannot exchange information, it is clear that they will not be able to work together, formulate goals and achieve them.

The object of the research is the analysis of the communication system of the enterprise OJSC "Bashkirenergo". The subject of the research is communications in management at JSC "Bashkirenergo". The aim of the course work is to study communications in the field of management.

To achieve this goal in work, it is necessary to solve the following tasks:

˗ define communications, show their nature and complexity;

˗ consider the importance of communications in the organization;

˗ disclose the content of the communication process and consider the barriers to communication;

˗ consider the various existing types of communications;

˗ identify methods for improving communications in the organization;

˗ describe the activities of the enterprise OJSC Bashkirenergo;

˗ to reveal the analysis of the improvement of communications at the enterprise of JSC "Bashkirenergo".

The coursework uses the following methods: analysis, description, forecasting, comparison.

Thus, communication is a complex process with interdependent steps. Each of these steps is necessary in order to make our thoughts understandable to another person. Each step is a point at which, if we are careless and do not think about what we are doing, the meaning can be lost.

1. COMMUNICATIONS IN THE ORGANIZATION

1 Essence, problems and role of communication

A person spends most of his daily life in organizations: schools, firms, etc. We live in a society of organizations. Almost every one of us is a member of one or more organizations in which it is communication that animates the organizational structure.

Communication is:

transfer of information (ideas, images, assessments, attitudes) from person to person;

the interaction by which information is transmitted and received; the process of transmitting and receiving information;

a line or channel connecting participants in the exchange of information.

The organization is managed through people. One of the most important management tools in the hands of a manager is the information at his disposal. By using and transmitting this information, as well as receiving feedback, he organizes, leads and motivates subordinates. Much depends on his ability to convey information in such a way that the most adequate perception of it by those to whom it is intended is achieved.

The following features of communication between people are distinguished:

the possibility of mutual influence of partners on each other through a system of signs (verbal and non-verbal communication);

communicative influence only in the presence of a single or similar system of codification and decodification in the communicator (the person sending the information) and the recipient (the person receiving it);

the possibility of communication barriers.

According to Vikhansky O.S. the term "communication" comes from lat. “Communis”, which means “common”: the sender of the information tries to establish a “communion” with the receiver of the information. Hence, communication can be defined as the transfer of not just information, but meaning or meaning through symbols.

The term "communications" quickly became generally accepted, but its spread did not mean that communications had become one of the important components of social research. Only the development of various concepts of organizations has given relevance to the problems associated with the construction and operation of communication networks.

Effective interpersonal communication is essential for management success for a number of reasons. Firstly, the solution of many managerial tasks is based on the direct interaction of people (a boss with a subordinate, a subordinate with another subordinate) within the framework of various events. Second, interpersonal communication is the best way to discuss and resolve issues characterized by ambiguity and ambiguity.

Speaking about the role of communication in an organization, it should be noted that the formation of communication networks and the creation of conditions for the successful functioning of communications in the organization are one of the most important management tasks. Indeed, the exchange of information is included as an essential link in all the main activities of the organization, therefore, if communication links (both internal and external) do not exist or do not work, this negatively affects the functioning of the entire organization.

There are several reasons for this:

heads of organizational units have to spend a lot of time searching for the necessary information and processing it;

there is a duplication of information, since the same information comes to a division of the organization and to its management from different sources;

in some departments and some managers there is a lack of information, while in other departments information overload may occur;

employees of the organization are little aware of its activities, plans, orientation and position in the external environment, which negatively affects the integration processes, accurate implementation of the orders of the management, etc.

In this regard, one of the main goals of management in an organization is the creation of a communication system, its launch and control over normal functioning. Implementation of communications in some cases is fraught with significant difficulties:

If two people significantly disagree on some issue, only the establishment of two-way communications allows you to realize this. The disclosure of different points of view often leads to the formation of polar views, when the parties take extreme positions. Under the influence of the threat of potential problems, which are inevitable in the event of a loss, the participants in the discussion often "discard" logic and rationality and move on to defensive argumentation: they focus on the personal qualities of the "enemy", selectively use those who have facts, seek to control themselves and suppress negative emotions. Defensive argumentation avoids risk and manifestations of incompetence, but the main reason for using it is the desire to control the situation and the desire to prevail, which leads to a decrease in the effectiveness of communication. The second possible problem is cognitive (cognitive) dissonance, i.e. internal conflict and anxiety arising in cases where people receive information that is incompatible with their value systems, previously made decisions or other data they know. Since its occurrence causes a feeling of discomfort, a person seeks to get rid of or at least reduce it. Perhaps he will try to get new communication inputs, change the interpretation of the received data, or decide whether to make adjustments to the value system. Perhaps the individual will simply refuse to believe the discordant information or ignore it. When making contact, the sender must take extra care, since communication is both a powerful form of self-disclosure to other people and a source of possible evaluation of the communicator by others. In the course of communication, we not only reveal something to other people (content), but while we transmit the message (speak), the recipients give us a certain assessment. This aspect of communication prompts the sender to think about saving face, i.e. he seeks to prevent criticism of himself from other people. Negative assessments endanger, first of all, the individual's self-esteem. Sometimes the "critic" himself regrets having expressed something that contradicts our self-image. While these “regrettable” messages are often delivered unintentionally, they tend to cause heavy feelings for the recipient, create tension in the relationship, and sometimes lead to breakups. Regrettable messages include, for example. Gross verbal errors, personal attacks, defamatory stereotypical statements, sarcastic criticism or dangerous information. Very often, this kind of message is transmitted during emotional confrontation. The problems associated with the creation of effective communications can be divided into two main groups: the problems of structural communications and the problems arising in the course of interpersonal communication.

Thus, speaking about the role of communication in an organization, it should be noted that the formation of communication networks and the creation of conditions for the successful functioning of communications in the organization constitute one of the most important tasks of management, but we also encountered problems that arise and hinder the communication process.

2 The communication process in the organization

Organization is a stable system of individuals working together on the basis of a hierarchy of ranks and division of labor to achieve common goals. Communication is a vital system of an organization: if somehow the flow of messages in the organization is eliminated, it will cease to exist. Communication permeates all activities in the organization, it is an important working tool for ensuring that individuals perceive their organizational roles and for the integration of organizational units. From the standpoint of the theory of open systems, an organization is represented by a developed network of communication channels that are designed to collect, systematize and analyze information about the external environment, as well as to transfer processed messages back to the environment. Communication is the connecting thread that connects interdependent parts of an organization. As soon as communication is suspended, organizational activity ceases to exist. Instead of it, the uncoordinated activity of individuals reappears. Communication is not only an essential element of the internal functioning of an organization, but plays a vital role in the exchange of information between the organization and the environment. The communication system serves as a means of integrating organizations into their external environment. Communication within organizations and between an organization and its environment, together constitute what is called organizational communication. It should be noted that the communication process in an organization, as a rule, is orderly and conditioned by certain regulations and predictability. The basis of the management process is the interaction between the elements of the management structure - departments, positions, individuals, carried out with the help of communication channels connecting them, created in the process of personal contacts, exchange of documents, the functioning of electronic means, communications, etc. The main goal of the communication process is to ensure understanding of the information that is the subject of communication. However, the mere fact of information exchange does not guarantee effective communication. To better understand the process of information exchange and the conditions for its effectiveness, we will consider the main elements and stages of the communication process. There are four main components of the communication model: source, message, channel, and recipient. Since these components are present in almost any act of communication, this simple communication model is often referred to as HISP.

The originator is the creator of the post. It has the main responsibility for preparing the message. It can be individuals or groups of individuals working together, as well as a social institution or organization.

A message is an incentive that a source conveys to a recipient. It is for this that the act of communication is carried out, and in this act a certain idea is transmitted. Messages are composed of characters that have a specific meaning for the source and destination. In this case, messages are encoded or decoded.

Coding is the translation of an already meaningful idea into a message adapted for transmission; consists in converting the meaning of the idea into symbols, and decoding is the translation of the received stimuli into a specific interpretation of the transmitted message. Thus, recipients decode the message by converting characters to values. In order to give meaning to symbols, individuals classify phenomena into categories and give them names - codes.

Many messages are transmitted in the form of language symbols. However, symbols can also be non-verbal: gestures, facial expressions, other body movements or graphic images.

A channel is the means by which a message is passed from source to destination, the path of physical transmission of a message. Channels can be divided into:

Media channels are messaging media such as newspapers, magazines, radio and television that enable a source to deliver information to many recipients.

Interpersonal channels are those channels that are used in the direct exchange of messages between one source and one recipient.

The recipient is the most important element of the communication process. As shown (Fig. 1), communication is not a unidirectional flow of messages from source to destination. The recipient also generates information and messages for the source, and such interaction is a prerequisite for successful communication.

Feedback is the recipient's response to the source's message. The source can take the feedback into account when modifying subsequent messages. Thus, feedback makes communication dynamically a two-way process. Feedback can be viewed as messages to the source that contain data about the effectiveness and the previous act of communication. Positive feedback informs the source that the desired message result has been achieved. Negative feedback informs the source that the desired message result has not been achieved. In this sense, negative feedback has a negative effect on the relationship between the source and the recipient and can create conflict between them.

From the point of view of increasing the efficiency of communication, negative feedback is more important than positive. There are a number of factors that reduce the effectiveness of communication, which are called barriers to interpersonal communication. Communication barriers are psychological obstacles to the adequate transfer of information between communication partners. Various barriers can arise during communication. The presence of well-functioning communications in organizations contributes to the solution of many problems, in particular the coordination of the activities of individual structural units in the organization in relation to a common goal.

The main problem of communication between the elements of the organizational structure is due to the uncertainty in the relationship between the individual structural units of the organization. In conditions of uncertainty, the following main types of barriers in communication processes can increase:

Distortion of messages - a phenomenon in which the structural units of the organization receive information that is not adequate to the real situation. Distortion in communication networks leads to a significant slowdown in the pace of work in the organization. Decision making and implementation must start at the same time: understanding how work should be done is just as important as deciding what to do. But the distortion of information does not allow proceeding with the immediate implementation of the solution, since it is based on the wrong premises. In this regard, we have to return to this situation, repeat the messages. In addition, misrepresentation of information leads to incorrect goal setting, which immediately affects the rest of the organization.

Unintentional distortions that arise due to lack of information, ambiguity of the situation or difficulties in interpersonal contacts.

Conscious distortions, which pose a great danger when making decisions in an organization and setting goals: in this case, an intermediate link in the communication chain is inconsistent with the content of the message and seeks to change the nature of its impact.

Filtering information in a message, when information that is not needed at the moment is cut off, only the essence remains. Information overloads are possible when members of an organization are unable to effectively respond to all the information they need and filter out a certain part of it, in their opinion, the least important. However, a situation is possible when this particular piece of information will be especially necessary to ensure the normal functioning of an organization or its divisions.

Deficiencies in the structure of the organization have a significant negative impact on the functioning of communication networks. The most common of these shortcomings should be recognized as an unfortunate configuration - the existence of a large number of control levels, when information is lost or distorted when passing from level to level. This is especially true for upward communication flows (from bottom to top, from subordinates to managers).

Another important structural weakness is the lack of stable horizontal links between individual divisions of the organization, for example, when the organization's management allows only vertical links, and communications between divisions of the same level are considered insignificant and unnecessary.

Another significant drawback should be recognized the presence of conflicts between individual groups and divisions of the organization. Often, conflicts are inherent in the very structure of the organization. Departments or individual leaders in a state of conflict can not only help break communication ties within the organization, but also use communication networks to achieve their own goals in the fight against other departments.

A high degree of spatial differentiation creates barriers to the passage of information through certain communication channels due to the remoteness of individual structures of organizational units. First of all, this concerns channels of control and feedback, as well as channels through which printed information is transmitted (documents, scientific or technological literature, etc.). As a result, mutual mistrust may arise between members of the organization, and the effectiveness of interaction decreases.

On the way to interpersonal communication, there are also barriers. Communication is very often hindered by the lack of understanding of each other by the members of the communication process. The reasons for communication problems due to misunderstandings are as follows:

Differences in the perception of the message and its main idea and concept, which occurs due to:

incorrect coding of the message by the leaders without taking into account the culture and attitudes of the organization's members (the message is written or transmitted in an incomprehensible language, contains many words belonging to another subculture or special terms, an area of ​​activity or knowledge that is little known to members of the organization, etc.);

a conflict between the spheres of competence, the foundations of judgments of the sender and the recipient of information (a structural conflict of this kind can lead to selective perception of information by its recipient, depending on his own interests and needs and ignoring the interests of the sender);

different social attitudes of members of organizations, different value structures.

Semantic barriers arising from poorly formulated messages that can lead to loss of information when transmitted by the recipient, especially many of these problems arise in a multinational environment.

Semantics is the science of how words are used and the meanings they impart. Since words (symbols) can have different meanings for different people, what the sender wanted to communicate will not always be interpreted and understood in the same way by the recipient. Semantic variations often lead to misunderstandings, since in many it is difficult to understand what meaning was assigned to the sender symbol. Symbols have no original fixed meaning. A person understands their meaning based on his experience, and it varies depending on the context, i.e. the situation in which the symbol is used. And since everyone has their own experience, and each communication contact is in one way or another different from the others, you can never be sure that the recipient assigned this symbol the same meaning as you.

Non-verbal interpersonal barriers. These include any characters other than words. Often, non-verbal transmission is carried out simultaneously with the verbal one and can enhance or change the meaning of words. Eye contact, a smile, or furrowed brows and tense facial expressions are all examples of non-verbal communication.

Poor feedback (for example, due to inability to listen).

In order to avoid losses arising from the lack of interpersonal communication, you can use the following techniques:

preliminary preparation for the transmission of the message; for example, clarification of key points, content of the message;

removal of semantic barriers by eliminating ambiguity, ambiguity of concepts;

constant attention to non-verbal symbolic communication - the tone of the message, gestures, facial expressions, etc.;

manifestation of apathy and openness when communicating and transferring messages;

establishing feedback, for which one should: ask questions to the recipient of information about the content of the message and the degree of its perception; evaluate the non-verbal reaction of message recipients, pay special attention to gestures, posture and facial expressions that do not indicate confusion or misunderstanding; create an atmosphere of trust, benevolence and readiness to discuss emerging problems, taking into account the interests and needs of the recipient of information messages.

Making a conclusion, in general, we can say that the most effective use of communications depends on such important factors as the professionalism of leaders, the structure of the organization and its characteristics, the presence of stable interpersonal relations between members of the organization, the culture of subordinates, the position of the organization in the external environment (closedness and openness) , the competence of workers.

3 Types of communication in the organization

Communications carried out in organizations can be classified according to a number of characteristics (Table 1.)

Table 1. Classification of communications in the organization

Classification attributeTypes of communicationSubject and means of communicationCommunication using technical means, information technology Interpersonal Form of communicationVerbal Nonverbal communication channelsFormal Informal Organizational feature (spatial arrangement of channels) Vertical Horizontal Diagonal Direction of communicationDownward Ascending By subjects and means of communication, it is customary to distinguish:

Communications carried out with the help of technical means of information technology, in modern conditions, are of paramount importance. They are carried out using e-mail, telecommunication systems, management information technologies (MIS).

Interpersonal communications are communications carried out between people in face-to-face situations and in groups using words and non-verbal means of communication. They are of great importance for the study of organizational behavior.

Various factors influence interpersonal communication (Fig. 1).

Fig. 1 - Factors influencing interpersonal communication

communication control verbal

Communication by the form of communication:

Verbal communications are communications carried out using oral speech as a coding system.

Most of the time managers spend on personal communication with other individuals. The advantages of verbal communication are speed, spontaneity and the ability to widely use non-verbal signals along with words.

Non-verbal communications are messages sent by the sender without using oral speech as a coding system, for example, using gestures, facial expressions, postures, glances, manners. They act as a means of communication to the extent that their content can be interpreted by others.

Information is transmitted with the help of verbal communications. Non-verbal communication conveys attitude towards the message partner.

Formal communications allow you to streamline and limit information flows.

They are determined by the existing regulations:

Organizational (for example, an organizational chart);

Functional (for example, the provision on departments and services, containing the section "Relationships between departments").

Formal communication channels are widely used in organizations with a hierarchical management structure.

Informal communications are social interactions between people, reflecting expressions of the human need for communication. They complement formal communication.

Depending on the spatial location of the channels and the direction of communication, it is customary to subdivide into:

Downward organizational communications - represent the flow of information from the highest levels of management to the lower (manager - subordinates). This is the most obvious type of organizational communication. Communication between the manager and subordinates is associated with clarification of tasks, priorities and expected results; ensuring involvement in solving department problems; with a discussion of the problems of work efficiency; achieving recognition and reward for the purpose of motivation; improving and developing the abilities of subordinates; with the collection of information about an impending or real-life problem; notifying a subordinate about an upcoming change; and getting information about ideas, improvements and suggestions.

Upward organizational communication also serves to provide managers with information about what is happening at lower levels. They help managers learn about current and potential problems and suggest corrective action. Upstream communications are usually in the form of reports, proposals and explanatory notes.

Horizontal communications - communications aimed at coordinating and integrating the activities of employees of various departments and divisions at the same levels of the hierarchy to achieve the goals of the organization; helps to improve the efficiency of the use of all types of resources of the organization.

Diagonal communications - communications carried out by employees of departments and divisions at various levels of the hierarchy. They are used in cases where communication between employees of the organization is difficult in other ways.

Electronic communications. Electronic mail (e˗mail) is a communicative computer system.

2. IMPROVEMENT OF THE COMMUNICATION SYSTEM ON THE EXAMPLE OF OJSC "BASHKIRENERGO"

1 Socio-economic characteristics of the organization of JSC "Bashkirenergo"

Bashkir Open Joint Stock Company of Energy and Electrification Bashkirenergo (JSC Bashkirenergo) was established by the State Committee of the Republic of Bashkortostan for State Property Management on October 30, 1992. His field of activity is the production of electrical and thermal energy; repair and maintenance of power equipment.

Bashkirenergo OJSC is one of the largest regional energy systems in Russia. The installed electric capacity is 4,295 MW, the installed heat capacity is 13,141 Gcal / h.

The generating capacities of the energy system of the Republic of Bashkortostan include one state regional power plant (GRES), ten combined heat and power plants (CHP), including a gas piston Zauralskaya CHP, two hydroelectric power plants (HPP), five gas turbine units, six gas piston units, one small hydroelectric power station and ...

The total number of household consumers as of 01.07.2010 is 1,191,452.

Speaking more specifically about the communication system at a given enterprise, it is worth noting that according to research, a manager spends 50 to 90% of all time on communication. This does not seem likely, but it becomes clear if we consider that the leader is engaged in this in order to realize his roles in interpersonal relations, information exchange and decision-making processes, not to mention the managerial functions of planning, organization, motivation and control. Precisely because the exchange of information is built into all the main types of management activities, communications are a connecting process.

The communication process is the process of interaction between various subjects of communication, in which the process of information exchange is carried out.

The main goal of the communication process is to ensure understanding of the information that is the subject of communication, i.e. messages. In the process of information exchange, four connecting components can be distinguished:

sender, person generating ideas or collecting information and transmitting it;

message, information encoded with appropriate symbols;

channel, means of transmitting information;

recipient, the person to whom the information is intended.

By the type of organizational structures, Bashkirenergo OJSC is a linear management structure (Fig. 2.).

Fig. 2 - Diagram of the linear organizational structure of management

This is one of the simplest organizational management structures. At the head of each structural subdivision there is a leader - a sole chief, endowed with all powers and exercising the sole leadership of the employees subordinate to him and concentrating all management functions in his hands.

Each subordinate has one leader, through which all management teams pass through one single channel, in this case the management links are responsible for the results of all activities of the controlled objects.

To analyze the operation of communication channels in the studied enterprise, it is necessary to know what advantages and disadvantages are inherent in this organizational management structure.

Advantages:

unity and clarity of management;

consistency of actions and performances;

clearly expressed responsibility;

efficiency in decision making;

personal responsibility of managers for the final results of the activities of their unit.

Flaws:

high requirements for the leader, who must be comprehensively trained in order to provide effective leadership at all levels of management;

lack of links for planning and preparation of decisions;

information overload, many contacts of subordinates, superior and shift structures;

difficult connections between authorities;

concentration of power in the ruling elite.

In this communication structure, the solution transmitted from one end to the other becomes known to all performers and is discussed by everyone. All connections in such communication are the same, and there is no command style of leadership. Such a structure of relationships quickly disintegrates if the connection between the two participants in the communication is broken.

2 Analysis of communications of JSC "Bashkirenergo"

LLC "Bashkir Distribution Electric Networks" continues the best traditions of JSC "Bashkirenergo". In particular, much attention is paid to physical culture and sports. The introduction of power engineers to a healthy lifestyle was facilitated by both corporate events and those that were held under the sign of those declared by the Decrees of the President of the Republic of Bashkortostan: the Year of Health, the Year of Sports and a Healthy Lifestyle, the Year of Prevention of Drug Addiction, Alcoholism and Smoking, the Year of a Happy Childhood and the Strengthening of Family Values , The Year of Support and Development of Youth Initiatives, the Year of Environmental Protection. All this improves the communication process in the company. Employees get to know each other better through such activities and the relationship is improved, which is necessary in their joint work. In a market economy, one of the decisive factors in the efficiency and competitiveness of an enterprise (Bashkirenergo OJSC) is to ensure high personnel potential. And the most productive way to achieve this is the development and implementation of personnel policy, which is an integral part of the strategically oriented policy of the organization. We understand that investing in working with people is the most effective investment in our business for the long term.

The main goal of the company's personnel policy is to attract, develop and retain highly qualified and effective managers and specialists who can increase the value of a business through professional and efficient management of the company's assets. The main principle of the company's personnel policy is to maintain effective functioning and development dynamics by maintaining and developing an optimal personnel structure, a cohesive, responsible, highly developed, highly productive team necessary to solve the assigned tasks.

The concept of the company's personnel policy includes the following areas of work:

building an effective management structure for the company based on the optimization of business processes and rational distribution of working functionality across departments and management levels;

timely provision of the company with personnel of the required qualifications necessary for solving business problems;

ensuring the focus of personnel on high performance, contributing to the achievement of the set goals;

improvement of social and labor relations;

Establishment of social guarantees and control over their observance;

Creation of conditions for the acquisition of professional skills of personnel necessary for the successful solution of business problems, creation of conditions for professional growth and self-realization of employees through the system of professional training and advanced training of employees;

Increase in labor productivity by improving the system of material and non-material incentives and social security for workers, as well as ensuring safe working conditions.

Achieving sustainable growth of the company is impossible without professional and coordinated work of the entire team, therefore, in the development strategy of the energy system, great attention is paid to personnel.

The management successfully solves the tasks of achieving a high level of responsibility of employees and the effectiveness of their labor activity. At Bashkirenergo OJSC, purposeful work is being carried out to formulate an optimal personnel structure and its development, which is carried out in the following main areas:

providing society with qualified personnel;

labor motivation, increasing job satisfaction for all categories of personnel;

the formation of corporate consciousness;

creating conditions for the effective use of skills, knowledge and experience of employees;

professional training and advanced training of employees.

Let us analyze the activities of society, from the point of view of the provision of the enterprise with labor resources, the movement of labor, the qualitative composition, as well as the use of labor resources at the enterprise.

Let's start the analysis with the provision of the enterprise with labor resources, which is calculated by comparing the actual number of employees by category and profession with the planned need, we will arrange it in table 2.

Table 2. - Provision of society with labor resources for 2011 - 2012

Categories of workers Plan Fact Provision Average number of production personnel 140 115 801.79 Including: ˗ specialists 2382840.46 managers 238 237˗0.01 Engineering and technical workers and employees 92 510 591.34

As Table 2 shows, the provision with specialists, in comparison with the plan, increases by 46 people (the proportion according to the plan = 17%, in fact = 18%), the provision of engineering and technical workers and employees increased by 134 people (the proportion according to the plan was 66%, in fact 67%). The growth in the number of employees at the energy system enterprise in 2011 was due to the transfer of municipal energy facilities to the energy system. The provision of managers slightly decreased (by 1 person), this did not affect the work of the enterprise.

Let's analyze the movement of labor by calculating the necessary coefficients. The analysis of the dynamics is carried out according to the personnel stability index; employment dynamics; the dynamics of the number of employees, the rate of turnover, the reasons for the dismissal of employees. A number of indicators are used in the analysis. The most widespread are: the coefficient of the dynamics of the number of employees, the coefficient of turnover for the hiring of workers, the coefficient of staff turnover, the coefficient of permanent composition (Table 3).

Table 3. - The movement of labor in the enterprise

Indicators 20112012 Deviation The number of industrial and production personnel at the beginning of the year16806189582152 Recruited 23601756˗604 Retired208172˗36 including: ˗ of their own free will6753˗14˗ dismissed for violation of labor discipline141119˗22Number of personnel5421584.0 Personnel 0.130.1˗0.03 The coefficient of permanent composition 12120 The coefficient of the dynamics of the number of employed 0.130.08˗0.05

K pr. 0 = 2360/1580 = 1.49 (1)

K pr. - The coefficient of turnover for the hiring of workers in 2011

Ex. 1 = 1756/1712 = 1.03 (2)

To pr. 1. - The coefficient of turnover for the reception of workers in 2012

K tk. 0 = 208/1580 = 0.13 (3)

K tk. 0 - Employee turnover rate in 2011

K tk. 1 = 172/1712 = 0.10 (4)

K tk. 1 - Employee turnover rate in 2012

K ps. 0 = 18958/1580 = 12 (5)

K ps.0 - Coefficient of constancy of the personnel composition of JSC Bashkirenergo in 2011.

K ps. 1 = 20542/1712 = 12 (6)

К ps.1- Coefficient of constancy of the personnel composition of JSC Bashkirenergo in 2012

K chz 0 = 2360 ˗ 208/16806 = 0.13 (7)

К чз 0 - Coefficient of dynamics of the number of employed workers in 2011

K chz. 1 = 1756 ˗ 172/18958 = 0.08 (8)

K part 1 - Coefficient of the dynamics of the number of employed workers in 2012

As Table 3 shows, the number of those hired in the analyzed period decreased (by 604 people), as well as those who left of their own accord (14 people) and for violation of labor discipline (22 people). This testifies to the satisfaction of the enterprise in the current staff and the employees themselves in the working environment. Based on the indicators of the table, the coefficients of turnover for hiring (˗0.46) were calculated, the result of which shows a decrease in the hiring of new employees, staff turnover (˗0.03), a decrease in this coefficient indicates that the parties have less claims and disagreements about the quality of the performed duties, the dynamics of the number of employees (˗0.05). The coefficient of the permanent composition has not changed, this will have a beneficial effect on the work. Thus, the movement of labor and the results of the coefficients are normal.

The activities of Bashkirenergo are primarily focused on improving the efficiency of production and distribution of electric and heat energy, reliable and uninterrupted supply of energy to all consumers in the Republic of Bashkortostan. At the same time, the energy company pursues an active social policy aimed at creating favorable conditions for increasing the efficiency and productivity of personnel, good rest for workers and their families.

The effective social protection system implemented at OJSC Bashkirenergo plays an important role in attracting highly qualified specialists to the energy company, helps to reduce staff turnover and is one of the components of successful production and economic activities.

In order to improve the quality of personnel, Bashkirenergo continues to closely cooperate with the country's leading energy higher education institutions. In 2011, 110 young specialists graduated from universities in energy specialties, as well as 78 graduates of the Ufa Fuel and Energy College, were admitted in the target area.

In the targeted direction for training in energy specialties, 18 managers and specialists were sent to Kazan State Power Engineering University for correspondence courses (budgetary). In KSPEU, 10 graduates of secondary schools were sent to the full-time budgetary form of education, and to Ufa State Aviation Technical University - 17 graduates of secondary schools.

165 people were trained at advanced training courses at institutions of additional vocational education, the Institute for Advanced Studies (IPK) of civil servants in Moscow, the St. In 2011, 226 people from the number of operational personnel were trained. 1371 specialists and supervisor passed pre-examination training and certification at the UTK. In 2206, the costs of training, retraining and advanced training of personnel for the NNOU UTK amounted to 13 million 541 thousand rubles.

3. MAIN DIRECTIONS OF IMPROVEMENT OF COMMUNICATIONS IN OJSC "BASHKIRENERGO"

1 Problems of an energy company

Let us note two important communication problems that exist within this organization of Bashkirenergo OJSC

employees consider their direct supervisor to be the main source of information for themselves. Not receiving sufficient information from him, they look for other sources, which leads to the birth of rumors that distort the real situation;

The conditions for cooperation and interaction in a team should be characterized by:

confidence in each other and trust between the manager and the employee;

free movement of information both up and down the hierarchical structure, as well as well-established horizontal communication channels;

satisfaction of the team members with their status, ensuring their active participation in the company's activities;

constant cooperation in work without struggle and intrigue;

good psychological climate;

positive achievements of the enterprise in the market;

optimistic estimates of the company's future.

The main PR principles for internal relationships are determined by a number of essential provisions:

recognition of the positive contribution of employees to the success of the enterprise;

encouragement, approval. All research in the field of communication management proves that the most important stimulants are money, as well as the various privileges provided to employees. In addition to them, there is also such an important factor as simple praise;

freedom of employees to express their own opinion on all management issues, including justified criticism of the management;

blurring the lines between management and ordinary employees in relation to privileges;

priority of internal communications over external. The worst thing that can happen to a company is when employees find out about bad news from a television news program;

direct and indirect involvement of employees in the management process, identifying and taking into account their opinions, positions, as well as ideas presented by them;

awareness of the plans of the organization. Employees of any company always strive to know in which direction their organization is moving and what their real role is in this process;

mandatory fulfillment of promises made by the company's management;

meeting the needs of employees for personal attention; badges allow them to refer to each other by name. Colleagues get to know each other faster, which contributes to the formation of a favorable psychological climate in the company.

Thus, we have overlooked two important problems in the organization of JSC "Bashkirenergo" In the next paragraph, we will try to find ways to eliminate these problems

There are different ways to improve the communication processes in an organization. Regulation of information flows. Leaders at all levels of the organization must represent the information needs of their superiors, colleagues, and subordinates. For this, it is necessary to assess the qualitative and quantitative aspects of information needs in the organization. The manager needs to define what is “too much” and “too little” in information exchanges. Information needs largely depend on the goals of the manager, the decisions he makes and the nature of the indicators for assessing the results of his work, as well as his department and subordinates. Management actions. In organizations, executives hold weekly meetings (meetings, planning meetings, meetings, etc.), at which new plans, options for strategies, goals and objectives, as well as intermediate results are discussed and clarified. Feedback systems. Feedback is an integral part of the organization's control and management information base. Interviewing employees - from the options for the feedback system, which are carried out in order to obtain information from managers and workers on a large list of issues: are the goals of their activities clearly communicated to them; what potential or real problems they face or may face; whether they receive the accurate and timely information they need to work; is their manager open to suggestions, etc.

System for collecting proposals. The purpose of collecting proposals is to facilitate the flow of information upstairs. At the same time, all employees get the opportunity to generate ideas for improving any aspect of the organization's activities. This, in turn, helps to reduce filtering or ignore ideas from the bottom up. The ways of organizing the system are varied - to allocate a separate telephone line through which employees are able to call anonymously and ask questions about appointments and promotions. Sometimes managers work on the line, who immediately answer the questions asked. Answers are sent either directly to employees (unless the question is anonymous) or printed in the firm's newsletter.

Information Technology. The e-mail system helps to improve the exchange of information in organizations. Email gives employees the ability to send written messages to anyone in the organization. This significantly reduces the flow of telephone calls.

Along with the use of formal communication channels, employees of the organization satisfy their need for advice and support through mutual consultation. Consultation between persons at the same level often has important implications for the organization; constantly turning to each other for advice increases confidence in their own decisions. Experience shows that complete dependence on managers for information and advice is a limitation and in most cases it can be avoided. Apparently, every leader should be interested in the circulation of information flows in all three directions - up, down and horizontally. Communications (of course, in different volumes) in each of the three directions are carried out simultaneously.

Employees' perception of any communication is determined by many organizational and personal factors. A change in employee perceptions can be caused by a change in the information received or in the work environment. Perception is also influenced by past experiences. In an operating organization, orders from a senior leader are filtered and then accepted.

CONCLUSION

The importance of communication in business at the present stage of development is constantly growing. This is due to the fact that enterprises, organizations, their leaders and employees need to receive and master ever expanding information that helps to resolve emerging issues.

It is almost impossible to overestimate the importance of communication in management. Nearly everything that leaders do to make it easier for an organization to achieve its goals requires effective communication. If people cannot exchange information, it is clear that they will not be able to work together, formulate goals and achieve them. Communication is a complex process with interdependent steps.

Communication is the exchange of information, on the basis of which the manager receives the information necessary for making effective decisions, and communicates the decisions made to the employees of the organization.

The communication process consists of the following stages: sending a message, sending a message, receiving a message, and feedback. The most important elements of the communication process are the sender, message, transmission channels, recipient and feedback. It is the presence of feedback that makes the communication process two-way. The presence of all these elements is essential for effective communication.

The classification of communications is necessary to distinguish their various types for the purpose of subsequent analysis and improvement. Communications in an organization can be classified according to a number of characteristics: by the subject and means of communication, by the form of communication, the channel of communication, by their spatial position, by the direction of communication.

Various barriers to effective communication can arise. Knowing possible barriers, managers should try to prevent their occurrence or seek and plan effective ways to overcome them.

Active listening is the most important means of effective communication, so managers must learn to master this important art.

To organize effective communications in a group, in an organization, it is necessary to correctly build and use communication networks.

The main ways to improve information exchange in an organization include: regulation of information flows, management actions, implementation of feedback systems, implementation of systems for collecting proposals, use of newsletters, use of modern information technologies and world information resources.

Currently, there is a need to introduce new systems that would perform the functions of both a global and a local network of an organization.

Progress is growing at a rapid pace, so it is difficult to imagine what will happen in the near future. But the fact is obvious: the old form of business conduct of the company is over. Many types of reports, balance sheets, internal documentation are now created in paper form only to duplicate the electronic form.

Until the problem of information security is unambiguously resolved, this will continue to be practiced. But many deals are already concluded without leaving the office, accounts are kept, contracts are concluded.

Since communications are one of the most important components of management, the manager must try to monitor the communication process, identify problems at each stage and try to eliminate them in order to improve the efficiency of transmission and perception of information.

Making a conclusion about the company under study, it is worth noting that in recent years, along with the increasing role of marketing, the role of marketing communications has increased. Nowadays, these two concepts have become inseparable from each other, as modern marketing requires much more than creating a product that meets the needs of the client, assigning a suitable price to it and making it available to target consumers. Firms need to communicate with their customers, inform about their products, and make their purchase profitable.

In the practical sense of the work, the options for improving communications at the enterprise OJSC "Bashkirenergo" were considered. The analysis of communications was carried out on the example of JSC "Bashkirenergo", the characteristics of the object were investigated, ways of improving the communication system were identified. The advantages and disadvantages of this enterprise are presented.

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Information and communication in management.

Lecture number 6

Section 3. Management technology

3.4 The process of making management decisions.

The implementation of managerial functions, interactions between individuals and social groups are carried out through communications and sharing information. The concepts of information and communication are interrelated, but communication includes both what is transmitted (information) and how it is transmitted

The activities of any manager are associated with the implementation of the following procedures and operations:

· Receiving, checking and processing information;

· Development and implementation of solutions;

· Control and adjustment of their implementation;

· Systematization and storage of data on the decisions made.

The main way of implementing this activity is communication. Communication is viewed as a process and as a phenomenon. As a process of communication, they reflect the principles and patterns of information exchange between people, as a phenomenon - they represent the established norms (rules, instructions, regulations) of interaction between people within the framework of organizations, the corresponding organizational forms.

In the process of communication, information is transferred from one subject to another. The subjects can be individuals, groups and organizations. The following typology of communications has been adopted:

Communication between the organization and the external environment;

Communication between departments;

Communication within subdivisions by production and management levels;

Interpersonal communication;

Informal communication.

Communication is carried out by transmitting suggestions, opinions, hints or sensations orally or in another form (written form, gestures, posture, innuendo, etc.) in order to obtain the desired reaction.

During communication, its participants should be able to see, hear, touch, and also have certain skills and a certain degree of mutual understanding.

For management, interpersonal communication is important, since many management tasks are solved through direct communication between people.

At the stage of dispatch, the sender designs and encodes the information intended to be transmitted to the participants in the process, i.e. defines himself as an individual ("who I am") and forms the meaning of what he wants to convey.

Further, the information to be transmitted is encoded. First, information carriers are selected (sound, light, temperature, smell, taste, physical actions), which are then organized into a specific form (speech, text, drawing, deed, etc.).

This is how the message is formed. In this case, the sender expects that it will be perceived adequately to the value encoded in it.

The greater the difference between what is transmitted and what is received, the poorer the communication. So, professionals usually have difficulties in communicating with the public, since they encode meaning in a form that is understandable only to people of their circle.

The message through the transmitter (person, technical device, chemical or physical condition) enters the transmitting channel, bringing it to the addressee. As soon as the transmission of the message or signal has begun, at this moment the sending stage ends and the stage of receiving the transmitted information begins. The channel outputs the message to the receiver, which records the receipt of this message.

The one to whom the message was addressed is called the recipient. He fixes the received message and decodes it into an understandable meaning. Decoding means the perception of the message, its interpretation and evaluation.

Most of the messages are distorted. This is due to the presence of noise in the communication process. Its sources can be both means of the communication process and organizational components (multilevel, scale of controllability, etc.). So, the distortion of information during its transfer between functional units (the law of information entropy). Control information is transmitted mainly using natural language, which has information redundancy. The information redundancy of the Russian language is estimated at 32%, which is much more than that for many other European languages. Information redundancy is a source of distortion of the message essence. When transmitting information through four control levels, we have a high probability of receiving about 100% distortion from the original message. Noise is always present, therefore, at all stages of the communication process, some distortion of the transmitted message occurs. The manager should overcome the existing noise as much as possible and convey the meaning of the message as accurately as possible.

The last stage of the communication process is feedback during the exchange of roles by the participants in the process. The whole cycle repeats itself, but in a different direction. Feedback is the recipient's response to the message. It becomes possible to find out whether the message has reached the addressee and in what meaning. Feedback can be expressed in a different code system than the message received. So, often we answer the phrase with a nod of the head. For a manager, feedback can be direct (directly observable change in behavior) or indirect (increase in labor productivity).

To carry out the communication process, it is used communication network, those. connection of participants in the communication process using information flows. This network consists of vertical, horizontal and diagonal links. Vertical connections are formed from the boss to subordinates, horizontal - between individuals or divisions of equal levels. Diagonal ties are relationships with other bosses and other subordinates. The network of these connections creates the structure of the organization. The purpose of the organizational structure is to impart communication software. currents in the correct direction.

There are well-established patterns of communication networks for different groups of workers. They are called "wheel", "star", "circle", "chain", "spinner", etc. They have a significant impact on the activities of organizations. Thus, in networks of the "wheel" type, a centralized hierarchy of power is represented. The person in the center of the "wheel" receives more messages, is more often recognized by other members of the group as a leader, has a greater influence on other members of the group, usually bears more responsibility, and the solution to the problem depends on him more than on others.

The information used in management is classified:

By the object of management;

By belonging to a particular control subsystem;

By the form of transmission (verbal, i.e. verbal, and not verbal);

By variability over time;

By transmission method;

By transmission mode;

By appointment;

By the stage of the object's life cycle;

In relation to the object of control to the subject.
The main requirements for the quality of information are:

Timeliness;

Credibility;

Adequacy;

Reliability;

Targeting;

Reusability;

High speed of collection, processing and transfer;

Encoding capability;

Relevance.

An information array is a collection of all types of information used by management bodies, ordered according to certain criteria. It should provide: direct appeal of consumers to the stored information; the fullest satisfaction of their information needs; prompt search and delivery of information; protection of information from distortion.

The flow of information is the movement of information from sources to consumers.

The amount of information is a quantitative characteristic measured using conventional units (words, messages, signs, letters, sheets, etc.) and used to determine the information load of control bodies, to make decisions on control automation.

When designing workflow, it is necessary to ensure:

The presence in each document of the information necessary and sufficient for making decisions;

Rational information flows by eliminating duplication of documents and indicators contained in them;

Minimization of routes of passage of documents from
source to consumer;

Effective control over the deadlines for the execution of documents;

Unification of document forms.

Non-verbal information also plays a very important role, i.e. information sent by the sender without using words. It forms the non-verbal messages that underlie non-verbal communication. Gestures, facial expressions, intonation are the most important part of business communication. Sometimes these means (they are called non-verbal) can say much more than words. The main types of non-verbal information are:

Physical data of a person (height, weight, hair color, etc.);

Body movements (gestures, facial expressions, eye movements, etc.);

Environment (lighting, noise, cleanliness, room, furniture, etc.);

Use of the environment (demeanor, distance
when communicating, etc.);

Time (early arrival, being late, keeping yourself waiting).

Non-verbal communications are mostly unconscious, as they testify to the actual emotions of the participants in the communication process and are a very reliable indicator of the feelings manifested. Non-verbal information is difficult to manipulate and it is not easy to hide it in interpersonal communication.

Many non-verbal signals, their specific meanings are examples of a particular human culture in which a person "grew up". To the extent that these signs are used as patterns of behavior and at the same time have symbolic meanings, they can be understood as clearly as verbal signs expressed by a system of verbal codes known to the parties involved.

Description

The purpose of the course work is to explore the essence of communication, as well as what can be done to more effectively exchange information both among managers and outside their circle.
To achieve this goal, it is necessary to solve a number of tasks:
1) Study the essence, elements and stages of the communication process in a modern enterprise
2) Analyze the communication system based on the "Trade Master" company
3) Give suggestions and recommendations for improving the communication policy of the enterprise

Introduction 3
1. Theoretical foundations and characteristics of communications in the activities of a modern manager 5
1.1 Communication process: concept, main elements, stages, their characteristics 5
1.2 Types of communication 13
1.3 Communication barriers 17
1.4 Improving the effectiveness of interpersonal communication 23
2. Analysis of the management communications system of the "Trade Master" company 28
2.1 Organizational and economic characteristics of the enterprise 28
2.2 Analysis of technical and economic indicators of the enterprise 31
2.3 Analysis of the company's communication policy 33
3. Suggestions and recommendations for improving the communication policy of the enterprise 39
Conclusion 42
List of used literature 45

The work consists of 1 file

Federal Agency for Education of the Russian Federation

State educational institution

Higher professional education

"Kazan State Technological University"

Nizhnekamsk Chemists - Technological Institute

Faculty of Economics and Management

Course work

ON THE DISCIPLINE "Management"

Topic: "Information and communications in the management of the organization"

Group student __________________________ / /

(signature)

Scientific adviser ____________________________ / E.S. Andreeva /

(signature)

The work is protected by _____________ with a grade of _______________

Nizhnekamsk 2013

Introduction 3

1. Theoretical foundations and characteristics of communications in the activities of a modern manager 5

1.1 Communication process: concept, main elements, stages, their characteristics 5

1.2 Types of communication 13

1.3 Communication barriers 17

1.4 Improving the effectiveness of interpersonal communication 23

2. Analysis of the management communications system of the "Trade Master" company 28

2.1 Organizational and economic characteristics of the enterprise 28

2.2 Analysis of technical and economic indicators of the enterprise 31

2.3 Analysis of the company's communication policy 33

Conclusion 42

List of used literature 45

Introduction

It is generally recognized that communication is critical to the success of businesses and is one of the most challenging management issues. In essence, this is a kind of "circulatory system" of a single organism of the company. Effectively working leaders are considered those who are effective in communication. Managers must be fluent in the art of communication, as, figuratively speaking, they do the work "by someone else's hands."

The role of communication is evident in small firms as well as in powerful companies and corporations. The future of not only the enterprise, as an economic entity in the market, but also the people working in this enterprise, and at the global level and the well-being of the entire country as a whole, depends on the effectiveness of communication ties and interactions.

The experience of both Russian and foreign companies shows that the effectiveness of communications depends, first of all, on the psychological attitude of the team. Where the leader uses the "stick and stick" method, there is nervousness and fragmentation of the team, and the result is poor labor productivity, high staff turnover, lack of initiative, constant gossip, envy, etc. All these facts cannot lead to anything other than the damping of the enterprise and, ultimately, even bankruptcy.

However, if a leader holds meetings in a team where certain development problems are discussed, applies methods of reward for initiative, work, etc., creates conditions for the free expression of his opinion, even if it does not coincide with the opinion of the management, then in this case the staff easy to work in a given enterprise. In this case, people realize their importance and try to use all their potential and intelligence to achieve the prosperity of the organization. At such an enterprise, employees are confident in their future, that their problems can be openly discussed at a meeting, some ideas can be introduced for which they will be morally and financially rewarded. It is easier for such enterprises to endure the economic and political crises in the country, since in a close-knit team, employees will help each other to cope with difficulties.

All this has long been realized by foreign and many domestic managers. But how do you achieve effective communication? How to acquire skills and ability to manage communication processes? - these are the main questions that worry today's Russian leaders.

Within the framework of the above, the relevance of the chosen topic is emphasized by the experience of foreign and domestic leaders, their interest in studying communication ties and their effective development, because one of the most important factors in the integration of management is communication.

Since the emergence and formation of communications (as well as of all management) in our country happened not so long ago (10 years is a short period), the correct approach to studying the experience of foreign companies and modern Russian entrepreneurs plays a huge role in their further development.

In Russia, communications have undergone a radical change. From the administrative-command system, the country abruptly moved to market relations. If earlier the management of the enterprise basically consisted in the fact that orders were received from the management to the subordinates, which could not be clarified, not discussed, initiative was punished, and smart workers could not advance in the service, today managers prefer a different approach to organizing work with subordinates ... Initiative is now welcomed, general collective meetings are held at which problems of the development of the company are discussed, requests and suggestions of subordinates are heard, not only moral, but also material incentives are applied. So, under the command-administrative system, there were enterprises with well-established communications, but they prevailed mainly with scattered communication flows, without feedback, etc. So now there are firms where the organization of management is at a low level, communications are wrongly built.

The purpose of the course work is to explore the essence of communication, as well as what can be done to more effectively exchange information both among managers and outside their circle.

To achieve this goal, it is necessary to solve a number of tasks:

1) Study the essence, elements and stages of the communication process in a modern enterprise

2) Analyze the communication system based on the "Trade Master" company

The object of this course work is communication as a behavioral activity of subjects, and the subject is the skillful use of effective communications by managers to achieve the goals of the organization.

1. Theoretical foundations and characteristics of communications in the activities of a modern manager

1.1 Communication process: concept, main elements, stages, their characteristics

Communication is the exchange of information, on the basis of which the manager receives the information necessary for making effective decisions and communicates the decisions made to the employees of the organization. If communication is poor, decisions can be wrong, people can misunderstand what management wants from them, or, finally, interpersonal relationships can suffer from it. The effectiveness of communications is often determined by the quality of decisions and how they will actually be implemented.

Information is only an external manifestation of communication, its result. Information plays a central role in the communicative existence of a person and acts as a means of communication.

In the process of communication, information is transferred from one subject to another. Individuals, groups and even entire organizations can act as subjects.

In the first case, communication is of an interpersonal nature and is carried out by transferring ideas, facts, opinions, hints, sensations or perceptions, feelings and relationships from one person to another, orally or in some other form (in writing, gestures, posture, tone of voice, time transmission, understatement, etc.) in order to obtain the desired response in response.

Communication and information are different but related concepts. Communication includes both what is being conveyed and how that “what” is conveyed. In order for communication to take place, at least two people must be present.

Communication makes demands on each of the participants in management interaction. So, each of the participants should have all some of the abilities: to see, hear, touch, perceive smell and taste. Effective communication requires certain skills and abilities from each of the parties, as well as the presence of a certain degree of mutual understanding.

The term "communication" comes from the Latin "communis" meaning "common": the transmitter of the information tries to establish a "community" with the receiver of the information. Hence, communication can be defined as the transfer of not just information, but meaning or meaning through symbols.

Effective interpersonal communication is critical to management success for a number of reasons. First, the solution of many management tasks is based on direct interaction of people (boss with subordinate, subordinates with each other) within the framework of various events.

Second, interpersonal communication is arguably the best way to discuss and resolve issues of uncertainty and ambiguity.

Managers spend 50-90% of their time on communication. It may seem incredible, but when you consider that the manager has to communicate, filling the roles of interpersonal communication, informational and decision-making roles, as well as to perform all management functions, everything falls into place. Precisely because communication is an integral part of all major activities of a manager, they are called the connecting process.

All three main role attitudes of managers and all four main management functions are aimed at the formulation of organizational goals and their achievement, and the degree of implementation of these goals, as a rule, directly depends on the quality of communications. Consequently, effective communication is essential for the success of both the individual employee and the organization as a whole.

However, although the critical role of communication in the success of organizations is recognized by all, surveys show that, according to 73% of American, 63% of English and 85% of Japanese managers, it is ineffective communication that today is becoming the main barrier to achieving organizational goals. Another survey of nearly 250,000 workers from 2,000 companies found that communications is one of the biggest problems in organizations. By understanding the essence of communication at the personal and organizational levels, you can learn to reduce the likelihood of ineffective communication and become a more effective manager. An effective manager is a manager who is effective precisely in the field of communications. Such a manager is familiar with the nature of the communication process, has excellent oral and written communication skills, and understands how the environment affects the quality of communication.

The main task of management is to make a profit, which directly depends on the manager's ability to manage affairs. You can see the connection between communication, information and a manager's ability to work. It is known that the exchange of information in organizations is not always as effective as it should be. In fact, people communicate with each other less efficiently than they think.

This fact is perfectly illustrated by the research of R. Likert, who analyzed the activities of the foremen and their subordinates of one of the public utilities.

While 85% of supervisors believed that their subordinates were free to discuss important business issues, only 5% admitted that they did. In another study, a department manager reported that he had given instructions and communicated decisions on 165 specific points to subordinates. However, according to subordinates, they knew only about 84 of his orders. Another researcher analyzed the activities of a California-based company in the healthcare sector and found significant discrepancies in the assessment of the effectiveness of communications by representatives of senior, middle and lower management levels.

In addition, the transmitted message is often misunderstood by the recipient, which is also a sign of ineffective communications. J. Miner, a distinguished researcher in the field of management, believes that only 50% of contacts in an organization result in mutual understanding of the parties. And, as a rule, the reason for this is the inability of people to take into account the fact that communication is an exchange.

Both sides play an active role in the exchange. For example, if you, as a manager, tell a subordinate about a change in his work order, then this is just the beginning of the exchange process. For communication to be effective, your interlocutor must demonstrate that he understood his task and what results you expect from him. Communication is effective only if one side offers information, and the other perceives it correctly, and for this to do this, this process must be treated with great attention.

Project Communications Management

Providing participants and project processes with information includes communication channels, data accumulation, exchange and updating of data, maintenance of databases, distribution of information to consumers. Information management ensures the provision, assessment, processing, monitoring, analysis of information, information flows during the life cycle of the project.

Communication and related information is a kind of foundation for coordinating the actions of the project participants.

Under information understand collected, processed and distributed data. To be useful for decision-making, information must be provided in a timely manner, as intended and in a convenient form. This is solved by using modern information technologies within the project management system.

Project communications management (interaction management, information links) is a management function aimed at ensuring the timely collection, generation, distribution and storage of the necessary project information.

Communications management the project includes processes:

Communication planning(Communications Planning) - defines the information and communication needs of the project team (to whom, when and what information is needed).

Distribution of information(Information Distribution) - timely provision of the necessary information to the project participants.

Performance reporting(Performance Reporting) - collection and dissemination of information about the progress of the project.

Administrative completion(Administrative Closure) - preparation, collection and distribution of information and materials for the formal completion of a phase or project.

The main consumers of the project information are:

Project manager - to analyze the discrepancies between the actual performance indicators and the planned ones and make decisions on the project.

Customer - for awareness of the progress of design work.

Suppliers- when there is a need for materials, equipment, etc., necessary for the performance of work.

Designers - if necessary, make changes to the design documentation.

Direct performers of work.

Content of project communications management. Project communications management provides support for the communication system (interactions) between the project participants, the transfer of management and reporting information aimed at ensuring the achievement of project objectives. Each project participant must be prepared for interaction within the project in accordance with his functional responsibilities.

Communication management includes the following processes.

Planning a communication system - determining the information needs of the project participants (determining the composition of information, terms and methods of its delivery).

Collection and dissemination of information - the processes of regular collection and timely delivery of the necessary information to the project participants.

Preparation of reports on the progress of the project - processing the actual results of the state of the project work, comparing them with planned indicators, analyzing trends, forecasting.

Documenting the progress of work - collecting, processing and organizing the storage of project documentation.

Let's consider the listed processes in more detail.

Communication system planning. The communications plan is an integral part of the project plan. It includes:

an information collection plan that defines the sources of information and methods of obtaining it;

information distribution plan, which defines the consumers of information and methods of its delivery;

a detailed description of each document to be received or transmitted, including format, content, level of detail and definitions used;

a plan for the commissioning of certain types of communications;

methods of updating and improving the communication plan.

The communications plan is formalized and detailed depending on the needs of the project.

Collection and dissemination of information. Within the framework of the project, there is a need for the implementation of various types of communications:

• internal (within the project team) and external (with company management, customer, external organizations, etc.);
• formal (reports, inquiries, meetings) and informal (reminders, discussions);
• written and oral;
• vertical and horizontal.

Reporting on the progress of the project. The processes of collecting and processing data on actual results and displaying information about the status of work in reports provide the basis for coordination of work, operational planning and management. Progress reporting includes:

• information about the current state of the project as a whole and in the context of individual indicators;
• information about deviations from baseline plans;
• forecasting the future state of the project.

Systems for collecting and distributing information must meet the needs of various types of communication. For these purposes, automated and non-automated methods of collecting, processing and transmitting information can be used.

Non-automated methods include collecting and transmitting data on paper, holding meetings.

Automated methods involve the use of computer technology and modern communication tools to increase the efficiency of interaction: e-mail, document management and data archiving systems.

Documenting the progress of work. The main intermediate outputs of the work progress should be formally documented. Documenting progress results includes:

• collection and verification of final data;
• analysis and conclusions about the degree of achievement of project results and the effectiveness of the work performed;
• archiving of results for further use.

Computer systems for maintaining electronic archives make it possible to automate the processes of storing and indexing text and graphic documents, and greatly facilitate access to archival information.

Blagoveshchensk 2016

INTRODUCTION

1.1 Concept of information.

1.2 Properties of information.

1.3 Types of information.

SEMIOTICS..

ENTROPY.

CONCLUSION.

APPENDIX.

INTRODUCTION

GENERAL CONCEPTS OF INFORMATION AND INFORMATION EXCHANGE

Information concept

Information is understood as information about the world around us, which is in the form of symbols, both accessible, understandable to a person, and requiring analysis, comprehension, and decoding. Information plays an important role in management. Information is needed when preparing and making management decisions; feedback information is necessary to control the execution of the decision; information is also needed in the development of strategic plans for the company to achieve its goals. Therefore, we will consider the basic concepts of information theory. Now there are many definitions of the concept of "information" and none of them is generally accepted. This is natural, since a generally accepted definition appears in science when it becomes classical and stops developing. Fortunately, this cannot be said about the science of information.

“Information 1) a message, awareness of the state of affairs, information about something transmitted by people; 2) reduced, removable uncertainty as a result of receiving a message; 3) a message inextricably linked with control, signals in the unity of syntactic, semantic and pragmatic characteristics; 4) transmission, reflection of diversity in any objects and processes (inanimate and living nature) ".

Parashchenko I.P. in the book "Information and Informatics". (Troitsk, 2005) cites, for illustration, some of the definitions collected in the work of I.V. Melik-Gaikazyan. "Information Processes and Reality". (Moscow, 1997)

- "Information is knowledge transmitted by someone else or acquired through their own research or study."

- "Information is the information contained in this message and considered as an object of transmission, storage and processing."

- "Information in the ordinary sense is information, news, in scientific and technical applications - that which carries a signal."

- "Information is a designation of the content received from the external world in the process of our adaptation to it and the adaptation of our senses to it."

- "Information is the objective content of the connection between interacting material objects, manifested in a change in the state of these objects."

- "Information is current data on variables in a certain area of ​​activity, systematized information on the main causal relationships that are contained in knowledge as a concept of a more general class, in relation to which information is subordinate."

- "Information is knowledge about some special event, incident or something similar."

The Russian philosopher VG Afanasyev in his work "Social Information", which was republished in 1994, described information as follows: "... Information in the most general sense of the word is the result of reflecting the diversity of reality, messages, information about it. It is not material, not energetic in its essence, but a mental, ideal category. It is inherent not in all nature, matter, but only in living and social matter. Information is not just the result of reflection, not just knowledge. She is precisely messages, information, i.e. such knowledge that is required and which has a consumer. Only by interacting with the consumer, knowledge acquires the character of a message, information, i.e. become information. Information is knowledge that is in constant circulation, movement, those that are collected, stored, processed, transmitted and used (or can be used) by the system. And not just any, but only a self-governing system ... Information is where there is control. "

Information properties

The quality of information is determined in accordance with four main criteria:

1. Reliability - If employees find errors in the information contained in the document, they will mistrust all the data obtained with its help.

2. Timeliness - Only timely information is valuable. The manager responsible for the execution of the budget needs operational information about the level of costs, which allows him to adequately respond to unwanted changes.

3. Required volume - Many managers suffer from an excess of information, because they are not able to view and use large amounts of it. Perhaps this means that it is unfortunate to choose a format for converting data into management information.

4. Significance - The manager responsible for production needs information about production volumes, equipment downtime indicators; the senior manager needs more generalized data. Figure 1 shows the process of converting primary data into management information by means of an information system (IS).

Types of information

Mechanical reflection.

A stone, bumping into a wall, leaves a dent on one side, a trace, and on the other hand, it is reflected at the angle at which it hit the wall, that is, the angle of reflection is equal to the angle of incidence. A second example of mechanical reflection is specular reflection, i.e. in the mirror we see a copy, an image, a sign, a mark of the object that is reflected in the mirror. But, naturally, we see only the external features reflected in the mirror; specular reflection is a step towards other physical reflections. There is a mechanical reflection, there is a physical reflection.

Physical reflection

This is precisely the interaction of elementary particles of various fields: electromagnetic and other fields, and the appearance of some new phenomena, the receipt of some new interactions.

Chemical reflection.

The oxygen atom receives a signal from the gold atom and "understands" that "you cannot cook porridge" with gold, gold will not come into contact with oxygen, and there is no interaction. Gold is not oxidized by oxygen. And when oxygen receives a signal from hydrogen, a rather violent connection occurs. For example, this connection can occur by an explosion, if an appropriate proportion of hydrogen and oxygen accumulates in a container or apartment, then an explosion is obtained. Or, hydrogen and oxygen combine to give heat. On this basis, oxygen-hydrogen burners are created, which give temperatures up to 3000 degrees, melt and cook metals. But, apparently, any other atoms and molecules receive the same signals or approximately the same signals, as a result of which chemical interactions occur.

SEMIOTICS

Semiotics finds its objects everywhere - in language, mathematics, fiction, in a separate work of literature, in architecture, apartment planning, in the organization of the family, in the processes of the subconscious, in the communication of animals, in the life of plants.

But everywhere its immediate subject is the information system, that is, the system that carries information, and the elementary core of such a system is the sign system.

Whatever such systems may be - whether they operate in society, in nature or in man (his body, thinking and psyche) - they are the subject of semiotics.

The three sides of the Frege triangle give three sections of semiotics, which C. Morris gave the following names:
1. Syntactics. Studying the relationship between signs, including in the speech chain (or the sphere of internal relations between signs). Syntactics can be characterized by the relation of expression, which is realized between a word and a concept.
2. Semantics. Examines the relationship between signs and the designated subject; or the relationship between signs and their objects. That is, the sphere of interest of semantics is in the study of the relationship between a thing and a word, is realized through the relationship of designation.
3. Pragmatics (studying the relationship between a sign and a person, or the relationship between signs and those who use them, the relationship between a thing and a concept, ie pragmatics can be characterized through the relation “makes sense”).

All information circulating in the external and internal circuit can be divided into three information streams:

1. By the type of materialized knowledge in high technology products;

2. Human professional knowledge (patents, licenses, inventions, skills and techniques);

3. Art, methods and technology of practical solution of problems of modern enterprise management.

In foreign literature, the third information flow is represented by a combination of the following components:

o management (enterprise, personnel and production management);

o marketing (product development and market management);

o targeting (long-term targeting programs to conquer sales markets in another country).

Thus, information resources, which are based on the essence and patterns of development of the concept of information, are a strategic resource and allow:

o develop strategic and tactical goals;

o implement programs (plans) to achieve the set goals and objectives;

o make management decisions to coordinate the actions of departments based on information monitoring;

o improve the control system based on its diagnostics;

o develop informatization processes based on improving its infrastructure (Fig. 2).

ENTROPY

Entropy (informational) is a measure of the randomness of information, the uncertainty of the appearance of any symbol of the primary alphabet. In the absence of information loss, it is numerically equal to the amount of information per character of the transmitted message

For example, in a sequence of letters that make up a sentence in Russian, different letters appear with different frequencies, so the uncertainty of appearance for some letters is less than for others. If we take into account that some combinations of letters (in this case they speak of n-order entropy, see below) are very rare, then the uncertainty decreases even more.

To illustrate the concept of information entropy, one can also use the example from the domain of thermodynamic entropy, called Maxwell's demon. The concepts of information and entropy have deep connections with each other, but despite this, the development of theories in statistical mechanics and information theory took many years to make them consistent with each other.

CONCLUSION

In this course work, we examined the concepts of information and the importance of communications for the effective operation of an organization manager. Management of people is impossible without knowledge and special skills; various barriers can be encountered along the way.

Talented leaders have a stake in keeping in touch with employees and customers and in shaping the direction of their companies. And such contacts must be carried out continuously, which means that managers must have developed skills of interpersonal communication.

I have identified (believe) that information is central to the management of an organization. Also that communication as a process in which two or more people exchange and become aware of the information received, the purpose of which is to motivate a certain behavior or influence it.

A manager who doesn't listen to anyone is like a used car salesman who says, "I'm selling something! They don't want to buy." Management communication is a two-way street that requires listening and other forms of feedback. The knowledge gained by managers from personal communication with employees forms their understanding of the life of the company. I believe that with this knowledge, managers in the process of communication are able to influence the minds of subordinates, as well as to work effectively with customers.

Therefore, it is very important to maintain a "healthy" corporate spirit in the organization through regular meetings, trainings, joint events of employees of different departments. After all, only well-coordinated work of all parts of one whole can lead to the successful functioning of an organization.

APPENDIX

Glossary

Management- compulsory management of economic activities, which in turn is an independent type of professional activity.

Management area- This is the activity of enterprises that act in the market mechanism as independent economic entities.

Management object- economic activity, the enterprise as a whole or its separate subdivision.

Manager- a specially trained professional manager who is a specialist in this field. This is a person who holds a permanent managerial position and is empowered to make decisions on specific activities of an organization operating in a market economy.

Management stages.

1.Strategic management- development of management objectives, forecasting and long-term planning of management actions.

2.Operational management- timely decision-making in connection with the changing conditions of the external and internal environment of the organization.

3.Control- comparison of the achieved results with the plan and development of corrective measures to eliminate unwanted errors and consequences of activities.

Areas of management:

–Economic;

–Social and psychological;

–Legal;

–Organizational and technical.

Economic sphere of activity- production process management. The activity of a manager is to coordinate material and labor resources to achieve the set goals at the lowest cost.

Subject of management- a natural or legal person who exercises power influence.

Control object- what the object of control is directed at. The object of management can be individuals and legal entities, social, socio-economic systems and processes.

Control mechanism Is the environment in which management activities are implemented. This control environment is the control system and control technology.

Two interpretations of the concept of "management":

1) as a process of managing an organization - management activities;

2) as a control mechanism. the management process and the management mechanism should correspond to each other and the purpose of management as a type of activity.

MINISTRY OF EDUCATION AND SCIENCE OF THE AMUR REGION STATE PROFESSIONAL EDUCATIONAL AUTONOMOUS INSTITUTION OF THE AMUR REGION

"AMUR PEDAGOGICAL COLLEGE"

Communication information in the management of an organization

Course work

Blagoveshchensk 2016

INTRODUCTION

GENERAL CONCEPTS OF INFORMATION AND INFORMATION EXCHANGE ..

1.1 Concept of information.

1.2 Properties of information.

1.3 Types of information.

1.4. What is information exchange.

1.5. Information exchange functions.

WHAT INFORMATION EMPLOYEES NEED FOR SUCCESSFUL PERFORMANCE IN ACCORDANCE WITH THE OBJECTIVES OF THE COMPANY ..

1.1. The purpose of the company must be known to all employees. The presence of a general goal determines the setting of intermediate goals and thereby sets the structure of the company, the stages of work of the entire company as a whole and its divisions.

1.2. All employees must understand the purpose of the company. The goals must not only be known, they must be understood by all employees. Since it is awareness that allows you to see the system of target priorities, subjective usefulness.

1.3. Employees should have access to information on the means to an end. The goal can be achieved in a variety of ways. The specific means are determined not so much by the goal as by the conditions, circumstances and possibilities.

1.4. Employees should have access to the information they need to make decisions on their own to achieve a goal. Awareness of purpose and choice of means precede specific activities and behavior.

SEMIOTICS..

ENTROPY.

NETWORK COMMUNICATIONS IN THE ORGANIZATION ..

CONTROL TECHNOLOGY AS AN INFORMATION PROCESS.

CONCLUSION.

LISTS OF USED LITERATURE ..

APPENDIX.

INTRODUCTION

Communication is one of the key problems in modern society. In organizations, this problem turns into a lack of understanding that communication is not just an exchange of information, but a dynamic interpersonal process of exchange of behavior. Of all organizational processes, communications, perhaps, occupy a central, pivotal place, since they are at the heart of the organization's life. Decision making is often defined as choosing between two or more alternatives. However, in reality, this is the process of collecting and processing information, developing alternatives and choosing one of them, and the most important thing is the implementation of the decision. Management interaction is carried out in the organization at different levels, and at each of them there are conflicts. Conflicts are viewed today as a source of individual and organizational development, since in the course of conflict resolution a new situation is born.

The purpose of writing a term paper is to determine the place of information and communication in the management of an organization.

The tasks of the work are to find out exactly how information contributes to the normal functioning of the company, what role it plays in management, how to work effectively with the manager through communication.