Basic managerial functions in management. General (basic) management functions. Planning as a management function

Control functions are types management activitiesthat provide the formation of ways to influence the activities of the organization.

Management processes at the enterprise are based on functional distribution. The essence of management activities at all levels of management is provided by management functions.

Today, the management functions include:

Planning,

Organization,

Motivation,

· the control,

· Regulation.

In the Soviet Union, the following management functions were distinguished:

Planning,

Organization,

Coordination,

Stimulation,

Regulation,

· the control.

American scientists Albert Mescon and J. Hedouri distinguish four management functions:

Planning,

Organization,

Motivation,

· the control.

These management functions are linked by decision-making and communication processes.

Scheduling function is number one in management. Implementing it, an entrepreneur or manager, on the basis of a deep and comprehensive analysis of the situation in which the company is currently located, formulates the goals and objectives it faces, develops an action strategy, draws up the necessary plans and programs. The planning process itself allows you to more clearly formulate the organization's goals and use the system of performance indicators necessary for the subsequent monitoring of results. In addition, planning provides a clearer coordination of efforts of structural divisions and thus strengthens the interaction of leaders of different services of the organization. And this means that planning is a continuous process of exploring new ways and methods of improving the organization's activities through the identified opportunities, conditions and factors. Therefore, plans should not be prescriptive, but should change according to the specific situation.

At its core, the scheduling function answers three basic questions:

Where are we at this time? Leaders must assess the strengths and weaknesses of the organization in critical industries such as finance, marketing, manufacturing, scientific research and development, labor resources. All of this is done to determine what the organization can actually achieve.

Where do we want to go? By assessing opportunities and threats in the environment, such as competition, customers, laws, political factors, economic conditions, technology, procurement, social and cultural change, management determines what can prevent the organization from achieving these goals.

How are we going to do this? Leaders must decide, both broadly and specifically, what members of the organization must do to achieve the organization's objectives.

Planning is one of the means by which management provides the only direction for all members of the organization to achieve its common goal.

Organization function - This is the formation of the structure of the organization, as well as providing everything necessary for its work - personnel, materials, equipment, buildings, in cash... In any plan drawn up in the organization there is the creation of real conditions for achieving the planned goals, often this requires restructuring the structure of production and management in order to increase their flexibility and adaptability to the requirements of a market economy. When planning and organizing work, the manager determines what exactly should be done this organizationwhen and who, in his opinion, should do it. If the choice of these decisions is made effectively, the manager gets the opportunity to translate his decisions into reality, using an important function of management as motivation.

Motivation function is an activity with the goal of activating the people working in the organization and encouraging them to work effectively to achieve the goals set in the plans. For this, their economic and moral stimulation is carried out, the very content of labor is enriched and conditions are created for the manifestation of the creative potential of workers and their self-development. From the late 18th to the 20th century, it was widely believed that people would always perform better if they had the opportunity to earn more. It was thought, therefore, that motivation was a simple matter that boils down to offering the provision of appropriate monetary rewards in exchange for effort. Leaders have learned that motivation is the result of a complex set of needs that are constantly changing.

Control function is a process that ensures the achievement of the objectives of the organization. There are three aspects of managerial control. The first aspect - setting standards - is the precise definition of a goal that must be achieved at a certain time. It is based on plans developed during the planning process. The second aspect is measuring what has actually been achieved in a certain period and comparing it with the expected results. If these two phases are performed correctly, then the management of the organization not only knows that there is a problem in the organization, he also knows the source of this problem. The third aspect is the stage at which actions are performed, if necessary, to correct serious deviations from the initial plan. One of the possible actions is to revise the goals so that they become more realistic and appropriate to the situation. Control is a critical and complex management function. One of critical features control, which should be considered in the first place, is that control must be comprehensive.

Coordination function is the central function of management. It ensures the achievement of consistency in the work of all parts of the organization by establishing rational links (communications) between them. The most commonly used are reports, interviews, meetings, computer communications, radio and television broadcasting, documents. With the help of these and other forms of communication, interaction is established between the subsystems of the organization, resources are maneuvered, the unity and coordination of all stages of the management process (planning, organization, motivation and control), as well as the actions of managers, are ensured.

7. Friedrich Engels "The Origin of the Family, Private Property and the State". Chapter IX.

"The Origin of the Family, Private Property and the State" (German Der Ursprung der Familie, des Privateigenthums und des Staats) is a work of the German thinker Friedrich Engels (1820-1895), devoted to the main problems of the initial history, the evolution of family and marriage relations, analysis of the processes of decomposition generic society, the formation of private property, social classes and the state. The first edition of the book was published in Zurich in early October 1884.

The book was written by Engels over two months - from the end of March to the end of May 1884. While analyzing Marx's manuscripts, Engels discovered a detailed synopsis of L. Morgan's book "Ancient Society", compiled by Marx in 1880-1881. and containing many of his criticisms, his own provisions, as well as additions from other sources. After reading this synopsis, Engels decided to write a special work, considering it as "to a certain extent fulfillment of the will" of Marx. In addition to K. Marx's notes, while working on the book, Engels drew on additional materials from his own research on the history of Ancient Greece and Ancient Rome, ancient Ireland, ancient Germans, and others.

Based on the material of the book of the American ethnographer and historian Lewis Morgan "Ancient society, or Study of the directions of human development from the wild state to barbarism and further to civilization" (Eng.Ancient society: or, Researches in the Lines of Human Progress from Savagery through Barbarism to Civilization ), as well as on the work of other scientists, Engels in this work explores the main features of the development of the primitive communal system. The work reveals the process of decomposition of the primitive communal system and the formation of a class society based on private property. He traces the change in the forms of marriage and family in connection with the economic progress of society, analyzes the process of decomposition of the clan system (using the example of three peoples: the ancient Greeks, Romans and Germans) and its economic reasons.

Engels further shows that the division of labor and the growth of labor productivity led to the emergence of the exchange of private property, to the destruction of the tribal system and to the formation of classes. The work shows the general characteristics of this society; the features of the development of family relations in various socio-economic formations have been clarified; revealed the origin and essence of the state.

The emergence of class contradictions, according to F. Ergels, gave rise to the state as a means of protecting the interests of the ruling class.

The main conclusions reached by Engels in this work:

· Private property, classes and the state did not always exist, but arose at a certain stage of economic development;

· The state in the hands of the ruling classes is always only an instrument of violence, oppression of broad masses of the people;

· Classes must inevitably disappear, just as they inevitably appeared in the past. With the disappearance of classes, the state will inevitably disappear.

The composition of the general control functions does not depend on the control object, these functions are performed in relation to all control objects. Various authors highlight their lists of common management functions.

Nevertheless, it is possible to organize the existing differences in their classifications:

1) whether or not coordination is allocated as an independent management function;

2) whether or not there are connecting processes (decision-making and communications) or they act as processes of Implementation of management functions;

3) whether or not leadership (leadership) stands out as an independent activity;

4) call a different number of categories into which the management functions are "collected".

Several authors identify five functions: planning, organizing (or organizing), coordination, control and motivation... The relationship between them can be represented by a pie chart depicting the content of any management process (Figure 5.40). The arrows on the diagram show that movement from the planning stage to control is possible only by performing work related to organizing the process and motivating workers. At the center of the di-agram is the coordination function, which ensures the coordination and interaction of all other functions. However, in our opinion, each function is a coordination activity that is almost impossible to isolate in a limited number of departments.

Figure: 5.40. Relationship between general management functions

An interesting, but not entirely justified approach to the allocation of management functions was proposed by American scientists in the field of management G. Kunz and S. O "Donnelom ... They consider the functions of management as functions of the manager, although in many respects the content of the functions coincides with the previously considered classifications. Management functions as such differ from those of a manager. The concept of management functions as manager functions is one of the earliest approaches to their classification. The authors identified the functions: planning, organization, work with personnel, leadership and leadership, control.

In the textbook "Fundamentals of Management" edited by A. A. Radugin, the authors refer to the main "domestic" functions as:

1) goal-setting (in our opinion, the allocation of goal-setting as a separate function is not entirely justified, since any activity involves setting management goals and therefore it is difficult to isolate this type of activity within a specific unit);

2) organization;

3) regulation (in our opinion, this is part of the control function);

4) activation (presented somewhat narrower than motivation);

5) control.

Another representation of the general control functions was given by O.S. Vikhanskii , considering the management process as an administration function, identified by A. Fayol, and sequentially, stage by stage in relation to the control object. If earlier this function was defined as foresight, leadership, coordination and control, now it consists of the following logical chain:

Setting goals;

Strategy development (part of planning);

Work planning;

Work design (understood closely to the function of the organization);

Motivation to work;

Coordination of work;

Accounting and evaluation of work (part of the control);

Control of work;

Feedback (part of control).

Thusm, when analyzing functions, the number of separate independent categories can be limited.

An interesting and original classification is given by A.K. Kazantsev. The authors distinguish three groups of management functions:

1) general functions;

2) social and psychological functions;

3) technological functions.

Common functions reflect the main stages of the process of managing the activities of the organization. This is the formation of goals (all functions form goals, and this process is inextricably linked with the implementation of the management function); planning; organization; the control.

The socio-psychological functions of management are mainly associated with the nature of industrial relations in the team (they form the behavioral aspects of the implementation of common functions). These include delegation and motivation.

In our opinion, the most optimal is the attribution of the function of motivation to the socio-psychological functions, while delegation is part of the function of the organization.

Technological functions management- types of activity that make up the content of the manager's labor technology;

Making decisions;

Communication.

The following features of general control functions:

1. General management functions are always applied comprehensively and across the entire spectrum of management action. In this regard, one cannot speak of the greater or lesser importance of certain management functions, since in different situations its various functions may become dominant;

2. The general control functions do not depend on its object, since:

at first, they are applicable to any socio-economic processes or systems. So, it is quite legitimate to talk about the control of the experiment, the regulation of street traffic, the accounting of money circulation, etc .;

secondly, management functions are applicable to management functions themselves as specialized types of activity. There is, for example, the concept of organizing control over production activities, planning inventory accounting, etc. In this case, the first concept characterizes goal-setting, system formation, the second - the meaningful nature of the activity. The organization of control presupposes, first of all, that control must have certain organizational forms, be characterized by specific structural forms;

third, management functions are applicable both to the management process itself (the management process can be considered as the process of implementing management functions and as the process of implementing management decisions), and to the management system. So, for example, the organization of management presupposes the formation of quite definite organizational forms of management both as a process and as a system, the development of structural elements with the assigned rights and responsibilities of management bodies, the study and provision of the properties of integrity, integrity, coherence, etc. ;

3) there are no rigid, unambiguous boundaries between control functions. One and the same type of management activity can reveal signs of two or even several management functions, their close intertwining. At the same time, in many practical cases, the understanding of management functions as some kind of "technological redistribution" of management activity is extremely important, since the possession of each of the functions requires the formation of certain professional qualities of the leader. So, professional possession of the control function requires somewhat different qualities from a manager than organizational activity .;

4) in the structure of the activities of managers at various levels, management functions have a different specific weight (determined by an expert).

Taking into account the listed features can be identified as the most reasonable classification given by M. Mescon. This book adopts an approach based on the grouping of essential activities into a small number of categories that are now generally accepted as applicable to all organizations. The authors believe that the management process consists of functions planning, organizing, motivating and controlling.

They also considerthat these primary functions are united by connecting processes communicationsand decision-making, and they consider leadership (leadership) as an independent activity. The four management functions — planning, organizing, motivating, and controlling — have two characteristics in common: they all require decision-making and all require communication. Because of this, and also due to the fact that these two characteristics connect all four management functions, ensuring their interdependence, communication and decision making are called connecting processes.

PlanningIs a continuous process of establishing and concretizing the development goals of the entire organization and its structures, subdivisions, determining the means of achieving them, timing and sequence of implementation, and resource allocation.

Organization as a management function, it aims to translate the plans into reality. Organization is directly related to the systematic coordination of many tasks and, consequently, formal relationships between people who perform them.

Motivationis the process of encouraging oneself and others to act in order to achieve personal goals and / or the goals of the organization.

The controlis the process of ensuring that the organization achieves its goals. It consists of setting standards, measuring the results obtained and taking the necessary corrective actions.

Topic 6

Control functions

In this topic, the interested reader will find answers to the following questions:

the concept and meaning of the management function;

the place of the management function among the categories of management;

types of management functions;

general (basic) management functions;

specific (specific) management functions;

special control functions;

planning as a management function;

organization as a management function;

leadership as a management function;

motivation as a management function;

control as a management function;

carriers of general and specific management functions;

interconnection of management functions;

the role of a specific management function in the creation of a management body;

control function as an object economic analysis control system.

In industrial and economic practice (and in economic literature), we often meet the expressions: such and such a specialist performs his functions well, the specialist does not cope with the performance of his job duties, the personnel department performs functions (development of current and future plans for staffing the enterprise, the study of business qualities specialists of the enterprise in order to select personnel for filling vacant positions of managers, issuing certificates about the present and past labor activities of employees, etc.).

It turns out that both the specialist and the department perform certain functions. In addition, in one case, an employee of the management apparatus performs functions, and in the other case - official duties. Is this an imprecise expression or some kind of contradiction? Let's try to figure out why we will consider the conceptual apparatus of the studied category.

6.1. The concept and meaning of the control function

Before moving on to the concept of a control function, let us consider the concept of a function in general.

Function (from lat functio - execution, implementation) has a number of meanings

activity, duty, work;

work performed by an organ, an organism (function of the liver, salivary gland);

duty, range of activities (job duties of a labor economist);

purpose, role of this or that structural element (function of aircraft landing gear, car gearbox);

role played by a certain social institution in relation to the whole (function of the state, family in society);

dependent variable (in mathematics, physics).

From consideration of the concept of function, it follows that any work performed by an individual employee or department can be called a function with good reason. But by virtue of the established norms and rules when drawing up organizational documents (provisions on divisions and job descriptions of employees), a list of work performed by a division is called functions, and the list of work performed by an employee is called job duties. In the latter case, it is emphasized that the official is endowed with a range of duties for which the employee is responsible, since the job description determines the legal status of the employee.

Now about the function of management as a special category under study, the general concept of which we have already given. It remains only to emphasize the specifics of managerial work, where management functions are implemented.

Control function - the type of management activity with the help of which the subject of management influences the controlled object.

All functions performed by employees of the enterprise are divided into two groups (Fig. 6.1.1.):

Figure: 6.1.1.

Or otherwise, management functions are performed in the control system, and production functions in the controlled system.

The management function answers the question of who does what or should do what in the production management system.

Production functions Is the activity of production personnel for the production of products and services.

The value of the control function. In the theory of production management, the issue of management functions is one of the central ones. It reveals the essence and content of management activities at all levels of management.

The emergence of management functions is the result of differentiation of targeted influences, division and specialization of labor in the field of management. The content of management is associated with the content of production, it is determined by it and follows from it.

The place of the management function among the main categories of management science is determined by the following scheme (Fig. 6.1.2.):

Fig 6.1.1

Judging by the distribution scheme (see Fig. 6.1.1.), The management function occupies a key place among the main categories of management science. This suggests that the development of the structure, the application of methods and means of management, the selection and placement of personnel, etc. should be carried out taking into account the composition and content of management functions and the effectiveness of their implementation, that is, the use of most categories of management implies their linkage with management functions.

A control function is a special type of activity that expresses the directions of the implementation of a targeted impact on a controlled object.

Two directions of implementation of the control function. Formation of the control system and impact on the controlled system are two directions of the control function implementation.

Figure: 6.2.1.

These two directions are in constant communication and interaction, their unity characterizes the stability and correlation of the production process and the management process.

Determination of the control object.In general, any specific joint production and economic activity can serve as a video control object. But since the types of activity in a separate production system are very diverse, and their number is large, it is advisable to single out only structurally isolated production links as an object of management.

The object of management is a structurally isolated production link, which carries out one of the stages or part of the stage of the production and economic process and is the receiver of purposeful control action.

The production and economic activities of an enterprise can be subdivided into three stages and eight stages (objects):

1. The preparatory stage contains three stages (object):

1) scientific and technical preparation of production;

2) economic preparation of production;

3) social preparation of production;

2. The production stage contains three stages (objects):

1) main production;

2) auxiliary production;

3) service production.

3. The final stage contains two stages (object):

1) sales of products;

2) financial activities.

The stages of production and economic activity are structurally isolated and are objects of management.

In turn, each of the stages can break down into smaller structurally separate management objects in accordance with different levels of the management system.

For example, at the stage of scientific and technical preparation of production, the following management objects can be distinguished:

Research and development work;

Development of product manufacturing technology;

Pilot production.

6.3. Classification of management functions

All control functions are divided into three groups (Fig. 6.3.1.):

Figure: 6.3.1.

General (basic) management functions.These include:

1) planning;

2) organization;

3) leadership;

4) motivation;

5) control.

In the literature on management, there is no uniform classification of common (basic) management functions. Various authors have given different names to these functions, ranging from four to seven. So, the function "leadership" is called coordination and regulation, and the function "motivation" - stimulation. In addition, accounting and analysis are often referred to as common functions. But accounting, as we will see below, is a specific function, and analysis is one of the methods for studying economic processes.

All five common (basic) control functions are arranged in a logical sequence.

General management functions are performed by the heads of management units (departments, services) together with their subordinate specialists, as well as heads of production units with their headquarters. In other words, without exception, all managers and management units perform general (basic) management functions.

Specific (specific) management functions. The content of specific management functions at various enterprises reflects the specifics of production (type, complexity of production and products, specialization, scale, etc.).

Each specific function is closely related to the designated control object. Therefore, the establishment of the quantitative composition of control objects serves as the basis for determining the specific control functions corresponding to each selected control object.

Specific functions and the controls assigned to them are formed along the following logical chain (6.3.2.):

Figure: 6.3.2.

The number of specific management functions at the enterprise will be as many as there will be spheres (types) of production and economic activities that serve as objects of management. To manage a particular field of activity, a governing body (department, service, bureau) is created.

The formulation of a specific control function begins with the word “control”. Specific control functions include:

management of scientific and technical preparation of production;

main production management;

management of auxiliary and service production;

product quality management;

management of labor and wages;

personnel management;

material and technical supply management;

finance and credit management;

product sales management;

capital construction management;

management of the social development of the team.

A specific function is assigned to a management body (accounting, personnel department, financial department, economic planning department, etc.), the collective of which is engaged in performing this function, along with participation in the implementation of all five general (basic) management functions.

Each specific function in the enterprise is complex in content and includes five general management functions (planning, organization, leadership, motivation and control) to influence organizationally separate management objects.

Carriers of general and specific management functions. The bearer of general (basic) management functions is the entire management system, and the bearer of specific (specific) management functions are parts (departments, services) of the management system (Fig. 6.3.3.).

Figure: 6.3.3.

The functions of the links (departments, services) of the control system, allocated with respect to specific control objects (areas of activity), represent the content of specific functions, and those allocated with respect to the entire control system - the content of general functions. Thus, the management of any of the selected objects consists of general and specific functions.

Special control functions. These are sub-functions (parts) of specific control functions. Each specific function has the ability to be broken down into components (Fig. 6.3.4.):

Figure: 6.3.4.

Of all the components of a specific control function, we will be interested in only a subfunction (or a separate work). For example, a specific function "Accounting and Reporting Management" can be broken down into the following sub-functions:

Accounting for objects of labor;

Fixed assets accounting;

Accounting for working capital;

Payroll accounting;

Payments to employees.

Subfunctions of a specific function (special functions) are separate areas of work that characterize the division of labor within a management unit. Special functions are performed by specialists and technical performers in each division of the control system.

6.4. Interrelation of management functions

All common (basic) functions mutually penetrate each other. For example, planning is organized, motivated, monitored, and guided. The organization is planned, motivated, monitored, etc. Each specific function includes all common functions. It turns out that in any management unit, all three groups of management functions (general, specific and special) are performed, which closely interact with each other in time and space and form a complex of activities carried out by the subject of management when influencing the control object.

The totality of all management functions performed by managers, specialists and technical performers in the management system forms the content of the management process, which will be discussed in a separate topic.

The relationship between general and specific management functions can be traced in the above diagram (Figure 6.4.1).

Fig 6.4.1.

As can be seen in the diagram, each specific function performed by one or another management unit includes all general (basic) management functions. This fundamental point should be taken into account when regulating and analyzing management work, as well as building an organizational structure and forming a management process.

All of the above-mentioned management functions “work in one harness”, preparing a control action aimed at a specific control object. Many management units at various levels of management are involved in the preparation of the management impact, performing all groups of management functions.

Let's look at the picture of the preparation of control action on various issues of production and economic activity using the example of the assembly shop of a washing machine plant (Fig. 6.4.2.).

Fig 6.4.2.

The number of participants involved in the preparation of the control action depends on the nature of the action (information carrier). If the impact is labor standards, then its participants are: the labor and wages department, the regulatory research laboratory (bureau) and the workshop labor and wages office. If the impact is the technology and operating modes of the equipment, then it is prepared by the chief technologist's office (CMP). To prepare a set of control actions for such a control object as a shop, which is a part of production, almost all management departments are involved at various levels of management.

6.5. Management function as an object of regulation and analysis

Managerial work, like work for the production of goods and services, must be organized on a scientific basis. Only under this condition can the profitability of the enterprise and its competitiveness be ensured. The most important principle of the scientific organization of labor in production management is the regulation of management functions or management work.

The principle of regulation means the establishment and strict observance of certain rules, regulations, instructions, instructions, standards based not on arbitrariness, by persons vested with power, but on objective laws inherent in the scientific organization of labor.

The work of any employee of the management apparatus (employee) consists of functions, work and operations, and we should talk about the regulation of such work in three directions (objects of regulation), which are:

Results;

Labor costs.

The regulation of the content of labor is designed to solve the following tasks:

Determine the list of functions, works and operations that should be assigned to employees in accordance with the goals and objectives of the enterprise;

Determine the content, volume, frequency and form of information necessary for the employees to perform their functions, work and operations;

Distribute functions, work and operations between management units in accordance with the principles of rational division of labor and building organizational structures and fix them in the regulations on units;

Establish specific job responsibilities for each employee to perform certain functions, work and operations based on the requirements of a rational division of labor and the use of employee qualifications, with fixing in job descriptions.

The regulation of labor results solves the following main tasks:

Establish a list of indicators characterizing the most important results of the activities of employees of the enterprise as a whole and of each structural unit, based on the main criterion - the degree of influence of the considered particular results on the implementation of the ultimate goals of the organization;

Establish order quantify each indicator characterizing the results of collective and individual work of employees;

To create a basis for an objective assessment of the results of the work of employees, the development of their creative activity, determination of the contribution of each team and employee to the achievement of the overall results of the enterprise.

To solve the listed tasks, it is advisable to develop standard lists of indicators of employee performance, methods of their quantitative assessment.

The regulation of labor costs is aimed at establishing standards for the quantity and quality of labor necessary to perform the functions, work and operations assigned to employees, as well as to achieve the required results. This regulation is based on the creation and use of standard and developed on their basis time standards, service standards, headcount standards, qualification reference books and other regulatory materials on managerial work.

To determine the complexity of management in a structural unit, it is necessary to take into account the costs for all special functions (works) and all general (main) functions and make a calculation using the formula

, (6.5.1)

where is the complexity of management work, hour; - the complexity of the special function of the i-th type, h; - complexity of the main function j-th types, h; i = 1, 2, … n - the number of special functions; i \u003d 1, 2, ... m - the number of basic functions.

Based on the complexity of the functions, work and operations performed in the department for a certain period (month), you can calculate the required number of management personnel. The direct method of calculating labor costs for managerial work is associated with certain difficulties. Therefore, indirect methods are most acceptable.

Analysis of management functions. The purpose of the analysis of management functions is:

Establishing relations between the elements of the system that carry out control functions and their properties;

In determining the direction, intensity and number of connections, the cost of their implementation.

When conducting the analysis, it is necessary to take into account the requirements for the formation and regulation of the management function. These include:

Clear definition and structural separation of management objects and structural separation of management objects based on the developed criteria;

Allocation of specific management functions, types of work and operations;

A clear division of labor between functional and linear organs of the control system;

Availability of regulations on structural divisions of the management system and job descriptions of employees.

6.6. Planning as a management function

Planning Is a process of preparing for the future decisions about what, by whom, how, when should be done.

A. Fayolle defines planning as follows: “An action plan is both a foreseeable result and a course of action to be followed, and the stages to be followed and the methods to be applied. It is a kind of picture of the future, in which the coming events are outlined with some certainty, while the distant events appear less and less clearly. It covers the area of \u200b\u200bactivity, how it can be foreseen, and what can be available over a period of time. "

About the meaning of planning A. Fayol writes: “the expression“ to manage is to foresee ”gives an idea of \u200b\u200bthe meaning given to planning in the business world. And this is true, since foresight is, if not everything in management, then at least the most important part of it.

Consider the planning stages (Fig. 6.6.1.):

Figure: 6.6.1.

It is important for the manager to know the components of the plans, we will show them (6.6.2.):

Figure: 6.6.2.

The most important goals that are pursued in planning the activities of the enterprise are:

Sales volume of commodity mass;

Profit;

Market share.

Program - this is a part of the plan that determines the set of actions for the performers to achieve the set goals, agreed in terms of time, results and resource provision.

The program may include the following types of actions:

placing orders for the supply of additional raw materials;

purchase of new machines to increase production;

hiring additional personnel to operate new equipment, etc.

Standards - these are the estimated values \u200b\u200bof the cost of working time, money and material resources used for planning economic activity organizations (enterprises).

The rules determine the direction and general boundaries of the actions of the administrative apparatus.

Procedure Is a strictly established sequence of actions in specific, often repetitive situations.

Method - a way of achieving a goal, solving a specific problem, a certain toolkit for performing actions.

Planning involves a set of all the tactics and procedures that managers use to plan, predict and control future events. All kinds planning techniques range from traditional methods such as budgeting (plan of income and expenses), to more sophisticated methods such as modeling, developing plans or individual ego sections based on game theory and scenario projects. Using this planning technique reduces uncertainty, improves forecast accuracy, and helps managers track or analyze factors affecting the plan.

Estimates Are the cash spending plans necessary for the success of any venture.

The following types of estimates are used in planning:

estimate of running costs;

cost estimate for the purchase of materials, components;

estimate of income from sales;

estimate of capital investments;

cash plan (receipts and expenditures of cash).

Planning tasks.The plans being developed should provide:

complex solution of social and economic problems;

accelerating the implementation of scientific and technical innovations;

rational use of production assets, material labor and financial resources, strengthening of the economy regime and elimination of losses in all stages of production;

formation of material and financial resources necessary for the proportional and balanced development of production.

Planning principles. These include:

completeness of planning – taking into account all events and situations that may be important for the development of the organization;

planning accuracy – use of modern methods, tools, tactics and procedures to ensure the accuracy of forecasts;

continuity of planning – it is not a one-time act, but an ongoing process;

economical planning – the planning costs must be commensurate with the benefits of planning.

Types of planning. Planning is determined by the tasks that the enterprise sets itself for the future. Accordingly, planning can be long-term, medium-term and short-term.

Long term plan (3-5 years) is descriptive and determines the overall strategy of the enterprise, since it is difficult to predict all possible calculations for such a long period. As part of long-term planning, new product-to-market strategies are being developed, which include an analysis of the possibilities for the development of new industries, the creation of branches, etc.

Medium-term plan is compiled for 2-3 years and contains quite competitive goals and quantitative characteristics. Based on nomenclature and strategy changes competitive struggle for each product group, plans are drawn up for an enlarged product range.

Short term plan (for a year, half a year, a month) includes production volume, profit planning, etc. Short-term planning closely links the plans of various partners and suppliers, and therefore these plans can either be coordinated, or certain points of the plan are common to the manufacturer and its partners.

There are two types of in-plant (in-house) planning:

Technical and economic;

Operational and production;

Technical and economic planning divided by promising(long term) and current. The form of current planning is an annual plan - a model of economic and social development of an enterprise (or a business plan), which reflects all aspects of production and economic activities of the enterprise collective.

Operational and production planning provides for the development of operational plans and schedules (monthly, ten-day, daily, shift and hourly) on the basis of an economic and social plan for the development of production for individual shops, and inside the shops - for production areas, workplaces.

6.7. Organization as a management function

Organization function – it is the advance preparation of everything that is necessary to fulfill the plan.

The purpose of the organization as a function (organizational activity) consists of:

In creating a formal organizational structure;

In the correct selection of personnel;

In the arrangement of workers by workplaces, professions and qualifications;

In establishing a production target.

In addition, it is necessary to ensure the availability of instruments, equipment, materials, work premises and many other things required to fulfill the plan.

A lot of time and money is wasted due to the inability of individual managers to properly organize the workflow. To prevent such losses, when starting to implement the plan, you need to provide the following:

Availability of employees of the required number, composition and qualifications;

Each employee must know his role in the production process and the relationship of his work with the tasks of others;

Each employee must be trained to carry out the part of the plan for which he is responsible;

To fulfill the plan, employees must be provided with everything they need (tools, equipment, materials, premises) at the required time and in a given place.

Organization principles:

1. Selection of personnel. The success of any organization depends on the correct selection of personnel more than on anything else. Almost all business problems boil down to a human problem.

2. Obligations of employees. By agreeing to the proposed terms of employment, the employee thereby undertakes to fulfill his job responsibilities under the guidance of the immediate superior.

3. Powers of the manager. Managers have the right to carry out the duties assigned to them and give orders to their subordinates. Powers and responsibilities are transferred from superior to subordinate, forming a subordinate relationship.

4. Delegation of authority - this is the vesting of rights and obligations of any person in the area of \u200b\u200bcompetence of the respective manager.

The principles of delegation of authority. There are five principles that improve the effectiveness of delegation of authority:

1) the principle of the control range;

2) the principle of fixed liability;

3) the principle of compliance of rights and obligations;

4) the principle of transferring responsibility for work to the lowest level of management;

5) the principle of reporting deviations.

Control range. There is an optimal number of employees directly subordinate to one manager (the rate of control or subordination). There is a limit to the amount of work and the number of subordinates that one person can effectively lead. This limit is called the control range. It is determined by such factors as the ability of the boss, the ability of subordinate workers, type of work, territorial distribution of workers, employee motivation, the importance of work.

Fixed liability principle... Delegating responsibility to a subordinate does not remove this responsibility from the person who transferred it. Delegation is the process of sharing responsibility with subordinates. Responsibility remains fixed (or assigned) to those managers who initially had it.

The principle of compliance with rights and obligations. The scope of delegated rights must correspond to the scope of the delegated responsibilities. When delegating authority, a common mistake is that the subordinate is not granted the rights necessary to successfully perform the duties assigned to him.

The principle of transferring responsibility for work to the lowest management level. Any task should be transferred to the lowest level of the production and management hierarchy, able to successfully complete it. It is human by nature to shy away from creative work, for such work is always difficult.

Deviation reporting principle. Any actual or anticipated deviations from the plan should be reported immediately. Under normal circumstances, there is no need to report that everything is going according to plan.

So, the function of the organization is to establish permanent and temporary relationships between all divisions of the enterprise, to determine the order and conditions of its functioning. It is the process of bringing people and means together to achieve the goals set by the enterprise.

6.8. Leadership as a management function

We use the term "leadership" to describe one of the functions of management, which is associated with managing people in solving a problem. Most of the research done on leadership theory has shown that the attempt to provide a clear definition of “leadership” has not been more successful.

Leadership concept. There are often four components in defining guidance:

Personal qualities and characteristics of the leader;

Leadership style;

Communication;

Managerial functions (general or basic management functions).

Some definitions in the guide take into account some of the listed components.

Manual Is the process of using personal influence and communication by managers.

Characteristic features of leaders.Most studies highlight the following important characteristics of a leader.

Intellectual capabilities above average, ideally the leader should be a little smarter than his subordinates.

Initiative or the ability to understand the need for action and then act. This characteristic appears to be closely related to energy and vitality, in many cases the latter declines over the years.

Confidenceor the ability to believe in what you are doing. This character trait is associated with a person's understanding of his place in society, with a strong desire to achieve a goal. However, this confidence should not be aggressive, but rather subtle.

The ability to look at the situation "bird's-eye" - this is the ability of a successful manager to "rise" above a given situation and consider it in a broader context, and then "lower" back and do smaller, but concrete matters.

Principles of leadership.Let's name two basic principles:

The first principle is the orientation of management towards the ultimate goal. The main task of the manager is to direct the actions of employees towards clearly defined and clearly understood goals of the organization.

The second principle is unity of purpose. Consists in agreeing on the goals of the company and its employees. An organization functions best when its goals and the goals of the individual coincide.

The role of the leader. What a good leader should be:

he is distinguished by the ability to a) inspire his subordinates and b) strengthen their desire to achieve the goals of the organization;

he knows where he is leading and is able to induce subordinates to follow him;

it is characterized by high results;

from being proud of the high quality of their work and the fact that they correspond to their position.

The efficiency of the head. It is assessed by the results of the work of his subordinates. Therefore, the manager should strive to:

to the efficient use of the abilities and energy of subordinates;

prove their ability to stimulate the achievement of high results by each employee;

to form an effective unit, attracting and retaining good employees.

Leadership style. Became a topic for discussion after K. Levin published his study of different leadership styles in 1938. He explored three types of styles:

dictatorial - the leader decides what needs to be done and how;

democratic - decisions are made after discussion;

conniving - group members work independently, the leader himself is a member of the group.

In Levin's experiments, the most productive work was dictatorial leadership, but the presence of the head was necessary, otherwise the work would be stopped. The members of this group showed aggressiveness towards each other and were carried away by the search for "scapegoats". Democratic the manual was the most popular and produced consistent results in both quality and performance. Permissive the leadership style turned out to be the worst in all respects.

Leadership style – this is a firm opinion of the leader regarding the degree of freedom that should be given to subordinates in preparing decisions.

R Likert (1961) developed Levin's approach by proposing four leadership styles:

Advisory (advisory) leadership makes decisions, but first consults with the entire group;

Collegial , meaning joint decision-making by management and employees (Figure 6.8.2.).

Fig 6.8.1.

Choice of leadership style.In their work How to Choose a Leadership Style, Tannenbaum and Schmidt (1958) proposed an approach to explaining a leader's style that depends on the balance between leadership power and subordinate freedom of action (Figure 6.8.2). Their theory is that the leadership style applied reflects and depends on four variables.

the leader is his personality and his preferred style;

subordinates - the needs, attitudes and skills of subordinates or employees;

task - the requirements and goals of the work to be performed;

situation – organization, its values \u200b\u200band prejudices.

Fig 6.8.2.

Good communications – a prerequisite for successful leadership. Communication Is a process of two-way exchange of thoughts and information, leading to the achievement of mutual understanding.

For most people, communication processes take up to 70% of the time. Ability to communicate (the ability to speak, listen, write and read) is, apparently, one of the most important human abilities.

Because managers must be able to get others to work, they must be fluent in the art of communication. Estimates show that up to 80% of the time of managers of all levels is spent on different kinds communications.

There are two main directions for the dissemination of business information:

1) vertical (up and down the hierarchy levels);

2) horizontal (at one level of the hierarchy).

The effectiveness of communication and feedback in these areas is significantly different. The efficiency of horizontal flows reaches 80–90%. This is due to the fact that those working at one level of management have a good understanding of the nature of the work of their colleagues, they know their problems and in many respects guess about the content of the message received.

Vertical communications are less effective than horizontal communications. Studies have shown that only 20-25% of the information coming from the management of the enterprise reaches the workers and is correctly understood by them.

6.9. Motivation as a management function

Motives Are active driving forces that determine the behavior of living beings.

Human behavior is always motivated. He may work hard, with enthusiasm and enthusiasm, or he may shy away from work "in protest." The behavior of a person can have any other manifestations. In all cases, one should look for a motive of behavior.

Motivation – it is the process of motivating oneself and others to take action to achieve personal and organizational goals.

Managers have always been interested in the conditions in which a person is motivated to work on someone else's assignment. This interest grew with the expansion of the personal freedoms of the subordinate, his transformation into a partial co-entrepreneur. The freer a person became, the more important it is to realize what motivates him, what makes him bring more benefit.

The desire of a person to realize himself in his business is indisputable. Where management and organization of work provides employees with such opportunities, their work will be effective, and the motivation for work will be high. This means that motivating employees is to affect their important interests, to give them a chance to realize themselves in the process of work.

Modern theories of motivation. Various theories of psychological and organizational-economic motivation can be divided into two groups:

2) procedural theories of motivation - more modern, are based primarily on how people behave, taking into account upbringing and cognition (the theory of expectation, the theory of justice and the Porter-Lawler model of motivation).

1) physiological needs (food, water, clothing, shelter, reproduction);

2) needs for security (protection from criminals and external enemies, protection from poverty and help in case of illness);

3) social needs (the need for friendship, communication with people, belonging to a team);

4) the need for respect;

5) the needs of self-expression.

According to Maslow's theory, all needs can be arranged in the form of a strict hierarchical structure (Figure 6.9.1).

Figure 6.9.1.

With this hierarchy, Maslow wanted to show that the needs of the lower levels require satisfaction and, therefore, affect human behavior before the needs of higher levels begin to affect motivation.

As a result, the conclusion: the leader must decide what active needs drive people in a given period of time and focus on them when solving problems of employee motivation.

Herzberg's two-factor theory. In the second half of the 50s. F. Herzberg has developed a needs-based motivation model.

Herzberg identified two groups of factors (Figure 6.9.2):

motivation -success, promotion, recognition and approval of work results, a high degree of responsibility and opportunities for creative and business growth;

hygiene - firm policy, working conditions, earnings, interpersonal relationships, the degree of direct control over work.

Herzberg's theory of motivation has much in common with Maslow's theory. His motivations are comparable to the needs of the higher levels of Maslow.

Fig 6.9.2.

Procedural theory of motivation. (expectation theory, justice theory and Parter Lawler's model). The main idea of \u200b\u200bthe theory of expectations is the hope of a person that the type of behavior chosen by him will lead to the satisfaction of what he wants. Expectation theory stresses the importance of three labor-outcome relationships; results - remuneration, reward - satisfaction with the remuneration.

The way people distribute and direct their efforts to achieve their goals is answered by the theory of justice. The point is that people subjectively determine the ratio of the reward received to the effort expended, and then correlate it with the reward of other people performing similar work.

If the comparison shows imbalance and injustice, then the person experiences psychological stress. In this case, it is necessary to motivate this employee, relieve tension and correct the imbalance to restore justice.

Due to the fact that there are different ways of motivation, the manager must:

Establish a set of criteria (principles) that strongly influence employee behavior;

Create an atmosphere conducive to motivating workers;

Communicate actively with your employees.

6.10. Control as a management function

The control Is the process of measuring (comparing) the actual results achieved with the planned ones.

Control provides feedback between the expectations set by the original management plans and the actual performance of the organization. The ultimate purpose of control is to serve various management plans and objectives.

The creation of all control systems should be based on the following basic requirements-criteria:

1) control efficiency -the success, usefulness of control is determined (reduction of costs associated with the detection and elimination of deficiencies identified in the control process, reduction of control costs, costs of personnel and control equipment);

2) effect on people -the question is being clarified whether the applied control technology causes positive incentives or negative, stressful reactions (demotivation of work) in workers;

3) performing control tasks -control should identify coincidences or deviations in the production management system, contribute to the elimination of deviations, and the development of effective solutions;

4) defining control boundaries -control measures cannot be carried out without restrictions. The length of the tested sections should allow detecting deviations at the earliest stage.

There are the following types of control.

1. Preliminary control. It resembles an iceberg, most of which is hidden under water. This is due to the fact that some aspects of control can be masked among other management functions. Preliminary control is called because it is carried out before the actual start of work. The main means of implementation of preliminary control is the implementation (rather than creation) of certain rules, procedures and lines of behavior.

In the organization, preliminary control is used in three key areas: human, material and financial resources. In the field of human resources, control is achieved through the analysis of those business and professional knowledge and skills that are necessary to fulfill the specific tasks of the organization, in the field of material - control over the quality of raw materials to make an excellent product. In the field of financial resources, the budget is a preliminary control mechanism in the sense that it provides an answer to the question of when, how much and what funds (cash and non-cash) the organization will need.

During the preliminary control process, deviations from the standards can be identified and anticipated at various times. It has two types: diagnostic and therapeutic.

Diagnostic control includes categories such as meters, benchmarks, alarms, and the like that indicate something is wrong in the organization.

Therapeutic control allows not only to identify deviations from the standards, but also to take preliminary measures.

2. Current control. It is carried out in the course of work. Most often, his object is employees, and he himself is the prerogative of their immediate boss. It allows you to exclude deviations from the planned plans and instructions.

For the implementation of the current control, the control apparatus needs feedback. All feedback systems have goals, use external resources for internal use, monitor deviations from the intended goals, and correct deviations to achieve these goals.

3. Final control. The purpose of such monitoring is to help prevent future mistakes. As part of the final control, feedback is used after the work is completed (with the current one - in the process of its execution).

Although final monitoring is too late to target problems at the time they arise, they:

1) gives the management information for planning in case similar work is supposed to be carried out in the future;

2) promotes motivation.

At all levels of management, managers perform all five functions of management planning, organization, leadership, motivation and control.

"To manage" means "to direct, to lead" (to take care of something, to do something on behalf of, to execute and to command). In the 60s. XX century a new scientific direction - cybernetics, the subject of which has become control processes in various fields. Using the mathematical apparatus, mathematical logic and the theory of functions, it was possible to combine the most important achievements of the theory of automatic control, computer science and many other areas of scientific knowledge. This science studies the issues of management, communication, control, regulation, reception, storage and processing of information in any complex dynamic systems. In this case, the control is considered on high level abstraction, and special importance is attached to management procedures, its principles, patterns and connections of numerous elements that form a single system.

Management is the most important function, without which the purposeful activity of any socio-economic, organizational and production system (enterprise, organization, territory) is impossible.

Management is a purposeful and constant process of influence of the subject of management on the object of management. Various phenomena and processes act as an object of management: a person, a collective, a social community, mechanisms, technological processes, apparatuses. Management as a process of influence of a subject on a control object is unthinkable without a control system, which, as a rule, is understood as a mechanism that ensures the control process, i.e. many interconnected elements that function in a coordinated and purposeful manner.

The elements participating in the control process are combined into a system using information links, more specifically, according to the feedback principle.

Management is associated with the exchange of information between the components of the system, as well as the system with the environment. In the process of management, information is obtained about the state of the system at each moment of time, about the achievement (or not achievement) of a given goal in order to influence the system and ensure the implementation of management decisions.

Management activity is a set of actions of the management of the enterprise and other employees of the management apparatus in relation to the object of management - the work collective or the production system. These actions consist in the development of some managerial decision, which is, in fact, the product of a managerial decision, and communicating this decision to the performers, followed by clarification of the results of its implementation.

Management functions are special types of specialized management activities that emerged in the process of division of managerial labor. Any management function is implemented in a complex of management tasks. The difference between tasks and functions is manifested in the fact that functions are a recurring type of activity of the organization, and tasks are activities that pursue the achievement of the required results at a given time.

The entire function can be performed by one department, but the same department, one or together with others, can perform another function.

The composition of the functions of departments and their scope depend on the following conditions:

• § scale, structure and level of development of production;
• § the size of the organization, its independence, place in the existing system of social division of labor;
• § relationships of the company with other enterprises and organizations;
• § the level of technical equipment of management.

Management functions should provide direction, management and maintenance of business activities in the organization. Each function is characterized by its purpose, repeatability, content uniformity, and the specifics of the personnel required for its implementation. Management functions are objective in nature, which is determined by the necessity of the management process itself in conditions of joint work of people.

Management functions are the basis for determining the structure and size of the management staff.

Management activities are aimed at combining all relatively isolated (separate, individual), although inextricably linked functions. There are different classifications of management functions. Moreover, the differences are determined, as a rule, by the characteristics underlying the classification. The simplest and most understandable is the division of management functions into two groups:

• § are common;
• § special.

General management functions were formulated by A. Fayol at the beginning of the XX century. In managing an organization in any field of activity, the general functions are manifested in the same way.

Among the general control functions, titration is considered to be the main one. Implementing it, an entrepreneur or manager:

• § operational planning (formulates goals and objectives for next year);
• § strategic planning;
• § tactical planning

The organizational function takes over the practical implementation of plans and programs. It is realized through the creation of the organization itself, the formation of its structure, the distribution of work among departments, employees and the coordination of their activities.

The motivational function consists in determining the needs of people, choosing the most appropriate and effective way to satisfy them in a given situation in order to ensure the maximum interest of employees in the process of achieving the goals of the organization.

Control is designed to early identify impending dangers, detect errors, deviations from existing standards and thereby create a basis for improving work.

A special place in the control system is occupied by special functions, i.e. functions of managing certain objects (divisions of the organization).

In an organization, the following management objects can be distinguished:

• § production;
• § material and technical supply;
• § innovation;
• § marketing and sales of finished products;
• § personnel;
• § finance;
• § accounting and analysis of business processes, etc.

The main functions of managing an organization are:

• § organization;
• § coordination;
• § motivation;
• § the control;
• § regulation.

The organization of management is a set of techniques, methods, a rational combination of methods and links of the management system and its relationship with the management of objects and other control systems in time and space. In this sense, the organization of management ensures the creation of the most favorable conditions for achieving goals (solving specific tasks established in a period of time during minimum costs production resources).

The function of coordinating the activities of the organization is carried out in order to ensure the coordinated and well-coordinated work of those involved in the implementation process planned targets production and functional divisions of the enterprise and workshops. This function is implemented in the form of influencing the team of people, individual workers employed in the production process, by line managers and functional services.

The function of motivation affects the team in the form of incentives for effective work of social impact, collective and individual incentive measures.

The control function is manifested in the form of influencing the team of people by identifying, generalizing, recording, analyzing the results of production activities of each workshop and bringing them to the heads, departments and management services in order to prepare managerial decisions. This function is implemented on the basis of operational, statistical, accounting data, identifying deviations from established performance indicators and analyzing the reasons for deviations.

The function of regulating the activities of the organization is directly combined with the functions of control and coordination. As a result of the influence of the external and internal environment on the production process, there is a deviation from the set parameters of the production process, identified during control and operational accounting, which ultimately requires regulation of the production process.

Economic management methods

Management methods are a set of methods and techniques of influencing the management object to achieve the management goal.

In economics, it is customary to distinguish between three methods of managing workers and production teams: administrative, economic and socio-psychological. All of them are closely interconnected and sometimes it is difficult to distinguish between them.

Administrative (command) methods are based on coercion, and control actions are in the form of directives, orders, commands, instructions, etc. Such methods are most acceptable in the army, police, security services, etc. You cannot do without administrative methods and at the enterprise, and their effectiveness depends on the rationality and scientific validity of orders, orders, directives. The most appropriate in the case when the achievement of the goal cannot be solved with the help of economic and socio-psychological methods.

Economic methods are based on influencing the object of management (individuals, collectives, business entities) with the help of levers (wages, bonuses, fines, the provision of all kinds of benefits, pricing, the provision of commercial loans, etc.). An important feature of economic management methods is the transition from vertical management to horizontal management. This means that the control effect on the control object is exerted not only and not so much by the higher management body, but by the subcontractors, consumers, in a word, everyone with whom the manufacturer interacts.

Such control actions are recorded in the form of mutual obligations, in contracts, agreements, contracts. Economic methods play a decisive role in the management of a market economy.

Socio-psychological methods of management represent conviction, moral and moral impact on people.

Each person has a certain system of views on labor, property, money, economic relations, rules economic behavior... This can be called economic psychology, or morality. Methods of socio-psychological management affect the psychology of people, thereby convincing them to act in accordance with the desires of the subject of management. With this approach, the controlling attitude from the side of the subject of management, falling on fertile moral ground, becomes the very attitude of the performer, his conviction.

Socio-psychological methods in their significance and effectiveness are not inferior to economic ones, and in certain conditions and situations they can be even more effective.

The enterprise management process can be conditionally divided into three parts:

• 1. machinery management;
• 2. management of the economy;
• 3. management of the labor collective.

It is believed that the most difficult thing is managing people. Each person is unique and has both positive and negative traits. The task of the leader is to get to know each of his subordinates psychologically, and then imperceptibly influence him in such a direction so that his positive traits develop, and the negative ones come to naught. All this, of course, should be done not only for the purpose of the formation and development of an individual and the entire team, but also for the benefit of the company.

Unfortunately, some managers do not understand this, but, on the contrary, focus on the “defective” aspects of their employee. M. Gorky noted that if a person is often and persistently said that he is a "pig", then he really "grunts."

The main task of socio-psychological methods is to form a healthy psychological climate in the team, which in turn is the basis for the effective operation of the enterprise. Socio-psychological methods of management can also be called educational, since they are designed to educate each employee in the spirit of loyalty to the firm, to intensify creative activity for the benefit of the firm and society as a whole.

Japan has achieved the greatest success in the application of socio-psychological methods. In this country, love and respect for work, devotion to one's firm, patriotism are absorbed with mother's milk. The Japanese themselves voluntarily refuse to take vacations if things go badly at the company. In Japan, production controllers are practically not needed - the Japanese will not humiliate themselves to push for a marriage.

Japan's successes in science and technology, economics and other areas are largely due to the reasonable use of socio-psychological methods in management at all levels. Unfortunately, in Russia the role and importance of applying these methods is underestimated, which is a significant reserve for the growth of the national economy.

1.3. The essence and principles of management

Compliance with management principles can be seen as the key to management success.

Principle (from Lat. - beginning, basis) - 1) the main starting position of any doctrine, theory, science, worldview, political organization, etc .; 2) the inner conviction of a person, which determines his attitude to reality, norms of behavior and activity.

The main tasks of management are the study and practical application of the principles of the development of the entire set of management goals, the development of plans, the creation of economic and organizational conditions for the effective activity of labor collectives. Studying and mastering these laws is necessary condition improving the management of the organization, improving the economic infrastructure and raising the national economy of the country.

The behavior of one of the main and most complex subjects of management - a person is based on certain principles, internal convictions that determine his attitude to reality, on the norms of morality and morality. Management principles are objective, i.e. do not depend on the will and desires of individuals, although any truth is learned through the most complex system of subjective-object relations, and this is the main difficulty in managing society and an individual. These principles cannot be considered absolute truth, but only a tool that allows you to at least slightly lift the veil over the super-complex world of the individual and the team and only suggest to the leader how to more reasonably influence the controlled system and what kind of reaction should probably be expected to control

The principles of managing an organization, society and personality are based on the dialectical law of development, which summarizes the experience of human civilization. So, the principles of management determine the patterns of formation of a controlled system: its structure, methods of influencing the team, form the motivation of the behavior of its members, take into account the peculiarities of technology and technical equipment of managerial work. The principles of management should determine not obvious, but deeper, precisely fundamental laws and at the same time serve as a guide to practical actions. They are realized through consciousness, intellect, will (assertiveness) and purposefulness of a person. It is important to provide such working conditions to maximize the use of these human qualities.

Consider the most important of the principles of managing an organization as a whole.

The principle of consistency and complexity. Any organization is a system that implies the unification of parts into a whole, the properties of which may differ from the properties of its parts. Main goals and objectives systems approach is as follows:

• - reduced integrity;
• - increased synergy;
• - ensuring a positive multiplicativity in the organization;
• - ensuring the sustainability of the organization's functioning;
• - ensuring the adaptability of the organization;
• - ensuring the compatibility of the organization's subsystems (for example, the "personnel" subsystem with the "management" subsystem);
• - ensuring the effective operation of feedbacks in the organization, both within subsystems and between subsystems.

The principle of consistency and complexity implies the ability to see the most significant complex of interrelated and interdependent subsystems that make up an organization.

The principle of legal protection of management decisions. This principle requires the heads of enterprises to know the current legislation and make management decisions only taking into account the compliance of these decisions with the current legal acts.

Management optimization principle. Timely processing of information about internal processes in the system and its interpretation should allow making reasonable management decisions, improve intra-system communications, and increase the efficiency of interaction with the external environment. Optimization of control allows you to improve the structure of the controlled object and increases its functionality, which ultimately leads to the weakening or complete elimination of negative intrasystem processes. This important principle of control can be formulated as follows - optimization of control increases the efficiency of the controlled system. The effectiveness of a controlled system also depends on the degree of its openness and receptivity to external information. The external environment sets the meaning of the organization's existence, sets the requirements for activities.

The principle of delegation of authority. The principle of delegation of authority consists in the transfer by the head of a part of the powers, rights and responsibilities assigned to him to his competent employees.

Compliance principle. The work performed must correspond to the intellectual and physical capabilities of the performer.

The principle of automatic replacement of the absent. Replacement of absent persons (illness, vacation, business trip) should be solved automatically on the basis of existing service job descriptions and regulated formally.

The principle of the first leader. The principle of the first manager states that when organizing the execution of an important production task, control over the progress of work should be left to the first manager of the enterprise.

The principle of one-time input of information. In the activities of a manager, information, its efficiency and reliability, plays a decisive role, since it is an object, means and product of managerial labor. Once entered into the computer's memory, information can be repeatedly used to solve a whole range of information-related tasks. The accumulation of production, economic, personnel and regulatory and reference information is the basis for creating databases and data banks, an indispensable tool for the manager and all structural units enterprises of objective and reliable data on the progress of the technological process

9. The principle of new tasks.

Application modern systems mathematical programming and technical means information processing allows solving and accumulating fundamentally new production and scientific problems.

10. The principle of advanced training.

The management principle strongly requires the mandatory professional development of all employees engaged in production process, regardless of the position held. Recent advances in information technology open up new opportunities in solving the problems of professional development.

11. The principle of "fitter Mechnikov"

The principle of "fitter Mechnikov" states that any management decision must be supported by documents (including, if necessary, financial documents) or material.

12. The principle of purpose.

In management, the problem of the goal is central, it determines and regulates actions and is the basic law, a complex algorithm of behavior that subordinates all aspects of the control action. Every action should have a clear and definite purpose.

1.4 Effectiveness of management decisions

The choice of the correct and effective management decision is the result of the complex use of economic, organizational, legal, technical, informational, logical, mathematical, psychological and other aspects.

Thus, management decisions are a way of constantthe impact of the control subsystem on the controlled subsystem, that is, the subject of control on the control object. This impact ultimately leads to the achievement of the intended goals.

Based on the foregoing, we can give the following definition of a management decision.

A managerial decision in an organization is an act of the subject of management (the head of an organization or a group of leading persons), aimed at choosing from several alternative options for the development of an organization, one option that ensures the achievement of the intended goals at the lowest cost.

All management decisions can be divided into two types:

• § traditional decisions that have previously taken place; in this case, you should choose one of the already available alternatives;
• § non-traditional, non-standard management decisions; their development is associated with the search for new alternative options.

In this regard, traditional, typical, repetitive managerial decisions can be formalized, that is, they can be made and implemented according to a predetermined algorithm. Therefore, a formalized management decision is the result of a predetermined sequence of actions. For example, when a schedule for the repair of machinery and equipment is drawn up, they proceed from the standard that determines the ratio between the number of equipment and the number of repair workers. So, if one hundred pieces of equipment work in the machine shop of a given organization, and the standard for its maintenance is 10 units per one repair worker, then ten repair workers should be kept in this shop.

As a result of the formalization of decision-making, the level of management efficiency increases by reducing the probability of making an error, as well as by saving time, since there is no need to develop this solution starting from scratch.

As a result, the management of the organization tries to formalize management decisions in case of those situations that are systematically repeated in the activities of this organization. Formalization of managerial decisions consists in the development of certain rules, instructions, standards that allow making and implementing a competent managerial decision.

Along with repetitive ones, there are also atypical situations that have not been encountered before, which do not lend themselves to a formalized solution.

Most of the management decisions are between these two types, which makes it possible to use both formalized methods and the developers' own initiative when making these decisions.

The quality and effectiveness of management decisions are determined by the degree of validity of the methodology for solving problems, namely approaches, principles and methods.

Analysis of the economic management of organizations makes it possible to determine the need for the following approaches:

• § systemic;
• § complex;
• § integration;
• § marketing;
• § functional;
• § dynamic;
• § reproductive;
• § process;
• § regulatory;
• § quantitative (mathematical);
• § administrative;
• § behavioral;
• § situational.

Any of these approaches expresses one of the directions of the management process. Let's give a brief description of them.

The systems approach of management assumes that any system or object is considered as a set of interrelated components that have an output, that is, a goal, an input, a connection with the external environment, and feedback. In such a system, "entrance" is transformed into "exit".

In the context of using an integrated approach to enterprise management, it is necessary to take into account the technical, environmental, economic, organizational, social, psychological, political, demographic directions of management, as well as their interconnections. If at least one of these areas is not taken into account, then a full-fledged solution to this problem will not be achieved.

Unfortunately, as a rule, an integrated approach is not generally followed. Thus, in the context of the construction of new enterprises and organizations, the solution of social problems is often postponed. It delays input this object into operation or causes its partial use. Other examples can be cited. So, in the process of designing new equipment, not enough attention is paid to its environmental friendliness, which leads to the non-competitiveness of this equipment.

The integration approach of management involves the study and strengthening of the relationship between individual subsystems and elements of the management system, as well as between the stages of the life cycle of the management object, between individual levels of management vertically, and, finally, between individual subjects of management horizontally.

The marketing management approach provides for the orientation of the control subsystem to the consumer in the context of solving any problems. The main criteria marketing approach are:

• § improving the quality of the controlled object in accordance with the requirements of consumers;
• § savings for the consumer due to quality improvement;
• § saving resources in own production due to factors of production scale, scientific and technological progress, as well as the use of a scientifically grounded management system.

The functional approach of enterprise management is that any need is considered as a set of functions that should be carried out to satisfy it. Once the functions are defined, several alternative objects are created to perform those functions. Then, one of these objects is selected that requires a minimum of total costs during the life cycle of a given object per unit of its useful effect.

The essence of the dynamic management approach lies in the fact that when it is applied, the control object is considered in its dialectical development, in its cause-and-effect relationships. Here, a subsequent retrospective analysis for 5-10 years or more is carried out, as well as prospective (predictive) analysis.

The reproductive approach of enterprise management is focused on the constant resumption of production of this type of product in order to meet the needs of the market. Moreover, this type of product should have a lower total cost per unit of beneficial effect than the best similar product in this market. The main elements of the reproductive approach are as follows:

• § using a leading comparison base when planning the renewal of this type of product;
• § saving the sum of past, living and future labor during the life cycle of a given type of product per unit of its useful effect;
• § consideration in the relationship of manufactured, projected and prospective models of this type of product;
• § proportional reproduction of elements external environment (mainly the macro environment of a given country and infrastructure of a given region);
• § integration of science and industry in large organizations.

The process approach to managing an organization considers management functions in their relationship. The management process is the sum of all functions, that is, it is a series of continuous interconnected actions.

The regulatory approach of management consists in establishing management standards for all its subsystems. These standards should be determined by the most important elements:

• § target subsystem (it covers indicators of quality and resource intensity of products, market parameters, indicators of the organizational and technical level of production, indicators of social development of the organization, indicators of protection environment);
• § functional subsystem (standards for the quality of plans, organization of the management system, quality standards for accounting and control, standards for stimulating high-quality labor);
• § providing subsystems (standards for the provision of workers, as well as individual divisions of the organization with everything necessary for successful work, for the performance of the tasks they face, standards for the efficiency of using certain types of resources as a whole for the organization). The listed standards must meet the requirements of complexity, efficiency, prospects.
• § As for the standards for the functioning of the elements of the external environment, the organization does not control these standards, however, it must have a bank of these standards and strictly observe them, in particular legal and environmental standards. The organization should also take part in the formation and development of the system of environmental standards.

The essence of the quantitative management approach is the transition from qualitative assessments to quantitative, using mathematical and statistical methods, engineering calculations, expert assessments, point system, etc.

The administrative (directive) approach to enterprise management involves the regulation of functions, rights, duties, quality cost standards.

The main task of the behavioral approach to managing the organization is to improve the efficiency of the organization by improving the use of its labor resources. The use of behavioral science helps to improve the performance of both individual workers and the organization as a whole. The fact is that as a result of the application of behavioral science to the management of an organization, it helps individuals to understand their capabilities and creativity, which ultimately leads to an increase in the efficiency of the organization.

The essence of the situational approach to enterprise management is that the degree of suitability of individual management methods is determined by a specific situation. Since there are many factors influencing the activities of an organization, both internally and externally, there is no single best way to manage it. Effective in this particular situation will be the method that best suits the situation.

These are the main approaches that determine the quality and effectiveness of management decisions.

The organization of the process of developing a management solution is a complex set of works. Let's consider the main stages of development of management decisions.

The first step is getting information about the situation. This information must be complete and correct. Incomplete or inaccurate information can lead to erroneous or ineffective decisions. To better represent the situation, not only quantitative, but also qualitative information is used.

The second step is to set goals. Only after their definition of these goals are determined factors, mechanisms, patterns, resources that influence the development of a given situation. A significant role here is played by identifying the priority of goals, since in the management process, any goals are always selected.

The third stage is the development of an assessment system. At the stage of making a management decision, it is necessary to adequately assess the given situation, its various sides. All this must be taken into account in the decision-making process leading to success.

The fourth stage is analyzing the situation. If there is the necessary information about a given situation and about a specific goal that the organization seeks to achieve, then an analysis of the situation should begin. The purpose of such an analysis is to establish the factors influencing the development of this situation.

The fifth stage is the diagnosis of the situation. It is necessary to identify the most important problems, which should be primarily paid attention to in the context of purposeful process management. It is also necessary to investigate the nature of the influence of these problems on the processes under consideration. This is the task of diagnosing the situation. A

Achieving the goals of an organization constantly requires targeted actions. This is necessary to ensure that the situation develops in a direction that is desirable for the organization.

Adequate diagnosis of the situation largely ensures the adoption of effective management decisions.

The sixth stage is the development of a forecast for the development of the situation. You cannot manage an organization without predicting the course of events. Therefore, the most important role in the decision-making process is played by issues related to the assessment of the expected development of the analyzed situations, as well as the expected results of the implementation of various alternative options for management decisions.

At the seventh stage, alternative options for managerial decisions are generated. In this process, it is necessary to fully use information about the decision-making situation, as well as the results of the analysis and assessment of this situation, the results of its diagnosis and forecast of the development of the situation in various possible directions of the development of events.

The eighth stage includes the selection of options for management actions.

After the development of alternative options for management influences, in the form of certain ideas, concepts, technological sequence of actions, as well as possible ways to implement various options for solutions, it is necessary to conduct their preliminary analysis to reject non-viable, uncompetitive, and ineffective options.

The ninth stage involves the development of scenarios for the development of the situation.

The most important task in the process of developing scenarios is to establish the factors that characterize this situation and its development trends. In addition, one of the main tasks here is to determine alternative options for changing the situation and trends in its change over time, as well as to determine the probable alternative options for expected changes in the situation in the presence of control actions, as well as in the absence of them.

Analysis of a number of alternative options for the development of the situation contributes to the adoption of the most effective management decisions, since this analysis is the most information-intensive.

At the tenth stage, an expert assessment of the main options for control actions is carried out.

Expertise that gives a comparative assessment of alternative options for control actions, firstly, characterizes the degree of realizability of these actions, as well as the possibility of achieving certain goals with their help, and secondly, it makes it possible to rank control actions using the existing assessment system in accordance with various the level of expected achievement of the goal, necessary costs labor, material and financial resources, as well as in accordance with the most likely scenarios for the development of this situation.

The eleventh stage is the stage of collective peer review. If important management decisions are made, then collective expertise should be used that provide the greatest validity and effectiveness of the decisions made.

The twelfth stage is the stage of developing an action plan. At this stage, certain organizational and technical measures are outlined, aimed at implementing the adopted management decision.

At the thirteenth stage, the implementation of the developed plan is monitored. The progress of the plan should be systematically monitored, and any changes in conditions or deviations in the implementation of the plan should be systematically analyzed.

At the final, fourteenth stage of the development of managerial decisions, the analysis of the development results of this situation after managerial influences is carried out. Here, the executed plan of management impacts is subjected to thorough analysis to assess the effectiveness of the management decisions taken and their implementation.

Analysis of the results of managerial influences, along with forecasting for the future, can be the basis for a more accurate assessment of the capabilities of a given organization.

Making a managerial decision, in essence, is an intermediate phase between a managerial decision and managerial influence. Based on this, the effectiveness of management decisions should be characterized as a combination of the effectiveness of the development of management decisions and the effectiveness of the implementation of these management decisions.

Efficiency is the efficiency of production, labor or management

A large number of private indicators are calculated economic efficiency the activities of the organization's team (there are more than sixty such indicators in total).

These indicators include profitability, turnover working capital, capital productivity, capital intensity, return on capital investments, labor productivity, the ratio of growth rates of labor productivity and average wages, etc.

You can evaluate both the effectiveness of the management apparatus of a given organization as a whole, and the effectiveness of individual management decisions. Also volume indicators, as well as specific quality indicators. Here, the effectiveness of organizational and technical measures carried out in accordance with the adopted management decision is expressed by comparing the costs of these measures and the results obtained as a result of their implementation.

When assessing the effectiveness of management measures, the concept of the cumulative economic effect can be used, since in the composition of the results obtained there is a certain labor contribution of the members of the organization's team with various professions.

Organizations are guided, on the one hand, by the need to meet the requirements of consumers of their products (works, services), and on the other hand, by improving economic indicators their economic and financial activities. As a result, when assessing the effectiveness of management decisions, it is necessary to take into account both the social and economic aspects of efficiency.

Consider the procedure for assessing the effectiveness of management decisions on the example of a trade organization.

In order to correctly determine the effectiveness of management decisions, it is necessary to carry out separate accounting of income and expenses of a trade organization in the context of individual commodity groups... However, in practice, maintaining such records is very difficult. As a result, it is advisable to use in the analysis the so-called specific quality indicators, namely, profit per 1 million rubles of turnover, as well as distribution costs per 1 million rubles of inventory.

The effectiveness of management decisions in an organization is manifested in a generalized way in a quantitative form as an increase in the volume of goods turnover, an acceleration in the turnover of goods, a decrease in the amount of inventory.

The final financial and economic result of the execution of managerial decisions is manifested in an increase in the income of a trade organization and in a decrease in its expenses.

Determination of the economic efficiency of managerial decisions, as a result of the execution of which the turnover has increased, and, consequently, the profit has increased, can be carried out according to the following formula:

Eph \u003d P * T \u003d P * (Tf - Tpl)

• § Ef - economic efficiency (in thousand rubles);
• § P - profit per 1 million rubles of turnover (in thousand rubles);
• § T - increase in the value of turnover (in million rubles);
• § Тф - the actual turnover that takes place after the implementation of this management solution;
• § Тпл - planned turnover (or turnover for a comparable period before the implementation of this management decision).

In the example under consideration, the economic efficiency of making and executing a managerial decision is expressed in a decrease in the value of distribution costs (costs of selling, or business expenses) attributable to the remainder of the goods. This leads to an increase in the amount of profit received. This efficiency can be determined using the following formula:

Eph \u003d IO * Z \u003d IO * (Z 2 - Z 1),

• § Ef - economic efficiency of the given management measure (in thousand rubles);
• § IO - the amount of distribution costs per 1 million rubles of inventory (in thousand rubles);
• § 3 - the amount of change (decrease) in inventory (million, rubles);
• § 3 1 - the amount of inventory before the implementation of the management decision (event) (million rubles);
• § 3 2 - the amount of stocks of goods after the implementation of this management solution.

In addition, the economic efficiency of the implemented management decision affected the acceleration of turnover. This influence can be determined using the following formula:

Eph \u003d Io * Ob \u003d Io (Ob f - Ob pl),

management economics social

• § Ef - economic efficiency of management decisions (thousand rubles);
• § Io - the simultaneous amount of distribution costs (thousand rubles);
• § Ob - acceleration of goods turnover (in days);
• § Ob pl - the turnover of goods before the implementation of the management solution (in days).
• § Ob f - the turnover of goods after the implementation of the management solution (in days).

Let us consider the procedure for applying the main methods and techniques of analysis when assessing the effectiveness of making and implementing managerial decisions.

The comparison method makes it possible to evaluate the activities of the organization, to identify deviations of the actual values \u200b\u200bof indicators from the baseline values, to establish the reasons for these deviations and to find reserves for further improvement of the organization's activities.

The index method is used to analyze complex phenomena, the individual elements of which cannot be measured. As relative indicators indices are necessary to assess the degree of fulfillment of planned targets, as well as to determine the dynamics of various phenomena and processes.

This method makes it possible to decompose the generalizing indicator by factors of absolute and relative deviations.

The balance method consists in comparing the interrelated indicators of the organization's performance to identify the influence of individual factors, as well as to search for reserves for improving the organization's performance. In this case, the relationship between individual indicators is expressed in the form of equality of the results obtained as a result of certain comparisons.

The elimination method, which is a generalization of the methods of index, balance and chain substitutions, makes it possible to isolate the influence of a single factor on the generalizing indicator of the organization's performance, based on the assumption that other factors acted with other things being equal, i.e. just as planned.

The graphical method is a way to visually illustrate the activities of an organization, as well as a way to determine a number of indicators and a way to formulate the results of the analysis.

Functional cost analysis (FSA) is a systemic research method used in accordance with the purpose of the object under study (processes, products) in order to increase the beneficial effect, that is, the return per unit of total costs for the life cycle of the object.

The most important feature of the functional cost analysis is to establish the appropriateness of the list of functions that the projected object should perform in certain specific conditions, or to check the need for the functions of an existing object.

Economic and mathematical methods of analysis are used to select the optimal options that determine management decisions in the existing or planned economic conditions.

With the help of economic and mathematical methods of analysis, the following tasks can be solved:

• § evaluation of the plan for the production of products developed using economic and mathematical methods;
• § optimization production program, its distribution between workshops and certain types of equipment;
• § optimization of the distribution of available production resources, cutting of materials, as well as optimization of the norms and standards of stocks and the consumption of these resources;
• § optimization of the level of unification of individual constituent parts of the product, as well as means of technological equipment;
• § determination of the optimal size of the organization as a whole, as well as individual shops and production sites;
• § establishing the optimal range of products;
• § determination of the most rational routes for intra-plant transport;
• § determination of the most rational terms of equipment operation and its repairs;
• § a comparative analysis of the economic efficiency of using a unit of a type of resource from the point of view the best option management decision;
• § determination of possible internal production losses in connection with the adoption and implementation of the optimal decision.

It is important to understand how functions differ from tasks. Task - activity aimed at achieving the required results at a certain time. Function - repeating the activities of the organization. The complex of management tasks is a management function.

Typically, one function is performed by one department, however, some functions may be performed jointly by different departments or one department can perform several functions.

Figure 1 shows the factors that affect the composition of functions.

Figure 1 - Factors affecting the composition of management functions

Management functions are needed to provide direction, control and maintenance of production activities in an organization.

All functions have the following main characteristics:

• appointment;
• repeatability;
• uniformity of content;
• the specifics of the implementation.

Management functions are distinguished by the presence of an objective nature, which is determined by the need for the management process itself in conditions of joint labor activity.

The main functions of managing an organization are:

• organization - a set of methods and techniques for combining all links of the management system;
• rationing - the process of developing scientifically grounded calculated values \u200b\u200bthat establish the quantity and quality of assessment of developed elements used in the production and management process;
• planning is a function that is central to organizational structure and is aimed at regulating the behavior of the control object;
• coordination - impact on a team of people in order to manage various but related departments;
• motivation is a function that stimulates labor activity;
• control - analysis and accounting of possible errors and deviations from the planned plans;
• regulation - a function closely related to the functions of control and coordination.

Management functions are the basis of the management apparatus, determining its size and structure. The main task of the management apparatus is to combine various, but related functions.

There are several options for classifying the control function, but the simplest and most understandable divides them into two groups:

• are common;
• special.

General control functions

General functions were formulated by Ani Fayol at the beginning of the 20th century. They exist in the management of any organization in any business area.

Among all the general functions of management, titration is considered the main one - a method of mass quantitative and qualitative analysis. In performing this function, a manager, usually a senior manager, performs the following:

• formulates goals and objectives for the future period;
• carries out strategic planning;
• makes operational plans.

The implementation of all plans depends on organizational function... It is aimed at creating an organization, forming its structure, distributing tasks among personnel, coordinating their work.

The motivation function is responsible for stimulating the labor activity of personnel. It is based on analyzing and identifying the needs of people, choosing a way to satisfy them in order to maximize the productivity of employees.

The control function is aimed at identifying possible risks, hazards, errors and deviations and thus helps to improve the work.

Special functions

The functions of managing individual objects have a special place in the organization. How control objects can be distinguished:

• production activities;
• material and technical supply;
• innovation;
• marketing and sales activities;
• staff recruitment;
• financial activities;
• accounting and analysis.

The management of these objects is the content of the special management functions. Table 1 shows examples of the content of some functions.

Table 1 - Contents of special control functions