home Business The organization of management processes is divided into: Organization of the enterprise management process

The organization of management processes is divided into: Organization of the enterprise management process

Any organization has two management systems: the object of management and the subject of management. The object of management includes working personnel, intra-organizational relations, economic mechanisms, structures, marketing, information and much more. The subject of management is the management personnel who carry out all actions in relation to the object of management.

Definition

Management personnel are employees of the management apparatus, employees included in the administration of the enterprise, organizations, office workers, management of enterprises and institutions. The main task of management personnel is to ensure coordinated, purposeful activities of both individual areas of work and the entire team as a whole.

Achieving the goal is carried out through the preparation and implementation of a set of decisions made by management personnel. Thus, a management decision is a specific product of managerial labor. This speaks about the informational nature of managerial work.

Functional division is the allocation of functions assigned by production to certain employees or divisions of the management apparatus.
Hierarchical – distribution of work according to management levels.
Technological – differentiation of management processes into operations for collecting, transmitting, storing and converting information.
Professional – differentiation of managerial workers based on their professional training.
Qualification – distribution of work in accordance with qualifications, work experience and personal abilities.
Position - distribution management employees in accordance with their competence.

Within this categorical division, management personnel can also be divided into managers, specialists and technical performers. This is the most common approach. Thus, the activity of managerial personnel is a specific type of human activity, isolated in the course of the division and cooperation of social labor.

Features of the activities of management personnel

As you know, the main role in the management of a company is played by the leader (manager, administrator, boss), who is at the head of the team. The manager is distinguished by endowing him with the necessary powers to make decisions on emerging situations, specific types activities of the company, and also bears full responsibility for its management. In the first category of management personnel, i.e. manager, several levels can be distinguished according to their place in the company's management system: top, middle and lower. The content of the activities of managers at various levels is the process of implementing management functions: planning, organization, coordination, motivation and control.

The second category is specialists performing certain management functions. Their tasks include analyzing the collected information necessary for managers at the appropriate level in order to jointly make decisions on the task at hand. This category includes: economists, accountants, financiers, analysts, lawyers, etc. Main feature activities of specialists is strict regulation of their work. In their actions, they rely on orders and instructions from managers, technological and legal standards. They also have clear qualification requirements and the presence of special knowledge on the implementation of logical operations.

The third category is technical performers serving the activities of specialists and managers, performing information and technical operations in order to relieve managers and specialists from labor-intensive work. This category includes secretaries, typists, junior technicians, etc. The peculiarities of their activities - the implementation of standard procedures and operations, are mainly amenable to standardization. Just like among employees of the previous category of management personnel, logical and technical operations dominate (see table):

Management Roles

Each management employee may have specific roles in the organization. Let's list them:

Interpersonal roles:

chief executive;
leader;
connecting link.

Information roles:

information receiver;
information distributor;
representative.

Decision roles:

entrepreneur;
eliminating violations;
resource allocator;
negotiator.

Any employee from any category of management personnel works with his assistants, with his team, thereby providing a certain function, performing a certain role. The implementation of the general functions and roles of management personnel determines the success of management activities and leads to the achievement of the declared results of the organization.

Conclusion

Thus, management is carried out through the division and cooperation of managerial labor, which is an objective process of separating individual types into independent spheres of managerial labor.

The management process today is subject to changes, primarily due to the fact that personnel are considered as the main resource of the organization. And at the same time, not only managers, but also all personnel are involved in the process of making management decisions. Under these conditions, the manager works in the management team both as a leader and as a team member, which, in turn, increases the demands on his business and personal qualities.

Abstract on the subject of management on the topic:

Management processes in the organization

Introduction 3

Management process 4

Management cycle and its stages 6

Production and management 9

Enterprise assortment policy management 15

Logistics and technical support of the enterprise 20

Sales policy of the enterprise 21

Conclusion 24

References 25

Introduction

Management as an activity is implemented in a set of management processes, i.e., purposeful decisions and actions carried out by managers in a certain sequence and combination. Any management activity consists of the following stages:

1) obtaining and analyzing information;

2) development and decision-making;

3) organization of their implementation;

4) control, evaluation of the results obtained, making adjustments to the course of further work;

5) reward or punishment of performers.

These processes develop and improve along with the organization. They are primary and derivative; single-stage and multi-stage; fleeting and long-lasting; complete and incomplete; regular and irregular; timely and delayed, etc. Management processes contain both hard (formal) elements, for example, rules, procedures, official powers, and soft ones, such as leadership style, organizational values, etc.

Management process and its characteristics

Any management process consists of certain phases (stages).

Phase (stage) is a qualitatively defined part of the process. The transition from one phase to another involves significant qualitative changes in both the process itself and the system in which it is carried out.

The complete passage of the stages of the process and the return to the original form a cycle. In general, a cycle is a complete set of sequentially implemented stages of a holistic process.

Stage is a narrower concept than phase. Stages are identified only in processes focused on achieving results. Management stages are specific actions included in the management process in order to obtain the planned result. They have a specific character, special content and can be carried out independently. At the same time, they are inextricably linked; moreover, they seem to penetrate each other. In other words, all management stages form an integral management cycle.

The management cycle is a completed sequence of repeated active actions aimed at achieving set goals. The management cycle begins with the understanding of a task or problem and ends with the achievement of a certain result. After this, the control cycle is repeated. The frequency of its repetition is determined specific type and the nature of the controlled system. In social systems this cycle repeats continuously. The final goal of system control can be achieved by one or several control cycles.

The cyclic implementation of processes makes it possible to establish and record characteristic features, general dependencies, and uniform patterns of processes and, on this basis, ensure their rational processualization and foresight.

General system of stages:

collection and processing of information, analysis, understanding and assessment of the situation - diagnosis;

scientifically based prediction of the most probable state, trends and features of the development of a management object for the period of anticipation based on the identification and correct assessment of stable connections and dependencies between its past, present and future - forecast;

development and adoption of management decisions;

development of a system of measures aimed at achieving the set goal - planning;

timely communication of assigned tasks to the executors, correct selection and alignment of forces, mobilization of executors to implement the decision made - organization;

activation of performers' activities - motivation and stimulation;

receiving, processing, analyzing and systematizing information about the progress of tasks, checking how the organization of the case and the results of execution correspond to the decisions made - accounting and control;

common to the last 4 stages - ensuring the proportional and continuous functioning of the entire management system by establishing current optimal connections between individual performers - regulation.

This algorithm allows you to determine the place of each stage in the management process, master the technology and methodology, skills and ability to lead a team. A strictly sequential arrangement of stages shows the dependence of the quality of the control system on each individual element and implemented functions. The beginning of the next stage does not mean the end of the previous one. For example, work with information is carried out throughout the entire management cycle, adjustments to the plan occur during its implementation, etc.

The cycle begins with the emergence of a management problem. The problem can be both tasks, instructions from the boss, and own tasks. In our case, a problem can be defined as an issue that objectively arises in the course of management, and the solution of which is of practical interest and corresponds to the goals set.

Management cycle and its stages

1. Diagnosis

Diagnosis - collection and processing of information, analysis, understanding and assessment of the situation.

Solving the problem requires management information. This is a set of messages necessary to carry out the control process.

Information requirements: completeness, objectivity, reliability, efficiency, continuity of receipt.

Information comes from higher management or can be collected independently. In the first case, the information must be understood; in the second case, it is necessary to use scientific methods of collection.

2. Forecasting

A forecast is understood as a scientifically based judgment about the possible states of an object in the future, about alternative paths of its development and duration of existence.

The process of developing a forecast is called forecasting. These are special studies, mainly with quantitative estimates and indicating trends, nature and certain deadlines changes to the control object.

Forecasting has two aspects: predictive, which implies a description of possible or desirable prospects, states, solutions to problems of the future, and predictive, which involves the actual solution of these problems. Consequently, the forecast is not an end in itself, but a means for developing management decisions and planning.

3. Solution

Decision making is one of the fundamental tasks of management, and it is at this point in the management cycle that troubles often begin. And not only when the decision turns out to be wrong - a lot of trouble happens with correct, competent decisions (S. Makarov).

In the scientific literature, management decisions are presented in two aspects - broad and narrow.

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

In the narrow sense of the word, a management decision is understood as the choice of an alternative, an act aimed at resolving a problem situation. See: Meskon M.Kh., Albert M., Khedouri F. Fundamentals of Management / Transl. from English - M.: Delo, 1992.. A management decision is the process of preparing and selecting from a certain set of one or several interrelated methods of influencing a management object in order to change or stabilize it.

4. Planning

Based on the results of the forecast and the decision of the manager, planning is carried out and an activity plan is formed.

Planning consists of establishing a certain sequence and methods for the troops to perform each of the tasks, distributing the efforts of the troops and materiel among tasks and areas of action, establishing a procedure for interaction and all types of support that make it possible to implement the decision and achieve the goal.

A plan is an official document that reflects:

forecasts for the organization's future development;

intermediate and final tasks and goals facing it and its individual divisions;

mechanisms for coordinating current activities and allocating resources;

contingency strategies.

When planning, it is necessary to take into account its principles:

unity;

continuity;

flexibility;

coordination and integration;

validity;

secrecy (in a combat situation).

5. Organization

It consists of establishing permanent and temporary relationships, as well as the order and operating conditions of all elements and links of the system.

The stages of planning and organization are closely related. In a sense, planning and organization are combined: planning prepares the ground for realizing the goals of the unit (division), and organization as a management function creates a work process in which people are the main component. Thus, planning and organization, as it were, materialize management and make it a fact of social reality.

Topic 2 Psychological characteristics management process

1. Concept of the management process

2. Management organization

3. Basic principles of management activities

4. Management methods and their characteristics

5. Psychological patterns of management activities

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

Concept of management process

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

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

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

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

Initial conditions F maybe

Control subsystem Control subsystem

Problem Purpose Direct communication channel

Feedback channel

Rice. 2.1 Control process diagram

VS – internal noise, F possible - external and internal disturbances

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

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

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

Internal noise– these are factors that limit the potential and results of a person’s work when performing certain managerial activities: limitations of personal knowledge, skills, abilities and abilities of a manager that prevent effective management. These include insufficient understanding of the characteristics of managerial work, weak leadership skills, a person’s inability to manage himself, stopped self-development, etc.

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

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

2. Organization of management [Kremin]

Management organization– a set of actions leading to the formation and improvement of relationships between parts of the whole, allowing the implementation of management goals [Kremen, p. 19].

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

The algorithm discussed below includes seven blocks indicating the components of the organization of the management system and the relationships between them (Fig. 2.2) [Kremen, p. 19].

Fig 2.2 Organization of the control system

Block 1. Study of the goals of the organizational system and defining the processes needed to achieve those goals. An organizational system is usually multi-purpose. Its elements are structured and coordinated from the very beginning to ensure the achievement of the entire set of goals.

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

Block 2. Determining the composition of the control system. Knowing the goals allows you to determine the necessary production processes (functions), i.e. individual species the work that needs to be done to achieve the goals. On this basis, the composition and structure of the organizational system as a whole are determined. Moreover, the nature of the organization of any institution is determined by the content of the activities of this institution.

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

At the same time, areas of competence are established, tasks, rights and responsibilities of management bodies are formulated and distributed, and their internal structure, is determined required number workers is compiled staffing table etc.

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

Block 5. Determination of connections, paths and volumes of information passage, development of document forms and document flow procedures, organization of office work. These problems can be solved when the decisions made in the field of control system structure and control technology are obvious.

Block 6. Preparation and use of technical means. This is a labor-intensive task that is resolved during the creation process. automated systems management. A set of organizational equipment makes it possible to solve issues of mechanization of information processing and, on this basis, improve technology and management techniques, and increase the efficiency of managerial work.

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

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

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

Connection (2) reflects the principle of necessary and sufficient diversity, which states that for the optimal functioning of an organizational system it is necessary to create a management system that would allow managing all its elements.

Connections (3,4). There must be mutual correspondence and relationships between the control system structure and control technology. The structure of the management system lays down the distribution of tasks, rights and responsibilities of management bodies. These rights and responsibilities are determined and methodically equipped in the process of developing management technology. And vice versa, when developing management technology, it is necessary to take into account the intended structure of management bodies, the established degree of centralization of management, etc.

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

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

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

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

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

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

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

Basic principles of management activities

A principle is the basic, initial position of a certain theory, teaching, a guiding idea, the main rule of activity.

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

If control functions are focused on organizational structure and show What should be done by a leader in an organization, then the principles of management are aimed at the behavior of people and determine How he must do this. Management principles, unlike functions, are not strictly connected with each other; they embody the subjective experience of the manager and therefore can be enriched and significantly transformed depending on the specific situation and the new managerial experience of the manager.

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

1) principle of personnel compliance with structure: you cannot adjust the organization to the abilities of the working people, it is necessary to build it as a tool to achieve a clearly defined goal and select employees who can ensure the achievement of this goal. Initially, a well-thought-out structure is created in which there are no unnecessary divisions or levels of management, and then the appropriate personnel are selected;

2) principle of unity of command, or administrative responsibility of one person: each employee must report on his activities to one manager and receive orders only from this manager. If one executive receives consistent orders from two managers at once, then this is ineffective, since there is unnecessary duplication. But if the orders are different or contradictory, then the execution itself becomes ineffective. In addition, the responsibility of administrative officials is scattered; it is unclear who should be responsible for an incorrect order;

3)principle of departmentalization– creation of new divisions (departments): the organization is built from the bottom up, at each stage the need to create new divisions is analyzed. It is necessary to accurately establish the functions and role of the unit, its place in the overall structure of the organization;

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

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

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

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

8) principle of correlation: At all levels of management, authority and responsibility must coincide. Within the framework of his powers, the manager bears full personal responsibility for the actions of the people subordinate to him;

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

10) reward principle: Every worker must receive remuneration for his work, and it must be assessed by him as fair.

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

1.1 Control system architecture

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

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

Errors in constructing a structure can practically nullify the high functional suitability of structure elements; therefore, with functionally suitable (good in this sense) elements forming the structure, the control error will nevertheless be outside permissible limits.

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

the company's management system is multi-purpose;
management goals have a different nature (production, economic, social, environmental and technical);
the result of the enterprise’s activities are effects of various natures that characterize the degree of achievement of goals;
in the management system it is necessary to constantly monitor changes in goals and adjust the purposefulness of the control object;
errors in setting goals will inevitably lead to a violation of the parity of goals and unjustified consumption of resources;
the development of the company, like the production of products, is a constant process and is carried out in the interests of achieving the entire vector of goals;
corporate standards regulating the management system and management relations should actively contribute to achieving objective goals companies.

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

For fairly large enterprises:

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

Those. management organization and management - two different things, which the same people may not always be involved in professionally.

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

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

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

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

1.2 Management standards

Besides the system budgeting, one of the functions, which is the connection of various operating activities in the company into a single production and financial system, the role of this kind of “glue” that unites many private functions into one integrity, is carried out by the corporate culture in general, and in particular - supported in the company system of standards.

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

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

In accordance with the above, there is a need to provide targeted influence on the process of forming management standards in the company (to manage the standardization of the management system) through the development, implementation and use of certain optimal standard principles, processes, functions and management tools.

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

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

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

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

Solving most of the problems that arise in the life of a company, organizing the production of most products in the company’s field of activity, can easily be solved by a combination of standard methods; this does not require either the attraction of additional resources or additional training of personnel.

The system of standards makes it possible to coordinate the activities of various departments, set uniform requirements for its implementation for all, and also creates conditions for the constant reproducibility of this activity with a given result. In other words, the products are produced by the company STABLE.

In the same time standard depending on its level can have both a positive and negative impact on the company's management system. The correctness of choosing and establishing the level of the standard can lead to various effects in the company, and not every management standard has a positive effect, moreover incorrect standard setting May be dangerous for the company. It is impossible to “underestimate” the requirements in the standards.

1.3 Standard control

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

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

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

in order to create product in the required quantity, given quality and cost, and also ensure optimal sustainability of this activity.

Process administration (management), represents the targeted dissemination of functionally oriented information across elements of the management structure, unchanged during the management process.

STANDARD ADMINISTRATION means that normal operating procedures are followed and are consistent with company standards.

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

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

There is a way to do something right. Correct ways, with which something is done, are called TECHNOLOGY (algorithm). And the most important thing is that this method is clearly defined and, if followed by everyone, leads to desired result.

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

To be a good manager or employee, you need to know how to do things correctly, be able to apply what you know and get it done, be able to correct violations and return to correct performance in standards.

Since any large area of activity invariably consists of a huge number of individual activities, administration will seem complex, unless you learn to consider one standard per unit of time and bring it into line with other standards .

The subject of management seems difficult only because those whose work involves administration RARELY LEARN THE CORRECT STANDARDS. Instead, they do some other weird thing (with the best of intentions) that, when looked at as a whole, adds up to a mess.

The criterion for any system of standards is the following: will the result of meeting these standards be a well-functioning company that produces valuable final product in the required quantity at a given quality, and whether their implementation will ensure the sustainability of the company.

Acting in accordance with the standard (knowing and applying our procedures) is the common denominator in every case of sustainable development of a department or company. Failure to comply with the standard (ignorance and failure to apply our procedures) is the common denominator of every failure.

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

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

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

After mastering this chapter, the student should:

know

Main characteristics of group processes in an organization;

be able to

Identify different organizational structures;

own

Technologies of interaction in companies with different organizational structures.

Contents of management activities and main management functions

The leader plays an important role in any organizational system. His activities are closely related to all aspects of the organization's functioning. Studying the psychology of managerial activity is somewhat difficult. Currently, the external manifestations of management activity have been studied to a greater extent, rather than its internal content.

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

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

Activity involves two main levels of characterization - external (objectively active) and internal (psychological). External characteristics activity is carried out through the concepts of subject and object of labor, subject, means and conditions of activity.

Subject of labor– a set of things, processes, phenomena that a subject must mentally or practically operate in the process of work. Means of labor- a set of tools that can enhance a person’s ability to recognize the characteristics of the subject of labor and influence it. Working conditions - system of social, psychological and sanitary-hygienic characteristics of activity. The internal characteristics of activity involve a description of the processes and mechanisms of its mental regulation, structure and content, and operational means of its implementation.

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

Anatoly Viktorovich Karpov classified activities as follows:

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

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

The essence of management activities– organizing the activities of other people, i.e. "activity of organizing activities" ("second order" activity). This property is considered in theory as the main one - attributable to management activity (which is why it is designated by the concept of meta-activity).

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

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

According to A.V. Karpov, management activities are quite specific according to typical conditions, which are divided into external and internal. TO external conditions relate:

strict time restrictions;
chronic information uncertainty;
presence of high responsibility for the final results;
unregulated labor;
constant lack of resources;
frequent occurrence of so-called extreme – stressful situations.

TO internal conditions relate:

the need to simultaneously perform many actions and solve many problems;
the inconsistency of regulatory (including legislative) regulations, their uncertainty, and often their absence;
lack of clear and explicit formulation of evaluative criteria for performance effectiveness, and sometimes their absence;
multiple subordination of the manager to various higher authorities and the resulting contradictory demands on their part;
almost complete non-algorithmization of activities, etc.

In management theory, there are three basic approaches to considering the management process: process, system and situational.

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

According to A. Fayol, there are five basic management functions: predict, plan, organize, manage, coordinate and control. Subsequently, the following functions were identified: goal setting, forecasting, planning, organization, management, leadership, motivation, communication, coordination (integration), research, control, evaluation, decision making, correction, personnel selection, representation, marketing, innovation management and etc.

At the same time, everything management functions can be grouped into four basic categories:

planning;
organization;
motivation;
control.

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

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

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

Motivation- encouraging employees to quality implementation assigned tasks in accordance with delegated responsibilities.

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

Decision-making is the choice of how and what to plan, motivate, organize and execute.

Communication – This is the process of information exchange between people in the process of joint activities.

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

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

However, it must be taken into account that modern organizations are so-called sociotechnical systems, i.e. they are internally heterogeneous and include qualitatively various components. They consist of a complex subsystems, which must be coordinated hierarchically (by type of subordination) and “horizontally” (by type of coordination).

The systems approach has formulated a new understanding of organizations as sociotechnical systems, and also contributed to the strengthening of interdisciplinary connections between management theory and other sciences and areas of research (general systems theory by L. von Bertalanffy, “industrial dynamics” by D. Forrester, studies of “administrative systems” by C. Barnard, research on theoretical foundations control (cybernetic direction) N. Wiener).

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

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

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

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

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

Rice. 1.1. Structure external organization environment

Shadrikov V.D. Abilities and activities. M., 1995.
Karpov A.V. Psychology of management. M.: Gardariki, 2005.
Karpov A.V. Decree. op.
Grayson J., O'Dale K. American management on the threshold of the 21st century. M., 1991.
Albert M., Meskon L/., Kheduri F. Fundamentals of management. M., 1992.