home Calculators Management of information and communications of the project (Project Communications Management). The role of communications in management Information and communications in technology management of an organization

Management of information and communications of the project (Project Communications Management). The role of communications in management Information and communications in technology management of an organization

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Introduction

In modern society, one of the key problems is communication. In organizations, this problem turns out to be that there is a lack of understanding that communication is not just an exchange of information, but a dynamic interpersonal process of exchange of behavior. Of all the organizational processes, communication, perhaps, occupy a central, pivotal place, since they underlie the life of an organization. Decision making is often defined as a choice between two or more alternatives. However, in reality, it is the process of collecting and processing information, developing alternatives and choosing one of them, and most importantly, this is the implementation of the decision. Without the latter, this process does not make sense at all. Management interaction is carried out in the organization at various levels, and conflicts take place at each of them. Conflicts are considered today as a source of individual and organizational development, since in the course of conflict resolution a new situation is born. The paradox lies in the fact that the presence of conflict is used to judge the maturity of an individual, group and organization. Conflict is the vital seed from which success grows.

The purpose of the course work is to determine the place of information and communication in the management of the organization.

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

The object of the course work is the information involved in the process of management and communication.

1. General concepts of information and information exchange

1.1 The concept of information

Information is understood as information about the surrounding world, which has the form of symbols, both accessible, understandable to a person, and requiring analysis, comprehension, decoding.

Information is a reflection of the surrounding world in the mind of a person, fixed in some way and therefore possessing the property of reproducibility, used as a means of communication between people, cognition and awareness of the world, accumulation and preservation of knowledge.

In management activities, information is a collection of information about the state of the control and managed subsystems, as well as the environment. However, in the practice of managing an organization, information is understood in a simplified way, as:

· A set of information about the state of the control, managed systems and the external environment of their functioning;

· New information about the state of these control objects;

· Information that reduces the level of uncertainty and risk regarding the future, etc.

In modern conditions of managing and managing an organization, information support has become an important area, which consists in the collection and processing of information necessary for making informed management decisions.

Organizations store and process vast amounts of data that can be turned into actionable information. The effectiveness of its use depends on the organization's ability to collect primary data that provides managers with the information they need. Figure 1 shows the process of converting primary data into management information through an information system (IS).

Figure 1 - Converting data into information through IS

1.2 Properties of information

The quality of information is determined according to four main criteria:

1) Reliability (accuracy). If the train schedule changes even by 10%, most passengers will perceive the old schedule as extremely unreliable. If employees find errors in the information contained in the document, they will be distrustful of all the data received with its help.

2) Timeliness. Only information received in a timely manner is of value. The manager responsible for the execution of the budget needs up-to-date information on the level of costs, which allows him to adequately respond to undesirable changes.

3) Required volume. Many managers suffer from information overload because they are unable to view and use large amounts of it. Perhaps this means that it is unfortunate to choose a format for converting data into management information.

4) Significance. Much depends on the tasks and responsibilities of a particular employee. The manager responsible for production needs information on production volumes, equipment downtime indicators; a senior manager needs more generalized data.

In order to assess the criterion of significance, we turn to table 1, which shows the differences in the information needs of senior managers and heads of departments responsible for the current work of the organization (Gorry and Skott-Morton, 1971):

Table 1 - Differences in the information needs of senior managers and department heads

Top managers	Department heads
Generalized data	Highly specialized information
Trend analysis, future plans	Statistical data
Internal and external information	Predominantly internal data
Predominantly qualitative information	Mainly quantitative information
Needs vary depending on the need for specific decisions	Daily Data

1.3 Information exchange

In the activities of large firms, the transfer of information is an indispensable paramount factor in the normal functioning of the firm. At the same time, ensuring the efficiency and reliability of information is of particular importance. For many firms, intercompany Information system information solves the problems of the organization technological process and is industrial.

By means of information, cyclically repeating stages of the management process are carried out - obtaining, processing information about the state

managed object and transferring control commands to it. Consequently, with the help of information, a connection is realized between the subject and the object and between the control and controlled parts of the overall control system.

During joint activities people exchange various ideas, ideas, views, suggestions, knowledge, attitudes. All this can be considered as information, and the communication process itself can be presented as a process of information exchange. Precisely because the exchange of information is built into all the main types of management activities, we call communications a connecting process. And one of the most important management tools in the hands of a manager is the information at his disposal. Using and transmitting this information, as well as receiving feedback, he organizes, directs and motivates subordinates. Therefore, much depends on his ability to convey information in such a way that the most adequate perception of this information is achieved by those to whom it is intended.

Communication is the exchange of information, on the basis of which the manager receives the information necessary for making effective decisions, and brings the decisions made to the employees of the organization. If communications are poor, decisions may be wrong, people may misunderstand what management wants them to do, or, finally, interpersonal relationships may suffer. The effectiveness of communications often determines the quality of decisions and how they are actually implemented.

It is almost impossible to overestimate the importance of communications in management. Almost everything leaders do to help an organization achieve its goals requires effective communication. If people can't share information, they won't be able to work together, set goals, and achieve them. However, communication is a complex process consisting of interdependent steps. Each of these steps is very necessary in order to make our thoughts understandable to another person. Each step is a point where if we are careless and don't think about what we are doing, the meaning can be lost.

According to research, managers spend 50 to 90% of their time on communication. This seems incredible, but it becomes clear when you consider that the manager does this to fulfill his roles in interpersonal relationships, information exchange and decision-making processes, not to mention the managerial functions of planning, organizing, motivating and controlling.

Precisely because the exchange of information is built into all the main types of management activities, we call communications a connecting process. Since the manager performs three of his roles and performs four main functions in order to formulate and achieve the goals of the organization, the quality of communication can directly affect the degree of implementation of the goals.

This means that effective communication is essential for the success of individuals and organizations. Poor communication is one of the main areas of concern. By thinking deeply about communication at the individual and organizational level, we must learn to reduce the incidence of ineffective communication and become better, more effective managers. Effective leaders are those who are effective in communications. They represent the essence of the communication process, have well-developed oral and written communication skills, and understand how the environment affects the exchange of information.

Communication is carried out by conveying ideas, facts, opinions, sensations or perceptions, feelings and attitudes from one person to another, verbally or in some other form, in order to obtain the desired reaction in response.

When considering the communication process, it is necessary to take into account that in the conditions of human communication, it is important not only how information is transmitted, but also how it is formed, refined, and developed. Communication and information are different but related things. Communication includes both what is being communicated and how that "what" is being communicated.

In order for communication to take place, at least two people are required. Therefore, each of the participants must have all or some of the abilities: to see, hear, touch, smell and taste.

Effective communication requires certain skills and abilities from each of the parties. Communication should be considered not only as sending and receiving information, since we are dealing with the relationship of two individuals, each of which is an active subject - their mutual informing involves the establishment of joint activities. Therefore, in the communicative process, not only the movement of information takes place, but also an active exchange of it.

In a specifically human exchange of information, the importance of information plays a special role for each participant in communication, since people do not just exchange words, but strive to develop a common meaning. And this is possible provided that the information is not only accepted, but also understood and comprehended.

2. Semiotics and its sections

communication management management

Semiotics is a science that studies the ways of transmitting information, the properties of signs and sign systems in human society (mainly natural and artificial languages, as well as some cultural phenomena, systems of myths, rituals), nature (communication in the animal world) or in man himself ( visual and auditory perception, etc.). In other words, semiotics is the theory of signs and sign systems.

There are three branches of semiotics:

§ syntax (or syntax, from the Greek. syntaxis- construction, order) - studies the patterns of construction of sign systems, regardless of their interpretation, that is, the relationship of signs with each other;

§ semantics (from the Greek. semanticos- that which means) - studies the relationship between the sign and its meaning;

§ pragmatics (from the Greek. pragmatos- action) - studies the relationship of signs with their senders, recipients and the context of sign activity.

In modern science, there are several areas of semiotic research.

First direction - biological semiotics, or biosemiotics.

This direction is engaged in the study of signaling (communication) systems of animals, including lower animals and insects, that is, it studies systems based on natural signs, or signs that are somehow important for the existence of the organism itself, that is, biologically significant (biologically relevant).

The second direction is ethnosemiotics, which studies the "implicit level" of human culture. Even when something quite tangible is a separate object of observation for ethnosemiotics, for example, a folklore wedding song or a charm, the point of view of semiotics on this subject differs from the point of view; the sciences of folklore: semiotics studies it as part of such sign systems of a given society, the meaning and role of which are not recognized by the members of society themselves.

Ethnosemiotics is a young and rapidly developing science; it does not yet have generally recognized generalizing theories. Abroad, especially in the USA, a large number of individual specific studies are being carried out within the framework of ethnography (called there "cultural and social anthropology").

Let us first dwell on private research conducted in cultural and social anthropology, taking as typical example studies of human postures that may be part of sign systems. Within the framework of cultural and social anthropology, the study of postures can be carried out from different angles.

On the one hand, postures can be studied from the point of view of the physiology of the human body (crying, laughter, physiological functions, etc. can be studied in the same way), this is the so-called ethological point of view. The description of postures is important for engineering psychology, which consists in the study of a person in contact with a machine: the reactions and behavior of a person, the placement of a person in front of a machine or machine, the design of handles, control panels, etc.; knowledge of typical postures for a given nationality is important when planning apartments, furniture, etc.; for psychiatry: psychiatric observation of postures, in turn, can shed light on the physical behavior of a healthy person.

On the other hand, postures can be studied as positions of the human body typical of a given culture. This is an ethnological point of view. The total number of different stable positions that the human body can take is about 1000. But of these, due to the cultural tradition of each tribe and people, some are prohibited (tabooed), while others are fixed. Therefore, the study of postures must necessarily be comparative, “intercultural”. In order to determine whether any posture, for example, the posture of sitting at a meal, is significant, i.e., whether it has ethnological significance, it is necessary to compare the postures of sitting at meals in different cultures, for example, among the Indians North America and New Zealand Aborigines. If the postures turn out to be stably different, then they are a fact of culture.

After that, a catalog of ethnological postures can be compiled (Figure 2). After identifying the smallest, elementary units of a person's spatial behavior - postures and compiling catalogs - their in-depth cultural and ethnographic study begins, which can be carried out along the following lines:

a) the relationship of postures with other sign and non-sign systems of culture: clothing, housing layout, etc.;

b) cultural and historical tradition - the stability of certain postures over long periods of existence of peoples.

Such postures are passed down by tradition and persist for long periods of time. It is assumed that they can serve, like forms of language and objects of material culture, to establish the most ancient movements and contacts of tribes. Thus, the posture in the third row from the top, fourth column from the left, characteristic of the population of the Samoan islands in the Pacific Ocean, apparently indicates indirect contacts with India, where it is associated with religious customs.

Figure 2 - Part of the catalog of postures significant from an ethnological point of view (according to G. Hughes)

Third direction - linguosemiotics- focuses on the study of natural language with its style.

The natural spoken language of humans is the most complete and perfect of all communication systems that exist in the world known to man. Other, artificial, man-made systems and languages (for example, writing, signaling with flags, Morse code, Braille for the blind, artificial languages like Esperanto or Volapuk, information-logical languages, etc.) embody only some of the properties of a natural language. These systems can greatly enhance language and surpass it in one or more respects, but at the same time be inferior to it in others, just as the telephone, television, radio (in general, any tool, any instrument) enhance certain properties of individual human organs.

Linguosemiotics explores other related sign systems that:

§ function in parallel with the language (for example, gestures and facial expressions that accompany speech);

§ compensate for the language (for example, expressive, stylistic intonation; typographic fonts);

§ modify its functions and its sign character (for example, artistic speech).

AT last years due to the rapid development of natural language modeling and the emergence of various types artificial languages (information, information-logical, like programming, etc.), the object of linguistic semiotics has also expanded.

The fourth direction abstract semiotics- studies only the most general properties and relationships that characterize sign systems, regardless of their material embodiment (R. Carnap abroad; V.B. Biryukov, D.P. Gorsky, A.A. Zinoviev, V.V. Martynov and others ., THE USSR). Within the framework of this direction, the most abstract, logical-mathematical theory of sign systems is being created.

The subject of general semiotics is the comparison, collation and generalization of the results of particular semiotics; consideration of how abstract linguistic relations are manifested in various sign systems; the formulation of the general semiotic laws emerging in this process; resolution of epistemological issues, etc.

3.Measuring information. Entropy

3.1 The role of information in management

The essence and role of information in management is best shown by the connection between the concept of information and the concept of entropy. At one time, N. Wiener expressed the duality entropy - information as follows: “Just as the amount of information in a system is a measure of the organization of the system, in the same way entropy is a measure of the disorganization of the system; one is equal to the other, taken with the opposite sign. Management in the system depends on the available information. Of all the variety of definitions of information, the most fundamental is the one that is postulated by information theory and is related to the amount of information:

Information is the removal of uncertainty. In this case, the uncertainty is reduced by the amount of information that was obtained in the process of choosing or making a decision from the available number of alternatives;

However, in management, information is also a means of communication (information is transmitted in the form of a message that contains information in the change of variables).

Information counteracts the tendency of the system to disorganize and increase entropy, and the amount of information in the system is a measure of the organization of the system (Figure 3.1.).

It is necessary to distinguish between such concepts as data and information. Data - primary information (signals) about changes in variables (the degree of aggregation is low);

Intermediate information obtained as a result of the accumulation and aggregation of primary data, informing about the dynamics of changes;

Final information (high degree of accumulation and aggregation) directly used in the decision-making process.

3.2 Quantitative measures of information

Structural measures are used to measure only discrete information. The basis of the structural measures used are information elements (quanta), which are understood as indivisible parts of information.

Structural measures are subdivided into geometric, combinatorial and additive measures of information.

geometric measure defines the amount of information as the value of the length, area or volume of the geometric model of the message, related to the number of quanta contained in it. The geometric method determines the potential, i.e., the maximum possible amount of information in the given structural dimensions. This quantity is called information capacity.

The amount of information when using combinatorial measure is calculated as the number of combinations that can be made from information elements. This measure measures the potential structural diversity of information complexes. It is advisable to use a combinatorial measure when it is required to evaluate the possibilities of transmitting various information using alphanumeric elements.

Before talking about the additive measure of information, we introduce the concepts of depth h and length l of a word.

Depth h words name the number of different elements (signs) contained in the accepted alphabet.

Length l words are the number of characters necessary and sufficient to represent a given set of words by elements of a given alphabet.

The depth of the word corresponds to the base, and the length of the word corresponds to the bit depth of the number system or coding.

The total number of words that can be represented by codes of length l and depth h is given by

This means that the information capacity q with this method of estimation depends exponentially on the length of the word l. Therefore, the application of this measure in practice is a great inconvenience.

To ensure the possibility of adding the amount of information when adding words and proportionality of the amount of information to the length of the word, Hartley introduced an additive logarithmic measure of information

I = log 2 h l = l log 2h.

The unit of information when applying an additive measure is a bit, i.e. the amount of information contained in a word with depth h = 2 and length l= 1. If information comes from different sources, then when estimating the amount of information by an additive measure, we have

where I(A1, A2, ..., An) is the total amount of information from sources A1, A2, ..., An;

I(Ai), i = 1(1)n - the amount of information from the source Ai, measured by an additive measure.

Determining the amount of information using statistical measures requires a probabilistic approach. With this approach, information is considered as a message about the outcome of random events, the implementation of random variables and functions, and the amount of information is made dependent on the a priori probabilities of these events, quantities, functions. Statistical and structural measures of information do not allow assessing the content of information, since they do not take into account the meaning of the message and its value for the addressee. Semantic measures make it possible to avoid this shortcoming.

3.3 The amount of information as a measure of the organization of the system

The amount of information is used to express the degree of organization of the system based on the measurement of the degree of uncertainty (formula 3.1.):

K= -log2 p i , (3.1.),

where p i is the probability of choosing the i-th alternative;

This formula is illustrated in Figure 3.2 below. The concept of the amount of information is interpreted below in connection with the reduction of uncertainty when choosing from 8 alternatives. At the same time, the uncertainty decreased by 3 bits or by the amount of information that was obtained as a result of choosing from 8 alternatives.

K= -log2 pi = -log 2 18 = 3 bits.

where K is the amount of information;

p i - probability of choosing the i-th alternative;

Figure 4 - Three cycles of selection and reduction of uncertainty by three bits when choosing from eight options.

4.Communication networks of the organization

An organization is managed through people. One of the most important management tools for a manager is to direct them signals or messages to their subordinates about their behavior necessary to achieve organizational goals. Using this and receiving feedback from subordinates, the manager organizes, motivates and leads subordinates. Much depends on the manager's ability to effectively transmit and receive such signals and messages so that they are most adequately perceived by those to whom they are intended. Many managers understand the importance of this problem and pay great attention to it.

In the process of communication, signals or messages about behavior are transmitted from one subject to another and vice versa. Individuals, groups and organizations as a whole can act as subjects.

In the first case, communication is interpersonal character. It is carried out by the transmission of ideas, facts, opinions, hints, sensations or perceptions, feelings and attitudes from one person to another in verbal(oral or written) and in non-verbal(poses, gestures, tone of voice, transmission time, etc.) form in order to obtain the desired response.

In the second and third cases, it is organizational communications, i.e. about how, by whom and when signals are sent in the context of groups and organizations (meetings, presentations, instructions and procedures, business documents, orders and instructions, plans, etc.) and how feedback is organized (observations, reports, evaluation and etc.). The communication links that exist in the organization reflect its actual structure, and the task of top management in this case is to bring both into conformity.

The discrepancy between the approved structure and the communication process existing in the organization significantly reduces the effectiveness of its activities.

It should be noted that communication information -- these are different (two concepts that are very often confused), but related concepts. Information is a natural and meaningful part of a signal or message sent or received, which makes it possible to give them a certain significance. Simply put, information is an internal interpretation of external events. For example, a cry of fear is an interpretation of information that can even be measured in decibels.

Communication also includes what is transmitted, and as this "what" is conveyed. In order for communication to take place in an interpersonal variant, at least the presence of two people is necessary.

Communication imposes requirements on each of the participants in managerial interaction. So, each of the participants must have all or some of the abilities: to see, hear, touch, smell, taste, etc. Effective communication requires each of the parties to have certain skills and abilities, as well as a certain degree of mutual understanding.

The term "communication" comes from the Latin "communis", meaning "general": the sender of signals or messages tries to establish "community" with the receiver.

From here, communication can be defined as the transfer of not just information, but meaning or meaning through symbols. Effective interpersonal communication is very important for success in management for a number of reasons. Firstly, the solution of many managerial tasks is based on the direct interaction of people (boss with subordinates, subordinates with each other) within the framework of various events.

Secondly, interpersonal communication may be the best way discussing and resolving issues characterized by uncertainty and ambiguity.

A communication network is a connection of individuals participating in the communication process in a certain way with the help of information flows (Figure 5). In this case, not individuals as such are considered, but communication relations between individuals. A communication network includes the flow of messages or signals between two or more individuals. The communication network focuses on the organization's patterns of these flows, not on whether the meaning or meaning of the message was conveyed. However, the communication network may have the effect of narrowing or widening the gap between the value sent and received.

The network created by the manager consists of vertical, horizontal and diagonal links. Vertical links are built along the line of leadership from the boss to the subordinates. Horizontal connections are carried out between equal levels of individuals or parts of the organization: between deputies, between heads of departments, between subordinates. Diagonal ties These are connections with other superiors and with other subordinates. The network of these connections creates the real structure of the organization. The task of a formal organizational structure is to give the communication flows the right direction. The size of departments in an organization limits the possibilities of developing a communication network. If the group size increases exponentially, then the number of possible communication relationships increases exponentially. Hence the communication network in a group of 12 is more varied and complex than in a group of three.

Depending on how the communication networks are built, the activities of the group may be more or less effective.

EXTERNAL COMMUNICATION NETWORK

Figure 5 - Interpersonal communication network of a team leader in an organization

There are well-established patterns of communication networks for groups of the same or different sizes (Figure 6). In circle networks, group members can communicate only with those who are located next to them. In wheel networks, there is a formal, centralized hierarchy of power in which subordinates communicate with each other through their boss. The objective basis of such a situation is that the person in the center of the "wheel" has more communication connections than other members of the group. He receives more messages, is more often recognized by other members of the group as a leader, has more social influence on other members of the group, usually has more responsibility for conveying information, he is more than others expected to finally solve the problem.

A similar picture is observed in networks of type "Y". Such networks are called centralized and can be effective if simple problems are solved. Another type of power hierarchy is represented by "chain" networks, in which horizontal connections appear - an element of decentralization. "Omnichannel" networks represent completely decentralized groups. This is usually required when it is necessary to involve everyone in solving complex problems. This approach is also called open communications.

Knowing the types of communication networks is especially important for understanding the relationships of power and control in an organization. Hiding or centralizing information is known to support power relations. The nature of the interdependence of jobs and people in a group or organization will determine the type of more efficient communication network. Simple interdependence allows the use of centralized networks. Complex interdependence requires a "team" approach to building communication networks. However, a complex network may not solve a simple problem.

Figure 6 - Samples of communication networks in groups

5. Management technology as an information process

Technology is any means of transforming raw materials to produce desired results. Since information is the subject and, accordingly, the source material of managerial work, management technology, for example, can be defined as a set of methods for processing managerial information in order to develop, adopt and implement managerial decisions.

Management technology reflects the content of management, is characterized by the processes of movement and processing of information and is determined by the composition and procedure for performing management work, during which this information is transformed and affects the managed object. This implies the main purpose of management technology - the establishment of a rational scheme for the interaction of structural units and individual performers in the management process.

Management technology is defined as a system of operations and procedures performed by managers, specialists and technical performers in a certain sequence using the methods and technical means necessary for this.

The purpose of management technology is to optimize the management process, rationalize it by eliminating such activities and operations that are not necessary to achieve the result.

The main function of management technology is to ensure the scientific and functional relationship of management processes with specific management technologies that contribute to the implementation of management functions. In this regard, it is important to form the thinking of a new type of managers, orienting them towards proactive analytical and innovative activities.

The development of control technology involves determining the number, sequence and nature of the operations that make up the control process, developing or selecting appropriate methods, techniques and technical means for each operation, identifying the optimal conditions for the process of transferring the system object from the initial state to the desired one.

The precise functioning of the governing body requires the division of the management process into operations, and the effective organization of management requires the proper combination of operations. Each operation must be linked to the previous operations of this cycle of the control process. The execution of an operation must be linked to the execution of other operations. The concept of " control technology» is closely related to the process of algorithmization of operations within certain functions of the control system.

The role of the algorithm (procedure) of the management process is a prescription that determines the content and sequence of actions in any informational or organizational process. Its algorithm is the rules for the sequential implementation of certain, interconnected operations, into which this process can be decomposed, and which must be implemented to achieve the desired goal. A procedure can be defined as a system of sequentially implemented instructions on the execution of operations in a certain order, leading to the solution of managerial problems.

Schematically, management technology can be represented as information and organizational interaction of three main cycles or processes within which various operations and procedures are performed.

1. Information process: search, collection, transfer, processing and storage of various types of information. Mostly creative performers and specialists are employed here.

2. Logical-thinking, or the process of developing and making managerial decisions: research, processing, calculations, forecasts, decision making. It employs mainly specialists and executives of the organization.

3. Organizational process or organizational impact on the management object for the implementation of management decisions: selection and placement of personnel, bringing tasks to performers, operational planning, labor organization, coordination, control over execution, etc.

The essential points in management technology are research and description of rational ways to implement management processes with the help of appropriate operations and procedures. Nevertheless, it is very difficult to describe the algorithms for the functioning of management systems and to determine the entire set of methods for performing and ordering information transformations and organizational interactions that make up the management process, and it is not possible to formulate unambiguously.

Currently, there are several approaches to the formation of management technology. Since management technology is determined by the composition of management work, then, accordingly, its construction can be carried out depending on which approach to understanding management is taken as a basis, or what management style characterizes the activities of the company's executives.

The most developed and simplest is the traditional, classical functional approach, which is based on the understanding of management as a process for performing certain functions. Here, management technology can be defined as the regulation of rational procedures and ways of working with information in the process of implementing management functions. The essence of the functional approach lies in the fact that at each hierarchical level of management systems, relatively separate areas of management work or functions are allocated, for each of which a specific set of procedures is built. In the future, subfunctions and the corresponding blocks of procedures are allocated, detailed to the level of the operation; the types of documents required technical means etc.

This approach to the technologization of management processes is applicable for enterprises operating stably in a little changing environment. So, an organization may have a planning technology, a control technology, or (taking into account special management functions) a technology for managing the development of a new product, a marketing research technology, etc.

The most appropriate in a changing environment is a situational approach, the essence of which is to substantiate the algorithm for choosing a procedure based on the signs of a particular situation or problem. With a situational approach, management technology is defined as a sequence of actions to select appropriate procedures and perform the information transformations and organizational impacts included in them. The management technology scheme includes:

diagnosing the problem and determining ways to resolve it;

Identification of factors influencing the decision;

development and evaluation of alternatives;

· development of tactics for the implementation of the planned development paths.

And, finally, the approach to management from the point of view of decision-making allows us to consider management technology as a certain sequence of actions used in setting the goals of an enterprise and developing mechanisms for achieving them. There are two stages in this:

1. development of goals and strategies for the development of the enterprise;

2. formation of technology for the adoption and implementation of management decisions.

The effectiveness of management technology is the end result, which is expressed not only in saving time and costs, but also in ensuring the stability and survival of the organization in a changing external environment.

The criteria for the effectiveness of management technology include:

Simplicity (control technology should not be overly complicated, contain intermediate steps or operations);

flexibility (adaptation to changing conditions);

Reliability (presence of some margin of safety, backup mechanism);

Profitability (technology can be efficient, but not economical);

Ease of use (a well-designed technology will be useless if it is inconvenient for the people who have to work).

A special place in control technology today is occupied by control technology.

Management technology is a set of material means (office equipment, communications equipment, computer equipment, etc.) that make it possible to reduce the complexity of managerial work, the timing of their implementation, and also improve the quality of decisions made.

The mental capabilities of an individual have a limit, the use of operative and long-term memory of computers makes it possible to expand the intellectual capabilities of specialists to solve managerial problems. The development of automation tools contributes to the deepening of the information nature of managerial work, and today computerized system technologies are becoming an integral part of management technology.

There are obstacles in the way of communication that can be divided into two groups: those that exist at the individual level, and those that "grow" at the organizational level.

The sources of communication barriers are both individuals and organizations as a whole (Table 2).

Individual barriers, firstly, can be associated with differences in emotions and types of perception. For example, if a person tends to divide people into groups (classes), his opinion will be difficult to change. If a person rigidly defines his position even before the discussion begins, the chances of achieving success in communication are sharply reduced. Moreover, people with different backgrounds or levels of knowledge tend to interpret the same information differently.

Secondly, the problem may lie in the wrong choice of channel or means of communication. For example, when a message has an emotional connotation, it is advisable to convey it personally, at a meeting, and not in a letter. Written messages are better for routine communications, but they don't provide fast enough feedback. In addition, it is inappropriate to use written messages to transmit multiple information signals.

Thirdly, communication difficulties are often associated with semantic differences.

Semantics is the meaning of the words and the context in which they are used. The word "efficiency" for a factory manager can mean achieving high production volumes, and for a human resource specialist, employee satisfaction. Many perfectly common English words have an average of 28 different meanings. Therefore, successful communication involves careful selection of words that are designed to accurately reflect your thoughts.

Fourth, the recipient may misunderstand the sender if he says one thing, but non-verbal messages indicate something completely different. If the facial expression of a person does not match his words, there will be “noise” and uncertainty in communications. Intonations, gestures, actions - all this should not contradict what is said aloud.

Table 2 - Communication barriers and ways to overcome them

	How to overcome them
Individual
barriers between people	active perception
Channels and means of information transmission	Selecting an adequate channel
Semantics	Knowing the perspective of the interlocutor
Information signal mismatch	Governance Based on Outings
Organizational
Differences in status and level of power	Atmosphere of trust
Needs and goals of departments	Development and use of formal channels
Inconsistency of the communication network with work tasks	Changing the organization and group structure
Lack of formal channels	Encouraging the use of multiple, both formal and informal channels

Organizational barriers are related to factors inherent in the organization generally. First of all, it is a problem of different status and level of authority. For example, if you were a front-line employee, would you report a problem to a manager if your complaint gave the manager a negative impression of your work? On the other hand, managers endowed with power often perceive ordinary employees as incapable of frivolous thoughts and actions of individuals.

Differences in the goals and needs of departments have a significant impact on communications. Each of them has their own problems. For the production department, the main thing is performance indicators, its employees are quite far from the interests of marketing service employees.

The third problem is that the communication flows may not match the task of the team or the entire organization. If a centralized communication structure is used when performing non-standard tasks, the exchange of information between employees will be clearly insufficient. An organization, department or team is only as effective as possible when the volume of communication between employees corresponds to the task.

The lack of formal channels in the organization has a negative impact on the effectiveness of communications. The company should always have ascending, descending and horizontal communications adequate to the current situation. various forms: employee surveys, open door policies, newsletters, memos, ad hoc teams, even the establishment of special "bridging" positions. The absence of formal channels means that there is no communication in the organization as such.

To overcome communication barriers, management must create an organizational structure that will encourage positive, effective communication, which requires both individual skills and organizational action.

The most important individual skill is the ability to listen. Listening actively means asking questions, showing interest, and from time to time paraphrasing what the other person has said to make sure you understand it correctly. Listening actively means providing feedback to the sender of the message.

Secondly, it is necessary to choose suitable channels for the transmission of one's own messages. A complex message requires the use of a capacious communication channel (telephone, personal conversation), routine messages and data can be transmitted in the form of notes, letters or e-mail.

Thirdly, both the sender and the recipient must try to understand the other party's point of view. When receiving information, managers must exercise special attention, which will allow them to recognize if the interlocutor has any prejudices, clarify what was misunderstood, and correct their own message. When we correctly assess the views of interlocutors, we more accurately interpret the semantic meaning of the transmitted words, sensations, and generally treat them more objectively.

And, finally, governance based on going out to the people. The manager must periodically leave his office and independently check the status of communication channels in the company. When a manager sees everything with his own eyes, meets people, he gets a much more complete picture of the organization, gets the opportunity to directly convey important ideas and values to employees.

The atmosphere of trust and openness in the organization encourages employees to communicate honestly with each other, when employees fearlessly convey both good and bad news to the top. To create such an atmosphere, conditions are necessary for the development of international personal qualities workers.

Second, managers must develop and use formal channels of communication, in all directions. At Scandinavian Design, two different newsletters are used to contact employees. At the Packard Electric plant, owned by General Motors, employees have access to all information about the company: financial information, future plans, quality assessments, performance indicators. Bank of America has programs to encourage employees to contribute ideas and provide feedback. Other methods may be used: direct mail, bulletin boards, surveys.

Third, managers should encourage the simultaneous use of multiple channels of communication, formal and informal. These multiple channels include written directives, face-to-face discussions, "going out" and "vine". For example, at the same GM plant, a newspaper is published monthly, managers have regular meetings with work teams, and an electronic display in the cafeteria is used to broadcast news. Sending messages through multiple channels at the same time increases the chances that they will be received and understood correctly.

Fourth, the structure of the organization must match the needs for communications. For example, the Casino/Holiday Inn (Las Vegas) has a dedicated communications team (as part of the organizational structure). It consists of representatives from each department. The team deals with the most urgent problems of the company, designed to help managers evaluate problems not only within the interests of their departments. To solve problems, the team involves everyone who is able to help. If there is a shortage of horizontal communication channels in an organization, similar teams can be created in it, other “rapid response” groups, positions of integrator managers, and matrix structures can be introduced. The organizational structure, among other things, should reflect the needs for information. If a department or team performs complex non-standard tasks, decentralization of structures is necessary, which allows intensifying discussions and involving employees in the management process.

Conclusion

In this course work, we examined the concepts of information and the importance of communications for the effective operation of an organization manager. Without knowledge and special skills, it is impossible to manage people; on this way, various barriers can be encountered, which we highlighted in paragraph 5 of the work.

Talented leaders are interested in maintaining contact with employees and customers and in shaping the direction of their companies. And such contacts must be carried out continuously, which means that leaders must have developed interpersonal skills. Those unfamiliar with management tend to be amazed at the amount of energy that successful managers put into communication.

I believe that information is central to the management of an organization. Information coming from outside and circulating within the company, the head and leading managers accumulate, analyze and, as a result, form the correct work strategy. “Whoever owns the information owns the world,” said Winston Churchill.

We have defined communication as a process in which two or more people exchange and understand the information received, the purpose of which is to motivate or influence certain behavior.

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

Therefore, it is very important to maintain a “healthy” corporate spirit in the organization through regular meetings, trainings, and joint events for employees from different departments. After all, only the coordinated work of all parts of one whole can lead to successful functioning organizations.

List of used literature

1 Boddy D., Payton R. Fundamentals of Management / Ed. Yu.N. Kapturevsky. - St. Petersburg: Peter, 1999.

2 Vikhansky O.S., Naumov A.I. Management. - M.: Gardarika, 2001. - 528 p.

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Ulyanovsk State Technical University

Institute of Aviation Technology and Management

Department of Economics, Management and Informatics

COURSE WORK

Information and communication technologies in organization management

Specialty: 08050765 "Management of the organization"

Subject: "Management Theory"

Ulyanovsk 2010

Table of contents

Introduction

Every organization has an artificial, man-made nature. In addition, it always strives to complicate its structure and technology. These two circumstances make it impossible to effectively control and coordinate the actions of members of the organization at the informal level or at the level of self-government. Each more or less developed organization should have a special body in its structure, the main activity of which is the performance of a certain set of functions aimed at providing the participants in the organization with goals, coordinating their efforts. This type of activity is called management.

To survive, the organization must remain resistant to the disintegration pressure on it from the external environment. To do this, the organization develops and maintains its structure and culture. However, solving structural problems alone is not sufficient. A set of statuses (positions) and roles constitutes a formal organizational structure. However, they do not determine the vital potential of the organization, but the people who occupy these positions or perform these roles. Employees of the organization to varying degrees show their individuality in the process of performing work. As a result, not only are there different styles of doing the same job, but there are also different patterns of relationships between people in the organization. Over time, these patterns "typify" and grow into traditions that define the nature and direction of how people interact in an organization.

Traditions of this kind cannot be identified and considered only from the standpoint of formal organizational relations fixed in the structure of the organization. Therefore, in order to understand the nature of informal relations, traditions, culture that surround the structure of the organization, it is also necessary to study the dynamics of the system, i.e. processes that occur when people interact. Understanding the structure and processes helps the manager to ensure the achievement of the goals of the organization, to determine the role and place of each individual in the organization in terms of meeting his individual goals.

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

The process of transferring information and the means for this transfer are called communication. At the same time, communication is understood as the connection between objects, as well as the process of interaction in the organization and between organizations. Communication plays a huge role in management, is the most important means to achieve the goals of the organization.

The development of new communication technologies directly and indirectly affects economic processes. Experts predict a significant change in the labor market, and globalization, acceleration and decentralization are defined as indicators of a new phase of the market economy.

Information and communication technologies, due to their great potential for growth and development, are recognized throughout the world as the forming and central link of the new world economy. In the United States, the concept of the new economy is already playing a significant role in shaping the budget and financial policy of the state. The growing attention to information and communication areas around the world is due to the general increase in the role of information industries in the global economic system.

1. Organization management

Management is a function of a specific body of the organization, which provides direction for the activities of all elements of the organization without exception, keeps within acceptable limits the deviation of individual parts and the organization as a whole from the set goals. For example, a department in a government agency has rules and regulations that govern work time employees, the quantity and quality of their work, relationships with other departments, etc. The management of the department, performing the function of management, controls the implementation of these norms and rules, applying methods of reward or punishment.

Functioning modern organizations faces many problems, some of which are typical and can be relatively easily solved by specialists using conventional technologies for developing and implementing solutions. To solve non-standard problems, special technologies are required - the development of solutions, and, finally, the solution of some problems may be beyond the power of both managers and specialists. A set of such problems characterizes the organization as one of the most difficult objects for study and knowledge. Of particular interest is the management system of the organization. Its study and improvement is a constant task of the leader.

Management system (CS) - a set of all elements, subsystems and communications between them, as well as processes that ensure the specified (purposeful) functioning of the organization.

For the management system of organizations it is necessary:

- develop the mission of organizations;

- distribute the functions of production and management;

- distribute tasks among employees;

- establish the order of interaction between employees and the sequence of functions performed by them;

- purchase or upgrade production technology;

- establish a system of incentives, supply and marketing;

- organize production.

The implementation of these activities requires the creation of an SU, which must be consistent with the organization's production system (Fig. 1).

communication information management network

Rice.1 . Systemmanagementorganizations

SU consists of four subsystems: methodology, process, structure and management techniques (Fig. 2).

Rice.2 . Structureelementssystemsmanagementorganization

Management methodology includes goals and objectives, laws and principles, functions, means and methods, schools of management.

The management process is a part of management activities, including the formation of a communication system, the development and implementation of management decisions, the creation of a system information support management.

The management structure is a set of stable links between objects and subjects of management of an organization, implemented in specific organizational forms. The management structure includes functional structures, schemes of organizational relations, organizational structures and a system of training or advanced training of personnel.

Management equipment and technology include computer and organizational equipment, office furniture, communication networks, document management system.

The management methodology and process characterize management activity as a process, and the structure and management technique as a phenomenon. All elements included in the MS must also be professionally organized for the effective operation of the company as a whole.

The main elements that make up the company management system are: goal, management process, method, communications, task, law, principle, organizational relations, function, technology, solution, information support characteristics, document management system, organizational structure.

The goal is an ideal image of what is desired, possible, necessary and historically acceptable for the company.

Management process - a sequence of stages of formation and implementation of the impact to achieve the goal.

Method - a way of influencing a person and a team. It is selected based on the priorities of the needs and interests of a person or team.

Communications - the process of interaction or opposition in the system "man - man", "man - computer" through the transfer of information.

A task is a specific problem arising from a goal that needs to be resolved.

Law is a necessary and stable relationship between phenomena. There are laws of nature, social development and public institutions (states). Laws have no alternatives.

Principle - the basic position of any theory, doctrine, worldview. Principles have alternatives.

Organizational relations - various types of influences on a person, including administrative, functional, patronage.

A function is a job, service or duty entrusted to a person.

Technology - a set of methods and processes for performing specified functions.

Decision - the result of a person's mental activity, leading to a conclusion or actions. Characteristics of information support - parameters of volume, value, reliability, richness and openness of information.

Functional structures - schemes of interaction of functions necessary for the successful operation of the company. Document management system - the procedure for the movement of incoming, outgoing and internal documents adopted in the organization.

Organizational structure - a diagram of the interaction of positions, functions and subordination. The relationship between the elements of the control system is schematically shown in Fig.3.

Rice.3 . Relationshipelementssystemsmanagement

The goals of the company are divided into a group of specific tasks that are united according to the field of activity: economic, technical, social, environmental tasks, etc.

To solve problems, a set of functions or operations that must be performed is formed. So, to solve economic problems, it is necessary to perform the following functions: accounting, labor and wages, marketing, etc.

To solve a series various tasks may require the same functionality. Therefore, the entire set of functions is analyzed, grouped and then the functional structure of the company is compiled. Depending on the operating conditions of the company, the process of performing functions can be cyclic and one-time, continuous and discrete, sequential and parallel.

The selected process scheme determines the priority of certain organizational relationships. Based on the functional diagram, process and organizational relations, the composition of personnel is determined by the number and qualifications. These data are sufficient to build an organizational management structure (linear-functional, hierarchical, matrix, etc.).

Knowing the list of all positions, functions performed and subordination, it is possible to calculate the technical equipment of the personnel workplace. After that, in accordance with the delegated authority, employees can develop, agree, adopt, approve and implement decisions. In addition, laws and rules (principles) of professional activity apply to almost all elements. From that moment on, the company is considered to have started work.

2. Communications in the control system

2.1 Communications - concept, types

Communication (Latin communicatio), literally meaning "common" or "shared by all". In practical terms, it is the process of exchanging ideas and information between two or more people, leading to mutual understanding.

Communication goals:

· Ensuring effective exchange of information between subjects and objects of management.

· Improving interpersonal relationships in the process of information exchange.

· Creation of information channels for the exchange of information between individual employees and groups and the coordination of their tasks and actions.

· Regulation and rationalization of information flows.

Communications are divided into the following types:

interpersonal or organizational communications based on oral communication;

communication based on written exchange of information.

Interpersonal communications, in turn, are divided into:

formal or official. These Communications are governed by policies, rules, job descriptions a certain organization and carried out through formal channels;

informal communications that do not follow the general rules of a particular organization; they are carried out according to the established system of personal relations between employees of the organization.

Typical information conveyed through informal communication channels: upcoming layoffs of production workers, new penalties for lateness, change in organizational structure, upcoming relocations and promotions, a detailed discussion of two managers at the last sales meeting, who is dating whom after work, etc. .d.

Among the formal organizational communications are:

vertical, when information moves from one level of the hierarchy to another;

· horizontal between different departments, intended to coordinate the activities of various departments.

Vertical communications, in turn, are divided into:

ascending, when information is transmitted from the bottom up (from lower levels to higher ones). This type of communication contains the information necessary for managers to assess the area of activity for which they are responsible;

descending, carried out from top to bottom. This type of communication is directly related to the management and control of employees.

Interpersonal communications are also divided into:

verbal (verbal) and non-verbal.

Verbal , those. language, speech means are the main ones. The ability to briefly, clearly and understandably state the main thoughts is the most important professional quality of a manager and a marketing specialist.

As non-verbal ( non-linguistic) means, gestures are used, changes in the position of the speaker’s body, features of his appearance, as well as the environment accompanying his performance (for example, musical, vocal accompaniment, the presence of famous, authoritative people nearby, etc.).

Information sent by the sender without using words as a coding system forms a non-verbal message that underlies non-verbal communication. Recently, this area of interpersonal communication has increasingly attracted the attention of scientists and specialists. The fact is that the effect of most messages is created by non-verbal information: 37% - by the tone of voice and 55% - by facial expressions. This is especially evident in cases where the verbal part of the sender's message is contradictory.

Verbal and non-verbal forms of communication are not always and necessarily mutually exclusive. As a rule, the recipient's interpretation of the message is based not only on words, but also on such elements as gesture and facial expressions that accompany the words of the transmitting party.

Communication tasks are solved in the course of communication processes, i.e. information exchange processes.

2.2 Communication styles

Communication style is the way in which an individual prefers to build communication interactions with others. There are many different styles used by people in interpersonal communication. as well as many approaches to defining these styles. Knowledge of styles helps determine how to behave and what to expect from behavior associated with a particular style.

Two variables can be taken as the basis for measuring interpersonal communication, such as openness in communications and adequacy reverse connections. The first dimension includes the extent to which one opens or reveals oneself in communication to others in order to get a response from them, especially their response, showing how they perceive us and our actions. The second dimension shows the extent to which people share their thoughts and feelings about them with others. Having built a matrix on this basis, where the first dimension will be laid down vertically, and the second dimension horizontally, we can distinguish five styles of interpersonal communication (Fig. 4).

The communication style of individuals in the first quadrant can be defined as opening myself. This style is characterized by a high degree of openness to others, but a low level of feedback from the individual using this style. Self-discovery in this case is measured in the range from average to maximum. The individual goes for it, thereby concentrating attention on himself in order to evoke a reaction from others to his behavior. Unfortunately, this style suffers from the fact that the reaction of others often remains without an adequate response or feedback from the individual calling it. By taking others' reactions to their behavior to heart, the individual using this style may exhibit unbridled emotions that do little to establish effective relationships between the communicating parties.

Fig.4. Communication styles

The communication style of an individual in the second quadrant is defined as realization myself and is characterized by both maximum openness and maximum feedback. Under ideal conditions, this style is desirable, but situational factors (politics of the organization, differences in status, etc.) may induce an individual who owns this style to abandon it.

The communication style in the third quadrant is characterized by lockaniem in yourself those. both a low level of openness and a low level of feedback. The individual in this case, as it were, isolates himself, preventing others from knowing him. This style is often used by "introverts" - people with a tendency to turn their minds more inward. The extreme in the manifestation of this style is associated with hiding one's ideas, opinions, dispositions and feelings towards others.

Communication style in the fourth quadrant is associated with protection myself and, as can be seen from the matrix, is characterized by a low level of openness, but a high level of feedback. It is widely used to get to know others better or evaluate them more correctly. Usually individuals who use this style are not very open to others, but like to discuss others. They love to hear about themselves, but do not like to discuss their qualities, especially bad ones, with others.

In the middle of the matrix are individuals who "sell" themselves if others do the same. This style is called trade behind myself" and is characterized by moderate openness and feedback exchanged in the process of interpersonal communication.

It would be wrong to think that any one of these communication styles is the most desirable. However, the practice of effective communication shows that the style in which the individual realizes himself is more desirable and used in more situations. Owning this style is a real advantage. With respect to the use of other styles, it is important to understand the issues of effective feedback, self-discovery, and the ability to listen to others.

3. Organizational processes

3.1 Communication process

The communication process is the process of exchanging information between two or more people. Its purpose is to ensure the transmission and understanding of the information being exchanged. If mutual understanding is not achieved, then communication has not taken place, which implies that both parties play an active role in it.

There are four basic elements of the communication process:

1. Sender - a person who generates an idea or collects information and transmits it;

2. Message - directly information;

3. Channel means of transmitting information (oral transmission, meetings, telephone conversations, written transmission, memos, reports, e-mail, computer networks);

4. Recipient (addressee) - the person to whom the information is intended and who interprets it.

The communication process of information exchange includes interrelated steps:

1. Origin of an idea or selection of information;

2. Choice of information transmission channel;

3. Message transmission;

4. Interpretation of the message.

For example, the CEO trading firms decided to discuss with store managers the issue of the condition and quality improvement trade service people at the meeting. In this case, the CEO is the sender who had the idea; information on the state and improvement of the quality of trade - messages; the meeting is a channel of information; the recipients are store managers who interpret the message and, through the same meeting, give feedback to the CEO.

The participants of communication processes are: the source of information; transmitted information; means of information transmission; information consumer.

As sources of information the above-mentioned objects of the internal and external environment of the organization act: superiors and subordinates, functional divisions of this organization, sources of resources, consumers, partners, other market entities, management infrastructures, bodies government controlled, public, media.

Information transmitted characterized by content, volume, as well as the form of coding:

according to the content, information can be informative, of little content, of no content. The degree of content content of information is evaluated solely by the consumer in terms of the quantity and quality of the information that it contains useful for achieving the goals of the organization;

volume information is defined in units depending on the means of its transmission. So, it can be pages for text information, reading time - for a report, bytes - for a computer

encoding form information depends on the means of its transmission and can be in the form of oral speech or printed text in a certain language, an electronic signal, etc.

Transfer media information can be paper (printed), voice, electronic (telephone, fax, TV, radio, computer).

As consumers of information authorities and objects of management act, as well as other sources of information mentioned above.

The communication process is carried out in several stages: information production, information coding, information transfer, information consumption.

Information production is the acquisition, compilation of information, their evaluation, selection among them necessary, appropriate ordering.

Information encoding consists in giving it the form required for transmission (voice, paper, electronic), if necessary - in classifying information.

Transfer of information related to the choice and use of the communication channel. This should take into account the bandwidth of the channel, its reliability, compliance with the transmitted information, speed, cost.

The consumption of information provides for putting it into the necessary form, bringing it to a form convenient for use, and implementing information through the development of management decisions.

The formation of communication processes, as well as the choice of means and channels of communication, are carried out at the enterprise after designing its organizational structure in accordance with the chosen field of activity, the adopted production program and the management structure. Communication decisions containing the rules of communication procedures should be established for each hierarchical level of management and communicated to a specific official.

3.2 Communication networks

Communication network - this is a connection of individuals participating in the communication process in a certain way with the help of information flows (Fig. 5). In this case, not individuals as such are considered, but communication relations between individuals. A communication network includes the flow of messages or signals between two or more individuals. The communication network focuses on the organization's patterns of these flows, not on whether the meaning or meaning of the message was conveyed. However, the communication network may have the effect of narrowing or widening the gap between the value sent and received.

Fig.5. Interpersonal communication network of a team leader in an organization

The network created by the manager consists of vertical, horizontal and diagonal links. vertical connections are built along the line of leadership from the boss to the subordinates. Horizontal connections carried out between equal levels of individuals or parts of the organization: between deputies, between heads of departments, between subordinates . Diagonal ties - these are connections with other superiors and with other subordinates. The network of these connections creates the real structure of the organization. The task of a formal organizational structure is to give the communication flows the right direction. The size of departments in an organization limits the possibilities of developing a communication network. If the group size increases exponentially, then the number of possible communication relationships increases exponentially. Hence the communication network in a group of 12 is more varied and complex than in a group of three. Depending on how the communication networks are built, the activities of the group may be more or less effective.

There are well-established patterns of communication networks for groups of the same or different sizes (Fig. 6). In circle networks, group members can communicate only with those who are located next to them. Wheel networks present a formal, centralized hierarchy of power in which subordinates communicate with each other through their boss. The objective basis of such a situation is that the person who is b the center of the "wheel", has more communication connections than the other members of the group. He receives more messages, is more often recognized by other members of the group as a leader, has more social influence on other members of the group, usually has more responsibility for conveying information, he is more than others expected to finally solve the problem.

Fig.6. Samples of communication networks in groups

A similar picture is observed in "Y" type networks. Such networks are called centralized and can be effective if simple problems are solved. Another type of power hierarchy is represented by networks of the "chain" type, in which horizontal connections appear - an element of decentralization. "Omnichannel" networks represent completely decentralized groups. This is usually required when it is necessary to involve everyone in solving complex problems. This approach is also called open communications.

Knowing the types of communication networks is especially important for understanding the relationships of power and control in an organization. Hiding or centralizing information is known to support power relations.

The nature of the interdependence of jobs and people in a group or organization will determine the type of more efficient communication network. Simple interdependence allows the use of centralized networks. Complex interdependence requires a "team" approach to building communication networks. However, a complex network may not solve a simple problem.

When organizing communication networks in an enterprise, it is necessary to take into account the specifics of various types and channels of communication at each stage of the communication process.

3.3 Communication interference

A very important characteristic of any form of communication is its susceptibility to all kinds of interference. Interference is understood as obstacles, barriers that arise during the formation, transmission and reception of information and disrupt communication.

Main communication barriers are interferences related to the content of the message, the form of the message, the means of communication, the organization of the message.

Interference related to message content:

1. Language verbal ( associated with speech, words). First of all, these are semantic interference caused by a misunderstanding of the meaning of words (for example, due to poor translation), insufficient professional training (misunderstanding of special terms), poor pronunciation, etc.

2. Language non-verbal ( associated with body language, body movements, facial expressions). These are the obstacles that arise during negotiations, when different parties attach different meanings to the same gestures (for example, a nod of the head among the Bulgarians does not mean agreement, as we do, but denial).

3. Logic interference . Here, a different system of evidence adopted by the parties, a different vision of the same circumstances, different principles and attitudes become a barrier. Thus, the logic of the rich differs from the logic of the poor, the logic of the brave differs from the logic of the cautious, the logic of the buyer differs from the logic of the seller, and so on.

4. Perceptual interference . The barrier can be the environment in which the information is perceived (for example, an unfriendly atmosphere), a biased attitude towards the information received, lack of trust, contradictions with previous messages, unpreparedness for perception (for example, due to the neglect of the necessary preparatory work).

Interference related to message content can be largely neutralized by:

careful preparation for the formation, transmission and reception of information;

involvement in the creation of the message and its reception of specialists;

training the organization's personnel in communication processes;

creating an environment conducive to communication activities.

Disturbances related to the form of the message:

1. The complexity of the form . Here, interference arises due to the difficulty of understanding the message (for example, when special terms are abused, an abundance of digital data, etc.).

2. Unusual form. Interference appears, for example, when the order is given in an unconventional way (for example, in an unusual wording).

3. Inconsistency of the form with the content of the information . For example, a distress call should be transmitted in a short message, and financial information must be exhaustive.

4. Unjustified mediation in the transfer and interpretation of information. Interference occurs due to the inevitable distortion at each stage of the transmission and reception of a message (the effect of "damaged phone").

The hindrances associated with the form of the message can be overcome by:

making the message understandable and accessible;

compliance with the established and agreed rules for the provision of information;

ensuring compliance of the form of the message with its content;

exclusion of unjustified intermediate instances in the transmission and reception of information.

Interference associated with the means of communication:

1. Low efficiency of information transfer . For example, the encoding of information required by this means, causing a delay in its transmission.

2. Low throughput means . This causes information overload, for example, when the organization lacks the necessary office equipment for processing and transmitting the message.

3. Inconsistency of the means with the nature of the transmitted information. For example, the lack of video equipment forces us to limit ourselves to audio equipment, the capabilities of which are much lower.

4. Weak noise immunity and low quality of communication means. This leads to disruption of the communication process and drastically reduces its quality.

The interference associated with the means of communication can be significantly reduced by allocating additional funds to equip communications with modern technology.

Interference associated with the organization of the message:

1. Bad feedback or its absence. This increases the chances of information distortion, deprives the organization of the ability to control the management process.

2. Delay of information . This dramatically reduces the value of information and the effectiveness of its use.

3. Unsuccessful selection of partners in the communication process. This increases the possibility of distorting messages, and in some cases can lead to a breakdown in communication.

4. Unfortunate choice of time and environment for communication. This reduces the value of the message and the effectiveness of its implementation.

The interference associated with the organization of a message can be significantly reduced by:

mandatory establishment of constant and stable feedback;

ensuring timely transmission of information;

careful selection of participants in the communication process;

thoughtful choice of time and communication environment.

3.4 Effective communication processes

The effectiveness of communication processes depends on many factors.

1. It is necessary to determine the need for information. At the same time, it should be ensured that employees understand how the information will be used, and the correct direction of requests for information. There are two main approaches to finding information:

active, when a particular set of data is being searched either directly or indirectly, such as with the help of a librarian. This approach in the language of information technology carriers is called "pull " - "pulling";

passive, when an employee notifies his unit or organization as a whole, what information he needs ( " push " - "pushing out").

2. Personnel must be aware of the availability of information, i.e. there should be indexes, directories, telephone directories, navigators, etc., as well as the possibility of contacting professionals to obtain information about the knowledge accumulated in the organization.

3. Providing access to information. To obtain information using the "pull" and "push" methods, it is necessary to provide the user with the most convenient means and maintain a balance between these methods.

4. The communication system in the organization should be characterized by completeness and completeness, which means that access is provided to both centrally managed and individually created information.

ensure the management of information flows in the organization, i.e. clearly represent the information needs of all levels of management and organize information flows in accordance with these needs;

use several communication channels in parallel when transmitting messages (for example, written and oral speech);

show constant attention to the processes of information exchange (meetings with subordinates, discussion of upcoming changes, reports on the results of control);

organize feedback systems (survey of employees, a system for collecting proposals from employees, staff rotation);

practice issuing newsletters;

provide advanced training for management employees;

use modern information technologies (video conferencing, etc.).

For successful communication, managers should be guided by the following rules:

1. Before communication, clearly define the ideas to be put into the messages. It is necessary to take into account the goals and attitudes of those to whom the message is directed, and those to whom it concerns.

2. Analyze the true purpose of each communication. The most important goal should be identified, and then the language, tone and approach should be adapted so that they all contribute to the achievement of the goal. You should not achieve too much with one communication.

3. Analyze the entire physical and human environment in any communication. Of great importance are: the timing of communication, personal or other form of communication, the social climate in the organization, in the unit, etc. Communication must constantly adapt to changing environmental conditions.

4. When planning communication, it is necessary to consult with other employees; it is often important to seek the participation of other employees. This can give additional persuasiveness and objectivity to the message. Often, those who helped plan the communication will actively support it.

5. You should pay close attention to the intonation and the main content of the message. This affects the position of the people to whom the message is directed.

6. Take advantage of opportunities, when presented, to include something useful and valuable to the recipient in the message. Subordinates respond more readily to such messages.

7. It is necessary to establish communication not only for today, but also for the future. Although communication is aimed primarily at solving immediate problems, it should be organized taking into account past experience and correspond to the long-term interests and goals of the organization.

Conclusion

It is almost impossible to overestimate the importance of communications in management. Almost everything leaders do to help an organization achieve its goals requires effective communication. If people can't share information, they won't be able to work together, set goals, and achieve them. However, communication is a complex process consisting of interdependent steps. Each of these steps is very necessary in order to make our thoughts understandable to another person. Each step is a point at which, if we are careless and do not think about what we are doing, the meaning may be lost.

Since the manager performs three of his roles and performs four main functions in order to formulate and achieve the goals of the organization, the quality of communication can directly affect the degree of implementation of the goals.

This means that effective communication is essential for the success of individuals and organizations.

Poor communication is one of the main areas of concern. By thinking deeply about communication at the level of the individual and the organization, we must strive to reduce the incidence of ineffective communication and become better, more effective managers. Effective leaders are those who are effective in communication. They represent the essence of the Communication Process, have well-developed oral and written communication skills, and understand how the environment affects the exchange of information.

The communicative structure, to the extent that it is developed, increases the flexibility and self-regulatory capabilities of the organization. It is the main means of training and improving middle managers. The development of communication structures in organizations is stimulated by technological progress and the use of advanced technologies.

List of sources used

1. Abchuk V.A. Management: Textbook. - St. Petersburg: Soyuz Publishing House, 2002. - 463 p.

2. Bolshakov A.S. Management: Tutorial. - St. Petersburg: "Peter Publishing House", 2000. - 160 p.

3. Vikhansky O.S., Naumov A.I. Management: Textbook. - 3rd ed. - M.: Gardariki, 2003. - 528 p.

4. Gerchikova I.N. Management: Textbook. - 3rd ed., revised. and additional - M.: Banks and stock exchanges, UNITI, 1997. - 501 p.

5. Krylov A.N. Communications management. Theory and practice: - M.: Publishing house of the National Institute of Business, 2002. - 228 p.

Blagoveshchensk 2016

INTRODUCTION

1.1 The concept of information.

1.2 Properties of information.

1.3 Types of information.

SEMIOTICS..

ENTROPY.

CONCLUSION.

APPENDIX.

INTRODUCTION

GENERAL CONCEPTS OF INFORMATION AND INFORMATION EXCHANGE

The concept of information

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

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

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

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

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

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

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

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

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

- “Information is knowledge about some special event, case, or something like that.”

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

Information properties

The quality of information is determined according to four main criteria:

1. Reliability - If employees find errors in the information contained in the document, they will be distrustful of all the data received through it.

2. Timeliness - Only timely received information has value. The manager responsible for the execution of the budget needs up-to-date information on the level of costs, which allows him to adequately respond to undesirable changes.

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

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

Types of information

mechanical reflection.

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

physical reflection

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

chemical reflection.

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

SEMIOTICS

Semiotics finds its objects everywhere - in language, mathematics, fiction, in a single work of literature, in architecture, in the layout of an apartment, in family organization, in the processes of the subconscious, in animal communication, in plant life.

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

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

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

All information circulating in the external and internal circuits can be divided into three information flows:

1. By the type of embodied knowledge in science-intensive products;

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

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

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

o management (enterprise, personnel and production management);

o marketing (management of product development and sales market);

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

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

o develop strategic and tactical goals;

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

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

o improve the management system based on its diagnostics;

o develop informatization processes based on the improvement of its infrastructure (Fig. 2).

ENTROPY

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

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

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

CONCLUSION

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

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

APPENDIX

Glossary

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

Sphere of management- this is the activity of enterprises that act in the market mechanism as independent economic entities.

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

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

Management stages.

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

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

3.The control- comparing the results achieved with the plan and developing corrective measures to eliminate undesirable errors and consequences of activities.

Scope of management:

– economic;

– socio-psychological;

– legal;

- organizational and technical.

Economic field of activity– production process management. The manager's job is to coordinate the material and labor resources to achieve your goals at the lowest cost.

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

Control object- what is directed by the influence of the object of control. The object of control can be physical and legal entities, social, socio-economic systems and processes.

control mechanism It is the environment in which management activities are carried out. Such a control environment is the control system and control technology.

Two interpretations of the concept of "management":

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

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

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

"AMUR PEDAGOGICAL COLLEGE"

Communication information in organization management

Course work

Blagoveshchensk 2016

INTRODUCTION

GENERAL CONCEPTS OF INFORMATION AND INFORMATION EXCHANGE..

1.1 The concept of information.

1.2 Properties of information.

1.3 Types of information.

1.4. What is information exchange.

1.5. Information exchange functions.

WHAT INFORMATION DO EMPLOYEES NEED TO PERFORM SUCCESSFULLY IN ACCORDANCE WITH THE GOALS OF THE COMPANY..

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

1.2. All employees must understand the purpose of the company. Goals should not only be known, they should be realized by all employees. Since it is awareness that allows you to see the system of target priorities, subjective utility.

1.3. Employees must have access to information about the means to achieve the goal. The goal can be achieved by various means. Specific means are determined not so much by the goal as by conditions, circumstances and opportunities.

1.4. Employees must have access to the information necessary for independent decision-making to achieve the goal. Awareness of the goal and the choice of means precede concrete activities and behavior.

SEMIOTICS..

ENTROPY.

COMMUNICATION NETWORK IN ORGANIZATION..

MANAGEMENT TECHNOLOGY AS INFORMATION PROCESS.

CONCLUSION.

LISTS OF USED LITERATURE..

APPENDIX.

INTRODUCTION

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

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

Description

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

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

The work consists of 1 file

Federal Agency for Education of the Russian Federation

State educational institution

Higher professional education

"Kazan State Technological University"

Nizhnekamsk Chemist-Technological Institute

Faculty of Economics and Management

Course work

DISCIPLINE "Management"

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

Group student __________________________ / /

(signature)

Scientific adviser ____________________________/E.S. Andreeva/

(signature)

The work is protected by _____________ with an assessment of _______________

Nizhnekamsk 2013

Introduction 3

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

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

1.2 Types of communications 13

1.3 Communication barriers 17

1.4 Improving the effectiveness of interpersonal communication 23

2. Analysis of the management communication system of the Trade Master company 28

2.1 Organizational and economic characteristics of the enterprise 28

2.2 Analysis of technical and economic indicators of the enterprise 31

2.3 Analysis of the company's communication policy 33

Conclusion 42

References 45

Introduction

Admittedly, communications are of great importance for the success of enterprises and represent one of the most difficult problems of management. In essence, this is a kind of "circulatory system" of a single organism of the company. Effective leaders are those who are effective in communication. Managers must master the art of communication, since, figuratively speaking, they do the work "foreign hands."

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Communication imposes requirements on each of the participants in managerial interaction. So, each of the participants must have all or some of the abilities: to see, hear, touch, smell and taste. Effective communication requires each of the parties to have certain skills and abilities, as well as a certain degree of mutual understanding.

The term "communication" comes from the Latin "communis", meaning "general": the sender of information tries to establish a "community" with the recipient of information. From here, communication can be defined as the transfer of not just information, but meaning or meaning through symbols.

Effective interpersonal communication is very important for success in management for a number of reasons. Firstly, the solution of many managerial tasks is based on the direct interaction of people (boss with subordinates, subordinates with each other) within the framework of various events.

Secondly, interpersonal communication is perhaps the best way to discuss and resolve issues characterized by uncertainty and ambiguity.

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

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

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

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

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

While 85% of foremen felt that their subordinates were free to discuss important business issues, only 5% admitted that they actually did. In another study, a department manager reported that he gave instructions and communicated decisions to subordinates on 165 specific points. However, according to subordinates, they knew only about 84 of his orders. Another researcher analyzed the performance of a California healthcare company and found major discrepancies in the assessment of communication effectiveness by top, middle, and bottom management.

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

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

FEDERAL EDUCATIONAL INSTITUTION OF HIGHER PROFESSIONAL EDUCATION

«VOLGA ACADEMY OF PUBLIC SERVICE named after P.A. Stolypin"

branch in Togliatti

Vocational Education Program

by specialty

080504 State and municipal government

By discipline: " CONTROL THEORY»

On this topic: " COMMUNICATION AND INFORMATION IN MANAGEMENT»

Completed:

2nd year student,

(Full-time education),

G-207 groups

specialty 080504

State and municipal

control

Berlizova Tatyana Vladimirovna

______________________

Checked:

Head of Department,

Candidate of Economics, Associate Professor

Grachev Victor Stepanovich

______________________

It is well known that the importance of information and communication in all spheres of human activity at the present stage is constantly increasing, which is associated with changes in the socio-economic nature, the emergence the latest achievements in the field of engineering and technology, the results of scientific research.

Everyone needs information: management structures, enterprise teams, public organizations, etc. It is impossible to rely only on intuition, on one's own life and practical experience. It is necessary to receive and master ever-expanding information that helps to solve emerging issues.

This work is about information and communication - something that everyone participates in daily, but only a few do it in a sufficiently consistent way. It is almost impossible to overestimate the importance of communications in management. Almost everything leaders do to help an organization achieve its goals requires effective communication. If people cannot share information, it is clear that they will not be able to work together, formulate goals and achieve them. However, as will become clear later, communication is a complex process consisting of interdependent steps. Each of these steps is necessary in order to make our thoughts understandable to another person. Each step is a point where, if we are careless and don't think about what we are doing, the meaning can be lost.

Management is an independent type of professionally carried out activity aimed at achieving the intended goals in market conditions by rational use material and labor resources using the principles, functions and methods of the economic mechanism of management.

Management - management in a market, market economy means:

Orientation of the company to the demand and needs of the market, to the needs of specific consumers and the organization of production of those types of products that are in demand and can bring the company the planned profit;

Constant striving to improve production efficiency, to obtain optimal results at lower costs;

Economic independence, providing freedom of decision-making to those who are responsible for the final results of the company or its divisions;

Constant adjustment of goals and programs depending on the state of the market;

Identification of the final result of the activity of the company or its economic and independent divisions in the market in the process of exchange;

The need to use a modern information base with computer technology for multivariate calculations when making reasonable and optimal solutions.

The terms "management" and "manager" have firmly entered our vocabulary, replacing the former "management", "managerial activity", "leader", "director".

The term "management" in fact, is an analogue of the term "management", its synonym, but not fully. The term "management" is much broader, as it applies to different types of human activities (for example, driving a car); to different fields of activity (management in inanimate nature, in biological systems, government); to management bodies (subdivisions in state and public organizations, as well as at enterprises and associations).

The term "management" is applied only to the management of socio-economic processes at the level of a firm operating in market conditions, although recently it has been used in the United States in relation to non-entrepreneurial organizations.

The term "management" is of American origin and is not translated literally into another language. In English-speaking countries, it is used quite freely and in various meanings, but always in relation to business management, while other words are used for other meanings. For example, for designation of management in inanimate nature, the term "control" is used; for state or public administration - "government administration" or "public administration". Sometimes the word "business" (business management) is added to the word "management", which emphasizes its belonging to the economic field of activity.

Considering the essence of the concept of "management", it is important to clarify some of the provisions included in its definition.

Management as an independent type of professional activity assumes that the manager is independent of ownership of the capital of the firm in which he works. He may or may not own shares in the firm, while being employed as a manager. The labor of a manager is a productive labor arising in the conditions of combining high-tech production with a high level of specialization of workers. Providing communication and unity of the entire production process, management brings together workers of various specialties: engineers, designers, marketers, economists, statisticians, psychologists, planners, accountants, etc., working under the guidance of a manager, manager of an enterprise, production department or company as a whole.

The term "manager" denotes the belonging of a particular person to professional activities as a manager of a company, regardless of the level of management, as well as professional training and practical work experience. Professional management as an independent activity presupposes the existence of subject this activity of a specialist manager and as object - the economic activity of the company as a whole or its specific area (production, marketing, finance, R&D, etc.).

The increased requirements for management are due to the increase in the size of the enterprise, the complexity of the technology, and the need for management skills. In modern conditions, all decisions on financial, organizational and economic issues are prepared and developed by professionals in the field of management organization, who also monitor and control the implementation of the decisions made.

under economic activity The definition of management refers to the activities of the firm:

In any sector of the economy: industry, trade, construction, transport, banking, insurance, etc.;

In any area of the company's activity: R & D, production, sales, finance, if it is aimed at making a profit as an end result or entrepreneurial income, depending on the specific goals of the company.

Thus, "management" refers only to those categories of firms or enterprises that carry out their activities for profit (entrepreneurial income), regardless of the nature of such activities. Management covers not only the activities of industrial firms, but also banks, insurance companies, travel agencies, hotels, transport companies and other economic units acting on the market as independent economic entities.

Management of information and communications of the project (Project Communications Management). The role of communications in management Information and communications in technology management of an organization

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Introduction

The development of new communication technologies directly and indirectly affects economic processes. Experts predict a significant change in the labor market, and globalization, acceleration and decentralization are defined as indicators of a new phase of the market economy.

1. Organization management

Management system (CS) - a set of all elements, subsystems and communications between them, as well as processes that ensure the specified (purposeful) functioning of the organization.

For the management system of organizations it is necessary:

- develop the mission of organizations;

- distribute the functions of production and management;

- distribute tasks among employees;

- establish the order of interaction between employees and the sequence of functions performed by them;

- purchase or upgrade production technology;

- establish a system of incentives, supply and marketing;

- organize production.

The implementation of these activities requires the creation of an SU, which must be consistent with the organization's production system (Fig. 1).

2. Communications in the control system

2.1 Communications - concept, types

Communication (Latin communicatio), literally meaning "common" or "shared by all". In practical terms, it is the process of exchanging ideas and information between two or more people, leading to mutual understanding.

Communication goals:

· Ensuring effective exchange of information between subjects and objects of management.

· Improving interpersonal relationships in the process of information exchange.

· Creation of information channels for the exchange of information between individual employees and groups and the coordination of their tasks and actions.

· Regulation and rationalization of information flows.

Communications are divided into the following types:

interpersonal or organizational communications based on oral communication;

communication based on written exchange of information.

Interpersonal communications, in turn, are divided into:

formal or official. These Communications are governed by policies, rules, job descriptions a certain organization and carried out through formal channels;

informal communications that do not follow the general rules of a particular organization; they are carried out according to the established system of personal relations between employees of the organization.

Among the formal organizational communications are:

vertical, when information moves from one level of the hierarchy to another;

· horizontal between different departments, intended to coordinate the activities of various departments.

Vertical communications, in turn, are divided into:

ascending, when information is transmitted from the bottom up (from lower levels to higher ones). This type of communication contains the information necessary for managers to assess the area of ​​activity for which they are responsible;

descending, carried out from top to bottom. This type of communication is directly related to the management and control of employees.

Interpersonal communications are also divided into:

verbal (verbal) and non-verbal.

Verbal , those. language, speech means are the main ones. The ability to briefly, clearly and understandably state the main thoughts is the most important professional quality of a manager and a marketing specialist.

As non-verbal ( non-linguistic) means, gestures are used, changes in the position of the speaker’s body, features of his appearance, as well as the environment accompanying his performance (for example, musical, vocal accompaniment, the presence of famous, authoritative people nearby, etc.).

Verbal and non-verbal forms of communication are not always and necessarily mutually exclusive. As a rule, the recipient's interpretation of the message is based not only on words, but also on such elements as gesture and facial expressions that accompany the words of the transmitting party.

Communication tasks are solved in the course of communication processes, i.e. information exchange processes.

2.2 Communication styles

Fig.4. Communication styles

In the middle of the matrix are individuals who "sell" themselves if others do the same. This style is called trade behind myself" and is characterized by moderate openness and feedback exchanged in the process of interpersonal communication.

3. Organizational processes

3.1 Communication process

There are four basic elements of the communication process:

1. Sender - a person who generates an idea or collects information and transmits it;

2. Message - directly information;

3. Channel means of transmitting information (oral transmission, meetings, telephone conversations, written transmission, memos, reports, e-mail, computer networks);

4. Recipient (addressee) - the person to whom the information is intended and who interprets it.

The communication process of information exchange includes interrelated steps:

1. Origin of an idea or selection of information;

2. Choice of information transmission channel;

3. Message transmission;

4. Interpretation of the message.

The participants of communication processes are: the source of information; transmitted information; means of information transmission; information consumer.

Information transmitted characterized by content, volume, as well as the form of coding:

according to the content, information can be informative, of little content, of no content. The degree of content content of information is evaluated solely by the consumer in terms of the quantity and quality of the information that it contains useful for achieving the goals of the organization;

volume information is defined in units depending on the means of its transmission. So, it can be pages for text information, reading time - for a report, bytes - for a computer

encoding form information depends on the means of its transmission and can be in the form of oral speech or printed text in a certain language, an electronic signal, etc.

Transfer media information can be paper (printed), voice, electronic (telephone, fax, TV, radio, computer).

As consumers of information authorities and objects of management act, as well as other sources of information mentioned above.

The communication process is carried out in several stages: information production, information coding, information transfer, information consumption.

Information production is the acquisition, compilation of information, their evaluation, selection among them necessary, appropriate ordering.

Information encoding consists in giving it the form required for transmission (voice, paper, electronic), if necessary - in classifying information.

Transfer of information related to the choice and use of the communication channel. This should take into account the bandwidth of the channel, its reliability, compliance with the transmitted information, speed, cost.

The consumption of information provides for putting it into the necessary form, bringing it to a form convenient for use, and implementing information through the development of management decisions.

3.2 Communication networks

Fig.5. Interpersonal communication network of a team leader in an organization

Fig.6. Samples of communication networks in groups

Knowing the types of communication networks is especially important for understanding the relationships of power and control in an organization. Hiding or centralizing information is known to support power relations.

When organizing communication networks in an enterprise, it is necessary to take into account the specifics of various types and channels of communication at each stage of the communication process.

3.3 Communication interference

A very important characteristic of any form of communication is its susceptibility to all kinds of interference. Interference is understood as obstacles, barriers that arise during the formation, transmission and reception of information and disrupt communication.

Main communication barriers are interferences related to the content of the message, the form of the message, the means of communication, the organization of the message.

Interference related to message content:

1. Language verbal ( associated with speech, words). First of all, these are semantic interference caused by a misunderstanding of the meaning of words (for example, due to poor translation), insufficient professional training (misunderstanding of special terms), poor pronunciation, etc.

ascending, when information is transmitted from the bottom up (from lower levels to higher ones). This type of communication contains the information necessary for managers to assess the area of activity for which they are responsible;