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The concept of a manager The term "manager" is quite widespread and is used in relation to: 1. the organizer of specific types of work within individual departments or program-target groups; 2. the head of the enterprise as a whole or its divisions (departments, departments, departments); 3. manager in relation to subordinates; 4. to the administrator of any level of management that organizes the work, guided by modern methods and etc.
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The manager must be a leader worthy of emulation. the main task manager - to do business with the help of other people, to achieve collective work. It means cooperation, not intimidation. A good manager always cares about the interests of the whole company. He seeks to balance the interest of the group, the interests of the "boss" and other managers, the need to get the job done with the need to find time for learning, the interests of production with the human needs of subordinates. The manager must be a leader worthy of emulation. The main task of the manager is to do business with the help of other people, to achieve collective work. It means cooperation, not intimidation. A good manager always cares about the interests of the whole company. He seeks to balance the interest of the group, the interests of the "boss" and other managers, the need to get the job done with the need to find time for learning, the interests of production with the human needs of subordinates.
Presentation on the topic "Management" in economics in powerpoint format. This presentation for schoolchildren tells about what management and manager are, about the main functions of management and effective organization labor. Presentation author: Savka N.V., teacher of history and social studies.
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Factors of production - resources needed to produce goods and services
- labor resources, or labor;
- investment resources, or capital (a set of benefits created by a person’s past labor. Not all capital belongs to production factors, but only real capital - buildings, structures, machine tools, machinery and equipment, tools, etc. - that is, everything that is used for the production and transportation of goods and services. Financial capital (shares, bonds, bank deposits and money) does not belong to production factors, since it is not associated with real production, but acts as a tool for obtaining real capital);
- natural resources, or land (all agricultural land and urban land allocated for housing or industrial development, as well as the totality of natural conditions necessary for the production of goods and services);
- raw materials;
- entrepreneurial talent, or entrepreneurial ability;
- information; specific form information is technology;
- knowledge or managerial ability.
Factors of production can be combined different ways, the connection method is decided by the manager
Management
- Activities for the management and coordination of the work of the enterprise and its divisions
- The Science of Organizational Management
- "Team" of enterprise managers
Manager- A person holding a certain position in the enterprise and having the power and the right to make decisions
Management levels
- Highest - Chairman of the Board of Directors, CEO, President of the company
- Medium - deputy heads: "Marketing Director", "HR Director", heads of workshops, heads of departments.
- Grassroots - heads of primary, grassroots divisions - heads of sections, laboratories, sectors, foremen
Main functions of management
Organization
The process of creating an enterprise structure and performing its functions by its employees:
- Determine the structure and subordination of departments
- Determine the place, time of production, routes of its movement at the enterprise.
Planning
The process of studying and solving the problems of the future: determining the goals of the organization's activities, and how to achieve them.
- Strategic - determination of the main directions of development for 10-15 years.
- Medium-term for 3-5 years (concretization of the tasks of strategic plans).
- Current planning for up to 1 year (broken down by quarters, covering all aspects of activity)
Efficient work organization
- Organizational methods are the establishment of links and relationships between the positions of employees. These methods are passive. They provide staff development and streamline management.
- Administrative Methods- this is the management and regulation of the activities of personnel on the basis of orders, instructions, specific tasks. These methods may be accompanied by rewards and penalties for successful or unsuccessful performance. Three forms of manifestation of these methods are possible: Mandatory prescription, conciliatory (consultation, compromise), recommendations (advice, prescription).
- Economic Methods– indirect impact on the control object. These methods do not work automatically, it is difficult to determine the strength of their influence on the result. With their help, material incentives are carried out, they can act as planning, analysis, pricing, financing, providing economic independence.
- Psychological methods- encouraging employees to efficient operation through psychological influence. Aimed at creating a favorable climate in the team.
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“When there is no agreement among the comrades, their business will not go well ...” I.A. Krylov The term management (from the English management - the art of riding around horses) appeared in a meaning close to modern with the beginning industrial revolution 18-19 centuries in England, and then spread throughout the world.
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MANAGEMENT is the activity of managing an enterprise in a market environment. The ability to achieve goals, using the work, intelligence and motives of other people's behavior. Control.
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Management as a type of activity has several meanings Production personnel management Enterprise management Organization of production in market conditions
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Objects and subjects of management information management production finance personnel market innovation supply and sales Objects of management The subject of management is a specialist manager
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OBJECTIVES OF MANAGEMENT To stimulate and guide people so that they act within the framework of the task entrusted to them, while understanding all the relationships, causes, consequences of their actions and decisions. To unite the actions of all people within the organization so that merging these actions turn into an effective business of the company. make what you want possible, and then real.
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Stages of management development Ancient (7 thousand years BC - 18th century) Industrial (1776 - 1890) Systematization (1890 - 1960) Information (1960 - our time)
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SCHOOLS OF MANAGEMENT Scientific school (classical) Behavioral and human relations school (neoclassical) School of management science (modern)
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SCIENTIFIC SCHOOL (1890-1920) Theory scientific management main Frederick Taylor - The cost of production calculated mathematically; - Created a rational labor system: timing, norms, breaks for rest; - Each employee should be assigned the job for which he is best suited; - Wage paid to a person, not a place; - The employee needs to be stimulated to increase labor productivity; - First highlighted ff controls. Theory of administrative management osn. Henri Fayol Management is a universal process consisting of interrelated ff. Management principles: Division of labor. Authority and responsibility. Discipline. Unity of command. Staff remuneration. Order. Justice. Corporate spirit, etc. Formulated ff management.
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Behavioral and Human Relations School (1930-1950) Mary Parker Follet and Elton Mayo are considered to be the founders of the development of this school. If the organization of labor is rational and efficient, then labor productivity is influenced by social and psychological factors. People are very responsive to: prosperous morally - psychological climate; concern from management. The forces that arise between people can exceed the efforts of leaders. Sometimes employees react more strongly to pressure from their colleagues than to the desire of management and material incentives. If the management takes care of their employees, then the level of job satisfaction increases, and this leads to an increase in labor productivity.
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The behavioral approach to management is based on helping the employee to realize his own capabilities. The attention given to workers gives them status and a sense of worth. The motivational approach is that the basis of the motives of human behavior is needs. The founder of this approach is Abraham Maslow, who created the hierarchy of needs.
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SCHOOL OF MANAGEMENT SCIENCE There are 3 main approaches to management: process system situational
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Process approach Based on the fact that management is a continuous chain of functions. Management functions are united by connecting processes: Communications Decision making
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System approach Based on the fact that an organization is a system, that is, a single whole, consisting of interrelated parts. The system can be: a) open Interacts with external environment; Has the ability to adapt to changes in the external environment. b) closed Has rigid fixed boundaries; All actions are relatively independent of external factors.
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Situational Approach A situation is a set of circumstances that strongly affect an organization at a given time. The leader must: be familiar with the management process; be able to foresee the probable consequences (+ and -) from the application of any technique in a particular situation; be able to correctly interpret the situation, highlight important factors; be able to select specific techniques that would cause the least negative effect and give the least disadvantages in a given situation.
Management functions
Slides: 9 Words: 245 Sounds: 0 Effects: 60The essence of management. Key concepts. Management Manager Basic functions of management Management functions Hierarchy of management. Management. XX century. Manager. The main functions of management. Planning. Organization. Motivation. Control. Management process. Communications (feedback). Management functions: Organization. Motivation. Planning. Hierarchy of control. Institutional level. managerial level. Technical level. - Management functions.pptx
Management
Slides: 29 Words: 1538 Sounds: 0 Effects: 0Fundamentals of management. Basic concepts. Basic concepts of management. Meanings of the term "management". The subject of management. Management object. Model and roles of the manager. manager model. managerial roles. manager functions. Goals, objectives and principles of management. Management tasks. Management principles. Combination of specialization and universalization. Classification of management methods. General scientific methods. Modeling. Economic methods. Socio-psychological methods. Management functions. Planning tasks. Planning principles. Strategic planning. organization function. Management and leadership. - Management.ppt
Fundamentals of Management
Slides: 35 Words: 885 Sounds: 0 Effects: 0Fundamentals of management. Recommended literature. Additional literature. Introduction to management. Lecture plan. Management is the efficient and productive achievement of goals. Controls. The subject of study of management science is the relationship between people. A management method is a set (system) of management techniques. Management methods. Divisional position. Wage. Experience exchange. Management principles are a set of certain rules, regulations. Process approach to management. Basic control functions. The system is a certain integrity. System approach to management. - Fundamentals of Management.ppt
General principles of management
Slides: 37 Words: 1835 Sounds: 1 Effects: 4General principles of management. Management is at the same time a science, an art and a practice. Management. Stages of development of management theory. Prephase. School of Scientific Management. Taylor Frederick Winston. School of Administration ( classical school). Fayol Henri. Neoclassical School of Management. Behavioral School (School of Behavioral Sciences). School of system management (modern phase). Modern concepts of management. Process approach. Systems approach. Management systems. situational approach. Practical application of the situational approach. Theory of situational conditioning. - General principles of management.ppt
The study of management
Slides: 22 Words: 1665 Sounds: 0 Effects: 0Guide to the study of the course "Management". The evolution of managerial thought. History of management development. Organization theory. Organization goals. Forming interaction and building an organization. Management functions. Staff motivation. Linking processes in the organization. The essence of marketing. Product promotion methods. Attending lectures. Business games. Portfolio of a student in the course "Management". Portfolio by discipline. Portfolio structure in the discipline "Management". Criteria for evaluating learning outcomes. - Learning management.ppt
Management principles
Slides: 32 Words: 725 Sounds: 0 Effects: 124Economic development. Peculiarities economic development countries. Basic principles of management. Management. Business. The concept of management. Concept definition. Science and art of management. Management levels. Organization. Defining the structure of the firm. Types of organizational structure of firms. Supervisor. Planning. Management. Situation. Control. The concept of marketing. Marketing. Marketing principles. Stages of market research. Segmentation. The content of the market segmentation criteria. Market segmentation criteria. geographic segmentation. Market penetration. Pricing methods. - Principles of management.ppt
Organisation management
Slides: 63 Words: 3191 Sounds: 0 Effects: 4Organisation management. Statement of the task of the group. results requirements. Program development. General professional discipline. Management course. Studied specialties. specialty standard. Standards. Positions common to all programs. Accounting, analysis and audit. Accounting. Economist-manager. General theory management. Strategic and tactical plans in the management system. Bachelor of Management. Common core for all specialties. Topics we have selected. Course topics. Cybernetic bases of management. Management of socio-economic systems. Approaches to the definition of the essence of the concept of "management". - Organization management.ppt
Management approaches
Slides: 18 Words: 522 Sounds: 0 Effects: 0Integration of different approaches to management. Efficiency and quality of management. Analysis of the theory. Scientific approaches. Systems approach. Structural approach. marketing approach. functional approach. Reproductive-evolutionary approach. normative approach. Integration approach. A complex approach. dynamic approach. Process approach. Optimization approach. directive approach. behavioral approach. - Approaches in management.pptx
Management issues
Slides: 48 Words: 1754 Sounds: 0 Effects: 51The use of scientific knowledge in management. the world. Management. Problems. Solution to the problem. Questions. desired state. How to formulate problems. Problems do not exist in isolation from context. A look at the situation. How and why. Why exactly. How to solve problems. Synthesis methods. empirical synthesis. Thesis. dialectical synthesis. Antithesis. hermeneutic synthesis. Behavioral motives. metaphorical synthesis. Employee behavior. Critical synthesis. Contract relations. Study. Reactive research. Solutions. Proactive research. Organization theory. Basic philosophical problems. - Problems of management.ppt
Modern management models
Slides: 13 Words: 992 Sounds: 0 Effects: 0management models. Methodological approach. Japanese management model. The main characteristics of the Japanese model. American model of management. The main characteristics of the American model. European model of management. The main characteristics of the European model. Arab model of management. Arabic style of management. Individual. Menny world. - Modern management models.pptx
Management in Russia
Slides: 17 Words: 487 Sounds: 0 Effects: 55Specificity of management in Russia. Features of the formation of the national management model. The structure of the national Russian model of management. Requirements for the national management model in Russia. The main types of management. survival strategy. Features of the personnel component. The main directions of the production strategy of survival. Components of an investment survival strategy. Market strategy in conditions of survival. stabilizer system. Strategy evolution Russian enterprises. Contemporary crisis management. Changing goals. Russian experience. Restructuring planning scheme. - Management in Russia.ppt
nursing management
Slides: 46 Words: 2278 Sounds: 0 Effects: 0Management in nursing. The concept of "management". A set of principles, methods, means and forms of enterprise management. Management. Rating of representatives of various professions. Every cook can run the state. Successful organization management. Schools of Management. School of Scientific Management. Proper organization of work. Administrative or classical school. Principles of management by Harrington Emerson. Norms. To manage means to predict and plan. Henri Fayol's principles of management. Subordination of personal interests to the general. Order. School of Human Relations. -
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The essence of management Key concepts
Lecture plan: Management Manager Basic functions of management Management functions Hierarchy of management
Management Management is a set of methods, means and forms of management modern production in order to increase its efficiency, increase profits
Management The founder of management - F. Taylor (1911 - "Principles of scientific management") The father of management - Henri Fayol (developed 14 universal principles of management) In Russia, management as a science took shape in the 30-40s. XX century.
Manager A manager is a person professionally engaged in managerial activities, empowered to make management decisions and implement them. The goal of a manager is to ensure the stable competitiveness of the company.
The main functions of management Management is the process of planning, organizing, motivating and controlling, necessary in order to formulate and achieve the goals of the organization planning organization motivation control Management process communication (feedback)
Management functions: organization motivation control is the formation of the management goal, the choice of ways and methods to achieve this goal planning is the creation optimal structure management aimed at achieving the organization's goal is a set of methods that stimulate employees to the most effective work this is a system for regulating the activities of employees to perform work of a certain quantity and quality
Management hierarchy development and implementation of the organization's strategy, making important decisions (company president, minister, rector) monitoring the work of lower managers and transferring information to senior managers (heads / heads of departments, deans, etc.) monitoring the implementation of production tasks, the use of resources: raw materials, equipment, personnel (heads of sections, foremen, etc.) Institutional level Management level Technical level
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Historical trends in the development of management Management schools and concepts
Lecture Plan: Scientific Management Classical (Administrative) School Universal Principles A. Fayol School of Human Relations "Pyramid of Needs" A. Maslow School of Behavioral Sciences
Scientific management Founders of the school of scientific management (1885 - 1920) F. Taylor (founder of management) and F. and L. Gilbreth 1911 - Taylor publishes the book "Principles of Scientific Management" Key points: By using observation, measurement, logic and analysis, many manual labor operations can be improved and made more efficient. 15)
Classical or administrative school Time of existence 1920 - 1950 Founder Henri Fayol (father of management) Fundamentals: Emphasizing management as special kind activities Management activities include the following mandatory functions: planning, organizing, directing, coordinating and controlling The success of any organization depends on the 14 principles of management Henri Fayol (1841-1925)
Universal principles of management 1. division of labor 2. authority and responsibility 3. discipline 6. subordination of personal interests to common interests 7. centralization 4. unity of command 5. unity of leadership 8. chains of interaction 12. equality 11. stability of personnel 10. order 9. remuneration of personnel 13. corporate spirit 14. initiative
School of Human Relations The School of Human Relations originated in the 20-30s. XX century Creators - Elton Mayo, Mary Parker Follett and Abraham Maslow Key points: A person's behavior at work and the results of his work directly depend on the social conditions in which he is at work Motivations for people's actions - their needs that can be satisfied with the help of money If management takes great care of employees, then their level of satisfaction increases, which leads to an increase in labor productivity
"Pyramid of Needs" by A. Maslow physiological existential social recognition self-expression primary secondary Satisfying the needs located at the bottom of the hierarchy makes it possible to recognize the needs located higher in the hierarchy and their participation in motivation. Abraham Maslow (1908-1970)
School of Behavioral Sciences The School of Behavioral Sciences emerged in the 1950s Founders: D. McGregor, Herzberg, Liker This school studied various aspects of social interaction, motivation, the nature of power and communication in an organization, leadership, changing the content of work, the quality of work life The School of Behavioral Sciences has significantly departed from the school of human relations in methods of establishing interpersonal relationships Frederick Herzberg
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External and internal environment of the organization Model of the influence of the external environment on the organization
Lecture plan: 1. External environment of impact: Environment of direct impact Environment of indirect impact Characteristics of the external environment of the organization 2. Internal environment of the organization 3. Model of the influence of the external environment on the organization
Environment of direct impact organization competitors consumers suppliers unions legislation
Environment of indirect impact organization policy STP economics socio-cultural environment international events
Characteristics of the external environment of the organization: interconnectedness of factors - the strength with which a change in one factor affects others complexity - the number of factors that significantly affect the organization mobility - the relative rate of change in the environment uncertainty - the relative amount of information about the environment and confidence in its relevance
The internal environment of the organization the goals of the task with the technology staff people The specific end state, the expected result that the organization seeks to achieve The prescribed work that must be performed in a specified way in certain period The relationship between management levels and functional areas that allows the most effective achievement of the organization's goals A means of converting input resources into the final desired products or services People are the basis of any organization, create its product, shape the culture of the organization
Model of the influence of the external environment on the organization The purpose of the organization technology personnel structure tasks the impact of suppliers and technologies the impact of the socio-cultural sphere the impact of the economy and competitors the impact of legislation and policy Input resources result
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Management efficiency
The concept of efficiency Management efficiency is when the entire management process, from goal setting to the final result of the activity, should be carried out at the lowest cost or with the greatest efficiency.
The concept of effect The effect is the result of the implementation of measures aimed at improving the organization as a whole. Components of the management effect: economic; socio-economic effect; social effect.
The components of the success of the organization are the ability to survive, the effectiveness and efficiency of the practical implementation of the decisions made.
Key Performance Indicators 1 . Share of management costs. 2. Economic efficiency of management. 3 . The ratio of the headcount of the administrative apparatus to the headcount production staff. 4 . The ratio of linear and functional staff management. 5 . The financial position of the enterprise.
Indicators social efficiency Timeliness of order fulfillment Completeness of order fulfillment Rendering additional services After-sales service
Economic efficiency indicators The share of administrative and management expenses in the total amount of the organization's expenses The share of the number of managerial employees in the total number of employees in the organization The norm of manageability
Management efficiency. The concept of management effectiveness is the ability of the management system to ensure the achievement of final results that create conditions for sustainable development organizations.
Management is effective if: The organization has achieved the final results These results are commensurate with the needs A certain need for the results of the organization's activities has been identified Performance has been achieved for each type of functional management
Necessary qualities of a manager successful management The ability to lead Communication skills Charisma The ability to form a team Endurance The ability to navigate in an environment Intuition The ability to get out of conflict situations Diplomacy The ability to quickly integrate the team The ability to negotiate The ability to use the capabilities of people for the benefit of the organization
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Essence and methods of planning and forecasting Planning and forecasting in the management system
Lecture outline: Concepts of forecasting and planning Why is forecasting difficult? Planning classification criteria Techniques and types of planning Planning as a managerial decision Forecasting methods
The concepts of forecasting and planning Forecasting is a look into the future, an assessment possible ways development, the consequences of certain decisions Planning is the development of a sequence of actions that allows you to achieve the desired Planning consists in a systematic search for opportunities to act and in predicting the consequences of these actions in given conditions
Why is it difficult to predict? difficult to predict due to the existence various kinds uncertainties: lack of knowledge about natural phenomena and processes of uncertainty associated with the immediate environment of the company (primarily partners and competitors of our company) uncertainties at the country level (future market situation in the country) external economic uncertainties (foreign partners)
Criteria for classifying scheduling by content in aspect entrepreneurial activity by areas of operation by coverage general operational partial targeted tactical strategic potential finance marketing finance production short-term medium-term long-term contour global detailed by degree of coverage by subject (object) of planning
Techniques and types of planning Distinguish: sequential planning (a new plan is drawn up after the expiration of the previous one) rolling planning (after part of the validity period of the previous plan, it is revised for the remaining period and a new one is drawn up for the period after the end of the entire period of the previous one, etc.) rigid planning (all goals and activities are specifically indicated) flexible planning (the possibility of ambiguous conditions and revision of the plan taking into account them is taken into account)
Planning as a management decision. Stages of planning 1. Goal setting (goal setting) What exactly does your company want to achieve? Which way seems to be the best? 2. Selection, analysis and evaluation of ways to achieve the set goals 3. Drawing up a list of necessary actions How close are the real results to the planned ones? 4. Drawing up a program of work (action plan) What exactly needs to be done to achieve the goals? 8. Monitoring the implementation of the plan, making necessary changes if necessary 6. Analysis of the developed version of the plan 5. Analysis of resources In what order should the actions outlined at the previous stage be carried out? 7. Preparation detailed plan Actions Does the developed plan solve the tasks set at the first stage? What resources will be needed to implement the plan? It is necessary to detail the developed plan, choose the deadlines for the work, calculate the necessary resources.
Forecasting methods All forecasting methods (there are more than 100 of them) can be divided into two groups. The most widely used are brainstorming interview methods of collective expert surveys scenario method unformalized (heuristic) formalized individual expert assessments collective expert assessments scenario writing modeling extrapolation methods
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Concept and types of organizations Characteristics of organizations
Lecture plan: Types of organizations and their structures Types of organizations for interaction with the external environment Types of organizations for the interaction of departments Types of organizations for interaction with a person
Types of organizations and their structures Each organization is a rather complex system, which can be described by defining the nature of interaction at each of its levels levels "organization - external environment" "unit - division" or "group - group" "individual - organization" mechanistic type of organization individualist organization corporate organization organic type of organization traditional type of organization divisional organization matrix organization
Types of organizations for interaction with the external environment The mechanistic type of organization is characterized by: The term "mechanistic" indicates that the organization is designed like a machine mechanism designed for productive operations This type is effective in the use of routine technologies (low uncertainty about when, where and how to do work) and there is an uncomplicated and non-dynamic external environment The use of formal rules and procedures A rigid hierarchy of power Centralized decision-making narrowly defined responsibility for work
Types of organizations by interaction with the external environment The term “organic” indicates that the organization is arranged like a living organism This type is effective when using non-routine technologies (high uncertainty about when, where and how to do work) and there is a complex and dynamic external environment organic type of organization is characterized by: weak or moderate use of formal rules and procedures decentralization and participation of workers in decision-making broadly defined responsibility for work by a small number of levels of hierarchy flexibility of power structure
Types of organizations for the interaction of departments Traditional organization The basis of this scheme is the linear divisions that carry out the main work and serve the functional divisions created on a "resource" basis plant director finance personnel planning supply development of products production sales of products Scheme of a linear functional organization
Types of organizations for the interaction of departments CEO Finance Human Resources R&D Plan Automobile Plant Refrigerator Plant Supply Production Production Accounting Sales Planning Supply Accounting Sales Planning Shop 3 Shop 4 Shop 1 Shop 6 Shop 5 Shop 2 Shop 1 Shop 2 Shop 3 Shop 4 Shop 6 Shop 5 Divisional organization This scheme is widely used in multi-product production environments or in multinational companies where territorial disunity forces country offices to autonomize.
Types of organizations for the interaction of departments Matrix organization This type of organization is characterized by the following elements: project management, temporary target groups, permanent complex groups Project manager "C" Project manager "B" Project manager "A" Head of production services Head of development services Head of marketing services Head of organization Project coordinator Functional part Project part
Types of organizations in terms of interaction with a person The main characteristics of corporate and individualistic organizations corporate individualist Monopoly and standardization in the activities of the organization The principle of majority or seniority in decision-making A person for work Dominance of hierarchical power structures Creation and maintenance of scarcity of opportunities and resources with their centralized distribution Combination of competition and cooperation in the activities of members or groups The principle of minority or veto in decision-making Work for a person The principle of linking the interests of all members of the organization Search for opportunities and additional resources
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Motivation of activity in management
Basic concepts Motivation is a set of internal and external driving forces that induce a person to activity aimed at achieving certain goals. Needs are internal state person, reflecting the physiological and psychological deficiency of something.
Basic Concepts A motive is something that causes certain actions of a person. Incentives - act as levers of influence or carriers of "irritation" that cause the action of certain motives.
Scheme of the motivational process 1. Emergence of needs 2. Finding ways to eliminate needs 6. Eliminate needs 5. Taking action for a reward 4. Taking action 3. Determining the direction of action
Maslow's hierarchy of needs theory Key ideas: unsatisfied needs motivate a person to action, satisfied ones do not motivate people; the higher the position of the needs in the hierarchy, the fewer people they become motivators of behavior.
Maslow's pyramid of needs
Disadvantages of Maslow's Concept Ignoring individual features people and the influence of situational factors; assumptions about the possibility of moving from one level of needs to another only in the direction from the bottom up; the assertion that the satisfaction of the upper group weakens the impact on motivation.
Alderfer's ERG theory Alderfer, like Maslow, considers the need for a hierarchy, but considers it possible to move from one level to another in any direction.
Alderfer's ERG theory (need groups) Existence needs Communication needs Growth needs
Scheme of ascent and reverse entry down the Alderfer's hierarchy of needs The process of satisfying needs is a movement up through the levels of needs. The process of frustration is a defeat in the desire to satisfy a need. Needs for growth Needs for connection Needs for existence
D. McClelland's concept of motivation (the theory of acquired needs) The author highlights: the need for success (a person's desire to achieve goals more effectively than before); n the need for involvement (establishing good relations with others, receiving support from them); n need for power: seek power for the sake of domination seek power for the sake of solving group problems.
Herzberg's theory of two factors The author showed that both satisfaction and dissatisfaction of needs affect people's behavior. The leader must first remove dissatisfaction from employees, and then seek satisfaction.
Need groups Motivating (in recognition, success, promotion, etc.) “Hygienic” (related to working conditions)
Scales for assessing the degree of satisfaction of needs "Satisfaction - lack of satisfaction" (satisfaction of motivating needs stimulates labor activity, dissatisfaction does not demotivate). “Dissatisfaction - lack of dissatisfaction” (dissatisfaction of “hygienic” needs reduces incentives to labor activity, but satisfaction does not fully activate it).
Influence of motivational factors on people's attitude to work Factors of productivity increase Make work better, % Make work more attractive, % Both together, % Good chances of promotion 48 22 19 Good earnings 45 22 22 Work that requires the development of abilities 40 22 20 Difficult and difficult work 38 30 15 Work that requires independent thinking 32 33 17 Interesting work 36 35 18 Work that requires quality 35 31 20 Recognition and approval of good work 41 34 17
Influence of hygiene factors on people's attitude to work Factors that increase the attractiveness of work Make work better, % Make work more attractive, % Both, % Calm work 13 61 15 Availability of information 21 49 16 Good management 19 52 12 Quiet and clean environment 12 56 2 Flexible working hours 18 49 15 Convenient location of the workplace 12 56 12 Additional benefits s 27 45 18 Fair distribution of tasks 21 45 8 Good team 17 54 13
W. Vroom's expectation theory He believed that in addition to conscious needs, a person is driven by the hope of a fair reward. Valence - the degree of attractiveness and priority for a person to achieve goals. Expectation is people's perception of the extent to which their actions will lead to the desired result.
Components of successful motivation based on the theory of expectations Valuable reward Clear statement of the problem Availability necessary conditions labor Single-linkedness between result and remuneration Ensuring feedback between leader and subordinates.
Schematic representation of the theory of expectation Valence of the result Valence of the result Expectation of the results of the second level Expectation of the results of the second level EFFORT PERFORMANCE REWARD PUNISHMENT
The theory of justice by J. Adams The author argues that a person's motivation is influenced by the fairness of assessing his success in comparison with both previous periods and the achievements of other people. Individual income = Income of others Individual costs = Costs of others
The theory of justice by J. Adams A positive role is played by: open discussions of controversial issues; exclusion of secrecy regarding the amount of remuneration; creation of a favorable moral and psychological climate.
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Control
Definition Control is the assurance that an organization achieves its objectives. Standards are specific goals for which the process is amenable to change.
Main components of the control process Setting standards Measuring actual results Making adjustments (if necessary)
Types of control 1. Preliminary 2. Current 3. Final
Areas of use of preliminary control 1. Human resources 2. Material resources 3. Financial resources
Functions of the final control The final control gives the management of the organization the information necessary for planning if similar work is supposed to be carried out in the future The final control contributes to motivation
Control process model (by exclusion) Planning Performance indicator Scale of acceptable values Communication of data to employees Evaluation of the significance of information Compare results with standards Review standards Are standards realistic? Have the goals been achieved? Correct the deviation What is the reason for the deviation? Do nothing yes yes no no
Stages of the control process 1. Establish standards and criteria 2. Compare real reserves with standards and criteria 3. Take the necessary corrective actions: - do nothing - eliminate deviations - revise the standard
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Solutions. Solution types
A decision is a choice of an alternative. Decision making is an integral part of managing any kind of organization. A problem is a situation where the set goals are not achieved. Key Concepts
Types of decisions 1. Organizational decision: programmed non-programmed 2. Compromises 3. Intuitive decision 4. Judgment based decision 5. Rational decision
Stages rational decision problems 1 - diagnostic problem; 2 - formulation of restrictions and criteria; 3 - identification of alternatives; 4 - evaluation of alternatives; 5 is the final choice. 1 2 3 5 4
Explanations (stages of rational solution) Diagnosis of the problem - the need to collect and analyze the required external and internal information. Restriction of decisions is determined by the top management, narrowing the powers of all members of the organization. Decision criteria are the standards by which alternative choices are evaluated.
Explanations (stages of a rational decision) Evaluation of alternatives - determination of the advantages and disadvantages of each of the decisions, as well as the possible consequences. The choice of alternatives is a careful definition of the problem, after which the manager selects the alternative with the most favorable consequences.
Explanations (types of decisions) An organizational decision is a choice that a leader must make in order to fulfill the duties due to his position. Compromises are the decision that, taking into account all factors, seems to be the most successful in terms of the final result.
Explanations (types of decisions) An intuitive decision is a choice made only on the basis of a feeling that it is correct. A judgmental decision is a choice based on knowledge or experience.
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POWER, LEADERSHIP AND MANAGEMENT
The concept of leadership Leadership is the ability of a person to influence people and thereby direct their actions to achieve specific goals.
Leadership qualities Honesty High intelligence Ability to understand people Stability of views Self-confidence Modesty in everyday life Erudition
The difference between a leader and a manager Leader Manager Innovator Administrator Inspires Works on own goals Works on the goals of others Vision is the basis of action Plan is the basis of action Relies on people Relies on the system Uses emotions Uses arguments Trusts Controls Gives impetus to movement Keeps moving Enthusiast Professional Turns decisions into reality Makes decisions Does the right thing Does the right thing Adore Respect
The concept of power Power is the potential or actual ability to influence other people. Influence is the result of a change in the employee's behavior by the manager in the course of interaction with him.
Types of power organization Sole (carried out by one person) Collective (carried out by a group) Collegial (carried out by one person, taking into account the general opinion)
Administrative power (based on coercion) Positive sides: Allows you to achieve fast results Easy to use Negative sides: High staff turnover Decreased qualifications of employees Lack of loyalty among subordinates Falsified reporting by staff
Types of power Formal - this is the power of the position (not related to the personal qualities of the owner). Real - also depends on the degree of recognition of its owner by others.
Power based on remuneration Positive aspects: Long-term influence on the staff Development of its business activity Formation of positive attitudes towards the manager Negative side: There is a possibility of errors in the actions of the manager (financial economic, etc.)
Expert power (based on the high professionalism of the manager) Positive aspects: Guarantee of high work efficiency Use of low-paid labor Clear professional responsibility of the manager Negative aspects: Effective until the first mistake of the manager Poor feedback from the staff Low level of power
Reference authority (based on personal example) Positive aspects: High labor intensity of the staff Fast implementation management decisions Low degree of conflict in working groups Low remuneration costs Negative aspects: Absence of democratic control procedures Disorganization of management in the absence of a manager No acceptability of management
Legitimate authority Positive aspects: Stability of management Conflict-free management Quick decision-making Predictability of personnel behavior Negative aspects: Decrease in labor activity Poor adaptation to changes in external and internal environment Creative approach to work is not stimulated
Leadership styles Leadership style is quality characteristic activities of the leader, ways of his influence on the performers. The subordination style is a set of actions of employees related to the fulfillment of tasks set by the manager.
Authoritarian style of management Indicator Authoritarian style of management Decision-making method Solitary way of influencing personnel Order Responsibility On the head Initiative of performers Allowed Preferred employees Executive, submissive Manager's attitude to contacts Keeps a distance Relationship to personnel Rigid, demanding Requirement for discipline Formal, rigid Methods of incentives Administrative Atmosphere Tense Discipline Blind Interest in work Low Features of the labor process High intensity
Democratic leadership style Indicator Democratic leadership style Group decision making Method of influencing staff Proposal Responsibility In accordance with authority Initiative of executors Encouraged and used Preferred employees Qualified Manager's attitude towards contacts Actively supports Attitude towards personnel Benevolent demanding Demand for discipline Reasonable incentives Economic Atmosphere Free discipline High Interest in work High Features labor process High quality
Liberal leadership style Indicators Liberal/bureaucratic Method of decision-making by individuals or groups Method of influencing personnel Request, persuasion / threats Responsibility On executors Initiative of executors Prevails Preferred employees Initiative, creative Attitude of the manager towards contacts Does not show initiative Attitude towards subordinates Mild, undemanding Discipline requirements Indefinite Ways of stimulation Moral / force Atmosphere Free / arbitrariness Discipline Conscious / low Interest in work High / none Features of the process there Creativity / indifference
Reasons for delegating work Through delegation, a subordinate can reveal his abilities. Failure to delegate leads to an overload of management and slows down the decision-making process.
To effectively delegate work, it is necessary to: Define responsibility and authority for each type of activity Avoid detailed instructions Do not draw conclusions for subordinates Encourage subordinates to take the initiative Calmly respond to some failures in the work of subordinates
Effective time management depends on: Proper planning of your time Operational organization labor process Successful communication activities
The concept of time planning Planning is preparation for the implementation of goals and the structuring of time. Planning every day for 10 minutes gives a daily 2-hour time savings.
Basic rules for planning personal time Make realistic action plans in writing; Fix goals in plans, not actions; Transfer what has not been done to the plan for the next period; Establish precise deadlines for all activities; Leave a certain amount of time as a reserve; When planning, think differently.
Workflow Organizations For Efficiency management activities it is necessary to properly build a manager's working day.
Rules for starting the day Review your day plan; Work should begin with the implementation of the most important tasks; Get down to business without swinging; Coordinate the plan of the day with the secretary.
Rules for the main part of the day Homogeneous tasks should be performed in series; Avoid unplanned activities; Keep a reasonable pace; Finish what you started; Control time and plans.
Rules for completing the working day Monitoring the results and self-control; Making a plan for the next day
Information and communication are the key moments of any management process and social relations. Managers spend about 80% of their time reading, talking on the phone, and in meetings. Information and communication
Rational Reading Conditions Sift the available material before processing it. Collect small texts into blocks for serial reading and processing.
Interference fast reading: Internal speaking Readable Return to reading passages Finger or pencil tracking Head movement (instead of eye tracking) Postures that are difficult to read External factors
To hold a meeting, you must: Specify the purpose of the meeting Outline the circle of participants Select the date and time of the meeting Most important questions discuss at the beginning During the meeting, it is necessary to double-check how the goals are achieved At the end - to summarize
Advantages telephone conversations Quick exchange of information Communication with the subscriber is established immediately Reduce paperwork Save money
Phone Conversation Tips Be Concise Avoid Conversations with Employees Important Information write it down Politely end the conversation once the goal is reached
Self-control Control (as a function of self-management) serves to optimize the work process. Control gives the experience of success, which has a positive effect on mood and motivation and contributes to the improvement of personal style of work.
Components of control
Necessary Questions for Self-Assessment Am I doing what I really need to do? Do I collect small cases into a single block? What happens if this goal is abandoned? How much time can be saved? What remains undone and why? What results have been achieved? What conclusions can be drawn for planning the next period?
Formation of a verbal image A verbal image is an opinion formed about you based on information: direct or indirect; conscious or unconscious; verbal or non-verbal.
Techniques for forming a verbal image are more positive to talk to people than to talk; it is necessary to take into account the personal interests of the interlocutors; do not forget to initiate a smile when talking with the interlocutor; bolder to overcome some social taboos.
Positive image Components of the image of a business person: the impression that he makes ( appearance, speech, manners, people and things around him) his business qualities.
Techniques for establishing contact smile, friendly look; greeting, including a handshake and words; addressing a partner by name, patronymic, exchange business cards; manifestation of friendly disposition; emphasizing the importance of the partner and the company he represents.
Self-Confidence 1. Stop criticizing yourself. 2. Stop complaining. 3. Get in shape. 4. Get independent. 5. Look at the world positively.
Typical signs of a person who is "closed" to others: he is afraid, indecisive, he lacks faith in his own strength; he is a pessimist, distrustful, counts only on the bad; he rarely laughs and shows his joy, rarely says "thank you"; he often refuses, more often says "no" than "yes"; he often acts fussy, nervous, irritable;
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Conflict management
Definition Conflict is a clash of opposing interests on the basis of rivalry, empathy, confrontation.
Types of conflict Functional (leads to an increase in the efficiency of the organization, gives Additional information about the problem and how to solve it). Dysfunctional (results in decreased personal satisfaction and reduced organizational effectiveness).
Intrapersonal; interpersonal; Between the individual and the group; Intergroup conflict. Main types of conflict
The main causes of the conflict 1. Distribution of resources; 2. The relationship of interdependent tasks; 3. Differences in purpose; 4. Differences in ideas and values; 5. Differences in behavior and life experience; 6. Dissatisfied with communications.
Model of conflict as a process Possibility of conflict resolution Source of conflict Conflict occurs Functional and dysfunctional consequences of the conflict Reaction to the situation Conflict does not occur Conflict management Management situation
Structural methods of conflict resolution 1. Clarification of job requirements; 2. Coordination and integration mechanisms; 3. Corporate overarching goals; 4. Structure and system of rewards.
Conflict Resolution Styles Avoidance Smoothing Method Coercion Compromise Problem Solving
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