Currently, any production activity in an enterprise is based on specialization and division of labor. Management activities are no exception. It specializes in management functions.
Control function - these are certain types management activities, allocated in the process of specialization of managerial labor.
The main functions of management were formulated back in 1916 by A. Fayol in his work "Basic features of industrial administration". In it, he showed that managing means predicting and planning, organizing, coordinating and controlling.
IN modern science management distinguishes the following main management functions:
- planning;
- organization;
- coordination;
- control;
- motivation.
Let's look at the specifics of each of them in more detail.
Planning
A. Fayol believed that planning is the main form of management. He wrote: “The most best program is not able to foresee all the extraordinary combinations of circumstances that may happen, but it partly takes them into account - it prepares the weapon that will need to be resorted to in unexpected circumstances.” Therefore, planning is making preliminary decisions before taking action.
Planning is to anticipate the goals of the organization, the resources needed to achieve them, and the results of activities.
Planning helps answer four important issues:
- What should the organization be?
- Where is the organization currently located?
- Where is she going to go?
- How, with the help of what resources can the organization’s goals be achieved?
Thus, planning includes:
- 1. Setting the goals of the organization and specifying them in the form of tasks.
- 2. Determining the source and methods of distributing the resources necessary to solve problems.
- 3. Development of the organization's management structure.
- 4. Creation of coordination mechanisms to coordinate the actions of performers.
American management theorist R. Ackoff, in the 1980s. who developed the interactive planning methodology, identified several approaches to planning that have developed in management practice:
1. Reactive approach.
The essence of this approach is to identify problems that arise at the lower levels of the organization and plan to solve these problems. Divisional plans, representing ways to eliminate deficiencies and threats, are transferred to a higher level of management, and so on until the highest level, at which a corporate plan is created. This approach, therefore, is tactical and does not lead to fundamental changes in the organization, but rather contributes to the conservation of the existing situation.
R. Ackoff sees another disadvantage of reactive planning in the fact that such planning is carried out by various parts of the organization independently of each other, thereby ignoring the fact that the organization is a system. Many organizational shortcomings appear as a result interactions its parts, and not the actions of each part separately.
2. Proactive approach.
Such planning is strategically oriented. It involves two aspects: foresight and preparation. Strategic planning is carried out at the highest level of management (foresight), and tactical issues related to implementation general plan, are under the responsibility of middle and lower level managers (training). The latter form action programs that are sent to a higher level, where they are adjusted and coordinated with the overall development program of the organization.
Function(literally - action) in relation to management characterizes the types of management activities that arise in the process of division and specialization of labor in the field of management.
M. Meskon identifies four general management functions: planning, organization, motivation and control. These functions have two General characteristics: They all require decision making, and all require information exchange, i.e. these two characteristics link all four management functions, ensuring their interdependence.
Planning function, according to M. Meskon, offers a decision about what the goals of the organization should be and what members of the organization should do to supposedly achieve these goals. The planning function answers the following three questions: Where are we now? where do we want to go? and how are we going to do this?
Function of the organization involves the formation of the structure of the organization, first the distribution and coordination of the work of employees, and then the design of the structure of the organization as a whole.
Motivation function is the process by which management encourages employees to act as planned and organized.
"Control function is the process by which management determines whether the organization is achieving its goals, identifies problems, and takes corrective action before serious damage occurs. Control enables management to determine whether plans should be revised because they are not feasible or have already been completed. This connection between planning and control completes the cycle that makes process management interrelated functions.
The internal life of an organization consists of a large number of different actions and processes. Depending on the types of organization, its size and type of activity, certain processes and actions may occupy a leading place in it, while some, widely carried out in other organizations, may be either absent or carried out minimally. However, despite the huge variety of actions and processes, a certain number of groups can be distinguished. O. S. Vikhansky, A. I. Naumov and others propose five groups of functional processes, which, in their opinion, cover the activities of any organization and which are the object of management by management.
Special functions of managing a specific resource are: production, marketing, finance, human resources, accounting and analysis. economic activity.
Production function assumes that the relevant services and managers at a certain level manage the process of processing raw materials, materials and semi-finished products into a product that the organization offers to the external environment.
Marketing function called through marketing activities for the implementation of the created product, link into a single process the satisfaction of the needs of the organization’s clients and the achievement of the organization’s goals.
Finance function consists of managing the process of movement of financial resources in the organization.
HR function is associated with using the capabilities of employees to achieve the goals of the organization.
Function of accounting and analysis of economic activities involves managing the process of processing and analyzing information about the work of an organization in order to compare the actual activities of the organization with its capabilities, as well as with the activities of other organizations. This allows the organization to identify issues that it needs to pay close attention to and choose the best ways to carry out its activities.
24. Planning function
Planning- this is the definition of a system of goals for the functioning and development of an organization, as well as ways and means of achieving them. Any organization cannot do without planning, since it is necessary to make management decisions regarding:
· resource distribution;
· coordination of activities between individual departments;
· coordination with the external environment (market);
· creating an effective internal structure;
· control over activities;
· development of the organization in the future. Planning ensures timely decisions, avoids hasty decisions, sets a clear goal and a clear way to implement it, and also gives the opportunity to control the situation.
In general, the planning process can be distinguished:
· goal-setting process (defining a system of goals);
· the process of combining (coordinating) goals and means of achieving them;
· the development process or the unity of the organization’s existing system of work with its future development.
Goal setting- this is the process of developing a system of goals, starting from the general goals of the organization and ending with the goals of its individual units. The result is a goal tree that underlies the entire planning process.
The mere presence of a goal does not mean that it will be achieved; the availability of appropriate material, financial and human resources is necessary. Moreover, the level of goal achievement often depends on the amount of these resources. For example, to create an enterprise in a certain industry, initial investments of at least No. million rubles are required. This financial resource must be available, and then a combination of the goal and the means to achieve it will be ensured. As a result of coordination, plans appear that combine activities to achieve goals, deadlines, means and performers.
To implement the planning process, it is also necessary to have an established organizational system. The organization’s work is aimed at achieving the target, and the result depends on how this work is structured and coordinated. Even the most perfect plans will not be implemented without the appropriate organization. There must be an executive structure. In addition, the organization must have the possibility of future development, since without this the organization will collapse (if we do not develop, then we die). The future of an organization depends on the conditions of the environment in which it operates, on the skills and knowledge of its personnel, and on the place that the organization occupies in the industry (region, country).
The entire planning process in an organization is divided into: strategic, tactical and operational levels.
Strategic planning- this is the determination of the goals and procedures of the organization in the long term, operational planning- This is an organization's management system for the current period of time. These two types of planning connect the organization as a whole with each specific unit and are the key to successful coordination of actions. If we take the organization as a whole, planning is carried out in the following order:
The mission of the organization is being developed.
Based on the mission, strategic guidelines or directions of activity are developed (these guidelines are often called qualitative goals).
An assessment and analysis of the external and internal environment of the organization is carried out.
Strategic alternatives are identified.
Choosing a specific strategy or way to achieve a goal. The answer to the question “what to do?”
Once a goal has been established and alternative ways to achieve it (strategies) have been selected, the main components of formal planning are:
tactics, or how to achieve this or that result (the answer to the question “how to do?”). Tactical plans and operational plans are developed based on the chosen strategy, they are designed for a shorter period of time ( tactical– for 1 year – a business plan for the development of the organization for one year, for example; operational plan- at the moment), are developed by middle managers;
policies, or general guidelines for action and decision making, that facilitate the achievement of goals;
procedures, or descriptions of actions to be taken in a particular situation;
rules, or what should be done in each specific situation.
Planning and plans
It is necessary to distinguish between planning and plans . Plan- this is a detailed set of decisions that are subject to implementation, a list of specific activities and their performers. A plan is the result of the planning process. Plans and planning have different variations and can be viewed from different perspectives.
By breadth of coverage:
corporate planning (for the entire company as a whole);
planning by type of activity (planning carpet production);
planning at the level of a specific department (workshop planning).
By function:
production;
financial;
personnel;
marketing.
By subfunction (for example, for marketing):
assortment planning;
sales planning.
By time period:
long-term planning - 5 years or more;
medium-term planning - from 2 to 5 years;
short-term planning - up to a year.
According to the level of detail of plans:
operational;
tactical planning.
If required:
directive plans for direct mandatory execution;
indicative plans, which are indicative and depend on indicators of economic, political, etc. activity.
The plan, as a result of planning for executors, is a directive document and must include both mandatory and recommendatory indicators, and with increasing planning periods, the number of indicative (recommendatory) indicators grows. This is due to the fact that when long-term planning the result cannot be determined absolutely precisely, since it depends on changes in business conditions and is probabilistic. Specific activities, goods, services and works, as well as structures, technologies and procedures can be planned. For example, planning the expansion of an organization, planning a more advanced technical process, or planning the launch of a product on the market.
There are three main forms of planning organization:
"top down";
"down up";
"goals down - plans up."
Top-down planning is based on the fact that management creates plans that their subordinates must carry out. This form of planning can give a positive result only in the presence of a rigid, authoritarian system of coercion.
Bottom-up planning based on the fact that plans are created by subordinates and approved by management. This is a more progressive form of planning, but in conditions of deepening specialization and division of labor it is difficult to create a unified system of interrelated goals.
Planning "goals down - plans up" combines the advantages and eliminates the disadvantages of the two previous options. Management bodies develop and formulate goals for their subordinates and stimulate the development of plans in departments. This form makes it possible to create a unified system of interrelated plans, since common goals are mandatory for the entire organization.
Planning is based on data from past periods of activity, but the purpose of planning is the activity of the enterprise in the future and control over this process. Therefore, the reliability of planning depends on the accuracy and correctness of the information that managers receive. Quality of planning in to a greater extent depends on the intellectual level of competence of managers and the accuracy of forecasts regarding the further development of the situation.
Function of the organization
Purpose of the organization's function- preparing and ensuring the implementation of planned actions and achievement of planned goals.
Work design - during it it is decided who should act and how. Design allows you to clearly identify and describe the area of work and ensure the implementation of the organization’s functions.
Work design includes the following stages:
1. Job analysis.
2. Setting its parameters.
3. Determination of the technology for performing the work.
4. Performers’ perception of the content of the work.
Purpose of Job Analysis- is to give an objective description of the work itself, i.e. its contents, its requirements and its environment or context. There are many job analysis techniques to help managers identify these three components of any job.
Depending on the chosen method of job analysis, the description of its content can be broad or narrow, i.e. may be a simple statement of what must be done, or a detailed explanation of each individual operation, each movement of the hand or body.
Functional Job Analysis (FAR) includes a description of:
What the worker does in relation to other workers and other jobs;
What methods and operations should be used;
What machines and equipment are used to perform this work;
What product/service is produced during the work process.
The first three positions are related to actions, the fourth - to the result of work. The FAR provides a job description based on the classification of jobs into each of the four positions. This method is widely used in practice for preparing so-called staffing schedules.
Job requirements reflect the qualities of an individual necessary for its implementation: skills, abilities, education, experience, health, upbringing and other individual qualities
To compile a list of these requirements in the conditions of a particular organization, the job analytical questionnaire (JAV) method is used.
DAV method involves describing the specified characteristics of an individual by analyzing the following work parameters:
Information sources important for performing the work;
Information processed and decisions made necessary to complete the work;
Physical actions and skills required to perform the job;
The nature of interpersonal relationships desirable for work;
the nature of the individual’s reaction to working conditions .
It is used for all types of work, including management. It serves as a basis for the preparation of qualification reference books.
The work context consists of physical, social and other factors external to the work that describe the conditions under which it must be performed, as well as the rights and responsibilities
Operating parameters are determined based on the results of its analysis.
Operating parameters include:
its scale;
complexity;
relationships in which its performer enters into with other employees.
Scope of work associated with the content of the work and represents the number of tasks or operations that the employee responsible for this work must perform.
Typically, the more tasks or operations a worker has to complete, the more time it will take.
Difficulty of work is predominantly qualitative in nature and reflects the degree of independence in decision-making and the degree of mastery of the process. Depends on personal characteristics the performer and the rights delegated to him for its implementation.
You can meet people who formally occupy the same positions in an organization, but perform work of varying complexity.
Relationships at work when designing it, the establishment of interpersonal connections between the performer of the work and other employees both regarding the work itself and in connection with other types of work in the organization.
Perception of job content characterizes it from the point of view of an individual performer’s understanding of its nature. There is a difference between the objective and subjective properties of work, as reflected in people's perceptions. To improve the outcome of work, it is necessary to change the perception of the content of the work. Changes may concern job design, personal qualities or the social environment, i.e. everything that influences the perceived content of the work.
A number of methods are used to measure perceived job content in different settings. These are usually self-administered questionnaires that measure perceptions certain characteristics work.
Americans R. Hackman and E. Lawler identify 6 such characteristics: variety, autonomy, completeness, effectiveness, interaction and sociability
Diversity- the level of variety in the set of operations or the level of variety of tools and processes used in performing the work.
Anonymity- level of independence in making decisions on planning one’s work, as well as choosing the means to carry it out.
Completeness - the level of bringing the created product (service) to the final result within the framework of this work.
Efficiency(feedback) - the level of awareness of the performer through work about the effectiveness of his actions.
Interaction- the level of interaction required from the performer with other workers to complete the work.
Sociability- the level to which the work allows the performer to communicate with colleagues and establish informal friendships.
Technology– these are actions, knowledge, methods and physical objects (equipment) used in work to obtain a result (product or service).
The relationship between technology and work design can be viewed in terms of:
the worker's knowledge of when and where work should be performed and how to perform it;
from the point of view of interdependence of works.
Informing the employee about when and where the work must be performed determines the degree of freedom in making decisions about the start and place of work.
Thus, the assembler on the conveyor has a very small degree of such freedom due to the fact that he must begin work with the start of the conveyor, which is his workplace.
Informing the employee about how the work must be performed, determines the degree of freedom in his choice of means (objects and methods) with the help of which the desired result should be obtained.
Thus, a designer in a design bureau apparently has a high degree of such freedom due to the fact that he creates something new and unknown. This type of situation typically requires experience, judgment, intuition, and problem-solving ability.
The third characteristic of technology that influences job design is interdependence of work in the organization- it determines the degree to which interaction takes place between two or more workers (or groups of workers) to ensure the accomplishment of the tasks assigned to them.
There are four types of work interdependence:
Folding
Sequential
Related
Group
Emerging interdependence occurs when an individual worker is not required to interact with other workers to complete the job as a whole.
Sequential Interdependence assumes that before one worker begins work, another must perform a series of operations that allow this to happen. What is the beginning of work for one is the end of work for another. Example: car production.
Related interdependence- a situation where the end of one person’s work becomes the beginning of another’s work, and vice versa.
Example: the work of a surgeon with assistants during an operation, a goalkeeper with a player on a football team, groups of different levels in decision making, etc.
This type of interdependence usually requires clarity and continuity in work.
Group interdependence is built on the simultaneous participation of all parties in a given action and, as it were, includes all previous interdependencies together.
The group approach is used when there is high uncertainty in the work and requires participants to have a high degree of cooperation and interaction, effective communication and the ability to make group decisions.
Job design models. Existing work design models in practice are divided into 3 groups depending on which work parameter (scale, complexity and relationships) is predominantly used or subject to change.
The choice of model is influenced by intra-organizational factors: management style, trade unions, working conditions, technology, culture and structure of the organization, incentive systems and work with personnel, etc.
The work design model includes the definition of such elements of the designed work as operations expected to be performed; methods used, time and place of work; performance indicators and the relationship between man and machine.
These elements are defined on the basis of Taylor's system of studying motion and time. The time for a work operation and the actions required to complete it are determined.
The basis for constructing work is specialization and efficiency of work performance.
Scale Up Model the number of operations or tasks performed by the employee expands.
Example: while assembling a car, a worker is tasked with installing not only springs, but also shock absorbers.
The goal of the model is to diversify and increase the attractiveness of work by adding job functions. In job design, the model is based on job despecialization, which allows us to establish a positive relationship between expanding the scope of work and job satisfaction.
Job Rotation - consists of moving an employee from one job to another and, accordingly, providing him with the opportunity to perform more diverse functions.
Job rotation is closely related to the job scope model because it is based on adding a variety of tasks to increase interest in the job.
Job Enrichment means adding to the work performed by an individual functions or tasks that make it possible to increase the responsibility of the performer for planning, organizing, controlling and evaluating his own work.
Enrichment refers to job dimensions such as job complexity and job relationships, which together make up the concept of job organization.
Functions of motivation.
Motivation- this is a set of driving forces that encourage a person to engage in activities that have a specific target orientation.
The process of motivation (motivation) is built around human needs, which are the main object of influence in order to encourage a person to act. In the very general view need- this is a feeling of lack of something, which has an individualized character despite the generality of its manifestation. Innate needs common to all people (primary needs) are called need. For example, the need for food, sleep, etc. Acquired (secondary) needs are associated with the existence of a person in a group, are more personalized in nature and are formed under the influence of the environment. For example, the need for respect, to achieve results, love, etc.
As long as the need exists, a person experiences discomfort, and that is why he will strive to find means to satisfy the need (relieve stress). An eliminated (satisfied) need disappears, but not forever. Most needs are renewed, while changing the form of manifestation, moving to another level of the hierarchy of needs. Needs are the main source of human activity, both in practical and cognitive activities.
A need realized and formulated by a person does not always lead to an action (motive) to eliminate it. For this you need certain conditions:
the presence of a strong enough desire to change the situation, to satisfy the need (I want...) at the level of sensations that it is impossible to live like this any longer. This condition is key and determines the direction of efforts to provide resources (material, financial, time) to carry out actions and develop abilities, knowledge, skills to meet needs (I can...).
Based on the above, the conclusion follows. Motivation- is the creation of conditions that influence human behavior.
The motivational process includes:
assessment of unmet needs;
formulating goals aimed at meeting needs;
determining the actions needed to satisfy needs.
Let's look at the elements of the motivation process in more detail.
Incentives act as irritants influencing the employee from the outside in order to motivate him to activity. Exposure to stimuli translates existing needs into motives, provided they correspond to each other.
As incentives may be individual objects, actions, other people, promises and obligations, opportunities provided, etc., that a person would like to receive for certain actions (production behavior).
But motivation to activity can come not only from the outside (stimulation), but also from the person himself (motive). Here, the source of motivation is the individual’s motivational structure, which is formed under the influence of personal factors, upbringing, and training. Motives are generated by the person himself when faced with a task or problem. For example, the motive of achievement, knowledge, etc. or the motive of fear.
Motive- this is what causes certain actions caused by a person’s own needs, emotions, and position.
The same motive can be generated, depending on the situation, both by external influence (stimulus - external motivation) and by internal motivational structure ( intrinsic motivation). For example: interest as a motive can be generated by natural curiosity and/or skillful actions of a leader.
There are two directions in finding a way to satisfy needs.
Finding a way to achieve success in fulfilling a need. This path activates human activity and gives actions a target orientation. Examples of motives that determine this way of realizing needs: interest, career, self-affirmation, etc.
Finding ways to avoid any circumstances, object or conditions makes a person inactive and incapable of independent action. The main motives for human behavior in this situation are anxiety and a feeling of fear.
Human behavior leads to a specific result that is evaluated. The degree of satisfaction influences a person’s behavior in similar situations in the future. At the same time, people tend to repeat those behaviors that are associated with need satisfaction and avoid those that are associated with dissatisfaction.
The main task of a manager- create and/or activate those personnel needs that can be satisfied within the framework of the enterprise (division) management system.
Effective personnel management involves a harmonious combination of incentives, motivation and satisfaction of employee needs, through influencing the content of various stages (elements) of the motivation process.
There are quite a large number of motivational theories that try to provide a scientific explanation for the phenomenon of motivation.
hierarchy of needs according to A. Maslow;
two-factor theory of F. Herzberg;
McClelland's three needs theory.
1. Abraham Maslow identifies 5 hierarchical levels of needs. Satisfaction of lower level needs leads to activation of higher level needs. So, for example, a well-fed person who feels safe develops social needs (the need for communication, love, etc.). Satisfying the needs for communication with the desired social group expands the possibilities of emerging and finding ways to satisfy the need for respect, etc. Therefore, the process of motivation through needs is endless.
The ways to satisfy primary needs are obvious and, as a rule, are associated with the organization (creation) of a system of material incentives. The higher and more diverse, according to L. Maslow, the level of needs of employees (their motivational structure), the more difficult it is to choose ways to satisfy them.
The manager requires a special approach to management creative people, which involves non-standard and varied solutions in the field of motivation.
It must be remembered that the possibility of influence on an employee by management is determined by the extent to which the manager is perceived in the eyes of employees as a source of satisfying their needs.
2. Frederick Herzberg All factors influencing human activity in a production situation were divided into motivating and “health” factors (hygienic factors).
Motivating factors contribute to an increase in the degree of job satisfaction and are considered as an independent group of needs, which can be generally called the need for growth: needs for achievement, recognition, work itself, etc.
Social needs
Give employees jobs that allow them to communicate.
Create a team spirit in your workplace.
Hold periodic meetings with your subordinates.
Do not try to destroy informal groups that have arisen if they do not cause real damage to the organization.
Create conditions for social activity of members of the organization outside its framework.
Respect Needs
Offer your subordinates more meaningful work.
Provide them with a positive feedback with the results achieved.
Appreciate and reward the results achieved by subordinates.
Involve subordinates in setting goals and making decisions.
Delegate additional rights and powers to subordinates.
Promote your subordinates up the career ladder.
Provide training and retraining that improves competency.
Self-expression needs
Provide subordinates with training and development opportunities that enable them to reach their full potential.
Give your subordinates a difficult and important work which requires their full commitment.
Encourage and develop creative abilities in subordinates.
"Health" factors- These are environmental factors in which work takes place. They can be seen as a need to eliminate/avoid difficulties. The absence of these factors causes a feeling of irritation and dissatisfaction. The presence of environmental factors ensures normal working conditions and, as a rule, does not contribute to the activation of human activity. For example, comfortable working conditions, normal lighting, heating, etc., working hours, wage, relationships with management and colleagues.
Conclusions:
Salary is usually not a motivating factor.
To eliminate the feeling of dissatisfaction, the manager needs Special attention pay attention to health factors. In the absence of feelings of dissatisfaction and irritation, motivating staff using “health” factors is useless.
After the employee is provided with everything necessary to achieve his goals, the manager must concentrate all his efforts on motivational factors.
3. McClelland's three-factor theory considers only three types of acquired needs that activate human activity: power, success, involvement.
There is a certain similarity between this theory and the theory of A. Maslow. The needs for power and success are characteristic of people who have achieved the satisfaction of the fourth level of the hierarchy of needs - the need for respect. The need for belonging is characteristic of people who have achieved the satisfaction of the third level of needs - social needs.
Unlike A. Maslow, McClelland believes that only the need for power is a motivational factor. Therefore, in practice, this theory is more applicable to people seeking to occupy a certain position in an organization.
Process theories of motivation.These theories are based on I. Pavlov’s concept that any human behavior is the result of the influence of a stimulus. Therefore, human behavior is influenced by restructuring (changing) the environment or process in which the person operates. A person’s behavior is also determined by the result (consequences) of the type of behavior chosen in a given situation.
The most popular procedural theories include:
Victor Vroom's expectancy theory;
S. Adams' theory of justice;
complex Porter-Lawler theory.
1. According to expectancy theory, motivation is viewed as a function of three types of expectations:
expected work result;
the expected reward from this result;
expected value of the reward.
The amount of effort a person puts into implementing the task assigned to him will directly depend on the assessment of the probability of success in completing the task, as well as the likelihood of receiving a valuable reward for his efforts.
The higher the degree of correspondence of actual events to expected ones, the greater the likelihood of repetition of this type of behavior.
Important practical implications are listed below.
When setting goals, the manager must clearly formulate the goal in terms of the result, as well as the criteria for evaluating the result.
To increase the likelihood of achieving a goal, the manager must provide conditions (organizational and resource) for successful implementation tasks.
It is necessary to distribute tasks among employees in accordance with their abilities and professional skills.
Only that reward will be of value to the employee that corresponds to his structure of needs.
Only the reward that follows the achieved result will increase motivation. Advance is not a motivating factor.
2. Theory of justice is based on the fact that a person subjectively evaluates the results of work and the remuneration received, comparing them with the results and remuneration of other employees. At the same time, the effort expended is also subject to subjective assessment.
If the reward is perceived as fair, production behavior is repeated; if not, then the following human reactions are possible:
reducing the cost of one’s own efforts (“I don’t intend to give all my best for such a salary”);
an attempt to increase remuneration for one’s work (demand, blackmail);
overestimation of one’s capabilities (decreased self-confidence);
an attempt to influence the organization or manager in order to change the pay or workload of other employees;
MANAGEMENT
1 Relevance of management in a market economy. The role of the manager.
Management is very relevant in a market economy. Management- this is the ability to achieve set goals using labor, intelligence, motives of behavior of people working in an organization - this is an independent type of professionally carried out activity aimed at achieving set goals in market conditions through the rational use of material and labor resources using the principles, functions and methods of the economic mechanism management. Management - management in market conditions.
Manager is a person professionally engaged in management activities, vested with the authority to make management decisions and implement them.
The goal of the manager’s work is to ensure the stable competitiveness of the company. (in management decision making)
In the activities of a manager, the most valuable is the ability to anticipate changes and take timely measures
Key manager roles:
1. Decision making role– the manager determines the direction of the organization’s movement, resolves issues of resource allocation, and makes ongoing adjustments.
2. Informational role- collection of information about the internal and external environment, dissemination of this information in the form of facts and normative guidelines.
3. The role of the leader– formation of relationships inside and outside the organization, motivation of organization members to achieve goals, coordination of their efforts.
2 Main features and content of management activities.
The managerial activity of the manager ensures effective management organization of various organizational - legal forms, economic processes, production and social infrastructure. He organizes and improves the management system, develops optimal management decisions and projects. The manager carries out his professional activity in the field of management and business state enterprises, V joint stock companies and private companies. His activities extend to scientific - production associations, scientific and design organizations, bodies government controlled.
The objects of professional management activities of specialists are various economic, industrial and social sphere, bodies of government and social infrastructure of the national economy, divisions of management systems of state and private enterprises of various organizational and legal forms.
The entire process of management activity can be divided into several components, or stages, interconnected, the elaboration of which ensures the effectiveness of the entire process as a whole.
Analysis is the first stage of any management activity. Within its framework, information is collected, processed, classified, systematized, stored and analyzed for management purposes. The problem is divided into many separate parts, then possible interdependencies and relationships between them are identified, the entire set of causes and effects is recognized, and the patterns of the emergence and existence of the system are determined. As part of analytical activities, any manager should strive to specify the problem facing him by processing the largest possible amount of information related to it.
3 The concept and essence of management.
Management in market conditions, market economy.
Management is the ability to achieve goals using labor, intelligence, motives of behavior of people working in an organization - this is an independent type of professionally carried out activity aimed at achieving goals in market conditions through the rational use of material and labor resources using the principles, functions and methods of economic management mechanism.
Means:
1. The company’s orientation to the demand and needs of the market, to the requests of specific consumers and the organization of production of those types of goods (products) that are in demand and can bring the company large planned profits.
2. Constant desire to improve production efficiency to obtain optimal results at lower costs
3. Economic independence ensuring freedom of decision-making for those who are responsible for the final results of the activities of the company or its divisions.
4. Constant adjustment of goals and programs depending on market conditions
5. Identification of the final result of the activity of a company or its economically independent divisions on the market in the exchange process.
4 Management as a type of activity.
To manage means to decide.
In order for an organization to achieve its goals, its objectives must be coordinated. Therefore, management is an essential activity for an organization. It is an integral part of any human activity, which to one degree or another requires coordination. It is not just manufacturing that needs governance, but also states, cities and territories, industries, hospitals and universities, churches and social welfare agencies.
Management is considered as a type of human activity aimed at achieving a specific goal or goals. Management must set the direction for the company it manages. He must think through the mission of the company, establish its goals and organize resources to produce the results that the company must give to society.
The most obvious characteristic of organizations is the division of labor. As soon as horizontal and vertical division of labor occurs in an organization, the need for management arises.
Management as a type of activity is implemented through the implementation of a number of management actions, called management functions. The most important management functions include: forecasting, planning, organization, coordination and regulation, activation and stimulation, accounting and control. Consideration of management as a function is associated with the development of the composition, content of all types of management activities and their relationship in space and time. It is management that creates economic and social development.
5 The concept of “management” and the concept of “management”.
In general, management /management/ should be represented as the ability to achieve goals using labor, motives of behavior and intelligence of people. It's about about purposeful influence on people in order to transform unorganized elements into effective and productive force. In other words, management is the human capabilities through which leaders use resources to achieve the strategic and tactical goals of the organization.
In the Dictionary of Foreign Words, “management” is translated into Russian as production management and as a set of principles, methods, means and forms of production management with the aim of increasing production efficiency and its profitability.
IN modern theory In practice, management is understood as the process of leadership (management) of an individual employee, a work group and the organization as a whole. Almost all well-known foreign encyclopedias interpret the concept of “management” as the process of achieving the goals of an organization through the hands of other people. The subject of this process is the manager.
Management is the integrated process of planning, organizing, coordinating, motivating and controlling to achieve organizational goals.
6 Basic principles of management.
Basic principles of management- This general rules management. They belong to the category of universal ones, the observance of which should lead the team to a common goal: the prosperity of the company, enterprise, organization or other structure. They are a guide for managers, which suggests choosing the most universal strategy for achieving goals.
Principles of Strategic Management Here we list the basic rules that employees of an organization must follow in order to achieve their goals.
Single direction. This means that a group of employees must have a clear sense of common purpose and interests.
Dominant of development. Presenting a growth perspective is another important point in strategic management. Here employees see profit margins and technology, and based on this they represent the most important areas of business
Scientificity. At this point, situational and systemic approaches are applied. Based on scientific knowledge, the most optimal ways to complete the assigned tasks are selected.
Subordination of personal interests to general ones. A hierarchy of interests is visible here: the aspirations and interests of one employee or group should not be more significant than organizational ones.
Economical. Here, problems are solved based on an assessment of available resources and, depending on this, a method for solving them is selected.
Division of labor. The manager must set two types of tasks for the organization: short-term (it takes a little time to complete them) and strategic (the implementation of which ultimately leads to profitability). One group of people works on the first category, and another on the second.
7 Features of Russian management
Like any other type of activity, management has its own characteristics. Russian system management is undoubtedly different from the European one. This is due to many factors. Management appeared in Russia relatively recently, with the emergence market relations and entrepreneurship development. Its basis is human resources(employees) and business activities. - Read more on FB.ru:
Features of Russian management are:
1. extremely high speed the course of political and socio-economic processes in the country, which cannot but have a significant impact on all spheres of human activity;
2. a combination of factors that contribute to the development and strengthening of the management system or, conversely, hinder it;
3. special features of the mentality of Russian people.
The peculiarities of Russian management also lie in the fact that the very concept of “manager” in our country is very vague. In the narrow sense of the word, a manager is a manager, head of an enterprise, large company. In our country today, this term denotes a different type of activity. IN Russian companies secretary, administrator, responsible for minor paperwork, also called manager, which is not entirely correct
The main feature is the mentality of Russians - the main obstacle to the Americanization of Russia. He is the reason for the failure of Yeltsin's economic and socio-political reforms. Any attempts to bring about change in Russia if they neglect the mentality of Russians are doomed to failure.
In terms of the level of development of market relations, Russia lags behind Western countries by at least half a century. Today our country is going through the stage of development of market relations that Europe went through several decades ago. In Russia there is no such rich experience in managing enterprises in conditions of free competition as there is in the West, and therefore such problems of Russian management are noted as:
insufficient knowledge of demand. The demand for a particular product is determined only by achieving the final result of the activity;
lack of long-term business development goals;
absence independent assessment activities of Russian managers;
lack of a leadership reserve school, corruption, inability to achieve the desired result entrepreneurial activity without connections in high circles, Money and so on.
The peculiarities of modern Russian management are most evident in four main factors:
management infrastructure, political and socio-economic conditions of its existence;
setting priority tasks and directing efforts towards their implementation;
a set of measures aimed at developing the sphere of management in Russia;
a feature of social consciousness, the change of which requires a very long period of time.
Today many leaders Russian enterprises they try to adopt the management experience of Western companies, which does not always end well. It should be understood that some laws and management rules that successfully work in Europe are completely unsuitable for working in Russian conditions. The peculiarities of Russian management are considered as the main distinguishing feature in the management of a company in Russia and in the West. A person who grew up in our country and received Russian education, has its own approach to solving a particular problem, reacts in its own way to various situations, which creates certain difficulties in following the Western management model. This does not mean that you should completely abandon the experience developed countries in the field of management and look for new ways from scratch. Taking into account all the main features of Russian management, thoroughly studying the experience of a country that has leapt far ahead in the field of management, one can be very successful in many areas of activity available to a Russian entrepreneur and manager
8 Formation of the concept of management in Russia.
The most important factor influencing the specifics of management is the mentality of the nation. Currently, in the basic concepts put forward for the formation of Russian management, mentality is given different meanings. The transition to the market brought forward the task of forming Russian management.
1.The concept of copying Western management theory. It does not take into account the peculiarities of the Russian mentality. Russia “needs to take a ready-made management model and use it in economic management...”. To master the theory, you will only need to translate Western textbooks and monographs into Russian. Then, without changing anything, use these provisions in practice. The likelihood of this concept being realized is very high due to its simplicity and the habit of mindlessly copying Western experience. But it also carries great danger. Suffice it to recall the use of the theory of “monetarism”, which was not adapted to Russian conditions, the concepts of “shock therapy”, voucherization, etc. It is possible to predict new shocks that await Russia when implementing this concept.
2.The concept of adapting Western management theory. It assumes partial consideration of the peculiarities of the Russian mentality, i.e. not blind copying, but adaptation of Western theory to modern Russian conditions. This raises an important problem: which of the Western management theories will we adapt? Control systems of Japan, USA, Western Europe are very different from each other. Which of these options should be taken as analogous? But with any choice, we risk using a theory that takes into account the specific features, conditions of economic functioning, the level of socio-economic development of these countries, and the mentality of their inhabitants. Here it is advisable to recall the words of M. Weber: “Western-type capitalism could only arise in Western civilization.”
3.Creation concept Russian theory management. Based on full consideration of the peculiarities of the Russian mentality using aspects of global management experience. At the same time, it is impossible to blindly copy Western and Eastern experience, nor completely deny the achievements of Western and Eastern schools of management. Both the first and second are equally inapplicable. It should be noted that A. Marshall also argued that: “Economic science is not a set of specific truths, but only a tool for the discovery of specific truths” 3. In our opinion, this statement can be completely transferred to the science of management. Therefore, Russian management must have its own specific content, forms and methods of management that correspond to the specifics of the Russian mentality
Object of management, its fundamental category is organization (enterprise).
The nature, properties and formal structure of the organization as an object of management depend on its type, hierarchical level and functional area of activity.
Managers (subjects management) - managers at various levels who occupy a permanent position in the organization and are vested with the authority to make decisions in certain areas of the organization’s activities.
* leaders of the organization;
* managers of structural units;
* organizers of certain types of work (administrators).
Types of management- special areas of management activity related to solving certain management problems.
General or general management consists of managing the activities of the organization as a whole or its independent economic units.
Functional or special management consists of managing certain areas of activity of an organization or its units, for example, management of innovation, personnel, marketing, finance, etc.
Based on content distinguish between normative, strategic and operational management.
Regulatory management involves the development and implementation of the organization's philosophy, its business policy, determining the organization's position in a competitive market niche and the formation of general strategic intentions.
Strategic management involves the development of a set of strategies, their distribution over time, the formation of the organization's success potential and the provision of strategic control over their implementation.
Operational management provides for the development of tactical and operational measures aimed at the practical implementation of the adopted development strategies of the organization.
You can select main categories of management, which determine the effectiveness of management.
Control functions. At each stage of an organization’s activities, it is necessary that the composition of management functions correspond to the organization’s work packages. For management functions, the minimum but necessary composition of resources must be performed.
Management structures. The organization's management structure must have a reasonable number of management levels and structural divisions. Management structures must be flexible (quickly restructured if necessary). They should be analyzed periodically. Moreover, it is necessary to conduct a separate analysis of linear and functional management. When analyzing linear management, it is advisable to identify a linear management structure in which functional units are excluded (planning department, accounting, etc.) and consider all the relationships that have developed in it between management employees at different levels in terms of resources, results and lost benefits.
Management methods. They must be applied in unified system: economic, socio-psychological and administrative and correlates with certain goals (objectives) of the organization.
Management processes and management decisions. The sources of management efficiency in these categories lie in the efficiency of implementation of the stages of management decision-making and the quality of execution of individual management functions at individual stages. In many ways, the quality and efficiency of management services depends on the qualifications of management employees, their work experience, activity and creativity.
Responsibility of management employees (bodies). It is necessary to develop a system of responsibility and clearly regulate job descriptions employees' responsibilities, relationships, rights and extent of responsibility for general and individual labor results.
Management personnel. In the new conditions, it is necessary to change the methods of selecting personnel when admitting them to the organization, to improve the system of assessing their performance, leadership style and methods of remunerating managers.
10 Management functions: purpose, diversity, composition.
Management function is a type of management activity with the help of which the subject of management influences the managed object.
All management functions can be divided into two groups according to the following criteria: by the content of the management process (main functions) and by the direction of impact on management objects (specific or specific functions).
General (basic) management functions.
These include:
1) planning;
2) organization;
3) management;
4) motivation;
Control.
The number of specific management functions at an enterprise will be as many as the number of areas (types) of production and economic activity that serve as objects of management. To manage a particular area of activity, a management body (department, service, bureau) is created. The formulation of a specific management function begins with the word “management”. Specific management functions include: scientific management technical training production; main production management; management of auxiliary and service production; product quality management; labor management and wages; HR management; logistics management; financial and credit management; product sales management; control capital construction; control social development team. A specific function is assigned to the management body (accounting, personnel department, financial department, economic planning department, etc.), whose team is engaged in performing this function along with participation in the performance of all five general (main) management functions. Each specific function at an enterprise is complex in content and includes five general management functions (planning, organization, leadership, motivation and control) to influence organizationally separate management objects.
The bearer of general (basic) management functions is the entire control system, and the bearer of specific (specific) management functions are parts (departments, services) of the control system
All common (basic) functions interpenetrate each other. So, for example, planning is organized, motivated, controlled, and guided. The organization is planned, motivated, controlled, etc. Each specific function includes all general functions. It turns out that in any management unit all three groups of management functions (general, specific and special) are performed, which closely interact with each other in time and space and form a complex of activities carried out by the subject of management when influencing the object of management. The totality of all management functions performed by managers, specialists and technical performers in the management system forms the content of the management process, which will be discussed in a separate topic.
Planning is the process of preparing future decisions about what, by whom, how, and when should be done.
The function of the organization is to prepare in advance everything that is necessary to carry out the plan.
Motivation is the process of motivating oneself and others to act in order to achieve personal and organizational goals.
Control is the process of measuring (comparing) the actual results achieved with the planned ones.
The connecting link of all functions is management decisions. After analysis, during control, planning correction occurs - this is feedback.
11 Types of communication and criteria for their classification.
Communication is the process of transmitting information.
The main goal of the communication process is the exchange of information between two or more people, ensuring understanding of the information.
Basic communication methods:
1. Methods of interpersonal communications.
2. Methods of collecting, processing and transmitting information.
3. Methods for making and implementing management decisions.
Types of organization communications:
A) External organizational:
1. With consumers.
2. With the public.
3. Reporting to government agencies.
B) Intra-organizational:
1. Communications between the organization and the environment.
2. Communications between levels and departments.
Downlink communications.
In order to improve the efficiency of information flow management, organizational communications require that each manager have an understanding of the emerging barriers to the exchange of information in organizations and methods for improving such exchange.
Main barriers in organizational communications:
1.Distortion of messages:
· unintentional;
· conscious distortion;
· filtration;
· discrepancy between the statuses of organizational levels;
· fear of punishment and a feeling of futility.
2. Information overload.
3. Unsatisfactory organizational structure.
4. Improving and reducing barriers:
* to the qualitative and quantitative determination of the internal structure of communications, i.e. systematization of information transfer between structural elements of the control system;
*to justify the external structure of communications, i.e. the system of channels through which information will be transmitted between the elements of the control system and the external environment;
*to determine for each information transmission channel the composition and volume of messages transmitted through it and the level of their confidentiality;
*to improve management actions, short meetings with subordinates, operational meetings.
The communication process can be represented as a set of basic elements, ensuring the transmission of component messages:
1. Sender (communicator) - a person who generates ideas or collects information, selects a channel for transmission, encodes the message and transmits.
2. A message is information that the sender transmits to the recipient. In this case, the message can be transmitted vertically, i.e. verbal form, non-vertical (gestures, facial expressions or graphic images), and can also be encoded, i.e. transformed into a system of signs and impulses.
3. A channel is a means of transmitting information. Usually these are the media of mass communication (print, radio, television) and interpersonal channels - direct personal exchange of messages between the sender and recipient of information.
4. Recipient (recipient) - the person to whom the information is intended.
When exchanging information, the sender and recipient go through several interrelated stages:
1. The birth of an idea.
2. Encoding information and forming a message. To convey a formulated idea, the sender must encode it using symbols that the recipient can understand, giving it a specific form. The most commonly used symbols are words, gestures, graphics, etc., which turns an idea into a message.
3. Selecting a communication channel and transmitting information. To send a message, the sender must select a communication channel that is compatible with the type of characters used for encoding. The most commonly used channels include: telephone, fax, speech and written communications, electronic communications, including computer communications, email etc.
4. Decoding. After the sender transmits the message, the recipient decodes it, i.e. translates the sender's symbols into the recipient's thoughts.
However, as a result of various kinds of interference and distortion (noise), the recipient may give a slightly different meaning to the message than in the sender’s head. To increase the efficiency of information exchange and compensate for negative distortions, feedback is used in communications.
4. Feedback is the recipient's response to the message. In other words, feedback is a reaction to what is heard, read and seen.
12 Scientific approaches to management: systemic, situational, procedural, target, results-based management.
General scientific methods of management.
Process approach– the activity of performing a function is a process that requires certain costs, resources and time. – the management process reflects the sequence of performance of the main management functions. Management function is a specific type of management activity that is carried out by a specialist. Techniques and methods, as well as appropriate organization of work and control of activities (planning, organization, motivation, control)
1960 According to the process approach, management is a series of interrelated and universal management processes(planning, organization, motivation, control and connecting processes - the communication process and the decision-making process). Management calls these processes management functions, and the management process is the sum of the listed management functions (Fig. 1.
The “father” of the process approach, Henri Fayol, argued that “to manage means to predict and plan, organize, command, coordinate and control.”
Systems approach– an enterprise within the framework of this approach is considered as a set of interrelated elements (divisions, functions, processes, methods) – the main idea of system theory is that any decision has consequences for the entire country.
With a systems approach, any system (object) is considered as a set of interconnected elements that has an output (goal), input, connection with the external environment, and feedback. In the system, “input” is processed into “output”. The most important principles:
the decision-making process must begin with the identification and clear formulation of specific goals;
it is necessary to identify and analyze possible alternative ways to achieve the goal;
the goals of individual subsystems should not conflict with the goals of the entire system;
ascent from the abstract to the concrete;
unity of analysis and synthesis of logical and historical;
manifestation in an object of different quality connections and interactions.
Situational approach– focuses on situational differences between enterprises and within enterprises themselves. – tries to identify significant, variable situations and their impact on the efficiency of enterprises.
20th century. The situational approach states that different management methods should be applied depending on the specific situation, since an organization is an open system that constantly interacts with the outside world (external environment), therefore the main reasons for what happens inside the organization (in the internal environment) should be look for the situation in which the organization is forced to act.
The central point of the approach is the situation - a specific set of circumstances that influence the activities of the organization at the current moment in time. The situational approach is related to the systems approach and attempts to relate specific management techniques and concepts to specific situations.
This approach aims to directly apply new scientific methods to specific situations and conditions.
Program-targeted approach is based on a clear definition of the organization's goals and the development of programs to optimally achieve these goals, taking into account the resources necessary to implement the programs.
Results-based management approach. Even at the stage of formulating the desired goals, a generalized model of the organization arises. Then alternative management solutions are considered, one of them is selected, and program development begins. At every stage of the program strategic goal The organization is divided into subgoals, the main tasks and priorities for their solution are identified, which are linked to material, labor and financial resources. The assessment of the results of the implementation of the stage is carried out according to the following indicators: main result, volume and deadline.
The new stages of the results-based management process are the results determination process, the situation-based management process, and the results control process.
The process of defining results begins with an in-depth analysis of aspirations, based on which the desired results for different levels are determined. This process ends with the definition of an activity strategy and practical ideas for its implementation. Results that meet the aspirations of the organization are expressed in the form of defined goals, strategies, final results and intermediate goals. Results consistent with the aspirations of key officials local government, manifest themselves in the form of final results, goals and calendar plans for the use of working time. The aspirations of each municipal employee are manifested in turn in the form of plans for advancement in their careers and in life in general.
The process of management by situation can also be called management by day. The basis of this process is the organization of affairs, the activities of personnel and the environment in such a way that plans turn into desired results. Particularly difficult is the management of personnel and the environment; it cannot be foreseen in all details. Mastering the art of situational management requires that managers have the ability to analyze and take into account significant external and internal situational factors. It is also necessary to master different styles of leadership and influence in order to use them in accordance with the requirements of the current situation. In addition, assertiveness and creativity are required when managing according to the situation.
During the control process, it becomes clear which results were achieved according to plan and which by chance. In addition, it is determined how personnel plans regarding the promotion and life plans of each municipal employee are carried out. An essential part of the control process is making decisions based on control results in order to implement appropriate measures. These measures can be planned as part of daily management or when drawing up the next annual plan. If these measures are large-scale, they are taken into account in strategic planning. The most important conclusions regarding planning career advancement and in life serve the purpose of maintaining work and life motivation.
Results-based management is a process aimed at achieving the main and supporting results, in which:
a) using the planning process, the activities of local governments and municipal employees are determined at different time intervals (in other words, the requirements for results and expected results);
b) persistent implementation of plans is supported by daily conscious management of affairs, personnel and environment;
c) the results are evaluated to make decisions leading to subsequent actions.
In the content of results-based management, the most significant thing is the emphasis on results, which has both fundamental and functional significance. In results-based management, the capabilities of local governments are used so that action plans extend from their strategic level to plans for the individual use of working time by each municipal employee. Already at the planning stage, the use of the desire and ability of all municipal employees is intensified.
When managing by results, the implementation of plans (operational management) and control are highly valued as equal stages of the management process along with planning. Creativity, commitment to plans and assertiveness are also essential features of performance management. Important factors determining the activities of local governments include the so-called sense of situation.
Based on the results obtained, it is necessary to draw appropriate conclusions
13 The essence and types of management decisions.
To manage means to decide
Key concepts:
A decision is a choice of alternative
Decision making is an integral part of managing an organization of any kind.
A problem is a situation where the set goals are not achieved.
1. Zoom level
6. Uniqueness
Types of solutions:
1. Organizational decision: programmed, unprogrammed
2. Compromises
3. Intuitive solution
4. Decision based on judgment
5. Rational decision
Organizational decisions- the choice that a manager must make in order to fulfill the responsibilities of his position. The purpose of an organizational decision is to ensure the achievement of the objectives set for the organization. Organizational decisions can be classified as programmed and unprogrammed decisions.
Programmed solutions are the result of implementing a specific sequence of steps or actions, similar to those taken when solving mathematical equations. Typically, the number of possible alternatives is limited and choices must be made within the directions given by the organization.
Non-programmed solutions are required in situations that are somewhat new, internally unstructured, or involve unknown facts. Non-programmed solutions include solutions like:
What should be the goals of the organization?
how to improve products?
Compromises. An effective leader understands and accepts as a fact that the alternative he chooses may have disadvantages, perhaps significant ones. He accepts this decision, since, taking all factors into account, it seems much more desirable from the point of view of the final effect.
Intuitive solution- a choice made based on the feeling that it is the right one. The decision maker does not need to understand the situation, the person simply makes a choice.
Decisions Based on Judgment– a choice based on knowledge or experience.
14 Classification of methods for developing management decisions.
DIAGRAM OF THE MANAGEMENT DECISION MAKING PROCESS
1. Analysis of the situation, identification of the problem
2. Problem assessment
3. Definition of selection criteria
4. Development of solution options
5. Selecting the best result
6. Coordination and decision making
7. Organization of implementation of the decision
8. Monitoring and evaluation of results --------go to point 1.
Management decisions are qualified according to the following criteria:
1. Zoom level
2. Scope of activity (example: there is no suitable employee, you have to hire)
3. Action time (little time to make a decision)
4. Decision by form (the possibility of consequences arising from the decision)
5. Degree of structure (recurring problem)
6 Uniqueness
In the process of developing and making management decisions, the decision maker can use various methods that directly or indirectly contribute to making optimal decisions.
For the convenience of studying and using these methods, their totality is divided into groups according to the stages of the process of developing and making management decisions. Of course, some methods are universal and can be used at several or even all stages of the development and decision-making process. Therefore, methods are included in a particular group based on their most frequent use within a specific stage of the development and decision-making process.
Let us note that most of the methods are universal in nature, however, their grouping was carried out on the basis of many years of research by the authors and is aimed at systematizing a set of methods to simplify the process of getting to know them, studying them, as well as for the convenience of their practical application.
Basic management functions
Yablokova Lyubov Vasilievna
Senior teacher
state budgetary preschool educational institution kindergarten No. 28 VO district of St. Petersburg
1 Knoring V.I. The art of management: M.: Publishing house "BEK", 1997.
1 Manual Tempus. http/tempus.novsu.ru/mog/resourse/vigw.php?id=1408
Studying the management process from the point of view of its functions allows us to establish the scope of work for each of the functions, determine the need for labor resources and ultimately form the structure and organization of the management system.
The management process consists of four interrelated functions: planning, organizing, motivating and controlling.
1 The term “organization” has a double meaning. Organization as a management function ensures the streamlining of the technical, economic, socio-psychological and legal aspects of the activities of the managed system at all its hierarchical levels. At the same time, another meaning of this word is a collective, whose efforts are aimed at achieving specific goals common to all members of this collective. But any organization must have such important resources as capital, information, materials, equipment and technology. The success of its functioning depends on complex, variable factors external environment.
An organization is a group of people whose activities are consciously coordinated to achieve a common goal or goals.
2 The most important task of planning is forecasting or, as American experts often call it, strategic planning. Forecasting should ensure the solution of a given strategic task, achieve a certain goal with the help of scientific foresight based on an analysis of the internal and external relations of the organization, and the study of economic trends. Here's what the classics say about this: “To foresee is to manage” (B. Pascal); “To know in order to foresee, to foresee in order to control” (O. Comte). Forecasting is an essential tool for making strategic decisions.
Planning function involves deciding what the organization's goals should be and what members of the organization should do to achieve those goals. At its core, the planning function answers the following three basic questions:
1. Where are we currently? Managers must evaluate the strengths and weak sides organizations in important areas such as finance, marketing, production, research and development, labor resources. Everything is done with the goal of determining what the organization can realistically achieve.
2. Where do we want to go? By assessing the opportunities and threats in the organization's environment, such as competition, customers, laws, economic conditions, technology, supplies, and social and cultural changes, management determines what the organization's goals should be and what might prevent the organization from achieving those goals.
3. How are we going to do this? Managers must decide, both generally and specifically, what members of the organization must do to achieve the organization's goals.
Planning is one of the ways in which management ensures that all members of the organization are united in their efforts to achieve its common goals.
Planning in an organization does not represent a separate one-time event for two significant reasons. First, although some organizations cease to exist after achieving the purpose for which they were originally created, many strive to survive as long as possible. Therefore, they redefine or change their goals if full achievement of the original goals is almost complete. The second reason why planning must be carried out continuously this is the constant uncertainty of the future. Due to changes in environment or errors in judgment, events may unfold differently than management anticipated when plans were made. Therefore, plans need to be revised to ensure they are consistent with reality.
3 Motivation is the process of stimulating the activities of a person or a team, aimed at achieving individual or general goals of the organization.
A leader must always remember that even the best laid plans and the most perfect organizational structure are of no use if someone does not follow through. actual work organizations. Each group member who receives a specific task will react to it in the most in different ways, sometimes unpredictable. People’s actions depend not only on necessity or their explicit desires, but also on many complex subjective factors hidden in the subconscious or acquired as a result of upbringing. Task motivation functions is to ensure that members of the organization perform work in accordance with the responsibilities delegated to them and in accordance with the plan.
Managers have always performed the function of motivating their employees, whether they realized it themselves or not. In ancient times, this was done using a whip and threats, and for a select few - rewards. From the late 18th century to the 20th century, there was a widespread belief that people Always will work more if they have the opportunity to earn more. Motivation was thus thought to be a simple matter of offering appropriate monetary rewards in exchange for effort. This was the basis for the approach to motivating the school of scientific management.
Research in the behavioral sciences has demonstrated the failure of a purely economic approach. Managers learned that motivation, i.e. the creation of an internal drive to action is the result of a complex set of needs that are constantly changing. We currently understand that in order to motivate employees effectively, a manager must determine what those needs actually are and provide a way for employees to satisfy those needs through Good work. To effectively stimulate activity, it is necessary to know a person’s desires, hopes, and fears. If a manager does not know the needs, his attempt to provide motivation for human activity is doomed to failure. At the same time, it is important to understand that a person is driven not by one isolated need, but by a combination of them, and priorities can change.
4 The management process takes place in a constantly changing external environment and is characterized by varying degrees of uncertainty. Has the control action achieved its intended purpose? Do management decisions need adjustment? These questions are answered by control, which is carried out in the control system using feedback.
The control function is one of the main levers of influence.
Almost everything a leader does is focused on the future. The manager plans to achieve the goal at some time, precisely recorded as a day, week or month, year or more distant point in the future. During this period, a lot can happen, including many unfavorable changes. Employees may refuse to perform their duties as planned. Laws may be passed to prohibit the approach taken by management. A new strong competitor may appear on the market, which will make it much more difficult for the organization to achieve its goals, or people may simply make a mistake in carrying out their duties.
Such unforeseen circumstances may cause an organization to deviate from the course management originally intended. And if management fails to identify and correct these deviations from original plans before serious damage is done to the organization, the achievement of goals, perhaps even survival itself, will be jeopardized.
Control is the process of ensuring that an organization actually achieves its goals. There are three aspects of management control. Setting standards- this is a precise definition of goals that must be achieved within a designated period of time. It is based on plans developed during the planning process. The second aspect is measurement what has actually been achieved over a given period, and comparison achieved with expected results. If both of these phases are done correctly, then the organization's management knows not only that there is a problem in the organization, but also the source of that problem. This knowledge is necessary for the successful implementation of the third phase, namely the stage in which action is being taken, if necessary, to correct major deviations from the original plan. One possible action is to revise your goals to make them more realistic and appropriate to the situation. Your teacher, for example, through a test system, which is a way of monitoring how you are progressing in comparison with established norms, saw that your group could learn more material than originally determined. As a result, he may revise the curriculum to ensure more material is covered.
The four functions of management - planning, organizing, motivating and controlling - have two common characteristics: they all require decision making, and all require communication, the exchange of information, to obtain information to make the right decision and make that decision understandable to other members of the organization. Because of this, and also because these two characteristics link all four management functions, ensuring their interdependence, communication and decision making are often called connecting processes.
Bibliography
1 Volmyanskaya O.A., Volmyansky E.I. Practical Guide to Management: International Experience of Achieving Success/Trans. from English. Minsk, New Knowledge LLC, 1998.
2 Knoring V.I. The art of management: M.: Publishing house "BEK", 1997.
3 Kolodyazhnaya T.P. Management of a modern preschool educational institution: Conceptual, software and methodological support. Rostov-n/D, Uchitel Publishing House, 2002.
4 Panova N.V. Executive coaching: tutorial. St. Petersburg, St. Petersburg IVESEP, 2011.
5 Losev P.N. Control methodical work in a modern preschool educational institution. Moscow, Sfera shopping center, 2005.
6 Mayer A.A. Management of innovation processes at preschool educational institutions: Toolkit. Moscow, Sphere shopping center, 2008
7 Troyan A.N. Management of preschool education. M, shopping center "Sfera", 2006
8 Falyushina L.I. Quality control educational process in preschool educational institution: A manual for directors of preschool educational institutions. M., “Arkti”, 2003.
Internet resources used
1. Tempus manual. http/tempus.novsu.ru/mog/resourse/vigw.php?id=1408
2. www.km spb. narod.ru; mon.gov.ru
The composition of general management functions does not depend on the control object; these functions are performed in relation to all control objects. Different authors highlight their own lists of general management functions.
Nevertheless, it is possible to organize the existing differences in their classifications:
1) whether coordination is distinguished or not as an independent management function;
2) whether connecting processes are identified or not (the process of decision-making and communications) or they act as processes for the implementation of management functions;
3) management (leadership) stands out or not as an independent activity;
4) name a different number of categories into which management functions are “collected”.
A number of authors identify five functions: planning, organizing (or arranging), coordination, control and motivation. The relationship between them can be represented by a pie chart depicting the content of any management process (Fig. 5.40). The arrows in the diagram show that movement from the planning stage to control is possible only by performing work related to organizing the process and motivating workers. At the center of the diagram is the coordination function, which ensures the coordination and interaction of all other functions. However, in our opinion, each function represents a coordination activity that is practically impossible to isolate in a limited number of units.
Rice. 5.40. Interrelation of general management functions
An interesting, but not entirely justified approach to identifying management functions was proposed by American scientists in the field of management G. Kunz and S. O'Donnell. They consider management functions as functions of a manager, although in many ways the content of the functions coincides with the previously discussed classifications. Management functions as such differ from the functions of a manager. The idea of management functions as managerial functions is one of the earliest approaches to their classification. The authors identified the following functions: planning, organization, work with personnel, management and leadership, control.
In the textbook “Fundamentals of Management” edited by A. A. Radugin, the authors include the following as the main “domestic” functions:
1) goal setting (in our opinion, isolating goal setting as a separate function is not entirely justified, since any activity involves setting management goals and therefore it is difficult to isolate this type of activity within a specific unit);
2) organization;
3) regulation (in our opinion, this is part of the control function);
4) activation (presented somewhat narrower than motivation);
5) control.
A different representation of general management functions was given by O. S. Vikhansky, which considers the management process as an administration function, identified by A. Fayol, and consistently, step-by-step implemented in relation to the control object. If earlier this function was defined as foresight, guidance, coordination and control, now it consists of the following logical chain:
Setting goals;
Strategy Development ( component planning);
Work planning;
Design of work (understood close to the function of the organization);
Motivation to work;
Work coordination;
Accounting and evaluation of work (component of control);
Work control;
Feedback (component of control).
Thus m, when analyzing functions, the number of independent categories identified can be limited.
An interesting and original classification is given by A.K. Kazantsev. The authors identify three groups of management functions:
1) general functions;
2) socio-psychological functions;
3) technological functions.
General Features reflect the main stages of the process of managing the organization's activities. This is the formation of goals (all functions form goals, and this process is inextricably linked with the implementation of the management function); planning; organization; control.
The socio-psychological functions of management are mainly related to the nature of production relations in the team (they form behavioral aspects of the implementation of general functions). These include delegation and motivation.
In our opinion, the most optimal is to classify the function of motivation as a socio-psychological function, while delegation is part of the function of the organization.
Technological functions management- types of activities that make up the content of the manager’s labor technology;
Making decisions;
Communication.
The following can be distinguished Features of general control functions:
1. General management functions are always applied comprehensively and across the entire spectrum of management action. In this regard, it is impossible to talk about the greater or lesser importance of certain management functions, since in different situations its various functions can acquire a dominant character;
2. General control functions do not depend on its object, since:
Firstly, they are applicable to any socio-economic processes or systems. Thus, it is quite legitimate to talk about control of the experiment, regulation of street traffic, accounting money circulation etc.;
Secondly, management functions are also applicable to management functions themselves as specialized types of activities. There is, for example, the concept of organizing control of production activities, planning inventory accounting, etc. In this case, the first concept characterizes goal setting, system formation, the second - the substantive nature of the activity. The organization of control presupposes, first of all, that control must have certain organizational forms and be characterized by specific structural forms;
Thirdly, management functions are applicable to the management process itself (the management process can be considered as a process of implementing management functions and as a process of implementing management decision), and to the control system. So, for example, the organization of management involves the formation of well-defined organizational forms of management both as a process and as a system, the development of structural elements with assigned rights and responsibilities of management bodies, research and provision of properties of integrity, organicity, coherence, etc. ;
3) there are no strict, unambiguous boundaries between management functions. One and the same type of management activity may exhibit signs of two or even several management functions and their close interweaving. At the same time, in many practical cases, understanding management functions as certain “technological stages” of management activities is extremely important, since mastery of each of the functions requires the formation of certain professional qualities leader. Thus, professional mastery of the control function requires several different qualities from a leader than organizational activities;
4) in the structure of activities of managers at various levels, management functions have different specific gravity(determined by experts).
Taking into account the above features can be identified as the most reasonable classification given by M. Mescon. This book adopts the approach of grouping essential activities into a small number of categories that are now generally accepted as applicable to all organizations. The authors believe that the management process consists of functions planning, organizing, motivating and controlling.
They also think that these primary functions are united by connecting processes communications and decision-making, and they consider management (leadership) as an independent activity. The four functions of management - planning, organizing, motivating and controlling - have two common characteristics: they all require decision making and all require communication. Because of this, and also because these two characteristics link all four management functions, ensuring their interdependence, communication and decision making are called connecting processes.
Planning is a continuous process of establishing and specifying the development goals of the entire organization and its structures and divisions, determining the means of achieving them, the timing and sequence of implementation, and the allocation of resources.
Organization as a management function, it is aimed at putting plans into action. Organization is directly related to the systematic coordination of many tasks and, therefore, the formal relationships of the people performing them.
Motivation is the process of motivating oneself and others to act in order to achieve personal goals and/or organizational goals.
Control is the process of ensuring that the organization achieves its goals. It consists of establishing standards, measuring the results obtained and taking the necessary corrective measures.
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