Compliance with the principles of the organization of the production process is one of the fundamental conditions efficient operation enterprises.
To date, for an efficient and competitive organization of production, the following principles of organization of production are used:
1. Proportionality (Proportional productivity per unit time of all production units of the enterprise (workshops, sections) and individual jobs)
2. Differentiation (Separation of the production process for the manufacture of products of the same name between individual divisions of the enterprise (for example, by technology))
3. Combinations (Combining all or part of diverse processes for the manufacture of a certain type of product within the same area, workshop, production)
4. Concentration (Concentration of the performance of certain production operations for the manufacture of technologically homogeneous products or the performance of functionally homogeneous work in separate areas and workplaces)
5. Specializations (Forms of the division of labor at the enterprise, in the workshop. Assignment to each division of the enterprise of a limited range of works, operations, parts, products)
6.Universalization (Defined workplace or production unit engaged in the manufacture of products and parts of a wide range or the performance of various production operations)
7. Standardization (The principle of standardization in the organization of the production process is understood as the development, establishment and application of uniform conditions that ensure its best flow)
8. Parallelism (Simultaneous execution technological process on all or some of its operations. The implementation of this principle significantly reduces the production cycle of the product)
9. Straightness (The requirement for the straightness of the movement of objects of labor in the course of the technological process, that is, along the shortest path for the product to pass through all phases of the production process without returns in its movement)
10. Continuity (Minimizing all interruptions in the production process of a particular product)
11. Rhythm (Release at regular intervals of an equal number of products)
12. Automation (The maximum possible and economically feasible exemption of the worker from the cost of manual labor based on the use of automatic equipment)
The economic efficiency of the rational organization of the production process is expressed in reducing the duration of the production cycle of products, in reducing the costs of production, improving the use of basic production assets and increase turnover working capital.
2 System concept of organization of production.
The methodological basis of the modern paradigm of the organization of production is a systematic approach.
Fig.1. Components of the system paradigm of the organization of production
A distinctive feature of the system paradigm of production organization is that it is based on the use of a systematic approach to solving organizational problems and involves the rejection of a rational model of production organization.
Systemic perception of the essence of the organization obliges to consider this phenomenon as a system of interrelated parts.
As a system, the organization of production is a set of forms and methods of interconnection of elements productive forces, as a process - a set of interdependent activities. The use of a systematic approach solves the problem of a comprehensive consideration of the organization of production in the unity of its constituent parts and parties as an integrated whole system.
The problems of survival of the enterprise and increasing the flexibility and adaptability of the organization of production to changes in the external environment come to the fore. The solution of these problems necessitates the consideration of the enterprise as an open socio-technical system. The main feature of such a system is organic interaction, the mutual influence of its elements and the external environment on each other, which determines the nature of the functioning of the system. Its main element is the worker, who has own goals, accounting for which is necessary in the process of forming the strategy and tactics of the enterprise. Unlike other systems, a sociotechnical system can freely "choose and set certain goals for itself, consciously changing its behavior to achieve them." The system must have a mechanism that allows it to counteract changing conditions and maintain its viability.
As elements of such a mechanism, we single out a system of plans that determines the strategy for the development of the enterprise and the organization of production, designed to ensure the construction and its functioning in a dynamic environment; high culture of the organization as a set of ideas about the goals, place and role of the organization of production in improving the efficiency of production activities, on the basis of which a specific mechanism for solving organizational problems is determined.
The transfer of the noted provisions to the field of production organization theory gives an idea of the general model modern organization production, reflecting the mechanism for solving organizational problems. In a condensed form, it can be formulated in the form of a triad: development strategy, organization system and organization culture (Fig. 2).
Fig.2. System model of production organization
1) Representation of the enterprise as a production system;
The enterprise is special kind social system. In this system, production processes take place, during which the worker, with the help of tools, acts on the objects of labor and turns them into a finished product.
A production system is a set of many elements and subsystems designed and built to achieve the goals of manufacturing and producing industrial products or other types of material goods.
Elements are combined into complexes that are parts of the system and are subject to this system. Such complexes are called subsystems. In the production system, subsystems are social, production-technical, informational. In all production systems ah, the control and controlled subsystems are distinguished.
The production system has a number of properties, the most important of which are:
· the production system is an open system because it is connected and exchanges resources, energy, information with the external environment. The system has external and internal inputs and outputs;
· the production system is a complex system, because includes many elements and their connections, has internal independence. The connections of the production system are not sufficiently defined, probabilistic;
The production system has the property of purposefulness. Orientation to goals ensures the unity of action of all its elements and subsystems. The goals of the production system are diverse, and the enterprise is a multi-purpose system.
· in the production system, the property of emergence or integrity is manifested, which consists in the fact that the system is capable of more than each of its active parts;
production systems are managed systems. They allow a temporary change in the functioning process under the influence of control actions;
· production systems have the property of adaptability. are able to respond to changes in the external environment, adapting to new conditions and requirements based on changes in the structure of the system;
Production systems are long-term systems that can function for a long time, while maintaining their properties and performance.
2) structure of the conceptual model of production organization.
The model is used for a simplified display and description of a real object, in this case, a production system or various organizational situations.
Despite the fact that the production and technical conditions of industrial enterprises are very diverse, the fundamental principles of the organization of production are the same for different enterprises. This allows you to develop a general (conceptual) model of the organization of production at the enterprise, which in practical activities can be adapted to specific conditions.
The structure of the production organization model at the enterprise includes:
the formulation of the goals of the organization of production;
Criteria for the effectiveness of the organization of production systems;
· general characteristics production organization systems at the enterprise and the composition of its subsystems;
a list of tasks of organizing production, implemented in each subsystem;
Characteristics of the functions of line managers and staff units in the field of production organization;
· Scheme of information flows and workflow in the production organization system.
The goals of the organization of production. The main goal of organizing production at the enterprise is to ensure high economic and social efficiency the functioning of the enterprise. means to achieve main goal serve the goals of the second level - the main goals, which in turn are determined by the nature of the enterprise.
Each of these areas of activity of the enterprise corresponds to the main goals of the organization of production, which can be achieved by carrying out the corresponding work and are implemented in the corresponding subsystems of the organization of production.
The degree of achievement of the main and main goals of the organization of production is evaluated by a system of quantitatively expressed indicators, which includes:
An indicator of the efficiency of the organization of production;
· index specific gravity increase in production volumes due to the use of intensive factors;
An indicator of the degree of satisfaction of consumer demand;
indicator of the rhythm of production;
· an indicator of reduction of time of development of new and improved production;
· an indicator that characterizes the share of competitive products in the total volume of output;
· an indicator of losses from marriage, correction of defects and claims;
An indicator of the degree of use of equipment over time;
The indicator of turnover of working capital;
indicator of intra-shift use of working time.
A book about how strict adherence to corporate discipline can lead to quick and unexpectedly successful results. The authors are confident that, despite the lack of compelling empirical evidence, teams provide better results more effectively than groups that are not organized into teams.
Book:
Universal principles for creating an effective team
There is no proven recipe for building an effective team. For example, the Deal to Steel task force was originally a potential team and could very well have stayed at that level – or even progressed to a working group level – had it not been for a few wise decisions, new ideas, and pivotal events. Like many other stories, the Deal to Steel task force story demonstrates that the difference between a potential team and an actual team can be small, and the transformation occurs as a result of the impact on the group of a key shaping event. Or, this difference can be significant, say, due to a long-term neglect of efficiency.
However, we have identified several universal principles that can help potential teams take the risks needed to move up the team effectiveness curve. These principles are listed below and illustrated with the Deal to Steel Task Force and other teams.
1. Create a sense of urgency to work and the right direction. All team members must be convinced that the team has a truly significant and urgent task, as well as understand what is expected of them. In fact, the more significant and urgent the task, the higher the probability of the birth of a real team. The best team charters are clear enough about the end results, but at the same time, the charters are flexible enough to allow team members to independently form the mission, specific goals and approach to business. Doing this is not always as easy as it seems.
Ron Burns, head of the pipeline group at Enron, has made it clear that he views the work of the task force and the corporate transformation program as top priorities. In addition, he backed up his words with deeds; for example, Burns spent more than a third of his working time "personally breaking down barriers." As patrons of the team, he chose two top managers, Horton and Prentice. They and Burns himself spent a lot of time with the team and at every opportunity publicly expressed their support for its activities. As a result, Burns, Horton, and Prentice helped shape the direction, the opportunity, and the urgency of the Deal to Steel team. According to Janacek, Burns “really pushed the cause and motivated people. He sincerely wanted change."
2. Select team members based on their skills and potential, not personality traits. To accomplish their task, teams need a set of complementary skills. They fall into three categories: 1) professional and functional skills; 2) problem solving skills; 3) interpersonal skills. It is important for potential teams to find the right balance between those employees who already have the necessary skills and those who are able to develop these skills after the team begins its activities.
Many leaders overestimate the importance of recruiting people, believing that “without the right starting lineup” it is impossible to build an effective team. However, with the exception of some advanced occupational or functional skills, most people can develop the necessary skills. after joining a team. We are all capable of personal growth; we just need a worthy task focused on efficiency. So, rather than focusing entirely on finding candidates with the right skills, it's more important to determine whether the team, including its leader, is willing to invest time and effort into the professional growth of potential team members. If not ready, then putting such people on the team or keeping them probably doesn't make sense.
By the way, the right selection of employees is important not only for target or special project teams. Constituent teams, whether made up of managers, manufacturers, or performers, must also be careful about team selection. It is all too common to assume that a position automatically guarantees team membership. But when the group is still a potential team, it is necessary to carefully evaluate the skills and abilities to master them among its members. For example, this is exactly what was done when the Garden State Brickface Team (Chapter 3) instructed foremen to staff their own work crews. By selecting people with whom they will work side by side for a long time, foremen have taken a fresh look at their skills and potential for growth.
Once the formation of the group is complete, the question of training often arises. Formal learning is certainly helpful, although it is not always the best or the only way development of the required skills. Training is most effective when it is timely and individualized to the specific needs of the group. For example, General Electric trains frontline teams in problem solving, decision making, interpersonal communication, and teamwork. Motorola encourages anyone who wants to learn to contact the experts directly for help. In doing so, Motorola strives to ensure that training is relevant because its content is directly related to the specific task that the individual or team is performing.
Horton and Prentice recruited people from all parts of Enron to provide the Deal-to-Steel Task Force with the full range of professional and functional skills needed to accomplish its mission. They also instinctively took into account interpersonal skills, choosing people who were ready to speak their minds openly. While the task force did not engage in any formal training programs, it did draw on external experts when necessary to improve the quality of problem solving and decision making.
3. Pay close attention to first encounters and activities. Initial impressions mean a lot. In the first meetings of potential teams, everyone closely monitors the signals sent by other people in order to confirm, mute or dispel their assumptions or fears. Special attention employees turn to the team leader and any manager who organizes and controls the team or influences it in one way or another. And, as always, the actions of leaders are much more important than their words.
Burns, Horton, and Prentice, the organizers of the Deal to Steel team, signaled their seriousness from the outset mainly by how much time they devoted to the team. Fred Mott did the same when he convinced the ELITE team members of his determination to implement their recommendations (“whatever you offer”) and when he brought the best people into the team. The plant manager at Sealed Air Corporation (more on that later) began his modernization program with a series of seminars on operational economic indicators- and carried out on the job. As one employee later said, “it immediately became clear to me that he was an honest person who sincerely cares about the fate of our enterprise.”
The experience of the From Deal to Steel team has shown that meetings outside the workplace help to remove barriers, establish more open relationships - and thereby give a potential team good start. The advantage of such meetings is that they provide participants with more time for informal communication in a psychologically comfortable environment. At the same time, there are teams that successfully overcome the initial barriers without such meetings.
The initial meetings and activities are not necessarily limited to the actual first meeting or event; for example, in the case of the Deal to Steel team, the “first meeting” spanned several pre-start meetings. In addition, for permanent groups, such as potential management or work teams, the first meeting does not mean that its employees are actually meeting for the first time as a group. As a rule, such “first meetings” take place with or after the arrival of a new leader, when a new program or initiative is announced, or when a task changes. For example, for Cosmo Products executives (Chapter 5), this first meeting took place after listening to hard-hitting feedback from employees, although top managers had met regularly for many years prior to this. Unfortunately, far too many potential teams do not perceive such meetings as "firsts" but instead succumb to existing leadership habits and practices, including an over-focus on individual rather than collective responsibility. Thus, they deprive themselves of the opportunity to approach the tasks facing them in a fundamentally different way.
Even more important than the environment is the actions of the team leader. For example, in a meeting outside the office, Janacek was much more effective than during the first meetings at headquarters. By bringing the subgroups together, he showed his flexibility and willingness to admit mistakes. Letting others speak, he expressed his intention not only to speak, but also to listen. And by acknowledging that, as a manager of an operating company, he needed to learn to view marketing companies as his clients, he demonstrated a willingness to overcome personal prejudices and habits. The key to Janáček's success was his attitude, flexibility, and attitude, backed by action—which encouraged open discussion that allowed individual problems to be resolved while setting the tone for the entire team.
Whatever the occasion for "first meetings", the leader must be aware of the potential impact of his words and actions on the group. For example, one of our acquaintances was transferred from another division of the company and was appointed the head of an already existing group. His introduction to the potential team was to take place at a dinner party. Only a few employees from his new team knew him personally, but the rest had heard a lot about him as an active leader and a cheerful person. The group outdid themselves with a welcome skit, and at the end of a pleasantly spent evening, our friend was asked to say a few words. But instead of taking the opportunity to outline a few key themes or areas for future action for the staff, he only said: “I am sincerely glad to join your group.” Thus, he missed an important chance, and another one was no longer presented to him.
4. Set clear rules of conduct. All true teams develop certain rules of conduct that help them achieve their final results and increase efficiency. The most important initial rules concern concentration (for example, “during meetings, it is forbidden to be distracted by phone calls”), the nature of discussions (“no sacred cows”), confidentiality (“no information should leave this room except what we choose to disclose”), analytical approach (“facts are our friends”), focus on the final result (“everyone gets assignments and does them”), constructive criticism (“no pointing fingers”), and, most importantly, individual input (“everyone does real work”).
Such rules promote focus, openness, commitment and trust. They are efficiency oriented. For example, in the From Deal to Steel team, the rule “Evaluate people, not process” was introduced, which helped to keep conflicts in a constructive framework. These rules do not have to be in writing; they may well be unspoken. In the NYC Partnership team described in Chapter 7, leaders were strictly forbidden from sending subordinates to meetings in their place. Although this rule was not official, it was never broken.
At the same time, such rules, when they arise, test the strength of the group itself. For example, if all its members agree that priority should be given to general meetings, and then they start to skip them, this signals the inability of the group to cope even with such trifles, not to mention main task. Having established the rules, the group must enforce them. One of the teams we studied agreed to complete confidentiality to encourage open discussion. But soon one employee broke this rule in a conversation with an outsider. When it became known to the others, the team leader politely but firmly reprimanded the violator, after which the team discussions became even more open and creative.
5. Set and implement a few immediate goals and performance-oriented goals. Most teams navigate their path to high performance through a series of key activities that bring them together. To take the first step on this path, potential teams can set themselves some relatively ambitious but achievable goals that they can achieve at an early stage.
For example, potential grassroots teams we have seen at Motorola, Sealed Air Corporation, and General Electric have set many measurable goals, such as shorter lead times, on-time deliveries, reduced scrap or defect rates, and faster equipment turnaround times. work, etc. Other teams set goals, although not quantifiable, yet measurable. For example, the "Dallas Mafia" precisely as it moves towards such a goal - replacing simple banking transactions with innovative ones. Financial services- evaluate your performance.
Whatever the goals - quantitative or qualitative, their achievement should require a certain "strain of forces". A couple of years ago, one leading finance company analyzed the performance of several of its most successful divisions around the world to identify common drivers of success. It turned out that in each case, top managers set goals for their division that other managers in the company considered as "virtually unrealistic, if not insane." In addition, in most cases, on the way to these goals, the management group turned into a real team.
What matters is that the results generated by such ambitious goals should not necessarily be regarded as success. At Enron, the refusal of an operating company chief to relinquish some of his control over the budget helped rally the Deal-to-Steel Task Force. The rejection of the equal pay proposal by Global Headquarters had the same effect on the Dallas Mafia. A smart team understands the value of such events and benefits from them, regardless of their outcome.
6. Keep your team updated with facts and information. New information forces the potential team to rethink and expand the task, helping to formulate the mission, set clearer goals and improve the approach to business. When the Deal-to-Steel Task Force analyzed all the mistakes of the Iceberg Project, it helped them start their training and unite as a team.
Conversely, potential teams make the mistake of assuming that they already have all the information they need thanks to the collective knowledge and experience of their members. Target groups like Deal to Steel fall into this trap less often than employees or managers trying to use a team approach in their current work. After all, task forces and special project teams are created, not least for the sake of collecting and analyzing new information. In contrast, potential teams on long-term, permanent assignments easily develop habits that cut off access to fresh information and different points of view. However, new facts can often push such groups to action, as happened after Cosmo Products executives listened to employee feedback.
7. Spend a lot of time together. As common sense tells us, teams should spend a lot of time together, especially in the beginning. But potential teams often neglect this. Time spent together should be partly planned, partly not. Birth creative ideas and the formation of personal connections require informal, impromptu interactions, as well as collaborative analysis of pivot tables, customer surveys, competitor research, communication with colleagues, and constant discussion of current issues. Somewhat surprisingly, we found that communication between team members not always should be personal. Teams are increasingly using telecommunications, as we saw with Rapid Response (Chapter 5).
Busy executives very often deliberately minimize the amount of time they spend together. And even when they are physically nearby, they limit interaction. Regular meetings are kept as short as possible in order to distract managers from their work as little as possible. The agenda is very strictly followed. For example, scheduled discussions are often interrupted in the middle so as not to get out of the meeting schedule. Too often, as happened at the start of the Deal to Steel task force, people look for an excuse to walk out of a meeting (for example, citing the need to call) or skip it altogether. The results are deplorable: the potential team simply does not have time learn be a team. An unscheduled and open-ended meeting or a three-day retreat is one of the better ways break this stereotype, since such events provide time for informal communication and problem solving. But even offsite meetings won't work if the potential team returns to tightly planned, non-interactive meetings when they return to work.
For example, the potential top-management team we studied used a series of away meetings to secure a promising start. They quickly developed an inspiring common mission, a set of specific goals and an approach based on their complementary skills, and even laid a solid foundation of mutual respect and trust. Unfortunately, managers mistakenly believed that further work required minimal interaction from them. However, by reducing the time spent together, they, without noticing it, lost a clear understanding of the team mission and goals. And besides, they destroyed the rudiments of trust and respect. Six months later, they began to interpret the mission and goals of the team in different and even contradictory ways. Moreover, by that point they had lost the desire to get together and overcome their differences. Starting as a potentially strong team, they turned into a pseudo-team that eventually needed a complete overhaul.
Conversely, the most successful teams always find a way to spend as much time together as possible, especially when things go wrong. The Burlington Northern Intermodal Team held daily morning meetings and interacted extensively throughout the business day and even at night. When the need arose, they also met on Sunday. Members of the Rapid Response Team, thousands of miles apart, talked to each other for several hours a day on the phone. The employees in the Deal to Steel task force spent so much time on this assignment that it literally became their second job. Remarkably, in successful task forces and special project teams, this “second job” and the time spent on it often bring people much more satisfaction than their full-time work.
8. Harness the power of positive feedback, recognition, and rewards. Positive feeding works for teams in exactly the same way as everywhere else. The Gold Star Giveaway helps reinforce new behaviors that are important to team performance. For example, when a shy person first expresses his opinion openly, the group should be attentive and supportive in order to encourage him to further contribute to the common cause. Similarly, when someone takes the risk of bringing up a sensitive, potentially controversial topic, other team members, and especially the team leader, may react positively, thereby showing their willingness to discuss sensitive issues.
Positive feedback and recognition works at all levels. David Rockefeller masterfully used this to turn a group of volunteer executives into a very successful New York City Partnership team (see Chapter 7). At each meeting, Rockefeller found a reason to praise each leader, and his praise was always associated with the specific contribution of this person to the common cause. Some suspected that Rockefeller had a staff of his staff assisting in preparing such reviews. But it didn't matter. All members of the Rockefeller team recognized his sincere commitment to the common mission and the fact that he, himself a very busy man, really appreciates the time and effort they devote to the common cause. Even the strongest personalities respond to positive feedback when it's real.
There are many ways to recognize and reward team members for high performance, and financial rewards are just one of them. For example, leaders promise immediate rewards when, like Ron Burns at Enron, they explain to the team the urgency of the problem being solved. Sometimes teams can take advantage of already existing systems of bonuses and incentives in companies. Sometimes a potential team will have to develop their own ways. For example, the Zebra Kodak Team, described in Chapter 3, handed out certificates to exceptional employees for dinner at a restaurant. Ultimately, the feeling of satisfaction from the achievements of the team becomes the main reward. But until that happens, potential teams need to find other ways to acknowledge and reward employees for their commitment and contributions.
Building effective organization is an important task in all areas of human activity, in public administration, business, non-profit structures, etc. The concept of organizational effectiveness for different organizations will be somewhat different, as they are different in their purposes, sizes, social and economic impacts.
The theory of effective organization was an important contribution of the professional management consultant American G. Emerson to classical theory organizations. In 1908, his book "Efficiency as the basis of production activity and wages", av1912. - the main work of his life "The Twelve Principles of Effectiveness".
“True efficiency,” Emerson wrote, “always produces maximum results with minimum effort. But the condition for this must be a creative organization.”
Emerson has long studied the reasons for the success of small businesses competing with big companies, and came to the conclusion that competitiveness is based not so much on economies of scale as on the efficiency of the organization production processes requiring adequate organizational structures. It is the creation of an effective organizational structure that is a key element in achieving the organization's goals.
According to Emerson, an effective organizational structure is characterized by the following:
- ? the most effective are the linear and staff forms of organization, since "nature, the human body and other perfect systems" are organized according to the linear or staff principle;
- ? the effectiveness of the functioning of line and staff units;
- ? the headquarters performs the following important functions: selection and training of personnel, proper installation and configuration of equipment, well-functioning supply necessary materials and raw materials, monitoring the performance of assigned functions by employees and monitoring the results of the production process.
In turn, an effective organization, according to Emerson, must have the following important characteristics:
- 1) the presence of precisely set goals;
- 2) standardization of operations, procedures and rules;
- 3) rationing the performance of work tasks;
- 4) fast and complete cost accounting;
- 5) dispatching of the production process;
- 6) labor and technological discipline.
IN modern management there are four complex criteria for the effectiveness of the organization (Fig. 7.1).
Goal achievement is the most widely used measure of organizational performance. Results of production, economic, financial activities organizations are compared with set goals. Naturally, the efficiency is higher better organization reaches its goal.
Rice. 7.1
At the same time, operational goals are the most important to consider, since they really reflect what and how the organization has achieved, while strategic goals rather abstract and difficult to measure.
There are two problems that have to be solved: the multiplicity of goals and the subjectivity of indicators of their achievement.
Because organizations have multiple and conflicting goals, it is often impossible to evaluate performance based on any one metric. Good results in relation to one goal may mean poor results in relation to another. Moreover, in addition to general goals, there are goals of individual units. For a complete and reliable assessment of effectiveness, several goals should be kept in view at the same time.
Another important problem is the measurement of the degree of achievement of goals, since for a number of them only subjective assessments are possible (for example, the well-being of employees or social responsibility).
Acquisition of resources characterizes the effectiveness of the functioning of the organization at the "input" of the system. An organization is considered efficient in this regard if it acquires the necessary factors of production (materials, raw materials, work force, capital, etc.), realizing the following characteristics:
- ? the organization's ability to extract environment rare and valuable resources, including financial resources, raw materials, human resources, knowledge and technology;
- ? the ability of decision makers to see and correctly interpret the properties of the environment;
- ? the ability of managers to use tangible (eg stocks of raw materials, people) and intangible (eg knowledge, corporate culture) resources in the daily activities of the organization to achieve the best results;
- ? the organization's ability to respond in a timely manner to changes in the environment.
At the same time, the ability of management to extract and manage resources matters only if the resources and capabilities are used to produce something that others really need.
Internal processes("healthy systems") involve a minimum of conflicts and destructive political actions, responsibility and trust between employees, as well as the effective promotion of information within the organization (information reaches the employee without being distorted).
The performance indicators of the organization, from the point of view of the internal processes approach, include:
- 1) strong corporate culture and friendly working climate;
- 2) mutual assistance, group loyalty and work as a single team;
- 3) mutual trust and communication between employees and management;
- 4) decision-making by persons who are close to the sources of information, regardless of where exactly these sources are located in the hierarchical structure of the organization;
- 5) ease of horizontal and vertical communications, agreement on significant facts and assessments;
- 6) a system of remuneration of managers for Good work, growth and development of their subordinates, as well as for the ability to create an effectively working group;
- 7) such interaction of the organization and its parts, in which the problems arising in the course of work on any project are resolved in favor of the interests of the entire organization.
This criterion is important, since the efficient use of resources and the coordinated internal functioning of the organization are one of the sides of its overall efficiency. However, neither the overall result nor the organization's relationship with the environment is taken into account here, so using this criterion alone does not give a complete picture of the organization's effectiveness.
Needs Satisfaction strategic groups is seen as an important criterion for the effectiveness of the organization.
A strategic group is any group of people within or outside an organization that has some equity stake in the organization and is interested in the results of the organization's work (for example, employees of the organization, resource suppliers, consumers of the company's products).
Groups of criteria for assessing the effectiveness of meeting the needs of strategic groups are presented in Table. 7.1.
Since the performance criteria for different strategic groups are different, conflict between strategic groups and the organization is possible.
The strength of this criterion is that here the concept of efficiency is broader and that it considers factors both environmental and internal to the organization.
Table 7.1
Criteria for the effectiveness of meeting the needs of strategic groups
To assess the effectiveness of a modern organization, the complex use of the considered groups of efficiency criteria is assumed, since there is no single criterion for evaluating the effectiveness of organizations of various types or corresponding to all stages. life cycle organization, or assessing the satisfaction of all competing strategic groups.
Performance criteria can be seen as some practical principles of leadership, because in well-managed organizations, mixed performance criteria help to adapt to different situations, identify and seek benefits from different strategic groups.
1. Principle of perspective activity: the structure and work of the organization should be focused on achieving ultimate goal rather than on the ability level of existing employees. People need to be selected based on the goals of the organization.
2. Unity principle: each employee should receive orders and instructions from only one leader and report only to him.
3. Management specialization principle: all regularly repeated management actions must be firmly distributed among employees and not duplicated. All job descriptions must be clearly defined and mutually agreed upon.
4. Controllability Principle: there should be no more than 6-12 direct subordinates per manager, depending on the level of management.
5. Principle of vertical hierarchy constraint: the fewer hierarchical levels, the easier it is to manage the organization. A large management structure often begins to "live its own life", contrary to the interests of the organization.
6. The principle of delegation of authority: the leader must be able to delegate the appropriate part of the managerial work to subordinates. At the same time, the leader should not shift his functional responsibilities- otherwise he risks losing them soon.
7. The principle of effective communications: communications in the organization should be optimized based on the goals of the organization. Document and information flow should be simple, transparent and practical.
8. The principle of adequacy of remuneration: remuneration for work should ensure the full restoration of the employee's labor costs, the satisfaction of his actual needs, as well as his interest in working with this organization.
9. The principle of psychological environmental friendliness of the control system: the organization's management system should ensure not only the achievement of the organization's goals, but a high level of socially responsible behavior of the organization in external environment and towards their employees. A healthy socio-psychological climate, a work regime that ensures maximum productivity and satisfaction of employees, an effective and adequate remuneration system for labor costs, a system of advanced training and retraining of employees, career planning for worthy - all this is a psychological investment in the future of the organization.
33. Scheme of the communication process, its practical application.
Communication It is the process of transferring information from one person to another.
It is important to understand the following.
1. For the implementation of the communication process, it is important to have both the sender and the recipient of the message, which together form an integral interconnected system in the communication process.
2. In fact, communication is what the receiver of the message is aware of, not what the sender means.
A two-way communication process always includes eight steps.
These steps need to be explained in detail.
1. The birth of an idea. A person's thought is a multidimensional image, often a kind of holistic picture at the level of sensations. To convey this image using a code of several words, and in such a way that the recipient as a result perceives exactly what the sender wanted to convey, is a task that requires the greatest art of communication.
2. At this stage, the original mental image encoded using symbols and signs of the language of communication (words, speech patterns, intonations, gestures, facial expressions, etc.).
3. Coded message transmitted on the selected channel transfer of information. Along the way, messages can be barriers hindering high-quality and effective communication. Value Bridge - this is a set of signs and symbols that are equally interpreted by the sender and recipient, which gives people the opportunity to correctly understand each other.
4. At the stage of obtaining information, the recipient perceives message, that is, it reaches his consciousness.
5. Message received decoded and interpreted recipient.
6. Even if a person correctly perceived and interpreted the received message, he is not always able to receive this message. accept . The reason for this may be the cognitive dissonance - internal conflict and anxiety that occurs when a person receives information that is incompatible with their value system, previously decisions taken or other data known to them. To overcome this conflict, a person tends to ignore subjectively unacceptable information.
7. After the recipient has accepted and assimilated the information, he begins make decisions and take action based on this information.
8. To improve the effectiveness of the communication process, it is very important to use feedback , i.e. track on various aspects interlocutor's reactions the quality of their perception of your message.
Nowadays, a common feature of any (even a well-functioning business) is an acute shortage of time. This is especially evident at the stage of its formation. Even if you have decided, due to lack of time, the business may not bring the desired money. That is why time management is of great importance, in other words, managing your time.
In this article, we will present you with a number of tricks with which you can take control of every second of time, draw up the right work plan, and sort out the tasks that have arisen without wasting a single minute.
We hope you understand that time is money, the more time you lose, the less you earn.
Exists great amount ways to manage time. It was they who became the basis of the principles of effective action in the organization of their work. Let's look at them in detail.
1.
Careful choice of targets. If you are starting a business, you need to be as specific as possible about what exactly you need to achieve. Most people do not know what they are moving towards, what they need, so they turn off the road at the very beginning. They react to all sorts of distracting signals, so they go astray. You need to decide for what purpose you are starting a business.
2.
Designation of priorities. It is also very important to make a to-do list according to their urgency and importance. If you do not have such a list, you will try to do everything at once. Naturally, this won't work.
3.
Stimulation. If a person is interested in something, he likes it, then he does it with pleasure. Turn the word “need” into “want”, then the efficiency of the activity will increase significantly.
4.
Definition of terms. The main trick is to set yourself the responsibility of setting deadlines for completing tasks. If you didn't make it in time certain period complete the task, the next one will have to be completed faster.
5.
Decisiveness of action. In 51% of cases, doing the right thing is success. That is why, having decided to do something, you need to act quickly and not doubt the correctness of your choice. Indecisive people achieve little in life.
6.
Know how to say "no". Learn to say this word, it will help you not to be distracted by all sorts of trifles.
7.
Do not waste time on meaningless conversations and visiting the network. Remember that although telecommunications are informatively useful, they often serve as a source of temptation. You need to focus on the specific purpose for which you started using them.
8.
Be able to listen. Don't miss important information. You must always be aware of all events and know what is happening and where.
9.
Get rid of all kinds of templates. Don't think that if the same method is always used in a certain job, then it is the best one. Maybe they just didn't think the best option. It is possible that the use of other technologies will allow you to optimize your work.
10.
Little things deserve attention. Very often annoying little things knock them out of the rut. Always be attentive to them. This will help you save time, effort and money.
11.
Don't waste a single second. While waiting for something or a trip, you need to constantly think about further work plans.
12. Brevity is commendable. It is necessary to praise the employee who clearly and briefly expresses the essence of the problem, and express dissatisfaction with those people who do not know how to do it. Many employees think that if they spend a lot of time around their boss, then they occupy a special position in this company. But this is completely wrong. Do not strengthen this faith in them.
We looked at the techniques that are the basis of proper time management. You need to control every minute, so you will take another step towards the successful prosperity of your business and understand
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