Features of the Japanese management model

Over the past two decades, Japan has taken a leading position in the world market. One of the main reasons for Japan's rapid success is its human-centered management model. At the same time, the Japanese do not consider one person (personality), like Americans, but a group of people.

The Japanese model was formed under the influence of two factors:

1. Creative development of foreign experience in the field of organization and management;

2. Consistent preservation of national traditions.

In connection with the foregoing, it is of interest to analyze the traits of the Japanese character. The most important of them: diligence, restraint and diplomacy, susceptibility to the new, thrift.

Japan is characterized by a commitment to collective forms organization of labor (groupism). The collective nature of work requires managers to be able to get along with people. Life experience is also highly valued, great attention given spiritual development personality.

The Japanese put social needs above others (belonging to social group, the place of the employee in the group, the attention and respect of others). Therefore, they perceive remuneration for work (incentives) through the prism of social needs.

Unlike workers in other countries, the Japanese do not strive for the unconditional implementation of rules, instructions and promises. From their point of view, the manager's behavior and decision-making depends entirely on the situation. The main thing in the managerial process is the study of the nuances of the situation, which allow the manager to make the right decision.

The strongest motivation in Japan is the "corporate spirit" of the firm. It is based on the psychology of the group, which puts the interests of the group above the personal interests of individual workers.

Features of the American model

The study of the American model of management is of known interest. It was in the United States that the science and practice of management was first formed. American management absorbed the foundations of the classical school founded by Henri Fayol.

The modern American management model is focused on such an organizational and legal form of private entrepreneurship as a corporation ( joint-stock company), which emerged at the beginning of the 19th century.

American corporations widely use strategic management in their activities. This concept was introduced into use at the turn of the 60-70s, and in the 80s. covered almost all American corporations.

basis strategic management is a systemic and situational analysis of the external (macro-environment and competitors) and internal (research and development, personnel and their potential, finance, organizational culture, etc.) environment.

American scientists continue to pose and develop real problems of management. The American practice of selecting executives places the main emphasis on good organizational skills, and not on the knowledge of a specialist.

In many ways, the features of this model are due to the national characteristics of the Americans: the ability to fight to the end, to assert their superiority and vitality. They emphasize their exclusivity, "God's chosenness", strive to achieve quick and great success. They pay great attention to their work. They are characterized by a struggle for leadership. Until recently, America has been dominated by a one-man style of management; firms have observed strict discipline and unquestioning obedience with a purely external democracy.

Features Western European management model

British researchers had a noticeable influence on the formation of management. So, the British R. Falk and L. Urvik were engaged in the development of management principles.

British scientists made a significant contribution to the development of the "operations research" method, which first originated in England in the 1940s, in connection with the need to solve some military strategic and tactical problems. In the future, the center of work moved to America.

In France, Henri Louis Le Chatelier, Charles Fremin-ville, the brothers André and Edouard Michelin dealt with issues of scientific management. An invaluable contribution to the understanding of management as a science was made by Henri Fayol.

Walter Rathenau dealt with the problems of scientific management of production in Germany. A huge contribution to the study of the principles of organization was made by the famous German sociologist Max Weber, who developed the "ideal type" of administrative organization, which he called the term "bureaucracy". The work on the organization of production, which was carried out by Karol Adamecki, deserves special attention. West German theorists of the school human relations” advocated a tougher approach to personnel management than their counterparts in the US and Japan.

In England, Holland, Norway, Sweden and other Western countries, the issues of involving workers in "participation in management" were also widely worked out.

Western European scientists have had a significant impact on the formation of an approach to management from the standpoint of a "social person". This approach made it possible to study people's behavior in terms of the impact of group behavior on them.

In 1929–1933 The world crisis gripped the advanced capitalist countries. In the same period of time, the English scientist J. M. Keynes formulated the concept state regulation economy. Keynes justified the need for government intervention in the economy.

Germany has always been characterized by a greater role of the state in the economy than in the United States. During the Hitler era, there was generally a direct dictatorship of the state in the economy, and after the end of World War II, when the national economy was being restored, it was the state that ensured social stability and social security. The active social policy of the state is typical in Germany even now. Cooperation between employers and trade unions extends to the organization of work, including group principles production activities, staff development.

Motivation: definition, main tasks and methods.

Staff motivation is one of the ways to increase labor productivity. The basis of any system of labor motivation is the salary system.

There are the following types of staff motivation:

material motivation

social motivation

Psychological motivation

The starting point for the emergence of this theory is Maslow's concept.

The theory of Clayton Alderfer ERG

The needs of beings

relationship needs

Growth Needs

The theory of Frederick Herzberg, he believed that two groups of factors are important for the motivation of a particular subject:

Hygienic factors - working conditions

Motivators - interest in work, salary

Disadvantages of content theories:

1 Needs may change over time

2 the same needs in people with different temperatures,

Character can be expressed in different ways.

Process theories

Vroom's Valence Theory

Valence is the expected value of the reward.

By instrumentality, Vroom understood the ability of a person to correctly use various objects of labor in order to achieve his need.

By effectiveness, he understood the possibility or impossibility of achieving a favorable result.

Lawler and Porter's theory is based on Vroom's theory, but at the same time, as an additional element, the authors consider the right to reward, i.e. subjective assessment workers rewards for their work, which he compares with the reward for other colleagues.

Disadvantages of percentage theories:

1 For their application, special personnel surveys are required

2 The application of these theories necessitates the introduction of a new position of a psychologist.

27. Russian model of management.

Russian management model

According to experts, there are mainly two models in Russian management - Byzantine and Russian.

The Byzantine model is a combination of European and Asian culture of doing business, and its features are:

the use of a dual process of managerial decision-making;

application of the principle of "divide and conquer";

clan existence.

The Russian management model has several features:

on the American, characterized by focus on the end result, individualism in decision-making, the use of a variety of means and methods to achieve the goals;

democracy in communication with employees and workers, the ability to use socio-psychological methods of activating the work of workers;

implementation of the functions of control and regulation over the entire production cycle from the supply of resources, components, spare parts, production of products and services to marketing;

horizontal integration based on diversified strategies for penetration into regional markets, participation in the elections of governors and mayors of cities in order to lobby the interests of an economic entity in the territorial market;

sending to the bodies of the state legislative branch of government of the federal and subject levels of managers representing the interests of the corporation, for professional activity to improve the legislative framework, tax, customs and judicial systems.

mistrust of senior managers to their subordinates and failure to use the right to delegate part of the functions and powers to middle-level managers, as well as the inability to stimulate and intensify the activities of hired managers, determine effective economic mechanisms for managing a team of managers, identify career prospects and build advanced training programs.

public administration electoral budgetary

All the considered concepts are implemented to a greater or lesser extent in specific management models. The main ones after the 1970s. are American and Japanese models. In 1981, U. Ouchi proposed the Z theory, which, as it were, supplemented McGregor's idea regarding the X and Y models. In the Z theory, Ouchi tried to combine the American and Japanese approaches to management and propose best model management of any organization. The starting point of the concept is the position that a person is the basis of any organization and its effectiveness primarily depends on him.

The origins of the diversity of management models lie in the national characters of people, determined by differences in geographical, historical, social, cultural and other conditions of their formation.

Consider the American, Japanese and European models of management.

In these models, first of all, there are differences in the content and understanding of the basic functions of management.

The American School of Management contains the following functions:

• 1) planning (including mission, goals and forecasting);
• 2) organization (including the procedure for the use of power, conflict resolution);
• 3) connecting processes (including communication and decision-making methods);
• 4) ensuring the efficiency of the organization's activities (including the management of human resources, the functioning of operational production systems).

In the Japanese School of Management, the main functions are presented in the form of a cycle:

• 1) planning;
• 2) organization of work;
• 3) operational management;
• 4) motivation;
• 5) coordination;
• 6) control.

In the European (German) school of management, the cycle of functions is presented in the form: 1) goal definition; 2) obtaining information; 3) planning; 4) decision making; 5) implementation; 6) control.

If we compare the presented schools of management, then the following features attract attention.

In the American School of Management, much attention is paid to communication processes, coordination and forecasting as planning in an organization.

In the Japanese school of management, the basis of the effectiveness of the life of any organization is associated with a highly qualified and active staff. Therefore, motivation is given priority, and coordination only contributes to improving the performance of active staff.

In the European (German) school of management, great importance is attached to goal-setting, the availability of sufficient amounts of information, and making informed decisions.

A comparative analysis of the American, Japanese and European management models shows that they are quite close to each other. At the present stage, this is largely determined by the rapid development of transnational corporations, blurring the boundaries in the movement of not only goods and capital, but also labor resources, bringing their subculture to any society.

In a historical context, one can consider the American and Japanese models of management as the most distant from each other, and the European one as occupying an intermediate position. Comparative characteristics of the American and Japanese schools of management in terms of management principles, management features, management models, labor market organization, remuneration systems, quality systems are presented in Table.

Speaking about the organization of management in American, Western European (Germany, France, Great Britain, Finland), Asian (Japanese, Korean, Chinese, Indian) firms, it should be noted that the most effective management style is based on group decision-making, since it involves:

Comparison of general principles industrial control

Management principles	School of Management
Inventory management	Production on the principle of just in time ("kanban"), that is, the supply of resources in exactly the same volume as the cat. required in dan. point in time (i.e. austerity on inventory)	delivery of large batches of resources with low frequency (that is, less demanding to minimize inventories);
Quality control	comprehensive quality control	the concept of "do it the first time" - comprehensive quality control, the inclusion of quality responsibility in each job
Comprehensive preventive maintenance of equipment	production staff	special repair and preventive services
Decision making system	the right to make decisions is granted to employees who are one step lower than the level of managers with formal power	High degree of centralization of interfunctional relations in decision-making

¦ participation of the middle management in the development of decisions by coordinating and discussing draft decisions not only with managers, but also with the personnel of the relevant departments;

¦ observance of the principle of unanimity in decision-making;

¦ lack of clear job descriptions (it is assumed that the content of the work of each employee can constantly change, and employees must be able to perform any work within their competence);

¦ the use of a specific personnel management system, which mainly provides for lifelong hiring of employees, promotion and increase in wages for length of service, social Security old age and sickness;

Comparison of control features

Control Features	School of Management
Means of Success	great importance is attached to the means to achieve the goals: sincerity of intentions, sincerity is valued regardless of the result	it is the result that is significant, anyone who has achieved success is recognized as a hero, regardless of the means used by him for this
Direction of action	focus on serving people, society - altruism, as an opportunity to make a name for yourself	it is the result that is significant, anyone who has achieved success is recognized as a hero, regardless of the means used by him for this; even in actions aimed at the benefit of society, there is a search for personal gain
Problem solving	search for a compromise, reconciliation, negotiations, the desire to avoid a split, to achieve "harmony", a gradual convergence of each other's positions	solving problems in the fight with a partner, in disputes where each side insists on its own
Attitude to profit	care little about quick profits, how strategists look at the long term	the company has to prove every three months that it is profitable, otherwise employees will be out of work
Communication with the enterprise	high - relationships of devotion and mutual responsibility, lifelong employment	low -- no tint films buy

Criteria	Japanese model	US model
1. The nature of managerial decision-making	Decision making by consensus	Individual nature of decision-making
2. Responsibility	Collective	Individual
3. Management structure	Non-standard, flexible	severely formalized
4. Nature of control	Collective	Individual control of the head
5. Organization of control	Soft informal control	Clearly formalized rigid control procedure
6. Evaluation of the performance of the head	Slow worker performance appraisal and career growth	Quick assessment of the result and accelerated promotion
7. Evaluation of the qualities of a leader	Ability to coordinate and control	Professionalism and initiative
	Orientation of management to the group, increased attention to the person	Orientation of management to an individual, attention to a person as a performer
9. Evaluation of personnel performance	Achieving a collective result	Achieving individual results
10. Relations with subordinates	Personal informal relationships	formal relationship
11. Career	Promotion based on age, length of service and loyalty to the firm	Business career is predetermined by personal achievements
12. Leadership training	Training of universal leaders	Training of highly specialized managers
13. Pay	Remuneration according to the performance of the group, experience	Remuneration for individual achievements
14. Duration of employment in the company	Long-term employment of the head of the company, lifetime employment	Employment on a contract basis, contractual basis, short-term employment
15. General principle management	"Bottom-Up"	"Top-Bottom"
16. Staffing	Lack of clearly defined roles and tasks within the organization	Functional subordination and clear boundaries of authority
17. Professional development	On the job (in the workplace)	Separated, for special training programs

It should be emphasized that today there is a mutual enrichment of approaches (models) in management. Much of the Japanese management experience is used, for example, in the US and Western Europe. An example is the theory Z, formulated by the famous professor of the Graduate School of Management at the University of California at Los Angeles (USA) William Ouchi. Differences in management practice in different countries ah become less obvious.

American model.

Rejection of individualism, the transition to collective forms, the pursuit of thoughtful risk

High qualification, ability to learn. The job transition is fast.

The trend of transition from narrow specialization to mastering several related specialties. Traditional forms of training and advanced training.

Decision-making process - Top-down, individuality of decision-making by the manager; accepted quickly, implemented slowly.

Short-term employment, frequent job changes depending on wealth. The main motive is economic factors (money).

The nature of innovation is revolutionary

Form of business relationship - contracts

Japanese model.

Ability to work in a "team", orientation to the team, refusal to stick out one's own "I", unwillingness to take risks

Criteria for promotion - Life experience, good knowledge production. Slow promotion

Generalists, special requirements and forms of advanced training: mandatory retraining; rotation of the place of work (position); written performance reports.

Decision-making process - Bottom-up, decision-making by consensus; The decision is taken for a long time, implemented quickly.

Hiring for life, moving to another firm is considered unethical. The main motives for the behavior of employees are characterized by socio-psychological factors (a sense of belonging to a team, etc.).

The nature of innovation is evolutionary

Form of business relationship - personal contacts

European model.

The nature of decisions - Individual

Dominant Goals - Strategic

Separation of duties and powers - Clear

Specialization of workers - Wide

Responsibility - Individual

Employee commitment to the firm

Evaluation and career growth - Slow

Shared Values ​​- Individual

Attitude towards subordinates - Formal

Career Conditioning - Personal Qualities

Peculiarities:

stimulation of vocational training;

technical training of managers;

responsibility and a large amount of authority; quality and innovation;

formalized management (all in papers).

Russian model(mixed model)

Dominant targets Tactical

Assessment and career Slow

The ideal of a manager Leader is a strong personality

Method of control According to the team. indicators

Career conditionality Age, length of service, collective achievements

In general, the following image of Russian management is taking shape:

· Individual responsibility and direction of management and clear distribution of responsibilities;

· Prevalence of corporate (in Soviet times - state) interests over the individual;

· Rigid management structure, slow feedback. Russia's management models have a mixed model that incorporates individualistic features of reward and punishment, collectivism (labor assessment, reporting), strict subordination, hierarchy, and a high degree of centralization.

4. The manager and his role in the organization. Classification of managerial roles. Mastery (skills) of the manager. Requirements for the personal and business qualities of a leader in the state and municipal service. Manager- a member of the organization that carries out managerial activities and solves managerial tasks. Managers are the key people in an organization. In an organization, managers: - ensure that the organization fulfills its main purpose, - establish the relationship between departments, operations, employees, divisions, - develop strategies for the organization's behavior in a changing environment, - ensure that the organization serves the interests of society and individuals, - acts as the main information link m / y organ and the external environment, - are formally responsible for the development of the organization's activities, - officially represent the organization in ceremonial events. Managerial roles (Henry Mintzberg): A role is a set of beliefs about a manager's behavior.

Henry Mintzberg identifies 10 roles who take over the leaders at different periods and to varying degrees. Mintzberg points out that the roles are interdependent and interact to create a cohesive whole.

Interpersonal Roles stem from the authority and status of the leader in the organization and cover his sphere of interaction with people. This is rolechief leader, which traditionally performs duties of a legal and social nature. The role of the leader makes the manager accountable behind motivation of subordinates, as well as for recruitment, training and related issues. Maintaining a self-growing network of external contacts and sources of information who provide information and services, the manager plays roleconnecting link.

Interpersonal roles make the manager a focal point for information, which makes him informationalroles, and turns it in information processing center. Constantly collecting a variety of information of a nature specialized for their work, coming from both external environment and from within the organization, the manager plays receiver role information. Manager, receiving a variety of information from internal and external sources, part of which is factual, and part requires discussion and interpretation to make a decision, transfers it and plays the role of races disseminator of information. By conveying information to the organization's external contacts (through public speaking and writing) on ​​industry issues, action plans and policies, and the organization's performance, the manager plays rolerepresentative.

Performing interpersonal and informational roles, the manager also plays decision-making roles:

Entrepreneur seeks opportunities for improvement, improvement of activities both within the organization itself and outside it, and controls the development of certain projects.

Resource allocator responsible for the preparation and implementation of programs, budgets and schedules related to the coordinated and rational use of material, human and financial resources.

Eliminator violations Responsible for corrective action when the organization is faced with the need for major changes due to violations of the implementation of strategic and current programs of action.

Negotiator Responsible for representing the organization in all significant negotiations.

All these 10 roles, taken together, determine the scope and content of the manager's work, regardless of the nature of the activities of a particular organization.

Manager skill: Regardless of the position held, an effective manager must possess three main types of skills:

conceptual (cognitive abilities of a person to perceive an organization as a whole, and at the same time highlight the interconnections of its parts; process incoming information; planning abilities, strategic thinking, top-level management is needed to a greater extent .. represent it future, know the structure, goals, strategies),

communication (human skills) - (men-ra's ability to work with people with their direct participation, the ability to effectively interact as a team member. Having developed human skills, men-r motivates subordinates to express themselves, stimulates their involvement in activities -th org-tion)

technical (special skills), subject knowledge (this is special knowledge and skills necessary to perform work tasks).

When evaluating business and personal qualities, the qualities of managers are studied, combined into the following blocks: general managerial preparedness, special professional preparedness, creativity, willingness to make decisions, organizational skills, communication skills, strong-willed qualities, attitude to work.

Criteria of personal qualities of civil servants:

responsibility, executive discipline;

independence, initiative, ability to work in conditions of uncertainty, etc.;

desire for professional development, degree of learning;

compliance with the rules of official conduct;

ability to work in a team;

business communication skills.

For managers, the following personal qualities should be taken into account additionally:

leadership skills;

effectiveness of directing subordinates.

Appearance, demeanor, delivered speech, professionalism, name others

5. Position, activities, powers of the head in the organization. Levels and links of management. Line and functional managers. Levels of government.

Position- this is a staff unit of the organization, the primary element in the structure of its management, characterized by a set of rights, duties and responsibilities of the employee, the labor functions performed by them, the boundaries of competence, and legal status. All these characteristics are derived from the functions and features of the unit. Partly, they should be organically inherent in this particular position, and partly belong to the category of “other” included in the circle of general functions of the unit, falling to the share of this position and assigned by the head separately.

The head has the right and is obliged to exercise the main powers:

properly manage all activities of the enterprise;

clearly organize the work and interaction of departments;

to carry out organizational and technical measures to improve production management, its structure;

ensure the economical and efficient use of material resources;

ensure that the team fulfills production tasks,

improving production efficiency and quality of work;

demand compliance with labor discipline,

take the necessary measures to strengthen order and prevent loss of working time;

ensure the correct application of the principle of social justice;

consider opinions and suggestions labor collectives when making decisions;

inform the teams about their work, the decisions made and the progress of their implementation;

make decisions on key management issues, production and labor;

issue orders and other acts within its competence,

cancel the orders of the heads of production units if they contradict the law;

hire and dismiss employees in accordance with the labor legislation within the established nomenclature,

apply incentive measures and impose penalties on employees;

establish the competence of deputies and other senior officials;

In the management structure, levels and links of management are distinguished.

Link - this is an organizationally separate, independent structural body or a group of people united by a common type of activity (functions performed), - for example, accounting, personnel service, etc. The number of links at each level is determined based on the optimal requirements of specialization.

Management levels – a set of links that are at the same horizontal level show the sequence of subordination of the governing bodies. The number of levels is determined based on the optimal ratio of centralization and decentralization of management, and the number of links at each level is determined by the optimal requirements of specialization.

There are two main types of managers - linear and functional.

Linear managers lead the line departments and the entire management system. They make decisions on the whole range of problems. The line manager takes into account the opinion of all specialists in economic, legal, technical and other services. But he must make the decision. The decision taken may differ from all the proposals made, precisely because all positions must be fully agreed upon in it. Linear along the lines of the hierarchy.

Functional Managers lead functional departments. If a manager heads a functional department, then in relation to the entire system, he is considered a functional manager, and for employees of this department, he is a linear manager (in vertical hierarchies, one of the functional managers is a manager responsible for coordinating relations).

The manager is personally responsible for the timely solution of the main problems of the managed system as a whole, for the organization of work on their implementation, as well as for monitoring the execution.

Levels of government :

Federal

Regional - local ... .. LSG does not apply to GI

Organization as an object of management. Organizational managementand its types. Laws and principles of organizational management. organizational management requirements. Features of management of state and municipal organizations.

Organization - a stable group of people interacting with each other with the help of material, economic, legal and other conditions in order to solve existing problems or achieve goals. Organizations are characterized by the availability of resources, dependence on the external environment, dependence on the internal environment, the horizontal division of labor (specialization), the vertical division of labor (hierarchy of management), the creation of units (structure), the need for management .

Organizational management- this is a specially organized view management activities for the performance of management functions in the organization, carried out by management personnel endowed with appropriate authority and responsibility for this.

In the notebook, Org control is the process of developing a solution, planning, organizing, motivating, controlling, necessary for setting and achieving the goals of an organization.

The main goal of organizational management is to ensure the effective functioning of the organization and the optimal solution of its tasks. The product of managerial activity is managerial decisions and practical actions necessary for the functioning of the organization in the required mode.

Organizational management is carried out through specialized forms of managerial work: holding meetings, meetings, individual interaction with employees, as well as through regulatory and administrative documentation (orders, orders, job descriptions, regulations on activities, work plans, etc.).

The activities of organizations are subject to certain laws.

The main law of the organization is considered is the law of synergy. It says that the potential and capabilities of an organization, as a whole, exceed the sum of its potential and capabilities of its individual elements, which is due to their mutual support and complement (there is a real gain from the association, which covers the losses associated with the limitation of independence).

complement law intraorganizational processes and functions are oppositely directed. For example, division is complemented by unification, specialization by universalization, differentiation by integration, and vice versa. This allows you to simultaneously use the benefits of both processes, and therefore allows you to increase the overall organizational capacity.

the law of proportionality. It assumes a certain relationship between the organization and its elements, and also requires its preservation in case of any possible changes. For example, with a bloated staff, employees loiter and interfere with each other, while at the same time, with a shortage of staff, the organization may not be able to perform even the current work. In both cases, there are economic losses that can be avoided with a reasonable approach.

composition law, expresses the following requirements: the goal of an element of the organization (subsystem) is at the same time one of the subgoals of the activity of the entire organization.

law of development- each organization strives to achieve the greatest total potential during the passage of all stages of the life cycle.

the law of self-preservation. each material system(organization, team, family) seeks to preserve itself (survive) and uses all its potential (resource) for this.

law of organization (information), says that there can be no more order in an organization than its members have information about the real state of affairs, allowing them to make meaningful decisions.

law of necessary variety, which allows to ensure the stability and flexibility of the organization, the ability to adequately respond to any internal and external influences and at the right moment to counteract them accordingly.

8. the law of ontogeny. In accordance with it, any organization goes through the following phases of the life cycle in its development: formation, development and extinction.

In accordance with the above laws, all types of organizations develop. By tetra: 1) according to the degree of concentration of power and the distribution of answers: - centralized, - partially centralized, - decentralized (separation of powers); 2) according to the interaction of the "external environment" system - control in a conflict situation, - management is not conflict; 3) by the nature of problematic situations. management of their decisions are distinguished: - operational (to overcome current problems) - tactical (middle, lower link - medium-term problems 2-3 years) - strategic (top link) .5) .6) depending on the number of decision-making steps, one-step and multi-step. 7) by the nature of the factors taken into account, deterministic, i. when resources are fixed - marginal with an internal environment - mixed. 9) by the frequency of occurrence of problem situations: - management unique (rare) situations-management of repetitive situations. and so on, the task of the OU is to achieve the goal of the organ.system.management is purposeful.

Among the main requirements for the management of organizational systems, note

Sustainability- the ability of the system to maintain some of its quality in management process despite the influences exerted both from outside and from within. This is a sufficient condition for effective management. It is provided with the help of: technical means (technical component); means of an intellectual nature, for example, labor organization (functional component).

Efficiency- the property of the management process to meet the deadlines. It is ensured by: clarity of goals and the reality of the tasks set; complete and timely information about the state of the system, the course of processes; flexibility of the process, the ability to quickly adapt; regulation of the process; parallel execution of individual parts of the process; process control; sufficient quantity and quality of the necessary resources.

Flexibility- the ability to quickly adapt to changing conditions. This is a necessary but not sufficient condition for effective management. It is provided by: increasing the level of process controllability, flexibility of the system structure; informative process; the susceptibility of the process to the influence of the subject of management; efficiency of the process, alternative options for the implementation of the process, interval values ​​of the process and its individual stages.

Continuity- the absence of pauses and breaks between successive stages of the process. This is necessary condition management efficiency. There is no one-to-one correspondence between the requirements for organizational management and the management system as a whole.

The management of state and municipal organizations has its own characteristics depending on the differences in the organizational and legal form of enterprises, the purposes of their creation and the specifics of economic activity (this is an organizational bureaucratic type). Wherein management methods used by the authorities vary widely from direct control and regulation of the organization's activities (which is expressed in budget financing, setting orders and tasks, prices and tariffs, normative distribution of income, withdrawal of free balance of profits to the budget, full accountability) to almost no impact , except for the possibility of using the right of veto on a narrow range of issues of an organizational nature (joint stock company, where the state has a golden share). Rigid, low-adaptive, despite the reforms, a high degree of hierarchy. Persons g and m of the organization ... bureaucratic structure (leadership style is directive); hierarchy, rigidity of plans.

Management Dorofeeva L I

8. American, European and Japanese management models. "New Management Philosophy"

All the considered concepts are implemented to a greater or lesser extent in specific management models. The main ones after the 1970s. are American and Japanese models. In 1981, U. Ouchi proposed Theory Z, which, as it were, complemented McGregor's idea of ​​the X and Y models. In Theory Z, Ouchi tried to combine the American and Japanese approaches to management and offer the best management model for any organization. The starting point of the concept is the position that a person is the basis of any organization and its effectiveness primarily depends on him.

It is also called the policy of post-Fordism, which characterizes the current stage in the development of management science. The New Management Philosophy has three components.

1. The concept of group cooperation, which involves improving labor interaction, focusing on work in teams, project and target groups, creating a favorable climate in the team, cooperation with the administration.

2. The concept of humanization of labor associated with the adaptation of technology to the worker, the improvement of working conditions, the enrichment of the labor process, and the strengthening of creative elements in its content.

3. Democratization of management, which consists in the transition from rigid hierarchical structures to flat, flexible structures; in delegating down part of managerial powers, expanding the independence and responsibility of performers in solving problems that arise in the workplace.

The democratization of management by the use of more flexible systems wages and the participation of employees in the profits and property of the organization. These three components are necessary because the organization must develop the ability to adapt to changes in the environment. It must produce a variety of goods in small batches using multi-purpose equipment and skilled labor, whereas Fordism is characterized by mass production standardized goods based on the use of special (designed for one task and tied to one product) equipment and semi-skilled labor.

From the book Management author Dorofeeva L I

31. Development of the concept of motivation by different schools of management. Basic principles of management The development of the modern concept of motivation began with the discoveries of the school of human relations, although they did not create models of motivation, but their conclusion about the importance of the social

From the book Management: lecture notes author Dorofeeva L I

5. American, European and Japanese models of management All the considered concepts are implemented to a greater or lesser extent in specific management models. The main ones after the 1970s. are American and Japanese models. In 1981 U. Ouchi proposed the Z theory,

From the book Management Theory: Cheat Sheet author author unknown

6. "New philosophy of management" In a complex combination of different approaches and schools of management, the formation of a "new philosophy of management" took place, it is also called the policy of post-Fordism, which characterizes the current stage in the development of management science. "New Philosophy

From the book Human Resource Management for Managers: A Study Guide author

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Introduction ................................................ ................................................. ........ 3

1. American management............................................................... ............................ 5

2. Japanese management............................................... ................................... 7

3. European management............................................................... ............................ eleven

4. Russian management............................................... .............................. thirteen

Conclusion................................................. ................................................. .. sixteen

List of references .............................................................................. .............. eighteen

Introduction

Any branch of human activity has its own history. “There is no future without a past”, and without a clear understanding of the history of any branch of human activity, it is impossible to understand its current state or predict the path of its development. A general reflection on history is also relevant in understanding, in particular, the history of management, including one of its modern types - the history of management.

In recent decades, the word management(verbatim from English.- management) has acquired an international character, implying the management of economic processes. In Russia, and even more so in the Soviet Union, when "... every cook could rule the state ..." this word was not used. Perhaps this partly explains the fact that in conversations about the history of management, the Russian management experience is ignored, and the management history of Western states, the United States and Japan comes to the fore.

Now leading economists and politicians are actively discussing the possibility of developing the Russian economy according to the principle of one of the Western “models” - in television debates and on newspaper pages, opponents prove their point of view “to the point of wheezing”, actively interspersing their speech with English terms and references to Western statistics. With the approach of the parliamentary and presidential elections, this "race of economic programs" will only intensify. However, without taking into account our national mentality, historically established differences in the theory and practice of management, none of the world's schemes for developing the economy and overcoming the crisis can be applied to Russian conditions.

In my abstract, I will try to make some comparisons between generally recognized world management views and views on management in Russia. This will be the aim of this work.

The objectives of the abstract come from the goal and are as follows:

1. Consider the American management model as a fundamental management model;

2. Consider the Japanese management model in the light national characteristics Japan;

3. Consider the European model of management. Reveal the differences;

4. Consider Russian principles management. Give a comparison.

1. American management

Speaking about American management, one cannot, at least in passing, touch upon the history of management as a science in general.

Management appeared in the USA at the end of the last century, and since then this country has been rightfully considered the birthplace of management. The first scientific management course appeared in 1881. It was developed by Joseph Wharton and did not find wide acceptance at first. practical application. Only thirty-five years later began to be used as an academic discipline. In 1886, businessman G. Town, in his report at a meeting of the American Society of Mechanical Engineers, first raised the question of the need for management as a professional type of management activity. In 1910, Louis Brandeis introduced the concept of "scientific management", and in 1911, the work of FW Taylor "Principles of Scientific Management" was published.

What is the most characteristic feature of American management today? First of all, the internationalization of management, due to the very history of the formation of the United States, the unification of the theory and practice of management by specialists from different countries and their collective creativity in this field of knowledge.

Modern business world The United States is now entering the third phase of management formation, based on the system information support and processing of information that can ensure the interaction of specialists from various branches of knowledge. Currently, one of the most significant problems in American corporations is to determine the optimal ratio of centralization and decentralization factors. Obviously, a tightly centralized structure with clear divisions between departments and their functions provides the manager with the opportunity to take on additional responsibility. decentralized organizational structure management contributes to the creation of an environment in which each of its members takes responsibility, has the opportunity to realize their potential by introducing their ideas and plans into production, which ultimately contributes to the prosperity of the company.

Decades ago, the "organization of production" function was identified as central to US productivity growth. At present, the existing organizational forms corporations constitute the difficulties of this country. The example of small and organizationally simple industrial companies clearly shows the use of the company's potential by managers, all types of resources, a high degree of making high-quality and timely decisions, etc., which leads to the prosperity and growth of the enterprise. As the firm develops extensively, these advantages disappear. With the advent of difficulties in coordinating actions, the size of the administrative apparatus grows. Business experts believe that the development of centralized power reduces competitive advantages big companies.

Exploring management experience, American sociologists conclude that economic and social development society owes much to management as well as to capital. “Management and capital are the two ingredients that are essential to America's economic development.

In general, summing up a brief analysis of American management, it should be noted that it is distinguished by an emphasis on the personality of the manager as one of the components of the success of the whole business, narrow specialization and individual responsibility of each, a rigid and formal structure of production and personnel management.

2. Japanese management

Management in Japan, like in any other country, reflects its historical features, culture and social psychology. It is directly related to the socio-economic structure of the country. Japanese management methods are fundamentally different from European and American ones. In a country poor in natural resources, the principle is traditionally cultivated: "our wealth is human resources."

According to Japanese management specialist Hideki Yoshihara, there are six characteristic features of Japanese management.

1. Job security and creating an environment of trust. Such guarantees lead to workforce stability and reduce staff turnover. Stability serves as an incentive for workers and employees, it strengthens the sense of corporate community, harmonizes the relationship of ordinary employees with management. Freed from the oppressive threat of layoffs and with a real opportunity to advance vertically, workers are motivated to strengthen their sense of community with the company. Stability also helps to improve the relationship between managers and ordinary workers, which, according to the Japanese, is absolutely necessary for the improvement of the company's performance. Stability makes it possible to quantitatively increase managerial resources, on the one hand, and to consciously direct the vector of their activity towards goals more significant than maintaining discipline. Job security in Japan is provided by a lifetime employment system, a phenomenon that is unique and largely incomprehensible to the European way of thinking.

2. Publicity and corporate values. When all levels of management and workers begin to use common base information about the policies and activities of the firm, an atmosphere of participation and shared responsibility develops, which improves communication and increases productivity. In this regard, meetings and conferences in which engineers and administration workers take part yield significant results. The Japanese management system also tries to create a common understanding of corporate values ​​for all employees of the company, such as the priority of quality service, services for the consumer, cooperation between workers and administration, cooperation and interaction between departments. Management strives to constantly inculcate and maintain corporate values ​​at all levels.

3. Information-based management. Collecting data and using it systematically to improve economic efficiency production and quality characteristics products are of particular importance. In many firms that assemble TVs, they use an information collection system in which it is possible to identify when the TV went on sale, who was responsible for the health of a particular node. In this way, not only those responsible for the malfunction are identified, but mainly the causes of the malfunction, and measures are taken to prevent this from happening in the future. Managers monthly check income items, production volume, quality and gross proceeds to see if the numbers are on track and to see upcoming challenges early on.

4. Quality oriented management. Presidents of firms and management companies in Japanese enterprises often talk about the need for quality control. When driving production process their main concern is obtaining accurate quality data. The personal pride of the manager lies in consolidating efforts to control quality and, as a result, in the work of the production site entrusted to him with the highest quality.

5. The constant presence of management in production. In order to quickly deal with difficulties and to help solve problems as they arise, the Japanese often place management personnel directly on the production premises. As each problem is solved, small innovations are introduced, resulting in an accumulation of additional innovations. In Japan, the system of innovative proposals and quality circles are widely used to promote additional innovation.

6. Maintaining cleanliness and order. One of the significant factors High Quality Japanese goods are cleanliness and order in production. Japanese business leaders are trying to establish a routine that can serve as a guarantee of product quality and can increase productivity through cleanliness and order.

In general, Japanese management is distinguished by an emphasis on improving human relations: coherence, group orientation, employee morale, employment stability, and harmonization of relations between workers and managers.

One of the distinguishing features of Japanese management is the management of labor resources. Japanese corporations manage their employees in such a way that the latter work as efficiently as possible. To achieve this goal, Japanese corporations use American personnel management techniques, including effective payroll systems, analysis of the organization of labor and jobs, performance appraisals of employees, and others. But there is also a big difference between American and Japanese management. Japanese corporations make more use of the loyalty of their employees to the companies. Identification of employees with the corporation creates strong morale and leads to high efficiency. The Japanese management system tends to reinforce this identification, bringing it to the point of sacrificing the interests of the firm.

There are also features of the Japanese quality management system that distinguishes it from the Western system:

· quality management at the firm level - participation of all links in quality management.

· personnel training and training in quality management methods.

activities of quality circles.

Inspection of quality management activities (Deming awards to the enterprise and verification of management activities.)

use of statistical methods.

· nationwide quality control programs.

Authority and power in Japan depend on seniority, not merit. Therefore, the leader is not always a competent person. He often fails to explain the intricacies of his business - the real work is done by his subordinates. A leader must manage people well. He must be able to inspire his team, must be able to evoke and retain the love and devotion of his staff.

In general, the Japanese management system is based on collective problem solving and prioritizes corporate values ​​over the individual, is characterized by management flexibility and clear feedback.

3. European management

And what is the most characteristic feature of European management today? As a result of the internationalization of management, theories and practices of management of specialists from different countries and their collective creativity in this field of knowledge were combined. Therefore, in the vast majority of European countries, management systems are in many respects similar to the principles of management of the American model.

The further development of the sciences as a whole had a significant impact on management. So the development of cybernetics, economic and mathematical methods, computerization of management contributed to the active introduction of systems approach, not concentrating on one facet of the problem of interest. The evolution of management lead to the final resolution of the dispute between the various schools of management. By the 70s of our century, the ideas of the situational approach are gaining wide popularity, confirming the validity of various control systems. In the 80s, the direction " organizational culture”, giving importance to the systemic and behavioral characteristics of the enterprise.

Such a function as the "organization of production" was identified as the main one in ensuring the growth of labor productivity not only in the United States, but also in European countries.

At present, the offices of the largest and oldest corporations are located in Europe. Their management methods are comparable to the American model, but for the most part this applies to small and organizationally simple industrial companies. European corporate management is somewhat different.

First, as in the corporate United States, with the appearance of difficulties in coordinating actions, the size of the administrative apparatus grows.

Secondly, Europe is the first to be exposed to new technological trends and fashion trends, including in management.

Thirdly, as a result, European management is a mixture of the American and Japanese management models, and these options vary from country to country. Therefore, it is not entirely correct to speak of European management as a specific, well-formed model.

4. Russian management

Considering Russian management traditions, it should be noted that as a result of the absence of private property in the Soviet period Russian history(1917-1991), when the science of management received a major surge of development around the world, we will consider only the traditions of public administration in Russia.

The main traditions of Russian management from the time of Peter the Great to the present day, in my opinion, have remained unchanged. First of all, it is worth noting the great role of the state in the economic development of the country. This is due to the fact that since the time of the creation of state manufactories by Peter the Great, a very significant part large-scale production belonged to the state. As a result, a rigid hierarchical system of government arose, inextricably linked with the state; the protectionist policy of many rulers of Russia reduced competition in the domestic market, which also did not contribute to the development of new ideas in management.

The October Revolution of 1917 only exacerbated all these conditions for development national school management. The economic crisis and devastation that reigned in the young Soviet Republic demanded from the leadership of the country, in which there was no longer private property, clear military measures to reorganize all types of production. Together with the one-party system, all this made the system of state and industrial management rigid and strictly hierarchical. The urgent pace of industrial development required urgent disciplinary measures, which led to the most severe individual responsibility of leaders for the business they lead. For the military, a clear distribution of responsibilities; narrow specialization of state bodies of industry management.

The new economic policy of the state somewhat "loosened the screws", but large property remained in the hands of the state, this period of "relaxation" was short and changed little in the traditions of management. Subsequent periods of industrialization and the Great patriotic war and the elimination of military devastation returned everything to its former, very tough, course.

Naturally, any action causes opposition, therefore, some “loosening of the screws” during the reign of N.S. Khrushchev and L.I. Brezhnev, accompanied by no less demand from party and economic leaders at all levels, leads to a separation of the highest layers of management from reality. Unrealistic production plans, descended from above, cause a wave of postscripts and distortions of the results of economic activity. Under these conditions, the incredibly overgrown administrative apparatus completely loses its meaning, being engaged in the creation of unnecessary papers and the processing of reports based on unreliable and deliberately distorted data. All this, in conditions of complete suppression of glasnost and democracy, leads the country into the deepest economic crisis.

Decay Soviet Union poses the problem of combating the crisis before the Russian government. The main motto of the first stage of the revival of the economy becomes such a familiar one: "... the whole world ... we will destroy ...".

For the development of the economy, a method is used that is very similar to previous historical experience: tight state control over the economy, government protectionism in relation to domestic industry, leadership orientation towards the Leader - strong personality etc.

In general, the following image of Russian management is taking shape:

· Individual responsibility and direction of management and clear distribution of responsibilities;

· Primacy of corporate (in Soviet times - state) interests over the individual;

Rigid management structure, slow Feedback.

Conclusion

Having considered the features of national types of management, for greater clarity, I would like to collect the main theses of national management in a table:

Comparison object

The nature of decisions

Individual

Collective

Individual

Individual

Dominant Goals

Tactical

Strategic

Strategic

Tactical

Separation of duties and powers

vague

Specialization of workers

Responsibility

Individual

Collective

Individual

Collective

Employee Commitment

To the profession

To the profession

Assessment and career development

Slow

Slow

Slow

Shared Values

Individual

Collective

Individual

Collective

Leadership Orientation

per person

per team

per person

per team

Ideal Manager

Strong personality leader

think tank coordinator

Coordinator-

think tank

Strong personality leader

Control method

By individual. indicators

By team. indicators

By individual. indicators

By team. indicators

Attitude towards subordinates

Formal

informal

Formal

Formal

Career conditioning

Personal qualities

Personal qualities

Age, experience, collective achievements

Managment structure

Salary

By individual. results

According to the collection results, age and experience

By individual. results

According to collective results

Personnel training costs

Hiring

Short

Life

Short

Short

Thus, this table clearly shows how closely the qualities of American and Japanese management are intertwined in Russian and European management traditions. Although it must be admitted that such basic features Russian management are remnants of the Soviet system, that in new commercial structures completely different management principles are applied, introduced mainly from America and Western Europe, the bulk of the industrial potential has not yet been included in the restructuring of production management models.

All of the above once again proves the complexity and ambiguity of using "ready-made" economic solutions to "treat" the country's economy.

List of used literature

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2. Baygot S. A., Efimchik E. E. Fundamentals of management, 2nd ed. - Minsk: Informpress LLC, 2000.

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4. Wissema H. ​​Management in the divisions of the company, - M .: Infra-M, 1996.

5. Volkova K.A. State enterprise: structure, regulations on departments and services, job descriptions. Ref. allowance - M .: Economics, 1990.

6. Woodcock M., Francis D. Liberated manager - M, 2000.

7. Dessler G. Personnel management, M.: BINOM, 1997

8. Seivert L. Your time is in your hands - M .: Interexpert, INFRA - M, 1995. Translated from English - M., 1991.

9. History of Management, edited by D.V. Gross, Moscow, INFRA-M, 1997.

10. Kabushkin N. I. Fundamentals of management: Textbook. - Minsk: BSEU, 1996.

11. Kutyrkin I.A., Technology of writing term paper, INFRA-M, 2003.

12. Meskon M.Kh., Albert M, Hedouri F. Fundamentals of Management - M.: Delo, 1997.

13. General management course in tables and graphs: Textbook for universities / B.V. Prykin, P.V. Prykina - M.: Banks and stock exchanges, UNITI, 1998.

14. Fundamentals of management. Textbook for universities. Scientific ed. A. A. Radugin. M.: Center, 1997.

15. Pshennikov V.V., “Japanese management. 27 Lessons for Us”, Moscow, “Japan Today”, 1997.

16. Reznik S.D., Igoshina I.A., Reznik V.S. Organization management - M, 1999.

17. Timoshina T.M. "Economic history of Russia", Moscow, "Filin", 1998

18. Travin V.V. Dyatlov V.A. Enterprise personnel management M.: Delo, 2000.

19. Managerial career in Russia. Problems of theory and practice of management. No. 6, 1996.

20. Fatkhutdinov R. A. Management system. Educational and practical guide. JSC Business School "Intel-sintez". M.: 1996.

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