Management as a specific activity, its essence, objective necessity.
Control is a special kind of activity that turns an unorganized crowd into an effective, purposeful, productive group (Peter Drucker)
Control- is the transfer of the system to a new state by influencing its variables (Bir)
Management stood out as an independent type of activity in the course of the division of labor, with the emergence of its cooperation and an increase in the scale of production.
The formation of management as a science is associated with three important events:
- growth of large corporations: new management models were required;
- separation between ownership and control: with the concentration of capital, a few owners came to realize the need professional management property.
- development of new theories: as the practice and theory of management become the subject of research, a huge body of knowledge is created that can be transferred to others.
Management- applies only to the organization. (synonyms for us)
Management is:
- - process, through which professionally trained professionals form and manage organizations through setting goals and developing ways to achieve them;
- - aggregate management functions(planning, organization, control, motivation), the implementation of which ensures the effective functioning of the organization;
- - art, those. the ability to achieve goals by directing the work, intelligence and behavior of people working in the organization;
- - people managing the organization; (specific roles)
- - governing bodies or apparatus
- - the science, i.e. an independent field of knowledge that has its own subject of study, its own specific problems, methods and ways to solve them.
The main features inherent in management as a whole are:
1) purposefulness;
2) the impact on the object is a set of measures that allow you to change the nature of the functioning of systems and transfer them to the desired state.
Management is divided into:
- subject (body) of management – active part, which generates control actions;
- the object of control is the passive part to which control actions are directed.
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The system is in its original state, i.e. without control is full of uncertainty and its behavior is chaotic. Management destroys uncertainty based on the emergence and processing of information. Information reduces variety. And reducing diversity is one of the basic principles of governance, not because the system itself is being simplified, but because its behavior is becoming more and more predictable.
The need for management stems from the cooperative, joint nature of labor, i.e. the social nature of labor is associated with the need for its coordination.
General and special control functions. Management as a special function of management. Leadership roles.
Control function- certain type labor activity, isolated in the process of specialization of managerial labor.
Types of control functions:
1) general (basic);
2) special (specific).
General control functions- types of activities that do not depend on the characteristics of the control object; are implemented on all control objects without exception; are elements of the management cycle:
- planning;- organization and coordination; - control and regulation; - motivation.
Planning- this is the view management activities aimed at setting the goal of the development of the object and developing a program to achieve it.
Organization - a management function whose task is to ensure the achievement of goals.
Coordination- management activities that ensure the coordinated interaction of all management actions and functions, the uninterrupted and continuous management process.
Control- this is a management activity, the task of which is the quantitative and qualitative assessment and accounting of the results of the organization's work.
Regulation - a type of activity through which the characteristics of the system are kept on a certain trajectory and which is aimed at preventing or correcting failures in the process of development of the organization in relation to the goal.
Motivation - This is an activity whose purpose is to encourage an individual or group of people to activities aimed at achieving the goals of the organization.
Special (specific) control functions- they are not elements of the management cycle; depend on the features of the control object; are not considered equally important for all control objects:
Organization of new tourist routes;
Marketing;
Personnel Management;
The ratio of general and special functions of controls: Each special function contains in its composition the types of work corresponding to the general functions.
Management- a function consisting in coordinating the activities of various management units. Leadership relationships are realized through the activities of a leader at any level, i.e. official, which is endowed with a formal status and is responsible for the activities of the organization and its divisions.
In the modern theory of organization and management, the following types of leadership are distinguished:
direct (with the help of orders, instructions, sanctions for deviation from the program, etc.);
- indirect (use of motivation mechanisms).
In the process of fulfilling his duties, the leader, according to Mintzberg's definition, assumes 10 roles that are present to one degree or another at all levels of management and at all periods of time. These roles are grouped into three categories:
1. Interpersonal roles.
1.1. Chief Executive, i.e. symbolic head, whose duties include activities of a legal and social nature.
1.2. Leader, i.e. responsible for the activation and motivation of staff, as well as for the recruitment, training and retraining of staff.
1.3. Connecting link, i.e. the leader is responsible for developing a self-developing network of external contacts.
2. Information roles.
2.1. Information receiver.
2.2. Information Distributor- transmits information received from external sources members of the organization..
2.3. The source of information–. communicates information to external contacts of the organization regarding plans, goals, policies, results of work
3. Roles related to acceptance management decisions.
3.1. Resource allocator- makes and approves all significant decisions in the organization.
3.2. Entrepreneur - seeks opportunities for development within and outside the organization.
3.3. Eliminating violations.
3.4. Negotiator- Responsible for representing the organization in all significant negotiations.
Topic 3. Control functions
1. Classification of control functions.
2. General management functions.
3. Special and private management functions.
Classification of control functions
Control functions - these are the types of activities with the help of which the control subsystem affects the control object.
Management functions are divided into general, special and private.
General (basic) control functions common to all social systems management (SSU). These are planning, organization, motivation and control.
Special Features related to the mission of the company. These functions dominate the activities of individual enterprises and organizations.
Private Functions have a certain specificity and are associated with non-core activities.
General control functions
1. Planning is a set of actions for the optimal achievement of the company's goals.
Planning can be strategic or tactical. Strategy means drawing up a comprehensive comprehensive plan that ensures the achievement of the goals of the enterprise. The implementation of the strategic plan covers the tactics and policies of the enterprise.
Strategic planning involves 4 types of management activities:
1) allocation of resources;
2) adaptation to the external environment;
3) internal coordination;
4) organizational strategic vision.
The distribution of resources provides for:
Ø most rational use equipment, production areas;
Ø optimal maneuvering of commodity resources,
Ø formation of stocks;
Ø turnover acceleration current assets;
Ø minimization of costs (costs) of the enterprise;
Ø optimal placement of frames.
Adaptation to the external environment- strategic actions that improve the relationship of the enterprise with its environment. It is carried out through the development enterprise policy or firms. It provides a general guide for action and decision making.
The policy involves the development and enforcement rules, which precisely determine the course of action in a particular situation.
To implement the strategy, it is necessary to control the implementation of the tasks set. Control involves checking the fulfillment of tasks in terms of scope and timing for the entire range of targets. In addition, control must be effective, i.e., identified shortcomings must be eliminated.
2. Organization is a management function that means creating conditions for joint effective work people to achieve the company's goals.
The organization provides for the existence of authority and responsibility, as well as the delegation of authority.
Powers- the right of the manager to use certain resources of the organization, as well as to direct the efforts of individual employees to perform certain tasks.
A responsibility- the obligation to complete the tasks and be punished for their incorrect implementation.
Delegation transfer of authority and responsibility to another person. At the same time, powers are delegated to positions, and not to a specific person.
Building an organization involves the creation of a management apparatus that would best correspond to strategic plan organization to ensure its effective interaction with environment and achieving the intended goals.
For the successful implementation of management functions, it is necessary to take into account the requirements of the following local principles of organization:
§ purpose principle- the organization and its individual links work in the name of a common goal;
§ the elasticity of the organization- when defining tasks and responsibilities, an optimum should be established between the freedom of action of employees and administrative regulations;
§ sustainability- the control system should be built so that its elements under the influence of the external and internal environment do not change radically;
§ continuous improvement of organizational work;
§ direct subordination– every employee must have one boss;
§ scope of control- the manager is able to provide and supervise the work of a limited number of subordinates in a qualified manner;
§ unconditional responsibility of the leader for the actions of subordinates;
§ proportionality responsibility authority;
§ exception- the implementation of repetitive, routine decisions is entrusted to lower management levels;
§ feature priority- the managerial function gives rise to the governing body, and not vice versa;
§ combination– it is necessary to ensure the optimal combination of centralism and independence.
The need for organizational activity is due to the following:
To achieve their goals, people are forced to unite;
Any Team work It will be more effective if it is determined for each of any team what it should do, what it is responsible for, who controls its work.
In organizational activities, there are 3 main areas:
1) definition of controllability standards, i.e. the number of people who can be effectively managed by one leader.
At the top level of management, the manageability rate is from 4 to 8 people, at lower levels - from 8 to 16 people.
American Management Association Studies at 100 large companies with annual sales of $1 billion, showed a manageability rate ranging from 1 to 24 people (with an average of 9 people).
2) establishing the relationship of powers and responsibilities of managers and their subordinates on different levels management;
3) formation organizational structure enterprise, i.e. dividing it into subdivisions and establishing links between them.
3. Motivation is a process that encourages a person to act in order to achieve personal goals and the goals of the organization. Motivation requires a clear vision of needs and rewards.
Need- a lack of something that requires satisfaction.
Reward- everything that a person considers valuable for himself.
Motivation should be carried out by the manager, taking into account the knowledge of the needs of his subordinates, which determine human behavior.
There are various theories of motivation. The simplest - Maslow's theory.
The famous American psychoanalyst Abraham Maslow came to the conclusion that there is a hierarchy of needs. She is usually called Maslow's pyramid, which consists of 5 levels:
1) physiological needs - food, clothing, shelter, health, rest.
2) security - social guarantees, Pension Fund, insurance, etc.
3) social needs - contact with others, communication.
4) self-respect - competence in one's profession, independence, the right to make decisions, career growth
5) self-expression and development - study, creativity.
The basis of Maslow's pyramid is formed by physiological needs.
Picture - Maslow's pyramid
Another American scientist David McClelland He believed that human behavior is determined by 3 needs:
1) power (the ability to influence others)
2) success (receipt of remuneration for completed work);
3) involvement (the need to establish friendly relations, in the provision of services, in ample opportunities for communication).
American scientist Frederick Herzberg The motives of human behavior are divided into:
1) hygienic factors (working conditions, earnings, psychological climate, degree of direct control over work);
2) motivators (success, promotion, recognition and approval of work results).
According to Herzberg, hygiene factors are associated with external environment, and motivators - with the nature and essence of the work. In the absence or insufficiency of hygienic factors, a person has dissatisfaction with work.
However, motivation theories developed by American scientists and based on the American system of values are not always acceptable in other countries (for example, in Japan). At the same time, the Japanese value system and the Japanese management system (focus on the group, group responsibility) can hardly be applied in Western countries.
It is quite obvious that the motivation of labor must take into account the mentality of each nation.
Management also uses theories that focus on the process of motivation.
These include: Vroom theory, justice theory and Potter-Lawler theory.
Main content of Vroom's theory is that motivation is determined by the expected performance, the expected reward and the expected value of the reward. This theory is called expectation theory.
Supporters theories of justice they proceed from the fact that people perceive remuneration subjectively and compare it with the remuneration of other people for similar work, and if an employee finds his remuneration unfair, then he significantly reduces the productivity and quality of work.
Potter and Lawrer developed the theory of motivation, which includes elements of the theory of expectations and the theory of justice. According to this theory, the level of effort expended is determined by the value of the reward and the degree of confidence that a certain level of effort will actually entail an appropriate level of reward.
4. Control is the most important management function. This is a verification of the fulfillment of the assigned tasks.
Control begins from the moment the goal is set and the task is brought to the executor.
The tasks of control in the management of the production process are to maintain and maintain the order of work established by the plan, to streamline this process. At certain intervals, planned indicators are compared with actual ones, the causes of failures in the course of production and provision of resources are identified.
Control is implemented by checking the information coming from the sphere production process in the form of control and accounting documents (feedback).
At each stage of control, according to the information, the state of production activities enterprise and its divisions. When discrepancies are identified in the implementation of plans, solutions are developed to ensure them, and in some cases, plans are promptly adjusted.
There are several types of control:
1) Preliminary control– should ensure the implementation in practice of established requirements, rules, procedures and standards.
For example, preliminary control in terms of material resources is aimed at ensuring that purchased materials meet established standards;
In terms of labor resources, preliminary control provides for a careful selection of employees when hiring, taking into account job requirements, their business and personal qualities.
In terms of financial resources, such control is carried out with the help of preliminary budgets.
2) current control - carried out directly in the course of work. Usually it is carried out by the leader himself, checking the work of subordinates. Current control in the control system is based on feedback.
3) Final control- It is usually carried out when the work has already been completed and the results obtained can be compared with the given ones.
The final control is carried out too late in order to respond to problems that have arisen during the work. But still, it allows you to take into account these problems in the future when performing or planning similar work, as well as to reward employees for the results obtained.
In the control process, it is extremely important to choose the right list of parameters to be checked, set tasks and criteria for their implementation.
Special and private control functions
Special functions are associated with the implementation of the functions of the company. They dominate her activities..
For example:
Mission industrial enterprise production of certain industrial products. Therefore, the special function of the management of an industrial enterprise is production.
Mission Retail trading company- sale to the population of a certain range of consumer goods. Therefore, the special function of management of such a firm will be commercial activity.
Along with industrial and commercial activities enterprises carry out such frequent management functions as marketing and innovation.
Marketing helps to expand the field of activity, improve economic indicators, create new jobs, better meet the demand of buyers.
Innovation involves the development of new products and services based on new advances in technology and enterprise management.
Some private management functions at the enterprise provide logistics, economic and engineering services for enterprises. These are regulatory and auxiliary functions.
All of the above management functions serve as the basis for the formation of organizational management structures.
Essence and classification of control functions
Control functions- this is a set of objectively necessary and steadily recurring actions, united by the homogeneity of content and target orientation, allowing for control actions.
Management functions are interrelated elements of the management process and, therefore, the sequence of their implementation must be considered as a system of functional description of any management process (production, marketing, development ...)
The term "function" in Latin means "commission", "execution", which means that the activity of a manager is nothing more than a continuous process of implementation managerial functions. In this case, any control function is performed in the following order:
Collection of information;
Transformation (processing) of information;
Decision-making;
Giving the decision the necessary form;
Bringing to the performer;
Execution control.
Management functions can be classified according to several criteria, for example:
1. By the level of management.
Top-level - industries, associations, enterprises;
Intermediate level - management of divisions, departments, workshops;
Grassroots level - management of sites, brigades, groups.
At different levels of management, different groups of functions come to the fore. So, as you move from the bottom up, the emphasis shifts towards control, forecasting. The lower the level of management, the more important are the functions of organizing accounting and regulation.
In different situations, at different levels of management, certain functions of managers are not of the same importance, in connection with which the concept of “archetypes”, that is, the fundamental types of managers, has been formed in management theory. So, considering the functions of a manager from the position of management levels, “TOP management”, or top management, stands out. Its main task is to develop a common concept, standards and values, form an organizational structure, maintain contacts with contractors, manage crisis situations, etc.
Top-level functions are complex, characterized by novelty and diversity, require deep analytical skills, the makings of a diplomat, politician, orator, therefore, "TOP managers" are the first among equals.
The role of middle-level managers is to lead and coordinate the work of grass-roots managers. This level acts as a "buffer" between top and bottom managers. They prepare information for decisions made at the highest level and pass management decisions down, usually after transforming them into technologically acceptable forms, in the form of specific tasks.
The lower-level managers perform the functions of managing the activities of the performers. It is they who are responsible for the current, daily production management.
2. By difficulty.
Complex, associated with large, independent facilities
management (personnel, main production ...);
Private, single functions associated with individual,
completed intermediate actions (hiring, registration
attire...).
Specialized;
Providing.
3.2. General control functions
General functions are groups of work that are performed when managing any objects, at all levels of production management. General functions reflect the typical elements of managerial work, taking into account the sequence of work (taking into account the time factor).
General functions are divided into the following work groups:
1) forecasting, 2) planning, 3) organization, 4) control,
5) regulation (coordination), 6) accounting, analysis, reporting.
Forecasting provides for the identification of alternative conditions in which the system may find itself in the future (for 5-10 or more years ahead), the likelihood of these conditions, possible options for the system's behavior in these conditions. For example, for an enterprise: technical development, changes in specialization and product range, demand for these products and production volumes, their growth rates, etc.
Based on the forecast, planning system activities: determine the goals of the system and ways to achieve them, draw up an action plan (what to do, who will do it, when and with what resources). In other words, a plan is a model of the state of the system in a certain period of time.
Planning is divided into two major stages: technical and economic and operational. Feasibility planning covers all areas of the enterprise (sales market, production, logistics, personnel, finance, etc.) and provides for the development long-term plans(for 5 - 10 years) and current (for a year, quarter, month). Operational planning is associated with the course of production itself (the processes of manufacturing products), covers short periods of time (quarter, month, day, shift) and is closely intertwined with work on monitoring and regulating (dispatching) the course of production. Operational management also extends to production preparation, logistics, quality control and other types of production support.
For a system to work, it must be organized. Organization- this is:
Creating a system (designing and creating a structure as an object
management, as well as control subsystem);
Providing conditions for the operation of the system, supplying everything
necessary for work (materials, personnel, finances, etc.);
System improvement.
The system operates according to plans, standards, specifications, technological maps. In the course of work, control, which allows to identify deviations from the normal mode of operation of the object, to check the actual progress of work. For example, monitoring the progress of the production program, monitoring the consumption of materials, the use of equipment, product quality, etc.
If the control shows deviations from the planned progress of work, the regulation in order to eliminate deviations, as well as to prevent them in the future. Regulation includes a number of typical operations: analysis of emerging deviations and their causes, elimination of deviations, development of measures to prevent them.
Accounting- this is the fixation and analysis of information about the state of the control object. Accounting is divided into current(operational), statistical and accounting. The results of accounting and analysis are used in planning the next production cycles.
Figure 5.1 shows a diagram that comprehensively reveals the content of common management functions.
Thus, the general functions reflect continuous management processes in time, starting with forecasting and ending with the accounting and analysis of the action of any objects. These functions are performed regardless of the scale and nature of production, they are fundamentally the same at all levels of management. However, the specific content of these functions certainly depends on the control object. For example, the planning function is performed in the process of managing any objects, at all levels, but the content of plans (indicators, methods for calculating them, forms of documents) depends on specific objects (enterprise, workshop or site, production phases, types of resources, etc.) . That is, the general functions are closely intertwined with the specialized functions of production management.
Specialized management functions appeared as a result of the division of managerial labor. They include different kinds activities that differ in purpose and method of implementation.
Specialized management functions are associated with all areas of the enterprise. They should cover:
All areas life cycle products: research and design
research, manufacture, marketing and operation;
All phases of the production "turnover";
All stages of the movement of production resources (formation,
use in the production process, restoration of lost
properties, disposal or disposal);
All planning periods;
All levels of the organizational structure of the enterprise, up to the individual
leg workplace.
Specialized functions are associated primarily with the phases of "turnover" and production resources (labor, material, financial): management of the technical preparation of production (design and technological), management of the main production, supply and maintenance services (tool, repair, energy and other facilities ), management of logistics, marketing and sales of products, personnel, finances, etc.
Specialized functions are carried out with the help of all general control functions and, in combination with them, represent a complex multi-level system. The content of specialized functions is considered in special disciplines (operational management, innovation management, project management, etc.).
3.4. Functions for ensuring management processes
The provision of management is complex and includes: legal support, information support and organization of the regulatory economy, office work, technological support and equipment for management processes, organization of managerial work, improvement of management processes. These functions constitute the internal content of management processes, that is, they are functions of self-sufficiency, self-regulation, self-improvement.
Legal (legal) support: accounting in management activities of state laws, government regulations, normative documents; legal regulation industrial relations, fulfillment of requirements labor law; legal protection of the company's activities from competitors, in work with suppliers and consumers, maintaining claim work; legal expertise of contracts, enterprise standards, etc.
Information Support: its purpose is the timely presentation of the information necessary for decision-making to the management bodies; its distribution among managers, separate divisions and performers in accordance with their participation in management.
Control information support includes:
Design information flows: identify sources
and consumers of information, the composition of the necessary information, the frequency of its circulation and forms of presentation, the selection of technical means, the establishment of the procedure for compiling, registering, coordinating and approving documents;
Organization of information flows: collection, storage, updating, processing, transfer of information;
Creation and maintenance of a regulatory and reference base.
office work- closely related to information support: organization of external and internal document circulation (reception of incoming documentation, its registration, accounting, distribution and delivery to performers); production and reproduction of documents; organization of archives.
Technological and technical support- associated with the design of management processes and equipping them technical means, mechanization and automation of administrative work. An important problem is also the organization of managerial work (equipment and supply of workplaces, ensuring normal and safe working conditions, rhythmic work).
Improving the control subsystem
One of the management functions is the design and improvement of the management subsystem itself. The directions of improvement are different: changing the composition and scope of functions, changing the degree of centralization and decentralization of functions, improving the organizational structure of management, mechanization and automation of managerial work, etc.
The content and relationship of the main management functions
Control functions- these are certain types of managerial activities that have emerged in the process of specialization of managerial work.
Management functions are objective in nature, so their application should be based on knowledge of the principles of management and taking into account the specific situation. They are universal, because characterize any management process.
To perform management functions, managerial positions and an organizational structure of management must be created in order to establish who exactly performs the functions and how management employees interact with each other.
Control functions are divided into 2 groups: - general (basic); - special.
General control functions carried out in every production system and at every level of government. The entire management process is presented as a chain of sequential, cyclically repeating general functions: planning, organization, motivation and control.
The planning function is a management activity that provides for the development of goals and objectives for managing the organization, as well as determining ways to implement plans to achieve the goals. Purpose of planning- this is the definition of the future state, trends and prospects for the development of the control object. Planning establishes links between the current state of affairs in the enterprise and what should be achieved in the future, which will make it possible to realize the opportunities presented and minimize future risks. The result of the execution of the planning function is - plan.
The function of the organization - is a management activity, which consists in establishing relationships between all departments, jobs and employees and coordinating their actions. Purpose of the organization function- formation of the structure of the subject and object of management, as well as their relationships. The function of the organization, in fact, is to form the managing and managed subsystems of a business entity, as well as to establish links between these subsystems. The content of the function of the organization in management it is revealed through such concepts as: "departmentalization", "delegation", "range of control", "centralization and decentralization of management", regulation. The result of the organization function is the creation of an organizational structure for enterprise management and organizational management process.
Motivation - the process of encouraging employees and themselves to active work in order to achieve personal goals and the goals of the enterprise, i.e. creation of internal (psychological) incentives for workers to work. The main ones here are: interest in work, the need for labor activity, job satisfaction. Purpose of motivation- encourage employees to achieve the goals of the organization, by ensuring their interest in the results of their own and joint work. Motivation function has an impact on the staff of the enterprise or its division in the form of incentives to efficient work, social impact, collective and individual incentive measures, etc. These forms of influence activate the work of management bodies, increase the efficiency of the entire production management system. The basic concepts of motivation theory are needs, motives, incentives, and rewards. Currently, a large number of different theories of motivation have been developed. All theories of motivation are divided into two groups:- content theories of motivation; - procedural theories of motivation. These theories differ on a number of issues, but they are not mutually exclusive.
Control as a management function is designed to ensure the achievement of the organization's goals by systematically presenting information about the actual state of affairs in the implementation of planned targets, decisions, regulatory tasks and instructions, by analyzing this information and making appropriate adjustments. Purpose of control is to prevent the occurrence crisis situations. Control includes accounting, analysis and regulation. Based on the results of accounting, the manager should receive objective information about the real state of the control object.
Thus, management functions are interdependent and interrelated components of the management process, differing in their content and goals. Functions express a rational form of division of the management process according to the nature and content of the labor associated with them. Each function is inherent in a closed cycle of work, united by the commonality of their meaning and performing a certain role in production management. In other words, management functions can be characterized as a complex of interrelated organizational influences of the subject of management, which are aimed at a specific area of activity of the management object and together ensure the achievement of the goal of the management system.
The main content of the special functions of the organization. Relationship between general and special functions
Special functions characterize the management process in space, determining its focus on specific aspects and areas of the enterprise. At the same time, the entire management process is divided into certain areas of the organization's activities, within which management cycles are repeated and reproduced.
The composition of special functions is determined by the specifics of the enterprise.
To special functions enterprise management include:
Marketing, this control called upon through marketing activities for the implementation of the product created by the organization, to link in a single consistent process the satisfaction of the needs of customers, the organization and the achievement of the organization's goals;
Management of the main production assumes that the relevant management services, managers of a certain level manage the process of processing raw materials, materials and semi-finished products entering the organization into a product that the organization offers to the external environment;
Ancillary production management;
Innovation management;
Management of research and development work;
Production preparation management;
Purchasing management;
Management of accounting activities;
Financial management is that management manages the process of movement of funds in the organization;
Labor and payroll management;
Product quality management;
Sales management;
Control capital construction and etc.
The composition of special functions is determined by the specifics of the enterprise. General and special functions are interconnected and form single system. The execution of each special function implies the execution of all general control functions.
test questions
1 What is the management cycle?
2 What are the main stages of the management cycle?
3 What are management functions?
4 Explain why management functions occupy a key place among other categories of management science?
5 What are the differences between management functions, management functions and management personnel functions?
6 On what basis can management functions be classified?
7 Give a description of the main management functions and show the impact on them of specific factors, features of specific managed systems.
8 Describe the special control functions.
Each enterprise, depending on the specifics of the activity, is characterized by a certain composition of management objects. The size and number of objects of management depends on the type of activity, its sectoral affiliation of the organization, as well as on the volume of production and the content of management activities. The management process is divided into specific aspects and areas of activity of the organization, within which management cycles are repeated and reproduced: planning, organization, motivation and control.
In this way, special management functions classified according to the areas of activity of the organization:
§ Main production management
§ Management of auxiliary production
§ Service production management
§ Logistics management
§ Sales management
Depending on the type of activity of employees of the management apparatus related to the use of enterprise resources, they distinguish specific control functions:
§ Financial management
§ Property management
§ Management of material resources
§ Personnel Management
§ Product and service management
General, special and specific functions in enterprise management are closely interconnected with each other, forming a single system. In the management process, when solving various kinds of functional problems, processes of combining various functions in time and space are constantly taking place. The execution of each special function requires the execution of general control functions. For example, personnel management: planned, organized, motivated, controlled.
Management principles: concept, characteristics and place in the system of management categories
Management principles – these are the fundamental ideas, patterns and rules of behavior for managers in the implementation of managerial functions.
The management of the organization should be based on principles that reflect the main guiding ideas and the basic rules that must be observed by managerial employees when making various management decisions. And the effectiveness of the application of the principles depends on their correct understanding and application.
For the first time, the principles of management were formulated by the representative of the classical school of management Friedrich Telor, Harrington Emerson, Henri Fayol, Max Weber. At the beginning of the twentieth century.
In 1912, the Association of Russian Entrepreneurs formed seven principles of Russian business:
1. Respect and power
2. Be honest and truthful
3. Respect the right of private property
4. Love and respect the person
5. Be true to your word
6. Live within your means
7. Be purposeful
As modern principles you can consider the system of principles proposed by T. Pitters and R. Waterman, these include:
1. Success orientation–constant search for priority ways of enterprise development
2. Always be in front of the consumer– clearly and clearly understand the interests of its consumer and constantly improve products
3. Self-reliance and entrepreneurship– encouragement of individual initiative of all employees, combined with responsibility for their actions
4. Labor productivity– constant maintenance of the level of professionalism of employees, continuous training of personnel
5. Connection with life– to give a real assessment of the production situation, the use of understandable criteria for assessing the activities of employees
6. Loyalty to your cause- creating an atmosphere of common interests of the company and staff based on universal principles
7. Simplicity of structure and modest management staff– reduction of the number of management levels, decentralization of management and delegation of power
8. Freedom and rigidity at the same time- balance of powers, freedom of action and responsibility of personnel
The effectiveness of the principles lies in their correct understanding and application by managers in the exercise of managerial functions and must be subordinated to the achievement of the goals of the organization.
Management levels
General management of organization management considers three levels of organization management: top, middle and bottom. The composition of functions, rights and obligations at each level depends on the type of work activity and has its own specifics.
The highest level of management organization may be represented by the plant manager, CEO association, president and vice president of a corporation, at the state level - by the prime minister or chairman of the government, at the university level - by the rector, etc. In branch Agriculture in the USHP it is the director and his deputies, in the SPK it is the chairman and his deputies. Individuals are appointed to the positions of top-level managers who, according to their business qualities are able to formulate the goals, strategy and policy of the organization, make decisions on the most important areas of the organization's activities. There are two sub-levels in senior management: general management and executive management.
Middle level managers have a wide freedom of action to implement the decisions and plans made by top management and ensures:
§ -development and implementation of operational plans;
§ -implementation of decisions made by top management;
§ - accept, process, analyze information about the course of the production process, and present it to top management for making management decisions;
§ Responsible for the implementation of tasks in divisions and departments.
The middle management includes heads of enterprises that are part of organizations, chief specialists, heads of functional departments. For example, the main ones: agronomist, livestock specialist, veterinarian, engineer, mechanic.
The lowest level of management represented by managers who directly manage the work of performers. They have operational freedom in decision-making, have a wide range of responsibilities and ensure:
§ implementation of operational plans and decisions of middle management;
§ bringing specific tasks to performers;
§ continuity of the production process;
§ establish links between production units;
§ analyze data on the progress of the production process in departments.
Lower-level managers include: foremen, heads of production sites, foremen, farm managers, repair shop heads and other specialists.
The share of executive functions decreases from the highest to the lowest level as follows: highest level- ten%; average level - 50%; the lowest level is 70%. Accordingly, it can be seen that the decrease specific gravity managerial decisions in general management and the proportion of decisions made in the specialty is increasing.
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