Subsystems of the management system in the organization. Financial management as a management subsystem. Science and practice of management

The control system combines linear, target, functional and supportive control and the corresponding interrelated control subsystems: general linear, target, functional and providing.

In the subsystem of general linear control all general managerial activities of the heads of the organization are carried out, who have the right to make final decisions in relation to their subordinate personnel and for the results of whose activities they must be responsible.

Target subsystems: 1 - quality management; 2 - management of the implementation of the plan for production and supply of products; 3 - cost control and resource management; 4 - management of the development of production and improvement of management; 5 - management of the social development of the team; 6 - environmental protection departments.

Complex functional subsystems: 1 - production management (organization of the main, supporting and servicing production; operational management of production; 2 - technical management (organization of work on standardization; management of the technical preparation of production; management of technological processes; organization of metrological support; technical control and testing of products); 3 - economic management (perspective and current technical, economic and social planning; organization of labor and wages; organization of financial activities; accounting and reporting; economic analysis); 4 - management of foreign economic relations (material and technical supply; sales of products); 5 - management of capital construction (own and contracted): 6 - management of personnel and creative activity of the labor collective (organization of work with personnel; organization of creative activity of the labor collective).

Supporting subsystems: 1 - equipment technical means and office equipment; 2 - office work; 3 - organization and management of the normative economy; 4 - information management support; 5 - legal support; 6 - economic service.

General management functions in the subsystems of the management system: forecasting and planning; organization and coordination of work; motivation (activation and stimulation); performance of work; regulation; the control; accounting; analysis.

6. Production management methods

Production management methods- this is a set of methods and techniques of management activities aimed at implementing the functions and tasks facing each cell of production. Management methods constitute the main content of management activities. With their help, the leader influences the consciousness and emotions of people, achieving the greatest labor activity in solving the problems facing the team.

In socialist production, methods of organizational and administrative influence, material and moral incentives, and socio-psychological influence are used.

Organizational and administrative impact consists in a clear definition of the production task and the deadline for its implementation, timely provision of everything necessary for work. Organizational tasks also include the selection of people, the distribution of work, taking into account the individual characteristics of each, the systematic verification of performance. Organizational measures are based directly on the administrative rights of the head, whose orders are binding on subordinates. Failure to comply with these orders entails certain administrative sanctions.

Material and moral stimulation is aimed at creating the interest of employees in the performance of a labor task. To stimulate labor means to implement a set of measures, thanks to which, both as a result of work and in its very process, people satisfy their own needs.

Financial incentives are achieved first of all, by establishing a strict correspondence between the quantity and quality of labor, on the one hand, and the amount of payment, on the other. The stimulating effect of payment is the greater, the clearer and clearer this correspondence is. The clarity of the task, a clear understanding of the payment system are essential for the effectiveness of material incentives.

With a brigade organization of labor, it is especially important that the amount of remuneration of an employee correctly reflects both the overall result of the work of the team and the labor contribution of each. If payment is made without due regard for individual labor participation, dissatisfaction with the most qualified members of the team, a decrease in their labor activity, and a general decrease in interest in the growth of qualifications are inevitable. However, if a significant part of workers believe that the differences in the size of the labor participation rate (LFC) are excessive, then tension arises, productivity drops, and staff turnover increases.

Moral stimulation is carried out clarification of the social significance of the work performed, publicity of socialist competition, awarding the winners.

To achieve unity of material and moral incentives means to ensure the unity of criteria for material and moral incentives, to take care of the moral validity of all types of incentives, to reinforce moral rewards with material incentives.

Decisive factor socio-psychological impact- team influence. Promoting the growth of team cohesion, skillfully directing public opinion, the leader achieves the creation of a healthy moral and psychological climate. The moral norms of such a collective are obligatory for all its members and coincide with the principles of socialist morality.

Various management methods are closely interrelated. Good (organization of work, timely preparation of production, uninterrupted supply of materials and tools, serviceability of equipment, proper placement of people, strict adherence to socialist principles of remuneration according to work, the use of collective forms of remuneration for the final result contribute to a healthy psychological climate of the site. At the same time, the cohesion of the team significantly facilitates the solution of labor organization problems.

Leadership methods cannot be opposed to each other. The greatest effect is given by their complex use. The leader must skillfully combine methods of influence, correctly determine their proportion depending on specific conditions.

Each socio-economic system consists of two independent, but interconnected subsystems: managing and managed.

Control subsystem performs the functions of production management and includes a management apparatus with all employees and technical means. The following elements are distinguished in the control subsystem:

Planning - determines the development prospects and the future state of the production system;

Regulatory - aimed at maintaining and improving the established mode of operation of the enterprise;

Accounting and control - aimed at obtaining information about the status control system.

The control subsystem (subject of control), on the basis of information coming from the environment surrounding the system and from internal subsystems and elements of the system, develops a goal or a set of goals that should be achieved and exercises an appropriate impact on the control subsystem.

Managed Subsystem carries out diverse production processes and consists of sections as part of certain groups of jobs, shops as part of the main and auxiliary sections, enterprises as part of the main and auxiliary shops, the functioning of which is interconnected and interdependent.

The controlled subsystem (control object) perceives the control action (control command signal) coming from the control subject, executes them and informs the control subsystem about its actions, its state and the state of the environment.

The object of control is a complex of people's activities, isolated from the socio-economic environment, either as a link in the socio-economic system, or as a special function that requires a special mechanism.

There are 3 types of control objects:

· Production management facilities (POU) - links in the organization of production.

· Structural control objects (SOU) - links of the control system.

· Functional objects of management (FOC) - the impact on a particular function.

According to the functional feature, the managed subsystem is divided into:

1. Technical, which is an interconnected and interdependent complex of machines and equipment, with the help of which specific tasks can be solved. Directly at the enterprise, the technical subsystem is production capacity, while the mobility of this subsystem is determined by the physical and obsolescence of the equipment, technical progress and financial resources allocated for the renewal of production.

2. Technological, representing a series of processes and stages of production sequentially proceeding according to certain norms and rules. Its elements are objects of labor, individual operations and processes. Compared to the technical one, this subsystem changes faster under the influence of scientific and technical progress, which allows more rational and efficient use of equipment, space and labor of people.

3. Organizational, which consists in the unity of technical and economic processes and is expressed in their streamlining. The purpose of the organization is to provide maximum production effect with minimal labor costs.

4. Economic, which includes natural, labor, material and information resources. This subsystem is created according to a complex hierarchical structure, which includes a combination centralized control with the independence of individual elements and the presence of vertical hierarchical links and horizontal links between elements of the same level.

The control system must meet a number of requirements. Firstly, between the elements there are cause-and-effect relationships that must be established between the control and controlled subsystems. These subsystems respond to changes that occur in one of them, which is possible only if there is feedback. In its absence, the effectiveness of management is reduced to a minimum. Secondly, the control system is dynamic, i.e. has the ability to change the qualitative state. Thirdly, control is carried out only if there is a parameter in the system, in case of influence on which, it is possible to change the course of the process.

The management system is based on three main principles:

1. The principle of hierarchy - considers large and complex systems as multi-level, which require the division of the entire system into elements. Each stage controls the lower level and at the same time is the object of control in relation to the higher level.

2. The principle of necessary diversity is that the control system must have no less complexity than the controlled one. Those. impossible to design simple system management for complex system production.

3. The principle of feedback is that control can be carried out only when the control system receives information about the effect achieved by one or another action of the controlled system about the achievement or non-achievement of the planned result.

The control system is divided into two subsystems: control and managed. To implement the management function, the management subsystem must have the necessary resources (material, labor, financial) to ensure the implementation of management actions.

Control subsystem performs production management functions. It includes a control apparatus with all employees and technical means: communication devices, alarms, counting equipment, etc. First of all, this linear control: the president of the joint-stock company, the director of the enterprise, his deputies, heads of workshops, foremen. This also includes functional or headquarters organizations: the plant management service and workshops. In each economic link, management is solved differently, i.e. the number of stages and the number of governing bodies at each stage is determined by the goals, objectives and functions of management.

Managed Subsystem carries out various production processes. It includes sites as part of certain groups of jobs, workshops as part of production and auxiliary sites, enterprises as part of the main and auxiliary workshops, industries as part of enterprises, etc. Their functioning is interconnected and interdependent.

The managing and managed subsystems form the management system of the economy.

The control subsystem continuously sends information to the controlled subsystem in the form of management decisions. The basis for the development management decisions is the information of the controlled subsystem and the information coming from the external environment. Under the influence of decisions, the interaction between the elements of the system is carried out.

Each of the subsystems is self-governing, however, constantly under the influence of higher-level systems. They are characterized by the presence of a structure, the level of organization, the ability to perceive the impact from the external environment and, in turn, influence it.

Under the structure understand the ratio of system units, their relationship and subordination. Under the organization - the creation of units, ensuring their interaction, functioning and development of the system.

On a functional basis, the controlled system is divided into a number of subsystems: technical, technological, organizational, economic, social.

Technical subsystem is an interconnected, interdependent complex of machines and equipment that can solve specific problems. For this, it is necessary that their individual types be located in a certain way on the production areas and combined with each other in terms of power. Directly at the enterprise, the technical subsystem is production facilities. Compared to others, the technical subsystem is less mobile. Its mobility is determined by physical and moral depreciation, technical progress, and funds allocated for renovation.

Technological subsystem- this is a series of processes and stages of production sequentially proceeding according to certain rules and norms. Its elements are objects of labor, individual operations and processes. Compared with the technical subsystem, the technological subsystem changes faster under the influence of scientific and technological progress, which allows more rational and efficient use of equipment, factory space and human labor.

Modern production is diverse, complex, it requires appropriate support and maintenance. Therefore, the most important place is organizational subsystem, which lies in the unity of technical and economic processes and is expressed in the streamlining of all processes. The goal of the organization is to provide the highest production effect with the lowest labor costs.

economic subsystem should be considered in a broad and narrow sense. In a broad sense, it is presented as a subsystem of social production, i.e. set of productive forces and production relations. It is based on the type of production relations, which determines the nature of the links between the individual elements of the subsystem. The links themselves act as processes of production, exchange, distribution and consumption. In a narrow sense, the economic subsystem refers to the relations of production that correspond to a given mode of production.

Managed (production) subsystem can be considered as labor collective brigades, sites, enterprises. The unity of social relations constitutes a social subsystem. Production goals are determined by social and economic subsystems that reflect the socio-economic side of production management.

The concept of three subsystems of Vikhansky and Naumov

The concept of four subsystems of Fatkhutdinov

The concept of the four variables of the Evenenko system

The concept of structuring SU L.I. Evenenko (1983) founded on the hypothesis that it is expedient to carry out the structuring of the management system on the basis of four variables(subsystems in modern terminology) (Fig. 2.8):

· organizational structure;

management (leadership);

processes;

motivated activity (behavior).

Rice. 2.8. Control variables according to Evenenko

The concept of structuring SU R.A. Fatkhutdinova (1997) founded on the hypothesis that the control system consists of four subsystems: target subsystem, providing subsystem, functional subsystem, control subsystem (Fig. 2.9).

Rice. 2.9. The concept of structuring the MS according to Fatkhutdinov

Target subsystem:

Improving the quality of manufactured goods and services;

resource saving;

Expansion of the commodity market;

· organizational and technical development of production;

· social development team and environmental protection.

Supporting subsystem:

· methodological support;

Resource support;

· Information Support;

legal support.

Functional subsystem:

marketing;

planning;

organization of processes;

accounting and control;

· motivation;

regulation.

Control subsystem:

· personnel Management;

· sociology and psychology of management;

development and implementation of management decisions;

analysis in decision making;

forecasting in decision making.

The factors influencing the stability and efficiency of the system functioning include components of the external and internal environments.

The concept of O.S. Vikhansky and A.I. Naumova (1996) is based on the hypothesis that the management system is a form of real embodiment of managerial relationships. It acts, as it were, in the form of a really existing substance, through which management acquires a specific content and a specific manifestation, and the function of management - practical implementation. In reality managerial activity is the functioning of the control system.

SU develops and functions not only in accordance with the content managerial functions and the nature of the relations underlying managerial relationships, but also in accordance with the conditions in which the CS is formed, as well as in accordance with the principles of its construction, functioning and transformation inherent in the CS.

The control system breaks up into subsystems, the allocation of which was clearly manifested relatively recently. There are the following three control subsystems(Fig. 2.10): structural and functional subsystem of the control system (SFP); information-behavioral subsystem of the control system (IPS); subsystem of self-development of the control system (PSS).

Rice. 2.10. Structuring the MS according to Vikhansky and Naumov

The concept of structuring control systems of Vikhansky and Naumov allows, within the framework of the control system, to single out and explore (Table 2.1) subsystems, components and elements.

Table 2.1

Structuring the management system

Management as a separate field of knowledge and profession arose at the end of the 19th century. and gradually developed into an independent discipline. With the formation and development of management, the social layer of managers has become one of the leading social groups. "Management" (management) translated into Russian means "management", comes from the root of the Latin word "hand". The object of management are control systems of various levels and order.

AT general view The control system is divided into two subsystems: managing and managed. The control subsystem continuously sends information to the controlled subsystem in the form of management decisions. The basis for the development of management decisions is the information of the controlled subsystem and information coming from the external environment. Under the influence of decisions, the interaction between the elements of the system is carried out.

For the implementation of management functions, the management subsystem must have the necessary resources (material, labor, financial) that ensure the implementation of management actions.

The controlled subsystem carries out various production processes. On a functional basis, the controlled system is divided into a number of subsystems: technical, technological, organizational, economic, social.
The technical subsystem is an interconnected, interdependent complex of machines and equipment, with the help of which specific tasks can be solved.

A technological subsystem is a series of processes and stages of production sequentially proceeding according to certain rules and norms. Its elements are interrelated operations and processes.

The most important place is occupied by the organizational subsystem, which consists in the unity of technical and economic processes and is expressed in their streamlining. The goal of the organization is to provide the highest effect with the lowest labor costs.

The economic subsystem is characterized by production relations and economic interests aimed at the use of natural, labor, tangible, information resources in order to obtain products (services).

The controlled (production) subsystem can be considered as the labor collective of a brigade, section, enterprise. Unity social relations constitutes a social subsystem. Social and economic subsystems reflect the socio-economic side of the management of the organization and determine the goals of its functioning.

The management system is holistic. It creates conditions for the transfer, accumulation and transformation of control information. There are causal relationships between the elements of the control and controlled subsystems. These subsystems respond to changes that occur in one of them, which is possible only if there is feedback. In its absence, the effectiveness of management is reduced to a minimum. The control process necessitates automatic response to feedback and constant possession of information about the state of the controlled system.

It should be noted that the majority of Russian-speaking specialists usually distinguish between the areas of use of the Russian term "management" and the concept of "management". The latter implies that we are talking about the management of people, their activities, the team, and not some technical, other inanimate system.

Initially, the term "management" referred to the field of animal management and meant the art of managing horses. Later, this word was transferred to the sphere of human activity and began to denote the field of science and practice of managing people and organizations.

Management can be defined as a generalization of the practice of rational management of an organization whose activities are aimed at achieving the set goals (as a rule, management is considered in relation to commercial organizations). In the public understanding, management is the ability to achieve goals using labor, intellect, motives for the behavior of other people.

Professional management is an independent type of activity that requires the presence of a subject - a professional manager, whose work is aimed at the object - the functioning of the organization as a whole or its specific area (production, marketing, finance, etc.).

In economics, management is understood as a management function, i.e. view professional activity for managing people in any sector of the economy (industry, agriculture, trade, construction, transport, banking, etc.) and in any field of activity (production, marketing, finance, etc.), if it is aimed at making a profit (entrepreneurial income) as the end result. At the same time, management considers the enterprise as a social subsystem of the market economy, and not as a technological link in social production.

Management can also be considered as an enterprise management system, i.e. establishment of permanent and temporary relationships between departments of the enterprise, determination of the procedure and conditions for its functioning. For achievement end results each organization in its activities transforms the resources of production, acting in the form of capital, raw materials, materials, technology, information, human labor. Accordingly, we can distinguish resource management aimed at the efficient use of resources to achieve the goals of the enterprise. For this, it is necessary to carry out different kinds activities, i.e. perform certain functions.

Functions are assigned to specific divisions of the enterprise that carry them out (departments, services, bureaus, departments). Units are organized groups of people. Their activities are consciously directed to achieve the common goal of the enterprise, i.e. controlled. In this case, we can talk about management within the enterprise or about management that ensures production, about management as an organizational activity.

Management is also considered as a process of making managerial decisions. Maintaining the continuity of the production process is accompanied by many situations, problems that require the manager to make decisions. Problem situations arise at all levels of management. They affect both the internal and external environment of the managed entity. Businesses are adapting to external environment based on feedback. Receiving information about market relations, the manager makes a decision, which is a reaction to the market situation and other elements of the external environment.

There are many other approaches to management, including defining it more not as a science but as the art of management.