The management process is brief. Management as a process. Examples of problem solving

Topic 8

Management process

This topic will cover the following issues for management students: oh sy:

The concept of the management process;

Properties of the control process;

Stages of the management process;

The role of control influence in the management process;

Constant impacts;

Periodic exposures;

Concepts: “action”, “impact”, “interaction”;

Directions and types of impact;

Sources of influence in the management process.

In the previous topic, we showed that each of the enterprise systems (as management systems) managed and control has your organization ational structure, which serves as a form of existence of the process. Sl e Consequently, each of the named systems has its own process.We have already discussed the process of P controlled (production) system, called production, regardless of whether it is material or spiritual (n e material) production where it takes place.

The management process taking place in the management system has similarities with the production process and its own characteristics, explained by the nature of managerial work. The production process is aimed at O production of goods and services, and the result of the management process is the preparation of control actions and decisions. This is the main difference between these about cessov.

8.1. Concept of management process

Process (from Latin processus promotion) means:

Consistent change of phenomena, states in the development of something;

A set of sequential actions to achieve a result (production, preparation of decisions).

Management processthis is a set of purposeful actions of the manager and the management staff to coordinate joint activities O strength of people to achieve the goals of the organization.

Table 8.1.1.

Options	Processes
Options		Management process	Manufacturing process
Subject of labor	Information	Material, blanks, part, etc.
Means of labor	Tools, office equipment, computer equipment, etc.	Equipment, accessories, devices, etc.
Product of labor	Information in converted form (decision, plan, report)	Part, unit, unit, product
Performer of the labor process	Manager, specialist, technical executive	Production worker
Process stages	Goal setting, information work, analytical work, choosing an action option (decision development), organizational and practical work	Procurement, processing, assembly, testing
Process components	Operations, procedures	Operations
Workplace of the labor process performer	With wide boundaries	With narrow boundaries

Control process parameters.All processes occurring at the enterprise (in the sphere of production and management) are primarily about labor processes, since both production and management are the joint work of people performing purposeful actions according to a specific program. The parameters (characteristics) of the management process include:

Subject of labor;

Labor tools;

Product of labor;

Performer of the labor process (Fig. 8.1.1.).

Rice. 8.1.1.

General functions are performed in all organizations with material and spiritual production without exception. The formation of specific functions depends, as is known, on the specifics of the production system and the areas of activity of the enterprise. Therefore, the list of specific functions can be as small or as large as desired, depending on the size of the h a measure of the organization and scale of its production.

At each specific enterprise in the process of managing activities and all of us general and specific functions for training an air manager th action, preparation, adoption and implementation of decisions.

8.2. General characteristics of the management process

Management process this is the activity of the subject of management bycoordination of the joint work of workers to achieve the goals of the organization a tion.

As a scientific concept, the management process appears in the unity of three holy about their sides:

2) organizations;

3) implementation procedure (control technology).

1. From the content side, the management process can be characterized e represented as a purposeful influence on the state of the elements, forming A learning the control system. This process expresses the unity of various partial processes (technical, economic, social, etc.) carried out by the management apparatus within certain spatial and temporal boundaries in relation to specific objects and levels of management. in laziness.

2. The organizational characteristic of the management process expresses the spatial and temporal sequence of its occurrence, determining I think control cycle. The latter includes 1) defining goals and 2) implementing management functions. An important role in this aspect belongs to e lives by dividing the management process according to affiliation with system components e we control and its levels.

At the enterprise level, the following typical components are distinguished: With management topics as application objects of the management process:

1) line management subsystem;

2) target subsystems;

3) functional subsystems;

4) control support subsystem.

The line management subsystem includes all line managers e lei from foreman to director of the enterprise. Target coverage subsystems and ut:

Management of implementation of the production and supply plan;

Product quality management;

Resource management;

Production development management;

Management of social development of the workforce;

Environmental management.

Functional subsystemsare characterizedspecialization V managerial activities to perform the relevant 1) specific and 2) special management functions.

Control support subsystem covers:

1) legal support;

2) information support;

3) organization and implementation of regulatory management;

4) office work;

5) equipping the enterprise with technical means of management work.

3. From the procedure (technological) side, the management process is a connection between its certain stages and phases, which receive their s expression and consolidation in their further division into types of work, operations and actions T viiya, as well as procedures, algorithms, etc.

The concept of the management process is closely related to the categorymanagement potential, which is understood as the totality of information management capabilities and resources available to the management system, materials And nal, labor, financial, experience and qualifications of personnel, management traditions.

8.3. Contents of the management process

The management process from the content side may look like this (Fig. 8.3.1.):

Rice. 8.3.1.

Methodological content,

Functional content,

Economic content,

Organizational content,

Social content

Methodological content of the management processinvolves the identification of certain stages that reflect both the general features of a person’s work activity and the specific features of managerial activities O stages characterize the sequence of qualitative changes in p A bot in the process of management, being stages of internal development impact in every act of its implementation

Stage is a set of operations (actions) characterized by quality e natural certainty and homogeneity and reflecting the necessary sequence of their existence.

The management process can be represented as a sequence of current stages:

Goal setting (goal setting),

Assessments of the situation,

Definitions of the problem

Development of management decisions.

Let us reveal the step-by-step sequence of the control process visually (Fig. 8.3.2).

Rice. 8.3.2.

Purpose this is the leader's idea of, what kind of government should be V the system he creates. In a scientific definition, it can be formulated as an ideal image of the desired, possible and necessary state of the system. e We. The management process begins with setting an impact goal. If it is a consciously carried out process, purposeful and e forest-like, it can only begin with clarification, definition and post A new impact targets.

Situation this is the state of the controlled system, assessed in relation to And specifically for the purpose. It would be wrong to understand a situation as just a deviation e interference from the program or conflicting cases of work. Management will be carried out V applies regardless of whether there is a deviation or not, a conflict or some n conflict situation. The state of the system can never be identical n but goals, therefore, there is always a situation.

The difference between a situation and a goal usually includes many contradictions e chiy. An act of influence is necessary to resolve these contradictions,to bring the system state closer to the goal. But this is only possible if we find a leading contradiction, the resolution of which will lead to O fight the resolution of everyone else.

Problem this is the leading contradiction of the situation and the goal, the resolution of which should be aimed at. Without defining the problem, a management decision is impossible.

Management decisionthis is finding ways to solve a problem and organizational work to implement a solution in a managed system. It is the final stage of the management process, its connection with the production process, the impulse of influence of the control system on the controlled one.

Functional content of the management process.It manifests itself in the large-scale consistency and preference for implementing the basic V nal control functions. The following stages can be distinguished here:

Planning;

Organization;

Motivation;

Control.

The leadership function is carried out through these stages.

Economic content of the management process. It is due to the fact that it finds its expression in the management processuse of production resources from assessing their availability to transformation into a product. Based on this, the economic content of the management process can be represented as stages of resource use, movement of funds, which is carried out T labor in a controlled system, but is determinedactivities of the government V lying system. The economic content of the management process can be expressed in the following stages:

Establishing economic needs;

Assessment of resource availability;

Resource allocation;

Resource usage.

Organizational content of the management process.It manifests itself in the sequence of use of organizational levers of influence in stages:

Regulation;

Rationing;

Instructing;

Responsibility.

Each act of influence requires that the manager must clearly formulate the task (what needs to be done). This is a regulation that may vary in duration. Next you need to establish their permissible deviations. These are the standards. Then it is determined how best to complete the task, what to use, what to use as a guide, etc. This is an ins. T ructification. Each task must indicate the measure of the answer T liability for failure to perform it or incorrect execution.

In a multi-level management system, organizational content is O The management process is also manifested in the order of interaction of various links and levels of a given management system. The order of interaction about P is determined by the nature of a specific goal, the characteristics of the situation, which does not allow buildinggeneral scheme of organizational interaction between units b ev and stages of the system. It is different for each specific act of air tions.

The social content of the management process is revealed by the role of people O century in its implementation. Each stage of the management process requires the indispensable participation of humans. At the same time, the control process requires fur A ization and automation of its operations. The most appropriate stages for using modern technology are the stages of assessing the situation, searching for a problem and developing solution options, i.e. those stages of execution O ry depends largely on information processing.

Consequently, the social content of the management process can be represented as a sequence of purely human and man-machine operations. With any degree of mechanization of management at Yes, the management process begins and ends with a purely human I am bodied.

8.4. Control Process Properties

The management process has specific properties that T reflect its features. These properties are the following (Fig. 8.4.1.):

Rice. 8.4.1.

1. The property of variability (dynamism) observed in constantchanging the management process according to its focus, issues, character To teru of implementation. This property is manifested in the dynamism of interaction T viation of its various stages and operations. Management process e goes from o d from one stage of the control system to another is carried out by different interactions of control units (bodies).

The property of variability is sometimes called the property of flexibility of the management process, meaning its ability to switch to new problems and new management methods.

Of course, such variability has permanent boundaries. This reflects another property of the management process, which is in a dialectical connection with the first.

2. Property of stability. It manifests itself in the emergence in the management process and the corresponding consolidation of certain channels of its OS realization. They form the natural structural basis of the management system, which is fixed in organizational acts of its stabilization and serves as a systematizing factor in the management process. Thanks to this property, a control system is formed, which is a set of established connections of the control process between the links that carry it out.

3. Property of continuity. The management process is also characterized by T in, reflecting an important feature of its implementation continuity of O management process while the production process is carried out. It can manifest itself differently depending on the level of management, the characteristics of the production process itself (in single, serial, mass production h agriculture, etc.). But the very essence A this property does not change.

4. The property of discreteness complements and, in a certain sense, opposes O stands for the property of continuity. It manifests itself in the fact that in its internal characteristics the management process proceeds unevenly, initially accumulating the potential for influence when setting a goal, assessing And situation, identifying the problem and then turning into an impulse of active R organizational work at the decision stage. This property has nothing to do with assault. It reflects the specifics of management b ity and does not deny the need for a uniform rhythm of work. On the contrary, it requires the rhythmic activity of the management apparatus.

5. Sequence property. It characterizes the mandatory e sequence of stages of implementation of the management process. The latter cannot be built according to its stages except as a goal, situation, problem, solution. Each of these stages is mandatory and plays a big role in management efficiency.

Often a solution is developed only on the basis of the management goal e without sufficiently careful consideration of the existing state of affairs, p e normal working conditions, prevailing circumstances. This process is controlled V lenition cannot be effective, because in this case the solutions are approx. A are called either erroneous, or premature, or simply will n tarist. Another extreme is also possible, when insufficient attention is paid to goal setting in the management process. Decisions are developed on a situational basis, without sufficient understanding of the goals they serve. e blowing And here the solutions are not effective enough, often against O speechless, lacking perspective and long-term orientation.

The goal systematizes decisions, gives a general direction and perspective; the situation determines the reality and practical significance of the decision; the problem is its specificity and effectiveness. Each of the stages O The management process is mandatory, as is the sequence of their implementation.

6. Property cyclicality. Each act of influence ends with O house the managed system to a new state. This necessitates either setting a new management goal (depending on what the new state is), or adjusting and supplementing the previous goal, in order to With the achievement of which requires a new act of influence. The control process is repeated again, a new cycle is carried out.

It is quite possible for a situation in which there is no need to O the possibility of changing the management goal. But this should also be the subject of analysis in the management process, and thus, the goal-setting stage still remains a necessary stage of the management process.

Understanding the properties of the control process is of great importance in With quick solution to all problems G about improvement.

8.5. Distribution of operations in the management process

The management process in its content, features and properties requires a certain sequenceoperations and their combinations. These operations differ according to the stages of the control process (from pure intelligence To tual to operations of practical organizational work).

The stage reflects the transition to certain groups of operations without taking into account their qualitative homogeneity or difference. Let's call these stages (Fig. 8.5.1.):

Rice. 8.5.1.

The general sequence of control operations corresponds to the last O importance of distinguishing their groups by stages, but allows for a certain parallelism their implementation with an increase or decrease in the importance of certain groups of operations. We will show the composition of operations by stages and stages of the management process (Fig. 8.5.2.).

Rice. 8.5.2.

The management process begins with developmentgoals of influence, target sex A rules that determine its initial operations, the complexity of which is And decreases as the formulation of the impact goal is clarified. In parallel with goal setting, information work is carried out, since without sufficiently complete information it is difficult to correctly formulate the goal of influence.

Information operations, starting from the target stage, continue throughout the entire management process. The role of information in the management process is great. But the management process cannot be reduced only to processing T ki information and all management operations are considered only as information And onny. The management process is a complex phenomenon of socio-psychological and organizational-economic nature. This defines e The specifics of its operations are determined. The same information about the control object V lenience leads to different solutions if developed by different hands about drivers.

As the impact goal is formed, there is a need to adjust it and link it with available means and possible management methods. This underlies the implementation of valuation operations Yu available means of influence and the choice of management methods with the help of which it is possible to achieve the set goals. This work covers several stages of the management process and is carried out in parallel with each other. And mi his operations.

The choice of action option is determined not only by the goal, but also by the availability of information about certain aspects e performance, the results of analysis showing weak points of work. The importance and complexity of choosing m e management methods increase through the stages of the management process, reaching final certainty at the stage of solution development.

The cycle of the management process is completed by the operations of organizational practical work in the managed system. These operations are often called re A lysis of the decision made. At this stage, operations can be performed to adjust the control goal, as well as information work related to communicating additional information to performers, deciphering presenting a solution.

8.6. Impact and management process

Production management is a purposeful organization A nizational-technical and socio-economic process of influence on teams. Therefore, IMPACT is an essential and necessary element of the management process.

Impact in the management processthese are various forms of influence of the subject of management on the managed object in order to change the ways of its functioning by changing the composition or interaction of elements of the managed system.

Management as a purposeful influence on groups of people in pr O The production process can be carried out in various ways:

Influence directives with the help of orders and instructions, d writing strictly defined changes in the system that are mandatory;

Create a new system of planning, cost-accounting relations, incentives at lation and other forms of influence, which seemed to automatically influence the activities of the team under changing external and internal circumstances I ties, contributing to the search for efficient production.

Impact reflects the essence of the management process: the management process is impossible without impact.

The concept of “action”, “impact” and “interaction”. When considering In understanding the essence of impact, it is necessary to distinguish between three interrelated concepts, namely: “action”, “impact” and “interaction”. All these concepts are used in the management process and are different, despite their common characteristic feature that they all representthe form of influence of one element of the system on another. Let's present the differences and essence of these three concepts in graphic form (Fig. 8.6.1).

Action

Impact

Interaction

Rice. 8.6.1.

These concepts are closely related to the main factors of production:

Human (answering the question “who?”);

Real (answering the question “what?”). Factors of production T are considered as elements of the socio-economic system (and To tive and passive).

Elements of the system that answer the question “who?” or "what?», may be (Fig. 8.6.2):

Rice. 8.6.2.

Action influence of the active element on the passive one (working performance) I have surgery).

Impact the influence of one active element on another active element (instruction from the foreman to the worker to perform specific hard work).

Interaction coordinated impact of two or more active elements on passive or active elements (the master brings it to the working area at T labor standards approved by the director for specific work).

These concepts are in the following relationship (Fig. 8.6.3):

Rice. 8.6.3.

Understanding the differences in these three concepts allows you to more correctly understand the management process, determine the main directions and types of tions.

Impact as form of influence on the production system direction e but on the development of two contradictory trends:

1) ensuring the stability and permanence of the system;

2) ensuring flexibility, dynamism, and constant development.

Different directions of influence lead to the emergence of differences h types of influence, some of which are focused on maintaining established th responsiveness, others on the mobility of the system.

Main directions and types of impact.The following directions and types of influence are distinguished:

1) organizational;

2) economic;

3) social.

Formation of targeted influence on production companies l lectures and individual employees is directly related to motivation, i.e.e. the study of factors that determine human behavior in a team in practice O production process. In the system of factors that determine human behavior, an important role is played by his needs and interests. A conscious need is embodied in a goal, encourages one to achieve it, determining people’s behavior about centuries.

Types of impact classification ts are classified according to their classification character And sticks that underlie the direction of influence.

1. Organizational type of impact. This type of influence is aimed at the organization, i.e.e. the formation of stability, coherence, correspondence of elements and their interaction, the establishment of paths leading all elements to a single goal. All this characterizes the organizational direction of the tions.

The organizational type of influence makes it possible to use in the management process a person’s desire for orderly organizational activities. b ity, leading to a certain relationship between the basic elements of prestige d acceptance of means of labor, objects of labor and the workers themselves. This type of impact isdirect nature, since it clearly determines the future at The general state of the system that must be achieved. Organizational impact takes the form of organizational and organizational-production structures and various regulatory and normative standards. Yu laws that determine the composition and interaction of elements of the pr system about production.

2. Economic type of impact. This direction includes the impact on material interests, the use of material motives A tions. The latter is used both in the form of material rewards for the quantity and quality of labor, and in the form of material sanctions for non-compliance. T its adequate quality and insufficient quantity. In this case, use at there is both individual material interest and collective in naya.

The economic direction of impact has its own specific characteristics and differs primarily indirect the nature of the impact T Via: assessment of the effectiveness of such an impact is indicative, in e random character. The so-called sensitivity threshold, which we focus on, for example, when establishing the amount of individual material reward, is far from easy to determine (the threshold V The minimum amount of material remuneration is considered valid e niya, encouraging increased labor activity).

The sensitivity threshold, even in the same person, changes significantly under the influence of a large number of factors (the possibility of more l satisfaction of needs, the nature of the needs, the cost of labor and working time, the importance and nature of the tasks being solved, etc.d.). It is all the more difficult to determine the effect of influence on material interests in a more or less large team. It must also be borne in mind that unreasonable material remuneration leads, as a rule, to negative consequences. O inaccurate results and often excludes from the arsenal of influences very effective n new incentives for increasing production efficiency.

The economic type of impact is focused on identifying, developing and using economic levers to enhance mobility and efficiency. V production efficiency.

The economic type of impact is focused on identifying, developing and using economic levers to enhance the activity of the system, e determining its mobility and efficiency.

3. Social type of influence. Refers to the indirect impact on social interests. Social motivation involves focusing on professional, cultural, psychological, moral national b social, family and other social interests. Methods of influencing social b These interests include both incentives and various forms of sanctions. The use of social motivation is particularly complex, in s called by the diversity of social needs existing in the community to Tiva.

If, when influencing the economic (material) interests of workers T nicks, it becomes possible to use a single channel for everyone’s satisfaction. e creation of these needs money, then when influencing social and n Teresa is required to satisfy them in a variety of specific and specific And ical forms. This leads to the need for a detailed study of the possible and ny means of influencing these social motives and interests.

Except on the bathroom types of impact, distinguish between “horizontal” and “vertical” And cal" impact.

The “horizontal” type of influence is manifested in the fact that one department of the control system influences another, located at the same management level.

The “vertical” type of influence is carried out along lines of linear or functional subordination at different levels of management.

Let's summarize the difference in types of impact (Fig. 8.6.4):

Rice. 8.6.4.

Sources of influence in the management process.Defining in general terms the sources of influence in the management process, we can say that the main source of influence on the managed system is control V lying system. However, although this definition is correct, it nevertheless does not give a clear idea of the complex system of influence in the management process.

The control system must constantly change forms, methods, management techniques and at the same time be stable in relation to implementation V lenition of the management process. This system itself is influenced by the external environment, i.e., enterprises and organizations interconnected with this enterprise, and, finally, by the managed system. Upra V the controlling system, in turn, influences the controlled power with the topic by changes in the composition of the elements of its subsystems or the conditions of their functions to zonation.

The source of influence from the control system is its individual links and control stages. The management process is greatly influenced by the qualifications of personnel and the methods by which they perform their duties. The source is also an individual person and his figure b ity in the management process.

Continuous and periodic impacts.Control influences, depending on the duration of influence on teams, are divided into T divided into two groups:

1) permanent;

2) periodic.

Permanent influences appear as:

Effective management functions;

Organizational structure of management;

Distribution of powers;

Charter of the enterprise;

Regulations on the division;

Job description of the employee;

Internal labor regulations;

Operating hours of the enterprise;

Staff standards;

Safety instructions;

Regulatory legal acts, etc.

Constant influences are used for a long time until the mark e we need them or replace them with new permanent ones.

Periodic impacts are in the nature of short-term acts. These include:

Issuing tasks to subordinates;

Establishing incentives to work;

Communicating labor standards to performers;

Making decisions;

Issuance of orders, instructions;

Delegation of powers to subordinates;

Transfer of information about the internal and external environment of the enterprise;

Setting goals and tasks for performers;

Improvement of equipment, production technology, working conditions, etc.

Control influences reflect the specifics of the category “control” and occupy a central place inmanagement process. Therefore, mastering Yu New management and novice managers need to firmly grasp the concept of control influence and comprehensively study all its aspects. Here it is also important to try to determine the arsenal of control influences on the employee, teams for line and functional managers in terms of performance V yum management, specialists and technical performers.

Management process- this is an influence on an object in order to change its state or shape.

Control system is divided into two subsystems: managed and control.
Control subsystem performs production management functions. It includes the management apparatus with all employees and technical means. Managed subsystem carries out various management functions. It includes workshops, sections, teams.

Based on functionality, the control system is divided into subsystems:

technical (machinery and equipment);
technological (a number of processes, production stages);
organizational;
social (unity of social relations);
economic.

The control system includes:

structural-functional subsystem (implements the principle of unity of structural and functional elements of the system);
information-behavioral subsystem (providing actions with the necessary information);
self-development subsystem (the principle of independence, independence of development of individual elements).

Subject of management

Purpose of the subject of management— ensure the controllability of the system as a whole.

Controllability— the ability of the system to perceive control input and respond to it accordingly.

Subjects of management- centers of activity, centers of responsibility.

Subject of management is a manager, collegial body or committee that exercises managerial influence. A manager can be either a formal or informal leader of a team. In turn, the subject of management can also be an object of the board (for senior managers).

The main goal of the functioning of the subject of management is to develop a management decision that ensures the efficiency of the system as a whole.

The goals of the management subject are considered at 2 levels:

at the integrative level - the management subject functions in order to lead the system to the goals set for it, therefore the degree of achievement of the goals of the system as a whole is a criterion for the effectiveness of the management subject's functioning;
at the local level (at the level of the system itself).

Requirements for the subject of management:

the subject of management must implement the law of necessary diversity (quantitative side);
The control system must have all those properties and characteristics that are inherent in a cybernetic system (these requirements characterize the qualitative side):
- unity;
- integrity;
- organization;
- emergence.
the subject of management must be fundamentally active, who knows the goals, knows the ways to achieve them and constantly generates functions. A fundamentally active system consists of active elements;
the management system should always be the center of responsibility;
the subject of management must be law-abiding;
the subject of management must be of a higher socio-cultural level in relation to the external environment in order to be able to adequately respond to the influence of the external environment and influence the development of this level;
the subject of management must have higher creative and intellectual potential in relation to the object.

As part of the management subject, when considering the element aspect, it is necessary to highlight the following subsystems:

system of management goals;
functional model of the control system;
structural model;
information model;
communication model (system of relations);
efficiency model;
control mechanism;
operating (technological) model.

Control object

The object of management is the socio-economic system and the processes that occur in it.

Control object- this is an individual or group that can be united into any structural unit and which is subject to managerial influence. Currently, the idea of participative management is increasingly spreading, i.e. such management of the affairs of the organization, when all members of the organization, including ordinary people, participate in the development and adoption of the most important decisions. In this case, control objects become its subjects.

Management process in an organization

Management process- this is a certain set of management actions that are logically connected with each other to ensure the achievement of set goals by converting resources at the input into products or services at the output of the system.

The management process is a set of actions related to identifying problems, searching for and organizing the implementation of decisions made.

All management processes are divided into two groups:

permanent processes - represent functional areas of human activity to achieve current goals;
periodic processes are an active form of management caused by unforeseen situations and requiring the development of operational management decisions.

The main stages of the management process are shown in the figure.

The creation and stages of the management process are determined by its elements:

Target— each management process is carried out to achieve a specific result, goal. Goals in the management process must be operational in nature and transformed into specific tasks. They are a guideline for specifying the use of necessary resources.

Situation— represents the state of the controlled subsystem.

Problem is a discrepancy between the actual state of a managed object and the desired or specified one.

Solution- represents the choice of the most effective influence on the existing situation, the choice of means, methods, the development of specific management procedures, and the implementation of the management process.

Stages of the management process:

setting a specific goal;
Information Support;
analytical activity is a set of operations associated with assessing the state of a managed object and finding ways to improve the existing situation;
choice of action options;
implementation of solutions;
feedback - compares the result obtained from the implementation of the decision with the goal for the sake of which the management process was carried out.

Management mechanism

Management in an organization is carried out using management mechanisms. The economic mechanism solves specific problems of interaction in the implementation of socio-economic, technological, socio-psychological problems that arise in the process of economic activity.

Control mechanism is a subsystem of the control system, the purpose of which is to ensure the controllability of the system as a whole.

Components:

methodology (patterns, principles, policies, rules);
decision-making bodies;
executive bodies;
selected point of influence;
method of influence;
protective mechanisms that are built into any system (self-regulators);
tools of influence;
feedback;
responsibility centers and control centers;
forms of manifestation of influence.

The economic management mechanism consists of three levels:

intra-company management;
Production Management;
personnel Management.

In-house management:

marketing;
planning;
organization;
control and accounting.

Principles of intra-company management:

centralization in management;
decentralization in management;
combination of centralization and decentralization;
focus on long-term development goals;
democratization of management (participation of workers in top management).

Manufacturing control:

carrying out R&D;
ensuring production development;
sales support;
selection of the optimal organizational management structure.

Personnel Management:

principles of selection and placement of personnel;
terms of employment and dismissal;
training and professional development;
personnel assessment and performance;
forms of remuneration;
relationships in the team;
involving workers in management at the grassroots level;
employee labor motivation system;
organizational culture of the company.

Methods of influence in management

Management is considering management methods as a set of various methods and techniques used by the administration of companies to enhance the initiative and creativity of people in the process of work and satisfy their natural needs.

The main goal of management methods is to ensure harmony, an organic combination of individual, collective and social interests. The peculiarity of methods as tools of practical management is their interrelation and interdependence.

Management methods can be:

economic;
organizational and administrative;
socio-psychological.

Economic methods affect the property interests of firms and their personnel. They are based on the economic laws of society, the market and the principles of remuneration for labor results.

Organizational and administrative methods are based on the objective laws of organizing and managing joint activities, the natural needs of people to interact with each other in a certain order.

Organizational and administrative methods are divided into three groups:

organizational-stabilizing - establish long-term connections in management systems between people and their groups (structure, staff, regulations on performers, operating regulations, concepts of company management);
administrative - provide operational management of the joint activities of people and firms;
disciplinary - designed to maintain the stability of organizational connections and relationships, as well as responsibility for certain work.

Social-psychological methods represent ways of influencing the social and psychological interests of firms and their personnel (the role and status of individuals, groups of people, firms, psychological climate, ethics of behavior and communication, etc.). They consist of social and psychological and must comply with the moral, ethical and social norms of society.

Control functions

Control function- this is a type of human labor activity aimed at balancing the state of the organization with the external environment, while entering into a system of management relations.

Based on these characteristics, two main groups of management functions can be distinguished:

general management functions are functions that determine the type of management activity regardless of the place of its manifestation;
specific functions are functions that determine the focus of human labor on a specific object. They depend on the organization and its areas of activity. Specific management functions arise as a result of the horizontal division of labor.

TO general management functions relate:

planning;
organization;
coordination;
motivation;
control.

Planning function involves deciding what the organization's goals should be and what members of the organization should do to achieve those goals. Planning is one of the ways in which management ensures that all members of the organization are aligned in their efforts to achieve common goals.

The purpose of planning as a management function is to strive to take into account in advance all internal and external factors that provide favorable conditions for the normal functioning and development of enterprises (divisions) included in the company. This activity is based on identifying and forecasting consumer demand, analysis and assessment of resources, and prospects for the development of economic conditions.

Organize- means creating a certain structure. There are many elements that need to be structured so that an organization can carry out its plans and thereby achieve its goal.

Since people perform work in an organization, another important aspect of an organization's function is determining who exactly should perform each specific task. A manager selects people for a specific job, delegating tasks and authority or rights to individuals to use the organization's resources. These delegates accept responsibility for the successful performance of their responsibilities.

Coordination as a management function, it is a process aimed at ensuring proportional and harmonious development of various aspects (technical, financial, production and others) of the management object with optimal labor, monetary and material costs for given conditions.

According to the method of implementation, coordination can be vertical or horizontal.

Vertical coordination subordination takes on the meaning - the subordination of the functions of some components to others, and in management - the official subordination of juniors to seniors, which is based on the norms of official discipline. The task of vertical coordination is to organize effective communication and balance structural units and their employees at various hierarchical levels.

Horizontal coordination consists of ensuring cooperation between managers, specialists and other employees of departments between whom there are no subordination relationships. As a result, a coordinated unity of views on common tasks is achieved.

Motivation- the process of motivating oneself and others to act to achieve a common goal. A manager must always remember that even the best laid plans and the most perfect structure of an organization are of no value if someone does not carry out the actual work of the organization. Therefore, the purpose of this function is to ensure that members of the organization perform work in accordance with the responsibilities delegated to them and according to the plan.

Control is the process of ensuring that an organization actually achieves its goals. Circumstances may force an organization to deviate from the main course planned by the leader. And if management fails to identify and correct these deviations from original plans before the organization is seriously damaged, achieving its goals will be jeopardized.

The process (promotion) characterizes the sequential change of states (phenomena) in the development of a certain situation. The process also represents sequential actions to achieve a certain result (for example, in the production of products, preparation of management decisions).

Concept of management process

DEFINITION

Management process is a set of purposeful actions of management (management apparatus) in the field of coordinating the joint activities of personnel in order to achieve the goals of the organization.

All processes in the sphere of production and management that exist in organizations can be considered labor processes, since production and management represent joint human labor, purposeful actions according to an appropriate program. The concept of the management process includes characteristics (parameters), which include: the subject and means of labor, the product and the performer of the labor process.

The concept of the management process is in close relationship with the concept of management potential, which is a set of resources and capabilities available to the management system (information, material, labor, financial resources, experience and qualifications of personnel, management traditions).

Composition of the management process

The concept of the management process consists of general management functions that are performed in all companies of material and spiritual production.

The formation of specific functions occurs depending on the specifics of the production system, as well as the sphere of activity of the organization. For this reason, the list of specific functions may vary (small or large) in accordance with the size of the enterprise and the scale of its production.

Each specific organization in the management process uses all general and some specific functions in order to prepare control actions, prepare, make and implement decisions.

Characteristics of the management process

The concept of the management process includes the activities of the subject of management in the sphere of coordinating the joint work of employees to achieve the goals of the enterprise. As a scientific concept, the concept of the management process may include the unity of 3 components: content, organization, implementation procedure (management technology).

From a substantive point of view, the concept of the control process is characterized as a purposeful influence on the state of the parts that form the control system. This process reflects the unity of several individual processes (technical, economic, social, etc.), which are executed by the management apparatus within the appropriate spatial and temporal boundaries.

The organizational characteristics of the management process concept express the spatial and temporal sequence of its existence, which is determined by the management cycle.

Elements of the management process

At the organizational level, several typical components of the management system can be distinguished as objects of the management process application: line management subsystem, target subsystem, functional subsystem, management support subsystem.

Line management subsystem consists of a set of line managers. Target subsystem covers management of the implementation of production plans and deliveries of goods, product quality, resources, production development, social development of personnel, environmental management.

Functional subsystems can be characterized by the specialization of management activities in the field of performing specific and special management functions.

Control support subsystem includes office work, legal and information support, organization and implementation of normative management, equipping the organization with technical means of managerial work.

Examples of problem solving

EXAMPLE 1

Exercise

Determine which subsystem of the management process this component belongs to:

1. Legal and information support,

133. The most correct definition of the management goal is:

1) The result that management is aimed at achieving.1

2) A vision of the future that it is desirable to achieve.4

3) Objective trend of development of the organization.1

4) Desirable, necessary and possible state of the managed system. 5

5) The financial and economic position of the organization, which determines its stability and sustainability. 0

134. The following sequence of actions naturally presupposes the management process:

1) Receiving information, processing information, turning information into command information, transmitting command information.0

2) Study the situation, develop a solution, formulate a goal, implement a solution.1

3) Definition of the problem, formulation of the goal, development of the solution, implementation of the solution.1

4) Determining the goal, processing information, making decisions, monitoring execution.3

5) Setting a goal, assessing the situation, identifying a problem, making a decision. 5

135. The criterion for the effectiveness of a management decision is:

1) The number of adjustments that need to be made during its execution.2

2) Sufficient quantity, completeness and value of information about the work performed under this decision.2

3) The human factor in the perception of management decisions. 5

4) Coordination of activities in the implementation of the decision.4

5) Motivational potential of a management decision.4

136. The concept of a management decision is defined as follows:

1) A set of coordinated actions leading to the resolution of a problem. 5

2) The final stage of the control process, which determines the impulse of influence on the controlled system.4

3) A binding order or instruction from a manager.1

4) Formula for the influence of the control system on the controlled one.1

5) A set of command information entering the controlled system. 1

137. The problem in the management process is:

1) A set of information about the state of the managed system.0

2) A set of tasks solved in the management process.2

3) Conflict situation in the processes of functioning of the organization.1

4) Determination of necessary anti-crisis actions.1

5) The main contradiction that requires resolution. 5

138. The role of diagnostics in the management process:

1) Characterizes the role and importance of the human factor in management.0

2) Gives the most complete description of the control goal.0

3) Allows you to identify the problem based on an assessment of the situation. 5

4) Determines the need and value of information for developing a management decision.3

5) It is an analytical basis for the development of management decisions. 4

139. The natural sequence of stages of the management process is as follows:

1) Definition of the problem, formulation of the goal, implementation of the activity, evaluation of the results.1

2) Anticipating results, organizing work, using results, defining the problem.0

3) Search for information, processing information, obtaining a decision, activities for its execution;2

4) Obtaining knowledge, using knowledge, developing a solution, organizing activities.1

5) Setting a goal, assessing the situation, defining a problem, developing a solution 5

140. Management technology is:

1) The sequence of operations to carry out the impact. 5

2) Coordination of human activities in space and time.4

3) The sequence of actions that determines the development of an effective management decision.3

4) The procedure for using technical management tools.0

5) Implementation of management methods within the existing management mechanism.0

141. The role of information in management technology is reflected in the following judgments:

1) All technological operations are associated with information processing.2

2) Management technology involves not only processing information, but also working with a person on the factors of duty, values, interests, etc. 5

3) The availability and value of information determine the quality of a management decision.3

4) The manager’s intuition, which plays an important role in developing a solution, is determined not by the amount of information, but by his experience and human qualities.3

5) If we take into account that information exists not only in the form of information about the situation, but also in the form of the manager’s knowledge, we can assume that information plays a major role in the construction and implementation of management technology. 4

142. The following type of management technology is the most acceptable in terms of solving non-traditional problems:

1) Linear type of management technology.0

2) Problem-branching type of management technology.3

3) Search type of management technology. 5

4) Reciprocating type of management technology.4

5) Corrective type of management technology.3

Management process – This is the activity of the subject of management in coordinating the joint work of workers to achieve the goals of the organization.

As a scientific concept, the management process appears in the unity of its three sides:

2) organizations;

3) implementation procedure (control technology).

1. From the content side the control process can be characterized as a purposeful influence on the state of the elements that form the control system. This process expresses the unity of various partial processes (technical, economic, social, etc.) performed by the management apparatus within certain spatial and temporal boundaries in relation to specific objects and levels of management.

2. Organizational characteristics control process expresses the spatial and temporal sequence of its occurrence, determined by the control cycle. The latter includes 1) defining goals and 2) implementing management functions. An important role in this aspect belongs to the division of the management process according to the components of the management system and its levels.

At the enterprise level, the following typical components of the control system are distinguished as objects of the control process application:

1) line management subsystem;

2) target subsystems;

3) functional subsystems;

4) control support subsystem.

Line management subsystem includes all line managers - from the foreman to the director of the enterprise.

Target subsystems cover:

Management of implementation of the production and supply plan;

Product quality management;

Resource management;

Production development management;

Management of social development of the workforce;

Environmental management.

Functional subsystems characterized by the specialization of management activities to perform the corresponding 1) specific and 2) special management functions.

Control support subsystem covers:

1) legal support;

2) information support;

3) organization and implementation of regulatory management;

4) office work;

5) equipping the enterprise with technical means of management work.

3. C procedural(technological) side, the management process is a connection of its certain stages and phases, which receive their expression and consolidation in their further division into types of work, operations and actions, as well as procedures, algorithms, etc.

The concept of the management process is closely related to the category of management potential, which is understood as the totality of management capabilities and resources available to the management system - information, material, labor, financial, experience and qualifications of personnel, management traditions.

The management process from the content side may look like this (Fig. 8.3.1.):

Methodological content,

Functional content,

Economic content,

Organizational content,

Social content

Methodological content of the management process involves the identification of certain stages that reflect both the general features of a person’s work activity and the specific features of management activities. The stages characterize the sequence of qualitative changes in work in the management process, being stages of internal development impact in every act of its implementation

Stage – this is a set of operations (actions) characterized by qualitative certainty and homogeneity and reflecting the necessary sequence of their existence.

The management process can be represented as a sequence of the following stages

Goal setting (goal setting),

Assessments of the situation,

Definitions of the problem

Development of management decisions.

Let us reveal the step-by-step sequence of the control process visually (Fig. 8.3.2).

Rice. 8.3.2.

Target is the manager’s idea of what the system he manages should be like. In a scientific definition, it can be formulated as an ideal image of the desired, possible and necessary state of the system. The management process begins with setting an impact goal. If it is a consciously carried out process, purposeful and expedient, it can only begin with understanding, defining and setting the goal of influence.

Situation– this is the state of the controlled system, evaluated relative to the goal. By situation it would be incorrect to understand only deviation from the program or conflicting cases of work. Management is carried out regardless of whether there is a deviation or not, whether the situation is conflict or non-conflict. The state of the system can never be identical to the goal, therefore, a situation always exists.

The difference between a situation and a goal usually involves many contradictions. The act of influence is necessary to resolve these contradictions, to bring the state of the system closer to the goal. But this is only possible if we find a leading contradiction, the resolution of which will lead to the resolution of all the others.

Problem– this is the leading contradiction of the situation and the goal, the resolution of which should be aimed at. Without defining the problem, a management decision is impossible.

Management decision– this is finding ways to solve a problem and organizational work to implement a solution in a managed system. It is the final stage of the management process, its connection with the production process, the impulse of influence of the control system on the controlled one.

Functional content of the management process. It manifests itself in the large-scale consistency and preference for the implementation of basic management functions. The following stages can be distinguished here:

Planning;

Organization;

Motivation;

Control.

The leadership function is carried out through these stages.

Economic content of the management process. It is due to the fact that in the management process the use of production resources finds its expression - from assessing their availability to transforming them into a product. Based on this, the economic content of the management process can be represented as stages of the use of resources, the movement of funds, which is carried out by labor in the managed system, but is determined by the activities of the management system. The economic content of the management process can be expressed in the following stages:

Establishing economic needs;

Assessment of resource availability;

Resource allocation;

Resource usage.

Organizational content of the management process. It manifests itself in the sequence of use of organizational levers of influence in stages:

Regulation;

Rationing;

Instructing;

Responsibility.

Each act of influence requires that the manager must clearly formulate the task (what needs to be done). This is a regulation that may vary in duration. Next you need to establish their permissible deviations. These are the standards. Then it is determined how best to perform the task, what to use, what to follow, etc. This is instruction. Each task must include an indication of the extent of responsibility for failure to complete it or incorrect execution.

In a multi-level management system, the organizational content of the management process is also manifested in the order of interaction of various links and levels of this management system. The order of interaction is determined by the nature of the specific goal and the peculiarities of the situation, which does not allow constructing a general scheme of organizational interaction between the links and stages of the system. It is different for each specific act of influence.

Social content of the management process is revealed by the role of man in its implementation. Each stage of the management process requires the indispensable participation of humans. At the same time, the management process requires mechanization and automation of its operations. The most appropriate stages for using modern technology are the stages of assessing the situation, searching for a problem and developing solution options, i.e. those stages, the implementation of which largely depends on information processing.

Consequently, the social content of the management process can be represented as a sequence of purely human and man-machine operations. With any degree of mechanization of managerial work, the management process begins and ends with purely human activity.