Distinctive features modern management.
Modern management is distinguished by the following characteristic features:
1. Systematic approach to management. It lies in the fact that the organization is considered as open system, consisting of several interconnected subsystems. Systems theory provides for decision-making based on taking into account the impact of the environment on the organization, as well as the influence of the organization not only on the internal, but also on the external environment.
2. Situational approach to management. He contributed to the further development of management theory and practice, allowing him to use the possibilities of applying scientific data to specific management situations and conditions. The situational approach that emerged in the late 60s. last century, comes from the assertion that there are no recipes suitable for any occasion. This approach recognizes the existence of fundamental approaches to management and requires making specific decisions in relation to a specific situation.
3.Theories of strategy. Strategy is determined based on the goals of the organization arising from its mission and consists of determining ways to achieve them. According to I. Ansoff, “strategy is a set of rules for making decisions that guide an organization in its activities.” Another definition of strategy would be to define it as a plan of action to achieve the goals of an organization.
3. The determining role of organizational culture. Organizational culture is the forms of activity and norms of behavior that have developed in business practice and the consciousness of employees. It is based on the system of values accepted in the organization, plays a leading role in the development and fate of the organization, as it has a profound impact on the effectiveness of all aspects of its activities.
4. Mechanization and automation of the management process. Mechanization and automation of processes in the management system is the implementation mechanical devices in management work: computers (computer technologies), modern means communications, duplicating devices and other office equipment.
5.Democratization of management. This feature of modern management is manifested in organizing the active participation of ordinary workers in production management by submitting proposals, participating in the work of quality circles, and providing assistance to managers in collegial forms of preparing decisions.
6. Internationalization of management. The process of internationalization of management is expressed in the strengthening of the role of the international factor in the management of an organization due to the growing interstate division and cooperation of labor, as well as intensifying international competition.
Characteristic features of modern management
The traditional definition of management “to manage means to foresee and plan, organize, manage, coordinate and control” no longer fully corresponds to the real situation in the modern economy, the main characteristics of which are:
changes in the nature of modern management, which, on the one hand, turns into an integrated process that combines all the above functions, and on the other hand, acquires a modular structure, including the emergence of many types of management - marketing management, innovation, budget, etc.;
the emergence of a number of new functions, such as the development of a management culture, constant innovation, the intellectual creative process of development and use of the manager’s individual internal resources and the organization’s human capital, intellectual leadership in managing teams and projects, the manager’s influence on the image of his organization;
instability and dynamism of external and internal conditions, which have become turbulent, force managers to independently constantly reorganize and change their goals;
attention to final results and efficiency management activities, and not to functions, activities, process;
a radical change in the relationship between staff and management: no one should “manage people”; the task is to lead people; the goal is to make specific specific activities productive strengths the personality and knowledge of each individual;
qualitatively the new kind decentralization of management, creating maximum freedom for the manager-transformer, the formation of new internal network management structures in the form of teams, working groups to solve development problems;
new intellectual factors of modern management, manifesting themselves in changes in the level of qualifications of managers, the new planning methods they use and new high information technology And technical means(high-performance computers and their networks, telecommunications, Internet);
a risk factor that in the modern economy has become one of the priorities in making management decisions.
Stages of development of modern management
In his development, a manager goes through nine main stages. These stages are like a ladder - in order to get to the next step, you must completely complete the previous one. At the same time, the stage at which we were able to gain a foothold will become the basis, the basis for the next step of the manager and his team.
At each stage, the manager has to audit his habits, the people in his environment and get rid of the obstacles that hinder his path to the goal. It's not easy, but necessary part manager's work to achieve the next level of development.
So, let's look at the main stages of development of a manager and his team:
1. A lot of fussy and often useless actions. The manager is trying to prove to himself and the people around him that he is a real leader. This is the initial stage.
2. At the next stage, the manager begins to personally participate in all the affairs of the company. During this period, he must thoroughly study all the nuances of the company’s work. Now he begins to confirm his status as a leader.
3. Moving away from managing people and starting to manage roles. Stage of depersonalization and bureaucratization. The human factor is eliminated as much as possible. We manage not specific people, but processes.
4. Standardization of the execution of orders by subordinates. It is necessary to develop experience in executing typical orders. This execution should become habitual and automatic, at the command level.
5. At this stage, some subordinates begin to try to use the rules of the game established by the leader against him. The routine begins to drag on. The manager begins to use non-standard, non-standard solutions, which often become completely unexpected for employees, but this does not lose their effectiveness.
6. The team has been formed. It needs to be tested for strength. Minor deviations and defects are eliminated. Search possible problems and formulating the responses of all team members.
7. Team training. Search and regulation of liquidation solutions problem areas organizations. The goal is one day asked question they should stop asking about possible actions to take in the event of a problem.
8. At this stage, the leader stops formulating possible solutions. This becomes the prerogative of subordinates. Prohibition on contacting a manager for answers to a question or problem. The subordinate must find solutions himself, and the manager only chooses the most effective of them.
9. Transformation of a leader into a legend. Few of his subordinates see him, but everyone knows that he exists. And this alone is an incentive for their effective work.
Character traits manager of the 21st century.
In the modern understanding, a manager is a leader or manager who holds a permanent position and is vested with the authority to make decisions on specific types of activities of a company operating in market conditions. It is assumed that the decisions made by the manager are reasonable and are developed based on the use of the latest management methods: multivariate calculations using computer technology.
The term “manager” is quite widespread and is used in relation to:
· to the organizer of specific types of work within individual divisions or program-target groups;
· to the head of the enterprise as a whole or its divisions (divisions, divisions, departments);
· to the manager in relation to subordinates;
· to an administrator at any level of management who organizes work in accordance with modern methods.
The entire management work can be divided into two parts;
- management of the company's activities,
- people (personnel) management.
The risk and uncertainty of the situation inherent in the market require managers to be independent and responsible for decisions made, and contribute to the search for optimal organizational, scientific and technical solutions regarding innovations.
High demands are placed on a manager at any level, in particular the following:
Availability of general knowledge in the field of enterprise management;
Competence in matters of production technology in the industry to which the company belongs by type and nature of activity;
Possession of skills not only in administration, but also in entrepreneurship, the ability to control the market situation, take initiative and actively redistribute the company’s resources in the most profitable areas of application;
Making informed and competent decisions based on agreement with subordinate managers and employees and distributing everyone’s participation in their implementation;
Having practical experience and knowledge in the field of analyzing the economic situation in the main markets or their segments in which it already operates or intends to operate;
Ability to analyze the activities and actions of competing companies;
The ability to foresee trends in the development of economic conditions, characteristics of demand, measures of government regulation of the economy in one’s own country and in other countries in the markets of which the company seeks to strengthen or maintain its position.
The main personal qualities inherent in a modern manager include:
· ability to manage oneself;
· ability to influence others;
· desire for personal growth;
· ingenuity;
· ability to train subordinates;
· ability to manage your time.
1. The ability to manage oneself. Work can consume a person, squeeze out his creative power and deprive him of the joy of life. Therefore, a manager must learn to treat himself as a unique and invaluable resource, constantly maintaining his productivity. This skill is evidenced by:
a) maintaining one's own physical health, and the main, easily tracked indicator here is stable weight;
b) maintaining one’s own mental health, and for this it is necessary
c) the manager has a sound system of personal values .
If a leader is not clear enough about his personal values, he will lack a solid basis for making decisions, which may therefore be perceived by others as unreasonable.
2. Ability to influence others . The success of a leader largely depends on his ability to create a favorable socio-psychological climate in the team and on the ability to convince subordinates that their personal success depends on the extent to which the organization’s goals are achieved.
To be successful in influencing subordinates, you must follow the following principles:
· clearly and clearly formulate the task;
· be open and available for communication with employees;
· be decisive, responsible;
· treat people with respect, express your approval, show signs of attention;
· show sincere interest in employees;
· do not express irritability, bitterness and hostility towards subordinates;
· use a reward system.
3. Commitment to personal growth and development . One of the most curious aspects of individual development is that no action taken in this direction can be fully completed. Self-development is more of a continuous process than a goal to be achieved. The manager must be responsible for his own training, manage his professional development, evaluate your experience.
The limiting factors here are often:
· the influence of the family, within which a person’s idea of his own capabilities is formed;
· own inertia or capitulation to success;
· disappointments associated with failures;
· lack of support and hostility from others;
· lack of resources.
4.Resourcefulness and ability to innovate . Invention has always been the engine of progress and has always been associated with risk, so innovation does not always end in victory.
An individual can cope with creative work on a limited task, but when the problem becomes larger and more complex, the creation of creative teams is necessary. In encouraging the creativity of his employees, a manager should strive to create an inventive and balanced group in which all possible talents are represented. This will allow you to achieve outstanding results, because... members of the group will be most willing to devote themselves and provide their support to precisely those decisions that they themselves proposed and accepted.
5. Ability to train subordinates . Increasing levels of change require learning new skills, developing new approaches, and confronting the possibility of becoming obsolete.
The manager's responsibilities include creating favorable conditions for the personal growth of employees, as well as understanding the capabilities of each individual employee and finding suitable means for their disclosure and ongoing consultation. Therefore, in a sense, every manager is also a teacher.
The leader, as A. Fayol writes, must eliminate or propose the elimination of any functionary who, for any reason, has become unable to perform the tasks assigned to him. This requirement of duty is always difficult, often painful. This duty calls on the highest moral qualities of the commander and, in particular, on a certain civic courage, which is sometimes more difficult to demonstrate than military courage.
Market economy creates a need for managers who are creative, well-informed, and able to the best way use resources and ensure the efficiency of the company.
Every manager and above all a leader senior management management must understand that their company operates in market conditions and is entirely dependent on the market.
A company that exists thanks to the work of its employees must take care to satisfy the vital needs of not only its clients-consumers, but also its own employees.
Success as a new manager
The situation is considered when there are 12 -15 subordinates in a team and new relationships arise when a new manager, although he may have previously been a member of the team, a manager of another division and had management experience at the same level.
List of actions:
1. Think about what happened. Realize that, at least temporarily, you are more dependent than before. Realize that at home you need support with stress, absence, and focus on your new responsibilities.
2. Learn as you go new job. Try to accumulate everything you can get from:
- companies;
- departments where you will work;
- new post;
- new subordinates.
Make the most of your past experience, but don't jump to conclusions without facts and practice.
Determine your point of view on what you want to achieve. Assess your weaknesses and strengths. Don't assume that the new team will welcome your style, even if your predecessor was unpopular.
Develop a plan, at least a trial or for the future, don't expect quick changes to happen.
3. Get to know your team. When meeting, tell us your vision of the work: the goals of the department, what work is being done, how individual “consumers” will be satisfied. Say a few words about yourself and your views on work.
Meet with your team members one-on-one, where your preliminary plan can be the basis of the conversation. Be prepared to ask the question, “What should I or shouldn’t I do to help you carry out your responsibilities effectively?”
Rate your new team before complicating or increasing your plan. Try not to promise any special support to any of the team members at the beginning of your work.
4. Developing relationships inside and outside the organization. Introduce yourself to consumers, suppliers, everyone who works in the “network”.
Start developing a relationship with your boss, but not too quickly. Look for ways to find out what he expects from you.
5. Identification of the criteria by which your activities will be assessed by your boss, headquarters, your colleagues, internal and external “consumers”.
7. Bring the spirit of a “winning team” into the team’s work.
8. Monitor progress regularly. At the end of the first week, take a time to evaluate your progress and identify things you need to focus on moving forward.
Don't make the same type of error twice. Develop a weekly plan regularly. The new manager must listen and learn, but not for long: the deadline is three months.
9. Work on your relationships with individuals. The hierarchy should not protect you from beginning the process of exploring individuals for the purpose of realizing their potential. Tell people about their qualities and build their self-esteem.
Determine your own people management practices. Make it known, but be aware that you will be judged from the outside. Include intentions in your “code”:
- listen to what the headquarters says;
- help the headquarters develop specific plans for improving performance;
- establish personal and specific goals and standards for individuals;
- help individuals improve their work efficiency;
- provide each individual with the duty and opportunity to be understood;
- discuss respectfully and directly, provide the opportunity for regular feedback, work to achieve common agreement, access to all necessary information;
- provide training and management for the purpose of improvement and further development;
- discuss activities with employees at least once a quarter.
What a new manager should and should not do to be successful.
Necessary:
- consider the creation of a new headquarters to be the highest priority;
- use all the time to get into the role;
- leave yourself room for maneuver, do not initially take a rigid position;
- realize that the first impression is later replaced by a more realistic one.
No need:
- allow yourself to be burdened with matters that are not necessary, significant or difficult to resolve immediately;
- create alliances based on first impressions;
- allow oneself to be bound by the acceptance of the status quo, without reserving subsequent assessments.
Manage your time effectively
Good time management has always been an important art. This is becoming especially important now: widespread corporate restructuring, accelerating change, information overload, and the need to balance work and personal life are putting pressure on managers.
The benefits of planning your time:
Ensuring that you control your actions methodically increases your work efficiency;
- achieving a good balance between work, rest and play (sports);
- ensuring your management style is proactive as opposed to reactive;
- allocation of time for personal development;
- cost savings with increased efficiency;
- saving time by doing unimportant things;
- leaving home on time.
List of actions.
1. Determine the reality of spending your time, ask yourself the following questions, considering a work period of two
weeks:
- How many of your affairs were planned, and how many were not?
- Did you finish your planned tasks within the allotted time?
- How much time was spent on routine tasks, the execution of which could be delegated?
- How often were you taken away from your work?
- What time of day are you busiest?
2. Identify your problem areas.
Break down your problems into internal and external enemies.
External enemy: Your control over the mistakes and ineffective work of others, unexpected external affairs and complaints.
The enemy is internal - ineffective staff, poor planning, uninvited guests, repeated return to the problem already considered.
3. Set your goals and priorities.
4. Neutralize the external enemy:
- establish clear levels in the service hierarchy for resolving external issues;
- review the complaints procedure;
- Investigate HR policies that may be responsible for ineffective practices.
5. Neutralization of the internal enemy:
5.1. Planning:
- make a map of your affairs for the next week;
- set aside 5 minutes every morning to adjust your plans for the day;
- provide a reserve of time in the plan;
- have a backup plan for special situations;
- schedule time for relaxation.
5.2. Priorities:
- rank things by importance;
- have clear and clear goals.
5.3. Delegation of powers.
- determine what tasks can be delegated;
- select candidates for this;
- give them clear instructions;
- introduce a culture in your organization effective use time.
5.4. Review your work:
- Plan to complete important tasks at the time of day when you function best;
- stop dividing complex tasks into manageable pieces;
- prevent unexpected interruptions;
- work at home on what happened during the day, if the situation allows it;
- talk to people, despite the presence of written instructions - this will help quick understanding and quick decisions;
- avoid moving from task to task - concentrate on one thing at a specific time;
- combine similar cases;
- take breaks from activities when you feel tired or memory blocked;
- make accurate notes and organize a system for storing local information or copy documents again;
- use new technologies, but only if they really save time;
- minimize paperwork and get rid of unnecessary duplication;
- make meetings really necessary;
Look at your means of transportation in the interest of business.
What to do and what not to do for effective management time.
Necessary:
- clearly define your goals and objectives;
- set priorities and revise them as the situation changes;
- be firm and convinced with unwanted “thieves” of time;
- carefully prepare realistic time saving plans.
No need:
- try to do more than you can;
- give priorities to the most “noisy” matters;
- believe that the situation is so changeable that plans are not needed;
- consider time management only for the production process - your task is to ensure a balance of work/leisure/home time.
Leadership from within
The concept of “leadership” is quite difficult to define. You can have the title of "manager" but not deserve the role of "leader".
A good leader should:
- have followers;
- have a vision of the future and candidates for your team;
- be prepared to take risks, generate enthusiasm and help your people in times of change;
- be sociable, open, spare no time for communication;
- be able to load your headquarters with work as much as possible (delegation of authority).
Advantages of effective leadership:
- this is one of the main ways to lead the headquarters through stormy and troubled times;
- assistance in expanding what we usually understand by the term “organization”;
- generating enthusiasm, team spirit and using it as a powerful motivator;
- promotion of the best team members.
However:
- a dominant leader tends to put pressure on others and does not perceive innovation well;
- leadership can lead to a strict number of followers, a “cult of personality”;
- a rude strong leader (of the “macho” type) can split the team and the organization.
List of actions:
1. Define the difference between management and leadership.
Management – actual day-to-day execution of functions – arrangement of “ the right people" on " right places" There is a lot of administrative work here.
Leadership is more dynamic - creating a vision of what functions to perform and by whom.
2. Determine who you are and where you are.
3. What kind of leadership does the organization need?
Various staff needs require various styles leadership.
4. Building attributes of perception of you as a leader:
- demonstration of good work;
- your successful staff activities;
- maintaining performance under significant pressure;
- clear demonstration of your value;
- providing regular feedback;
- perception of others and learning.
5. Creation of appropriate communication channels.
6. Efficiency when delegating authority.
What is needed and what is not needed for effective leadership.
Necessary:
- subordinate your style to the situation;
- clearly demonstrate its importance;
- keep communication channels open;
- listen to your subordinates;
- delegate tasks to your subordinates;
- show enthusiasm.
No need:
- dominate;
- think that leaders come with complete ready-made ideas;
- think that only leaders have ideas;
- rely only on your charisma;
- forget to listen to your people;
- telling people what is important, but doing the opposite yourself.
REQUIREMENTS FOR A MANAGER AND EFFECTIVE LEADERSHIP STYLE
Logical section structure
Management includes economic, socio-psychological, legal and organizational and technical aspects.
The economic aspect has as its content the management of the production process, during which the coordination of material and labor resources necessary to effectively achieve goals is achieved.
Social and psychological aspects characterize the activities of a special group of people in organizing and directing the efforts of all enterprise personnel to achieve their goals. This includes the system of power through which the relationship between the leader and subordinates is regulated, as well as social function, which reflects the culture of society, its traditions, values and customs.
The legal aspect of management reflects the structure of state, political and economic institutions, the policies pursued and the legislation determined by them. Essential have provisions of trade law on the issues of creating companies, concluding contracts, as well as government regulation of business, including antimonopoly legislation, tax policy, etc.
The organizational and technical aspect of management includes a rational assessment of the situation and systematic selection of goals and objectives, consistent development of strategies for solving these problems, ordering of required resources, rational planning and design, organization, management and control of actions necessary to achieve goals, motivation of people carrying out this job.
Management, depending on the types and sequence of actions, can be divided into three stages: strategic management, operational management and control.
STRATEGIC management includes: developing the organization's goals; forecasting as foreseeing the results of development occurring under the influence of existing factors; long-term planning as a system of measures necessary to overcome the deviation of predicted results from the established goal.
OPERATIONAL management includes activities to implement the above measures. This activity is divided into: a) organization as creation the desired structure and ensuring the availability of necessary resources; b) leadership as management and coordination in the conditions of the created structure.
CONTROL includes analysis of achieved results (feedback) and acts as the starting point of a new management cycle.
Effective management presupposes the unity of all stages of the management process as the unity of economic, legal, organizational, technical and socio-psychological aspects of management.
Manager's profession
The concept of “manager” in the modern sense is a leader or manager who holds a permanent position and is vested with the authority to make decisions on specific types of activities of an organization operating in market conditions. It is assumed that the decisions made are reasonable and are developed based on the use of the latest management methods, multivariate calculations using computer technology.
The term “manager” is quite widespread and is used in relation to:
1) to the organizer of specific types of work within individual divisions or program-target groups;
2) to the head of the enterprise as a whole or its divisions;
3) to the manager in relation to subordinates;
4) to an administrator of any level who organizes work, guided by modern methods.
The risk and uncertainty of the situation inherent in the market require managers to be independent and responsible for decisions made, and contribute to the search for optimal organizational, scientific and technical solutions regarding innovations.
High demands are placed on a manager at any level, in particular:
Availability of general knowledge in the field of enterprise management;
Competence in matters of production technology in the industry to which the organization belongs by the type and nature of its activities;
Possession not only of administration skills, but also of entrepreneurship, the ability to control the market situation, take initiative and actively distribute the organization’s resources in the most profitable areas of application;
Making informed and competent decisions based on agreement with subordinate managers and workers and distributing everyone’s participation in their implementation;
Having practical experience and knowledge in the field of analyzing the economic situation in the main markets in which it already operates or intends to operate;
Ability to analyze the activities and actions of competing companies;
The ability to foresee trends in the development of economic conditions, special demand, measures of government regulation of the economy in one’s own country and other countries in the markets of which the organization seeks to strengthen or maintain its position;
Thorough knowledge of your direct subordinates, their abilities and capabilities to perform the specific work assigned to them;
Knowledge of the conditions connecting the enterprise and employees, protecting the interests of both on a fair basis;
Elimination of the incapable in order to maintain the unity and correct functioning of the organization.
A modern manager should have at least the following traits:
Availability of a complex of special knowledge, high competence and erudition;
Entrepreneurship, initiative, ability to take a creative approach to business, ability to take risks;
A critical approach to the existing state of affairs;
Flexibility and rationality of thinking and actions;
Openness to discussion, free exchange of opinions;
Logic of actions, dynamic behavior;
The ability to communicate with people, the ability to provide a good moral and psychological climate in the team, creative collaboration, friendly interaction;
Focus on competition, freedom of choice and economic maneuver;
Competence, broad outlook, need for constant acquisition of new knowledge;
The ability to create conditions for the development of the personality of subordinates, decisions social problems team.
What a manager should be able to do:
1. Organize and plan production and sales of products.
2. Make effective management decisions.
3. Manage a team at the level of modern requirements, be a leader.
4. Communicate, contact people.
5. Encourage employees to creative activity, rationalization, invention, celebrate and evaluate each achievement of a subordinate.
6. Find a way out of their conflict situations.
7. Be extremely objective, regardless of your sympathies.
8. Recruit, select and train employees.
9. Submit and maintain subordination
10. Conduct business negotiations.
Evolution of management
The formation of management theory begins at the end of the 19th century. The origins of scientific management were F. Taylor, G. Ford, G. Emerson and others. Their research formed the basis for the creation School of Scientific Management. The main goal of this school was to solve the problems of rationalizing production and labor to increase its productivity and efficiency. In his works, F. Taylor sought to introduce into management methods of intensifying labor, matching the types of workers to the types of work. Taylor's main idea is that enterprise management should become a system based on scientific principles and should be carried out by specially developed and proven methods.
The school of scientific management is characterized by the following features:
Using scientific analysis to determine the best way solving business problems;
Targeted selection of workers best suited to perform tasks, their training;
Providing employees with resources;
Application of financial incentives.
Originating in the USA, the school of scientific management has spread in Europe. Began to form scientific principles management organization. The greatest contribution to the development of management principles was made by the French scientist A. Fayol, who was the founder classical or administrative schools of management. Fayol defined the main functions of management: technical, commercial, financial, legal, administrative (personnel). He formulated five elements that make up each management function: foresight, planning, organization, coordination, control. A. Fayol developed fourteen principles applicable to any area of management:
1. Division of managerial labor.
2. Power, that is, authority and responsibility.
3. Discipline.
4. Unity of management or unity of command.
5. Unity of leadership.
6. Subordination of personal interests in production to general ones.
7. Fairness of remuneration.
8. Centralization and decentralization.
9. Scalar chain (line of power).
10. Order.
11. Equality and justice.
12. Stability of personnel.
13. Initiative.
14. Corporate spirit.
The disadvantage of the classical school was its limited perception of the influence of human factors on productivity. This problem was solved by the appearance schools human relations . The founders of this school were M. Follett. E. Mayo, F. Roethlisberger. The conclusions reached by representatives of this school were that if management increases care for its employees, then the level of employee satisfaction should increase, which will inevitably lead to increased productivity. The essence of the ideas of this school is that the work itself, manufacturing process and the purely physical demands on the worker are of relatively less importance than his social and psychological position in the process of production. All production problems must be considered from the perspective of human relations, taking into account social and psychological factors.
School of Behavioral Sciences significantly departed from the school of human relations. According to this approach, the employee should be increasingly helped to understand his own capabilities through the application of behavioral science concepts to the management of organizations. The main goal of this school was to improve the performance of an organization by increasing the efficiency of its human resources.
With the development of cybernetics, mathematical research methods, the use of statistics, mathematics, and engineering in management, arose quantitative school or school of management science. The impetus for the use of the quantitative school was the development of computers, which made it possible to construct mathematical models of complex organizational systems that best reflect the real state of organizations.
The characteristics of management schools show that a significant number of the principles and methods they developed are applicable to modern organizations, taking into account changes in organizations and the complexity of management processes.
1. What is common and different in the concepts of “management” and “control”?
2. What does “economic independence of an organization” mean?
3. Identify the main stages of management development.
4. Name the main components of management.
5. What are the main goals and objectives of management?
6. List the basic requirements for a manager.
7. Describe the achievements of management schools.
In a changing world, it is impossible for an enterprise to stay afloat using only traditional management systems. Modern management approaches, techniques and models are being developed and implemented in all countries. Many of them have shown their effectiveness and are widely used.
Basic approaches in modern management. Process approach
Management is understood as a continuous chain of functions, which depends on the implementation of a number of interrelated actions.
The following functions can be distinguished:
- planning;
- organization;
- motivation;
- control;
- control;
- coordination;
- communication;
- analysis and evaluation;
- making decisions.
The entire leadership process can be expressed by the functions of planning, organization, control, motivation. They are connected by the processes of communication and decision making.
System
This theory dates back to the 50s and still plays an important role in management today. The principle of feedback between parts and the whole, the whole and environment, parts and environment.
Any organization is perceived as a single mechanism where various subsystems operate that are closely interconnected. it takes into account all areas, departments, management levels, technical components, social factors.
The organization begins with goals and objectives, where the output is finished products. This takes into account all connections between managers, staff, and customers. External influences in the form of legislation, economic influences, competitors also do not go unnoticed.
For this management concept, it is important to perform a number of actions:
- The object of study is indicated.
- The goals of the system and their influence on the subsystems are highlighted.
- The mutual influence of the organization and all its sublevels is determined.
- The influence of the environment is taken into account.
- Ways to improve activities are highlighted.
Situational approach
In management it is taken specific situation, which is currently important to the organization and influences it. Management methods are chosen based on the given situation.
There is no ready-made set of rules or set of guidelines, it is an intellectual method, a way of thinking.
The situational approach to management is based on 4 basic principles:
- Knowledge of systems analysis, planning, understanding of management processes, group behavior And various methods decision making.
- The ability to foresee the possible results of one’s actions and the use of specific techniques.
- The ability to analyze the situation in the moment. Highlight the most important factors and the consequences of their changes.
- Right choice and the use of those methods and techniques that will have minimal negative consequences. Finding the most effective ways to organize.
Quantitative
The use of mathematics, computer technology, and engineering helps to construct accurate control models. They are created based on problems in large organizations.
Verbal reasoning is replaced by digital models, and there is an orientation towards quantitative values.
This is how models of resource allocation, queuing, choice of development strategy, etc. were developed.
In addition to the main approaches, others are used in modern management. For example, a normative approach, behavioral or marketing, is no less important. Read about them below.
Normative
When using a normative approach, certain management standards are established at the enterprise. They take everything into account important elements target, controlled, providing subsystems.
The standards in each system are set individually and can take into account the amount of losses and production waste, deductions from profits, and the needs of employees.
Optimization
With this management concept, a transition is made from qualitative to quantitative assessments. For this purpose, special calculations are used, statistical methods, expert assessments, etc.
The laws of scale and economy of time are taken into account. The economic relationships between the quality of a product and the costs of its production are studied.
Directive
With a directive approach, there is regulation of functions, rights, responsibilities, costs in regulations. Orders, instructions, plans and instructions are drawn up, which everyone must follow.
Behavioral
This is a softer approach that helps employees discover their strengths and creativity. Enterprise efficiency increases thanks to the right attitude human resources.
The leader uses not only the method of coercion, but also tries to motivate people, guide them, and convince them to move towards the goal.
Some schools consider the competency-based approach in management to be a variation of the behavioral approach.
This approach helps to model effective labor behavior, increase worker satisfaction and the level of enterprise profit.
The competency-based approach to management is used in various management processes. It is used in the selection and rotation of personnel, certification, and in corporate culture.
Marketing
The essence of the approach is to increase the trading efficiency of the enterprise. Managers must first of all focus on the market, respond in a timely manner to changing conditions and influence circumstances.
The marketing approach primarily involves:
- market analysis;
- selection target audience;
- creation of a marketing mix;
- implementation of marketing enterprises.
How is modern management different?
Modern economics has contributed to the development of the following modern approaches to management:
- Personal qualities and the characteristics of the manager come to the fore. High demands are placed on them. Intellectual leadership, the ability to competently manage a team, and create unique projects are valued. The personality of one person can actively influence the image of the entire organization.
- Management, on the one hand, combines many functions at the same time, and on the other hand, it is divided into modules. Various new types are emerging - marketing management, budget innovation, etc.
- The management culture is actively developing, innovations are constantly being born, and a large number of management courses are appearing.
- External and internal conditions so unstable that managers are forced to constantly change course and reorganize goals.
- Modern management does not encourage authoritarianism and gives maximum freedom to the manager if his actions are aimed at effective transformation. The creation of teams and working groups to work on the development of the organization is encouraged.
- Innovative planning methods are widely used and high tech. Mastery of modern methods largely determines the qualifications of managers.
- The risk factor in modern approaches to management is one of the most important in making any decisions.
Characteristic features of modern management
Unlike traditional ones, modern approaches significantly expand the manager’s area of responsibility. He must take into account all factors affecting the enterprise and the results of its work. External, internal, controllable and even those that cannot be influenced in any way.
Modern management is a strategic approach at all levels of management, and the human factor is used here as fundamental.
The following are noted positive points:
- One hundred percent personal responsibility of the manager.
- Developed communication at all levels.
- Continuous training of employees and managers.
- An atmosphere at the enterprise that helps workers reveal their abilities to the maximum.
- Each employee consciously contributes his share to the overall result.
- Refusal of the authoritarian leadership style in favor of leadership.
- Developed communication skills to interact with customers.
- Business ethics.
- Openness and trust in people.
- Knowledge and use of management fundamentals.
- A clear vision of the enterprise's path.
- Continuous self-improvement and desire to improve the quality of one's work.
- A complex approach.
It is not easy to practically implement all these management principles, but many modern enterprises strive for innovation.
Among management models, the American and Japanese ones stand out. On their basis, a modern approach to management in other countries is being formed.
American model
This model used to be decisive in many countries. But managers who are interested in modern approaches to management are trying to move away from it, focusing more on the Japanese system.
This model is determined by the mentality of American residents. The management system uses their ability to fight to the end, emphasize their exclusivity, and strive for quick success.
The American model is based on the struggle for leadership. Until recently, the management style in US companies was one-man, strict discipline was established. The workers were required to submit completely; democracy was only external.
Promotion occurs quickly among those who manage to stand out. Job locations are constantly changing depending on where they pay more.
Japanese model
The fundamentals of Japanese management are recognized throughout the world. It was formed under the influence of foreign experience, including American, but at the same time preserved the best national traditions.
The Japanese system is the most effective in the world and is based on the ability to work with people. Because natural resources the country is not rich, the emphasis was initially placed on human resources. This allowed the Japanese economy to become a leader among other countries. As a result, the model actively influences the formation of the features of modern management.
The enterprises are actively promoting the principle “We are all one family.” The main goal of managers is to establish a good relationship with employees, create a unified team.
The Japanese are so devoted to their companies that they often do not take advantage of weekends or paid vacations. In addition, changing jobs is not encouraged. When moving to another company, a person loses his merits and experience and is forced to start his career from scratch. Such workers are considered second-class.
Promotions occur every 4-7 years. Since people most often work in one company all their lives, they try to diversify their activities. The most decent, modest and hardworking people are promoted first.
Close communication between employees is strongly encouraged. Everyone starts the day with exercises and a corporate song, sitting in offices without partitions with the boss. Managers are not entitled to a separate office, so as not to destroy the atmosphere of unity. There are no privileges depending on rank; the salaries of a beginner and a manager differ, but only by 7-8 times. Moreover, during a crisis, management salaries are the first to be reduced.
The creation of worker dynasties is encouraged. Firms willingly employ children and close relatives of their employees. In 45% of cases, personnel are recruited based on recommendations. And the one who recommended it is responsible for it.
Such management, taking into account the psychology of people, has improved traditional methods and allowed Japan to achieve enormous results. This system is now being implemented in other countries with developed economies.
The state of Russian management
Management in Russian Federation is in its infancy and its effectiveness is still low. The problem of preparation is acute good specialists in this area. There is a lack of truly effective management courses.
There are three conventional models of Russian management.
The "common sense" model
In the 90s, everyone who wanted it became a manager, even without any training in management. In those years, “common sense” was enough to run a business. But as organizations expanded, this model began to show its inconsistency.
Model of “Soviet management methods”
Not all organizations were able to move forward. Their management system is not much different from what it was 50 years ago.
Model of "Western culture"
First of all, the country adopts the external attributes of Western management - elegance, good design premises, politeness. Technological structures are also being actively introduced - computerization, special programs, communication systems.
The adoption of the Western model of corporate governance progressed slowly, but accelerated in last years. The influence on the culture of Russian management is increasing and contributes to the introduction of the most modern management trends in Russia.
Prospects
Flexibility and simplicity are what modern management strives for. All changes and innovations are designed to ensure competitiveness and efficiency.
More and more organizations are striving to leave behind command-hierarchical relationships and focus on strengthening best qualities personnel.
