Organization of the management process. Abstract: Fundamentals of management activities at the enterprise Organization of the management process

Abstract on the subject of management on the topic:

Management processes in the organization

Introduction 3

Management process 4

Management cycle and its stages 6

Production and management 9

Management of the assortment policy of the enterprise 15

Material and technical support of the enterprise 20

Sales policy of the enterprise 21

Conclusion 24

References 25

Introduction

Management as an activity is implemented in a set of management processes, i.e., targeted decisions and actions carried out by managers in a certain sequence and combination. Every management activity is next steps:

1) obtaining and analyzing information;

2) development and decision-making;

3) organization of their implementation;

4) control, evaluation of the results obtained, making adjustments to the course of further work;

5) reward or punishment of performers.

These processes evolve and improve with the organization. They are primary and derivative; single-stage and multi-stage; fleeting and long; complete and incomplete; regular and irregular; timely and late, etc. Management processes contain both hard (formal) elements, for example, rules, procedures, official powers, and soft ones, such as leadership style, organizational values, and so on.

Management process and its characteristics

Any management process consists of certain phases (stages).

Phase (stage) - a qualitatively defined part of the process. The transition from one phase to another implies significant qualitative changes in both the process itself and the system in which it is carried out.

The full passage of the stages of the process and the return to the original forms a cycle. In general, a cycle is a complete set of sequentially implemented stages of a holistic process.

A stage is a narrower concept than a phase. Stages are distinguished only in results-oriented processes. The stages of management are specific actions included in the management process in order to obtain the planned result. They have a specific character, special content and can be carried out independently. At the same time, they are inextricably linked; moreover, they seem to penetrate each other. In other words, all management stages form an integral management cycle.

The management cycle is a complete sequence of repetitive active actions aimed at achieving the set goals. The management cycle begins with the clarification of a task or problem and ends with the achievement of a certain result. After that, the control cycle is repeated. The frequency of its repetition is determined by the specific type and nature of the controlled system. In social systems, this cycle repeats itself continuously. The ultimate goal of system control can be achieved by one or more control cycles.

The cyclic implementation of processes makes it possible to establish and fix characteristic features, common dependencies, common patterns of processes and, on this basis, ensure their rational processualization and foresight.

General system stages:

1. collection and processing of information, analysis, understanding and assessment of the situation - diagnosis;

2. scientifically based prediction of the most probable state, trends and features of the development of the control object for the lead time based on the identification and correct assessment of stable relationships and dependencies between its past, present and future - forecast;

3. development and adoption management decision;

4. development of a system of measures aimed at achieving the set goal - planning;

5. timely communication to the executors of the assigned tasks, the correct selection and alignment of forces, the mobilization of executors to fulfill the decision made - organization;

6. activation of the activities of performers - motivation and stimulation;

7. receiving, processing, analyzing and systematizing information about the progress of the implementation of tasks, checking how the organization of the case and the results of execution correspond decisions, - accounting and control;

8. common for the last 4 stages - ensuring the proportional and continuous functioning of the entire management system by establishing current optimal links between individual performers - regulation.

This algorithm allows you to determine the place of each stage in the management process, to master the technology and methodology, skills and ability to lead a team. Strictly sequential arrangement of stages shows the dependence of the quality of the control system on each individual element and implemented functions. The beginning of the execution of the next stage does not mean the end of the previous one. For example, work with information is carried out throughout the entire management cycle, the plan is adjusted during its implementation, etc.

The cycle begins with the appearance of a managerial problem. As a problem, both tasks, instructions from the boss, and own tasks. In our case, the problem can be defined as a question that objectively arises in the course of management, and the solution of which is of practical interest, corresponds to the goals set.

Management cycle and its stages

1. Diagnosis

Diagnosis - collection and processing of information, analysis, understanding and assessment of the situation.

Problem solving requires management information. This is a set of messages necessary for the implementation of the control process.

Information requirements: completeness, objectivity, reliability, efficiency, continuity of receipt.

Information comes from a higher level of management or can be collected independently. In the first case, information must be clarified, in the second case, the use of scientific methods of collection is necessary.

2. Forecasting

A forecast is understood as a scientifically grounded judgment about the possible states of an object in the future, about alternative ways of its development and the terms of existence.

The process of developing a forecast is called forecasting. These are special studies, mainly with quantitative estimates and indicating trends, the nature and certain timing of changes in the control object.

Forecasting has two aspects: predictive, implying a description of possible or desirable prospects, states, solutions to future problems, and predictive, providing for the actual solution of these problems. Consequently, the forecast is not an end in itself, but a means for making managerial decisions and planning.

3. Solution

Decision making is one of the fundamental tasks of managerial activity, and it is at this point in the managerial cycle that trouble often begins. And not only when the decision turns out to be wrong, there is a lot of trouble with the right, competent decisions (S. Makarov).

In the scientific literature, the management decision is presented in two aspects - broad and narrow.

In a broad aspect, a management decision is considered as the main type management work, a set of interrelated, purposeful and logically consistent management actions that ensure the implementation of management tasks.

In the narrow sense of the word, a managerial decision is understood as the choice of an alternative, an act aimed at resolving a problem situation.

See: Meskon M.Kh., Albert M., Hedouri F. Fundamentals of management / Per. from English. - M.: Delo, 1992. Management decision is the process of preparing and choosing from a certain set of one or more interrelated methods of influencing the control object in order to change or stabilize it.

4. Planning

Based on the results of the forecast and the decision of the manager, planning is carried out and an activity plan is formed.

Planning consists in establishing a certain sequence and methods of accomplishing each of the tasks by the troops, distributing the efforts of the troops and material resources according to the tasks and directions of action, establishing the procedure for interaction and all types of support that make it possible to implement the solution and achieve the set goal.

A plan is an official document that reflects:

Forecasts of the development of the organization in the future;

intermediate and final tasks and goals facing it and its individual units;

· mechanisms for coordinating current activities and allocating resources;

· Strategies for emergencies.

When planning, it is necessary to take into account its principles:

unity;

Continuity

Flexibility

coordination and integration;

· reasonableness;

stealth (in a combat situation).

5. Organization

It consists in establishing permanent and temporary relationships, as well as the procedure and conditions for the work of all elements and links of the system.

The stages of planning and organizing are closely related. In a sense, planning and organization are combined: planning prepares the ground for realizing the goals of the unit (unit), and organization, as a management function, creates a work process, the main component of which is people. Thus, planning and organization, as it were, materialize management, make it a fact of social reality.

The organization of the management process involves the distribution and consolidation of work in stages, the regulation and regulation of their sequence and timing, the establishment of measures disciplinary action, introduction mandatory requirements implementation of the management process.

Organization of the management process- this is its comprehensive ordering, which determines the clarity, consistency and permissible boundaries of its implementation. In other words, this is an expedient construction of the control process in time and space in accordance with the needs of coordination joint labor in the socio-economic system with the objectives of improving the efficiency of organization management.

The organization of the management process involves the establishment of:

  • the necessary sequence for the execution of its various cycles, stages, stages and operations, as well as the possible and necessary parallelism in certain conditions for the execution of various works;
  • time limits for the performance of works of a certain type and their grouping according to the factors of management intensification;
  • a clear order of receipt of the necessary and sufficient information for the normal and timely implementation of each of the stages of the management process and all its operations;
  • the order of participation of various levels of management in the stages of the management process;
  • procedures of the management process as mandatory operations for a certain type of work (operations of coordination, discussion, approval, approval, informing, etc.).

There is a fairly large group of principles that reflect the dynamics of management and serve as the basic rules for building the organization of the management process.

The main ones are.

  1. The organization of the management process should ensure the greatest possible manageability. The category of "controllability" is a qualitative characteristic of the management process. The system is controllable if it reaches the control chain at a given time and at the same time keeps within the resource constraints. The system is uncontrollable if it does not reach the goal; poorly managed if it reaches the intended goal not exactly, but approximately or goes beyond the established resource limits. The degree of manageability is determined by the ratio of managed and unmanaged processes in the management system.
  2. The management process should be focused not on the elimination of disturbing influences, but on the achievement of the set goals. The goal must be organizational factor management process. For this, it is necessary to formalize the target settings of the management process, their use as criteria for evaluation, control, stimulation, etc.
  3. The organization of the management process should provide a comprehensive account of the existing working conditions, connection while taking into account the general and the special, the typical and the specific.
  4. The organization of the management process should ensure the uniform distribution of work in its stages and in the links of the management system. This provides rhythm of the management process.
  5. In accordance with the needs of the management process - ensuring its consistency, continuity, cyclicality, rhythm, etc. - information support should be organized.
  6. It is necessary to strive for the maximum possible simplification of the procedural part when organizing the management process, i.e., it is necessary to observe the principle of the justified necessity of the relevant procedures, their organizational significance.
  7. Effective organization involves the exclusion (or minimization) of reciprocating paths of the control process, especially in the inter-level interaction of the control system links.
  8. The management process should be organized in such a way that the influence of subjective factors is excluded as much as possible, and this will allow it to be successfully carried out regardless of the change of personnel.
  9. The management process must be coordinated both in space and in time. The spatial implementation of the management process often turns out to be inconsistent, incommensurable with the temporal.
  10. In the organization of the management process, a rational combination of regulations, standards, and instructions plays an important role. A certain measure of regulation and regulation is needed to reflect the assessment of the general and particular, stable and random, typical and transient.
  11. Organizational forms the use of modern technical means should correspond to the organization of the management process and be its integral organizational element.

These and other principles of organizing the management process should be taken into account in the whole complex and in interrelation.

Current state the country's economy and the need to bring it out of the economic crisis pose a number of problems, among which the requirements to improve the efficiency of production management are one of the main ones. These requirements in the leading sectors of the country's economy include:

  • intensification and acceleration of the management process based on its scientific organization, wide and complex use of personal computers to perform routine operations;
  • strengthening the target orientation of the management process, ensuring the target sequence in solving production problems;
  • reduction of cycles of development of management decisions due to the possible simplification of procedural operations of the management process;
  • information ordering of the management process according to the time and quality characteristics of the management decision, wide use modern computing, multiplying technology and communication technology.

Organization of the management process

The organizational characteristic of management processes provides for:

  • o identification of participants in the process and the procedure for their interaction;
  • o description of the time sequence of the flow of the control process, determined by the sequential implementation of the main control functions;
  • o determination of the procedure for the interaction of various management bodies (links) in the management process.

The management process is closely related to the management structure. This connection consists in their mutual influence. The structure reflects the stable forms of the division of managerial labor, the process - the sequence of execution various kinds managerial actions. Indirectly, this connection is manifested in the principles, functions, mechanism and methods of management, which equally reflect both the statics and the dynamics of management.

The organization of the management process is its comprehensive ordering, which determines the clarity, consistency and acceptable boundaries of implementation. In other words, the organization of the management process is its expedient construction in time and space in accordance with the needs of coordinating joint work in social system and tasks to improve management efficiency. In concrete terms, the organization of the management process is manifested in the distribution of work by stages, the establishment of the sequence and time duration of their implementation, the provision of certain parts of the management system in carrying out these works. The organization of the management process should be based on its preliminary design, which is based on a deep and comprehensive analysis of all the conditions and features of management. Designing the organization of the management process provides for:

  • o determination of a logically justified and most rational sequence of work;
  • o establishing the necessary procedures for processing work (approval, coordination, discussion, etc.);
  • o the procedure for using time by type of work;
  • o spatial design of the management process;
  • o designing links between control links in the joint performance of work of a certain type.

Technology and management technique

The management process has not only a content and organizational, but also a technological side. Control process technology covers three components:

  • o organization information system. Management information is a collection of information about the state of the object and the subject of management. Information processes accompany the entire management cycle. The information used in the management process is classified according to its content (political, economic, organizational, scientific and technical, etc.); source of occurrence (internal and external); relation to the management process (directive and descriptive); temporal sign (past, current and future events); form of presentation (digital, text and coded); method of fixation (oral and documented);
  • o documentation and workflow. The following main types of documents are used in the management process: resolutions, orders, instructions, instructions, charters, regulations, instructions, decisions, acts, instructions, protocols, letters, explanatory and memorandum notes, reports, conclusions, transcripts, protocols, summaries, plans, reports, abstracts, lists. In order to rationally organize the flows of documented information, they must be regulated, while indicating the specific recipient, sender and nomenclature of documents. In principle, the scheme of documented communications should correspond to the structure of the governing body and its external relations;
  • o procedures. They are developed for all main types of management activities: preparing a long-term plan, drawing up an annual balance sheet, holding business meetings, etc. A clearly organized management process technology is presented in the form of sets of various management procedures.

Control technique.

Management technique is a tool and means of labor designed to perform information transformations in the management process. The technique of managerial work can be conditionally divided into three groups: material carriers of information; means of information conversion; means of equipping information transformation processes (equipment, office and utility rooms, etc.). The classification of control technology is shown in fig. 8.6.

Control technology is developing in several directions. Firstly, new high-performance devices and machines are being created to automate labor-intensive processes of information transformations (multidimensional sampling and comparison of data, fixing information on media, transferring and presenting the necessary data, etc.). Second, improve technical means, the use of which has become traditional (the creation of high-performance computers with a large amount of memory, typewriters with logic elements, facsimile equipment, video terminals, etc.). Thirdly, technical means and systems are aggregated (data transmission networks are created, automated systems management, technical complexes of office equipment are developed and produced). Fourthly, multifunctional machines and systems are being created for various levels of management (computer complexes, organizational universal automata, etc.).

There are the following forms of using technology in the administrative apparatus: centralized, in which administrative equipment is concentrated in one place and serves the entire administrative apparatus; decentralized, when the available management equipment is distributed among structural divisions control apparatus; mixed, when one part of the equipment is operated centrally, and the other - by separate divisions or employees of management.

From an organizational point of view, any business can be represented as a hierarchical set of groups of people (teams) responsible for certain areas of work. Each of these sections must be organized in a certain way and must be controlled, which leads to the emergence of secondary functions - management. Management functions are also implemented by special groups of people - management teams whose mission is to mobilize available resources to achieve their goals.

Who is involved in the management process? The traditional answer to this question is decision-makers, as well as those involved in the preparation and implementation of these decisions. This category includes owners (shareholders) of the company, managers different levels, assistant managers, specialists. All this is true, but the BPM concept looks at the management process somewhat broader, because there are people who are not directly involved in management, but, nevertheless, have a significant impact on this process. First of all, these are “those who are managed”: employees, as well as persons external to the company: customers, suppliers, partners, representatives of authorities state regulation, industry analysts, etc.

BPM approaches management tasks in a comprehensive manner and, therefore, recognizes all involved persons as participants in the management process, including those who only influence this process.

In the most general case, the actions of the participants in the management process fit into a cyclic scheme of three components:

Awareness of how the business works and what are its driving forces (this aspect in the English-language literature is indicated by the capacious but, again, difficult to adequately translate the word insight), defining a strategy and setting goals;

Development of plans designed to ensure the achievement of the set goals;

Practical actions to implement plans.

Note that at each stage there is both interaction (more or less close) between the participants in the management process and information exchange: receiving, processing and distributing certain information. Thus, a management business process can be defined as a series of interrelated management operations and related information flows.

Examples management processes can serve strategic management, long-term finance management, new product development management, cash management, etc. Strictly speaking, the concept of BPM does not bring anything new to individual management processes. But at the same time, BPM allows you to focus on something else: to what extent the applied management methods and technologies correspond to the interests of the company and whether they are a limiting factor in terms of the effectiveness of its activities.

To effectively manage a business, you need to learn how to manage subordinates. To gain useful skills and master various management techniques, you can attend specialized courses, seminars or lectures. Using the webinar materials https://brammels.com/career/how-to-learn-management/, you can find …

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After completing this chapter, the student should:

know

The main characteristics of group processes in the organization;

be able to

Identify different organizational structures;

own

Interaction technologies in companies with different organizational structures.

The content of management activities and the main management functions

The leader plays an important role in any organizational system. Its activities are closely related to all aspects of the functioning of the organization. The study of the psychology of managerial activity presents a certain difficulty. At present, the external manifestations of managerial activity, rather than its internal content, have been studied to a greater extent.

It is advisable to study the psychology of management based on an activity approach. The concept of activity has the status of a general scientific category and is studied by such sciences as philosophy, sociology, psychology, economics, engineering disciplines, physiology, etc.

Activity is defined as a form of the subject's active attitude to reality, aimed at achieving consciously set goals and associated with the creation of socially significant values ​​and the development of social experience. The subject of the psychological study of activity is the psychological components that induce, direct and regulate the labor activity of the subject and implement it in performing actions, as well as the personality traits through which this activity is realized. The main psychological properties of activity are activity, awareness, purposefulness, objectivity and systemic nature of its structure. The activity is always based on some motive (or several motives).

Activity involves two main plans for characterization - external (subject-effective) and internal (psychological). The external characteristic of activity is carried out through the concepts of the subject and object of labor, the subject, means and conditions of activity.

The subject of labor- a set of things, processes, phenomena that the subject must mentally or practically operate in the process of work. Means of labor- a set of tools that can enhance a person's ability to recognize the features of the object of labor and influence it. working conditions - system of social, psychological and sanitary-hygienic characteristics of activity. Internal characteristic activity involves a description of the processes and mechanisms of its mental regulation, structure and content, operational means of its implementation.

TO structural components of activity include: goal, motivation, information basis, decision making, plan, program, individual psychological properties of the subject, mental processes (cognitive, emotional, volitional), mechanisms of control, correction, arbitrary regulation, etc.

Anatoly Viktorovich Karpov classified the types of activities as follows:

  • on the subject area of ​​labor (profession and specialty);
  • by the specifics of the content (intellectual and physical);
  • according to the specifics of the subject ("subject-object" types, where the subject of activity is any material object, and "subject-subjective", where people are the subject of labor influences);
  • according to the conditions of implementation (activities in normal and extreme conditions);
  • by general nature (labor, educational, game), etc.

The complex nature of management activity as an individual-joint activity determines not only its belonging to a special, specific type of activity, but also predetermines the presence of a number of basic psychological features. Management activity is characterized not by direct, but by indirect connection with the final results of the functioning of an organization. The more management activity is concentrated around non-executive functions and freed from directly performing work, the higher its efficiency.

The essence of management activity- organization of the activities of other people, i.e. "activities of organizing activities" (activities of the "second order"). This property is considered in the theory as the main attribute for management activity (that is why it is denoted by the concept of metaactivity).

The purpose of management activities– ensuring the effective functioning of a certain organizational system. The content of managerial activity is uniform in its essence and represents the performance of a number of standard managerial functions: planning, forecasting, motivation, decision making, control, etc.

The work of the manager is aimed at solving two aspects of activity - ensuring technological process and organization of interpersonal interactions. The activity of a manager is more effective if the manager is not only a formal boss, but also a leader and knows how to combine hierarchical (“keeping distance”) and collegial (coordinating) principles.

According to A. V. Karpov, managerial activity is quite specific in terms of typical conditions, which are divided into external and internal. TO external conditions relate:

  • hard time limits;
  • chronic information uncertainty;
  • high responsibility for the final results;
  • unregulated work;
  • constant lack of resources;
  • frequent occurrence of so-called extreme - stressful situations.

TO internal conditions relate:

  • the need to simultaneously perform many actions and solve many problems;
  • inconsistency of normative (including legislative) prescriptions, their uncertainty, and often their absence;
  • lack of formulation in a clear and explicit form of performance evaluation criteria, and sometimes their absence;
  • multiple subordination of the head to various higher authorities and the resulting inconsistency of requirements on their part;
  • almost complete non-algorithmic activity, etc.

In management theory, there are three basic approaches to the consideration of the management process: process, system and situational.

According to process approach the management process is considered as a chronologically ordered and cyclically organized system of management functions. Thus, the condition for successful management is not only the effectiveness of management functions, but also their precise organization within a single process.

According to A. Fayol, there are five basic management functions: predict, plan, organize, manage, coordinate and control. Subsequently, such functions as goal setting, forecasting, planning, organization, management, leadership, motivation, communication, coordination (integration), research, control, evaluation, decision making, correction, recruitment, representation, marketing, innovation management and others

At the same time, everything managerial functions can be grouped into four basic categories:

  • planning;
  • organization;
  • motivation;
  • control.

In addition, there are two so-called linking functions(aimed at harmonizing basic functions) - decision making and communication.

Planning- this is a system of ways by which management ensures a unified focus of the efforts of all employees of the organization to achieve the goals, including the development and implementation of means of influence: concept, forecast, program, plan.

Organization– a system of measures aimed at optimizing joint activities employees to achieve goals, including the development of work modes, adaptation to changes in external and internal relations in the management system, coordination of activities.

motivation- Encouraging employees to qualitatively perform assigned tasks in accordance with delegated responsibilities.

Control includes setting standards, measuring performance, comparing what has been achieved with what is expected, and taking action to correct deviations from the original plan.

Decision-making is the choice of how and what to plan, motivate, organize and carry out.

Communication - it is a process of information exchange between people in the process of joint activity.

Systems approach proceeds from the fact that any organization is a system consisting of interdependent parts.

The main task of the leader in this case is to see the organization as a single organism, single system, whose constituent parts interact both with each other and with the outside world.

However, it must be taken into account that modern organizations are so-called sociotechnical systems, i.e. they are internally heterogeneous and include qualitatively different components. They consist of a complex subsystems, which must be coordinated hierarchically (by type of subordination) and "horizontally" (by type of coordination).

The systems approach formulated a new understanding of organizations as sociotechnical systems, and also contributed to the strengthening of interdisciplinary links between management theory and other sciences and areas of research (general systems theory by L. von Bertalanffy, "industrial dynamics" by D. Forrester, studies of "administrative systems" by C. Barnard, research on theoretical foundations management (cybernetic direction) N. Wiener).

In addition, the systematic approach demonstrated the need for an integrated approach to management theory based on the integration of various management schools.

situational approach is a unified methodology, a way of thinking in the field of organizational problems and ways to solve them. According to this approach, any organization is open system, in constant interaction with the external environment, when the main reasons for what happens in the organization must be sought in the situation in which the organization operates. From the point of view of this approach, the situation is defined as specific system circumstances and conditions affecting the organization at a given time.

In accordance with this approach, the management process includes four main macro-stages:

  • 1. Formation of managerial competence of the head.
  • 2. The ability to foresee the consequences of certain steps in a given situation and conduct their comparative analysis.
  • 3. Adequate interpretation of the situation and selection of external and internal situational variables; assessment of the effects of exposure to them.
  • 4. Coordination of management techniques chosen by the manager with specific conditions based on the requirement to maximize positive and minimize negative effects.

The third stage is the main one in this process. It should be borne in mind that specific sets of situational variables can vary greatly. However, there are a number of basic variables that are relevant for most management situations (Fig. 1.1). The situational approach showed that the effectiveness of any approach is determined by the situation of management.

Rice. 1.1. Structure external organization environment

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