Management functions in management briefly. Composition of management functions. General control functions

Function (lat. Fundio - execution, implementation). The essence of any phenomenon is expressed in its functions, i.e. those tasks for the solution of which it is intended. The content of each control function is determined by the specifics of the tasks performed within this function. Therefore, the complexity of production and its tasks determines the entire complexity of management and its functions.

This provision has an important methodological significance for disclosing the essence and role of individual management functions, which in modern conditions expanded, complicated and differentiated due to the growth of the scale economic activity, diversification and internationalization of production.

The functions of managing the activities of the company, and, accordingly, the methods of their implementation, are not invariable, they are constantly being modified and deepened, and therefore the content of the work performed in accordance with their requirements becomes more complicated. The development and deepening of each management function occurs not only under the influence of the internal laws of their improvement, but also under the influence of the requirements for the development of other functions. Being part of common system management, each of the functions should be improved in the direction predetermined by the general goals and objectives of the functioning and development of the firm in specific conditions. This changes the content of each function.

For the first time, management functions were formulated in A. Fayol's book "General and Industrial Management", published in 1916. A. Fayol considered management as a sequential series of operations or functions, which are divided into six groups:

• 1. Technical operations - production, manufacturing, processing.
• 2. Commercial operations - purchase, sale, exchange.
• 3. Financial operations - raising and managing capital.
• 4. Security operations - protection of property and person.
• 5. Accounting operations - balance, costs, statistics.
• 6. Administrative operations - foresight, organization, management, coordination and control.

Administration is only one of the six operations-functions with which management is obliged to ensure the normal course of production. A. Fayol believed that administration occupies a special place in management.

Consider administrative functions in more detail.

Foresight is the study of the future, the definition of a program of action, it covers the previous five operations. A. Fayolle here drew attention to the fact that in order to develop an effective action program, a leader must have: the ability to manage people, activity, moral courage, sufficient stamina, the necessary competence in this area of ​​activity.

Organization - providing the enterprise with materials, capital, personnel. Two aspects are distinguished here - material and social, i.e., the personnel provided with all the necessary material resources must be in socially be able to complete the task.

Management - activates the personnel of the enterprise, after the creation of a social organism. This is the task of management. The goal of management is to get the most out of the workers. In all areas production activities management is essential element work that requires certain qualities.

Coordination has as its goal each element of the social organism to give the opportunity to perform its part of the work in interaction with other elements, i.e. to link and combine all actions and all efforts.

Control - it is necessary to ensure that everything happens according to the established rules and orders given. It is required to note shortcomings and mistakes so that they can be corrected and not allowed to be repeated in the future. The controller must be: competent, have a sense of duty, have an independent position in relation to the controlled object, be reasonable and tactful.

Control must be effective, i.e. carried out in a timely manner and have practical consequences, if violations are not paid attention to, then such control will be ineffective.

Thus, the five above functions were the basis of the administrative doctrine of A. Fayol and the basis for all subsequent authors on the problems of the management process. M. Mescon believes that "the management process is the sum of all processes."

A literature review reveals the following functions: planning, organization, management, motivation, leadership, coordination, control, communication, research, evaluation, decision-making, recruiting, representation and negotiation, transactions.

M. Mescon identifies four primary management functions: planning, organization, motivation and control. These functions have two General characteristics: they all require decision-making, and they all need information exchange, i.e. these two characteristics link all four management functions, ensuring their interdependence.

The planning function, according to M. Mescon, offers a decision about what the goals of the organization should be and what the members of the organization should do to achieve these goals. The planning function answers the following three questions: where are we at present? where do we want to go? and how are we going to do it?

The function of the organization involves the formation of the structure of the organization, first the distribution and coordination of the work of employees, and then the design of the structure of the organization as a whole.

The motivation function is the process by which management encourages employees to act as planned and organized.

The control function is the process by which management determines whether the organization is achieving its objectives, highlights problems, and takes corrective action before serious harm is done. Control enables management to determine whether plans should be revised because they are not feasible or have already been completed. This link between planning and control completes the cycle that makes process management interrelated functions.

IN Gerchikova approaches the content and development of management functions in relation to the activities of TNCs. Each of the functions is aimed at solving specific and complex problems of interaction between individual divisions of the company, requiring the implementation of a large set of specific measures.

Each of the management functions is influenced by objective requirements. As part of the general management system, each of the functions should be improved in the direction predetermined by the general goals and objectives of the functioning and development of the firm in specific conditions. This changes the content of each function.

IN Gerchikova identifies three management functions: intra-firm planning, marketing and control. Of interest is the marketing function, the purpose of which is to ensure the activities of the company based on a comprehensive, in-depth study and careful consideration of market demand, needs and requirements of specific consumers for the product, so that it becomes really possible to obtain the highest results: maximum and sustainable profit.

For a deeper understanding of the essence of this management function, it is necessary to emphasize that the most important integral feature of marketing is a certain way of thinking, an approach to making design, production and sales decisions from the standpoint of the most complete satisfaction of consumer requirements and market demand. Hence marketing is not only the principles, functions, methods, structures of the organization, but also the obligatory marketing thinking. Without this, it is impossible to achieve high quality competitiveness of products, consolidate positions in the markets. Therefore, marketing as a theory, a way of thinking, a philosophy entrepreneurial activity requires scientific study and a realistic approach to use in management practice.

The internal life of an organization consists of a large number of different actions and processes. Depending on the types of organization, its size and type of activity, certain processes and actions can occupy a leading place in it, while some, which are widely carried out in other organizations, can either be absent or be carried out minimally. However, despite the huge variety of actions and processes, a certain number of groups can be distinguished. O.S. Vikhansky, A.I. Naumov suggest five groups functional processes which, in their opinion, cover the activities of any organization and which are the object of management by management. These functions are; production, marketing, finance, work with personnel, accounting and analysis of economic activities.

The production function assumes that the relevant services, managers of a certain level, manage the process of processing raw materials, materials and semi-finished products into a product that the organization offers to the external environment.

The marketing function is designed through marketing activities on the implementation of the created product, to link in a single process the satisfaction of the organization's customers and the achievement of the organization's goals.

The financial function is to manage the movement process financial resources In the organisation.

The function of personnel management is associated with the use of the capabilities of employees to achieve the goals of the organization.

The function of accounting and analysis of economic activity involves managing the process of processing and analyzing information about the work of an organization in order to compare the actual activities of the organization with its capabilities, as well as with the activities of other organizations. This allows the organization to uncover issues it needs to pay close attention to and choose better ways implementation of its activities.

Some authors also identify five general functions of management: planning, organization, coordination, control and motivation. The function of organization is of interest here, the task of which is to form the structure of the organization, as well as to provide everything necessary for normal work- personnel, materials, equipment, buildings, in cash etc. In the plan drawn up in the organization, there is always a stage of organization, ie. creating real conditions for achieving the planned goals.

The second, no less important task of the organizing function is to create conditions for the formation of such a culture within the organization, which is characterized by a high sensitivity to changes, scientific and technological progress, values ​​common to the entire organization. The main thing here is work with personnel, the development of strategic and economic thinking in the minds of managers, support for employees of an entrepreneurial warehouse, inclined to creativity, innovation and not afraid to take risks and take responsibility for solving certain problems.

The authors consider the central function of the management process to be coordination, ensuring its smoothness and continuity. The main task of coordination is to achieve consistency in the work of all parts of the organization by establishing rational connections between them. The nature of these connections can be very different, since it depends on the coordinated processes.

B. R. Vesnin also identifies five functions of management - planning, organization, coordination, motivation and control. All of these functions do not just form a single whole, they are intertwined with each other, penetrate each other in such a way that it is sometimes difficult to separate them.

C. U. Oleiniki and others distinguish 4 management functions: planning, organization, motivation and control.

A slightly different approach to management functions is presented by S.G. Popov. When performing any management function, the synthesis (association) of workers is carried out to fulfill the assigned tasks, the coordination of their activities is carried out. This element of synthesis in management activities and distinguishes management functions from executive functions. Production management functions are a relatively independent type of synthesizing activity, due to the presence of a division of labor in production management. The relativity of this independence lies in the fact that any management decisions and actions are subordinated to the ultimate goal of management.

Management functions are divided here into general and specialized management functions.

Functions general management are designed to provide the basic procedure for the functioning of production, as well as interaction of this enterprise with outside organizations and institutions. These functions are performed by production management bodies, endowed with the rights of line management.

The specialized management functions are divided into three groups: technological, supporting, coordinating.

Technological functions provide for the development of rational systems for the production of products, technologies for their creation, processing, storage and transportation.

The supporting functions provide for the fulfillment of the requirements of the production technology by providing it with everything necessary. This includes engineering, material and technical, cultural, household and economic services.

Coordinating functions provide forecasting of the development of the enterprise; production-economic and operational-technical planning; organization production processes and human labor; control and regulation of the course of production.

The marketing function is considered separately. It includes the study of the conjuncture of sales markets (demand, competition, consumers), the development of commodity, sales, price and communication strategies of behavior in the sales markets. Marketing allows you to connect the interests of manufacturers and consumers of products. Since everyone is a consumer, marketing makes it possible to determine the release of only those goods that are necessary for society.

V.V. Glukhov presented a peculiar approach to the functions of production management. He proposes a division of functions in the following areas. On the basis of a managed object - an enterprise, workshop, site, team, unit (worker); on the basis of activity - economic, organizational, social; on the basis of homogeneity - general, specific; by content labor - scientific research, preparation of production, operational management, supply and sales, technical and economic planning and analysis, accounting, personnel management, planning and labor accounting and wages, planning and accounting of finances; by the nature of the tasks - planning, organization, regulation, control, accounting and analysis, incentives.

The outlined functions of in-house management allow us to conclude that there is no single scheme, a single content of functions. However, despite this, all nine function options have a lot in common. Characteristic feature of all options is that functions such as planning, organizing and controlling are found almost everywhere. The function of motivation is widespread, in some cases it has a slightly different name. The functions proposed by S.G. Popov stand apart, although the usual content stands behind the specific names.

Management is a dynamic process carried out and directed by managers through the use of various techniques and methods. It is from the latter that the system of methods is formed. Correctly selected methods should assist in the implementation of the effective functioning of the control, as well as the controlled subsystems of control.

They can be classified according to various criteria. So, depending on the scale of their use, systemic, general and local are distinguished.General methods can be used in any management processes, system methods - only in any specific control systems, and local ones aimed at individual elements of management systems. According to one more classification, the methods are divided by spheres and branches of management. This includes the methods used in public administration, trade, industry, business, etc.

An important role is played not only by methods, but also by management functions in management. Their appearance is associated with the division and specialization of labor, since all management processes enterprises are carried out through functional separation. Any function must create such management conditions, through which the most effective connections between the elements of the controlled system would be provided. On the present stage development distinguishes such basic management functions in management as:

· Planning - the function of which is to set goals and ways to achieve them. The end result of planning should be a system of plans consisting of corporate, functional plans, employee plans, etc.

· Organization (organizing) - a management function engaged in the development and distribution of powers and responsibilities.

· Motivation is a management function, the essence of which is to motivate a person to an activity that has a specific target orientation.

· Control is a management function that ensures that the organization achieves its objectives.

Management functions in management are carried out through a process - an activity that requires a certain investment of time and resources. Thanks to this, it was possible to consider the interdependence and interrelation of the management function. The management process is a sequence of performing functions, or more precisely, a sequence of initial actions for performing functions. The connecting processes in management are the decision-making process and the communication process. V recent times this also includes the process of goal setting, because to start any activity, you must first establish the goals of functioning.

The communication process means the exchange of information between a certain amount of people. Through communication, managers can get the information they need to make a decision and talk about decisions taken employees of the enterprise. When communication is poorly organized, decisions are often wrong. If we talk about the decision process, then this is the choice of an alternative.

Management functions in management lead managers to make a wide variety of decisions. So, when planning, you need to set a goal, determine the necessary resources, choose ways to achieve tasks and goals. When organizing, you need to work out and manage, as well as organize the labor of specialists and workers. The process of motivation involves the identification and analysis of unmet needs, the definition of stimulating effects, etc. The control function involves making decisions on the application technical means communication, coordination of the activities of structural links, etc.

Thus, the management functions in management should contribute to the adaptation of the organizational structure of the enterprise to the tasks set for the implementation of activities, as well as the selection of employees for a specific job, and the determination of the rights to use the organization's resources.

Topic 4

Management functions.

Enterprises as a complex management system contain managed part (production, workshops, sections, teams, services) and managing (manadgement Department). Production management requires the specialization of subdivisions of the control part of the system and the assignment of certain types of management activities to an employee or a group of employees of the management apparatus.

The specialization of the subdivisions of the control system is carried out according to management functions .

Control function Is a complex of necessary, repetitive management work, united by the unity of content and focus.

Management functions characterize a certain area of ​​management activities carried out at all levels of enterprise management.

Distinguish general and special management functions.

General - reflect typical structure management process; they include complexes of management work performed in the management of any object. These include: forecasting ,planning, regulation, control, accounting.

Special - include complexes of management influences on certain aspects of the enterprise, which are specific objects of management, for example: supply management, transport, product quality and others.

Function is an objective component of management. The functions manifest the essence, the content of management.

A complex set of management actions on any level and in any system- can be reduced to a limited list, that is, all researchers fully share this opinion about the composition of the management cycle: (Figure 4.1)

Making a management decision ;

Solution implementation ;

Control .

In practice, the implementation of management functions at a specific economic entity is associated with the implementation of tasks that the corresponding management apparatus is designed to solve. That is, they need to be defined as functions - tasks management apparatus.

Planning

Planning Is the process of developing the organization's goal and activities aimed at achieving this goal.

Planning as a management function has a complex structure and is implemented through its subfunctions: forecasting , modeling , programming .

Forecasting Is a method of scientifically based foresight of possible directions for the future development of an organization, in close interaction with the environment.

Forecasts are probabilistic in nature, if forecasting is performed qualitatively, the result will be a forecast of the future, which can be used as a basis for planning.

It is designed to provide the following tasks:

-determination of the dynamics of economic phenomena

- making forecasts showing possible directions for the future development of the organization;

- determination in the future of the final state of the system, its transitional states.

Modeling - the process of representing the implementation of various situations and states of the system during the planning period, is the most important condition for forecasting. Programming ... Its task is, based on the real conditions of the system's functioning, to program its transfer to a new specified state.

Includes :

Development of an algorithm for the functioning of the system;

Determination of the resources required;

The choice of management methods.

Planning , as a management function, is the process of defining goals and ways to achieve them. It covers various levels of the organization and in time wears long term , mid-term and short character.

1 Long term planning(15 ... 20 years).

The firm's overall goals and strategy are defined

2 Medium term planning(for 5 years).

The main task is the choice of means to achieve the intended goals.

Determined :

General personnel policy;

General financial policy;

General production strategy;

General marketing strategy;

3. Short-term planning (ongoing)

It is detailed by quarters and months and has several forms :

1. One from its forms is the process of breaking down medium-term plans into short-term ones with more detailed segments. In this case, usually for a year, industrial ,financial plans and plan on marketing .

2. Another form is the development of policy and regulatory mechanisms in the event of possible future situations (in the event of a strike).

3.The third form is an budget planning... A budget is a financial plan that provides guidance and control over future operations. Usually, several types of budgets or even their groups are developed:

Estimated income and expenses;

Cost estimate, materials;

Capital cost estimate;

Cash budget;

Balance sheet.

* Managers not only make plans, but also organize their implementation through the formation of structures, processes and methods.

Organization

An organization means process:

Organization is the process of creating structure of the enterprise, and also providing necessary for its normal operation (personnel, materials, equipment, tasks, funds and others), which enables people to work effectively together to achieve goals.

Organization function considered in two aspects:

How the process of creating a system;

As a process of its improvement.

Organization of work is a function that must be performed by all managers - regardless of their rank.

The decision to choose the structure of the organization as a whole is always made by senior management. At the same time, the task of managers is to choose such an organizational structure that best meets the goals and objectives of the organization, efficiently distributes and directs the efforts of its employees.

In addition to forming the structure of the organization, it also provides it with everything it needs (personnel, money, means of production, materials, and so on). That is, at this stage, conditions are formed for achieving more effective results.

Organization structure cannot remain unchanged because it changes as

external and internal environment.

Motivation

Motivation Is the process of encouraging oneself and others to act in order to achieve the goals of the organization, as a means of satisfying their own desires.

Motivation theory falls into two categories:

2 Procedural are based on how people behave, taking into account their perception and knowledge. (Or how a person distributes efforts to achieve various goals and how he chooses a particular type of behavior).

Substantial Motivation theories are based on the definition of human needs and their structure.

Need - This is the awareness of the absence of something, causing an incentive to action.

- Primary needs are genetically inherent in a person, and secondary needs are developed in the course of cognition and gaining life experience. (Or by the nature of its psychology, for example, the need for success, respect, power, and so on).

1. Maslow's hierarchy of needs theory .

Maslow's structure of needs has 5 hierarchical levels. A person is not inclined to rise to the upper levels of needs until the needs of the lower levels are satisfied.

2. McClelland's theory of motivation

According to this theory, any organization offers a person opportunities to meet three higher-level needs: the need for authorities, v success and in accessories.

- need to rule develops on the basis of learning, life experience and consists in the fact that a person seeks to control people, resources and processes in their environment.

V success needs, it is necessary to take into account that subordinates receive satisfaction mainly from the work process and, to a lesser extent, from the reward for the work performed.

- need for complicity manifests itself in the form of a desire for friendly relations with others. For the successful work of such team members, it is necessary to create such conditions so that they can actively interact with a fairly wide range of people.

3. According to this theory, there are two groups of factors that affect the motivation of employees in different ways.

Procedural Motivation theories look at how a person distributes efforts to achieve goals, as well as behavior a person not only as a function of his needs, but also expectations associated with this process, the situation.

This approach is based on the experiments of a scientist physiologist Pavlova .

For effective motivation, the manager must establish a solid balance between the achieved the result and reward.

Expectation theory

Expectation can be viewed as an assessment by a given person of the likelihood of a certain event.

When analyzing motivation to work, three relationships are distinguished:

1. Costs labor - results(Z-R);

2. Results - remuneration (R-B);

3. Satisfaction with remuneration - valence (B).

(R-R) x (R-B) xB = motivation

The core of the theory is that subordinates are most productive when they are confident that their expectations are met.

The theory of justice

This theory says that people are subjective about the ratio of the reward received and the effort expended, and then compare it with the reward of other people doing similar work. If the comparison shows an imbalance, tensions arise that reduce productivity.

Output: until people begin to believe that they are receiving fair remuneration, they will seek to reduce their work intensity.

The Porter-Lawler model.

Porter and Lawler generalized the two previous theories and concluded that productive work leads to satisfaction. The authors of the model believe that it is the feeling of a job done that leads to satisfaction. It is important to combine into a single whole such concepts as expended efforts, abilities, results, reward, degree of satisfaction, perception within a single interconnected system.

The main conclusion theory of justice for practice, management is that as long as people do not begin to believe that they are receiving a fair remuneration, they will tend to reduce the intensity of work.

Control.

Control is the process of ensuring that an organization achieves its goals.

Main types of control: preliminary , current , final.

1. Preliminary control is carried out before the start of the operation. It is a readiness check in terms of resource provision.

2. Current control, is carried out in the course of work, the object of control is most often subordinates. It is based on measuring the actual results obtained after solving local problems, and comparing them with the intended goals.

3. Final control has two functions:

a) Educational ... Provides the manager with information for planning in case of repetition of work, taking into account both the problems encountered and successful solutions.

b) Motivational (remuneration taking into account a specific contribution to the final result)

The control function includes accounting(collection, processing) and analysis information on the actual results of the activities of all divisions of the organization, comparing them with planned indicators, identifying deviations and analyzing their causes; development of activities to achieve the set goals.

Control process model:

Development of plans, regulations and standards;

Taking action to improve plans;

Obtaining actual performance indicators;

Comparison of actual performance indicators with regulations and standards;

Determination of deviations;

Deviation analysis;

Development of a corrective action program.

Control forms:

Financial, production, marketing, quality control, pricing, administrative.

1.Financial control is the basis of general management control and is carried out on the basis of receipt from each division of financial reporting in accordance with standard forms.

Financial control covers all aspects of the life of an enterprise (organization) - production, marketing, and directly the management itself. It includes - budgets, profitability analysis, comparative analysis and return on investment.

2. Industrial control includes the following functions:

Routing, i.e. sequence of operations;

Production schedules that define the time when each operation should be performed;

Preliminary estimate of the cost of performing the work.

A dispatch that completes an activity that verifies that plans have been completed.

3. Marketing control is based on:

Analysis of sales opportunities;

Market share analysis;

Analyzing the relationship between marketing and sales costs.

4. Quality control includes:

Novelty, technical level,

Absence of defects in performance, -

Operational reliability.

Management functions

Management functions- these are types of management activities that provide the formation of ways to influence the activities of the organization.

Management processes at the enterprise take place on the basis of functional distribution. The essence of management activities at all levels of management is provided by management functions.

Today, the management functions include:

• planning,
• organization,
• motivation,
• control,
• regulation.

In the Soviet Union, the following management functions were distinguished:

• planning,
• organization,
• coordination,
• stimulation,
• regulation,
• control.

American scientists Mescona, Alberta and Khedouri distinguish four management functions:

• planning,
• organization,
• motivation,
• control.

These management functions are linked by decision-making and communication processes.

Scheduling function is number one in management. Implementing it, an entrepreneur or manager based on a deep and comprehensive analysis of the situation in which in this moment the company is located, formulates its goals and objectives, develops an action strategy, draws up the necessary plans and programs. The planning process itself allows you to more clearly formulate the organization's goals and use the system of performance indicators, which is necessary for the subsequent monitoring of results. In addition, planning provides clearer coordination of efforts. structural units and thus strengthens the interaction of heads of different services of the organization. This means that planning is a continuous process of exploring new ways and methods of improving the organization's activities through the identified opportunities, conditions and factors. Consequently, plans should not be prescriptive, but change according to the specific situation.

At its core, the scheduling function answers three basic questions:

1. Where are we at this time? Leaders must evaluate the strengths and weak sides organizations in important industries such as finance, marketing, manufacturing, research and development, labor resources... All of this is done to determine what the organization can actually achieve.
2. Where do we want to go? Assessing opportunities and threats in environment such as competition, customers, laws, political factors, economic conditions, technology, procurement, social and cultural change, management determines what can prevent the organization from achieving these goals.
3. How are we going to do this? Leaders must decide how to general outline and specifically what members of the organization must do to achieve the goals of the organization.

Planning is one of the means by which management provides the only direction for all members of the organization to achieve its common goal.

Organization function- This is the formation of the structure of the organization, as well as providing everything necessary for its work - personnel, materials, equipment, buildings, money. In any plan drawn up in the organization there is the creation of real conditions for achieving the planned goals, often this requires restructuring of the structure of production and management in order to increase their flexibility and adaptability to requirements market economy... When planning and organizing work, the manager determines what exactly the organization should do, when and who, in his opinion, should do it. If the choice of these decisions is made effectively, the manager gets the opportunity to translate his decisions into reality, using an important function of management as motivation.

Motivation function is an activity with the aim of activating the people working in the organization and encouraging them to work effectively to achieve the goals set in the plans. For this, their economic and moral stimulation is carried out, the content of labor itself is enriched and conditions are created for the manifestation of creativity workers and their self-development. From the late 18th to the 20th century, there was a widespread belief that people would always perform better if they had the opportunity to earn more. It was thought, therefore, that motivation was a simple matter, which boils down to offering the provision of appropriate monetary rewards in exchange for effort. Leaders have learned that motivation is the result of a complex set of needs that are constantly changing.

Control function is a process that ensures the achievement of the objectives of the organization. There are three aspects of managerial control. The first aspect - setting standards - is the precise definition of the goal to be achieved in certain time... It is based on plans developed during the planning process. The second aspect is the measurement of what was actually achieved in certain period, and comparing achieved with expected results. If these two phases are performed correctly, then the management of the organization not only knows that there is a problem in the organization, he also knows the source of this problem. The third aspect is the stage at which actions are performed, if necessary, to correct serious deviations from the initial plan. One of the possible actions is to revise the goals in order to make them more realistic and appropriate to the situation. Control is a critical and complex management function. One of the most important features of control, which should be considered in the first place, is that control must be comprehensive.

Coordination function is the central function of management. It ensures the achievement of consistency in the work of all parts of the organization by establishing rational links (communications) between them. The most commonly used are reports, interviews, meetings, computer communications, radio and television broadcasting, and documents. With the help of these and other forms of communication, interaction between the subsystems of the organization is established, resources are maneuvered, the unity and coordination of all stages of the management process (planning, organization, motivation and control), as well as the actions of managers, are ensured.

Sources of

• Enterprise planning: Tutorial... / For editor Moskalyuk V. Yes. - K .: KNEU, 2002 .-- 252p.
• Porter M. Competition Strategy. - К .: Fundamentals, 1997 .-- 336s.
• D. Roux, Soulier. Management / Ter. from French. - К .: Osnovy, 1995 .-- 442s
• Ermoshenko M. Management: Textbook / Nikolay Ermoshenko, Sergey Erokhin, Oleg Storozhenko; National Academy of Management. -K .: National Academy of Management, 2006.-655 p.
• Lyubimova N. Management is the path to success / Natalia Lyubimova. -M .: Agropromizdat, 2002 .-- 59 p.
• Management: theoretical basis and workshop: Study guide for students higher institutions education / Oleg Girnyak, Petr Lazanovsky. -K .: Magnolia plus; Lvov: Novy Mir-2000, 2003. -334 p.

Wikimedia Foundation. 2010.

See what "Management Functions" are in other dictionaries:

Implementation of production activities and exchange transactions between the entrepreneur and other elements of the economic sphere of the market (consumers) and management of the exchange process between the enterprise and its counterparty. To the listed functions ... ... Business glossary

Environmental management functions- the main directions of management activities in the field of environmental protection to achieve the goals and objectives; distinguish between the following physical units: system audit environmental management(environmental audit), ensuring ... ... Environmental Law of Russia: Dictionary of Legal Terms

Information about the presence of organizational structures in management practice is found on clay tablets dating from the third millennium BC. However, although management itself is quite old, the idea of ​​management as a scientific discipline, a profession ... Wikipedia

GOST R ISO 24511-2009: Activities related to drinking water supply and wastewater disposal services. Guidelines for Utility Management and Evaluation of Wastewater Disposal Services- Terminology GOST R ISO 24511 2009: Activities related to drinking water supply and disposal services Wastewater... Management guidelines utilities and evaluation of wastewater disposal services Original document: 2.4 ... ...

GOST R ISO 24512-2009: Activities related to drinking water supply and wastewater disposal services. Guidelines for the management of drinking-water systems and the assessment of drinking-water services- Terminology GOST R ISO 24512 2009: Activities related to drinking water supply and wastewater disposal services. Guidelines for the management of drinking-water systems and the assessment of drinking-water services original document: ... ... Dictionary-reference book of terms of normative and technical documentation

This article should be wikified. Please, arrange it according to the rules of article formatting ... Wikipedia

GOST R 54337-2011: Occupational safety management systems in organizations producing nanoproducts. Requirements- Terminology GOST R 54337 2011: Occupational safety management systems in organizations producing nanoproducts. Requirements original document: 3.2 audit: A systematic, independent and documented process for obtaining ... Dictionary-reference book of terms of normative and technical documentation

GOST R 53661-2009: Supply chain security management system. Implementation guide- Terminology GOST R 53661 2009: Supply chain security management system. Implementation guidance original document: 3.2 securityresistance to a deliberate act of unlawful interference calculated to cause ... ... Dictionary-reference book of terms of normative and technical documentation

GOST R 53662-2009: Supply chain security management system. Best practices for supply chain security. Estimates and plans- Terminology GOST R 53662 2009: Supply chain security management system. Best practices ensuring the security of the supply chain. Assessments and plans original document 3.21 security incidentany act or ... Dictionary-reference book of terms of normative and technical documentation

- (OGIM) International name Orenburg Stat ... Wikipedia

Books

• Manager's functions. Power, incentives and values ​​in the organization. Series: Actual management classics / The Functions of the Executive, Chester I. Barnard. Chester Barnard's book has remained a relevant management classic for 70 years. The book comprehends the forty years of managerial experience of the author, who ended his career as the head of a large corporation. ...

Management is viewed as a process because working to achieve goals with the help of others is not a one-time activity, but a series of continuous interconnected activities. These actions, each of which is a process in itself, are critical to the success of an organization. They are called management functions. Each management function is also a process, because it also consists of a series of interrelated actions. The management process is the sum total of all functions.

For the first time, their composition was formulated by A. Fayol, who identified five initial management functions: planning, organizing, ordering, coordinating and controlling. Other authors have developed other lists of functions: planning, organization, management, motivation, leadership, control, communication, research, assessment, recruiting. In subsequent developments, the composition of management functions was replenished, including due to the detailing of certain types of management work. But very often they talk about only four functions of management - planning, organization, motivation and control. These four primary management functions are united by interconnecting communication and decision-making processes.

Without the manifestation of management functions, the normal functioning of an organization or an enterprise is impossible, therefore, sufficient attention should be paid to the study and analysis of management functions.

The essence and content of management functions

Management functions are a specific type of management activity, which is carried out by special techniques and methods, as well as the corresponding organization of work.

Thus, in order to perform this or that work, it is necessary to determine in advance what needs to be obtained in the end, how to organize the business, motivate and control its implementation. These are the management functions. Functions have a special character, content and can be carried out independently, be not interconnected, or inextricably linked. That is, in the management system, all management functions are combined into a single integral process.

Fig. 1 Control functions

The management process consists of four interrelated functions (Fig. 1).

Planning is a central function. Planning involves setting goals, objectives of the management system and the organization as a whole by determining the method and means of achieving them. In market conditions, planning becomes a continuous, cyclically repeated process of developing effective ways and methods for the development and functioning of the organization. This function permeates all types of management activities and stages of processes of structural links of any organization.

The planning function involves deciding what the organization's goals should be and what managers should do to achieve those goals. The scheduling function answers three questions:

· Where is the organization currently located?

This includes the strengths and weaknesses of the organization, i.e. finance, marketing, manufacturing, labor resources. All of this is done to determine what the organization can achieve.

· Where does she want to go?

It is necessary to assess the opportunities and threats in the environment of the organization, such as competition, customers, laws, political factors, economic conditions, supply, technology, management determines what goals the organization should have and what can prevent the organization from achieving these goals.

· How is the organization going to do this?

Leaders must decide how and what members of the organization should do to achieve the organization's objectives.

Planning should be carried out continuously, due to changes in the environment, errors. Therefore, plans need to be revised so that they are consistent with reality.

Organization

To organize means to create a kind of structure, as well as providing everything necessary for its normal operation. The purpose of the organizational structure is to ensure that the organization's objectives are achieved. An important aspect the function of the organization is to determine who exactly should perform each specific task from a large number of such tasks that exist within the organization, including management work.

Determination and distribution of goals, taking into account the nature of the relationship between management and production links to create conditions for achieving the target function of the organization.

1. Structural organization(includes authority structure and communication structure) i.e. dividing the organization horizontally into wide blocks;

2. Organization of the production process (includes the organization of work of personnel of various positions, work in time, work in space).

The organization of the structure is based on plans, and accordingly make changes to the plans that will require changes in the structure. All successfully functioning organizations regularly assess their organizational structure, and change them as required by external conditions.

Motivation.

Encouraging the employee to be active in achieving the goals of the organization using a system of incentives. In any field of activity, success depends on the individual abilities of employees and the degree of their training. This leaves a certain imprint on the management process in terms of its complication. This function is based on the satisfaction of a complex structure of human needs in accordance with the operation of the law on the elevation of needs. The leader, in order to effectively move towards the goal, must coordinate the work and make people do it.

The function of motivation is to ensure that members of the organization perform work in accordance with the responsibilities delegated to them and in accordance with the plan.

1. Determining the needs of workers;

2. Enabling the employee to meet these needs through

Good work.

An important role in the performance of an organization belongs to the art of management. It is necessary to highlight social motivation personnel, which are a significant reserve for increasing the efficiency of the organization:

· Creation of a climate of mutual trust, respect and support;

· Increasing the democratic leadership;

· Participation in management, decision-making;

Providing work in accordance with interests,

· Propensities and professional training;

· Timely job and qualification growth;

· Participation in success, in profits;

· Providing training opportunities;

· Creation of a creative atmosphere that gives an opportunity for self-expression in work, etc.

In the process of motivation, it is assumed to use a certain sequence of interdependent categories: people's needs - people's interests - motives of activity - goal - people's actions. The need for career growth, interest in interesting communications. That is, the motives that induce a person to creative, active, productive work are multifaceted, like the person himself and public relations that have an impact on him.

Carrying out actions for motivation, a manager influences another person through his goals, life positions, plans and expectations, creating an effective motivation for the employee's production activity. For example, the motivation of specialists is focused on professional growth. To meet the highest needs, primary needs must first be satisfied, and a high production and management culture is required.

Control

This is a quantitative and qualitative assessment and accounting of the results of the organization's work. And also the process of ensuring that the organization achieves its goals. This is why Figure 1. arrows from control go to planning. Leaders begin to exercise a control function from the very moment they formulate goals and objectives and create an organization. Control is very important for an organization to function successfully. There are two main directions in it:

1. Control over the implementation of work outlined in the plans;

2. Taking action to correct any significant deviations from the plan or from the plan itself.

Control provides feedback and allows you to continuously repeat the cyclical control process on a new basis. It is inextricably linked with the rest of the management functions and, on the one hand, depends on them, on the other hand, it predetermines their content. Therefore, when organizing control at an enterprise, it is necessary to take into account the factors that predetermine the effectiveness of this management function. In their composition, we will highlight the main ones:

· Organizational - objects of control (what should be controlled, who controls);

· The scale of control - the number and accuracy of the controlled parameters;

· Checkout information- volume, frequency, accuracy and timeliness of information for control;

· Control costs.

Fig. 2 Steps in the control process

In the control procedure in Figure 2, the first step is setting standards. Management requires standards in the form of performance indicators, which are determined during planning.

At the second stage, the scale of permissible deviations is determined. Only significant deviations from the specified standards should trigger the control system, otherwise it will become uneconomical and unstable.

The next step is measuring the results. By comparing the measured results with the specified standards, you can determine what action needs to be taken.

The final stage is the evaluation of the results. Management must decide if important information is received. Important information is one that adequately describes the phenomenon being investigated and is essential for making a decision.

The purpose of this assessment is to decide whether and how to act.

There are the following types of control:

1. Preliminary control - It is carried out before the actual start of work. The main means of implementation of preliminary control is the implementation of certain plans, procedures and lines of behavior.

First of all, it is applied in relation to labor (human), material and financial resources.

2. Current control. It is carried out directly in the course of work.

Most often, his object is employees, and he himself is the prerogative of their immediate boss. It allows you to exclude deviations from the planned plans and instructions. It is based on measuring the actual results obtained after carrying out work aimed at achieving the desired goals. In order to carry out current control, the control apparatus needs feedback. All feedback systems have goals, use external resources for internal use, and monitor deviations to achieve these goals.

3. Final control. Its purpose is to help prevent future mistakes.

Also, the function of final control is to promote motivation. It provides guidance with the information needed to plan for similar processes in the future and to develop incentive systems to increase interest in improving expected results.

Control, simply put, is the process that ensures the achievement of the organization's goals and determines whether its decisions are correct and do not need to be adjusted. It is essential for detecting and resolving problems that arise before they become too serious, and can also be used to stimulate successful performance.