The main goal of management is the test. Modern principles of management. Build a strong management team

Introduction

1. The essence of management as a type of management of a commercial organization

2. The concept of management principles, their classification

3. Description of general management principles

4. Characteristics of private management principles - principles of achieving success

5. Using management principles in the management of a modern Russian organization

Conclusion

List of sources used

Application

INTRODUCTION

Ideas about the role and place of management of an organization, about the content of management activities, methods and principles of its implementation have repeatedly undergone significant changes since management began to be considered as a special type of activity carried out in an organization. Views on management evolved as social relations developed, business changed, production technology improved, and new means of communication and information processing appeared.

The practice of management has changed - the teaching about management has also changed. However, managerial thought did not play the role of passively following the practice of management. Moreover, it was the new ideas in the field of management, put forward and formulated by the leading minds of management thought, as well as new approaches to the implementation of management that marked the milestones from which there were broad transformations in the practice of management. The course work will consider only those approaches and teachings about management that are widely known and accepted in most countries of the world.

The management system is based on well-established and validated methods and principles. What are management principles and is it possible to do without them in modern production? Indeed, in the past, without knowing about any principles, people successfully conducted their economic activities. It should be noted here that in their activities people have always been guided by certain principles, perhaps simplified. In the relatively recent past, there was no complex system of economic ties due to the development of specialization and cooperation of labor and scientific and technological progress.

The relevance of the topic is due to the fact that in modern conditions, without relying on thoroughly grounded and proven management principles, it is impossible to ensure the effective development of an enterprise and the economy as a whole. The basic principles define the philosophy and strategy of managing the enterprise and its links. To a certain extent, they are intended to serve as an advertisement for the enterprise. Based on the principles developed, the goals of the enterprise are adjusted, priorities are specified, its policy is formulated, and methods are developed. The implementation of the principles, goals, priorities and policies of enterprises is carried out using appropriate working methods, instructions, regulations and standards.

The aim of the work is to study the theoretical foundations of management principles for their application in the management of a modern Russian organization.

To achieve this goal, it is necessary to solve the following range of tasks:

Determine the essence of management;

Consider the concept of management principles and their classification;

Describe general and specific principles of management;

Describe modern management in Russian organizations;

To suggest some modern management principles for use in the practice of managing Russian commercial firms.

When writing this work, special literature was used, which contributed to the disclosure of the material.

The coursework consists of five chapters, completed on 29 pages, an introduction, a conclusion, a list of used sources and an appendix.

1. ESSENCE OF MANAGEMENT AS A TYPE OF MANAGEMENT OF A COMMERCIAL ORGANIZATION

Management is a type of management that best meets the needs and conditions of a market economy. Management is an analogue of the term "management". This is his synonym, but not fully. The term "driving" is much broader as it applies to different types of human activities (eg driving a car); to different spheres of activity (management in inanimate nature, in biological systems, government management); to governing bodies (subdivisions in state and public organizations, as well as in enterprises and associations). The term "management" is of American origin and is translated into another language literally. In English-speaking countries, it is used quite freely and in various meanings, but always in relation to the management of economic activity, while other words are used for other meanings. For example, the term "control" is used to denote control in inanimate nature; for state or public administration - the terms "government administration" or "public administration", which only emphasizes its belonging to the economic sphere of activity. The term "management" is applied only to the management of socio-economic processes at the level of the organization (commercial firm) in market conditions. Management has its own economic mechanism aimed at solving specific problems of interaction in the implementation of socio-economic, technological, socio-psychological problems arising in the process of economic activity. The economic mechanism of management is objectively determined by the implementation of the company's economic activities in market conditions, when the results of management and economic activities are evaluated in the market in the process of exchange. The economic mechanism of management consists "of three blocks: internal management; production management; personnel management. The successes and failures of an enterprise are, first of all, the successes and failures of management. And if we proceed from the statement that an enterprise is primarily people, then management - is the organization of the activities of employees. Personnel - the most important element of the production process at the enterprise. Financial means, capital for investment when creating a new enterprise can be obtained in the capital market. Finding competent workers, professionals is much more difficult. Management means organizing the work of the team in such a way that it met the needs of employees to the maximum extent and allowed them to intensify their work and increase its efficiency. The main thing in management is to set goals that meet the interests of the enterprise - Management by objectives. This is the fundamental difference between managers and old-style leaders. Management as an independent type of professional activity assumes that the manager is independent of the ownership of the capital of the firm in which he works. He may or may not own shares in the firm, working for hire as a manager. The labor of a manager is a productive labor that arises in the conditions of a combination of high-tech production with a high level of specialization of workers, providing communication and unity of the entire production process.

2. CONCEPT OF MANAGEMENT PRINCIPLES, THEIR CLASSIFICATION

The word "principle" comes from the Latin principium beginning, basis. In the most general form, the principles of management can be defined as the original in relation to the management process norms, rules and patterns arising from the essence and level of development of society and its productive forces, the observance of which (norms, rules and patterns) contributes to the achievement of the goals set for society and the decision tasks.

Thus, the principles of management reflect the objective reality that exists outside and independently of a person's consciousness, in other words, they are objective. At the same time, each of the principles is an idea, that is, a subjective construction, a subjective construction, which is mentally performed by each leader at the level of his knowledge of the general and professional culture. Since the principles belong to the subject, they are subjective in nature. The more the reflection of the principle in the mind of a person approaches the law, the more accurate the knowledge, the more effective the activity of the leader in the field of management.

The content of management principles is significantly influenced not only by the laws of management known to modern science and the accumulated experience. The factors that determine the principles of management include the existing methods of carrying out production activities, the form of ownership of the means of production, as well as sociocultural factors.

Classification of management principles.

In the literature, there is no unified approach to the classification of management principles, there is no consensus on the content of the basic management principles. Some of the proclaimed principles, in essence, are the rules of conduct for managers or governing bodies, some follow from the basic principles, that is, they are derivatives.

The principles of management are very diverse. The classification of principles should be based on the reflection of each of the selected principles of various aspects of management relations. The principles should correspond to both partial and general goals of increasing production efficiency, socio-economic development. The principles of management are not only for the construction of speculative schemas. They quite rigidly determine the nature of the connections in the system, the structure of the governing bodies, the adoption and implementation of management decisions.

General principles of management are universal and apply to all areas of management and sectors of the economy.

Private management principles are local in nature and regulate only individual management processes, industries, organizations and divisions. Each branch of the economy or individual organization independently develops its own management principles in accordance with established traditions, culture, historically established requirements, etc.

3. CHARACTERISTIC OF GENERAL MANAGEMENT PRINCIPLES

Any activity has its own laws, patterns and principles that set the boundaries acceptable in a particular area. Principles in management are one of the most explored categories because they set the requirements for running an organization, describe what a manager should be like, and provide the basis for effective management. There is no doubt that each personality has its own characteristics, and a modern leader is not at all obliged to follow the principles of management, for example, by Henri Fayol, formulated at the beginning of the 20th century. On the contrary, each manager has the opportunity to formulate his own requirements for personnel or even for shareholders, but, nevertheless, general management principles are valid for absolutely everyone, since this is their nature.

The main principles of management may include:

1) scientific character;

2) consistency and complexity;

3) unity of command and collegiality;

4) democratic centralism;

5) a combination of sectoral and territorial approaches to management.

Scientific principle.

This principle requires the construction of a management system and its activities on strictly scientific grounds. Like any principle that reflects development, it must have an internal contradiction, since internal contradiction forms an internal logic, creates an internal impulse for development. One of the contradictions of the scientific principle is the contradiction between theory and practice. It requires the use of aggressive scientific ideas (the results of scientific knowledge - from the phenomenon to the essence, from the essence of the first kind, less deep, to the essence of the second kind, deeper, etc., infinitely). However, the need to organize the management process in specific conditions, to solve specific problems requires a time limitation of the cognition process. This contradiction is resolved through active research of scientific problems of management of multipurpose, complex teams, the maximum use of computer technology. Another important contradiction of the scientific principle is the unity and contradiction of the objective and the subjective. This contradiction is universal and also applies to all other principles of governance. Objective in the principle of scientific character follows from the objective nature of the laws of control, on which the principles of control are based. Subjective in the implementation of the principles of management is inevitable, since the principles of management are realized only through the consciousness, will and aspirations of a person. Thus, the realized principle is inevitably subjective. The deviation of the process of cognition from objective logic (subjectivism) arises and manifests itself to the greater extent, the more the consciousness of the leaders departs from the objective logic of the development of nature, society and thinking. The higher the level of general culture and professionalism of the leader, the less opportunities for the manifestation of subjectivity. The need to comply with the scientific principle in management requires the involvement of the entire spectrum of modern knowledge, their careful synthesis, and above all, a complex of human sciences. At the same time, it is necessary to apply advanced methods of systems analysis in the field of economic sciences, philosophy, psychology, ethics, aesthetics, technical and technological sciences of ecology and in other areas.

The principle of consistency and complexity.

This principle requires both an integrated and a systematic approach to management. Consistency means the need to use elements of the theory of large systems, system analysis in every management decision. Complexity in management means the need for comprehensive coverage of the entire controlled system, taking into account all sides, all directions, all properties. For example, it can be taking into account all the features of the structure of the managed team: age, ethnic, confessional, professional, general cultural, etc. Thus, consistency means trying to structure problems and solutions vertically, complexity means expanding them horizontally. Therefore, consistency tends to be more vertical, subordinate links, and complexity - to horizontal, coordination links. At the same time, the abilities of managers can differ significantly, since in this case slightly different requirements are imposed on the mindset, its analytical and synthetic functions.

The principle of one-man management in management and collegiality in decision-making.

Any decision taken must be developed collegially (or collectively). This means the comprehensiveness (complexity) of its development, taking into account the opinions of many specialists on various issues. The decision taken collectively (collectively) is carried out under the personal responsibility of the head of the company (board of directors, shareholders, etc.). Each official is assigned precise responsibility for the performance of specific and precisely defined work. Thus, in a firm, vice presidents for science, production, marketing and other areas are fully responsible for the relevant sector of the firm. The problem is that any firm may face qualitatively new tasks, the solution of which is not provided for by the regulation. In this case, not only the leader must determine to whom the solution of certain tasks and the performance of certain work can be addressed, but also the subordinates must show reasonable initiative.

The principle of democratic centralism.

This principle is one of the most important and means the need for a reasonable, rational combination of centralized and decentralized principles in management. At the state level, this is the ratio between the center and the regions; at the enterprise level, it is the ratio of rights and responsibilities between the manager and the team. The contradictory nature of the principle of democratic centralism should be regarded as the existence, development, mutual transition of the polar opposites of democracy and centralism. With insufficiently favorable socio-economic conditions and tough management, centralism prevails. It is necessary in emergency conditions (warfare, economic or political crisis, ethnic tension, violation of moral and ethical norms by the leaders of the state). Democracy in management is the higher, the higher the level of qualifications of workers, the more creative the content of labor, the more stable and evolutionary the development of society. The most preferable in the management of the socio-economic system is the balance between centralism and democracy. In practice, however, often one thing prevails over the other. At the level of individual economic entities - enterprises, banks, stock exchanges, the principle of democratic centralism determines not only the degree of independence of branches, branches, subsidiaries, but also the degree of their responsibility for the actions performed. Further, the principle of democratic centralism determines the degree of independence and responsibility of each official before his leader. Thus, the principle of vertical democratic centralism permeates all power structures of government.

The principle of the unity of sectoral and territorial management.

The development of society is closely related to the progress of sectoral and territorial governance. Sectoral management characterizes the need to deepen specializations, increase the concentration of production. Territorial management is based on other targets. Problems of the most rational placement and development of productive forces require taking into account the requirements of ecology, the efficiency of using the labor force of employment of the population, the development of social infrastructure, the conformity of the nature of production to the characteristics of ethnic groups, and the satisfaction of the material and spiritual needs of society. And these are all regional problems. Any entrepreneur must draw for himself the appropriate conclusions arising from the operation of the principle of unity of sectoral and territorial management. The interests of the company he represents should be closely linked with the interests of the local authorities of the inhabitants of the region, where he is going to show his business activity - to build a branch of the enterprise, store and sell products, etc. Local authorities and the population should be his active dream books, knowing what benefits for the region will follow from the vigorous activity of certain companies.

4. CHARACTERISTIC OF PRIVATE MANAGEMENT PRINCIPLES - PRINCIPLES OF ACHIEVING SUCCESS

Private principles of management should not contradict the general ones, but may differ significantly from them. Private management principles have the right to reflect the characteristics of management as a separate industry, organization or department, and an individual leader.

In the group of private management principles, two subgroups can be conditionally distinguished.

The first subgroup includes principles relating to the implementation of individual management functions. This includes the principles of planning, organization, accounting, control, the principles of conducting marketing research activities, etc.

The second group includes management principles associated with individual aspects of management, for example, social, economic, organizational and technical, etc., as well as with levels of management (structural unit, organization, industry, national economy).

For the purpose of a detailed description of particular management principles, let us consider in more detail some of the principles included in the above subgroups.

To characterize the first subgroup, we use the principles of organization and accounting as an example. Among the principles of the organization, the principles of priority, the principles of compliance and the principles of forming the process of organization are distinguished.

The priority principles include the principles of the priority of the goal, the priority of functions over the structure when creating organizations, the priority of structures over the functions of existing organizations, the priority of the subject of management over the object of management when creating a structural unit, the priority of the object of management over the subject of management for existing organizations.

The goal priority principle is formulated as follows. In a goal-task-function system, the highest priority is the goal, then the task, and then the function.

The principle of the priority of functions over structure in the creation of organizations states: the design and creation of new organizations is primarily caused by the need to implement specific functions. In cases where there is no possibility of forming a set of structural divisions of the organization, in accordance with the set of functions, other options for building the organization are considered, based on the priority of the goal, the achievement of which should serve the above functions.

The meaning of the principle of priority of structures over functions in existing organizations is as follows. In formed and normally functioning organizations, interaction processes proceed in such a way that the missing elements of the system gradually appear, and the redundant ones gradually die off. According to this principle, operating organizations are only able to perform a limited range of functions. In the case of going beyond the specified range, it is very likely that a situation will arise when the organization is not able to ensure the solution of its tasks.

The principle of the priority of the subject of management over the object of management in emerging organizations has the following content. In the process of creating an organization, its founders must choose, in accordance with their needs and capabilities, the work collective, the nature of the activity, the organizational and legal form and other parameters of the organization.

The essence of the principle of priority of the object of management over the subject for operating organizations is as follows: managers of all levels of management of the organization should be appointed in accordance with the characteristics of the needs of specific structural units.

The principles of conformity include: the principle of conformity of the set goals to the allocated resources, the principle of conformity of management and subordination, the principle of its conformity to production efficiency and economy, the principle of the optimal combination of centralization and decentralization of production and management.

The principle of conformity of the set goal to the allocated resources has the following content: each goal must correspond to a set of financial, raw materials, material, energy and human resources, allowing to ensure the achievement of the specified goal.

The principle of conformity of management and subordination states: each employee should have one line manager and any number of functional leaders.

The principle of correspondence between production efficiency and economy can be formulated as follows: for each organization, correspondences must be found between operating efficiency and total costs. This principle establishes a rule, according to which any additional costs of the organization must be justified by the expected or actual increase in the efficiency of its functioning.

The organization process should be built on the basis of the following principles:

· Primary focus on achieving the set goal, and not on the elimination of internal and external disturbing influences;

· An integrated approach to the study of controllable and uncontrollable factors affecting the organization process;

· Ensuring the objectivity of the process;

· The most optimal and complete information support of the process;

· Strict regulation of operations and procedures at all stages of the projected process;

· Correspondence of the properties of the process to the technical, economic, social and organizational resources of the organization.

The principles of organization and implementation of management accounting include:

· The continuity of the enterprise;

· Use of uniform units of measurement for planning and accounting;

· Assessment of the performance results of both the enterprise as a whole and each of its structural divisions separately;

· Continuity and multiple use of primary and intermediate information for management purposes;

· Formation of a system of indicators of internal reporting of the organization as the basis of communication links between different levels of management and individual structural units located at the same management level;

· Application of the budget (estimate) method of cost and inventory management;

· Completeness and analyticity, providing comprehensive information about accounting objects;

· Frequency, reflecting the production and commercial cycles of the enterprise, established by the accounting policy.

To characterize the second group of private management principles, let us consider the principles of personnel policy. In the c topic of the principles of organization and implementation of personnel policy, several different groups can be distinguished. The most indicative of them are a group of principles for building a personnel management system and a group of principles for personnel selection.

The formation of the organization's personnel management system is carried out on the basis of the following principles of the adequacy of the personnel management functions to the goals of functioning, the primacy of the personnel management functions, the optimal ratio of intra- and infra-functions of personnel management, prompt response to changes in the specifics of the functioning of the organization, potential imitations.

The principle of the adequacy of the functions of personnel management to the goals of functioning has the following content: the formation and change of functions of personnel management should be carried out in strict accordance with the goals and needs of the functioning of the organization.

The meaning of the principle of the primacy of personnel management functions is as follows: the composition, quantitative and qualitative characteristics of the elements of the personnel management system, as well as the nature of information links and interactions between them, are directly dependent on the content of personnel management functions.

The principle of the optimal ratio of intra- and infra-functions of personnel management determines the necessary proportions between the functions aimed at organizing the personnel management system, i.e. intra functions, and functions of personnel management, i.e., infra-functions.

The essence of the principle of prompt response to changes in the specifics of the organization's functioning lies in the need to anticipate the orientation of personnel management functions towards the development of core activities in comparison with functions aimed at auxiliary activities.

The principle of potential imitations states: the temporary retirement of individual employees of the organization should not interrupt the process of its functioning. In other words, each employee must be able to fulfill the official duties of a superior and a subordinate employee or two employees of his level.

In the recruitment process, it is necessary to take into account the following basic principles: the principle of the situation, the principle of compatibility, the principle of combination, the principle of compensation and the principle of dynamism.

The essence of the principle of the situation is that in the process of recruiting, it is necessary not only to take into account the general compliance of the characteristics of the candidate with the requirements of a particular position, but also to take into account the specific situation that has developed.

The principle of compatibility in the selection of external employees and internal rotation of personnel is of great importance. This principle indicates that when filling vacant positions, the head of the organization must take into account a number of features.

First of all, it should be remembered that own employees applying for a new position are already an integral part of the organization and therefore, bypassing the adaptation period, they can immediately begin to fulfill their official duties with full dedication. At the same time, employees hired from outside must make a number of efforts to "fit" into the team and become an integral part of it. However, on the other hand, such employees can more objectively assess the processes taking place in the organization, drawing the attention of the management to the shortcomings that have become habitual and are perceived by other employees as a matter of course.

The principle of combination is equally important in the recruitment system. Its meaning is to ensure the optimal integration of the joint efforts of "old" and "young" workers. While the former are a kind of carriers of life and work experience, the latter are more active and less conservative, and often have more modern, progressive knowledge. A rational combination in all structural divisions of the organization of workers of both types is an essential condition for the effective functioning of the organization.

Finally, the principle of dynamism establishes the need to combine mobility and stability. Mobility allows you to timely carry out activities for the promotion and rotation of personnel in accordance with changes in the external environment and the needs of the organization itself. Stability is essential for the implementation of long-term programs.

Principles for achieving success.

The main goal of the existence of any business and the creation of any company is to lead the company to the pinnacle of Success, consolidate it there and give it the opportunity to boldly look into the future, seeing there new prospects for its development. The essence of business lies in the constant improvement of the company itself, its strategy and tactics in the struggle for a place in the market, in the pursuit of excellence. Increasing capital, making a profit and developing a company, hope for the future - these are the components without which business is unthinkable. It is also unthinkable without talented managers who can lead people and realize everything they have planned.

An effective leader must have the skills of business communication, competently select personnel, rationally organize the work of the unit, effectively using the techniques of delegation of authority, planning and distribution of working time; know the interdependencies within the organization, the peculiarities of its corporate culture; to be able to prevent and skillfully resolve industrial conflicts in the work collective, to manage their behavior in stressful situations.

And one more important note: no matter what the leader does, he, to one degree or another, must devote part of his time to all four of his functions: planning, organizing, motivating and controlling. If he devotes too little time to planning, then he risks drowning in the daily routine and losing sight of the strategic goals of the organization. If he overlooks the organizational aspect, does not create the appropriate structure to carry out his plans, then the efficiency of his team will not be as high as it could be. Ignoring the motivational factor leads to the fact that staff either start working with low returns or even leave the company altogether, and the lack of control over the implementation of their decisions adversely affects the authority of the boss. Therefore, we can say that the main factor in the art of leading people is to find the optimal balance between these four management functions.

At the same time, there seems to be no single, universal recipe for successful leadership that is valid for all times and peoples. The set of priority areas on which the leader of a commercial organization should focus depends on at least three factors: the personal characteristics of the leader himself, the requirements of the social environment and the current situation in the market for goods or services. Thus, in a democratic society, the principles of successful company management will be different than in a rigidly structured hierarchical society, and strategies that are effective in an economic recovery will not work in an era of global crisis. It is just as important for a leader to consider his own personality and moral principles. For example, a leader who is accustomed to taking risks and relying on intuition simply cannot copy the leadership style of another leader who is inherent in caution and relies on accurate calculation.

Nevertheless, analysts continue to try to find common features inherent in all successful leaders, to identify the core of effective leadership, through the use of which the best leaders lead their organizations to success. For example, Thomas Neff and James Citrin, analyzing America's 50 Most Effective Business Leaders, identified six key management principles, which they cite in their book Leadership Lessons. These are the fundamental, from the point of view of the above authors, principles:

1. Be honest and lead by example.

2. Develop a winning strategy.

3. Build a strong management team.

4. Inspire employees to achieve global goals.

5. The organization must be flexible and ready for change.

6. Create a leadership and reward system.

It is difficult to disagree with these principles, although some of them require clarification, especially the sixth point, since the set of these principles does not indicate how exactly the remuneration system should be built.

Bill Gates' success secrets.

Microsoft's history is one of rapid, continuous growth in one of the most competitive industries in the world. Under the leadership of Bill Gates, who co-founded the company with Paul Allen in 1974, it has grown from a two-person business to an organization with over forty-eight thousand employees and over $ 25 billion in net worth.

Careful analysis reveals ten secrets that explain the success of Microsoft and its remarkable CEO.

1. To be at the right time in the right place. Microsoft's success can easily be seen as a result of a rare piece of luck in equipping IBM with the operating system for its first personal computer. But this is more than just luck, as it seems at first glance. Gates understood the importance of the deal with IBM. He realized that she could change the history of the personal computer, and for over six months worked tirelessly to increase his chances of "being lucky."

2. Fall in love with technology. One of the most important aspects of Microsoft's continued success was Gates' technical expertise. He controls all key decisions in this area. In many cases, he saw the future direction of technology more clearly than his rivals. Therefore, he was ready to lead the process.

3. Take no prisoners. Gates is a fierce opponent. In everything he does, he is determined to win. When making deals, this makes him especially tough in negotiations. This, however, does not bother him much, and he is an unsurpassed expert in eliminating opponents.

4. Hire only the smartest. “People with a high intelligence quotient” is Microsoft's definition of the smartest. From the beginning, Gates insisted that the company attract the very best minds. He hates mediocrity. In some circles, this is regarded as elitism and has been criticized. But this approach has a number of positive aspects. A company can attract many brilliant students straight out of college who are attracted by the prospect of working in the best location in their area of specialization.

5. Learn to stay afloat. At Microsoft, Gates has created a restless, self-learning machine. In his opinion, this is the only way to avoid repeating his mistakes. Its competitors are not so careful.

6. Don't expect gratitude. If there is a lesson that Gates learned particularly painfully, it is that fame and meanness are always inseparable. You cannot become the richest person in the world without making enemies for yourself.

7. Take the position of a visionary. Bill Gates is a new type of business leader. Over the years, he has consistently proven himself to be a visionary for the computer industry. His deep understanding of technology and unique way of synthesizing data gives him a special ability to see the trends of the future and manage Microsoft's strategy. This is awe-inspiring for Microsoft fans and awe of its rivals.

8. Keep all positions under control. The key to Microsoft's success is its ability to manage a large number of projects at the same time. Gates himself is a true “man of many tasks” - he is said to be able to have several conversations on various technical topics at the same time. This remarkable ability is reflected in the company's tactics. She is constantly exploring new markets and new software applications. This allows the company not to miss out on the next “big deal”.

9. Build a business in byte dimension. In terms of value in the stock market, Microsoft remains a relatively small company. Internally, it constantly continues to split into smaller cells in order to maintain an optimal environment for the management team. Sometimes change comes around so quickly that it seems Microsoft is creating new offshoots almost every week. Gates is counting on maintaining a simple structure to keep him in full control of the company. When he begins to feel that the lines of communication are becoming stretched or tangled, he will not hesitate to simplify the structure.

10. Never take your eyes off the ball. Gates has been at the pinnacle of his profession for two decades. During this time, he became the richest man in the world - not bad for a man in his fifties. Despite his immense wealth and accomplishments, Gates still shows no signs of slowing down. According to him, he is driven by a constant fear that he may miss the next "big deal." He has no intention of repeating the mistakes of other big computer companies such as IBM and Apple.

The appendix contains a table designed to give a comparative description of the principles of modern management and the principles of the classical school.

Representatives of the classical school in management tried to look at organizations from the point of view of a broad perspective, trying to determine the general characteristics and patterns of organization. And the goal of the classical school was to create universal principles of management. This goal was based on the idea that adherence to these principles will lead the organization to success. In defining the core business functions, the classic theorists were confident that they could determine the best way to divide an organization into divisions or work groups. These functions have traditionally been considered finance, marketing and manufacturing. Fayol's main contribution to management theory was that he viewed management as a universal process consisting of several interrelated functions such as planning and organization.

As a result of comparing the principles of classical and modern schools, we can conclude that there are a lot of differences, but there are still similarities. Representatives of both schools considered it necessary to provide the employee with a fair remuneration, only unlike the classics, Bill Gates allows his employees to share the company, thereby making more people millionaires than any entrepreneur in history. Gates constantly sought out and hired the smartest people in the computer industry. It is a well-thought-out strategy to provide the company with the highest quality staff. He is one of the first entrepreneurs to truly understand that the main thing in business is intellectual capital.

There are also many other principles of management, I think that it is not worth listing them all, I would like to touch upon only one more aspect of management activity. The principles of management by Henri Fayol reflect not only the economic principles of management, but also the psychological principles of influencing personnel and interacting with them. In this aspect, the author found the most interesting 6 basic commandments of Harvey McKay, defining the requirements for the manager himself, in the presence of which he can productively manage the company.

1. A businessman must always be in shape.

2. Business life abhors a stop.

3. Knowledge does not become power if it is not applied.

4. Believe in yourself, and Success will come to you.

5. Don't believe someone who says that little things mean nothing to a manager. Little things are everything.

6. You will be indifferent to people until then. until you take care of them.

5. USE OF MANAGEMENT PRINCIPLES IN THE GOVERNANCE OF A MODERN RUSSIAN ORGANIZATION

Management principles are quite relevant in today's Russian business. The fact is that in the conditions of complete state control over production, there was no need to reckon with the human factor to the extent that it is necessary to do this now if the employee has an alternative to state enterprises - the private sector of the economy.

Many people created their business on the wave of the divestiture of the economy and now, after the recession in the excitement around this process, they have a choice: either to create their own system of personnel and production management, or to accept what is known and applied throughout the world. Moreover, it is impossible to mindlessly copy the management that works properly in the conditions of the Western economy without taking into account the specifics, it is necessary to create an adapted concept, taking into account the specific historical and economic factors of economic development in our state.

The history of management in Russia after 1917 is 16 years old. The starting point is considered to be the creation in August 1990 of the Association of Managers, which laid the foundation for the creation of the theory of Russian management. During the existence of management in our country, Universities and other educational institutions were created with the aim of developing programs for training personnel to work in a non-monopoly economy and free enterprise.

Considering the various components of management, its schools and management schemes, it is clearly seen that the goal of each of them, in general, is the same - they are called upon to lead the company to the pinnacle of Success. Therefore, we can conclude that both the goal of management as a management system and its essence is to use all available means to lead the company along the chosen line to the top of commercial success, which is the goal of any business in any area.

The importance of management was especially clearly recognized in the thirties. Even then it became obvious that this activity had turned into a profession, the field of knowledge - into an independent discipline, and the social stratum - into a very influential social force.

There is no national model or concept of management in Russia. Management in Russia is a symbiosis of European and Asian style of management. Management - in Russian "management" - a function, a type of activity to guide people in a wide variety of organizations.

The basic tenets of modern management have been formulated based on the needs of the United States. They paid little attention to the basics of management, which are so needed today in Russia and are very interesting from the point of view of analyzing the problems of Russian management.

We will present the use of management principles in the management of a modern Russian organization using the example of the projection of E. Deming's principles into Russian practice (see Table 1).

In his famous book "Overcoming the Crisis" E. Deming told the Americans his vision of modern management, which allows you to constantly improve product quality, improve enterprise manageability while reducing costs. Deming formulated new approaches in the form of fourteen principles of management theory.

Deming was confident, based on the results achieved by the Japanese industry, that these 14 principles would organically complement the existing American management practice and his work would help transform the American style of management. Indeed, thanks to such preachers of new approaches as Deming, Juran, Crosby, Feigenbaum, Ishikawa, Tauguchi, American industry was able to overcome the crisis of the 70s and 80s.

Deming formulated his principles primarily based on the needs of the United States, drawing attention to those points that were underdeveloped in the United States at that time. He did not pay attention to the fundamentals of management, which were mastered by the Americans, but which are so necessary today in Russia. We must pay attention to them ourselves. In addition, it is very important to understand our specificity and not to confuse it with uniqueness. We will not consider all the principles, but confine ourselves to the most relevant ones.

Table 1. - Projection of Deming principles to Russian practice

Deming's principles	Projection on Russian practice	As a rule, there are no long-term goals, all managers are busy with current problems. There is constancy. It is constancy in resistance to necessary changes, in the desire to act in connection with the prevailing stereotypes. In Russia, it is necessary to establish the constancy of change for the better.
2. New philosophy. Embrace a new philosophy. We are in a new economic era started in Japan. We can no longer get along with the usual accepted level of delays, errors, defects in materials, defects in work. A transformation of Western management is needed to stem the continuing decline of the economy.	The new philosophy is absent both at the country level and at the level of most companies. There are no transformation ideas. Pagan mentality: idols, enemies, dark forces-oligarchs, conspiracies, xenophobia. Teaching the Total Quality Philosophy (TQM) philosophy is the foundation of prosperity management.
3. End the practice of purchasing at the cheapest price. End the practice of evaluating and selecting your suppliers based solely on the price of their products. Instead, along with the price, ask for serious confirmation of its quality. Reduce the number of suppliers of the same product by rejecting the services of those who could not statistically confirm its quality. Strive to receive all shipments of a given component from only one manufacturer on the basis of a long-term relationship of mutual loyalty and trust. The goal in this case is to minimize the overall cost, not just the initial cost. As a result, the procurement and procurement departments will have new responsibilities that they need to take a good look at.	In Russia, the problems of procurement and relations with suppliers are of a different nature: deliveries through numerous intermediaries, the criminalization of the procurement sphere - kickbacks, offset - as a way to transfer income. It is extremely rare for consumers to introduce full-fledged quality requirements into contracts, they cannot influence monopolistic suppliers, for example, suppliers of metals and raw materials. Rarely are registers of approved suppliers maintained. Systematic work with suppliers is just beginning in companies. Examples of partnerships are unknown. Buyers should move from the rear to the forefront and take responsibility for the quality of supplies.
4. Improve every process. Improve continually, today and forever, all your planning, manufacturing, and service delivery processes. Continuous improvement of the system, including development and design, supply of components and materials, maintenance and improvement of equipment operation, management and organization methods, training and retraining of personnel is the primary responsibility of management.	Process thinking, process approaches are actually not developed. Processes are understood only as technological processes. Statistical quality improvement methods such as the 7 Simple Japanese Methods are hardly used. We can talk about the statistical illiteracy of the staff of most companies. However, where process improvement is applied systematically, the results are impressive. In Russia, we should talk about replacing, where possible, Taylor's systems with Shewhart's systems.
5. Introduce training and retraining of personnel into practice. Put into practice modern approaches to training and retraining for all workers, including leaders and managers, in order to better use the opportunities of each of them. Keeping pace with changes in materials, methods, product design, equipment, technology, functions and service methods requires new skills and abilities.	A number of enterprises pay great attention to this. The problem is what to teach and who will teach. Training programs are of a random nature, not aligned with the strategic goals of companies. Few CEOs in Russia understand that staff training is a great investment. In Russia, where there is no labor migration, the opportunities for investment in education, training and retraining of personnel are close to those in Japan.
6. Establish "leadership". Learn and practice leadership as a work method designed to help workers do their best job. Leaders at all levels should be responsible not for bare numbers, but for quality. Improving quality automatically leads to higher productivity. Managers and managers must ensure that immediate action is taken when signals are received of defects, faulty or malfunctioning equipment, poor tools, unclear work instructions (operational definitions) and other factors.	There are leaders in Russian management, but, as a rule, only at the highest level. Leadership is generally discouraged; moreover, CEOs believe that there should be only one leader in enterprises, and it is clear who. Leadership as an institution is suppressed. The culture of working with numbers (data) does not threaten Russia yet. Managers do not know how to work with data, and the data is not collected or processed as needed. Management is carried out at the level of intuition, sensations, opinions, premonitions, but not facts. Russian captains navigate the ships of the companies in the dark without instruments at their own risk and fear. "Russian roulette". It's time to turn on the spotlights, learn to work with data.
7. Cast out fears. Encourage effective two-way communication and other means to root out fear, fear, and hostility from within the organization so that everyone can work more efficiently and productively for the good of the company.	Great principle. But a person without a goal, without morality, without principles and without fear is even more dangerous than a person suppressed by fear. The Russian thesis should sound like this: "Replace fear of leadership with clarification of goals and objectives, corporate values, education of morality, ethical rules of conduct; direct efforts to create a corporate culture based on cooperation, respect, trust, creativity, initiative."
8. Encourage the pursuit of education and self-improvement. Establish a vibrant education and self-improvement program for all workers. An organization needs more than just people, it needs workers who improve through education. Knowledge is the source of successful advancement in achieving competitiveness.	Great, but first the managers themselves need to start learning. The desire to learn from them is extremely rare, in this regard, the encouragement of the desire of employees and workers for self-education is hypocritical and dangerous for the managers themselves. Finally, they must assume at least half of the responsibility (the other half lies with politicians) for the economic situation in the country and the poverty of the bulk of the population. Russian managers, encourage yourself to strive for self-education and self-improvement. Become an example to all workers. There are already examples of such behavior of managers.

A very brief, concise examination of the projection of Deming's principles onto Russian companies shows a multifaceted specificity. Not all of Deming's 14 principles are relevant for Russia, but their consideration allows formulating other principles, the implementation of which is very important for Russian organizations.

The management process should be purposeful, that is, it should always be carried out for a reason, but be focused on solving specific problems that are currently facing the organization. Any management process must be based on the principle of consistency. In some cases, the sequence of management actions can be cyclical, implying their repetition in the same form at regular intervals. The continuity of the implementation of business processes in the organization requires, respectively, and the continuity of their management, control and coordination of personnel. The latter requires an optimal combination of centralized regulation and self-government of individual elements of the organization. Since self-regulation is carried out by people, it is impossible without observing such a principle as taking into account the individual characteristics and psychology of workers, as well as the laws of interpersonal relations and group behavior.

In order for the management process to proceed normally, it is necessary to observe such an important principle as ensuring the unity of rights and responsibility in each of its links. An excess of rights in comparison with responsibility leads in practice to managerial arbitrariness, and the lack of rights paralyzes the business activity and initiative of employees. Here, the competitiveness of management participants is considered important on the basis of personal interest in success, supported by a variety of motivators, such as material incentives, the possibility of promotion, and self-realization. In modern conditions, the management process cannot be truly effective without observing such a principle as the widest possible involvement of performers in the process of preparing decisions, since decisions in which their own work and ideas are invested will be implemented with greater activity and interest.

CONCLUSION

The principles of management are the initial norms, rules and patterns following from the essence and level of development of society, as well as its productive forces. Compliance with the above norms, rules and patterns contributes to the achievement of the goals of functioning and the solution of the assigned tasks.

Any socio-economic system is created and functions to achieve certain specific goals, therefore, the principles that govern the organization's managers should be selected individually in each specific case based on the goals of functioning.

In the process of classifying management principles, it is advisable to subdivide them into two main groups. The principles that make up the first group are general management principles related to the management system as a whole. The second group includes private principles relating to individual parts and elements of the control system. The basis of the system of general principles of management are the following principles: scientific, systematic and comprehensive, one-man management and collegiality, democratic centralism, a combination of sectoral and territorial approaches to management.

In the group of private management principles, two subgroups can be conditionally distinguished. The first subgroup includes principles relating to the implementation of individual management functions. The second group includes management principles associated with individual aspects of management, for example, social, economic, organizational and technical, etc.

In practice, there can be a lot of management principles. Perhaps the most important of these principles can be considered scientific in combination with elements of art.

For the creative and effective use of management principles, it is necessary to reveal and comprehensively investigate the objective laws and patterns of management. In turn, since the laws and patterns of management are based on the laws of the development of nature, society and thinking, it is necessary to form a perfect system of scientific knowledge of each leader, the broadest cultural and professional outlook.

Management uses the data and conclusions of many sciences, since it is almost impossible to manage a complex modern economy "on a whim." At the same time, the situation can change so rapidly and unpredictably that there is simply no time to search for a scientifically sound solution, and then you have to use unconventional approaches. This requires from the leader, in addition to deep knowledge, great experience, mastery of the art of interpersonal communication, the ability to find a way out of desperate situations.

LIST OF USED SOURCES

1. Vikhansky O.S., Naumov A.I. Management: person, strategy, organization, process. - M .: 1995.

2. Vesnin V.R. Fundamentals of Management - M .: Triada LTD, 1996.

3. Gerchikova I.N. Management: Textbook - M .: UNITI, 2001.

4. Dearlav D. Business path: Bill Gates. 10 secrets of the world's richest business leader. - SPB .: Publishing house "Krylov", 2003.

5. Lapidus V.A. Projection of Deming's management principles into Russian practice. /.

6. Lebedev O.T., Kankovskaya A.R. Fundamentals of St. Petersburg Management: 1998.

7. Mescon M.H., Albert M., Headourn F. Fundamentals of Management - M., 1992.

8. Mumladze R.G. Management: Textbook. - M .: Publishing house "Paleotype", 2002.

APPENDIX

Comparative characteristics of the principles of modern management and the principles of the classical school

Bill Gates Principles	The principles of the classical school
1. To be at the right time in the right place. The one who sets the standard wins. Trust technology to shape your strategy.	1. Division of labor. Specialization is a natural order of things. The purpose of the division of labor is to carry out work that is larger in volume and better in quality, with the same effort. This is achieved by reducing the number of goals to which attention and effort must be directed.
2. Fall in love with technology. Invest more in research and development than everyone else.	2. Authority and responsibility. Authority is the right to give an order, and responsibility is its constituent opposite. Where authority is given, responsibility arises.
3. Take no prisoners. Weigh the risks and benefits. Never stop there.	3. Discipline. Discipline involves obedience and respect for the agreements reached between the firm and its employees. Establishing these agreements linking the firm and the workers should remain a top priority for industry leaders.
4. Hire only very smart people + work the hardest.	4. One-man management. An employee should only receive orders from one immediate supervisor.
5. Learn to survive.	5. Unity of direction. Each group, acting within the framework of one goal, should be united by a single plan, have one leader.
6. Don't expect any thanks. Don't let the envy of others hurt you.	6. Subordination of personal interests to general interests. The interests of one employee or group of employees should not prevail over the interests of a company or a larger organization.
7. Take the position of a visionary. His job is to predict the future.	7. Remuneration of personnel. In order to ensure the loyalty and support of workers, they must receive a fair salary for their service.
8. Close all bases. Manage to do a lot of things at the same time. Never stop and never stop learning.	8. Centralization. Like the division of labor, centralization is the natural order of things.
9. Build a byte business. Maintain the feeling of working in a small company.	9. Scalar chain. A scalar chain is a series of people in leadership positions, ranging from the highest-ranking person in the chain down to the grassroots leader.
10. Never take your eyes off the ball for anything. Don't look back, create the future and stay insatiable.	10. Order. A place for everything and everything in its place.
	11. Justice. Fairness is a combination of kindness and justice. High employee turnover reduces the efficiency of the organization.
	13. Initiative. Initiative means developing a plan and ensuring its successful implementation. This gives the organization strength and energy.
	14. Corporate spirit. Union is strength, and it is the result of staff harmony.

The concept of the management principle. General and specific principles of management. Principles of administrative management. Labor productivity principles. Principles of effective delegation of authority in an organization. The principles of formation and rationalization of organizational structures and organizational processes. Structural principles, process principles and outcome principles. Principles of static and dynamic organization, principles of organizational audit.

The principles of management (including management in the internal affairs bodies) are a manifestation of objective laws in the subjective form of public consciousness. They reflect the laws and relationships of the socio-political nature and content. Identification and justification of management principles must meet certain requirements. The requirements for the principles are as follows: 1) reflection of the main, objectively necessary manifestations of management; 2) characteristics of stable relationships and connections; 3) coverage of relations and relationships inherent in management as an integral phenomenon; 4) reflection of the specifics and differences in the types of management.

It is advisable to group management principles into two groups - general and private... General management principles include principles of applicability, consistency, multifunctionality, integration, value orientation.

Applicability principle- the management develops a kind of guide to action for all employees working in the company.

The principle of consistency- management covers the entire system, taking into account external and internal relationships, interdependencies and openness of its own structure or system as a whole.

The principle of multifunctionality- management covers various aspects of activities: material (resources, services), functional (labor organization), semantic (achieving the ultimate goal).

Integration principle- inside the system, various ways of relations and views of employees should be integrated, and outside the company, a division into its own worlds can take place. -

The principle of value orientation- management is included in the social world around it with certain ideas about such values as hospitality, honest services, favorable price / service ratio, etc. All this must not only be taken into account, but also structured its activities, strictly observing the named general principles.

The main private principle of management is an the principle of optimal combination of centralization and decentralization in management... The problem of combining centralization and decentralization in management is the optimal distribution (delegation) of powers when making managerial decisions.

The principle of combining centralization and decentralization presupposes the need for skillful use of one-man management and collegiality in management. The essence of one-man management lies in the fact that the head of a particular management level enjoys the right to solely decide issues within his competence. In essence, this is the granting of the manager of the organization with the broad powers necessary for him to perform the management functions assigned to him and the implementation of personal responsibility. Collegiality presupposes the development of a collective decision based on the opinions of managers of different levels, as well as the executors of specific decisions.

Observance of the correct balance between one-man management and collegiality is one of the most important tasks of management, on the correct solution of which its efficiency and effectiveness largely depends.

Principle of scientific validity management assumes that the head has scientific foresight, the ability to plan in time the socio-economic transformation of the organization. The main content of this principle is the requirement that all management actions are carried out on the basis of the application of scientific methods and approaches. Scientific validity of management means not only the use of science in the development and implementation of management decisions, but also a deep study of practical experience, a comprehensive study of available reserves. Its purpose is to transform science into a highly productive force.

The essence of the principle of planning consists in establishing the main directions and proportions of the development of the organization in the future. Planning permeates (in the form of current and long-term plans) all parts of the organization. The plan is viewed as a complex of economic and social tasks to be solved in the future.

The principle of combining rights, duties and responsibilities assumes that each subordinate must perform the tasks assigned to him and periodically report for their implementation. Everyone in the organization is endowed with specific rights and is responsible for the work entrusted to him.

The principle of private autonomy and freedom assumes that all initiatives come from free-running economic entities performing managerial functions at will within the framework of the current legislation. Freedom of economic activity is presented as professional freedom, freedom of competition, freedom of contracts, etc.

The principle of hierarchy and feedback is to create a multi-stage management structure, in which the primary (lower level) links are controlled by their own bodies, which are under the control of the next level of leadership. The same, in turn, are subordinate and controlled by the bodies of the next level. Accordingly, the goals for the lower levels are set by the bodies of a higher management body in the hierarchy.

Constant control over the activities of all parts of the organization is carried out on the basis of feedback. In essence, these are signals expressing the reaction of a controlled object to a control action. Through the feedback channels, information about the operation of the controlled system continuously enters the control system, which has the ability to adjust the course of the management process.

The essence of the principle of motivation is this: the more carefully managers implement the system of rewards and punishments, consider it taking into account unforeseen circumstances, integrate it across the elements of the organization, the more effective the incentive program will be.

The creator of the classical (administrative) management is Henri Fayol (1825-1925).

According to Fayol, principles are a beacon to help you navigate. He formulated 14 principles of management in relation to the activities of the highest management level:

1.Division of labor, i.e. specialization necessary for the efficient use of labor, in relation to all types of labor, both managerial and executive.

2. Power and responsibility... According to Fayol, power and responsibility are linked, the latter being a consequence of the former.

3. Discipline, i.e. respect for agreements designed to ensure obedience, diligence, vigor and outward display of respect. Fayol believed that the most effective means of influencing subordinates in order to strengthen discipline was the personal example of the boss.

4. One-man management... One-man command, according to Fayol, has the advantage over collegiality that it provides unity of point of view, action and management.

5. Unity of leadership... Activities pursuing the same goal should have one leader and be guided by a single plan.

6. Subordination of private interests to the general... The interests of an employee or a group of employees should not be placed above the interests of the enterprise; the interests of the state should be higher than the interests of a citizen or a group of citizens.

7. Reward... Labor incentives must be fair and provide the best possible satisfaction to employees and employers.

8. Centralization... Without resorting to the term "centralization of power," Fayol speaks of the degree of concentration or dispersal of power. The particular circumstances will dictate which option will “produce the best overall result”.

9. Scalar chain, that is, according to Fayol's definition, a "chain of chiefs" from the highest to the lowest rank.

10. Order, i.e. "everything (everyone) has its place, and everything (everyone is in its (his or her) place)."

11. Justice... Staff loyalty and dedication must be ensured by respectful and fair management of subordinates.

12. Workplace stability for staff... Fayol believed that excessive employee turnover was both a cause and a consequence of poor management.

13. Initiative, that is, according to Fayol's definition, thinking over and executing a plan. Since this "gives great satisfaction to every thinking person," Fayol encourages administrators to "sacrifice personal vanity" so that subordinates can take personal initiative.

14. Corporate spirit, i.e. the principle "In unity is strength".

Fayolle emphasized that these principles should be applied taking into account the specifics of the organization and specific conditions, noting that the system of principles can never be completed - on the contrary, it always remains open for additions, changes, transformations based on new experience, its analysis, comprehension , generalization. Therefore, the number of control principles is not limited.

Performance concept, or efficiency, is the main thing that introduced Emerson into the science of management. Efficiency is the most beneficial relationship between total costs and economic results.

Garrington Emerson's 12 Performance Principles:

1. Well-defined ideals or goals, which every manager and his subordinates strive to achieve at all levels of management.

2. Common sense, that is, a common sense approach to the analysis of each new process, taking into account promising goals.

3. Competent advice, that is, the need for special knowledge and competent advice on all issues related to production and management. A truly competent advice can only be collegial.

4. Discipline- submission of all members of the team to the established rules and regulations.

5. Fair treatment of staff.

6. Fast, reliable, complete, accurate and consistent records that provide the manager with the information he needs.

7. Dispatching, providing a clear operational management of the activities of the team.

8. Norms and schedules that allow you to accurately measure all the shortcomings in the organization and reduce the losses caused by them.

9. Normalization of conditions that provides the combination of time, conditions and cost that produces the best results.

10. Operations rationing, suggesting the establishment of the time and sequence of execution of each operation.

11. Written standard instructions, providing a clear statement of all the rules for the performance of work.

12. Performance rewards, aimed at encouraging the work of each employee.

Ten principles for effective delegation of authority

1. Start with the ultimate goal... Managers must clearly establish the results they expect from the empowered subordinate. A clear understanding of what needs to be achieved and why it is important is a prerequisite for delegating with concurrent entitlement. We cannot work, study or perform any other actions until we are aware of the goals and consequences of our activities. To make sure that the result that the manager expects does not contradict the desires of other employees, it should be associated with the personal benefits of employees and with the mission of the organization, pay attention to the meaning and meaning of the task (for example, providing a service, training, development).

2. Delegation of authority must be comprehensive... In addition to the desired end results, the manager needs to clearly define the context in which the assignment should be performed. Any organization has rules and procedures and a certain amount of resources; there are always certain limits that limit the performer's capabilities. All this needs to be explained when delegating authority.

3. Invite the employee to participate in the delegation of authority consideration. Usually, managers are not able to give subordinates full choice, but they can allow them to decide when the work should be done, what is the level of responsibility, when to start the work, how to get it done, what resources to use. All this expands the sphere of influence of workers. Such complicity of employees in the decision-making process should not be manipulative, that is, it should not be reduced to communicating previously made decisions to them. Rather, managers should ensure that employees are involved when the task requires it and when the performance of the work can result in the personal development of employees.

The subordinate should not only be given the opportunity to get all the information about the task that interests him, but also allow him to freely express his views on the parameters of the work.

4... Establish parity between rights and responsibilities... The most famous and general principle of delegation of authority. In order for subordinates to be successful, they should be provided with all the rights necessary to carry out the assigned task. In no case should a manager endow subordinates with excessive rights, that is, give them unnecessary power, freedom, resources and information.

5... Work within your existing organizational structure... Another important principle of delegating while granting rights is to delegate authority to the lowest organizational level at which a given task can be performed. Persons who are directly involved in the work and in decision-making should be involved in solving the problem. They usually have the most accurate and most complete information about a subject.

6... Provide adequate support during assignments. When delegating authority to subordinates, managers must ensure they are fully supported. To do this, they need to make public announcements and explain what they expect from employees. Among other things, they should constantly provide subordinates with the information and resources necessary to solve the task at hand. Subordinates should be provided with access to reports, news bulletins, customer data, articles relevant to the task at hand.

7... Pay special attention to accountability for the results of work. After delegating authority and empowering the employee, the manager must give up close control over the process of completing the task to subordinates. It should be remembered that the main goal of delegation is to successfully complete the problem, and not to perfect the manager's favorite working methods.

8. Delegation of authority should be consistent. The manager needs to make decisions about the delegation of authority in advance. If the manager has enough time, he independently does the work that can and should be transferred to subordinates.

9... Avoid returning delegated authority... In the course of discussions, managers have to deal with the so-called "return of delegation", when subordinates, endowed with certain powers, try to return these powers. The manager must discourage such attempts openly and honestly. Managers who are struggling to cope have to spend time not doing their job, but solving the tasks of their subordinates. One way to avoid the return of authority is to explain to employees that they must implement their own decisions ... It is necessary not to discuss the problem itself or give advice, but to consider the options offered to subordinates for its solution and their admissibility.

10. Explain to employees what perspectives the solution to the given problem contains... Subordinates should be aware of the consequences of completing the tasks assigned to them. They will understand the task better and show greater initiative if they know what the reward is, what prospects await them in case of success, how it will affect the end user or the organization's mission, and so on. In particular, the manager must help subordinates to understand the connection between successful completion of the assignment and financial reward, the opportunity for promotion and professional development, gaining informal recognition, and so on.

Many requirements are imposed on the management structure, reflecting its key importance for management. They are taken into account in the principles of forming the management structure , the development of which was devoted to many works of domestic authors in the pre-reform period. The main of these principles can be formulated as follows.

1. The organizational structure of management should primarily reflect the goals and objectives of the organization., and therefore, to be subordinate to production and its needs.

2. Provision should be made for an optimal division of labor between governing bodies and individual workers, ensuring the creative nature of the work and the normal workload, as well as appropriate specialization.

3. The formation of the management structure should be associated with the definition of the powers and responsibilities of each employee and management body, with the establishment of a system of vertical and horizontal links between them.

4. Between functions and responsibilities, on the one hand, and powers and responsibilities, on the other, it is necessary to maintain conformity, the violation of which leads to dysfunction of the management system as a whole.

5. The organizational structure of management is designed to be adequate to the socio-cultural environment of the organization, which has a significant impact on decisions regarding the level of centralization and detailing, the distribution of powers and responsibilities, the degree of independence and the scope of control of leaders and managers. In practice, this means that attempts to blindly copy management structures that function successfully in other socio-cultural conditions do not guarantee the desired result.

(Fayolle) Structural principles underlie the creation of a system of interrelated tasks, rights and responsibilities.

Modern management principles include general foundations, assumptions and rules that are characteristic of modern types of management. The principles of modern management are the fundamental ideas and rules of conduct for the manager in the implementation of his managerial functions.

Modern management principles are designed to reflect the objective laws of the practical side of management in order to determine the requirements for certain systems, structure and organization of management.

There are certain requirements, in accordance with which governing bodies are formed, relations between levels, organizations and the state are established, and appropriate management methods are applied.

Preconditions for modern management principles

Modern management principles have been formed for decades and are not a definite dogma, since society does not stand still. At the turn of the 19th and 20th centuries, Taylor formulated four basic management principles in the implementation of individual labor of workers. The principle was characterized by a scientific approach to every element of work, including selection and training, cooperation, division of responsibility between the manager and employees.

The founder of the classical administrative school A. Fayol formulated 14 principles of management, the main of which were the division of labor, unity of action, responsibility and authority, unity of command and discipline, centralization, scalar chain, etc. The application of some of these principles is still relevant today.

Development of management principles

In addition to Fayol's principles of management in management science, the principle of consistency and competence, the principle of hierarchy and determination of the leading link, the principles of improvement, etc., have emerged in management science.

Modern management principles of the late 20th century were emphasized on the social side of management, which was due to the concentration of management on a person. Modern management principles are designed to make the efforts of any employee more effective for the benefit of the entire organization.

Along with the general principles of management, specialists define special (particular) principles, the observance of which determines the ability to regulate individual management processes and aspects of management, taking into account the specifics and nature of the enterprise's activities, including its industry specialization.

For example, modern principles of management in the field of education have characteristics inherent only to them. They are characterized by the presence of basic guidelines that guide the leadership of the educational organization and determine the requirements, content, structure and organization of the processes of teaching and educating students.

Modern principles of management

The main modern management principle is optimal balance between centralization and decentralization of management. In practical application, this principle assigns the issues of the strategic plan to the highest level, while issues in the field of operational management are assigned to the lower level. The implementation of the principle contributes to the optimal distribution of powers in the course of making managerial decisions.

The principle of combining rights, duties and responsibilities states that an employee is only responsible for tasks that fall within the scope of his or her assigned authority.

Modern management principles also include skillful use of one-man management and collegiality, in which each employee is responsible for his area of work and decisions made at this level.

Principle of scientific validity characterized by the fact that management is carried out using science, principle of planning requires planning the current and future activities of the company.

Word "principle" comes from the Latin word "principium" which means base, beginning. The principles unite all the patterns and laws discovered by modern science, as well as practical experience.

Management principles I, in the most general form, can be interpreted as norms, patterns and rules, initial in relation to the management process, formed on the basis of the level of development and the essence of society and its productive forces, the implementation of which (patterns, rules and norms) will contribute to the solution of tasks and the fulfillment of the tasks set before society of goals.

Management principles Are guidelines that define the basic requirements for the structure, organization and management system. The principles of management, as well as the laws, are divided into general and private.

General management principles

General principles of management differ in that they are universal in nature and they affect all branches of management and all spheres of the national economy.

The general principles of management include:

responsibility;
hierarchy;
discipline;
competence;
stimulation;
purposefulness;
centralization and decentralization of management.

The principle of purposefulness is based on target program management and involves setting clear goals for each organization and each of its divisions. At the same time, the goal should be defined as concretely as possible, real and achievable, which mobilizes the efforts of employees to achieve it and makes the work more common sense.

The principle of purposefulness involves not only setting goals, but also correlating these goals with the right resources. At the same time, it is important not only to ensure that the goals are linked with the main resources that are necessary for their implementation, but also to focus on the weakest element that can cause the goals to be missed.

The principle of responsibility involves the punishment of members of the enterprise for failure to perform assigned tasks or functions. At the same time, it is necessary that responsibility be equal to powers; as powers increase, the penalty should increase. This principle, unfortunately, is far from always feasible in management practice (especially at the highest levels of the hierarchy), which leads to incompetent management, rash decisions, abuse of power, and all this often ultimately leads to the death of enterprises.

Competence principle lies in the knowledge of the head of the object of management or, at least, his ability to perceive the advice of competent specialists when making decisions. The principle of competence is interconnected with the horizontal division of labor by function.

In modern conditions, the growing popularity of activities in the field of trade and the increase in the number of people who do not have special training, but actually work in trade, as well as the increase in the number of cases of the sale of low-quality goods to the population, put the problems of licensing trading activities in the foreground and in order to ensure the required level of competence. special training for licensed employees.

An integral principle of management is discipline, which must be present in every control system at every level. Discipline is the unconditional fulfillment of all instructions, job duties, orders, instructions from the head and other directive documents. To a large extent, the level of discipline determines the culture of management. In relation to, for example, trade, the role of this principle is very large, since the specifics of this industry affect the increased requirements not only to the level of executive discipline, but also to financial discipline and self-discipline of all employees from the seller to the manager. At the same time, discipline should not hinder the initiative of employees and leave room for a creative attitude to their work.

Incentive principle first of all, it implies the motivation of labor activity on the basis of the application of moral and material incentives. Material incentives are based on the personal economic interest of the employee in the results of work, and moral incentives are based on the psychological impact on employees. Incentives can be different spiritual needs of employees: needs for success, involvement, belonging, etc.

Accordingly, it would be wrong to reduce the content of the incentive principle only to wages, as it often exists in practice. Incentives for employees also involve the use of moral motivations and incentives, as well as fair treatment of employees.

The principle of hierarchy is based on the vertical division of managerial labor, namely: the allocation of management levels and the subordination of the lower levels to the higher levels of management. This principle is taken into account when drawing up the organizational structures of management and in the placement of personnel, in the construction of the management apparatus.

The principle of centralization and decentralization establishes a rational combination of centralization and decentralization in management, which implies the need for effective use of collegiality and one-man management.

Centralized management: concept, features, advantages and disadvantages

Centralized management Is a process in which control signals and global commands are created in a single control center and from there are transferred to numerous control objects. This form of management organization is used most often by small organizations that produce one type of product or products of only one industry, the manufacturing process of which is closely interconnected with organizations that mainly work in the extractive industries and focus on the national or local market.

Signs of a centralized form of management:

research departments are located in the central office of the parent company;
functional units are more important than production units;
functional divisions of the head office of the parent company exercise functional control over product divisions, production enterprises and sales divisions;
a large number of functional departments (services).

The level of centralization is the lower, the more decisions, immediately implemented and narrow, of a special nature, taken directly in the workplace. Centralization is characterized by the absence of a transfer of authority, which becomes the reason for a decrease in efficiency in the decision-making process.

Benefits of centralized management:

more efficient use of production areas, equipment, personnel;
better control over the activities of the company;
the ability to bring all processes within the company to a single standard;
elimination of possible duplication of various efforts and activities.

Disadvantages of centralized management:

the growth of bureaucracy, the accumulation of urgent issues to resolve, an increase in documentation;
decisions are made by those who are not familiar with the real situation at work;
delay in decision making, especially in the workplace.

Decentralized governance

Decentralized governance is a process in which a significant number of control actions that relate to a given object, on the basis of self-management, are formed by the object itself. The level of decentralization of management depends on the degree of granting powers or rights to the managers of departments in making independent decisions.

Delegation of authority is an integral part of decentralization.

Factors that affect the level of decentralization:

use of control. The higher the control capacity, the more decentralization can be achieved;
the nature of the organization's activities. If commercial operations are spread over large geographic areas, then a greater degree of decentralization is required;
the influence of the external environment;
the amount of costs;
availability of a suitable leader. In the absence of managers of the required level, it is necessary to concentrate powers in the highest levels of management;
the size of the enterprise. In large enterprises, decisions are made by a large number of managers at different levels, so it is difficult to coordinate them. Where powers are dispersed, decisions are made more quickly.

Private principles of management

All management principles are closely interdependent and interrelated. For example, it is impossible to achieve a clear functioning of the management system, while ignoring other principles of management (discipline, incentives, orderliness, purposefulness, competence), just as it is impossible to ensure the purposeful activities of a company without hierarchy, competence, orderliness and discipline.

Along with the general principles, as noted above, there are also private management principles that are local in nature and regulate only certain aspects of management and management processes. For example, in relation to the management of trading companies, the following particular principles are usually distinguished: continuity, rhythm, continuity and parallelism of management processes.

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