Abstract on the subject of management on the topic:

Management processes in the organization

Introduction 3

Management process 4

Management cycle and its stages 6

Production and management 9

Assortment policy management of the enterprise 15

Material and technical support of the enterprise 20

Sales policy of the enterprise 21

Conclusion 24

References 25

Introduction

Management as an activity is implemented in a set of management processes, that is, purposeful decisions and actions carried out by managers in a certain sequence and combination. Any management activity consists of the following stages:

1) obtaining and analyzing information;

2) development and adoption of decisions;

3) organization of their implementation;

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

5) remuneration or punishment of performers.

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

Management process and its characteristics

Any management process consists of certain phases (stages).

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

Complete passage of the stages of the process and return to the initial one forms a cycle. In the general case, a cycle is a complete set of successively carried out stages of an integral process.

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

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

The cyclical implementation of processes allows you to establish and fix the characteristic features, general dependencies, uniform patterns of processes and ensure, on this basis, their rational proceduralization and foresight.

General system of stages:

collection and data processing, analysis, understanding and assessment of the situation - diagnosis;

scientifically substantiated prediction of the most probable state, trends and features of the development of the control object for the lead-in period based on the identification and correct assessment of stable links and dependencies between its past, present and future - forecast;

development and adoption of management decisions;

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

timely communication of assigned tasks to performers, correct selection and alignment of forces, mobilization of performers to implement the adopted decision - organization;

activation of performers' activities - motivation and stimulation;

receiving, processing, analyzing and systematizing information on the progress of assignments, checking how the organization of the case and the results of execution correspond to the decisions made - accounting and control;

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

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

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

Management cycle and its stages

1. Diagnosis

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

Solving the problem requires management information. This is the set of messages required for the implementation of the control process.

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

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

2. Forecasting

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

The process of developing a forecast is called forecasting. These are special studies, mainly with quantitative assessments and with an indication of the trends, nature and specific timing of changes in the object of management.

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

3. Solution

Decision making is one of the fundamental challenges management activities and it is at this point in the management cycle that troubles often begin. And not only when the decision turns out to be wrong - there is a lot of trouble with correct, competent decisions (S. Makarov).

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

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

In the narrow sense of the word, a management decision is understood as a choice of an alternative, an act aimed at resolving a problem situation See: M.H. Mescon, M. Albert, F. Headouri Fundamentals of Management / Per. from English - M .: Delo, 1992 .. Management decision is a process of preparation and selection from a set of one or several interrelated methods of influencing the object of management in order to change or stabilize it.

4. Planning

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

Planning consists in the establishment of a certain sequence and methods of performing each of the tasks by the troops, the distribution of the efforts of the troops and material resources on the tasks and directions of action, the establishment of the order of interaction and all types of support, allowing to implement the solution and achieve the set goal.

The plan is called official document, which reflects:

forecasts for the development of the organization in the future;

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

mechanisms for coordinating current activities and allocating resources;

contingency strategies.

When planning, you must take into account its principles:

unity;

continuity;

flexibility;

coordination and integration;

validity;

stealth (in a combat situation).

5. Organization

Consists in the establishment of permanent and temporary relationships, as well as the order and working conditions of all elements and links of the system.

The stages of planning and organization are closely related. In a sense, planning and organization combine: planning sets the stage for realizing the goals of the unit (department), and the organization, as a management function, creates a workflow, the main component of which is people. Thus, planning and organization, as it were, materialize management, make it a fact of social reality.

Management process is a collection certain types activities aimed at streamlining and coordinating the functioning and development of the organization and its elements in order to achieve their goals.

Management process solves two tasks:

• tactical consists in maintaining the stability, harmony of interaction and performance of all elements of the control object;
• strategic ensures its development and improvement, transfer to a qualitatively and quantitatively different state.

The process is characterized continuity, cyclical repetition of individual phases (collection, processing, analysis, storage, control of information; development and adoption of decisions; organization of their implementation), unevenness, inertia, manifested in the delay in management actions. It develops and improves along with the organization itself.

Management process combines such moments as managerial work, its subject matter and means, and is implemented in a specific product.

The subject of labor in management are management documents, which received this name in contrast to other documents that are not related at all to the management process. The main carrier of information in the control system is currently a document. With their help, the relationship between the structural divisions of the organization is carried out.

The transformed information acquires an independent existence and can accumulate, which leads to a complication of the management process, an increase in the dominance of past decisions over current ones. The latter, however, is useful to a certain extent, since it generates organizational order, providing automatic triggering of management mechanisms and the implementation of appropriate actions without special orders. However, it is limited, since it is not able to subordinate and coordinate all the organizational elements.

By means of managerial laboris an everything that facilitates operations with information - from computers, telephones to fountain pens and paper. At the same time, there are: means of drawing up documents (printers, dictaphones, etc.); means of processing and paperwork (stamps, cutters, punchers); means of grouping and storing documents (folders, binders, filing cabinets); means for performing computational operations; operational communication means; furniture.

Product of labor is the result of the management process, which is management decision... With the help of one or another material medium (mainly documents), these decisions go directly to the object of management.

Managerial labor, like engineering, design, research, etc., belongs to the category mental labor carried out by a person in the form of neuropsychic efforts. He exists in three main forms: heuristic, administrative and operator.

Heuristic labor comes down to a set of actions for the analysis and study of certain problems facing the organization, and the development on the basis of this different options their decisions - managerial, economic, technical. Depending on the complexity and nature of the problems themselves, this work is performed by managers and specialists.

Administrative Labor is the lot of chief executives. It is associated with the implementation of such types of work as the current coordination of the activities of subordinates, their control, assessment, motivation, management (communicating verbally and in writing decisions taken to performers), instructing, exchange of information (carried out in the process of holding meetings and meetings, receiving visitors, conducting business negotiations, replies to letters and phone calls, bypassing workplaces).

Operator labor is aimed at technical support of production and management processes necessary information. It includes such works as documentation (registration, reproduction, sorting, and storage of various kinds of documents); primary accounting and accounting (collection of statistical, accounting and other information on production, economic, social and other processes occurring within the organization); communicative-technical, computational and formal-logical (sequential processing of the collected information and the implementation, on its basis and according to a given algorithm, of the calculations necessary for making decisions).

This work falls to the lot of specialists and technical performers. Part of it, strictly speaking, does not belong to the mental, therefore the term "non-physical labor" is sometimes used to denote it.

The process of managerial labor consists of elementary actions, or operations, that is, homogeneous, logically indivisible parts of management activity, with one or a group of information carriers (documents) from the moment of their receipt to transfer in a transformed form to others or for storage.

Management operations- this is a technologically indivisible process of processing management information entering a given structural unit.

Management operations are: search, computational, logical, descriptive, graphic, control, communication (for example, listening, reading, talking, observing the actions of various devices, thinking, etc.).

An independent complex of operations for processing information (collection, study, analysis, formulation of conclusions, their execution), ending with a result determined in form and content in the form of an oral message or document (certificate, order, letter, etc.), was named work.

Management jobs vary:

• for the intended purpose (foresight, activation, control);
• on a specific content (research, planning);
• by periods (strategic, tactical, operational);
• by stages (goal setting, situation analysis, problem definition, search for a solution); by direction (inside or outside the organization);
• by spheres (economic, social, technological);
• by object (production, personnel);
• by forms and methods of implementation; by organizational role (differentiating and integrating);
• by the nature of information transformation (stereotyped, performed according to the algorithm, and creative);
• according to the degree of difficulty.

Let us dwell on the latter in more detail, since for managerial work it is almost the main characteristic.

Complexity of managerial work due to several circumstances.

Firstly, the scale, number and composition of the problems to be solved, the connections between them, the variety of methods used, organizational principles.

Secondly, the need to make new, unconventional decisions, often in conditions of uncertainty or risk, which requires deep professional knowledge, experience, and broad erudition.

Thirdly, the complexity of managerial work is determined by the degree of efficiency, independence, responsibility, riskiness of decisions that need to be made. A manager, making decisions, often takes responsibility not only for the material well-being of people, but for their health and even life.

• communication (negotiating, receiving visitors, bypassing the organization, going on business trips);
• administrative and coordinating (communicating decisions made verbally and writing, drawing up and issuing assignments, instructing);
• control and evaluation (checking the timeliness and quality of assignments);
• analytical and constructive (studying information and preparing solutions);
• information technology (with information carriers), which take 10-15% of the working time; primary counting and accounting.

Management procedure- a set of interconnected in a certain order of management operations and documents aimed at achieving a fixed one.

The procedure should reflect the purpose of the work, the documents used and developed, their content, the order of passage.

The classification of procedures and operations is carried out according to a number of criteria:

1. By content:
   • informational or information technology related to the processing of information and its carriers. It also distinguishes documentary, primary accounting, accounting and computing operations and procedures;
   • logical-thinking or analytical-constructive are associated with the preparation and adoption of managerial decisions;
   • organizational ones consist of service-communication, administrative and coordination operations and procedures.
2. By the nature of the combination in time:
   • consecutive, i.e. each operation or procedure begins only after the end of the previous one;
   • parallel, involving the simultaneous execution of operations and procedures;
   • parallel-sequential provide for the partial combination of adjacent operations and procedures in time and space.
3. By complexity:
   • simple operations and procedures, i.e. containing several elements and operations;
   • complex operations (20-30 elements) and procedures (100 or more operations).
4. By the degree of repeatability:
   • repetitive, i.e. constantly performed by employees of the management apparatus;
   • non-repetitive or creative, complex operations and procedures.

With all its diversity and varying degrees of complexity, management procedures are cyclical in nature.

Management cycle Is the period of circulation of information in the field of management, which is measured by a time interval or calendar period defined for each procedure.

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

Organization of the management process- this is its comprehensive ordering, which determines the clarity, consistency and permissible boundaries of its implementation. In other words, this is an expedient construction of the management process in time and space in accordance with the needs of coordinating joint work in the socio-economic system with the tasks of increasing the efficiency of the organization's management.

The organization of the management process involves the establishment of:

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

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

The main ones are.

1. The organization of the control process should ensure the greatest possible controllability. The category "manageability" is a qualitative characteristic of the management process. The system is controllable if it reaches the control circuit at a given time and falls within the resource constraints. The system is unmanageable if it does not reach its goal; poorly controlled if it does not achieve the intended goal exactly, but approximately or goes beyond established restrictions by resources. The degree of controllability is determined by the ratio of controlled and uncontrolled processes in the control system.
2. The management process should be focused not on eliminating disturbing influences, but on achieving the set goals. The goal should be an organizational factor in the management process. This requires the organizational design of the target settings of the management process, their use as criteria for assessment, control, incentives, etc.
3. The organization of the management process should provide a comprehensive account of the existing working conditions, the connection, taking into account the general and special, typical and specific.
4. The organization of the management process should ensure the even distribution of work across its stages and over the links of the management system. This ensures rhythm of the control process.
5. In accordance with the needs of the management process - ensuring its consistency, continuity, cyclicality, rhythm, etc. - information support should be organized.
6. It is necessary to strive for the maximum possible simplification of the procedural part when organizing the management process, that is, it is necessary to observe the principle of the justified necessity of the corresponding procedures, their organizational significance.
7. An effective organization presupposes the elimination (or minimization) of the reciprocating paths of the management process, especially in the inter-level interaction of the links of the management system.
8. The management process should be organized so that the influence of subjective factors is excluded as much as possible, and this will allow it to be successfully carried out regardless of the change in personnel.
9. The control process must be consistent both in space and in time. The spatial implementation of the control process often turns out to be inconsistent, incommensurate with the temporal one.
10. In organizing the management process, a rational combination of regulations, standards, instructions plays an important role. A certain measure of regulation and rationing is needed to reflect the assessment of the general and the particular, stable and random, typical and transitory.
11. The organizational forms of using modern technical means must correspond to the organization of the management process and be its integral organizational element.

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

State of the art the country's economy and the need to withdraw it from the economic crisis put whole line problems, among which the requirements for improving the efficiency of production management are among the main ones. These requirements in the leading sectors of the country's economy include:

• intensification and acceleration of the management process on the basis of its scientific organization, wide and complex use of personal computers for performing routine operations;
• strengthening the target orientation of the management process, ensuring target consistency in solving production problems;
• reduction of the cycles for the development of management decisions due to the possible simplification of procedural operations of the management process;
• informational ordering of the management process according to the time and quality characteristics of management decisions, widespread use of modern computing, duplicating and communication technology.

Management process Is the impact on an object in order to change its state or form.

Control system is divided into two subsystems: controlled and controlled.
Control subsystem performs production management functions. It includes a management apparatus with all employees and technical means. Controlled subsystem carries out various management functions. It includes workshops, sections, brigades.

Functionally, the control system is subdivided into subsystems:

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

The control system includes:

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

Subject of management

Appointment of the subject of management- to provide the property of controllability of the system as a whole.

Controllability- the ability of the system to perceive the control action and respond to it accordingly.

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

Subject of management Is a leader, collegial body or a committee exercising management influence. The leader can be both a formal and an informal team leader. In turn, the subject of management can also be an object of the board (for higher managers).

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

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

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

Requirements for the subject of management:

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

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

1. system of management goals;
2. functional model of the control system;
3. structural model;
4. information model;
5. communication model (relationship systems);
6. efficiency model;
7. control mechanism;
8. operating (technological) model.

Control object

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

Control object- it is a separate person or group that can be combined into any structural unit and on which the management impact is exerted. Nowadays, the idea of ​​participative management is spreading more and more, i.e. such management of the affairs of the organization, when all members of the organization, including the rank and file, participate in the development and adoption of the most important decisions. In this case, control objects become its subjects.

Management process in the organization

Management process Is a certain set of management actions that are logically linked to each other in order to ensure the achievement of the set goals by transforming resources at the input to products or services at the output of the system.

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

All management processes are divided into two groups:

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

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

The creation and stages of the management process determine its elements:

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

Situation- represents the state of the controlled subsystem.

Problem- this is a discrepancy between the actual state of the controlled object and the desired or specified.

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

Stages of the management process:

1. setting a specific goal;
2. Information Support;
3. analytical activity is a set of operations associated with assessing the state of a controlled object, finding ways to improve the existing situation;
4. choice of options for action;
5. implementation of solutions;
6. feedback - compares the result obtained from the implementation of the solution with the goal for the sake of which the control process was carried out.

Management mechanism

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

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

Components:

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

The economic management mechanism consists of three levels:

1. in-house management;
2. manufacturing control;
3. personnel Management.

In-house management:

• marketing;
• planning;
• organization;
• control and accounting.

Intra-firm management principles:

• centralization in management;
• decentralization in management;
• a combination of centralization and decentralization;
• orientation towards long-term development goals;
• democratization of management (participation of workers in top management management).

Manufacturing control:

• research and development;
• ensuring the development of production;
• sales support;
• selection of the optimal organizational structure of management.

Personnel Management:

• principles of selection and placement of personnel;
• terms of employment and dismissal;
• training and professional development;
• assessment of personnel and their activities;
• forms of remuneration;
• team relationships;
• involvement of workers in management at the grassroots level;
• the system of motivation for the work of employees;
• organizational culture of the company.

Methods of influence in management

Management considers management methods as a collection different ways and techniques used by the administration of firms to enhance the initiative and creativity of people in the process labor activity and meeting their natural needs.

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

Management methods can be:

1. economic;
2. organizational and administrative;
3. socio-psychological.

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

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

Organizational and administrative methods are divided into three groups:

• organizational and stabilizing - establish long-term ties in management systems between people and their groups (structure, staffs, regulations on performers, operating procedures, management concepts of firms);
• managerial - provide operational management joint activities people and firms;
• disciplinary - designed to maintain the stability of organizational ties and relationships, as well as responsibility for a specific job.

Socio-psychological methods are ways of influencing the social and psychological interests of firms and their personnel (role and status of an individual, a group of people, firms, psychological climate, ethics of behavior and communication, etc.). They consist of social and psychological and must comply with the moral, ethical and social norms of society.

Control functions

Control function Is a type of human labor activity aimed at balancing the state of the organization with external environment, entering at the same time into the system of management relations.

On these grounds, two main groups of management functions can be distinguished:

1. general management functions are functions that determine the type of management activity, regardless of the place of its manifestation;
2. specific functions are functions that determine the focus of human labor on a specific object. They depend on the organization, the directions of its activities. Specific management functions arise from the horizontal division of labor.

TO general management functions relate:

• planning;
• organization;
• coordination;
• motivation;
• the control.

Scheduling function involves deciding what the goals of the organization should be and what the members of the organization should do to achieve those goals. Planning is one of the ways in which management provides a unified direction for all members of the organization to achieve its overall goals.

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

Organize- means to create a kind of structure. There are many elements that need to be structured in order for an organization to fulfill its plans and thereby achieve its goal.

Because people in the organization do the work, others important aspect the function of the organization is to determine who exactly should carry out each specific task. The leader selects people for a specific job, delegating tasks and powers or rights to individuals to use the resources of the organization. These delegates accept responsibility for the successful fulfillment of their responsibilities.

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

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

Vertical coordination acquires the meaning of subordination - the subordination of the functions of some components to others, and in management - the subordination of the younger to the senior, which is based on the norms of official discipline. The task of vertical coordination is the organization of effective communication and balancing of structural divisions and their employees of various hierarchical levels.

Horizontal coordination consists in ensuring the cooperation of managers, specialists and other employees of units between which there is no subordination relationship. As a result, an agreed unity of views on common tasks is achieved.

Motivation- the process of encouraging oneself and others to act in order to achieve a common goal. The leader should always remember that even the best plans and the most perfect structure of the organization do not matter if someone is not doing the actual work of the organization. Therefore, the task of this function is to ensure that members of the organization perform work in accordance with the delegated responsibilities and according to the plan.

The control Is the process of ensuring that the organization actually achieves its objectives. Circumstances can cause the organization to deviate from the main course set by the leader. And if management is unable to find and correct these deviations from the original plans before the organization is seriously damaged, the achievement of goals will be jeopardized.

The transition to market relations and the restructuring of the entire economic system present new requirements for specialists working in managerial services. They must be skillful organizers, prudent production owners, be able to clearly define the main paths effective operation enterprises.

Management is carried out at each stage of activity modern enterprises... Management as modern system management of an enterprise operating in conditions market economy, involves the creation of conditions necessary for its effective functioning and development. We are talking about such an organization of management, which is generated by objective necessity and the laws of market relations of management. Peculiarity modern management consists in its focus on providing rational organization enterprise management.

Target term paper- consider the topic: "Fundamentals of management activities at the enterprise."

Analysis of the foundations of management activities at the enterprise is very relevant because allows you to assess flexibility, efficiency, control reliability, ability to constant influences from the environment.

Object - management activities at the enterprise.

Subject - the basics of management activities at the enterprise.

Research methods used in the work: literature analysis on the research topic, synthesis.

1 Basic steps in enterprise management

Management activity is a complex intellectual activity of a person that requires special knowledge and experience. It is one of the most important factors in the functioning and development of industrial forms in a market economy. This activity is constantly being improved in accordance with the objective requirements of the production and sale of goods, the complication of economic ties, the increasing role of the consumer in the formation of technical, economic and other parameters of products. Big role also play changes in the organizational forms and the nature of the activities of firms.

The main actions in enterprise management are:

1) planning;

2) organization;

3) leadership;

4) control.

Planning is an initial management action, as a result of which it is determined what results are expected to be obtained in the future (setting goals) and what actions, in what sequence and in what time frame must be performed for this.

The organization ensures that the plan is carried out by determining who will do what work and with whom it needs to interact. The stage of organization can be considered especially effective when professional, specialized training of personnel has been developed and carried out.

The management creates conditions for the performers to understand well what results are expected of them, to be interested in receiving them, to feel satisfaction from productive work.

Control completes the management cycle by measuring the actual results of the work with the planned ones and getting information about whether the company is achieving the set goals. Monitoring allows problems to be identified and corrective action taken before serious damage is inflicted on the enterprise. It is control that makes management sensitive to change. The response to these changes is through planning, organization and leadership. Thus, the control cycle turns out to be closed.

Qualities of an effective manager:

1) knowledge of the theoretical part;

2) possession of energy, a healthy psyche;

3) the ability to apply knowledge;

4) the desire to effectively manage.

Management activity in a market economy means:

1) the orientation of the enterprise to the demand and needs of the market;

2) striving to improve production efficiency;

3) economic independence, freedom of decision-making;

4) constant adjustment of goals and programs depending on the state of the market;

5) the final result of the activity is revealed in the market in the process of exchange;

6) the need to use modern technology when making decisions.

Management is applicable to various types of human activities (driving); to various fields of activity (management in biological systems, government management); to the governing bodies (subdivisions in state and public organizations). Management uses as an object of management economic activity the enterprise as a whole or its specific area (production, sales, finance, etc.).

The essence of management activity is the establishment and maintenance of consistency in the interaction of people participating in a single process.

Features of managerial work:

1. The mental work of employees of the administrative apparatus, consisting of three types of activities:

Organizational, administrative and educational - receiving and transmitting information, communicating decisions to executors, monitoring execution;

Analytical and constructive - perception of information and preparation of appropriate decisions;

Information technology - documentation, educational, computational and formal-logical operations.

2. Participation in the creation of material wealth is not directly, but indirectly through the labor of others.

3. The subject of labor is information.

4. Means of labor - organizational and computer technology.

5. The result of labor is management decisions.

2 Enterprise management system

A management system is a set of elements that ensure the purposeful functioning of an enterprise.

Control system elements:

1. Purpose - desired result the functioning of the system. Requirements: real, possible under the given operating conditions of the enterprise, achievable, realizable. Any organization must have:

The strategic goal is long-term;

Current goals - for 1 year;

Operational - up to a month.

2. Principles of management - the rules for the implementation of management activities. Are objective in nature, follow from the laws and patterns of management.

3. Management functions - specialized types of management activities. Usually distinguish between general and specific.

Planning;

Organization;

Coordination (regulation);

Stimulation (motivation);

Accounting (fixing the state of a managed object);

Analysis (identifying the reasons for the state of the controlled object);

Control (development of measures to eliminate deviations from the specified mode).

Specific:

Enterprise management (main activity, personnel);

Management of ancillary activities;

Financial management;

Procurement Management;

Marketing, etc.

4. Methods of management - ways of implementing management activities. Aimed at the implementation of management functions, stem from the principles of the enterprise.

5. Management personnel - employees performing management functions - managers, specialists, technical personnel.

6. Organizational structure of the management system - a set of relationships between management personnel and the organization, ensuring its functioning. Consists of management personnel (executors of functions), functional responsibilities performers, relationships between performers regarding the implementation of functional duties.

7. Technique of management - a set of technical means.

8. Control technology - the sequence of performing control functions using methods and technical means.

9. Information - a set of information used in the implementation of management activities - laws, statutes.

The control system must correspond to the management objectives, each of the elements (1 - 9) must correspond to the system as a whole, each of the elements must correspond to any of the elements (1 - 9).

3 Organizational relations in the enterprise management system

Organizational relations are a stable relationship between the subjects of joint activities.

Organizational ties are those communications that exist between employees of the management apparatus and are not mediated by a stable dependence between them, but mainly only by the unity of the goals they realize. The basis of the management process is the interaction between the elements of the management structure - departments, positions, individuals. In terms of content, such interaction can be:

1) informational;

2) administrative;

3) technical.

Within the framework of communication- exchange of information necessary for decision-making.

Administrative - managerial powers and responsibilities, orders, orders, recommendations, reports and control process.

Technical - implemented through joint participation in practical activities- exchange of experience, holding meetings, etc.

Relationships within an organization can be formal and informal. The former associate positions or divisions, the latter - individuals. Through formal channels, only formal information is transmitted, through informal, both official and personal.

If the relationship connects the elements of the structure belonging to its different levels, then they are vertical, and if to one - horizontal. Commands and instructions are transmitted vertically from top to bottom, in the opposite direction - reports on the work done, advice or recommendations. Horizontal channels directly connect elements of the organization equal in position or status, provide the most effective solution common problems due to efficiency, the ability to act proactively and independently.

4 Principles of enterprise management

The role of principles is the constitutional basis. Distinguish between general and rules for the functioning of individual elements. General principles define both the control system and are inherent in individual elements.

1. The principle of scientific nature of management:

Management activities should be objective;

Usage newest methods and funds;

Management activity under the influence of science develops and improves.

2. The principle of economy. The main costs of management are the remuneration of the management personnel.

3. The principle of efficiency of management activities. The high profitability of the operation of the enterprise must be ensured. Costs and benefits need to be balanced.

4. The principle of complexity. Accounting by management activities of all factors.

5. The principle of systematic management. In addition to the complexity of accounting for the influence of all factors on each other and on the result of management activities.

6. The principle of plasticity. Flexibility, easy adaptability to changing external conditions.

7. The principle of self-correction. The management system must itself reveal its imperfections and develop mechanisms of opposition.

8. The principle of efficiency. Quick reaction to changing situations.

9. The principle of common sense.

5 Objectives of enterprise management

Goals are the final states or the desired result that the enterprise seeks to achieve in the business process; they concretize the mission of the organization in a form that is available to manage the process of their implementation. They are characterized by the following features and properties:

A clear orientation to a specific time interval;

Concreteness and measurability;

Consistency and consistency with other goals and resources;

Targeting and controllability.

The goals must be realistic (based on the capabilities of the enterprise itself) and realizable from the point of view of the enterprise personnel.

1. Common goals - derive from the fundamental principles of management and consist in the implementation of these principles for the benefit of society and everyone.

2. Specific goals - determined by the scope and nature of the business.

3. Strategic - determine the nature of the activities of enterprises on a long period time. Large resources are required for implementation. This requires a deep study of possible strategy options and a thorough justification of the chosen alternative. For strategic purposes, the essence of management activities at the enterprise is reflected, its social significance, the degree of focus on meeting the needs of the personnel of the enterprise and society.

4. Current - are determined based on the development strategy of the enterprise and are implemented within the framework of strategic ideas and current settings.

5. Strategic Objectives express the qualitative parameters of the functioning of the enterprise, the current ones are quantitative in certain period... An enterprise always has at least one common goal. Enterprises with several interrelated goals are called complex organizations. In the planning process, the management of the enterprise develops goals and communicates them to the members of the organization. This process is not one-sided, since all members of the organization take part in the development of tactical goals.

6 Functions of enterprise management: their types and content

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. General, or universal, functions are inherent in the management of any business or object. They divide management activities into a number of stages or types of work, classified according to their order of execution in time in order to obtain a result.

Common functions:

1) goal setting;

2) planning;

3) organization;

4) coordination (regulation);

5) incentives;

6) control (accounting, analysis of activities).

1. Goal-setting - the development of basic, current and long-term goals.

2. Planning - the development of directions, ways, means, measures to implement the goals of the enterprise, making specific, targeted, planning decisions concerning their departments and performers.

3. Organization is the process of establishing the order and sequence of the coordinated in space and time purposeful interaction of the parts of the system to achieve in specific conditions, within a certain time frame, the goals set by the methods and means developed for this at the lowest cost.

4. Coordination - clarification of the nature of the actions of the performers.

5. Regulation is the implementation of measures to eliminate deviations from the system operation mode specified by the enterprise. It is carried out by means of dispatching.

6. Incentives - the development and use of incentives for effective interaction between stakeholders and their highly productive work.

7. Control - monitoring the progress of ongoing processes in the controlled object, comparing its parameters with the specified ones, identifying deviations.

8. Activity accounting - measurement, registration, grouping of object data.

9. Activity analysis is a comprehensive study of activity using analytical, economic and mathematical methods.

Execution of control functions always requires a certain investment of time and effort, as a result of which the controlled object is brought to a given or desired state. This is the main content of the concept of "management process". They are understood as a certain set of management actions that are logically linked to each other in order to ensure the achievement of the set goals by transforming resources at the "input" into products or services at the "output" of the system.

7 Organizational structure of enterprise management

Organizational structure is one of the main elements of enterprise management. It is characterized by the distribution of goals and objectives of management between departments and employees of the organization. In fact, the management structure is an organizational form of the division of labor for the adoption and implementation of management decisions.

Thus, the organizational structure of management should be understood as a set of management links located in strict subordination and ensuring the relationship between the management and controlled systems.

The internal expression of the organizational structure of management is the composition, ratio, location and relationship of individual subsystems of the enterprise. It is aimed, first of all, at the establishment of clear relationships between the individual divisions of the enterprise, the distribution of rights and responsibilities between them.

The following elements are distinguished in the structure of enterprise management:

1) links (departments);

2) levels (steps) of control and communication - horizontal and vertical.

The links of management include structural units, as well as specialists performing the relevant management functions, or part of them.

The management links should also include managers who regulate and coordinate the activities of several departments.

The formation of a management link is based on the performance of a certain management function by a department. The links established between departments are horizontal.

The management level is understood as a set of management links that occupy a certain stage in the organization's management system. The levels of management are in vertical dependence and are subordinate to each other in the hierarchy: managers of a higher level of management make decisions, which are concretized and brought to the lower levels.

Organizational management structures are distinguished by a wide variety of forms, which are based on features, in particular the size, production and commercial activities of the enterprise, production profile, the degree of financial and economic independence, centralization (decentralization) of management, etc.

Organizational management structures can be two-stage or multi-stage.

8 Methods of enterprise management

The implementation of functions and management principles is carried out through the use of various methods.

A management method is a set of techniques and methods of influencing a controlled object to achieve the goals set by the enterprise.

The word "method" is of Greek origin, which means a way to achieve a goal. The main content of management activities is realized through management methods.

Characterizing management methods, it is necessary to disclose their focus, content and organizational form.

The focus of management methods is focused on the management system - an enterprise, department, etc., in particular, on people who carry out different kinds labor activity in the organization.

Organizational form - impact on a specific situation. This can be direct or indirect impact.

In management practice, as a rule, they simultaneously apply different methods and their combinations. One way or another, but all management methods organically complement each other, the other is in constant dynamic equilibrium.

The focus of management methods is always the same.

It should be assumed that in a specific method of management, content, focus, and organizational form are combined in a certain way.

In this regard, the following management methods can be distinguished:

1) organizational and administrative - based on direct directives;

2) economic - due to economic incentives;

3) socio-psychological - used to increase the social activity of employees.

Conclusion

Having considered the topic of the course work "Fundamentals of management activities at an enterprise", in conclusion I would like to conclude that management activities are a very complex intellectual activity and require special knowledge and experience from the employees of the management apparatus.

Enterprise in modern conditions put in difficult economic conditions. Modification of conditions production activities, the need for adequate adaptation of the management system to it affects not only the improvement of its organization, but also the redistribution of management functions by levels of responsibility, forms of their interaction.

We are talking, first of all, about such a control system (principles, functions, methods, organizational structure), which is generated by the objective necessity and laws of the market economic system associated with meeting, first of all, individual needs, ensuring the interest of workers in the highest final results, growing incomes of the population, regulation of commodity-money relations, and the widespread use of the achievements of the scientific and technological revolution. All this requires enterprises to adapt to new market conditions, to overcome the emerging contradictions in economic, scientific and technological progress.

In these conditions, the issues of studying the foundations of management activities at the enterprise become relevant.

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