Coursework: Management in my organization. Practical work on management List of used literature

Option 14

1. List the principles of managing the organization, expand the content and indicate their role in management.

2. What are the direct and indirect factors external environment organization, show their impact on the state of the organization.

3. The challenge.

	Required qualities		Contraindications
	the main	desired
1. Physical appearance
2. Education
3. Work experience
4. Special abilities
6. Marital status
7. Social and living conditions

4. Test. According to management theory, the allocation of a management function is the result of:

1. List the principles of managing the organization, expand the content and indicate their role in management

A. Fayol ( Classical school management 1920-1950), formulated the following management principles:

1. Division of labor.

Increase in the quantity and quality of production under the same conditions. It does this by reducing the number of targets. The result is a specialization of functions and divisions of power.

2. Authority and responsibility.

Delegation of authority to everyone working, and where there is authority, responsibility also arises.

3. Discipline.

Discipline involves the fulfillment of the terms of the agreement between workers and management, the application of sanctions to violators of discipline.

4. Order.

A workplace for each employee and each employee in his place.

5. One-man management.

Combining actions with the same goal into groups and working according to a single plan. One immediate superior.

6. Remuneration of personnel.

Employees receive fair remuneration for work.

7. Centralization.

The right balance between centralization and decentralization in order to achieve better results. If decisions are made at the highest level, then this is centralization, if at the middle or lower level, then this is decentralization.

8. Stability of staff.

High staff turnover is a cause and a consequence of poor business conditions. A mediocre leader who values ​​his job is definitely preferable to an outstanding, talented manager who quickly leaves and does not hold on to his place.

9. Corporate spirit.

Harmony, unity of the staff is a great strength in the organization.

The principles of management were created with the aim of competent and effective organization of the company's work. If you follow these principles, they will lead your organization to success.

2. Name the direct and indirect factors of the external environment of the organization, show their influence on the state of the organization

Since the factors of the external environment have different strengths of influence on the organization, they are divided into direct and indirect factors, and the entire external environment into the environment of direct and indirect action.

Environmental factors of direct exposure:

Suppliers.

The variety and quality of the supplied raw materials affects the quality of the manufactured products, respectively, the prices of the purchased raw materials will affect the cost of the final product.

Laws and government agencies.

Labor laws, many other laws and government agencies affect the organization. Each organization has a specific legal status as a sole proprietor, company, corporation or non-profit corporation, and this is what determines how an organization can conduct its business and what taxes it must pay.

Consumers.

Consumers, deciding what goods and services are desirable for them and at what price, determine for the organization almost everything related to the results of its activities. The impact of consumers on internal structure variables can be quite significant.

Competitors.

This is the most important factor, the influence of which cannot be disputed. The management of each enterprise is well aware that if the needs of consumers are not met as effectively as competitors are doing, then the enterprise will not last long. In many cases, it is not consumers but competitors who determine what kind of performance can be sold and what price can be asked for.

Environmental factors of indirect impact:

Technology.

Technological innovation affects the efficiency with which products can be manufactured and sold, the rate at which the product becomes obsolete, how information can be collected, stored, and distributed, and the kinds of services and new products that consumers expect from an organization.

The state of the economy.

Management should also be able to assess how general changes in the state of the economy will affect the operations of the organization. The state of the global economy affects the cost of all inputs and the ability of consumers to buy certain goods and services. The state of the economy can greatly affect the ability of an organization to receive capital, since when the economic situation deteriorates, banks tighten the conditions for obtaining a loan and raise interest rates. Also, when taxes are reduced, there is an increase in the mass of money that people can spend on non-essential purposes and, thereby, contribute to the development of business.

Socio-cultural factors.

Any organization operates in at least one cultural environment. Therefore, socio-cultural factors, and above all, life values, traditions, attitudes, affect the organization. Organizations' ways of doing business depend on sociocultural factors. For example, public opinion can put pressure on a firm that has links with publicly condemned organizations, groups, possibly countries. Everyday store practice depends on consumers' perceptions of quality service. retail and restaurants. The result of the sociocultural impact on organizations has been a growing focus on social responsibility.

Political factors.

Certain aspects of the political environment are of particular importance to leaders. One of them is the position of the administration, legislatures and courts in relation to business. This position influences government actions such as taxation of income, establishment of tax breaks or preferential trade duties, requirements for hiring practices, consumer protection legislation, safety standards, cleanliness environment, price and wage control, etc.

Relations with the population.

For any organization, as a factor of the environment of indirect influence, the attitude of the local population to it, the social environment in which the organization operates, is of paramount importance. Organizations must make a dedicated effort to maintain good relationships with local community... These efforts can take the form of funding for schools and public organizations, charitable activities, in support of young talents, etc.

International factors.

The external environment of organizations operating at the international level is characterized by increased complexity. This is due to the unique set of factors that characterize each country. Economy, culture, quantity and quality of labor and material resources, laws, government institutions, political stability, level of technological development differ in different countries... In carrying out the functions of planning, organizing, stimulating and controlling, these differences must be taken into account.

3. Task

1) the basic required qualities, that is, those in the absence of which the work cannot be performed at a satisfactory level;

2) the desired qualities: the advantage should be given to candidates who possess them, provided that they have other main qualities;

3) contraindications: qualities that automatically exclude candidates who are suitable for other parameters.

Using the table, draw up a personal specification for one of the employees of any service.

Financial Department. Employee for the position of deputy chief. accountant.

List of requirements for the position	Required qualities		Contraindications
	the main	desired
1. Physical appearance	Accuracy	Accuracy	Sloppiness
2. Education	Economic	Degree in economics	Accountant courses
3. Work experience	From 3 years in the position of deputy chief. accountant or accountant	5 years in the position of deputy chief. accountant or accountant	Work experience less than 3 years
4. Special abilities	Knowledge of "1C: Enterprise", the ability to make decisions, perceive information and adequately analyze it	Knowledge of "1C: Enterprise", the ability to make decisions, perceive information and adequately analyze it, the ability to resolve disputes	Inability to work with a computer
5. Character traits (temperament)		Calm, thoughtful, executive	Conflictness
6. Marital status			Children under three years old
7. Social and living conditions		Accommodation in the area where the office is located or nearby areas	Nonresident

4. Test

According to management theory, the allocation of a management function is the result of:

a) complication of the technology of production of goods;

b) horizontal and vertical division of managerial labor;

c) simplification of organizational management structures;

d) expanding the scale of doing business.

List of used literature

1. Management: textbook / ed. MM. Maksimtsova, A.V. Ignatieva. - M.: UNITY-DANA, 2010.

If the Test, in your opinion, is of poor quality, or you have already met this work, let us know about it.

Ministry of Education of the Moscow Region

State budget educational institution

middle vocational education

"Moscow Regional Professional College of Innovative Technologies"

OSB No. 2

TEACHING AND METHODOLOGICAL COMPLEX FOR MANAGEMENT

PRACTICAL WORKS

(SPECIALTY 40.02.01)

Fryazino, 2016

Bryksina N.M. Practical work in management (specialty 40.02.01). UMK. Fryazino, 2015, 19 p.

Practical work No. 1 on the discipline "Management" on the topic:

"Using management principles in practice"

The purpose of the lesson: to study the principles of management according to A. Fayol and their application in practice.

Exercise:

Examine and analyze the Ford yesterday, today and tomorrow production situation.

Give a detailed, well-grounded answer to the question:

What management principles (according to A. Fayol) were used by Henry Ford in the management of Ford Motor?

Draw a conclusion about how the application of management principles helps the organization to achieve success.

Industrial situation "Ford yesterday, today and tomorrow"

Henry Ford was a great leader. He represented the archetype of the authoritarian entrepreneur of the past. Prone to loneliness, eminently self-willed, always insisting on his own path, despising theory and "mindless" reading of books, Ford considered his employees to be "helpers." If the "assistant" dared to contradict Ford or make an important decision on his own, he usually lost his job. At Ford Motor, only one person made decisions with any consequences. The general principles of Ford were summed up in one phrase: "Any buyer can get a car in any color they want, as long as the car remains black."

Ford made his T model so cheap that almost any working person could buy it.

In about 12 years, Ford transformed the tiny company into a giant industry that reshaped American society. What's more, he did it by figuring out how to build a car that sold for as little as $ 290 and paying his workers one of the highest rates of the day - $ 5 a week. So many people bought the Tee that in 1921 Ford Motor controlled 56% of the market. passenger cars and at the same time almost the entire world market.

Ford, as noted, was an unbending tough, headstrong, and intuitive person. “A person should not wander back and forth,” Ford said. On the contrary, each leader was assigned specific responsibilities, and given the freedom to do whatever was necessary to fulfill them.

While Ford Motor remained faithful to the black T and the tradition of boss commands and others doing, General Motors introduced frequent model changes, offering consumers a wide range of styles and colors and affordable credit. ... The market share of Ford Motor declined sharply, and the rating of its top executives dropped dramatically. In 1927 the Firm was forced to stop the assembly line in order to re-equip it for the production of a very belated Model "A". This allowed General Motors to capture 43.5% of the automotive market, leaving Ford Motor with less than 10%.

Despite the brutal lesson, Ford was never able to see. Instead of learning from the experience of General Motors, he continued in the old fashioned way. For the next 20 years, Ford Motor barely held on to third place in the automotive industry and lost money almost every year. She was saved from bankruptcy only by recourse to the $ 1 billion cash reserve that Ford had amassed in good times.

Practical work No. 2 on the discipline "Management" on the topic:

"Making decisions"

Production situation "Familiar place"

The company "Saturn" for almost ten years has been engaged in publishing activities... All this time, the head of the company was general manager Ivan Ivanovich, already elderly, but full of energy and enthusiasm of a person. In 1996, he created this publishing house, vowing to himself that he would publish only serious, scientific literature and never publish a detective story. And he kept this promise to himself throughout the entire time.

The books of the publishing house "Saturn" found their readers, and many institutes turned to Ivan Ivanovich with orders for the publication of their books. There were partners among the major publishers who supported Saturn and helped him stay afloat. But, despite significant support, Ivan Ivanovich always adhered to his principles and published only what he considered necessary and the way he wanted, although there were attempts from partners to impose their opinion on him. At the beginning of his career, Ivan Ivanovich managed to get a lease on very favorable favorable terms, albeit small, but located in the center of Moscow, not far from the metro. The room was decorated in a homely style and created a warm, relaxed atmosphere. All employees of the publishing house felt at home, which had a good effect on the work and the atmosphere in the team. The need to stay late at work was perceived without offense, and sometimes with joy.

And now the 10th anniversary of the publishing house was approaching. All employees, most of whom have worked in the publishing house since its inception, were looking forward to the holiday and were already planning how to celebrate such a significant event. Only Ivan Ivanovich walked pensive and taciturn. After the end of the next term of the lease, it took almost six months to complete all the documents for the extension. Having received the draft agreement, Ivan Ivanovich drew attention to the fact that the lease period is three years, and not five, as it was before. The reason was unknown to him, and the executor in the Moscow Property Committee shrugged her shoulders and referred to the order "from above".

And from reliable sources, Ivan Ivanovich learned that a government decree was being prepared on the privatization of all premises. The tenants were offered to buy out the premises they leased. In the event of a refusal, the premises were “auctioned off”.

In one of the conversations with the director of a large publishing house, Ivan Ivanovich spoke about his problem. The director gladly offered to provide financial support to resolve this issue. It would seem that now everything will be fine, the money has been found, the publishing house will keep its usual place. But Ivan Ivanovich felt a kind of anxiety. He understood that if he agreed to this help, he would have to reckon with the opinion of his partner. Time was running out, and Ivan Ivanovich did not have the estimated amount to buy the premises, and he could not appear. The loss of his home was more and more worried about the director of "Saturn".

Exercise:

To study and analyze the production situation "A familiar place".

Formulate the problem faced by the publishing director.

Identify solution alternatives and evaluate them by completing the tables below.

Ivan Ivanovich agrees to the offer of the partner

Pros:

Minuses:

Ivan Ivanovich will refuse the partner's offer and will look for another premises

Pros:

Minuses:

The publishing house will close

Pros:

Minuses:

Ivan Ivanovich will take a loan from the bank and buy the premises

Pros:

Minuses:

4. What criteria for evaluating alternatives can be proposed?

Practical work No. 3 on the discipline "Management" on the topic:

"Business conversation"

Business game: "Carrying out business negotiations»

Goals of the business game:

1. Acquisition of business communication experience.

2. Mastering the social norms of formal communication.

3 Formation of a positive, negotiating atmosphere.

4. Development of collective decision-making skills in the context of constructive interaction and cooperation.

Exercise:

1. Study and analyze the given situation.

2. Prepare arguments in favor of your proposal.

3. Provide counterarguments from the other side and prepare to reflect them.

4. Reach an agreement with representatives of the firm (research institute).

5. Analyze the results of the negotiations, noting the positive and negative aspects.

Practical situation

Laboratory of the Research Institute of the Ministry of Defense

Your biological research laboratory is one of the leading laboratories in a large research institute owned by the Ministry of Defense. In recent years, the budget of the research institute has significantly decreased and your laboratory was forced to reduce part of the staff. Young employees quit after on their own and registered a private pharmaceutical company. Honored scientists who have worked here all their lives remain in your laboratory.

Two days ago, the Ministry of Defense informed the Research Institute of the impending environmental disaster... Stocks of chemical weapons buried at the Sirenevy Bor test site have leaked. It was possible to temporarily prevent the release of toxins into the atmosphere, but after two weeks, a breakthrough of gases is inevitable. The population of a large industrial region will suffer, the entire territory of which will become uninhabitable for 15-20 years. Your employees, who developed these weapons during the war, know how to effectively neutralize toxins using a special absorbent. Its most important component is made from the "king's nut" shell. This nut is harvested in the only relict grove in the mountainous south of the country. It's December outside, there are no stocks of these nuts in the research institute, the next harvest of nuts will be harvested only in September. It is impossible to replace the "king's nut" with anything else.

Colleagues from the south report that one of the local entrepreneurs bought in the fall and still has 120 kg of "king's nut". This amount is quite enough for the production of the required volumes of absorbent and the complete neutralization of toxins in Sireneviy Bor.

Colleagues additionally informed that your resigned employees are also starting negotiations with the entrepreneur about the purchase of the entire batch of nuts.

Your relationship with these young scientists is very strained. They are suing your lab over one patent that you applied for after they were fired. Success with the absorbent is extremely important to you, because will allow not only to preserve the laboratory, but also to significantly increase it budget financing... The situation is further complicated by the fact that the Research Institute has no money to buy nuts, and the Defense Ministry cannot allocate more than 120 million rubles from its cut budget. You understand that the nuts will be sold to those who pay more.

The Ministry of Defense has invited you to meet for negotiations with your former employees from a private company. The talks are scheduled for noon ...

Your goal: to reach an agreement with the representatives of the firm.

Young private pharmaceutical firm

Your young, private pharmaceutical company has developed a groundbreaking drug for treating a disease that affects newborns. This completely unexplored, newly emerging brain disease called DIPS inevitably leads to death within two weeks.

The new drug, patented by you at home and abroad, ensures 100% recovery of newborns from DIPS, and in small doses can be used to vaccinate expectant mothers. Your drug does not cause any side effects. It is certified by the Ministry of Health and recommended for immediate production.

Information about your success has become widely known through the means mass media... Television and newspapers have tortured you with interviews. This is the first big success of your small company, the backbone of which was made up of young scientists who worked at a large research institute belonging to the Ministry of Defense three years ago. In addition to scientific recognition, you expect not only to return the loan received three years ago through the Ministry of Health (the repayment period expired a month ago), but also to receive a solid profit.

Two days ago, the Ministry of Health notified you that an epidemic of DIPS suddenly broke out in the country. The first two hundred and eighteen newborns are hospitalized, it is expected that the disease will affect 2 thousand newborns. Knowing about your drug, parents spend the night at your door ...

These events took your firm by surprise. The drug is made from the kernels of the "king's nut", which is collected in the only relict grove in the mountainous south of the country. Your walnut reserves have been completely spent on research. It is December outside, the next harvest of nuts will only be harvested in September. It is impossible to replace the "king's nut" with anything else.

For two days you have been "hanging on the phone" and found out that one of the southern entrepreneurs in the fall bought and still has 120 kg of "king's nut". This amount is quite enough for the treatment of all sick people and for widespread vaccination of expectant mothers. You also learned that the "king's nut" is frantically looking for former colleagues from the defense research institute.

You have a very tense relationship with them. Not only were you forced to resign from the research institute, you are also suing the research institute over one patent, which was based on your ideas.

The situation does not make you happy also because your young company cannot pay more than 120 million rubles for the nuts, which your employees have collected "from the world on a string." You understand that the walnuts will be sold to whoever pays the most.

In the morning you received a call from the Ministry of Defense and summoned you to negotiate with representatives of that same research institute. The talks are scheduled for noon ...

Your goal: to reach an agreement with representatives of the research institute.

Seminar on the discipline "Management" on the topic:

« Career as a process of personal and professional development of a person "

Purpose of the lesson : consolidation and expansion of knowledge on the topic: "Personnel management".

Form of conducting : seminar.

Issues for discussion:

Personal and Professional Development a person in the new socio-economic conditions. What is success in professional activity?

Uncover the sides and levels of professionalism.

What are the psychological patterns of the formation of professionalism?

Career management system.

The concept and stages of a business career.

Personnel reserve of the enterprise.

Business career management rules.

Directions for the implementation of an intra-organizational career, its goals and objectives.

The role of a career in the life of a leader.

Factors contributing to career advancement.

Leader and specialist career plan.

Studying the career potential of employees.

Education and career.

Woman and career.

Career management as part of the personnel management system.

Business career: goals, stages; factors and stages of career growth.

Management of service and professional advancement in the organization.

The main features of career management in an organization (on the example of a specific enterprise)

Features of a business career, its planning and development in a specific enterprise

Practical work No. 4 on the discipline "Management" on the topic:

"System development motivating the members of the structural unit to effectively perform work in accordance with the powers delegated to them "

Practical tasks

Describe situations in which you can effectively use carrot-and-stick motivation today.

What motivation methods are best for stimulating:

fast completion of the task;

risk;

inventions;

independence in work;

accuracy and relevance;

new ideas?

Read the description of the practical situation carefully and answer the questions.

Practical situation

In the mid-1990s. in Russia it became obvious: the primitive mechanisms of motivation do not work, the possibilities of simple material incentives have been exhausted.

A typical example is the story with medical representatives. It was at this time that numerous private pharmaceutical companies appeared on the Russian market that traded in medicines. The question of the selection of personnel with the appropriate qualifications arose sharply. Having expanded their activities, the firms recruited a large staff of medical representatives who were supposed to facilitate the sale of pharmaceuticals. These employees were, in fact, salespeople. The main task of such an employee was to convince doctors to write prescriptions for the drugs they offer, and pharmacies to order the corresponding products.

Pharmaceutical companies selected the most qualified healthcare professionals. Many had academic degrees, had extensive clinical practice, and could speak with doctors and pharmacists in a professional language. New job guaranteed a significant (often tenfold) increase in salary, so there was no end of applicants.

However, enthusiasm, at first fueled by a worthy material reward, gave way after 3-4 months to despondency, and after six months or a year, the medical representatives began a period of deep depression. Educated, creative people quickly got tired of working as a seller.

Indeed, qualified doctors gradually began to realize that they had left an interesting main profession, which they studied for a long time and in which they had work experience. As a result, the outflow of such specialists from trading companies began.

ANSWER THE QUESTIONS

1. How important is the manager's role in creating a system of staff motivation?

2. What motivating factors (other than salary) do you know?

3. Analyzing the stated reasons for the decrease in the main factor of motivation - money, offer your version of a comprehensive system of labor motivation for medical representatives of a pharmaceutical company. How can pharmaceutical company managers retain skilled professionals?

Task 4.

For most of us, work is vital as a source of livelihood. In this case, why should management personnel be so attentive to the problems of employee motivation?

Test "Determination of the degree of personal motivation for success"

Answer yes or no to the following questions:

1. When there is a choice between two options, it is better

do faster than put off for certain time?

2. I get annoyed easily when I notice that I can not 100%

perform the task.

3. When I work, it looks like I'm putting everything on the line.

4. When a problematic situation arises, I most often accept

the decision is one of the last.

5. When I have no business for two days in a row, I lose my peace.

6. On some days my progress is below average.

7. I am more strict with myself than with

others.

8. I am more benevolent than others.

9. When I refuse a difficult task, the sex is harsh

I condemn myself, because I know that by doing it, I would achieve

success.

10. In the process of work, I need small breaks to rest.

11. Diligence is not my main dream.

12. My achievements in work are not always the same.

13. I am more attracted to work other than the one I am

busy.

14. Blame is more stimulating to me than praise.

15. I know that my colleagues regard me as a business person.

16. Obstacles make my decisions harder.

17. It is easy to awaken ambition in me.

18. When I work without inspiration, it is usually noticeable.

19. I do not count on the help of others in doing my work.

20. Sometimes I put off what I had to do now.

21. You need to rely only on yourself.

22. There are few things in life that are more important than money.

23. Whenever I have to complete a task, I mean nothing

I do not think of a friend.

24. I am less ambitious than many others.

25. At the end of my vacation, I am usually happy to be back for work soon.

26. When I am inclined to work, I do it better and

more qualified than others.

27. It is easier and easier for me to communicate with people who can stubbornly

work.

28. When I have nothing to do, I feel uncomfortable.

29. I have to do important work more often than

others.

30. When I have to make a decision, I try to make

it's as good as possible.

31. My friends sometimes think I'm lazy.

32. My success depends to some extent on my colleagues.

33. It is pointless to oppose the will of the leader.

34. Sometimes you don't know what kind of work you have to do.

35. When things don't go well, I'm impatient.

36. I usually pay little attention to my achievements.

37. When I work with others, I achieve great

results than others.

38. Much that I undertake, I do not bring to the end.

39. I envy people who are not very busy with work.

40. I do not envy those who seek power and position.

41. When I am sure that I am on the right track for

proof of my innocence, I take measures up to

extreme.

Key.

Give yourself one point:

for each answer "yes" to the questions

No 2, 3, 4, 5, 7. 8, 9, 10, 14, 15, 16, 17, 21, 22, 25, 26, 27, 28, 29, 30, 32,

37, 41;

and for each “no” answer to the questions:

No 6, 13, 18, 20, 24, 31, 36, 38, 39.

32 - 28 points.

You have a very strong motivation for success, you

persistent in achieving the goal, ready to overcome any

obstacles.

27 - 15 points.

You have an average motivation for success, the same as

most people. Pursuit of the goal comes to you in the form

ebb and flow. Sometimes you want to quit everything, because you

think that the goal you are striving for is unattainable.

14 - 0 points.

Your motivation for success is rather weak, you

happy with themselves and their position. Do not burn at work,

are convinced that regardless of your efforts, everything will go its own way

successively.

University: Tomsk State University control systems and radio electronics

Year and city: Zyryanovsk 2013

Introduction 3

1. General characteristics of the organization LLP "Megasport" 5

2. Organization of management at the enterprise LLP "Megasport" 7

2.1 Analysis of the external and internal environment of the organization 7

2.2 Analysis of the existing organizational structure management LLP "Megasport" 11

3. Proposals to improve the organizational management structure of Megasport LLP 19

Conclusion 27

References 29

Introduction

Management is a modern enterprise management system operating in conditions market economy... The term "Management" is essentially an analogue of the term "management", its synonym. However, there is a difference. Management refers to the living and inanimate sphere. For example, the management of technology, biological processes, the state. Those. management is a broader concept. Management is applied only in the management of socio-economic systems. Management is independent view professionally carried out activities to achieve the intended goals through the rational use of material and labor resources.

For effective management the organization needs its structure to correspond to the goals and objectives of the enterprise and be adapted to them. The organizational structure creates a kind of framework, which is the basis for the formation of individual administrative functions... The framework identifies and establishes employee relationships within an organization.

The organizational structure is directly related to the organizations where this or that joint labor activity is carried out in need of organizational processes: division of labor, resource provision, coordination of volumes, terms and sequence of work.

An organization is a complex organism. It intertwines and coexists with the interests of individuals and groups, incentives and constraints, tough technology and innovation, unconditional discipline and free creativity, regulatory requirements and informal initiatives. Organizations have their own identity, culture, traditions and reputation. They thrive when they have a sound strategy and use resources efficiently. Without understanding the essence of organizations and the laws of their development, one can neither manage them, nor effectively use their potential, nor master modern technologies their activities.

Relevance of the topic. In modern conditions of the development of market trends in the Republic of Kazakhstan, due to a qualitatively new system of economic ties and mechanisms of competitive relations, one of the urgent tasks of adapting business entities to conditions of uncertainty is to improve the strategy and structure of the organization of production management.

In the new conditions, the main trends and concepts of management have emerged, presenting new requirements for the organization of enterprise management, consisting mainly in improving the management system as a whole and the organizational structure in particular as one of its most important components.

The need to change the organizational structure of most domestic enterprises, improve and develop the management system, transition to new management standards, the lack of qualified managers determine the importance and relevance for domestic enterprises of the problem of choosing an organizational structure for enterprise management that contributes to the most effective achievement of goals.

The purpose of the work is to investigate the functioning of management, namely the management structure of the organization in Megasport LLP and develop proposals for its improvement.

Based on the goal, the following tasks are set and solved in the work:

Give a general description of Megasport LLP;

Analyze the external and internal environment of the organization;

Suggest ways to improve the organizational structure of the management of Megasport LLP.

General characteristics of the organization LLP "Megasport"

Megasport LLP was founded in 2002 in Ust-Kamenogorsk, st. Manor 16/1.

The partnership was created on the basis of the Laws of the Republic of Kazakhstan "On partnerships". The partnership is legal entity. Labor activity on the enterprise being created carried out both by the owner himself and by citizens on the basis of labor contracts... At the same time, they are provided with remuneration and working conditions, as well as other socio-economic guarantees provided for by the current legislation.

The partnership has a round seal with its own emblem (name), an angle stamp, its own letterhead and service marks, can conclude contracts on its own behalf, acquire property and personal non-property rights, bear obligations, be a plaintiff and defendant in court. LLP "Megasport" carries out its activities in the following areas:

Megasport LLP is a network of sports shops for the whole family with a wide selection of quality goods for sports and outdoor activities.

The Megasport LLP network of stores presents clothes, footwear, sports equipment and inventory of both world famous manufacturers: Columbia, Nike, Reebok, Adidas, Merrell, CAT, Kettler, Roces, as well as more "budget" brands: Outventure, Demix, Torneo , Denton et al.

The main goal of the Partnership is to fully meet the needs of customers in its products, goods and services, to implement the social and economic interests of the founder of the Partnership, to ensure its profit. The main purpose of the partnership is to generate income.

To achieve these goals, the partnership carries out the following main activities not prohibited by law: intermediary activities; commercial activity; other types of activities not prohibited by the current legislation of the Republic of Kazakhstan.

The authorized capital of the partnership can be replenished from income from economic and commercial activities, and, if necessary, from additional contributions of the founders. The property of the partnership is formed from the initial contribution of the founders to the authorized capital, additional contributions, income from economic and commercial activities, as well as from borrowed funds and other property acquired or received by the partnership in the prescribed manner.

Based on the Accounting Policy of Megasport LLP, accounting at the enterprise is carried out by the chief accountant. The accounting of the enterprise is based on the accrual principle - income and expenses are recognized in accounting and reflected in the financial statements as they are received and incurred. The procedure for lending, issuing loans and their repayment are governed by the rules of banks and loan agreements.

In particular, the loan agreement provides for: the objects of lending and the term of the loan, the conditions and procedure for its issuance and repayment, forms of security for obligations, interest rates, the procedure for their payment, obligations, rights and responsibilities of the parties for the issuance and repayment of a loan, a list of documents and their frequency providing to the bank, other conditions.

2. Organization of management at the enterprise "Megasport" LLP

2.1 Analysis of the external and internal environment of the organization

Situational analysis should be used to assess the environment. In most cases of environmental assessment, a "SWOT (swot) analysis" is used (the first letters of the English words Strengths are strengths, WeaKnesses are weaknesses, opportunities and threats

danger, threat).

Analysis of strengths and weaknesses characterizes the study of the internal environment of the organization. The internal environment has several components, each of which includes a set of key processes and elements of the organization, the state of which together determines the potential and those capabilities that the organization has.

In order to successfully survive in the long term, an organization must be able to predict what difficulties may arise in its path in the future, and what opportunities may open up for it. Therefore, when studying the external environment, focus on finding out what threats and what opportunities the external environment conceals in itself.

The SWOT analysis methodology involves first identifying strengths from weaknesses, as well as threats and opportunities, and then establishing chains between them, which can later be used to form the strategies of organizations.

First, taking into account the specific situation in which the organization is located, a list of its strengths and weaknesses is drawn up, as well as a list of threats and opportunities.

The decision on the choice of strategy is individual for each firm. Its design and implementation requires the strictest discipline, creativity and tireless efforts to ensure survival in the competitive struggle that permeates all decisions of the company when developing strategy. And the same circumstance very often forces companies to develop aggressive market strategies that are aimed at conquering new markets, new segments of customer demand.

The developed strategy is always further concretized in some quantitative values; at the same time, similar indicators from competitors are of decisive importance.

Based on the analysis of the internal environment, a SWOT analysis is being developed for Megasport LLP. Let's characterize one of the very effective tools for allocating the time of efforts aimed at achieving the strategic goals of the organization. For Megasport LLP, the choice of a development strategy will be carried out after a SWOT analysis of the environment in the target market.

Based on the data in the table, a strategy was chosen and the strengthening of the existing position of the company in the developed market with its subsequent expansion. brand LLP "Limpopo", which has similar competitive positions to the trade mark of LLP "Megasport" in the market for similar goods.

The first step to achieving a strategy is to close the sales incomplete sales promotion gap. The management of Megasport LLP needs to develop and implement measures to effectively stimulate sales. By these actions, Megasport LLP will increase its position as a supplier of products and expand its sales network.

The second step is to carry out an event to form a new pricing policy, since the main criterion when buying a product is currently its price. Reducing the price is possible by reducing the company's distribution costs and a rational decrease in the rate of profit.

At the third step, the effect of joint work with foreign manufacturers should be achieved. It is necessary, based on the desires of end consumers, to expand the assortment produced by the Adidas trademark.

Table 1 SWOT-analysis of the environment of Megasport LLP

Enterprises	Strengths	Weak sides
Megasport LLP	1.Highly qualified staff 2. Stable position 3. High quality 4. Brand awareness 5. Well-functioning sales system 6. Stable demand 7. Reliable suppliers	1. High costs appeal 2. High prices
Limpopo LLP	1. Brand image 2. High quality	1. High market share. 2. Dependence on customs legislation 3. Unorganized trade process 4. Disruption of supplies
Adidas LLP	1. Wide range of 2. Large market share 3. Low prices	1. Low quality 2. Disruption of supplies 3. Less qualified staff
Sportland LLP	1 Wide range of products. 2 Provision of services - delivery 3 Reasonable prices.	1. Poor quality. 2. Disruption to production
POSSIBILITIES 1. Stable demand for goods 2. Stable economic situation 3. Expansion of the product range		1. High level competition 2. Development of domestic producers 3. Change preferences consumers

Expansion of the assortment is possible by increasing the assortment of goods produced under well-known trademarks, this is an integral element for achieving the company's goal.

The last stage of action should be an aggressive competitive campaign to expand the market. As a result, there should be an increase in the share of Megasport LLP in the market for similar goods. In parallel, its implementation should be deployed advertising campaign, revealing the advantages of the products of the Megasport LLP trading company over competitors.

Table 2 Analysis of the factors of the internal environment of the enterprise that reduce the competitive status of the enterprise LLP "Megasport"

Aggregated indicators	Detailed indicators	Factors that increase competitive status	Factors reducing competitive status
1.Spatial resources.	1.1 Trading area.		Retail space for rent
2. Human resources.		The company's management possesses a market-oriented, strategic mindset and is capable of accepting new innovative technologies.	Technocratic approach to management is used
	2.2 Specialists.	I have work experience.
	2.3 Workers.	Low turnover of workers in working specialties.	Low level of computer literacy.
3. Information resources.		The company has its own website, which is constantly updated.
4. Finance.		The enterprise has enough own funds to conduct business.
5. Management system.		There is a clear hierarchy. Formalized workflow, must. instructions for workers. There is also a clear system of plans and indicators.

Table 3 Expert review the internal environment of Megasport LLP

Aggregated indicators	Detailed indicators	Expert review	Change vector
1.Spatial resources.	1.1 Land plot.
	1.2 Correspondence of the main production buildings.
2. Human resources.	2.1 Leadership staff of the organization.
	2.2 Specialists.
	2.3 Workers.
3. Information resources.
4.Finance
5. Management system.

In general, the profile for the activities of Megasport LLP is positive, I think that the manager should pay attention to the low level of computer literacy of employees.

2.2 Analysis of the existing organizational structure of management of LLP "Megasport"

The organizational structure should clearly reflect all the services and departments necessary for effective operation... Also, the subordination of various levels of decision-making and execution should be clearly shown, the links between the management of the organization and its sectors should be clearly defined.

The organizational structure is the basis for document management in the organization.

Commercial Director: Megasport LLP is headed by a commercial director appointed by the meeting of founders for a period of 5 years. The commercial director is the executive body of the partnership.

The executive body decides all issues related to the activities of the partnership, with the exception of issues referred to the competence of the General Meeting of Founders.

Commercial Director:

Acts on behalf of the LLP without a power of attorney, represents its interests in

all organizations and enterprises;

Issues powers of attorney for the right of representation on behalf of the LLP, including powers of attorney with the right of substitution;

May delegate part of his powers to any LLP employee during his absence due to illness, business trip or other similar circumstances;

Issues orders on the appointment of LLP employees, except for the chief accountant, on their transfer and dismissal, applies incentives and imposes disciplinary sanctions;

Concludes contracts, disposes of the property of the LLP;

Approves the states job descriptions and other documents;

Determines the list of information constituting a commercial secret;

Exercises other powers not attributed to the competence of the Charter general meeting participants of the LLP.

The structural diagram of Megasport LLP is shown in Figure 1.

Deputy for Economic Affairs:

The main task of the caretaker is timely and high-quality repairs, as well as preventive maintenance to maintain the working condition of office equipment, inventory, furniture, electrical wiring, lighting fixtures, water supply systems, heating systems, sewerage systems;

Timely and high-quality repair, installation, adjustment, electrical testing of office equipment and company inventory;

Figure 1. Organizational structure of management of Megasport LLP

Keeping records of repair work performed and used spare parts by filling out standard forms;

Drawing up reports upon detection of equipment breakdowns due to the fault of employees using the equipment;

Performing minor repairs to maintain the life support of the company's office and its other divisions;

Execution of one-time service assignments, assignments, instructions of the Commercial Director;

Accountant:

The following functions are assigned to the chief accountant of the enterprise:

Implementation of accounting and reporting at the enterprise;

Formation of accounting policy with the development of measures for its implementation;

Providing methodological assistance to employees of the enterprise's divisions on accounting, control, reporting and economic analysis;

Ensuring the preparation of economically justified accounting estimates of the cost of production, payroll calculations, charges and transfers of taxes and fees to budgets of different levels, payments to banking institutions;

Control over the timely and correct execution of accounting documentation;

Making charges and transfers of taxes and fees to budgets of different levels, insurance contributions to state off-budget social funds, payments to banking institutions;

Calculations of all types of payments to employees of the enterprise;

Optimization of accounting;

Head of Sales Department:

Fulfill the sales plan;

Analyze and organize the client base;

Participate in organizing and holding exhibitions;

Control appearance, the state of work places and discipline;

Establish and control selling prices, develop a pricing policy;

Carry out the selection of employees of the department;

Organize effective work of employees;

Marketer:

Conducts research on the main factors that shape the dynamics of consumer demand for products, the ratio of supply and demand for similar types of products, technical and other consumer qualities of competing products;

Implements marketing research related to the study of market segmentation, analysis of pricing and consumer preferences, forecasting sales and sales channels, opening new markets, assessing the effectiveness of advertising, the activities of competitors;

Analyzes customer needs and pricing boundaries;

Participates in the development of a strategy for conducting promotional events;

Organizes the development of printed advertising materials on its own or by third-party organizations, their testing, gives suggestions for the design of printed advertising materials or initial information for their development, controls the replenishment of these materials. Conducts a preliminary assessment of advertising materials developed by third parties;

Sales Representative:

Plans work (visits, meetings) with existing clients, negotiates with them on sales and purchases, concludes contracts on behalf of the company;

Provides consulting and other services to clients (assistance in drawing up specifications for goods, assistance in demonstrating goods, providing market information on the demand for goods, etc.);

Conducts purchase and sale transactions for an enterprise, organizes the fulfillment of obligations under concluded contracts (shipment / delivery of goods, settlements, merchandising at retail outlets, ensuring the proper level of inventory, etc.);

Carries out control over the fulfillment by clients of their obligations under contracts of purchase and sale (timely payment, acceptance of goods, etc.), identifies the reasons for violation by clients of their obligations, takes measures to eliminate and prevent them;

Carries out work to identify and record potential buyers(sellers), studies their needs, advises on the technical and consumer characteristics of goods, organizes product presentations for buyers, other advertising and information campaigns (conferences, seminars, etc.), studies the business reliability of new customers;

Maintains and maintains a database of customers (addresses, volumes of purchases / sales, business reliability, financial solvency, requirements for goods, claims for the execution of contracts, etc.);

Participates in the development of the marketing strategy and marketing plan of the enterprise (for its market sector), participates in conferences, seminars, meetings held by the management of the enterprise for sales representatives;

Draws up reports on the level of distribution of goods, sales volumes, sales figures of individual customers for the use of incentive and incentive systems for working with these customers (providing special discounts, advertising customers, etc.), makes forecasts for the further development of this market sector;

Ensures the safety of the drawn up documentation on the concluded contracts;

Coordinates the work of merchandisers, promoters (at retail sites of clients), drivers, forwarders, etc .;

Store manager:

Provides conditions for the safety of inventory;

Controls rational use areas;

Maintains the necessary accounting documentation;

Brings to the attention of store employees about their orders and orders from higher authorities;

Carries out work to improve the skills of store employees, performs the functions of a manager;

Salesman:

Serves buyers, is directly involved in the sale of products;

Produces price tags;

Carries out work with orders (filtering, formation, sending to the supplier), entering information into the database, ordering from catalogs, informing customers by phone about the receipt of protection.

Like any organizational structure, the linear-functional management structure has its advantages and disadvantages.

The advantages of the organizational structure of the management of Megasport LLP include:

A clear division of labor (specialists in sales of sports goods);

Management hierarchy;

Availability of standards and rules of activity;

Implementation of recruitment in accordance with qualification requirements.

The main disadvantages are:

Development of "narrow" specialists - sellers rather than managers (managers). For Megasport LLP, this led to the fact that almost all managerial positions were occupied by highly qualified and experienced specialists, but not all of them have mastered a new specialty for themselves - a manager (professional manager);

The structure “resists” the expansion of diversification of activities;

Leaders are focused on routine day-to-day work.

The strengths and weaknesses of the organizational structure can be reflected in table 4.

Table 4 Strengths and weaknesses of the organizational structure of Megasport LLP

Strengths	Weak sides
Functional units help to solve problems arising in the course of the activity of the top management	Each department is to some extent interested in achieving their goals, and not the overall goal of the entire enterprise
Takes into account the peculiarities of the trading process (sports direction)	In practice, relationships and interactions at the horizontal level are not always observed.
Each employee is subordinate to only one manager (the principle of one-man management is observed)	Duplication of functions by some functional units, failure to fulfill the declared functions

The rights and responsibilities in the management of the enterprise are clearly assigned and recorded in job descriptions and other documents regulating this area. There is no practice of reducing management costs at the enterprise. Hierarchy allows you to organize effective interaction of various structural units to achieve the development goals of the enterprise.

The composition of the management of Megasport LLP is quantitatively and qualitatively provided with personnel, the level of education, qualifications, work experience of executives meet the requirements of the enterprise. There is no tendency to replace executives with higher levels of education and qualifications.

Proposals for improving the organizational management structure of Megasport LLP

In modern conditions, the process of restructuring an organization is becoming an objective necessity, ensuring the competitiveness of the enterprise and its survival. Over the past decade, virtually no leading corporation in the world has been able to escape the risky and painful process of radical restructuring. Delays and attempts to avoid major changes have led to the disappearance of one in four companies from the list of the top 500 corporations in the world.

The problems of restructuring for domestic enterprises are even more pressing and are caused not only by the need to adapt to the rapidly changing external environment, which worries foreign enterprises, but also to adapt to a market economy in general. The heads of enterprises, who understand that restructuring cannot be avoided, face the difficult task of developing and implementing a restructuring project, which should provide for a fundamental change in the structure of an existing enterprise.

Each enterprise today is looking for its own way of restructuring and improving the company's management structure.

The main methods for changing the management structure are as follows:

Diagnostics of the current control system;

Organizational structure of the enterprise,

Authority distribution systems,

Distribution of areas of activity,

Analysis of the financial and economic situation,

Assessment of the social environment at the enterprise,

Analysis of management style,

The work of the main blocks of the control system,

Motivational and communication processes.

Restructuring is not only the creation of new organizational structures, but also a new management culture, a new consciousness of managers and specialists, i.e. exactly what can ensure the implementation of new approaches and ideas.

Sociological research, along with other means, makes it possible to accurately, deeply and comprehensively analyze the current situation at the enterprise, the moral and psychological climate, the general management style, the moral values ​​of the team, the level of organizational culture, the relationship between managers and subordinates, the quality of motivational mechanisms and much more. Their results are a kind of mirror in which one can clearly see and successes achieved, and the shortcomings. Moreover, such studies can be called one of the universal sources of information for managers and personnel management services, they not only reveal various kinds of problems, highlighting them, so to speak, from the inside, but also show effective means for their resolution.

A powerful integrating and consolidating factor in the enterprise is the development of a market philosophy of management, which includes a mission, basic goals (principles) and a code of conduct for employees of the enterprise, in the literature it is also called organizational culture.

The first task on the way of forming a new organizational management structure is to determine those areas of the enterprise that directly and significantly affect the achievement of the strategic goals of the enterprise. If previously only sales were related to this area, then in a market economy this includes marketing, finance, production, personnel. This means that the entire organizational structure of management should be built around them.

The second task in the formation of the organizational structure is to move from traditional to strategic enterprise management. These are primarily the tasks of the commercial director. Therefore, it was necessary to free him from the current, operational work, focusing on strategy, finances, personnel. At the same time, it should be noted that the transition to strategic management changes the nature of the work of managers at all levels and each department, as well as the nature of motivational mechanisms, now aimed at development, innovation, scientific and technological progress.

An acceptable model for Megasport LLP at the present time could be a diagram of the organizational structure of management using the concept of strategic business units (Figure 2). The organizational structure of management is based on the model of a diversified organization focused on strategic management. This approach assumes the decentralization of the management of organizations.

Application of this model will allow:

1. Create a modern organizational management structure that adequately and quickly responds to changes in the external environment.

2. Implement a strategic management system that contributes to the effective performance of the organization in the long term.

3. To release the management of the association from the daily routine work associated with the operational management of the research and production complex.

4. To increase the efficiency of the decisions made.

5. To involve in entrepreneurial activity all divisions of the association capable of expanding the range of products and services, increasing flexibility and competitiveness.

Figure 2. Diagram of the structure of an organization focused on strategic management

The upper level of control with this model can be represented by typical structure management or other organizational and legal form. With the transition to a new management structure, the functions of senior management change significantly. Gradually it is freed from operational management divisions and focuses on the problems of strategic management of the economy and finances of the association as a whole.

A feature of this organizational structure is the allocation of strategic business units within the organization and giving individual production and functional units the status of profit centers.

These units represent a direction or group of areas of scientific, production and economic activity with a clearly defined specialization, its competitors, markets.

Each independent unit should have its own purpose, relatively independent of the others. An independent business unit can be a department, a branch, a group of departments, i.e. be at any level of the hierarchical structure.

The main task of the new organizational structure is to ensure high flexibility of the management system, the ability to track rapid changes in the external environment. This requires the creation of a department strategic planning, as well as the formation of a flexible system of distribution of powers.

The strategic planning department reports directly to the commercial director.

Its tasks:

Collection and processing of information for the development and implementation of the strategy;

Development and implementation innovative projects in various areas of the enterprise by creating temporary creative teams;

Planning and coordination of the work of temporary project structures.

This allows you to significantly increase the flexibility and adaptability of the enterprise to rapidly changing external conditions.

The choice of the structure of strategic planning is determined by many factors: the complexity of the organizational structure of the enterprise, its specific properties, accumulated experience and planning traditions. However, in all cases it is necessary to decide the question: should such a unit be line or headquarters. There can be no unambiguous answer to this question, since to solve it in each organization needs to be approached individually.

In our model of the organizational structure of management, independent business units represent the middle level of power through which strategic management is implemented, at the lower level of management are profit centers created on the basis of production and functional divisions of the organization. Operational management is carried out through these centers.

The proposed way of improving the organizational, management structure will allow Megasport LLP to increase management flexibility, quickly respond to changes in demand and other environmental factors, increase employee interest in entrepreneurial activities, and save jobs.

This structure will allow for the gradual transition of managers and specialists from top echelon management in independently operating divisions and profit centers. This is due to the constant transfer of a number of management functions from the top level to the lower levels and the need to staff them with qualified managers and specialists.

The financial and economic department needs to undergo significant development. In the new structure, the powers of the former Assistant Commercial Director for Finance - Chief Accountant - will be expanded to CFO, to which a developed block of financial management will be subordinated.

Due to the lack of an established financial management system, the enterprise annually loses from 10 to 20% of its income - the lack of full and timely financial information leads to belated management decisions, many objects financial management go out of the attention of leaders.

It is the development and implementation of financial management that should become key to stabilize the state of the enterprise, since rationally organized financial flows allow the economic structure to function in all spheres of economic activity - supply, production, sales, labor relations.

In the CFO unit, the position of a manager for financial strategy, which will be engaged in the development of a financial management system in order to organize the effective functioning of the enterprise.

An important area will be subject to extensive restructuring - work with personnel. The whole range of these issues is concentrated in the unit of the head of the personnel department, but this is only one side.

Today, the very nature of the work of the personnel management service, its goals, functions, tasks, is changing significantly. If traditionally these units performed the functions of accounting for personnel, then today substantive analytical and organizational aspects of activities prevail. The new concept of personnel training is based on the formation and development of a creative personality.

The modern organizational structure of management must correspond new system distribution of powers, which should fill the divisions of the enterprise with new content (goals and objectives), invest in them new principles and methods of management, ensure the flexibility of the structure, adaptability to the changing strategy of the company.

To create the strategic efficiency of the organizational structure in the regulations on divisions and job descriptions, priority should be given to analytical and promising areas of work.

In the reports of the divisions, only new promising work should be reflected.

Current and operational work should be monitored systematically - immediately after execution.

Such control should be carried out by the direct consumer of the work, then it will be the most stringent, fastest and least costly, since it becomes the starting point for the next stage of work.

Conclusion

In conclusion of the work, we can conclude that the essence of organizational activity is to create such management relations, which would provide the most effective connections between all elements of the controlled system.

To organize means to divide into parts and delegate the implementation of a common management task by distributing responsibility and authority, as well as establishing relationships between different kinds works.

The function of organizing activities includes building a structure, distributing tasks, functions, powers and responsibilities among divisions (regulations on divisions) and performers (job descriptions). This activity should have a clear target, for example, increasing the flexibility and adaptability of the organizational structure.

Thus, the content of the function of the organization in management is:

• adaptation of the organizational structure of the company to the tasks of the planned activity;
• selection of people for a specific job and delegation of powers to them, the rights to use the resources of the organization.

The organizational structure of enterprise management is a system for the optimal distribution of functional duties, rights and responsibilities, the order and forms of interaction between people.

The analysis of the practical experience of the organizational activities of Megasport LLP in the process of market relations speaks of their insufficient understanding of the essence of the new goals, tasks facing the economic entity. In the work of the manual, significant deficiencies were noted that require optimization.

simple and flexible and easier to adapt to new economic conditions.

As a result of the analysis of the current organizational structure of the management of Megasport LLP, the following conclusions can be drawn.

The organizational structure of the enterprise does not fully meet the current market conditions, it requires revision - the development of market blocks and increased flexibility.

The needs of the market, which require fundamentally new design solutions, are insufficiently met.

The company does not use all marketing opportunities, does not take into account life cycles products.

The existing system of distribution of powers is mainly aimed at operational work and does not allow the transition to strategic management.

There is no officially formulated and approved organizational culture of the enterprise.

Insufficient use of middle and lower management levels.

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If Course work, in your opinion, of poor quality, or you have already met this work, let us know about it.

Manager in the modern view, it is a person who holds a permanent position, is empowered and has responsibility in the field for specific activities of an organization operating in market conditions.

The term "manager" is quite widespread and is used in relation to:

• the organizer of specific types of work within individual departments or target groups;
• the head () as a whole or his subdivision;
• the leader in relation to subordinates;
• administrator of any level of management, organizing work, guided by modern methods.

Specificity of labor manager is the end result of his activities - decision, the organization of the implementation of which is the content of the manager's work.

Solution- a conscious conclusion about the implementation (or non-implementation) of some actions. The need for decision-making is dictated by the presence of previously known tasks, as well as the emergence of new tasks or the emergence of problems requiring regulation.

The end result of the activity manager in different countries by management specialists is assessed differently (Table 4.1).

Table 4.1 Features of the final result of activities in management

The main tasks of a manager in an enterprise are reduced to managing an object in order to achieve the goals of the organization (development of an organizational structure for managing an object in accordance with its goals):

• ensuring the functioning of the supply subsystem;
• ensuring the functioning of the production system;
• ensuring the functioning of the product sales subsystem;
• PF of the financial subsystem;
• PF of the innovation subsystem;
• PF of the social subsystem;

Types of managers

The vertical division of labor in management involves the allocation of three hierarchical levels of management, which determine the content of the manager's labor (Fig. 4.2).

Rice. 4.2. Control levels

Intermediate managers coordinate the work of lower-level managers and act as a link between them and top management. They make decisions in accordance with the content of the tasks of the internal environment of the organization (enterprise).

Grassroots managers organize the work of directly subordinate workers or other workers. They make operational decisions in accordance with the specific tasks of the headed object.

The horizontal division of labor in management makes it possible to single out line and functional managers.

Line managers- these are managers who coordinate the activities of departments in accordance with the goals and objectives of their hierarchical level.

Line manager level is determined by the position of the unit headed by him in the hierarchical structure of the organization (enterprise).

Functional leaders- these are managers who head departments and services in the hierarchical structure of the organization (enterprise), providing the ability to make decisions by line managers of the corresponding hierarchical level.

Functional manager level determined hierarchical level line management, the work of the unit of which he provides.

Allows you to select shapes in the manager environment:

• entrepreneur;
• businessman;
• merchant.

Entrepreneur- the main figure of market relations, whose innovative activity is associated with constant material risk when organizing a new enterprise or developing a new idea, new products or a new type of service offered to society in the face of market uncertainty.

Businessman- a subject of market relations, whose business activity is associated with the availability of capital (not only in monetary form) and is aimed at solving problems related to the exchange of goods and services between existing market structures using the forms and methods of free economic activity that have developed in practice.

Kommersant- an independent economic subject of market relations, specializing in the types of intermediary activities existing in the market conditions that satisfy the needs of society and a particular individual.

Qualities required by a manager

The main qualities required by a manager:

• ideological position:
  • availability of a developed management concept;
  • desire to ensure the achievement of the economic and social goals of the organization;
  • the ability to positively influence people, bringing up by personal example;
• business competence:
  • have professional knowledge in the field of market economy;
  • have experience in the field of economic activity;
  • own modern management methods;
• administrative talent:
  • be entrepreneurial in expanding the scope of activities;
  • have experience in administrative work;
  • have high level culture of professional communication;
  • be able to provide corporate support;
• personal qualities:
  • genetic predisposition to;
  • have a sense of inner freedom and willingness to take risks;
  • critically assess your achievements;
  • be able to harmonize;

Worldview position- This is a social quality of a person who has moral attitudes characteristic of a certain type of activity.

Business competence- This is the quality of a person who has the ability to lead in market conditions.

Administrative talent — this is the quality of a person who has organizational skills, providing a real opportunity to bring the work started to the end.

Personal qualities- these are personality traits that provide business and psychological support for the social environment in the process of practical activity.

Requirements for the manager

According to these levels, different requirements are imposed on managers. These requirements are high for any level of managers. In general, line managers at the middle level are engaged in solving the assigned tasks, at the lower level - in eliminating problems related to the achievement of goals, and at the top level - in setting common goals. Thus, although it seems that responsibility is evenly distributed, it most of all rests with leaders of the highest order. It is so customary that if some enterprise fails, then the leader is blamed for everything, and if the company succeeds, then this success belongs exclusively to the employees of this organization.

However, you can list General requirements applied to managers of any level. So, the requirements can be divided into 6 main blocks:

1. Knowledge of the specialty:

• - knowledge of technology production process and its functioning;
• - knowledge of management theory, basic laws and techniques;
• - knowledge of general economic theory;
• - knowledge of marketing theory;
• - as well as general erudition in the specialty;
• - knowledge of the science of psychology (very important when working with people);

2. Personal qualities:

• - the ability to be in shape;
• - endurance in a state of uncertainty and stress;
• - endurance in any conflict situation;
• - communicativeness;
• - listening skills;
• - intuition;
• - adaptability to the situation;
• - susceptibility to criticism, self-criticism;
• - self confidence;
• - credibility;
• - striving for success and willingness to work for this;
• - age and external data;
• - strength of will;

3. Personal abilities:

• - the ability to convince, to push through their ideas (charisma);
• - the ability to distribute responsibilities and give clear instructions;
• - the ability to stimulate and motivate employees;
• - ease of communication, tact and diplomacy;

4. Intellectual ability:

• - mind and prudence;
• - creative potential;
• - the ability to make the right decision;
• - logical, structural, systems thinking;
• - intuition;

5. Working methods:

• - rationality and consistency in work;
• - the ability to concentrate as much as possible;
• - the ability to make decisions and solve problems;
• - self-management;
• - the ability to express their thoughts, negotiate;

6. Physical capabilities:

• - activity and mobility;
• - energy;
• - strength and health.