Organizational foundations of the management process. Participants in the management process. Steps in the management process

After mastering this chapter, the student must:

know

The main characteristics of group processes in the organization;

be able to

Identify different organizational structures;

own

Interaction technologies in companies with different organizational structures.

Content of management activities and main management functions

The leader plays an important role in any organizational system. His activities are closely related to all aspects of the functioning of the organization. Studying psychology management activities presents a certain difficulty. At present, the external manifestations of managerial activity, and not its internal content, have been studied to a greater extent.

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

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

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

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

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

Anatoly Viktorovich Karpov classified the types of activities as follows:

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

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

The essence of management activities- organizing the activities of other people, i.e. "activity organizing activities" (activities of the "second order"). This property is considered in theory as the main one - attributive for managerial activity (therefore, it is designated by the concept of meta-activity).

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

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

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

tight time constraints;
chronic information uncertainty;
the presence of high responsibility for the final results;
unregulated labor;
constant lack of resources;
frequent occurrence of so-called extreme - stressful situations.

TO domestic conditions relate:

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

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

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

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

Moreover, all management functions can be grouped into four basic categories:

planning;
organization;
motivation;
the control.

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

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

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

Motivation- motivation of employees to perform quality tasks in accordance with delegated responsibilities.

The control includes setting standards, measuring what has been achieved, comparing what has been achieved with what was expected, and taking action to correct deviations from the original plan.

Decision-making Is a choice of how and what to plan, motivate, organize and execute.

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

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

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

However, it must be borne in mind that modern organizations are the so-called socio-technical systems, i.e. they are internally heterogeneous and include qualitatively different components. They consist of a complex subsystems which should be coordinated hierarchically (by the type of subordination) and "horizontally" (by the type of coordination).

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

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

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

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

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

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

Rice. 1.1. Structure external environment of the organization

Shadrikov V.D. Abilities and activities. M., 1995.
Karpov A.V. Management psychology. M .: Gardariki, 2005.
Karpov A.V. Decree. Op.
Grayson J., O "Dale K. American management on the threshold of the XXI century. M., 1991.
Albert M., Mescon L /., Kheduri F. Fundamentals of management. M., 1992.

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, assessment 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).

Phase (stage) is a qualitatively defined part of the 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 procession 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 about the progress of assignments, checking how the organization of the case and the results of execution correspond decisions taken, - 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 indicating the trends, nature and timeframes 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 tasks of management, 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 managerial 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 the process of preparation and selection from a set of one or more 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, it is necessary to 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 planning and organization stages 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.

Any organization has two management systems: a management object and a management subject. The object of management includes work personnel, intra-organizational relations, economic mechanisms, structures, marketing, information and much more. The subject of management is the management personnel who carry out all actions in relation to the management object.

Definition

Management personnel are employees of the management apparatus, employees included in the administration of an enterprise, organization, office workers, management of enterprises and institutions. The main task of the management personnel is to ensure coordinated, purposeful activities and individual areas of work, and the entire team as a whole.

The goal is achieved by preparing and implementing a set of decisions made by management personnel. Thus, a managerial decision is a specific product of managerial labor. This speaks of the informational nature of managerial labor.

Functional division - the allocation of functions assigned by production to certain employees or divisions of the management apparatus.
Hierarchical - distribution of work according to management levels.
Technological - differentiation of management processes into operations for collecting, transferring, storing and transforming information.
Professional - differentiation of managers based on their professional training.
Qualification - the distribution of work in accordance with qualifications, length of service and personal abilities.
Job assignment - distribution of management employees in accordance with their competence.

Within the framework of this categorical division, management personnel can also be divided into managers, specialists and technical executors. This is the most common approach. Thus, the activities of management personnel are a specific type human activity, isolated in the course of the division and cooperation of social labor.

Features of the activities of management personnel

As known, the main role in the management of the company is played by the head (manager, administrator, boss), who is at the head of the team. The manager is distinguished by the empowerment of him with the necessary powers to make decisions on emerging situations, specific activities of the company, and also bears for his leadership full responsibility... In the first category of management personnel, that is, the manager, several levels can be distinguished according to their place in the company's management system: top, middle and grassroots. The content of the activities of managers different levels is the process of implementing management functions: planning, organization, coordination, motivation and control.

The second category consists of specialists performing specific management functions. Their tasks include analyzing the information collected, which is necessary for managers of the appropriate level, for joint decision-making with them on the task at hand. This category includes: economists, accountants, financiers, analysts, lawyers, etc. Main feature the activity of specialists is a strict regulation of their work. In their actions, they rely on orders and orders of managers, technological and legal standards. They also have clear qualification requirements and the availability of special knowledge on the implementation of logical operations.

The third category is technical performers who serve the activities of specialists and managers, who perform information and technical operations in order to relieve managers and specialists from labor-intensive work. This category includes secretaries, typists, junior technicians, etc. The peculiarities of their activities - the implementation of standard procedures and operations, mainly lend themselves to standardization. As with employees of the previous category of management personnel, logical and technical operations dominate (see table):

Roles of management personnel

Each member of the management team may have specific roles in the organization. Let's list them:

Interpersonal Roles:

chief executive;
leader;
connecting link.

Informational roles:

receiver of information;
distributor of information;
representative.

Decision Roles:

businessman;
eliminating violations;
resource allocator;
negotiator.

Any employee from any category of management personnel works with his assistants, with his team, thereby providing a certain function, performing a certain role. The implementation of the general functions and roles of management personnel determines the success of management activities and leads to the achievement of the stated results of the organization.

Conclusion

Thus, management is carried out through the division and cooperation of managerial labor, which is an objective process of separation certain types into independent spheres of managerial work.

The management process today is subject to changes associated primarily with the fact that personnel is seen as the main resource of the organization. And at the same time, not only managers, but also all personnel are involved in the process of making management decisions. Under these conditions, a manager works in a management team both as a leader and as a team member, which, in turn, raises the requirements for his business and personal qualities.

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:

structural and functional subsystem (implements the principle of unity of structural and functional elements of the system);
information and behavioral subsystem (providing actions with the necessary information);
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 purpose of the functioning of the subject of management is to develop management decision, which ensures the efficiency of the system as a whole.

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

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;
at the local level (at the level of the system itself).

Requirements for the subject of management:

the subject of management must implement the law of the required diversity (quantitative aspect);
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.
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;
the management system should always be the center of responsibility;
the subject of management must be law-abiding;
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;
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:

system of management goals;
functional model of the control system;
structural model;
information model;
communication model (relationship systems);
efficiency model;
control mechanism;
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 which is under management influence. 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 goals set 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:

constant processes - represent the functional areas of human activity to achieve current goals;
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:

setting a specific goal;
Information Support;
analytical activity is a set of operations associated with assessing the state of a controlled object, finding ways to improve the existing situation;
choice of options for action;
implementation of solutions;
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 the 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:

in-house management;
manufacturing control;
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 practical management is their relationship and interdependence.

Management methods can be:

economic;
organizational and administrative;
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, staff, regulations on executors, 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 (the 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- This is a type of human labor activity aimed at balancing the state of the organization with the external environment, while entering the system of management relations.

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

general management functions are functions that determine the type of management activity, regardless of the place of its manifestation;
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 common functions management 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 in advance 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 to organize effective communication and balance structural units and their employees at 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, a coordinated 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 well-made plans and the most perfect structure organizations 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 responsibilities delegated to them and according to the plan.

The control Is the process of ensuring that an organization truly 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.

If organizational structure, as a form, reflects the statics of control, then the control process characterizes the dynamics, i.e. the functioning of the management system, everything that happens in the management system of the organization in time. A process is defined as any action that management takes to achieve the objectives of an organization.

Management - a complex problem-solving process, it can be presented as tracking trends, setting goals, formulating problems and opportunities, developing and selecting alternatives, making decisions, drawing up programs and budgets, determining directions and measures for their implementation.

For example, when a manager is planning, organizing and controlling, he makes decisions. He analyzes the situation, develops several alternatives, compares alternatives, makes a decision and evaluates the result. Decision making is directly related to all management functions. The management process is divided in time and space into separate stages for implementation certain works related to making management decisions.

Management process- a set of sequential actions performed by the head and the management apparatus for the preparation and implementation of impact on the controlled object.

Mandatory components of the management process are:

1. A control object that determines the content of functional tasks to be solved in the control process.
2. The subject of management is a decision-maker. The decision maker can be individual and group.
3. The content of the process.
4. Organization of the process.
5. Process technology.

Grouping actions by function defines the tasks to be solved in a specific department (these are specific management functions)

Grouping actions the nature allows you to highlight the stages of the management process. Grouping actions by time- stages, procedures and operations.

Stage of the management process - this is a group of actions that are distinguished by their qualitative certainty, homogeneity, and obtaining a specific intermediate result.

There are 4 stages of the management process:

1. Setting a goal.

Target- an ideal representation of the desired, necessary and possible (final) a state or result of an activity to be achieved with cash or identifiable funds.

Each management process begins with setting goals and defining criteria by which the degree of its achievement is determined. Different kinds criteria allow to quantify the priority of goals and activities, to choose the most effective solutions. The goals are planned and one-time.

2. Assessment of the situation

Situation- the current state of the controlled system, assessed in relation to the goal.

Usually the situation is described using information, a scorecard, etc. Situations can be typical and original, critical and normal, foreseeable and unforeseen, temporary and permanent.

3. Definition of the problem.

Problem- the main contradiction between current state control system and the set goal.

The existence of the problem indicates a discrepancy between the goals and objectives of the organization and the possibilities of their actual implementation. For example, a 20% discrepancy between target and actual sales means there is a problem.

4. Management decision.

Making decisions is a conscious choice among the available alternatives of the direction of action leading to the achievement of the goal.

Decisions are an organizational response to an emerging problem. Decisions are a product of managerial labor, and making it is a process.

Each decision involves different ways and means of organizing work, resource costs, consequences. This process is at the heart of the planning of the organization's activities, since the plan is a set of decisions on the allocation of resources and the direction of their use to achieve organizational goals.

Grouping actions in time allows you to highlight stages, procedures and operations.

Stages of the management process:

v Goal setting
v Information work
v Analytical work
v Choosing a solution
v Organizational and practical work.

The connection between the stages and stages of the management process can be schematically represented in the following form:

Organization the management process reflects the order of interaction between various departments and employees when performing sequential actions and works. The division of managerial labor requires the establishment of organizational, informational links when performing joint work.

Technology control process characterizes the means and methods of performing procedures and operations, which include technical means, information and methods used.

The control technology can change and depends on the chosen method for solving the problem.

The concept of the management process is closely related to the concept of activity. This is managerial work, that is, the cost of resources: material, informational, human, etc. Therefore, it is important to assess and improve the efficiency of their use, and the issue of the effectiveness of the management process is given special attention.

Properties (characteristics) of the control process:

Features of the management process as a specific type of activity are reflected in the following properties:

1. Continuity

This property reflects the connection and unity of production and management.

Rhythmic and efficient production activity out of control is impossible.

The stable, constant nature of management actions aimed at achieving the goals of the organization, and thereby maintaining its existence and growth.

SU and OU. Command and information channels are not interrupted as long as the organization exists.

2. Discreteness

Management potential is accumulated (during the collection, analysis of information, development of a solution), and then is implemented in the form of impact on the educational institution.

Governance is a complex problem-solving process that can be thought of as tracking trends, setting goals, articulating problems and opportunities, diagnosing, developing and selecting alternatives, programming and budgeting, directions for implementation and specific implementation measures.

3. Cyclicity

Periodic repetition of a certain set of actions is an elementary control cycle.

4. Sustainability

The stability of the management process is ensured by the fact that the structure of the management process (the composition of actions and interactions) is fixed in organizational regulations, OSU, which ensures the stability of the process. Execution relationships permanent works persist.

5. Variability (dynamism)

It characterizes the ability of the management system to switch to new goals, problems, new management methods.

It is due to the changes that occur in production.

6. The logical sequence of stages and stages.

A logical repetition of the main stages in each management cycle.

The properties of the management process must be taken into account when planning and organizing managerial work, determining the scope of work, their duration, and labor intensity.