The main directions of modern systems analysis in business. System analysis in modern management. Description of the presentation system analysis in management when studying complex, by slides

The concept of systems analysis and its basic principles. Enterprise as a purposeful system. A targeted approach to the formation of an enterprise as a system.

Systems analysis in modern management

The processes taking place in a civilized society make the enterprise an increasingly complex system, since the interests of personnel and consumers of products, the economic, political and ecological environment are becoming more complex, the mutual influence of scientific and technological progress and the social and spiritual sphere is increasing. For this reason, enterprise management processes are also becoming more complex. The importance of system-analytical activity, which ensures integrity in the development of an enterprise as a system, is growing. Not only in the activities of a manager, the administrative functions are replaced by an intellectual role, but the trend of intellectualization is typical for the collective of a modern enterprise as a whole.

Thus, the purpose of this work is to study systems analysis in modern management. To achieve the goal, it is necessary to solve the following tasks:

Determine the essence of system analysis and highlight its main principles;

consider the enterprise as a purposeful system;

explore a targeted approach to the formation of an enterprise as a system.

The set goals and objectives determined the structure of the work, which consists of 3 points, consistently revealing the topic of the work. The information base of the research was the materials of textbooks on system analysis, as well as materials found on the Internet. The work uses the methods of logical and system analysis and synthesis.

1. The concept of systems analysis and its basic principles

At present, system analysis is a widely used methodological tool in the field of analysis, design and improvement of various economic systems, including enterprises.

System analysis is determined by:

As a set of rules for solving complex problems;

As an integrated normative methodology for the analysis and synthesis of complex systems;

As ways of investigating complex problems of choice under conditions of uncertainty;

As a normative methodology for solving complex problems in the face of changing external influences, based on a systematic approach;

As a scientific and applied direction, providing, on the basis of a systematic approach, the solution of poorly structured problems in the presence of significant uncertainty.

Systems are the object of system analysis.

Systems analysis is based on a systematic approach to solving problems, which in the case of complex systems of a large scale is the only guarantee of making a decision close to optimal.

The essence of the systematic approach lies in the solution of particular problems, subject to the solution of problems common to the entire system as a whole.

The systematic approach has the following distinctive features:

as a result of its adoption, it is possible to solve problems from new points of view;

requires a generalized understanding of the object of research, which is defined as a system;

the process of development, structure and functioning of the system is considered in interrelation;

dynamic understanding of an object, assuming that we are talking about a developing system, which in the process of development changes its state, structure and behavior;

research is subject to the definition of a common goal;

understanding the research process itself as a system is the most important distinguishing feature.

In order for a systemic analysis to give the expected effect when solving specific problems, it is necessary to ensure compliance with certain principles arising primarily from the systems approach.

1. The principle of generality of systems. The definition of the system, selection, description of its inputs and outputs should be carried out in such a way that insignificant deviations at the inputs do not lead to significant changes in the behavior of the system.

2. The principle of "black box" (modeling). Two systems that have the same inputs and outputs, functions and behavior are considered the same regardless of how the input and output transformation process occurs.

3. The principle of relativity of the goal. When describing a goal, there is no need (sometimes it makes no sense) to describe it in full detail. It is much easier to create several models of the system under study, depending on the types of problems that need to be solved.

4. The principle of a single criterion. The main criterion for each particular task should be the efficiency of the system as a whole.

5. The principle of correct formulation of the problem. It is necessary to define as accurately as possible the essence of the problem in all its depth, as well as the purpose of the solution and the evaluation criteria.

6. The principle of systemic orientation. When dividing (decomposing) a general problem, tasks into components, it is necessary to consistently ensure the continuity of essential connections between the components in order to constantly see the system as a whole.

2. Enterprise as a purposeful system

Among the systems created by people, a special category of so-called purposeful systems can be distinguished. These are systems that contain people as their components. From the point of view of goal analysis, such systems are particularly complex objects.

Before the First World War, any enterprise was considered in only one way - as a mechanism that provides profit to its owner. Like any other mechanism, it was built on the principle: it was assumed that there were no regularities in the functioning and development of an enterprise. Due to this, the attitude to the employees of the enterprise was as to parts of a mechanism without taking into account their needs, interests, desires, opportunities, laws of their own, human existence.

After the First World War, many social, political, economic processes taking place in society made us look at the enterprise with new eyes. The realization came that it is more of an organism than a mechanism, that is, such an object, such a system that has its own laws of development. Such, for example, as growth, survival, the presence of complementary organs, the need for an intellectual governing body. This was the period when the managerial layer at the enterprises - management - was intensively growing and developing.

And, finally, the processes of a number of recent decades, especially after the Second World War, have led the world to the idea of ​​an enterprise as an organization in the broad social sense of the word, that is, a voluntary association of owners and employees who are carriers of individual goals. Therefore, the goal of a modern enterprise cannot be reduced to maximizing profits; the goal of a modern enterprise is the sum of the goals of all its employees, owners, consumers and all other subjects of society, somehow connected with it.

To distinguish the goals of human-containing systems from any others, all systems should be divided into two classes - mechanical and organic systems. Mechanical systems can be built largely at the discretion of their creators; they have properties set from the outside once and for all and have no goals of their own. And organic systems, by analogy with living, biological organisms, have the ability to consciously change, to self-development. Such systems create the organs they lack, the means to achieve their goals. If the management of an enterprise creates conditions for its development, then such an enterprise is able to survive in modern economic conditions and achieve some success. This is a consequence of the fact that the enterprise becomes an open system due to the reflection in the purposes of its employees of the surrounding world, its changing ideas, values ​​and interests. If one tries to build an enterprise according to the laws of functioning of mechanisms, then such an enterprise cannot become anything more than a mechanism doomed to die in the conditions of the modern market, becoming a closed system, unviable and degrading.

Long gone are the notions that the main goal of an employee is only to get the maximum salary, that it is the material incentive that is the main motive of his work. Special studies have shown that the needs of a modern worker, which underlie his goals, are multifaceted, multifaceted. In civilized societies, it is not material incentives that come to the fore, but motives of a spiritual, psychological, moral nature. Indeed, a modern person feels the need for self-realization, for creativity, for freedom, for public recognition, for a reliable future and, of course, for good material support. Only such a firm will be fully stable and prosperous, where the most important human and professional needs of its employees will be met.

However, the goals of the firm as a whole cannot be reduced only to the goals of its employees or to the goals of its owners. In fact, the goals of an enterprise should be a harmonious combination - a system of four categories of goals: the goals of its employees, the goals of its owners, the goals of consumers of its products and the goals of society as a whole.

Among all the goals of the firm, it is necessary to single out the core, basic goal, which will be the leading incentive for the firm's activities; it should play not only an organizing and integrating role, but also an inspiring, propagandistic function. This goal represents the mission of the company, its purpose for consumers. It, of course, is publicly announced, advertised, and, most importantly, is brought to the consciousness of every employee of the enterprise, prompting him to actively serve for the benefit of the consumer. It is clear that profit maximization cannot serve as the mission of the enterprise, since it is only its internal goal, while the mission is a goal that goes beyond the enterprise. For example, McDonald's mission is to provide fast, quality customer service with a standard set of products. It is clear that the mission of a fashionable restaurant differs significantly from it, since focused on other customer needs.

All other goals of the enterprise should be a means of realizing its mission. These means include the marketing service, production, staff recruitment and training, research and development, and much more. Naturally, it is possible to effectively carry out the company's mission only when all the means used for this are connected into a single harmonious system. Moreover, each of the means, in turn, is also a system, consists of different components. For example, production consists of interconnected workshops, departments, services. Each workshop is also a system that includes machines, equipment, service personnel and much more. It can be concluded that the totality of means intended to achieve some goal, for example, the mission of a company, or any other goal, is a system that contains many subsystems, as it were, “nested” into each other, resembling the construction of a “matryoshka ”. Moreover, any of these systems has a duality, being both a goal and a means: on the one hand, the integral quality, the role of this system is the goal to achieve which the components of the system are intended as means, and on the other hand, this system itself is a means to achieve a higher order goal. For example, the production of motors is a goal for the workers in the engine shop, but a means for the enterprise as a whole.

The method of systems analysis, aimed at ensuring the unity of the chosen goal and the means of achieving it, is the construction of a “tree of goals”. The essential advantage of this method lies in the organic unity of analysis and synthesis. Experience shows that often organizations mainly use analysis in the narrow sense of the word, dividing tasks, problem situations into their component parts. The situation is much worse with synthesis, which requires dialectical thinking, a certain philosophical culture. At the same time, management requires a synthetic, systematic approach, since management is an activity that is primarily aimed at uniting, at synthesizing the interests of people. The application of the goal tree method serves as a connection in the process of creating a management solution for analytical and synthetic work. The very process of dividing a common goal into sub-goals serves as a way of combining them, since not only individual components are revealed, but also the relationship between them, the connection with the main goal. Although the goal tree does not fully reflect the structures of systems, and cannot replace the entire set of system analysis procedures, at the same time, it helps to clearly express the “target” approach to the organization of a modern enterprise, which is especially important in a dynamic environment, constantly affecting the goals of the enterprise.

3. Targeted approach to the formation of an enterprise as a system

To harmonize conflicting goals, a common system of means should be created, which, to a certain extent, allows achieving both goals. The composition of the elements and the structure of the system is determined by a set of goals for which it is created, which are backbone, integrating factors. However, it is important to know that there are no exact rules for building a system of funds based on goals. Therefore, the search for an adequate structure, for example, an enterprise is carried out not only on the basis of immutable laws and rules, but also with the help of informal reasoning, analogies, intuition, experience.

So, if an enterprise operates in a relatively stable market situation and produces fairly simple and familiar products, then its goals are simple - to maintain or increase the volume of these products. The shop-floor form of organization of an enterprise with a linear management structure corresponds to these goals.

In a dynamic environment, an enterprise with rapidly changing products uses matrix structures. The uncertainty of the environment forces enterprises to create flexible structures - “search” divisions, “venture” (risky) firms.

At first glance, such a "chain" of cause-and-effect relationships arises, which are taken into account when creating an enterprise: the needs of the environment - the goals of the enterprise - the structure of the enterprise. However, in reality, the process of creating an enterprise structure is based on more complex dependencies.

So, for the design of any system, for example, a firm, the needs for the sake of which it was created are first determined. At first, this project should be strictly idealized, that is, the most preferred goals, ideals are outlined and a proposal is made that there are means to achieve them.

This approach allows us to make an attempt to really find such tools, to expand the range of search, going beyond the standard set of familiar tools. If we act by usual methods, then, most likely, we will outline for ourselves only such goals, for the achievement of which, it seems to us, there are real means.

After the procedure for searching for means adequate to idealized goals, which should be carried out using the goal tree, it is necessary to recall the inevitability of a gap between the planned goals and the results obtained. It is impossible to close this gap completely, but there are methods to close them. This is mainly forecasting, a purposeful study of the future result. It is possible to offer a relatively simple technique that allows you to expand your ideas about the future - the "consequence tree" (Figure 3.1.).

Thus, for the design of purposeful systems, we get a more universal tool than the usual tree of goals - a “combined graph” that synthesizes a tree of goals and a tree of consequences.

Rice. 3.1. Objective-effect tree

It is believed that many management problems are generated by the fact that management bodies do not take into account the effect of mismatching goals and results, and sometimes they simply do not know about it. The difference between the final result and the goal remains unnoticed due to the fact that the real means, gradually opening up in the course of activity, gives a series of intermediate results, each of which slightly affects the goal. By the time the final result is obtained, the goal can already be significantly changed, the gap between them is absent or smoothed and, therefore, imperceptible.

It is believed that an imperceptible change in the initial goal can be considered a regularity of human activity in general and, of the management process, in particular. A number of consequences that are important for management can be derived from it:

1. It is impossible to absolutize the inviolability of the original goals of management. Making adjustments to them is natural and requires the use of special procedures.

2. It is necessary to constantly monitor the intermediate results, predict on their basis the final result and compare it with the goal.

3. Necessary adjustments to goals should be made if they become unattainable or require new hard-to-reach or expensive means.

4. It is necessary to make adjustments to the means used, if the intermediate results they give show that the final result will differ significantly from the original goals.

Conclusion

In conclusion of the research carried out in the control work, it should be noted that modern systems analysis is an applied science aimed at finding out the reasons for the real difficulties faced by the "owner of the problem" (usually a specific organization, institution, enterprise, team), and at developing options for their elimination ... In its most advanced form, system analysis also includes direct, practical, improving intervention in a problem situation. In order for systemic analysis in solving specific problems to give the expected effect, it is necessary to ensure compliance with certain principles.

Awareness of the company's dependence on the external environment, on society, which develops according to its own laws, has led to the emergence over the past several decades of new types of manager's activities - forecasting, strategic planning and management. Their essence lies in the scientific knowledge of the regularities of the functioning and development of the enterprise and society, the search for the optimal means and goals of the enterprise, harmonizing the interests.

The processes taking place in a civilized society make the enterprise an increasingly complex system, since the interests of personnel and consumers of products, the economic, political and ecological environment are becoming more complex, the mutual influence of scientific and technological progress and the social and spiritual sphere is increasing. For this reason, enterprise management processes are also becoming more complex. The importance of system-analytical activity, which ensures integrity in the development of an enterprise as a system, is growing.

All these tendencies are increasingly manifested in the socio-economic life of the Republic of Belarus. Therefore, the imperative of the times is the need for purposeful development of the entire arsenal of techniques and methods of research and management of enterprises in market conditions, mastering a systematic and situational approach. One of the universal methods for designing purposeful systems, one of which is the enterprise, is the goal-effect tree.

Bibliography

Bovykin V.I. New management. Enterprise management at the highest standards: theory and practice of effective management. –M .: Economics, 1997. -366s.

E.P. Golubkov The use of system analysis in making planning decisions. –M .: Economics, 1982. –234s.

Kamionskiy S.A. System analysis in modern management. // www.lib.subs.ru

Morrisay J. Target management of organizations. –M .: Sov. radio, 1979 –148s.

Peregudov F.I., Tarasenko F.P. Introduction to systems analysis. –M .: Higher school, 1989. -367s.

System analysis in economics and organization of production. / Ed. S.A. Valueva, V.N. Volkova. –L .: Polytechnic, 1991. –228s.

A.I. Uemov Systems approach and general systems theory. –M .: Thought, 1978. –245s.

A.A. Shamov Territorial administration of the national economy. –M .: Economics, 1984. –175s.

For the preparation of this work were used materials from the site socrat.info/

The processes taking place in a civilized society make the enterprise an increasingly complex system, since the interests of personnel and consumers of products, the economic, political and ecological environment are becoming more complex, the mutual influence of scientific and technological progress and the social and spiritual sphere is increasing. For this reason, enterprise management processes are also becoming more complex. The importance of system-analytical activity, which ensures integrity in the development of an enterprise as a system, is growing. Not only in the activities of a manager, the administrative functions are replaced by an intellectual role, but the trend of intellectualization is typical for the collective of a modern enterprise as a whole.

Thus, the purpose of this work is to study systems analysis in modern management. To achieve the goal, it is necessary to solve the following tasks:

Determine the essence of system analysis and highlight its main principles;

consider the enterprise as a purposeful system;

explore a targeted approach to the formation of an enterprise as a system.

The set goals and objectives determined the structure of the work, which consists of 3 points, consistently revealing the topic of the work. The information base of the research was the materials of textbooks on system analysis, as well as materials found on the Internet. The work uses the methods of logical and system analysis and synthesis.

1. The concept of systems analysis and its basic principles

Currently, system analysis is a widely used methodological tool in the field of analysis, design and improvement of various economic systems, including enterprises.

System analysis is determined by:

As a set of rules for solving complex problems;

As an integrated normative methodology for the analysis and synthesis of complex systems;

As ways of investigating complex problems of choice under conditions of uncertainty;

As a normative methodology for solving complex problems in the face of changing external influences, based on a systematic approach;

As a scientific and applied direction, providing, on the basis of a systematic approach, the solution of poorly structured problems in the presence of significant uncertainty.

Systems are the object of system analysis.

System analysis is based on a systematic approach to solving problems, which in the case of complex systems of a large scale is the only guarantee of making a decision close to optimal.

The essence of the systematic approach lies in the solution of particular problems, subject to the solution of problems common to the entire system as a whole.

The systematic approach has the following distinctive features:

as a result of its adoption, it is possible to solve problems from new points of view;

requires a generalized understanding of the object of research, which is defined as a system;

the process of development, structure and functioning of the system is considered in interrelation;

dynamic understanding of an object, assuming that we are talking about a developing system, which in the process of development changes its state, structure and behavior;

research is subject to the definition of a common goal;

understanding the research process itself as a system is the most important distinguishing feature.

In order for a systemic analysis to give the expected effect when solving specific problems, it is necessary to ensure compliance with certain principles arising primarily from the systems approach.

1. The principle of generality of systems. The definition of the system, selection, description of its inputs and outputs should be carried out in such a way that insignificant deviations at the inputs do not lead to significant changes in the behavior of the system.

2. The principle of "black box" (modeling). Two systems that have the same inputs and outputs, functions and behavior are considered the same regardless of how the input and output transformation process occurs.

3. The principle of relativity of the goal. When describing a goal, there is no need (sometimes it makes no sense) to describe it in full detail. It is much easier to create several models of the system under study, depending on the types of problems that need to be solved.

4. The principle of a single criterion. The main criterion for each particular task should be the efficiency of the system as a whole.

5. The principle of correct formulation of the problem. It is necessary to define as accurately as possible the essence of the problem in all its depth, as well as the purpose of the solution and the evaluation criteria.

6. The principle of systemic orientation. When dividing (decomposing) a general problem, tasks into components, it is necessary to consistently ensure the continuity of essential connections between the components in order to constantly see the system as a whole.

2. Enterprise as a purposeful system

Among the systems created by people, a special category of so-called purposeful systems can be distinguished. These are systems that contain people as their components. From the point of view of goal analysis, such systems are particularly complex objects.

Before the First World War, any enterprise was considered in only one way - as a mechanism that provides profit to its owner. Like any other mechanism, it was built on the principle: it was assumed that there were no regularities in the functioning and development of an enterprise. Due to this, the attitude to the employees of the enterprise was as to parts of a mechanism without taking into account their needs, interests, desires, opportunities, laws of their own, human existence.

After the First World War, many social, political, economic processes taking place in society made us look at the enterprise with new eyes. The realization came that it is more of an organism than a mechanism, that is, such an object, such a system that has its own laws of development. Such, for example, as growth, survival, the presence of complementary organs, the need for an intellectual governing body. This was the period when the managerial layer at the enterprises - management - was intensively growing and developing.

And, finally, the processes of a number of recent decades, especially after the Second World War, have led the world to the idea of ​​an enterprise as an organization in the broad social sense of the word, that is, a voluntary association of owners and employees who are carriers of individual goals. Therefore, the goal of a modern enterprise cannot be reduced to maximizing profits; the goal of a modern enterprise is the sum of the goals of all its employees, owners, consumers and all other subjects of society, somehow connected with it.

To distinguish the goals of human-containing systems from any others, all systems should be divided into two classes - mechanical and organic systems. Mechanical systems can be built largely at the discretion of their creators; they have properties set from the outside once and for all and have no goals of their own. And organic systems, by analogy with living, biological organisms, have the ability to consciously change, to self-development. Such systems create the organs they lack, the means to achieve their goals. If the management of an enterprise creates conditions for its development, then such an enterprise is able to survive in modern economic conditions and achieve some success. This is a consequence of the fact that the enterprise becomes an open system due to the reflection in the purposes of its employees of the surrounding world, its changing ideas, values ​​and interests. If one tries to build an enterprise according to the laws of functioning of mechanisms, then such an enterprise cannot become anything more than a mechanism doomed to die in the conditions of the modern market, becoming a closed system, unviable and degrading.

Long gone are the notions that the main goal of an employee is only to get the maximum salary, that it is the material incentive that is the main motive of his work. Special studies have shown that the needs of a modern worker, which underlie his goals, are multifaceted, multifaceted. In civilized societies, it is not material incentives that come to the fore, but motives of a spiritual, psychological, moral nature. Indeed, a modern person feels the need for self-realization, for creativity, for freedom, for public recognition, for a reliable future and, of course, for good material support. Only such a firm will be fully stable and prosperous, where the most important human and professional needs of its employees will be met.

However, the goals of the firm as a whole cannot be reduced only to the goals of its employees or to the goals of its owners. In fact, the goals of an enterprise should be a harmonious combination - a system of four categories of goals: the goals of its employees, the goals of its owners, the goals of consumers of its products and the goals of society as a whole.

Among all the goals of the firm, it is necessary to single out the core, basic goal, which will be the leading incentive for the firm's activities; it should play not only an organizing and integrating role, but also an inspiring, propagandistic function. This goal represents the mission of the company, its purpose for consumers. It, of course, is publicly announced, advertised, and, most importantly, is brought to the consciousness of every employee of the enterprise, prompting him to actively serve for the benefit of the consumer. It is clear that profit maximization cannot serve as the mission of the enterprise, since it is only its internal goal, while the mission is a goal that goes beyond the enterprise. For example, McDonald's mission is to provide fast, quality customer service with a standard set of products. It is clear that the mission of a fashionable restaurant differs significantly from it, since focused on other customer needs.

All other goals of the enterprise should be a means of realizing its mission. These means include the marketing service, production, staff recruitment and training, research and development, and much more. Naturally, it is possible to effectively carry out the company's mission only when all the means used for this are connected into a single harmonious system. Moreover, each of the means, in turn, is also a system, consists of different components. For example, production consists of interconnected workshops, departments, services. Each workshop is also a system that includes machines, equipment, service personnel and much more. It can be concluded that the totality of means intended to achieve some goal, for example, the mission of a company, or any other goal, is a system that contains many subsystems, as it were, “nested” into each other, resembling the construction of a “matryoshka ”. Moreover, any of these systems has a duality, being both a goal and a means: on the one hand, the integral quality, the role of this system is the goal to achieve which the components of the system are intended as means, and on the other hand, this system itself is a means to achieve a higher order goal. For example, the production of motors is a goal for the workers in the engine shop, but a means for the enterprise as a whole.

The method of systems analysis, aimed at ensuring the unity of the chosen goal and the means of achieving it, is the construction of a “tree of goals”. The essential advantage of this method lies in the organic unity of analysis and synthesis. Experience shows that often organizations mainly use analysis in the narrow sense of the word, dividing tasks, problem situations into their component parts. The situation is much worse with synthesis, which requires dialectical thinking, a certain philosophical culture. At the same time, management requires a synthetic, systematic approach, since management is an activity that is primarily aimed at uniting, at synthesizing the interests of people. The application of the goal tree method serves as a connection in the process of creating a management solution for analytical and synthetic work. The very process of dividing a common goal into sub-goals serves as a way of combining them, since not only individual components are revealed, but also the relationship between them, the connection with the main goal. Although the goal tree does not fully reflect the structures of systems, and cannot replace the entire set of system analysis procedures, at the same time, it helps to clearly express the “target” approach to the organization of a modern enterprise, which is especially important in a dynamic environment, constantly affecting the goals of the enterprise.

3. Targeted approach to the formation of an enterprise as a system

To harmonize conflicting goals, a common system of means should be created, which, to a certain extent, allows achieving both goals. The composition of the elements and the structure of the system is determined by a set of goals for which it is created, which are backbone, integrating factors. However, it is important to know that there are no exact rules for building a system of funds based on goals. Therefore, the search for an adequate structure, for example, an enterprise is carried out not only on the basis of immutable laws and rules, but also with the help of informal reasoning, analogies, intuition, experience.

So, if an enterprise operates in a relatively stable market situation and produces fairly simple and familiar products, then its goals are simple - to maintain or increase the volume of these products. The shop-floor form of organization of an enterprise with a linear management structure corresponds to these goals.

In a dynamic environment, an enterprise with rapidly changing products uses matrix structures. The uncertainty of the environment forces enterprises to create flexible structures - “search” divisions, “venture” (risky) firms.

At first glance, such a "chain" of cause-and-effect relationships arises, which are taken into account when creating an enterprise: the needs of the environment - the goals of the enterprise - the structure of the enterprise. However, in reality, the process of creating an enterprise structure is based on more complex dependencies.

So, for the design of any system, for example, a firm, the needs for the sake of which it was created are first determined. At first, this project should be strictly idealized, that is, the most preferred goals, ideals are outlined and a proposal is made that there are means to achieve them.

This approach allows us to make an attempt to really find such tools, to expand the range of search, going beyond the standard set of familiar tools. If we act by usual methods, then, most likely, we will outline for ourselves only such goals, for the achievement of which, it seems to us, there are real means.

After the procedure for searching for means adequate to idealized goals, which should be carried out using the goal tree, it is necessary to recall the inevitability of a gap between the planned goals and the results obtained. It is impossible to close this gap completely, but there are methods to close them. This is mainly forecasting, a purposeful study of the future result. It is possible to offer a relatively simple technique that allows you to expand your ideas about the future - the "consequence tree" (Figure 3.1.).

Thus, for the design of purposeful systems, we get a more universal tool than the usual tree of goals - a “combined graph” that synthesizes a tree of goals and a tree of consequences.

Rice. 3.1. Objective-effect tree

It is believed that many management problems are generated by the fact that management bodies do not take into account the effect of mismatching goals and results, and sometimes they simply do not know about it. The difference between the final result and the goal remains unnoticed due to the fact that the real means, gradually opening up in the course of activity, gives a series of intermediate results, each of which slightly affects the goal. By the time the final result is obtained, the goal can already be significantly changed, the gap between them is absent or smoothed and, therefore, imperceptible.

It is believed that an imperceptible change in the initial goal can be considered a regularity of human activity in general and, of the management process, in particular. A number of consequences that are important for management can be derived from it:

1. It is impossible to absolutize the inviolability of the original goals of management. Making adjustments to them is natural and requires the use of special procedures.

2. It is necessary to constantly monitor the intermediate results, predict on their basis the final result and compare it with the goal.

3. Necessary adjustments to goals should be made if they become unattainable or require new hard-to-reach or expensive means.

4. It is necessary to make adjustments to the means used, if the intermediate results they give show that the final result will differ significantly from the original goals.

Conclusion

In conclusion of the research carried out in the control work, it should be noted that modern systems analysis is an applied science aimed at finding out the reasons for the real difficulties faced by the "owner of the problem" (usually a specific organization, institution, enterprise, team), and at developing options for their elimination ... In its most advanced form, system analysis also includes direct, practical, improving intervention in a problem situation. In order for systemic analysis in solving specific problems to give the expected effect, it is necessary to ensure compliance with certain principles.

Awareness of the company's dependence on the external environment, on society, which develops according to its own laws, has led to the emergence over the past several decades of new types of manager's activities - forecasting, strategic planning and management. Their essence lies in the scientific knowledge of the regularities of the functioning and development of the enterprise and society, the search for the optimal means and goals of the enterprise, harmonizing the interests.

The processes taking place in a civilized society make the enterprise an increasingly complex system, since the interests of personnel and consumers of products, the economic, political and ecological environment are becoming more complex, the mutual influence of scientific and technological progress and the social and spiritual sphere is increasing. For this reason, enterprise management processes are also becoming more complex. The importance of system-analytical activity, which ensures integrity in the development of an enterprise as a system, is growing.

All these tendencies are increasingly manifested in the socio-economic life of the Republic of Belarus. Therefore, the imperative of the times is the need for purposeful development of the entire arsenal of techniques and methods of research and management of enterprises in market conditions, mastering a systematic and situational approach. One of the universal methods for designing purposeful systems, one of which is the enterprise, is the goal-effect tree.

Bibliography

Bovykin V.I. New management. Enterprise management at the highest standards: theory and practice of effective management. –M .: Economics, 1997. -366s.

E.P. Golubkov The use of system analysis in making planning decisions. –M .: Economics, 1982. –234s.

Kamionskiy S.A. System analysis in modern management. // www.lib.subs.ru

Morrisay J. Target management of organizations. –M .: Sov. radio, 1979 –148s.

Peregudov F.I., Tarasenko F.P. Introduction to systems analysis. –M .: Higher school, 1989. -367s.

System analysis in economics and organization of production. / Ed. S.A. Valueva, V.N. Volkova. –L .: Polytechnic, 1991. –228s.

A.I. Uemov Systems approach and general systems theory. –M .: Thought, 1978. –245s.

A.A. Shamov Territorial administration of the national economy. –M .: Economics, 1984. -1

The processes taking place in a civilized society make the enterprise an increasingly complex system, since the interests of personnel and consumers of products, the economic, political and ecological environment are becoming more complex, the mutual influence of scientific and technological progress and the social and spiritual sphere is increasing. For this reason, enterprise management processes are also becoming more complex. The importance of system-analytical activity, which ensures integrity in the development of an enterprise as a system, is growing. Not only in the activities of a manager, the administrative functions are replaced by an intellectual role, but the trend of intellectualization is typical for the collective of a modern enterprise as a whole.

Thus, the purpose of this work is to study systems analysis in modern management. To achieve the goal, it is necessary to solve the following tasks:

Determine the essence of system analysis and highlight its main principles;

consider the enterprise as a purposeful system;

explore a targeted approach to the formation of an enterprise as a system.

The set goals and objectives determined the structure of the work, which consists of 3 points, consistently revealing the topic of the work. The information base of the research was the materials of textbooks on system analysis, as well as materials found on the Internet. The work uses the methods of logical and system analysis and synthesis.

1. The concept of systems analysis and its basic principles

Currently, system analysis is a widely used methodological tool in the field of analysis, design and improvement of various economic systems, including enterprises.

System analysis is determined by:

As a set of rules for solving complex problems;

As an integrated normative methodology for the analysis and synthesis of complex systems;

As ways of investigating complex problems of choice under conditions of uncertainty;

As a normative methodology for solving complex problems in the face of changing external influences, based on a systematic approach;

As a scientific and applied direction, providing, on the basis of a systematic approach, the solution of poorly structured problems in the presence of significant uncertainty.

Systems are the object of system analysis.

System analysis is based on a systematic approach to solving problems, which in the case of complex systems of a large scale is the only guarantee of making a decision close to optimal.

The essence of the systematic approach lies in the solution of particular problems, subject to the solution of problems common to the entire system as a whole.

The systematic approach has the following distinctive features:

as a result of its adoption, it is possible to solve problems from new points of view;

requires a generalized understanding of the object of research, which is defined as a system;

the process of development, structure and functioning of the system is considered in interrelation;

dynamic understanding of an object, assuming that we are talking about a developing system, which in the process of development changes its state, structure and behavior;

research is subject to the definition of a common goal;

understanding the research process itself as a system is the most important distinguishing feature.

In order for a systemic analysis to give the expected effect when solving specific problems, it is necessary to ensure compliance with certain principles arising primarily from the systems approach.

1. The principle of generality of systems. The definition of the system, selection, description of its inputs and outputs should be carried out in such a way that insignificant deviations at the inputs do not lead to significant changes in the behavior of the system.

2. The principle of "black box" (modeling). Two systems that have the same inputs and outputs, functions and behavior are considered the same regardless of how the input and output transformation process occurs.

3. The principle of relativity of the goal. When describing a goal, there is no need (sometimes it makes no sense) to describe it in full detail. It is much easier to create several models of the system under study, depending on the types of problems that need to be solved.

4. The principle of a single criterion. The main criterion for each particular task should be the efficiency of the system as a whole.

5. The principle of correct formulation of the problem. It is necessary to define as accurately as possible the essence of the problem in all its depth, as well as the purpose of the solution and the evaluation criteria.

6. The principle of systemic orientation. When dividing (decomposing) a general problem, tasks into components, it is necessary to consistently ensure the continuity of essential connections between the components in order to constantly see the system as a whole.

2. Enterprise as a purposeful system

Among the systems created by people, a special category of so-called purposeful systems can be distinguished. These are systems that contain people as their components. From the point of view of goal analysis, such systems are particularly complex objects.

Before the First World War, any enterprise was considered in only one way - as a mechanism that provides profit to its owner. Like any other mechanism, it was built on the principle: it was assumed that there were no regularities in the functioning and development of an enterprise. Due to this, the attitude to the employees of the enterprise was as to parts of a mechanism without taking into account their needs, interests, desires, opportunities, laws of their own, human existence.

After the First World War, many social, political, economic processes taking place in society made us look at the enterprise with new eyes. The realization came that it is more of an organism than a mechanism, that is, such an object, such a system that has its own laws of development. Such, for example, as growth, survival, the presence of complementary organs, the need for an intellectual governing body. This was the period when the managerial layer at the enterprises - management - was intensively growing and developing.

And, finally, the processes of a number of recent decades, especially after the Second World War, have led the world to the idea of ​​an enterprise as an organization in the broad social sense of the word, that is, a voluntary association of owners and employees who are carriers of individual goals. Therefore, the goal of a modern enterprise cannot be reduced to maximizing profits; the goal of a modern enterprise is the sum of the goals of all its employees, owners, consumers and all other subjects of society, somehow connected with it.

To distinguish the goals of human-containing systems from any others, all systems should be divided into two classes - mechanical and organic systems. Mechanical systems can be built largely at the discretion of their creators; they have properties set from the outside once and for all and have no goals of their own. And organic systems, by analogy with living, biological organisms, have the ability to consciously change, to self-development. Such systems create the organs they lack, the means to achieve their goals. If the management of an enterprise creates conditions for its development, then such an enterprise is able to survive in modern economic conditions and achieve some success. This is a consequence of the fact that the enterprise becomes an open system due to the reflection in the purposes of its employees of the surrounding world, its changing ideas, values ​​and interests. If one tries to build an enterprise according to the laws of functioning of mechanisms, then such an enterprise cannot become anything more than a mechanism doomed to die in the conditions of the modern market, becoming a closed system, unviable and degrading.

Long gone are the notions that the main goal of an employee is only to get the maximum salary, that it is the material incentive that is the main motive of his work. Special studies have shown that the needs of a modern worker, which underlie his goals, are multifaceted, multifaceted. In civilized societies, it is not material incentives that come to the fore, but motives of a spiritual, psychological, moral nature. Indeed, a modern person feels the need for self-realization, for creativity, for freedom, for public recognition, for a reliable future and, of course, for good material support. Only such a firm will be fully stable and prosperous, where the most important human and professional needs of its employees will be met.

However, the goals of the firm as a whole cannot be reduced only to the goals of its employees or to the goals of its owners. In fact, the goals of an enterprise should be a harmonious combination - a system of four categories of goals: the goals of its employees, the goals of its owners, the goals of consumers of its products and the goals of society as a whole.

Among all the goals of the firm, it is necessary to single out the core, basic goal, which will be the leading incentive for the firm's activities; it should play not only an organizing and integrating role, but also an inspiring, propagandistic function. This goal represents the mission of the company, its purpose for consumers. It, of course, is publicly announced, advertised, and, most importantly, is brought to the consciousness of every employee of the enterprise, prompting him to actively serve for the benefit of the consumer. It is clear that profit maximization cannot serve as the mission of the enterprise, since it is only its internal goal, while the mission is a goal that goes beyond the enterprise. For example, McDonald's mission is to provide fast, quality customer service with a standard set of products. It is clear that the mission of a fashionable restaurant differs significantly from it, since focused on other customer needs.

All other goals of the enterprise should be a means of realizing its mission. These means include the marketing service, production, staff recruitment and training, research and development, and much more. Naturally, it is possible to effectively carry out the company's mission only when all the means used for this are connected into a single harmonious system. Moreover, each of the means, in turn, is also a system, consists of different components. For example, production consists of interconnected workshops, departments, services. Each workshop is also a system that includes machines, equipment, service personnel and much more. It can be concluded that the totality of means intended to achieve some goal, for example, the mission of a company, or any other goal, is a system that contains many subsystems, as it were, “nested” into each other, resembling the construction of a “matryoshka ”. Moreover, any of these systems has a duality, being both a goal and a means: on the one hand, the integral quality, the role of this system is the goal to achieve which the components of the system are intended as means, and on the other hand, this system itself is a means to achieve a higher order goal. For example, the production of motors is a goal for the workers in the engine shop, but a means for the enterprise as a whole.

The method of systems analysis, aimed at ensuring the unity of the chosen goal and the means of achieving it, is the construction of a “tree of goals”. The essential advantage of this method lies in the organic unity of analysis and synthesis. Experience shows that often organizations mainly use analysis in the narrow sense of the word, dividing tasks, problem situations into their component parts. The situation is much worse with synthesis, which requires dialectical thinking, a certain philosophical culture. At the same time, management requires a synthetic, systematic approach, since management is an activity that is primarily aimed at uniting, at synthesizing the interests of people. The application of the goal tree method serves as a connection in the process of creating a management solution for analytical and synthetic work. The very process of dividing a common goal into sub-goals serves as a way of combining them, since not only individual components are revealed, but also the relationship between them, the connection with the main goal. Although the goal tree does not fully reflect the structures of systems, and cannot replace the entire set of system analysis procedures, at the same time, it helps to clearly express the “target” approach to the organization of a modern enterprise, which is especially important in a dynamic environment, constantly affecting the goals of the enterprise.

3. Targeted approach to the formation of an enterprise as a system

To harmonize conflicting goals, a common system of means should be created, which, to a certain extent, allows achieving both goals. The composition of the elements and the structure of the system is determined by a set of goals for which it is created, which are backbone, integrating factors. However, it is important to know that there are no exact rules for building a system of funds based on goals. Therefore, the search for an adequate structure, for example, an enterprise is carried out not only on the basis of immutable laws and rules, but also with the help of informal reasoning, analogies, intuition, experience.

So, if an enterprise operates in a relatively stable market situation and produces fairly simple and familiar products, then its goals are simple - to maintain or increase the volume of these products. The shop-floor form of organization of an enterprise with a linear management structure corresponds to these goals.

In a dynamic environment, an enterprise with rapidly changing products uses matrix structures. The uncertainty of the environment forces enterprises to create flexible structures - “search” divisions, “venture” (risky) firms.

At first glance, such a "chain" of cause-and-effect relationships arises, which are taken into account when creating an enterprise: the needs of the environment - the goals of the enterprise - the structure of the enterprise. However, in reality, the process of creating an enterprise structure is based on more complex dependencies.

So, for the design of any system, for example, a firm, the needs for the sake of which it was created are first determined. At first, this project should be strictly idealized, that is, the most preferred goals, ideals are outlined and a proposal is made that there are means to achieve them.

This approach allows us to make an attempt to really find such tools, to expand the range of search, going beyond the standard set of familiar tools. If we act by usual methods, then, most likely, we will outline for ourselves only such goals, for the achievement of which, it seems to us, there are real means.

After the procedure for searching for means adequate to idealized goals, which should be carried out using the goal tree, it is necessary to recall the inevitability of a gap between the planned goals and the results obtained. It is impossible to close this gap completely, but there are methods to close them. This is mainly forecasting, a purposeful study of the future result. It is possible to offer a relatively simple technique that allows you to expand your ideas about the future - the "consequence tree" (Figure 3.1.).

Thus, for the design of purposeful systems, we get a more universal tool than the usual tree of goals - a “combined graph” that synthesizes a tree of goals and a tree of consequences.

Rice. 3.1. Objective-effect tree

It is believed that many management problems are generated by the fact that management bodies do not take into account the effect of mismatching goals and results, and sometimes they simply do not know about it. The difference between the final result and the goal remains unnoticed due to the fact that the real means, gradually opening up in the course of activity, gives a series of intermediate results, each of which slightly affects the goal. By the time the final result is obtained, the goal can already be significantly changed, the gap between them is absent or smoothed and, therefore, imperceptible.

It is believed that an imperceptible change in the initial goal can be considered a regularity of human activity in general and, of the management process, in particular. A number of consequences that are important for management can be derived from it:

1. It is impossible to absolutize the inviolability of the original goals of management. Making adjustments to them is natural and requires the use of special procedures.

2. It is necessary to constantly monitor the intermediate results, predict on their basis the final result and compare it with the goal.

3. Necessary adjustments to goals should be made if they become unattainable or require new hard-to-reach or expensive means.

4. It is necessary to make adjustments to the means used, if the intermediate results they give show that the final result will differ significantly from the original goals.

Conclusion

In conclusion of the research carried out in the control work, it should be noted that modern systems analysis is an applied science aimed at finding out the reasons for the real difficulties faced by the "owner of the problem" (usually a specific organization, institution, enterprise, team), and at developing options for their elimination ... In its most advanced form, system analysis also includes direct, practical, improving intervention in a problem situation. In order for systemic analysis in solving specific problems to give the expected effect, it is necessary to ensure compliance with certain principles.

Awareness of the company's dependence on the external environment, on society, which develops according to its own laws, has led to the emergence over the past several decades of new types of manager's activities - forecasting, strategic planning and management. Their essence lies in the scientific knowledge of the regularities of the functioning and development of the enterprise and society, the search for the optimal means and goals of the enterprise, harmonizing the interests.

The processes taking place in a civilized society make the enterprise an increasingly complex system, since the interests of personnel and consumers of products, the economic, political and ecological environment are becoming more complex, the mutual influence of scientific and technological progress and the social and spiritual sphere is increasing. For this reason, enterprise management processes are also becoming more complex. The importance of system-analytical activity, which ensures integrity in the development of an enterprise as a system, is growing.

All these tendencies are increasingly manifested in the socio-economic life of the Republic of Belarus. Therefore, the imperative of the times is the need for purposeful development of the entire arsenal of techniques and methods of research and management of enterprises in market conditions, mastering a systematic and situational approach. One of the universal methods for designing purposeful systems, one of which is the enterprise, is the goal-effect tree.

Bibliography

Bovykin V.I. New management. Enterprise management at the highest standards: theory and practice of effective management. –M .: Economics, 1997. -366s.

E.P. Golubkov The use of system analysis in making planning decisions. –M .: Economics, 1982. –234s.

Kamionskiy S.A. System analysis in modern management. // www.lib.subs.ru

Morrisay J. Target management of organizations. –M .: Sov. radio, 1979 –148s.

Peregudov F.I., Tarasenko F.P. Introduction to systems analysis. –M .: Higher school, 1989. -367s.

System analysis in economics and organization of production. / Ed. S.A. Valueva, V.N. Volkova. –L .: Polytechnic, 1991. –228s.

A.I. Uemov Systems approach and general systems theory. –M .: Thought, 1978. –245s.

A.A. Shamov Territorial administration of the national economy. –M .: Economics, 1984. –175s.

For the preparation of this work were used materials from the site socrat.info/

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Description of the presentation SYSTEM ANALYSIS IN MANAGEMENT When studying complex, by slides

When studying complex, interrelated problems, systems analysis is used, which has been widely used in various fields of human scientific activity, and in particular in logic, mathematics, general systems theory, etc. System analysis consists of four main stages.

1. The first is to set a task - define the object, goals and objectives of the study, as well as the criteria for the study and management of the object. Incorrect or incomplete goal setting can negate the results of all subsequent analysis. 2. During the second stage, the boundaries of the system under study are outlined and its structure is determined. Objects and processes related to the goal are broken down into the system under study and the external environment.

3. The third, most important stage of the system analysis consists in drawing up a mathematical model of the system under study. First, the system is parameterized, the selected elements of the system and their interaction are described. Depending on the characteristics of the processes, one or another mathematical apparatus is used to analyze the system as a whole.

If complex systems are investigated, referred to as generalized dynamical systems, characterized by a large number of parameters of various nature, then in order to simplify the mathematical description they are divided into subsystems, typical subsystems are distinguished, and the connections are standardized for different levels of the hierarchy of the same type of systems. As a result of the third stage of system analysis, complete mathematical models of the system are formed, described in a formal, for example, algorithmic language.

4. The fourth stage is the analysis of the obtained mathematical model, the determination of its extreme conditions for the purpose of optimization and the formulation of conclusions.

Optimization consists in finding the optimum of the function under consideration (a mathematical model of the studied system, process) and, accordingly, finding the optimal conditions for the behavior of this system or the course of this process. Optimization is assessed according to criteria that take extreme values ​​in such cases.

The structural-functional (structural) method is based on the allocation of their structure in integral systems - a set of stable relations and interconnections between its elements and their role (functions) relative to each other. The structure is understood as something unchanged under certain transformations, and function as the purpose of each of the elements of a given system (functions of the state, functions of any body, etc.).

Modeling is a method of studying certain objects by reproducing their characteristics on another object - a model, which is an analogue of one or another fragment of reality (material or mental) - the original of the model. By the nature of the model, material (objective) and ideal modeling are distinguished, expressed in the corresponding sign form. With ideal modeling, the models appear in the form of graphs, formulas, etc. At present, computer modeling is widespread.

Economic research often uses methods such as: factor analysis - a method for studying the economy and production, which is based on the analysis of the impact of various factors on the results of economic activity, its effectiveness;

correlation analysis is a method in which, given the available data, some dependence is correlated for the future. A branch of mathematical statistics that combines practical methods for studying the correlation dependence between two (or more) random signs or factors. Correlation occurs when the dependence of one of the signs on the other is complicated by the presence of a number of random factors;

economic analysis is intended to substantiate decisions and actions in the field of economics, socio-economic policy from a scientific standpoint, to facilitate the choice of the best course of action; macroeconomic analysis covers the country's economy or even the world economy, entire sectors of the economy and the social sphere; microeconomic analysis extends to individual objects and processes, most often takes place in the form of an analysis of the financial and economic activities of enterprises, firms, including the analysis of production volumes, costs, profitability;

retrospective analysis is a study of past trends; prospective analysis aims at exploring the future; marketing research - marketing analysis - the study of the market for goods and services, supply and demand, consumer behavior, market conditions, price dynamics in order to better promote their products on the market; the method of comparative analysis consists in comparing private and generalized economic indicators in order to identify the best results;

the method of graphic images is widely used in economic research, it helps to perceive the relationship between various economic indicators, to assess their "behavior" under the influence of changes in the economic situation. This method is especially convenient for microanalysis. In addition, it should be added about the existence of three principles: - the interaction of theory and practice, the unity of micro- and macroanalysis, real historicism.

System analysis in management is a complex of studies aimed at identifying general trends and factors in the development of the organization's management and developing measures to improve the management system and all production and economic activities of the organization. The areas of application of systems analysis in management can be determined from the point of view of the nature of the tasks being solved.

In the directions: tasks related to the transformation and analysis of the goals and functions of management; tasks of developing or improving management structures; tasks of designing management systems. According to the levels of economic management, the following tasks can be distinguished: national, national economic level; industry level; regional character; the level of associations, enterprises.

System analysis in management has a number of features. These include, first of all, such as presenting it as a system, attracting experts in various fields of knowledge, organizing brainstorming; application for solving problems with uncertainty of decision making, which cannot be stated and solved by methods of mathematics; the use of not only formal methods, but also methods of qualitative analysis, i.e., methods aimed at enhancing the use of the intuition and experience of specialists; combining different methods using a single technique; the ability to combine the knowledge, judgments and intuition of specialists in various fields of knowledge, with the main focus on goals and goal setting.

The problems of system analysis and methods for their solution are classified depending on the tasks being solved, which can be well structured, or quantitatively formulated, in which significant dependencies | are clarified, unstructured, or qualitatively expressed, containing only a description of the most important resources, features and characteristics, quantitative dependencies between which are completely unknown; weakly structured or mixed, which contain both qualitative elements and little known, vague sides that tend to dominate.

To solve well structured, quantitatively expressed problems, problems of linear, nonlinear, dynamic programming, problems of the theory of mass service, game theory, etc. are used. Methods and procedures for unstructured and weakly structured problems: abstraction and concretization, analysis and synthesis, induction and deduction, formalization and concretization, composition and decomposition,

Linearization and isolation of nonlinear components, structuring and restructuring, prototyping, reengineering, algorithmization, modeling and experimentation, clustering and classification, expert assessment and testing, verification, program control and regulation.

Control test 1. Empirical methods include: 1. Generalization. Hypothesis. Analysis. Thought experiment. 2. The methods used at the theoretical level of research in management include: Synthesis. Induction. Deduction. Modeling. 3. A method that allows you to generalize isolated facts to draw conclusions is: Analysis. Induction. Decomposition. Structuring.

4. The thought process, which is based on the proof from the general to the particular, is called: Induction. Deduction. Analysis. By synthesis. 5. As a result of what thought process, the object of research, considered as a system, is mentally or practically divided into its constituent elements: Synthesis. Analysis. Deduction. Induction.

7. System analysis in management is: The process of improving the management system in business. A set of studies aimed at identifying general trends and factors in the development and improvement of the organization's management. Analysis of the production and economic activities of the organization. 8. System analysis in management has the following features: Represents it in the form of a system. It is used to solve problems with uncertainty in decision making. It makes it possible to combine the knowledge, judgments and intuition of specialists in various fields of knowledge. All of the above.

9. System analysis helps to solve problems: Unstructured and poorly structured. Well structured. Unstructured, loosely structured and well structured. 10. For unstructured and poorly structured tasks, the following methods are used: Analysis and synthesis, induction and deduction. Compositions and decompositions. Expert assessment and testing. Everything is correct.