Designing an effective personnel management system for hochudiplom. Designing an Effective Inventory Management System Applied Methods for Designing Management Systems

A comprehensive study of the management system in the organization is the basis of its integrated design, which includes the solution of the following tasks:

choice of objectives for the functioning of the organization's management system;

formation of the composition of decisions aimed at achieving these goals;

modeling of organizational technologies of the decision-making process;

forming a new management structure or making changes to the existing structure;

development of documentation regulating the activities of the organization's management system (regulations on the division, job descriptions, rules for the work of performers).

When designing organizational management systems for an organization, the most important thing is shaping its goals... As a rule, all organizations have many goals with different periods of validity.

It is very difficult to design a new control system for many purposes. therefore the number of targets should be reduced as much as possible. The period of validity of the goals should also be comparable to the design period of the new control system. It is necessary to structure the goals, i.e. " build a goal tree ”... For this, independent experts who are not directly related to the organization can be involved.

In the design of management systems, in addition to expert methods, modeling is widely used, which is used in the design of management decisions.

The number of management decisions used in an organization depends on the number of structural divisions of this organization. A group of decisions is assigned to each subdivision (for example, for accounting - decisions on accounting and analysis of economic activities, for the planning and economic department - decisions on technical and economic planning, etc.).

The number and composition of decisions made by each specific department is compared with a perfect model, which is chosen by the designers at the preliminary stage. As such a model, one can use (with partial revision) the standard information model known as the Deutsch model.

Modeling management decisions requires improving the process of preparing and making management decisions at all levels of management and at all stages of its development until the final decision is made... Modeling is done based on the designed information model.

Integrated design of the management system involves its improvement based on the selected qualitative goals of functioning and includes the design of the decision-making process and the management structure at the level of management decisions.

The design of a control system includes 6 stages (see p. 97). Below are the explanations for this diagram.

Stage 1... A complete list of management decisions necessary for the functioning of the organization's management system is determined.

Stage 2... A list of documents used in the preparation and adoption of managerial decisions is compiled. Some of the documents are common in the preparation of various management decisions.

Stage 3... A list of groups of management decisions by function is compiled in such a way that each group uses the minimum number of documents to prepare decisions. Methods of analysis and logic, as well as computers are used.

Scheme. The main stages of the design of the control system

Stage 4... The purpose of the distribution of decisions by management levels is to determine a group of decisions, for the preparation of which the head of the corresponding management level is responsible. This takes into account the load and throughput of this control level. The leader's qualifications and competencies must be sufficient to make the decisions of this group.

Distribution of solutions encompasses all levels of management in an organization.

Stage 5... The formation of a structural scheme for managing an organization, as a rule, is based on on typical management structures... Used as a typical matrix-headquarters control scheme... The formation of a management scheme involves the distribution of management decisions by management levels, the calculation of the load of the management level for the coordination, problem or functional level, which, as a result, will provide a justification for the choice of the type of management structure. The final choice of the variant of the structure scheme and all further calculations are carried out within the framework of the chosen management structure.

6 stage. Documents are being developed regulating the activities of the management system: regulations on divisions, job descriptions, rules for the work of performers.

In topic 3, the concept of improving the organizational mechanism of management was formulated, which is embodied in the design scheme of the management system (see p. 97). The advantage of the proposed concept is that a number of stages are solved using computer technology, which simplifies system design.

Typically, effective control system design requires significant innovation.

Innovations- search, definition and implementation of various innovations, innovations in human activities, reflecting his need for changes, development, modernization, reconstruction, improvement, reform, etc.

Currently, innovations occupy a large place in the management activities of organizations, which gives them the opportunity to adapt to the market environment, to constantly update all aspects of management and production - economic activities.

Innovations in the field of technology and technology are closely related to scientific and technological progress. In management, innovations concern methods management, management structures, decision-making methods, etc., and

1) The systemic concept of improving the organizational mechanism of management includes the analysis of the management system as a decision-making system, the study of the management process and the management structure (at the level of management decisions). Based on the results of the analysis, an integrated management system is designed, focused on the selected quality goals, ultimately, improving the entire management system of the organization.

Innovation aimed on the design of management methods, should help to improve the technical, economic, organizational feasibility of the choice of management decisions.

Innovation aimed to improve governance structures should contribute to the alignment of management structures and management objects, on the other hand.

Both large, medium and small organizations can resort to the use of innovations in the design of new management systems and the improvement of existing ones. But all of them must have significant financial resources for this, since the costs of developing innovative ideas and their implementation are increasing more and more intensively.

The design of an organization's management system requires the development of innovation strategy, which is a targeted plan for the implementation of innovations in the most important areas of improving the management system.

An innovative strategy is implemented through management decisions that reflect the specifics of the organization's activities.

The main provisions of the innovation strategy are reflected in the program, which indicates the goals, objectives, stages of its implementation, interrelated in terms of time, resources and performers.

TESTS FOR SELF-CONTROL

1. The basis for the integrated design of the control system design is:

experimentation of the control system;

modeling;

comprehensive research;

availability of information.

(answer: s).

2. Name the tasks that cannot be solved in the process of integrated design of the control system: (type 1, PS)

study of trends in the development of the organization;

adjustment of the management structure;

mission statement;

determination of research directions;

drawing up a list of solutions.

(Answer: a + d).

3. Integrated design begins with the definition: (1 type, C)

choosing a mission;

formulating a large number of tasks;

attracting experts;

a set of personnel actions aimed at achieving goals.

(answer: a).

4. In the process of designing a control system, computers are used: (type 1, C)

(answer: a).

5. Innovation is: (type 1, PS)

fear of risk; avoiding innovations; search for innovations (answer: s).

6. When designing a management system, innovations are directed to:

improvement of the management structure;

increasing the responsibility of managers;

attraction of organizational technologies;

improved management methods.

(Answer: a + c + d).

CONTROL TESTS

1. Is it possible to form a closed loop when constructing a '' tree of goals': (type 1, PS).

(answer: b).

2. '' The tree of goals '' refers to the following type of graphs: (type 1, PS).

network schedule;

diagram;

tree graph;

cyclogram.

(answer: s).

3.''The tree of goals '' is: (1type, PS)

distribution of goals by divisions of the organization;

distribution of goals by management levels;

delegation of goals;

interaction of the goals of the organization.

(answer: b).

4. Methods for designing control systems: (type 1, PS)

methods of designing;

design optimization tools;

the main stages of design (answer: b).

5. Establish the relationship between research and design of the control system: (1 type, P)

design precedes research;

design is carried out in parallel with research;

research precedes design;

research and design are not related in any way.

(answer: s).

6. An innovative control system design strategy is:

(Type 1, PS)

general, comprehensive plan for achieving goals;

a focused plan for the implementation of innovations;

the way of using funds and resources aimed at achieving the goal;

general program of actions to achieve the main goal.

In the first case, these are connections locking sales, as in the example with shoes, when the absence of left half pairs locks up sales of the right ones, and in the second, accompanying ones, that is, they are bought from you and separately when one of the goods is not, however, if there are both, they usually buy together. We took as a parameter the number of receipts or invoices, however, there are often cases when goods are accompanying for small quantities of purchase, but are not such for large quantities. Couples with a small value of this ...

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Lecture 6. Designing an effective inventory management system

Let's take a simple example:you will not sell a single left shoe individually, none right, - however, together they will buy a whole lot from you.For logisticians, it is not so much the marketing effect that is important, how much find similar"Sets" in less obvious cases,and in what ratio to keep them onwarehouse balance... Thanks to such information can be clarified strategies for the effective promotion of goods in ready-made kits, For example, setting a small margin on the main product,paying off a good mark-up on related products.And since the employees of each department are the most knowledgeable in their field,then it is most effective,search for groups of relevant products together.

First of all, you need pay attention to two different situations « commodity sets". In the first case, these are connections, locking sales, as in the example with boots,when the absence of left half pairs blocks the sales of the right, and in the second - accompanying, that is, they are bought from you and separately,when one of the goods is missing, however, if there are both, they usually buy together.It's just as important to understandthat communication can be both two-way,as in the example with boots,and one-sided, For example, in a flower shop, the lack of flowers locks up sales of packaging materials, but not vice versa, at least not to the same extent.

It is very easy to find related products of the position of interest to us for this you need to analyzehow often they were sold together in relation to all sales of that item.

It happens, that customers of the company often split the purchased goods at the same time into several invoices,that is, the goods purchased at the same time formally fall into different invoices,this may also happen due to your internal workflow rules.In this case, you can, instead of a list of products,shipped by one check or one waybill,use the product list,shipped to one customer in one day.

You can analyze products in pairs.If you have sets of related products,consisting of more items, they will be revealed through paired connections.Another situation in the case of an aggregated dependency,a good example of which is the sale of flowers and packaging materials, having no relationship between sales of specific colors and specific packaging,we get a very rigid locking bond between all colors and all packaging.

We have already said above,that communication may not be two-way,therefore, the sales of each pair must be considered separately in each direction,then two-way communication becomes a special case of both one-way communication.

We took as a parameter number of checks(or invoices), however, there are often caseswhen the goods are related with small purchase quantities,but they are not so in large batches. Therefore, if the company is trading large at the same time, and small wholesale, and even at retail,then in the aggregated analysis of related products,as a parameter, it is better to take the number of units sold for each product in general and separate receipts,not the number of checks themselves- essentially different.

Take a beer stall as an example.who sells one kind of draft beer(NS ) and two types of snacks to it: cured roach (V) and dried sachet(H). Review all receipts for the itemgoods included in one check,without considering their number in it.After analyzing the checks, we understand, that roach and sabrefish are always taken with beer, that is, K VP = K CP = 1, however, beer is taken with a vobla only every second time, therefore: K PV = 0.5; and with sabrefish only three times out of ten: K IF = 0.3; twice out of ten beer is taken without any fish at all.But the saber and the vobla are not taken together, therefore: and K HF = 0, and K FH = 0.

But back to our filtering out pairs by their K coefficient.We will not be interested in pairs with a small value of this coefficient,since for such couplesit is usually customary to take the value 0,8, however, rarely when a value greater than 0.9 or less than 0.7.

In the beer stand example, we dropped all the vapors,except for roach with beer(K VP = 1) and sabrefish with beer (K PE = 1), as soon as they were bigger 0.7. However, remembering that what they said at the very beginning about the influence of aggregated groups,we will also calculate the coefficient of joint sales of beer and fish in general- and sabre, and roaches combined(R): K PR = 0.8. In this case, it turned out to be equal to the sum of K PV and K PCh, however, usually these coefficients- not additive, that is, they cannot be added.In our case, you can,since the vobla and sabrefish have never been taken together,otherwise we would have to look through all the receipts again for the simultaneous sale of beer and any fish in general. And since K OL turned out more 0,7, then we also take it into the further calculation of the sales blocking coefficients.

Locking goods by inequality above are obviously concomitant,therefore we will look for them among them. However, there is no such unambiguous inverse relationship.In most cases, expert analysis is possible as in the example with a flower shop,when packaging sales dependency(Ooh) from the availability of flowers(C) - obvious. In such cases, that is, in the absence of flowers on the remains,sales of packaging material may not be expected.

Actually we take the ratio of the average daily sales of the main product,when the related product was out of stock,to the average daily sales of the main product in general. It's necessary, since the number of such days- usually different.

If your company practices dividing the product range into groups A, B and C applying to goods from different groups of different methods of replenishment of the balance,including the same methods with different standards,and as a result of your analysis it turned out that product M from group C locks product sales N from group A - then you need to include both products in one group.Usually in this case, the item M include in the group A - not as a great contributor,but as a strategic one.

That the same applies to different stock balance rates for dependent items in this case, they need to be unified.This is true for all dependent positions when the locking position is in a more discriminated group, than lockable, but not vice versa - in this case, no corrections are required.

As a result, we get an adjusted forecast of product sales M.

Respectively, applying this technique,we will buy enough:when the locking item will be in stock by adjusting estimated past sales; and we will not buy too much,when the locking item is out of stock by adjusting the sales forecast to calculate future sales.

Difficult cases need to be discussed separately.when selling the same item M locked by the absence of a free balance at once two or more positions, for example: N 1 and N 2.

If possible, it's better evaluate it separately for the aggregated group of all locking positions- as in the example, when beer sales are locked up by the absence of any fish on the free leftover.If this is not possible, For example, when the locking positions are not the same,like cured roach and cured sabre,then it remains only to assess this state according to the last individual items at your own risk.However, in such an assessment, you need to considerwhat the more positions N 1 and N 2 dependent on each other,the closer the sought coefficient in the inequality will be to the maximum, but, the more independent the closer to the amount.

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Table of contents
Introduction
1.1 The concept of the system. Organizational system classification
1.2 Basic concepts and components of the organizational systems design process
1.3 Principles and objectives of organizational design methods
2.1 Stages of Organizational Design
2.2 Organizational design techniques
2.3 Designing an organizational management system (classic example)
Conclusion
Applications

Introduction

Despite the appearance of a number of serious publications in the field of management, the problem of improving the methodology and practice of organizational design for the creation of financial and industrial groups and other similar organizational structures in the context of the transitional economy of Russia remains insufficiently developed. The recommendations of foreign authors, mainly focusing on the financial efficiency of mergers and acquisitions, do not take into account the complexities and peculiarities of the current Russian situation. The actual problem of improving the methodology and practice of designing organizations of various types remains poorly developed. Existing developments are mainly related to the design of management systems for organizations, but not the creation of the organization as a whole.

The dynamics of integration processes in the Russian economy stimulated the interest of researchers and practitioners to study the experience of the formation of integrated organizational structures of various types. A number of generalizing works on the problems of economics and organization of corporate business can be cited. Abalkin, S. Batchikov, Yu. Vinslav, A. Voitenko, S. Golubeva, R. Gorbunov, V. Goncharov, B. Milner and others have made a significant contribution to the development of problems of creation and functioning of large corporations. building

and the behavior of organizations are presented with market relations, entrepreneurial activity, the development of various forms of ownership, changes in the functions and methods of state regulation and management. Organizational activity is influenced by revolutionary changes in the technological base of production. The transition to effective forms of organization and management based on scientific principles has become the main condition for the success of economic reforms. Scientifically grounded formation of organizational management structures is an urgent task of the modern stage of adaptation of business entities to a market economy.

The object of study of the course work is the design of organizational management systems.

The subject of the research is the principles and methods of organizational design of large integrated organizational systems.

The purpose of this course work is to systematize, accumulate and consolidate knowledge about the process of forming and designing an organizational management system.

The objectives of the study arising from the stated goal are the following:

1) generalization of the main theoretical and methodological approaches to organizational design;

2) studying the principles and objectives of organizational design methods;

3) study of methods of organizational design for organizations of bureaucratic and organic types;

4) studying the process of designing an organizational system.

Chapter 1. Theoretical aspects of organizational design

1.1 Concept systems ... Organizational system classification

The term "system" is best specified in the process of considering its basic properties.

Based on this, four such properties are distinguished:

1) the system is, first of all, a set of elements. Under certain conditions, elements can be regarded as systems;

2) the presence of significant connections between elements and (or) their properties, which are superior in strength to the connection of these elements with elements that are not included in this system. Essential connections are understood as those that naturally and necessarily determine the integrative properties of the system. The specified property distinguishes the system from the environment as an integral object;

3) the presence of a certain organization, which is manifested in a decrease in the degree of uncertainty of the system in comparison with the entropy of system-forming factors that determine the possibility of creating a system. These factors include: the number of system elements, the number of essential connections that an element may have;

4) the existence of integrative properties, i.e. inherent in the system as a whole, but not inherent in any of its elements separately. Their presence shows that the properties of the system, although they depend on the properties of the elements, are not completely determined by them.

Thus, in its most general form, the concept of "system" is characterized by:

- the presence of many elements;

- the presence of links between them;

- the integrity of a given device or process.

V.N. Spitsnadel highlights the most characteristic features of technical systems, many of which are signs of economic systems:

- the presence of a certain integrity, functional unity (common goal, purpose), which leads to a complex hierarchical structure of the system;

- large scales by type of parts, volume of functions performed;

- the complexity (polyfunctionality) of behavior;

- high degree of automation;

- irregular inflow of external influences, statistically distributed in time;

- the presence in a number of cases of an adversarial moment, that is, such a functioning of systems in which it is necessary to take into account the competition of individual parts;

- the presence of connections (positive, negative, one-sided, multidimensional);

- multidimensionality (economic, social, technical, psychological, etc.);

- counterintuitiveness (cause and effect are not closely related either in time or in space).

Any subject of the economy - an enterprise, industry, region, state - develops in accordance with the goal set for it. The goal of any economic system is its sustainable functioning and development. The goal of an organization is the end state, the desired result that any organization strives to achieve. The formulation of goals should be in all areas on which the survival of the organization depends. The goals in these areas depend on the specific strategy, for example:

1) in the field of production - achieving the highest labor productivity, increasing efficiency;

2) in the financial sphere - preservation and maintenance at the required level of all types of financial resources, their rational use:

3) in personnel management - ensuring the conditions necessary for the development of the creative potential of employees, increasing their level of interest and satisfaction.

There are rules for the implementation of a sequential decomposition of the main goal of the organization into subgoals:

1) the overall goal should contain a description of the end result;

2) when expanding a common goal into a hierarchical structure, it is assumed that the implementation of subgoals of each subsequent level is a necessary and condition for achieving the goals of the previous level;

3) the foundation of the "goal tree" should be tasks.

The interaction of the categories of goals, objectives and alternatives can be illustrated using the “goal tree” method (graphical representation is shown in Fig. 1). So, the goals of the first level are alternatives to achieving the main goal, but relative to the goals of the second level, they act as goals. Each hierarchical level has its own specific goals and means of achieving them. To achieve any common goal, it is necessary to coordinate the particular goals and means of different levels of the system.

Rice. 1. Model "tree of goals"

The classification of systems according to the principle of content is their division into two types - abstract and material.

Material systems (MS) are real-time objects. Among all the variety of material systems, there are natural and artificial systems.

Artificial systems can be classified according to several criteria, the main of which is the role of a person in the system. On this basis, two classes of systems can be distinguished: technical and organizational and economic systems. The functioning of organizational and economic systems is based on the processes performed by human-machine complexes.

Abstract systems (AS) are a speculative representation of images and models of material systems, which are subdivided into descriptive (logical) and symbolic (mathematical). Consequently, logical systems as a result of a deductive or inductive representation of material systems can be considered as a set of ideas about the structure, about the basic laws of states and about the dynamics of economic systems.

Symbolic systems represent the formalization of logical systems, they are divided into three classes:

1) statistical mathematical systems or models, which can be considered as a description by means of the mathematical apparatus of the state of material systems (equations of state);

2) dynamic mathematical systems or models, which can be considered as a mathematical formalization of the processes of material (or abstract) systems;

3) quasi-static (quasi-dynamic) systems that are in an unstable position between statics and dynamics, which under some influences behave as static, and under other influences - as dynamic.

Systems by the level of complexity are divided into three groups - simple, complex and very complex, and our compatriot mathematician G.N. Povarov divides all systems, depending on the number of elements included in them, into four groups: small systems (10 -103 elements ); complex systems (103 - 107 elements); ultra-complex systems (107 - 1030 elements); supersystems (1030 - 10200 elements).

All collections of objects that exist in reality (and every system is such a collection, although not every collection is a system) can be divided into three large classes:

Unorganized aggregate (an example of which is a random gathering of people on the street).

Inorganic and organic systems - characterize the presence of connections between elements and the appearance in an integral system of new properties that are not inherent in the elements separately. Connection, integrity and the resulting stable structure - these are the hallmarks of these systems.

1.2 Basic concepts and components of the design process organizational systems

Organizational design as a process is the ordering of the organizational and structural characteristics of the system in order to achieve or improve their efficiency, adaptability and effectiveness.

The purpose of organizational design is to develop new organizational systems or proposals for changing existing systems. The result of organizational design is a set of technical, organizational and economic planning documentation necessary for the creation and implementation in practice of an organizational, production system.

The content of the process of developing a new organizational structure is largely universal. It includes the formulation of goals and objectives, the determination of the composition and location of units, their resource support (including the number of employees), the development of regulatory procedures, documents, provisions that consolidate and regulate the forms, methods, processes that are carried out in the organizational management system.

This process can be organized in three major stages:

1) the formation of a general structural diagram of the management apparatus (see Appendix 1);

2) development of the composition of the main divisions and relations between them;

3) regulation of the organizational structure.

The formation of a general structural diagram in all cases is of fundamental importance, since this determines the main characteristics of the organization, as well as the directions in which a more detailed design of both the organizational structure and other important aspects of the system (the intra-organizational economic mechanism, methods of information processing, staffing). The fundamental characteristics of the organizational structure, which are determined at this stage, include the goals of the production and economic system and the problems to be solved; general specification of functional and program-targeted subsystems that ensure their achievement; the number of levels in the control system; the degree of centralization and decentralization of powers and responsibilities at different levels of government; the main forms of the relationship of this organization with the external environment; requirements for the economic mechanism, forms of information processing, staffing of the organizational system.

The main feature of the second stage of the process of designing the organizational structure of management - the development of the composition of the main divisions and connections between them - is that it provides for the implementation of organizational solutions not only in general for large linear-functional and program-target blocks, but also for independent (basic) divisions of the management apparatus, the distribution of specific tasks between them and the construction of intra-organizational links. Basic subdivisions are understood to mean independent structural units (departments, offices, bureaus, sectors, laboratories), into which linear-functional and program-target subsystems are organizationally divided. Basic subdivisions can have their own internal structure.

The third stage - regulation of the organizational structure - provides for the development of quantitative characteristics of the management apparatus and management procedures. It includes: determination of the composition of the internal elements of the basic units (bureaus, groups and positions); determination of the design number of the subdivision, the labor intensity of the main types of work and the qualification composition of the performers; distribution of tasks and work between specific performers; establishing responsibility for their implementation; development of procedures for performing managerial work in departments (including on the basis of automated information processing); development of the order of interaction between departments when performing interrelated work complexes; calculations of management costs and performance indicators of the management apparatus in the context of the projected organizational structure.

The set of documents developed at all stages of organizational design form the project of the organizational management structure.

In addition, when designing an organizational management system, it is important to pay attention to the interface between the management structure and the phases of the organization's life cycle. There are five stages in the life cycle of an organization:

1. Stage of entrepreneurship. The organization is in its infancy, the product life cycle is being formed. The goals are still unclear, the creative process is free, moving to the next stage requires a stable supply of resources.

2. The stage of collectivity. The innovative processes of the previous stage are developing, the mission of the organization is being formed. Communication within the organization and its structure remain essentially informal. Members of the organization spend a lot of time developing mechanical contacts and demonstrate high commitment.

3. Stage of formalization and management. The structure of the organization is stabilized, rules are introduced, procedures are defined. The emphasis is on innovation efficiency and sustainability. Decision-making and decision-making bodies become the leading components of the organization. The role of the top management of the organization is growing, the decision-making process is becoming more balanced and conservative. The roles are clarified in such a way that the withdrawal of certain members of the organization does not pose a serious threat to it.

4. Stage of development of the structure. The organization increases output and expands the service market. Leaders identify new development opportunities. The organizational structure is becoming more complex and refined. The decision-making mechanism is decentralized.

5. Stage of decline. As a result of competition, a shrinking market, an organization is faced with a decrease in demand for its products or services. Leaders are looking for ways to hold markets and seize new opportunities. The need for workers, especially the most valuable specialties, is increasing. The number of conflicts often increases. New people are joining the leadership, trying to curb the decline. The mechanism for developing and making decisions is centralized.

At the inception stage of an organization, management is often carried out by the entrepreneur himself. During the growth stage, there is a functional division of labor of managers. At the stage of maturity, the tendency towards decentralization is most often realized in the management structure. During the recession stage, measures are usually developed to improve the management structure in accordance with the needs and trends in production changes. Finally, at the stage of the termination of the existence of the organization, the management structure either completely collapses (if the company is liquidated), or it is reorganized (as soon as this firm is acquired or taken over by another company, which adapts the management structure to the phase of the life cycle in which it is located).

1.3 Principles and objectives of organizational design methods

"The specificity of the problem of designing the organizational structure of management is that it cannot be adequately represented in the form of a problem of formal selection of the best variant of the organizational structure according to a clearly formulated, unambiguous, mathematically expressed criterion of optimality."

“Without the development of methods for designing management structures, it is difficult to improve management and increase production efficiency for a number of reasons:

1) in the new conditions, in a number of cases, it is impossible to operate with old organizational forms that do not meet the requirements of market relations, create a danger of deformation of the management tasks themselves;

2) an integrated approach to improving the organizational mechanism was previously largely replaced by work on the implementation and use of automated control systems;

3) the creation of the structure should be based not only on experience, analogy, familiar schemes and intuition, but also on scientific methods of organizational design;

4) the design of the most complex mechanism - the control mechanism - should be entrusted to specialists who know the methodology for the formation of organizational systems.

At the same time, the organization is considered as a multi-purpose system, since the orientation towards one goal does not reflect its diverse role in the development of the economy ”.

The main principles for designing organizational systems are as follows:

- the organizational structure of management should, first of all, reflect the goals and objectives of the organization, and, therefore, be subordinate to production and its needs;

- an optimal division of labor between management bodies and individual workers should be envisaged, ensuring a creative nature of work and a normal workload, as well as appropriate specialization;

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

- between functions and responsibilities, on the one hand, and powers and responsibilities, on the other, it is necessary to maintain compliance, the violation of which leads to dysfunction of the management system as a whole;

- the organizational structure of management is designed to be adequate to the socio-cultural environment of the organization, which has a significant impact on decisions regarding the level of centralization and detailing, the distribution of powers and responsibilities, the degree of independence and the scope of control of leaders and managers;

Stability is a property of the management process to maintain and restore its quality in the face of external and internal disturbances. It is the result of technical and functional stability. “When assessing sustainability, it is necessary to establish indicators of the properties of the management process, the values of which must be preserved and to determine the degree of influence on these indicators of various disturbances (environmental influences, errors of management personnel, etc.)”;

Efficiency is the property of the management process to ensure the completion of the management cycle in the required time frame. It is ensured through the clarity of targets and the reality of tasks, full and timely informing of the subject of management about the state of the system, environment and the course of the process itself, clear control over the processes by the subject of management, etc.

Flexibility is the ability to change forms and methods of management depending on the situation. Any organizational process must be flexible to one degree or another. It is provided by increasing the level of controllability, because weak controllability makes it difficult to implement operational and expedient changes, the flexibility of the structure of the system that implements this process, the formation of multivariate structures for the implementation of the process, etc.

Continuity is a property of the management process to prevent an interruption between successively performed stages and other actions that lead to a decrease in the quality of management. It is violated if "an unplanned pause occurs between two successively executed stages, leading to a decrease in the quality of the following stages."

Note that the real results of the management process require the effectiveness of organizational management. But for the management process to become sufficiently effective, it must be expedient. And only the requirements for the effectiveness of organizational management systems is a necessary condition for efficiency.

Chapter 2 Stages and Methods of Designing Organizational Systems

2.1 Organizational stages Wow designing

According to the classical theory of organization, with the conclusions of which most managers agree on this issue, the structure of the organization should be developed from the top down. It is not surprising that the sequence for developing an organizational structure is similar to the sequence of elements in the planning process. Leaders must first divide the organization into broad areas, then set specific objectives - just as in planning, first formulate general objectives, and then draw up specific rules.

Thus, the sequence of actions is as follows:

1. Carry out the division of the organization horizontally into broad blocks corresponding to the most important areas of activity for the implementation of the strategy. Decide which activities should be carried out by line units and which by headquarters.

2. Establish the balance of powers of different positions. At the same time, the leadership sets the goal of the teams, if necessary, makes further division into smaller organizational units in order to more effectively use the specialization and avoid overloading the leadership.

3. Define job responsibilities as a set of specific tasks and functions and entrust their implementation to specific individuals. In organizations whose activities are largely related to technology, management develops even specific tasks and assigns them to direct executors who are responsible for their satisfactory performance.

Since organizational structures are based on plans, significant changes in plans may require corresponding changes in the structure. Indeed, in existing organizations, the process of changing the organizational structure should be regarded as a reorganization, since this process, like all organizational functions, is endless. Currently, successfully functioning organizations regularly assess the degree of adequacy of their organizational structures and change them as required by external conditions. The requirements of the external environment, in turn, are determined during planning and control. Next, we will consider alternative options for organizational structures that have successfully proven themselves to date.

2.2 Organizational design techniques

To design organizational management systems, methods are used that can be attributed either to bureaucratic organizations (analogy method, goal structuring method), or to organic (organizational modeling method) types, or to both (expert-analytical method).

The method of analogies related to the bureaucratic type, according to the economist B.Z. Milner, "consists in the application of organizational forms and management mechanisms in relation to the projected organization": the development of typical management structures of industrial and economic organizations and the definition of boundaries and conditions for their application (see Appendix 1).

“The use of the analogy method is based on two complementary approaches. The first of them consists in identifying for each type of production and economic organizations and for various industries the values and trends of change, the main organizational characteristics and the corresponding organizational forms and management mechanisms. The second approach represents the typification of the most general fundamental decisions on the nature and relationships of the links of the management apparatus and individual positions in clearly defined operating conditions of organizations of this type in specific industries, as well as the development of individual normative characteristics of the management apparatus for these organizations and industries. "

The method of structuring goals contains the development of a system of organizational goals (including quantitative and qualitative formulations) - it can be classified as a bureaucratic type. The following steps are used here:

- “development of a system (tree) of goals (see Fig. 1), which is a structural basis for linking all types of organizational activities based on the final results;

Expert analysis of the proposed options for the organizational structure from the point of view of organizational security for achieving each of the goals, adherence to the principle of homogeneity of goals set for each division, determining the relations of management, subordination, cooperation of divisions based on the interrelationships of their goals, etc.;

Drawing up both the rights and responsibilities for achieving goals for individual departments, and for complex cross-functional activities, where the area of responsibility is regulated (products, resources, labor, information, production and management resources); specific results for which the responsibility is established; rights that are vested in achieving results (agree, confirm, control). "

The method of organizational modeling refers to organizations of an organic type, in particular, to matrix structures (see Appendix 1, Fig. 8). It includes the development of formalized mathematical, graphical, machine and other representations of the distribution of powers and responsibilities in the organization. There are several basic types of organizational models:

Mathematical - cybernetic models of hierarchical management structures, describing organizational ties and relationships in the form of systems of mathematical equations and inequalities;

Graphic-analytical models of organizational systems, which are network, matrix and other tabular and graphical displays of the distribution of functions, powers, responsibilities, organizational ties. They make it possible to analyze their orientation, nature, causes of occurrence, evaluate various options for grouping interrelated activities into homogeneous units, “play” options for the distribution of rights and responsibilities between different levels of management, etc. Examples are "metascheme" descriptions of information and other flows in conjunction with management actions.

Natural models of organizational structures and processes, consisting in assessing their functioning in real organizational conditions. These include organizational experimentation, i.e. pre-planned and controlled restructuring of structures and processes in real organizations; laboratory experiments, that is, artificially created situations of decision-making and organizational behavior; management games - the actions of practitioners;

Mathematical and statistical models of dependencies between the initial factors of organizational systems and the characteristics of organizational structures. They are based on the collection, analysis and processing of empirical data on organizations operating in comparable conditions.

An expert-analytical method, the essence of which (according to Milner) “consists in the examination and analytical study of the organization by qualified specialists with the involvement of its managers and other employees in order to identify specific features, problems in the work of the management apparatus, and also to develop rational recommendations on its formation or restructuring based on quantitative assessments of the effectiveness of the organizational structure, rational management principles, expert opinions ”. This includes conducting expert interviews with managers and members of the organization to identify and analyze individual characteristics of the structure and functioning of the management apparatus, processing the received expert assessments by statistical and mathematical methods. Examples of the formation of organizational management structures: building an organizational structure based on a system of goals, separation of strategic and coordination functions from operational management, a combination of functional and program-targeted management, and a number of others. Proceeding from the fact that the expert-analytical method can be attributed to any type of organization, on the basis of this, graphical and tabular descriptions of organizational structures and management processes are developed, reflecting recommendations for their best organization.

The process of designing the organizational structure of management should be based on the joint use of the methods described above. The choice of a method for solving a particular organizational problem depends on its nature, as well as the possibilities for conducting the corresponding research.

“Evaluation of effectiveness is an important element in the development of design and planning solutions, allowing to determine the level of progressiveness of the current structure, projects being developed or planned activities. It is carried out with the aim of choosing the most rational version of the structure or a way to improve it. The effectiveness of the organizational structure should be evaluated including at the design stage. The criterion of efficiency when comparing different variants of the organizational structure is the possibility of the most complete and sustainable achievement of the ultimate goals of the management system at relatively lower costs for its operation. "

To assess the effectiveness of management, it is important that it has a definition of the conformity of the management system and its organizational structure to the object of management (it is determined in the balance of the composition of functions and management objectives, the correspondence of the number of employees to the volume and complexity of work, etc.). When assessing the effectiveness of individual measures to improve the management system, it is allowed to use the basic requirements for their choice - the maximum correspondence of each indicator to the target orientation of the event being carried out and the completeness of the reflection of the achieved effect.

2.3 Design organizational with systems management (classic example)

Designing an organizational management system involves the development of the following main functions of the management process: planning, organization, motivation and control.

1. Mission of the company. The choice of a mission is the first and most responsible decision in strategic planning, since the mission serves as a guide for all subsequent stages of planning and at the same time imposes certain restrictions on the direction of the organization's activities when analyzing development alternatives.

In management, the mission of an organization is understood as the main common goal, a clearly expressed reason for the existence of the organization. The organization's primary overall purpose (mission) forms the foundation for setting key corporate goals that top management should be guided to achieve.

2. Description of the main goals of the company. The goals are a description of the future state of the control object and act as a way to streamline the actions and efforts of the entire team, reducing uncertainty in the work. Only goals that are clearly and clearly formulated and real can be effective. In this case, it is necessary to determine: content, volume and time limits.

3. Building a tree of goals. The number and variety of goals facing the organization are so great that no organization can do without a systematic approach to determining their composition, regardless of its size, specialization, type and form of ownership. As a convenient and proven tool in practice, you can use the construction of a tree of goals. Through the tree of goals, their ordered hierarchy is described, for which a sequential division of the main goal into subgoals is carried out.

4. Management by goals. Management, as an integral management system, is focused on achieving the entire set of goals facing the organization. Therefore, every leader, from the highest to the lowest, must have clear goals.

To bring goals to a specific performer, the goal-based management method developed by P. Drucker is used. The basic principles of the method are that each leader, from the highest to the highest level, must have clear goals that support the goals of the higher-level leaders, and must work to fulfill the goals of the senior manager. The goal-based management process includes 4 stages:

Goal setting. Once corporate goals have been developed by senior management, those goals are formulated for the next level of work through quarterly meetings with department heads. Thus, for each subordinate, goals are developed with which he agreed and for the implementation of which he is personally responsible.

Scheduling the work of a subordinate. At this stage, each part of the organization for which goals are defined within the framework of the corporate goals decides whether it can achieve these goals with the resources available. At the beginning, the head of each department determines the actions and measures that are necessary to achieve the goals. As a method of structuring the problem, the construction of a tree of goals can be used. Determination of methods and means of achieving goals can also be carried out on the basis of consultation with employees of their unit.

Control and analysis of the achievement of goals. Since the goals of each subordinate are defined, they are feasible, and the subordinate is personally responsible for their achievement, he must exercise systematic control over the work of his subordinates.

Corrective action. Accepting that the objectives have not been or will not be achieved, and after making sure that the management has accurately established the cause, it is necessary to decide what action should be taken to correct the deviation. In this case, proposals for adjusting the goals and plans of the department are coordinated with the head of a higher level.

5. Assessment and analysis of external factors. After establishing the mission and goals, they proceed to the diagnostic stage of strategic planning. The first step here is to study the external environment and analyze it. Environmental analysis is the process by which strategic planners monitor factors external to the organization in order to identify opportunities and threats to the firm. The threats and opportunities facing the organization can be categorized into seven areas. These areas (factors) are economics, politics, the market, competition, technology, social behavior and international standing.

6. Management survey of internal strengths and weaknesses of the company. The next step in design is to determine if the firm has the internal strength to take advantage of external opportunities, and to identify internal weaknesses that can complicate the challenges of external hazards. A management survey is a methodological assessment of the functional areas of an organization, designed to identify its strategic strengths and weaknesses.

7. Analysis of strategic alternatives. After considering external threats and opportunities, internal strengths and weaknesses of the organization, it is possible to determine the strategy that the organization will follow in the future.

8. Choosing a strategy for the firm. Knowledge of all possible development alternatives allows the company's management to move to the next stage of strategic planning - the choice of strategy, the purpose of which is to choose an alternative that will maximize the long-term efficiency of the organization. The choice of strategy is based on the following aspects:

Range of products, services provided;

Market and industry analysis;

Analysis of the position of the firm in the industry.

9. Implementation of the strategic plan. Strategic planning makes sense when it is implemented. Reasonable goals are an essential component of effective planning, but they do not provide fully adequate guidance for decision-making and behavior. This approach provides tremendous leeway, in which the people responsible for achieving the goals can easily choose the course of action that will not actually ensure the achievement of the goals. To avoid such disorientation and misinterpretation, management should use special tools to implement the chosen strategy.

These tools include tactics, management policies, rules, procedures, employee incentives, management by goals, and budgets.

10. Assessment of the strategic plan. Evaluation of the strategy is carried out by comparing the results of work with the goals. The evaluation process is used as a feedback mechanism to adjust the strategy. To be effective, assessment must be carried out systematically and continuously. When evaluating the developed strategic plan, it is necessary to answer the following questions:

Is the strategy internally consistent with the organization's capabilities?

Does the strategy involve an acceptable degree of risk?

Does the organization have sufficient resources to implement the strategy?

Does the strategy take into account external threats and opportunities?

Is this strategy the best way to use resources?

The organization of interactions and powers is considered in 2 aspects:

1) structural organization - the process of creating an enterprise structure, which makes it possible for employees to work effectively together to achieve its goals (see Appendix 1);

2) organization of the production process - determination of the most effective combination of production elements in space and time to achieve the goals of the organization.

Motivation. When planning and organizing work, the manager determines what exactly should be done by the organization, when, how and who should do it. To translate their decisions into action, leaders must put into practice the basic principles of motivation. In this context, i.e. in terms of management, motivation is the process of motivating people in an organization to take action to achieve the personal goals and objectives of the organization.

Control is the process of ensuring that an organization achieves its objectives.

Control is the most fundamental element of the management process. Neither planning, nor the creation of organizational structures, nor motivation can be considered completely in isolation from control: in fact, they are all integral parts of the overall system of control in the organization.

Conclusion

In this work, we set certain goals: the search for the basic concepts of organizational design and the connection of these concepts with practice, the development of basic methods for organizations of bureaucratic and organic types. In the process of performing the work, we generalized the main theoretical and methodological approaches to organizational design, analyzed modern methodological approaches to organizational design for the creation (restructuring) of large structures, studied the conceptual foundations of organizational design, and studied the process of organizational design.

As a result, we got the following conclusions:

Before choosing methods, you need to have a good understanding of the basic concepts of organizational design;

In order to start designing, goals are first selected, and then the mechanism for achieving them;

An important element of the organizational design methodology is the substantiation of the main stages of this process;

There are organizational design methods that can be unambiguously attributed to one or another type of organization and that are determined depending on the circumstances;

Evaluation of effectiveness is an important element in the development of design and planning solutions, allowing to determine the level of progressiveness of the current structure, the projects of planned activities being developed;

The correctness of the chosen methods of organizational design speaks about the profitability of the enterprise.

In this paper, Chapter 2 discussed the main functions of the management process: planning, organization, motivation and control.

The first step in designing an organizational management system is strategic planning, which allows the company to determine the main directions of development for the future.

Organization of interactions and authority is the next stage of design. Here the organizational structure of enterprise management is formed. Motivation and control are also important elements of the management process.

Thus, in this work, all the necessary components of the design of an organizational management system were touched upon and worked out in detail.

List of used literature

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universities. - SPb .: Peter, 2007 .-- 395s.

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Lecture 1 (19.02.2015)

Literature:

Barinov V. A. "Organizational design"
Soloviev V.S. "Organizational design of control systems"
Tronin Yu. N. "Management and design of the company"
Barannikov A. F. "Theory of organization"

Control system design methodology

Control system and its elements
Principles of building control systems

Communication in the control system:

Relationship of subordination
Communication coordination in the performance of work
Communication link
Link of interest
Technological connections

The formation of the management system is based on the following internal factors:

Goal of management

Control functions

Powers of management employees

Labor intensity of functions and powers

Features of the object of management (technology, scale of activity, field of activity)

Technique used in management

Target - the desired, possible and necessary state of the control system

Organization functioning:

Production of products

Establish sales

Organize management

Establish a supply of raw materials

Function - constantly repeating action, carried out according to a certain algorithm

The control system arises precisely as a result of the functional division of labor

Powers of management employees

Management activity is characterized by decision making. This requires authority, i.e. decision-making rights. The presence or absence of such rights as well as special functions characterizes the management links. Powers are distributed and assigned to the links.

Credentials - a set of officially granted rights and responsibilities to make decisions, give orders and carry out certain actions in the interests of the organization

There are several types of powers:

Administrative (their owners have the right to make decisions that are binding on those they concern)
1. Linear(assume the presence of a direct official connection between the manager and the subordinate; usually these powers include issues of operational management, organization of work of subordinates, their admission, dismissal, performance evaluation, issues of encouragement and punishment)
2. Functional(carried out in conditions of indirect connections, i.e. functional managers make decisions that are implemented through line managers; these decisions are usually not direct instructions, but methodological help, i.e. they prescribe ways and methods of doing work)
Recommendations (their owners can, if necessary, give advice on a narrow range of issues; advice is not mandatory; these powers are usually held by various kinds of consultants and advisers)
Control -reporting (this is the right, within certain limits, to check the activities of managers and executors, the right to demand information)
Coordination (they are associated with the development and adoption of joint decisions; the one who has these powers can, on behalf of the head, coordinate the activities of different people and services and direct their work)
Conciliatory (the employee can express his attitude to management decisions; these powers can be cautionary and blocking)

The complexity of functions and powers determines the volume of management work, and therefore determines the number of employees and the size of management links. The complexity of management work is determined in man-hours.

Human -hour - the amount of labor costs to perform managerial work

In most cases, it is not easy to determine the complexity of management work. This is due to the peculiarities and nature of managerial work.

Managerial work is characterized by the performance of the following types of operations:

Heuristic

brain teaser

Analytical

Operator rooms (performing the simplest mechanical operations)

Features of the control object

One of the main criteria for the design of control systems is the technology of the enterprise.

Technology - the sequence of work performed by the worker

For example, for large-scale production, mechanistic control systems are average. For single and continuous production, an organic system is required as a more flexible type of organization.

Organization size. It should be borne in mind when choosing an organizational form.

Basic rules for business size:

The larger the organization, the more formal structure is needed
The larger the organization, the less centralized it should be
The larger the organization, the more it should automate labor operations.

Assignment for the day of independent work (02/26/2015)

Find the "management structure" diagram of any operating enterprise (take the metro according to Management) and analyze:

Describe in words
Determine the type and type of structure (mechanical, organic)
Describe the merits of this organizational structure
Disadvantages of such a construction

Seminar 2 (19.02.2015)

Design a hierarchical structure of enterprise management if its management staff includes the following list of employees:

The staffing table of the enterprise management apparatus

Position	Quantity staff units
Director
Deputy Director for Production
Deputy Director for Economics
Chief Engineer
Safety engineer
Legal advisor
Department management staff
Department head
Inspector
Accounting department
Chief Accountant
Senior accountant
Accountant
Plannedeconomic Department
Department head
Senior economist
Economist
Department labor and wages fees
Department head
Specialist
Department the main technologist
Department head
Lead Engineer

Raw materials Department
Department head

Department materialtechnical supplies
Department head

Linear leaders
Head of the workshop of the main production
Shift master

Transport area foreman
Repair and mechanical department foreman
Total:

Divide the area of the drawing into zones so that the structural links of each control stage are placed in a certain zone. The lines denoting the subordination of the main structural divisions, as well as the outlines of these links, should be highlighted with a bold line. Show auxiliary areas to the side of the main ones. large-scale so that the contours of each structural unit according to the scale we have chosen correspond to the number of employees working in the units

Lecture 2 (05.03.2015)

Methods for the design and rationalization of control systems

Control system design methods - scientifically-theoretical foundations of their developmentused in the construction of management systems at newly commissioned enterprises, as well as during major organizational events

TO rationalization methods control systems include methods and techniquesthat are used in everyday practice to improve the management of organizations

There are times when it is difficult to distinguish between design methods and rationalization methods. They are interrelated and complementary. The main difference is that design methods usually give enlarged, averaged values of the parameters of control systems, and rationalization methods reveal in detail all possible ways to improve control efficiency.

The design of new control systems and the rationalization of the existing ones should be carried out on the basis of the principles of their formation.

Principles for the design and rationalization of control systems:

The principle of the primacy of functions and the secondary status of controls, T.e... formation and allocation of functions precedes the formation of governing bodies

The principle of functional isolation of the divisions of the management apparatus, T.e... the range of tasks for each structural unit should be clearly focused on achieving the management goal for the corresponding function

The principle of delegation of authority, according to which formation of hierarchical chains, the development of regulations on divisions and job descriptions is carried out taking into account the distribution of the scope of powers between managers and performers

The principle of adequacy, i.e. the subject of management must fully comply with the object of management

Methods for the design and rationalization of control systems:

Extrapolation methods
- Typical structures; developed for groups of enterprises by industry; a typical organizational structure diagram contained a list of the main management functions, consolidated norms for the number of management employees, the composition of management units, the number of management levels
- Reference structures; it provides for the identification of enterprises with the best production and technical indicators, which are taken as a sample. Its structure is used for similar or related items. The main difficulty in applying the reference method is the correct determination of the belonging of an enterprise to this group.

Analytical methods
- Functional Object Method; the use of this method involves a preliminary study of the composition of management functions, the study of the labor intensity of work for each function, the standardization of the number of employees by function, the allocation of independent structural units and the assignment of workers to each of them

Advantages of the method: strict logical sequence of design of control systems, taking into account the principle of primacy of functions and specific features of the enterprise. At the same time, this method is distinguished by the high laboriousness of preliminary studies and the lack of the possibility of finding the optimal variant of organizational decisions.

Target methods
- The method of structuring goals. The formation of the management system by the method of structuring goals is based on a special model called the "tree of goals for improving the management system". At the same time, the goal tree is a multi-level scheme containing: the main goals of improving the management system, the composition of tasks and subgoals of improving the management system, a set of organizational resources of the system (parameters of the organizational structure), an alternative to their use and a criterion evaluating the effectiveness of achieving the goals

Mathematical modeling methods
- Graph models
- Matrix Models
- Linear and nonlinear programming techniques
- Probabilistic models

All these methods have 2 advantages: a strict quantitative expression of the parameters of the organizational system and the connections between them; the ability to determine the optimal value of these parameters for a particular enterprise

Without taking into account the costs of developing models, the very method of rationalizing organizational systems using economic and mathematical models is quite simple and not laborious. It can serve as a good tool for express analysis of the state of the organization of management at the enterprise. At the same time, most of the economic and mathematical models of organizational structures, as a rule, quantitatively express only 1-2 parameters of the organizational system. This significantly limits the practical value of the simulation results.

The method of systemic construction of organizational models. It is based on a combination of a program-targeted approach, the methodology of general systems theory and systems analysis, economic and mathematical methods and models. The essence of the method is that the control system is studied as a complex system and is displayed by a multipurpose system tree of goals. Quantitative relationships are established between the levels and elements of this tree of goals, which are described by organizational and mathematical models. The use of such models makes it possible to optimize all the main parameters of the control system, incl. the composition and structure of management functions, the number of employees for each function, the number of independent structural units and the level of centralization of management, etc.

The sequence of actions when building a control system by the functional-object method:

Determination of the composition and content of management functions at a given enterprise. For this purpose, a list of functions is drawn up. When compiling it, the complexity of performing individual works and operations that are part of each function is simultaneously assessed
Calculation of the number of management employees for each function by the method of direct standardization, if the data on the labor intensity of work for the functions under study are reliable. If the use of the method is difficult due to the lack of a reliable regulatory framework and the significant laboriousness of such calculations, then it is possible to use aggregated methods of standardization, for example, those used on the basis of correlation dependence. If there is no data, then an expert assessment of the labor intensity of the work is used. Within the established number of employees, structural subdivisions (links) are formed for each function. The number of independent structural units is determined on the basis of the accepted standards of manageability
The projected structure of the management apparatus should be organizationally regulated. For this, changes are being developed or made to the regulations on structural divisions and job descriptions of specialists. These documents can be supplemented by the passport of the department or the workplace of the specialist. This passport is created in order to reflect in it the informational relationships of departments, the equipment used, the technologies used for performing work, indicators for assessing the quality of the work of specialists

DESIGNING AN EFFECTIVE PERSONNEL MANAGEMENT SYSTEM LLC "KhochuDiplom"

This chapter will suggest options for optimizing work in the field of personnel management, based on the conclusions made in the previous chapter.

The latest developments in the field of management and the experience of application in the practice of other economic entities act as a methodological basis for the design.

The main directions in the work on the design of the personnel management system are seen by the author in the following stages

Designing an effective personnel management system in an organization;

Improvement of functions and methods of personnel management.

Organizational design of a personnel management system

Organizational design of a personnel management system means the process of developing projects, building management systems. An enterprise can purposefully influence the management system by improving interactions between functional units. This design is based on the design of management systems for the organization as a whole and at all levels of the hierarchy, which involves the following elements: design of functional and target subsystems, management support subsystems, line management subsystems, functions, organizational structure, information, management decision.

In the process of organizational design, the following stages of work are distinguished:

1. Economic justification for the need to improve the management system. The main section of this stage is the analysis of the existing management system. This includes the following subsections: the results of the analysis of the organization's production systems, the result of the analysis of the management system and its main elements, a list of characteristics and deficiencies, an assessment of production losses arising from deficiencies in the management system.

2. Documenting organizational design assignments. It is recommended that the documentation include sections that disclose:

The basis for the development of a project to improve the management system;

Purpose of project development;

The results of the analysis of the state of production and management;

Requirements for building a control system;

Proposals for improving the production system;

3. Development of a general organizational project and its approval.

4. The stage of implementation of the project to improve the management system, which includes the following stages: material and technical training, professional training of managers, social and psychological training of employees, pilot implementation and implementation of the project, monitoring the implementation progress, calculation of the actual economic effect from the implementation of the project ...

In accordance with the requirements of this methodology, in order to build an effective personnel management system, it is necessary to indicate the results of a study of the organizational structure of management, indicators of economic and economic activity and an analysis of the current personnel management system in the organization of OOO "KhochuDiplom".

The analysis of the organizational structure of OOO "KhochuDiplom" showed that the structure of the organization is built rationally, works effectively, this follows from the analysis of the financial condition of the organization.

Analysis of the financial condition of the enterprise shows that the organization is working stably, despite the general economic condition of the market, the company makes a profit.

Analysis of management functions, in particular personnel management, revealed problems in this area. In this regard, there is a need to organize a project to improve the personnel management system, in the context of the main problematic elements.

The key problem of the personnel management system of OOO "KhochuDiplom" is the lack of centralization of the management action. Despite the fact that by the organizational structure of the enterprise the personnel department is separated into a separate division, the functions of this department are concentrated not on the management functions in the field of personnel management, but on the supporting ones (ensuring personnel records, providing accounting with the necessary reports, etc.). This is due to the lack of attention to the problems of personnel management and its role in general management.

In this regard, there is a need to revise the attitude towards the field of personnel management, in particular, in the personnel department and, in general, in the organization, the result of which will be the concentration of functions in a specialized unit.

A project to improve personnel management systems should be methodically divided into the following stages:

1. Changes in the organizational structure in order to increase the influence of the management effect on all divisions. For this, it is proposed to introduce an element of a matrix structure, namely the personnel department, into the linear - functional structure of OOO "I WantDiplom". Such structuring will allow the functions of personnel management to freely penetrate into all departments, the personnel department will concentrate on itself the main work related to personnel. Graphically, this structure will look like this:

2. Determination of the level of implementation of solutions in the field of personnel management. Currently, personnel management is at the executive level. Accordingly, it is necessary to move the competence to the level of middle management.

3. Development of the personnel structure of the department, job descriptions and staffing table. At the moment, the staff of the HR department consists of two employees - HR specialists. Assuming that the work should be reoriented to the implementation of managerial functions, it is advisable to revise the composition and draw up job responsibilities. When calculating the required number of employees, we take into account not quantitative indicators, but qualitative ones. This refers to professional specialization. As the development of the personnel structure, it is assumed:

BUT). Engage in the staff a specialist, HR manager, in

whose responsibilities will include the entire range of organizational functions:

Organization of training;

Development of adaptation and certification processes;

Analysis of the personnel structure;

Analysis of motivational expectations and development of proposals for motivation;

Employee career planning and rotation;

Organization of a personnel control system;

Development of concepts to optimize working times and space.

B). Engage in the staff the position of a consultant-trainer with piece-rate pay to perform the following functions:

The holding of trainings;

Solutions to conflict, destructive situations;

Development of schemes for the social and psychological climate in the company.

IN). Leave the position of HR specialist on the staff, reducing the functions performed to the following:

Regulatory accounting of personnel;

Legal regulation of relations between an employee and an employer;

Providing the necessary information and reports for the accounting department.

G). Abolish the rate of the second HR specialist, since according to the standards of personnel records management, the rate of personnel per one employee of the personnel service is 115-120 people.

4. The main tasks solved by the personnel department:

Solving staff tasks (recruitment, selection, orientation, assessment, discipline);

Training, advanced training, certification, training;

Introduction of organizational structures and staffing tables;

Time keeping;

Working with funds;

Labor Relations.

Personnel policy.

In the process of formulating new goals and objectives of this department, it is necessary to focus on the development of personnel policy, which should reflect and consolidate all functions and methods in the field of personnel management.

The developments of this department should be implemented in the work of all departments and be a single methodological base for effective personnel management.

Designing an effective personnel management system for hochudiplom. Designing an Effective Inventory Management System Applied Methods for Designing Management Systems

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Introduction

Chapter 1. Theoretical aspects of organizational design

1.1 Concept systems ... Organizational system classification

The term "system" is best specified in the process of considering its basic properties.

Based on this, four such properties are distinguished:

1) the system is, first of all, a set of elements. Under certain conditions, elements can be regarded as systems;

4) the existence of integrative properties, i.e. inherent in the system as a whole, but not inherent in any of its elements separately. Their presence shows that the properties of the system, although they depend on the properties of the elements, are not completely determined by them.

Thus, in its most general form, the concept of "system" is characterized by:

- the presence of many elements;

- the presence of links between them;

- the integrity of a given device or process.

V.N. Spitsnadel highlights the most characteristic features of technical systems, many of which are signs of economic systems:

- the presence of a certain integrity, functional unity (common goal, purpose), which leads to a complex hierarchical structure of the system;

- large scales by type of parts, volume of functions performed;

- the complexity (polyfunctionality) of behavior;

- high degree of automation;

- irregular inflow of external influences, statistically distributed in time;

- the presence in a number of cases of an adversarial moment, that is, such a functioning of systems in which it is necessary to take into account the competition of individual parts;

- the presence of connections (positive, negative, one-sided, multidimensional);

- multidimensionality (economic, social, technical, psychological, etc.);

- counterintuitiveness (cause and effect are not closely related either in time or in space).

1) in the field of production - achieving the highest labor productivity, increasing efficiency;

2) in the financial sphere - preservation and maintenance at the required level of all types of financial resources, their rational use:

3) in personnel management - ensuring the conditions necessary for the development of the creative potential of employees, increasing their level of interest and satisfaction.

There are rules for the implementation of a sequential decomposition of the main goal of the organization into subgoals:

1) the overall goal should contain a description of the end result;

2) when expanding a common goal into a hierarchical structure, it is assumed that the implementation of subgoals of each subsequent level is a necessary and condition for achieving the goals of the previous level;

3) the foundation of the "goal tree" should be tasks.

Rice. 1. Model "tree of goals"

The classification of systems according to the principle of content is their division into two types - abstract and material.

Material systems (MS) are real-time objects. Among all the variety of material systems, there are natural and artificial systems.

Symbolic systems represent the formalization of logical systems, they are divided into three classes:

1) statistical mathematical systems or models, which can be considered as a description by means of the mathematical apparatus of the state of material systems (equations of state);

2) dynamic mathematical systems or models, which can be considered as a mathematical formalization of the processes of material (or abstract) systems;

3) quasi-static (quasi-dynamic) systems that are in an unstable position between statics and dynamics, which under some influences behave as static, and under other influences - as dynamic.

All collections of objects that exist in reality (and every system is such a collection, although not every collection is a system) can be divided into three large classes:

Unorganized aggregate (an example of which is a random gathering of people on the street).

Inorganic and organic systems - characterize the presence of connections between elements and the appearance in an integral system of new properties that are not inherent in the elements separately. Connection, integrity and the resulting stable structure - these are the hallmarks of these systems.

1.2 Basic concepts and components of the design process organizational systems

Organizational design as a process is the ordering of the organizational and structural characteristics of the system in order to achieve or improve their efficiency, adaptability and effectiveness.

This process can be organized in three major stages:

1) the formation of a general structural diagram of the management apparatus (see Appendix 1);

2) development of the composition of the main divisions and relations between them;

3) regulation of the organizational structure.

The set of documents developed at all stages of organizational design form the project of the organizational management structure.

In addition, when designing an organizational management system, it is important to pay attention to the interface between the management structure and the phases of the organization's life cycle. There are five stages in the life cycle of an organization:

1. Stage of entrepreneurship. The organization is in its infancy, the product life cycle is being formed. The goals are still unclear, the creative process is free, moving to the next stage requires a stable supply of resources.

4. Stage of development of the structure. The organization increases output and expands the service market. Leaders identify new development opportunities. The organizational structure is becoming more complex and refined. The decision-making mechanism is decentralized.

1.3 Principles and objectives of organizational design methods

“Without the development of methods for designing management structures, it is difficult to improve management and increase production efficiency for a number of reasons:

1) in the new conditions, in a number of cases, it is impossible to operate with old organizational forms that do not meet the requirements of market relations, create a danger of deformation of the management tasks themselves;

2) an integrated approach to improving the organizational mechanism was previously largely replaced by work on the implementation and use of automated control systems;

3) the creation of the structure should be based not only on experience, analogy, familiar schemes and intuition, but also on scientific methods of organizational design;

4) the design of the most complex mechanism - the control mechanism - should be entrusted to specialists who know the methodology for the formation of organizational systems.

At the same time, the organization is considered as a multi-purpose system, since the orientation towards one goal does not reflect its diverse role in the development of the economy ”.

The main principles for designing organizational systems are as follows:

- the organizational structure of management should, first of all, reflect the goals and objectives of the organization, and, therefore, be subordinate to production and its needs;

- an optimal division of labor between management bodies and individual workers should be envisaged, ensuring a creative nature of work and a normal workload, as well as appropriate specialization;

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

- between functions and responsibilities, on the one hand, and powers and responsibilities, on the other, it is necessary to maintain compliance, the violation of which leads to dysfunction of the management system as a whole;

Chapter 2 Stages and Methods of Designing Organizational Systems

2.1 Organizational stages Wow designing

Thus, the sequence of actions is as follows:

1. Carry out the division of the organization horizontally into broad blocks corresponding to the most important areas of activity for the implementation of the strategy. Decide which activities should be carried out by line units and which by headquarters.

2. Establish the balance of powers of different positions. At the same time, the leadership sets the goal of the teams, if necessary, makes further division into smaller organizational units in order to more effectively use the specialization and avoid overloading the leadership.

2.2 Organizational design techniques

2.3 Design organizational with systems management (classic example)

Designing an organizational management system involves the development of the following main functions of the management process: planning, organization, motivation and control.

Conclusion

List of used literature

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DESIGNING AN EFFECTIVE PERSONNEL MANAGEMENT SYSTEM LLC "KhochuDiplom"

Organizational design of a personnel management system