Management process: concept, stages and main elements. Management processes: functions and goals, system and analysis What is the name of the final product of the management process

Topic 8

Management process

This topic for students of management will cover the following issues:

Management process concept;

Control process properties;

Stages of the management process;

The role of the control action in the control process;

Constant influences;

Periodic exposure;

Concepts: "action", "impact", "interaction";

Directions and types of impact;

Sources of influence in the management process.

In the previous topic, we showed that each of the enterprise systems (as control systems) - controlled and controlled - has its own organizational structure, which serves as a form of existence of the process. Consequently, each of the named systems also has its own process. Earlier, we have already discussed the process of a controlled (production) system, called production, regardless of whether it is material or spiritual (non-material) production, where it takes place.

The management process in the management system is similar to the production process and has its own characteristics, explained by the nature of managerial labor. Manufacturing process is aimed at the production of goods and services, and the result of the management process is the preparation of management impact and decisions. This is the main difference between these processes.

8.1. Control process concept

Process (from Lat.processus - promotion) means:

Sequential change of phenomena, states in the development of something;

A set of sequential actions to achieve a result (production of products, preparation of solutions).

Management process Is a set of purposeful actions of the head and the management apparatus to coordinate the joint activities of people to achieve the goals of the organization.

Table 8.1.1.

Parameters	Processes
Parameters	Management process	Manufacturing process
Subject of Labor	Information	Material, blanks, detail, etc.
Labor tools	Tool, office equipment, Computer Engineering and etc.	Equipment, tooling, devices, etc.
Product of labor	Transformed information (decision, plan, report)	Detail, assembly, assembly, product
Executor labor process	Manager, specialist, technical executor	Production worker
Process stages	Goal-setting, information work, analytical work, choice of a course of action (decision-making), organizational and practical work	Procurement, processing, assembly, testing
Process components	Operations, procedures	Operations
Workplace of the performer of the labor process	With wide borders	With narrow borders

Control process parameters. All processes occurring at the enterprise (in the field of production and management) are primarily labor processes, since both production and management are the joint labor of people performing purposeful actions according to a certain program. The parameters (characteristics) of the control process include:

Subject of labor;

Labor tools;

Product of labor;

The contractor of the labor process (Fig. 8.1.1.).

Rice. 8.1.1.

Common functions are performed in all organizations without exception with material and spiritual production. The formation of specific functions depends, as you know, on the specifics of the production system, the scope of the enterprise. Therefore, the list of specific functions can be as small and as large as you like, depending on the size of the organization and the scale of its production.

At each specific enterprise in the management process, general and specific functions are involved in the preparation of management impact, preparation, adoption and implementation of decisions.

8.2. General characteristics of the control process

Management process – this is the activity of the subject of management to coordinate the joint work of those working to achieve the goals of the organization.

As a scientific concept, the control process appears in the unity of its three sides:

2) organizations;

3) implementation procedures (management technology).

1. From the content point of view, the control process can be characterized as a purposeful impact on the state of the elements that form the control system. This process expresses the unity of various partial processes (technical, economic, social, etc.) carried out by the management apparatus within certain spatial and temporal boundaries in relation to specific objects and levels of management.

2. The organizational characteristic of the management process expresses the spatial and temporal sequence of its course, determined by the management cycle. The latter includes 1) the definition of goals and 2) the implementation of management functions. An important role in this aspect belongs to the division of the management process according to belonging to the components of the management system and its levels.

At the enterprise level, the following typical components of the control system are distinguished as objects of the application of the control process:

1) a subsystem of line management;

2) target subsystems;

3) functional subsystems;

4) a subsystem for ensuring control.

The line management subsystem includes all line managers - from the foreman to the director of the enterprise. Target subsystems include:

Management of the implementation of the plan for the production and supply of products;

Product quality management;

Resource management;

Production development management;

Management of social development of the labor collective;

Environmental protection management.

Functional subsystems characterized by specialization management activities to perform the corresponding 1) specific and 2) special management functions.

Control support subsystem covers:

1) legal support;

2) information support;

3) organization and implementation of the normative economy;

4) office work;

5) equipping the enterprise with technical means of managerial labor.

3. With the procedure (technological) side, the control process is a connection of its certain stages and phases, which are expressed and consolidated in their further division into types of work, operations and actions, as well as procedures, algorithms, etc.

The concept of the management process is closely related to the category of management potential, which is understood as the totality of the management system's capabilities and management resources of information, material, labor, financial, experience and qualifications of personnel, management traditions.

The content management process can look like this (Fig. 8.3.1.):

Rice. 8.3.1.

Methodological content,

Functional content,

Economic content,

Organizational content,

Social content

Methodological content of the management process involves the allocation of certain stages, reflecting both the general features of a person's labor activity, and specific features of managerial activity. Stages characterize the sequence of qualitative changes in work in the management process, being the stages of internal development impact in every act of its implementation

Stage – it is a set of operations (actions) characterized by qualitative certainty and homogeneity and reflecting the necessary sequence of their existence.

The management process can be represented as a sequence of the following stages:

Goal setting (goal setting),

Situation assessments,

Problem definitions,

Development of management decisions.

Let's reveal the step-by-step sequence of the control process visually (Fig. 8.3.2).

Rice. 8.3.2.

Target Is the manager's idea of what the system he manages should be like. In a scientific definition, it can be formulated as an ideal image of the desired, possible and necessary state of the system. The management process begins with setting the goal of exposure. If it is a consciously carried out process, purposeful and expedient, it can begin only with the clarification, definition and setting of the goal of the impact.

Situation - this is the state of the controlled system, assessed relative to the goal. It would be wrong to understand a situation as only a deviation from the program or conflicting cases of work. Management is carried out regardless of whether there is a deviation or not, conflict or non-conflict situation. The state of the system can never be identical with the goal, therefore, there is always a situation.

The difference between a situation and a goal, as a rule, includes many contradictions. The act of influence is necessary to resolve these contradictions, to bring the state of the system closer to the goal. But this is possible only if we find a leading contradiction, the resolution of which will lead to the resolution of all the others.

Problem - this is the leading contradiction between the situation and the goal, to resolve which the impact should be directed. Without defining the problem, a management solution is impossible.

Management solution - this is finding ways to solve the problem and organizational work to implement the solution in a managed system. It is the final stage of the control process, its connection with the production process, the impulse of the influence of the control system on the controlled one.

The functional content of the control process. It manifests itself in a large-scale sequence and preference for the implementation of the main management functions. The following stages can be distinguished here:

Planning;

Organization;

Motivation;

The control.

The function of leadership is carried out through these stages.

The economic content of the management process. It is due to the fact that the use of production resources is expressed in the management process - from assessing their availability to turning into a product. Proceeding from this, the economic content of the management process can be represented as the stages of the use of resources, the movement of funds, which is carried out by labor in a controlled system, but is determined by the activity of the controlling system. The economic content of the management process can be expressed in the following stages:

Establishing economic needs;

Assessment of the availability of resources;

Resource allocation;

Resource usage.

Organizational content of the management process. It manifests itself in the sequence of using organizational levers of influence in stages:

Regulation;

Rationing;

Instructions;

Responsibility.

Each act of influence assumes that the leader must clearly formulate the task (what needs to be done). This is a regulation that may vary in duration. Next, you need to establish their permissible deviations. These are standards. Then it is determined how best to perform the task, what to use, what to be guided by, etc. This is instruction. Each assignment should imply an indication of the degree of responsibility for non-fulfillment or improper fulfillment.

In a multilevel management system, the organizational content of the management process is also manifested in the order of interaction of various links and levels of a given management system. The order of interaction is determined by the nature of a specific goal, the specifics of the situation, which does not allow building a general scheme of organizational interaction of the links and stages of the system. It is different for each specific act of influence.

The social content of the management process is revealed by the role of a person in its implementation. Each stage of the management process involves the indispensable participation of a person. At the same time, the management process requires mechanization and automation of its operations. The most appropriate for the use of modern technology are the stages of assessing the situation, searching for a problem and developing solutions, i.e. those stages, the implementation of which largely depends on the processing of information.

Consequently, the social content of the management process can be represented as a sequence of purely human and man-machine operations. With any degree of mechanization of managerial labor, the management process begins and ends with a purely human activity.

8.4. Control process properties

The management process has specific properties that reflect its characteristics. These properties are as follows (Fig. 8.4.1.):

Rice. 8.4.1.

1. The property of variability (dynamism), observed in the constant change of the management process in its direction, in terms of the nature of implementation. This property is manifested in the dynamism of the interaction of its various stages and operations. The control process moves from one stage of the control system to another; it is carried out by various interactions of the links (bodies) of control.

The property of variability is sometimes called the property of flexibility of the control process, meaning its ability to switch to new problems, new methods of control.

Of course, such variability has constant boundaries. This reflects another property of the management process, which is in dialectical connection with the first.

2. Property of stability. It manifests itself in the emergence in the process of management and the corresponding consolidation of certain channels of its implementation. They form the natural structural basis of the management system, which is fixed in the organizational acts of its stabilization and serves as a systematizing factor in the management process. Thanks to this property, a control system is formed, which is a set of established links of the control process between the links that carry it out.

3. Property of continuity. The control process also has a property that reflects an important feature of its implementation - the continuity of the control process while the production process is being carried out. It can manifest itself in different ways depending on the level of management, the characteristics of the production process itself (in single, serial, mass production, etc.). But the very essence of the named property does not change from this.

4. The property of discreteness complements and in a certain sense opposes the property of continuity. It manifests itself in the fact that, in its internal features, the management process proceeds unevenly, at first, as it were, accumulating the potential of influence when setting a goal, assessing the situation, defining a problem, and then turning into an impulse for active organizational work at the solution stage. This property has nothing to do with assault. It reflects the specifics of management activities and does not deny the need for an even rhythm of work. On the contrary, it requires the rhythmic activity of the administrative apparatus.

5. Property of sequence. It characterizes the mandatory sequence of stages in the implementation of the management process. The latter cannot be built in its stages otherwise than as a goal, situation, problem, solution. Each of these stages is mandatory and plays a large role in the effectiveness of management.

Often, a solution is developed only on the basis of the management goal, without sufficiently careful consideration of the current state of affairs, the real working conditions, the prevailing circumstances. Such a management process cannot be effective, because in this case the decisions turn out to be either erroneous, or premature, or simply voluntaristic. Another extreme is also possible, when insufficient attention is paid to goal-setting in the management process. Solutions are developed on a situational basis, without sufficient understanding of the goals they pursue. And here solutions are not effective enough, often contradictory, devoid of perspective and long-term orientation.

The goal systematizes decisions, gives a general direction and perspective; the situation determines the reality and practical significance of the decision; the problem is its concreteness and effectiveness. Each of the stages of the management process is mandatory, as well as the sequence of their implementation.

6. Property of cyclicity. Each act of influence ends with the transition of the controlled system to a new state. This necessitates either setting new goal management (depending on what kind of new state it is), or adjustments and additions to the previous goal, for the achievement of which a new act of influence is required. The control process is repeated anew, its new cycle is carried out.

It is quite possible that there is no need to change the goal of management. But this should also be the subject of analysis in the management process, and thus, the goal-setting stage still remains a necessary stage in the management process.

Understanding the properties of the control process is of great importance in the successful solution of all the problems of its improvement.

8.5. Distribution of operations in the management process

The control process in terms of its content, features and properties requires a certain sequence of operations and their combination. These operations differ in the stages of the management process (from purely intellectual to operations of practical organizational work).

The stage reflects the transition to certain groups of operations without taking into account their qualitative homogeneity or difference. Let's call these stages (Fig. 8.5.1.):

Rice. 8.5.1.

The general sequence of control operations corresponds to the sequence of identifying their groups by stages, but allows a certain parallelism their implementation with an increase or decrease in the importance of certain groups of operations. Let's show the composition of operations by stages and stages of the management process (Fig. 8.5.2.).

Rice. 8.5.2.

The management process begins with the development of the goal of exposure, goal-setting, which determine its initial operations, the complexity of which decreases as the formulation of the goal of exposure is clarified. In parallel with goal-setting, information work is carried out, since without enough complete information it is difficult to correctly formulate the purpose of the impact.

Information operations, starting from the target stage, continue throughout the management process. The role of information in the management process is great. But the management process cannot be reduced only to information processing and all management operations should be considered only informational. The management process is a complex phenomenon of a socio-psychological and organizational-economic nature. This determines the specifics of its operations. The same information about the object of management leads to different solutions if they are developed by different managers.

As the goal of influence is formed, it becomes necessary to adjust it and link it with the available means and possible management methods. This underlies the implementation of operations to assess the available means of influence and the choice of management methods with which it is possible to achieve the set goals. This work covers several stages of the management process and is carried out in parallel with its other operations.

The choice of an option of action is determined not only by the goal, but also by the availability of information about certain areas of activity, the results of an analysis showing the weak points of work. The significance and labor intensity of the choice of management methods increase at the stages of the management process, reaching final certainty at the stage of developing a solution.

The cycle of the management process is completed by the operations of the organizational practical work in the controlled system. These operations are often referred to as the implementation of the decision. At this stage, operations of adjusting the control goal can be performed, as well as information work related to bringing to the performers additional information that decrypts the decision.

8.6. Impact and management process

Production management is a purposeful organizational, technical and socio-economic process of influencing teams. Therefore, IMPACT is an essential and necessary element of the management process.

Impact in the management process - these are various forms of influence of the subject of control on the controlled object in order to change the ways of its functioning by changing the composition or interaction of the elements of the controlled system.

Management as a purposeful impact on collectives of people in the production process can be carried out in various ways:

To act directively with the help of orders and orders prescribing strictly defined changes in the system that are binding on;

To create a new system of planning, self-supporting relations, incentives and other forms of influence, which, as it were, automatically influenced the activities of the team under changing external and internal circumstances, contributing to the search for effective production.

Impact reflects the essence of the management process: the management process is impossible without impact.

The concept of "action", "impact" and "interaction". When considering the essence of the impact, it is necessary to distinguish three interrelated concepts, namely: "action", "impact" and "interaction". All these concepts are used in the management process and differ, despite their common characteristic feature, which is that they all represent a form of influence of one element of the system on another. Let's present the differences and essence of these three concepts in graphical form (Fig. 8.6.1).

Action

Impact

Interaction

Rice. 8.6.1.

The named concepts are closely related to the main factors of production:

Human (answering the question "who?");

Real (answering the question "what?"). The factors of production are considered as elements of the socio-economic system (active and passive).

System elements that answer the question "who?" or "what?" can be (Fig. 8.6.2):

Rice. 8.6.2.

Action - the influence of the active element on the passive one (the worker performs the operation).

Impact - the influence of one active element on another active element (instructing the master to the worker to do a specific job).

Interaction - the coordinated effect of two or more active elements on passive or active elements (the foreman brings the labor standards approved by the director for specific work to the workers of the site).

The named concepts are in the following relationship (Fig. 8.6.3):

Rice. 8.6.3.

Understanding the differences in these three concepts allows you to more correctly understand the management process, to determine the main directions and types of impact.

Impact as a form of influence on the production system is aimed at the development of two contradictory trends:

1) ensuring the stability and constancy of the system;

2) ensuring flexibility, dynamism, constant development.

Different in the direction of the impact leads to the emergence of different types of impact, some of which are focused on maintaining stability, others - on the mobility of the system.

The main directions and types of impact. There are the following directions and types of impact:

1) organizational;

2) economic;

3) social.

The formation of a targeted impact on production teams and individual workers is directly related to motivation, that is, the study of the factors that determine human behavior in the team in the production process. In the system of factors that determine human behavior, his needs and interests play an important role. A conscious need is embodied in a goal, encourages its achievement, defining human behavior.

Impact types are classified according to the classification characteristics that underlie the direction of exposure.

1. Organizational type of impact... This type of impact is aimed at organizing, that is, the formation of stability, coherence, the correspondence of elements and their interaction, the establishment of paths leading all elements to a single goal. All this characterizes the organizational direction of influence.

The organizational type of influence makes it possible to use in the management process a person's desire for orderly organizational activity, leading to a certain relationship between the main elements of the enterprise - the means of labor, objects of labor and the workers themselves. This type of impact is of a direct nature, since it unambiguously determines the future state of the system, which must be achieved. Organizational impact is clothed in the form of organizational and organizational-production structures and various regulatory and standardizing acts that determine the composition and interaction of elements of the production system.

2. Economic type of impact... This area includes the impact on material interests, the use of material motivation. The latter is used both in the form of material remuneration for the quantity and quality of labor, and in the form of material sanctions for its inadequate quality and insufficient quantity. In this case, both individual material interests and collective ones are used.

The economic direction of influence has its own specific characteristics and differs primarily indirect the nature of the impact: the assessment of the effectiveness of such an impact is indicative, probabilistic in nature. The so-called threshold of sensitivity, which we are guided by, for example, when establishing the amount of individual material reward, is far from easy to determine (the threshold of sensitivity is considered minimum size material remuneration, encouraging increased labor activity).

The threshold of sensitivity even for the same person changes significantly under the influence of a large number of factors (the possibility of a more complete satisfaction of needs, the nature of needs, labor and working time costs, the importance and nature of the tasks being solved, etc.). It is all the more difficult to determine the effect of influencing material interests in a more or less large team. It should also be borne in mind that unjustified material reward leads, as a rule, to negative end results and often excludes from the arsenal of influence very effective incentives to increase production efficiency.

The economic type of impact is focused on identifying, developing and using economic levers to enhance the mobility and efficiency of production.

The economic type of impact is focused on identifying, developing and using economic levers to enhance the activity of the system, increase its mobility and efficiency.

3. Social type of influence... Refers to the indirect impact on social interests. Social motivation provides for an orientation towards professional, cultural, psychological, moral, national, family and other social interests. Methods of influencing social interests include both rewards and various forms of sanctions. The use of social motivation is particularly difficult due to the variety of social needs that exist in the team.

If, when influencing the economic (material) interests of workers, it becomes possible to use a single channel for satisfying these needs - money, then when influencing social interests it is required to satisfy them in various, concrete and specific forms. This leads to the need for a detailed study of possible means of influencing these social motives and interests.

In addition to the named types of impact, distinguish between "horizontal" and "vertical" impact.

The "horizontal" type of influence is manifested in the fact that one department of the control system affects another, located at the same level of control.

The "vertical" type of influence is carried out along the lines of linear or functional subordination at different levels of management.

Let's summarize the difference in the types of exposure (Fig. 8.6.4):

Rice. 8.6.4.

Sources of influence in the management process. Defining in general view sources of influence in the management process, we can say that the main source of influence on the controlled system is the control system. However, this definition, although it is correct, nevertheless does not give a clear idea of the complex system of influence in the control process.

The control system must constantly change the forms, methods, methods of control and at the same time be stable in relation to the implementation of the control process. This system itself is influenced by the external environment, that is, enterprises and organizations interconnected with this enterprise, and, finally, by the controlled system. The control system, in turn, affects the controlled system by changing the composition of the elements of its subsystems or the conditions of their functioning.

The source of influence from the control system is its individual links and control stages. The management process is greatly influenced by the qualifications of personnel, the methods of performing their duties. The source is also the individual and his activities in the management process.

Constant and periodic exposure. Control actions, depending on the duration of the influence on the collectives, are divided into two groups:

1) permanent;

2) periodic.

Permanent influences act as:

Existing management functions;

Organizational structure of management;

Distribution of powers;

Enterprise charter;

Subdivision regulations;

Job description of the employee;

Internal labor regulations;

The operating mode of the enterprise;

Staff standards;

Safety instructions;

Normative legal acts, etc.

Permanent influences are used for a long time until they are canceled or replaced with new permanent ones.

Periodic impacts are of the nature of short-term acts. These include:

Issuing assignments to subordinates;

Establishment of incentives to work;

Bringing to the performers of labor standards;

Making decisions;

Issuing orders, orders;

Delegation of authority to subordinates;

Transfer of information about the internal and external environment of the enterprise;

Setting goals, tasks for performers;

Improvement of technology, production technology, working conditions, etc.

Controlling actions reflect the specifics of the “control” category and are central to the control process. Therefore, those mastering management and novice managers need to firmly grasp the concept of managing influence and comprehensively study all its aspects. It is also important here to try to determine the arsenal of control actions on the employee, teams for line and functional managers by management levels, specialists and technical executors.

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The management process is a set of certain types of activities that are aimed at coordinating and ordering in the functioning and development of an organization and its elements in order to achieve the goals it faces. In the process of management, the following tasks are solved:

tactical: maintaining stability, harmonious interaction and performance of the entire set of elements of the control object;
strategic: ensuring development and improvement, transferring to a qualitatively and quantitatively different state.

Usually, the processes of managing an organization are quite diverse and multidimensional, characterized by a complex structure. The management process in a general sense consists of common functions control, combined in control cycles (Fig. 1).

Rice. 1. Control cycle

As you can see, this process can be characterized as continuous, with a cyclical repetition of individual phases (collection, processing, analysis, storage, control of information; decision-making and organization of their implementation), uneven, inertial, with some delay in management actions. The management process improves and develops along with the organization.

The essence of the management process

In the management process, such moments as managerial labor, subject matter and means are combined, and the end result of its implementation is a certain product.

The subject and product of managerial labor is; in the first case, it is "raw", and therefore is not used in practice; but for the preparation of a decision, it serves as a basis, it is guided by it for the implementation of certain actions.

The transformed information acquires an independent existence and then accumulates, which leads to a complication of the management process, an increase in the dominance of decisions made in the past over current ones. The latter can be useful to some extent, as it creates an organizational order that ensures the operation in automatic mode control mechanisms and the implementation of the corresponding action without a special order. At the same time, he is limited due to the fact that he is not able to subordinate and coordinate all the elements of the organization.

Management tools are all that contribute to the implementation of operations with information. At the same time, there are: means of drawing up documents, drawing up and processing documents, grouping and storing documents, means of performing computing operations, operational communication.

Forms of managerial work

Managerial work is realized in three key forms:

heuristic;
administrative,
operator.

Definition

Heuristic work is a set of actions for the analysis and study of certain problems facing the company, and on the basis of this, the development of a number of options for their solution - economic, managerial, technical.

Depending on the nature and complexity of these problems, the work is performed by specialists or managers.

Definition

Administrative work is mainly the lot of managers, which is associated with the implementation of work on the current coordination of the activities of subordinates, their control, assessment, motivation, management, instruction, exchange of information.

Definition

Operator work is aimed at providing the necessary information for production and management processes.

It includes work on documentation (registration, reproduction, sorting, and storage of various documents); accounting (collection of statistical, accounting and other information about the processes taking place in the organization); communication, calculation and sequential processing of the collected information. This work entrusted to specialists and performers.

Management work and operations

The process of managerial labor includes elementary actions, or operations, that is, homogeneous, logically indivisible parts of managerial activity, with one or a group of information carriers from the moment they are received until they are transferred in a transformed form to others or for storage.

Management operations can be: search, computational, logical, descriptive, graphic, control, communication, etc.

A complex of independent operations for processing information (collecting, studying, analyzing, formulating conclusions, drawing them up), which ends with a result determined in form and content in the form of a message or document is called management work.

Management work is classified:

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

The latter classification is the most important characteristic of managerial work.

The complexity of managerial work is determined by a number of circumstances.

First, the scale, number and composition of problems, the relationship between them, the methods used, and organizational principles.

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

Third, and finally, the complexity of managerial work is characterized by the level of efficiency, independence, responsibility, and the riskiness of decisions that need to be made. A manager, in the decision-making process, often assumes responsibility not only for the well-being of people in material terms, but for their health and even their lives.

A management procedure is a documented sequence of execution of the elements of the management process, which determines the composition, content of its constituent operations, and their sequence. The procedure reflects the purpose of the work, the documents developed and used, their content, the order of passage.

Process control technology

The method of performing management operations and their elements in the optimal sequence with a rational division between the performers, depending on their qualifications and the cost of working time, is called management technology.

The main tasks of management technology:

establishment of orderliness and rationality in the sequence of performance of management work;
ensuring, when making decisions, the unity, consistency and continuity of actions of the subjects;
participation of senior managers;
even load on performers.

Management technologies are based on production and information flows, a body of knowledge about the techniques and methods of actions of employees when performing management operations.

Control technology should be minimally complex and time consuming. Let's consider them in more detail.

Linear technology is characterized by a strict sequence of certain phases, which follow from each other and change in accordance with a previously established plan. If it is impossible to assess the state of affairs accurately, to highlight the main problem and outline the goal unambiguously, management technology can be ramified.

The technology for managing deviations that began in the previous phase proceeds from the fact that the latter partly will not require any correction at all; and their overcoming and partly making changes in the management process is possible by the forces of the performers themselves; only when they are significant should the leader intervene.

The situation control technology can be applied in the case when the management process is carried out under conditions of uncertainty.

The results-based management technology is characterized by the fact that, in the absence of certainty of the situation and a vague final goal, after each of the phases, depending on the degree of achievement of the previously planned results, the subsequent actions are clarified.

Thus, the management process is the activity of the subjects of management united in a certain system, which is aimed at achieving the goals of the organization through the implementation of certain functions using management methods.

The process approach was first proposed by representatives of classical school management, have formulated the basic functions of management, considering them necessary for any organization.

Management process- this is the activity of the united subjects of management, aimed at achieving a certain goal, by performing certain functions, using appropriate methods and adhering to the principles of management.

The subject of the management process is the information that performers and managers use in their activities.

By means implementation management process is the managerial work of personnel, carriers and channels of transmission of information.

Various management processes in various areas of productive activity have common characteristics:

1. Continuity - explained by the fact that some management processes are transferred to others, the higher the level of management and the longer the duration falls under the management process.

2. Unevenness - the period of implementation of various stages of management is different; study, analysis, preparation of long-term decision options, and decision making is short.

3. Cyclicity - due to the fact that the stages of the management process are mandatory and repetitive.

4. Consistency - presupposes compliance with a certain order of management stages: goal setting, planning, decision making, organization, operational influence, control, adjustment.

5. Variability - due to the variability of environments, both external and internal.

6. Constancy - characterizes the level of perfection of the organization's management, the ability to prevent variability, perfection organizational structure as well as management rules and procedures.

Basic control law- for each enterprise, as open system, internal and external environment have a different effect, both regularly repetitive and random. In order to maintain its integrity and ability to function, the enterprise management system must respond to each such influence with appropriate opposition, and at the right time.

A number of requirements apply to the management process at the enterprise.

The main requirement for the organization of management at the enterprise is that the enterprise management system must have the same or greater variety and speed of action programs, corresponding to the possible variety of the impact of the environment on the system that is controlled.

The main elements of management are: strategies, structure, systems, style, value compatibility, staff composition, the sum of skills. The characteristics of the controls are given in table. 5.1.

Table 5.1

Description of control elements

controls	element characteristic

structure	Description of the characteristics of the organizational chart (levels, links, organizational links)
	Description of formal and informal processes and establishment of procedures in the enterprise
strategy	The focus of the enterprise on achieving the set goals
staff composition	Characteristics of the main categories of personnel of the enterprise
sum of skills
	Characteristics of the actions of enterprise managers aimed at achieving goals and the management system as a whole
community of value	The most important values and fundamental concepts that determine the behavior of participants in the activity of the enterprise

Enterprise controls are divided into hard and soft (Figure 5.3).

Rice. 5.3. Formation of an effective and efficient approach to enterprise management

The characteristics of the components of the management process of an effective and efficient approach are given in table. 5.2.

Management processes are complex phenomena. To understand the essence of complex phenomena and to obtain reliable information about them is possible only by repeatedly observing the behavior of the investigated object or phenomenon. At the same time, it is important for us not only to get reliable material about the management process, but also to assess the quality side of the latter.

Table 5.2

The effective and efficient approach to enterprise management is compared

Characteristics of the components of the management process
By an effective approach	By an actionable approach
Performing work in a way that is effective	Performing work in a necessary manner, even in cases where it does not give significant results
Avoiding problems to reduce the effects of surprise	Solve problems as they arise with controls
Optimal use of resources, search for effective substitutes	Saving resources
Increased profitability	Cost reduction
Achieving the best results	Performance job responsibilities according to instructions
Outcome evaluations	Cost control

Since the subject of work of management personnel is information, then a quantitative assessment of the quality of management should be given primarily in terms of information positions, and studies of existing management processes should be carried out using the principles of system analysis.

Systems research requires the preservation of the integrity of the system under study, its unity with environment and the subsequent directed ordering of the elements of the system, and the improvement of these elements should be aimed at improving the functioning of the entire system.

The study of production management processes consists of well-defined sequential stages:

a) statement of the problem and definition of research objectives;

b) examination existing forms and production management methods, their assessment and comparative analysis;

c) identification of "bottlenecks" in the management process;

d) determination of the factors that play the main positive and negative role in the control of the object under study;

e) search for criteria assessing the effectiveness of management;

A process as an activity for the production of a certain product that has a certain value for the consumer (external or internal) has its inherent characteristics. Requirements for the characteristics of the activity, i.e. to the entire process can be much broader than the product requirements of the process. The main requirements for the process are usually to ensure the specified indicators of productivity, cost, profitability, lead times, product quality. Product requirements are a special case general requirements to the process that can be established by the organization's management, external regulatory documents, internal regulations, as well as internal and external consumers.

The management of processes in a management system consists in the organization in a certain way of actions on the components of the process in order to ensure the fulfillment of the requirements for the process.

To control the process, the executive responsible for the execution of the process and its results. This officer is called the process manager. In the literature, the term "process owner" or "process owner" is often used to refer to a process manager. However, the meaning of the term "leader" is more consistent with the content management activities... Not every "owner" or "owner" identifies with a manager. At the disposal of the process manager, the resources necessary for the implementation of the process are allocated, the necessary rights and powers are delegated.

The process manager is an integral part of the process, playing the role of the subject of management. Each process does not exist on its own, but is a part of the organization's activities and therefore is controlled by its top management. The scheme of interaction of the process manager with its other components and the management of the organization is shown in Fig. 4.6.

The process shown in the diagram has a primary supplier of raw materials to be processed into a final product. The top management of the organization acts as a secondary provider of process requirements, including process product requirements. The process has access to the primary consumer of the product of the process, which has real quality, and in the person of top management, it has a secondary consumer of reporting on the effectiveness of the process.

In addition to the process manager, the diagram contains all the main components: technology; resources, including participants in the process; parameters: the process itself, the product of the process, the satisfaction of the primary and secondary consumers.

Rice. 4.6.

In order to manage the process, its manager has established channels for obtaining information about the course of the process and information from the consumer of the product of the process.

The diagram shows two process control loops:

- the management loop from top management to achieve the objectives of the organization;
- contour operational management on the part of the process manager to achieve the goals of the process.

Since the process cannot exist separately from the organization, for its purposeful work, top management determines the purpose of the process, sets goals for the process manager, agrees on ways to achieve them, and approves targets for the effectiveness and efficiency of the process.

The process manager, in turn, makes management decisions based on the information received and the established plans.

Process management begins with its manager planning the allocation of resources to achieve the goal with maximum efficiency and the progress of the process execution technology. Further, on the basis of regular receipt of data on the progress of the process from control points, the manager conducts an analysis of the information, comparing the resulting result with the planned indicators and instructions from senior management. If the deviation of the obtained results from the planned indicators exceeds the established for this indicator boundaries, the process manager is obliged to:

- fix the fact of deviation;
- analyze the reasons that caused the deviation and identify the reasons;
- to evaluate the economic feasibility of eliminating the reasons for the deviation;
- if the appropriateness is established, the manager is obliged to organize corrective actions to eliminate the reasons for the deviation;
- report to the higher management on their actions if elimination of the causes requires reallocation of resources or the allocation of additional resources.

Data analysis results, deviations detected, decisions taken on the need to eliminate the causes of deviations, the methods of its implementation and the results of elimination, the process manager records in any form convenient for him. Reporting on the progress of the process goes to the superior manager in the form of a certificate of the progress of the process. Based on the analysis of the progress reports received from the process manager, the superior manager accepts corrective amendments and transmits them to the process manager. For the latter, these corrective amendments have the force of an order. The analysis of the progress of the process is carried out for all groups of indicators. Since the process indicators may deviate from the mean, criteria for the indicators need to be established. Criteria are established in cases where a superior must intervene in the process to accept management decisions.

An illustration of the dynamics of the process movement under the influence of management decisions from the initial state to the set goal is shown in Fig. 4.7.

Rice. 4.7.

BUT - initial state of the process;

IN - the end state of the process (the goal of the process)

The main task of any process manager is to reduce the variability of process indicators and improve them. After the number of indicators exceeding the boundaries set for them decreases to an acceptable level, it will be possible to tighten the boundaries or introduce boundaries for additional indicators. Continuous improvement of process performance should be the main goal of management.

Typically, a system of performance indicators for processes and organizations consists of three streams of information:

- information about the product of the process, the degree of its compliance with the established or predicted requirements of consumers, the stability and reproducibility of the parameters of the product ("what result did we get?");
- information about the quality of the process, its effectiveness, efficiency, resource intensity, stability and reproducibility of the process parameters ("at what cost did we achieve this result?");
- information on the degree of customer satisfaction, the possibility and feasibility of the foreseeable customer requirements ("how satisfied is the customer with what he received from us?").

An example of indicators for these three groups is given in table. 4.1.

The key task of process management is to effectively achieve the objectives of the process by:

- elimination of irrational expenditures of working time and other resources of the process;
- activation of activities to control the movement and use of resources of the process on the part of all its participants;
- identifying critical areas of management impact, and priority tasks ensuring the achievement of the planned results.

In this case, the task of process control is essentially related to the solution of two problems.

The first belongs to the category of technical problems and must be solved by well-known engineering methods. The solution to this problem is primarily associated with solving the problem of transforming consumer expectations into technically achievable requirements for products (goods, services) and assessing the likely level of costs required to exceed the expectations of the consumer, and, if possible, the proposals of competitors. The estimates obtained can then be used as the promised quality.

Table 4.1

Indicators of the process product, the process itself and the customer satisfaction of the process

Groups indicators	Indicator properties
Groups indicators	Cost	Temporary	Technical
Process Product Indicators	Product price. Application costs	Shelf life / service	Technical specifications. No defects. Performing skill level.
Process indicators	Total cost per volume of production. Production losses. Execution of the client's request by quantity	Performance. Time of access to resources. Execution of the client's request on time	The number of employed employees. Percentage of nonconforming products. The number of times the process has stopped. Fulfillment of the client's request for quality. Competence of personnel (availability of knowledge, skills and abilities). Number of nonconformity causes eliminated. Number of repeated occurrences of inconsistencies
Process customer satisfaction metrics	Growth in consumption or sales. Market share	Duration of product / product use	Number of complaints

Further, based on the requirements of the promised product quality, the task of determining the requirements for the process technology must be solved in order to ensure that this quality is obtained. The solution of the listed tasks is carried out at the stage of product and process design and requires the participants of the processes to have a real customer orientation, as well as possession of methods for determining consumer expectations with their subsequent transformation into requirements for products and processes.

Another major technical challenge that arises already at the stage of implementation of process activities is to develop methods of influencing variability in such a way that fluctuations in process parameters do not go beyond the limits provided for in the design of products and processes.

The technical problem must be resolved in such a way that each product or service delivered contributes to customer satisfaction as best as possible and does not fall below the level of promised quality.

The second problem in process management is organizational. When identifying processes in an organization that are performed by different functional units, and when trying to manage these processes, the problem of overcoming the ineffective interaction of units of different functional subordination arises, or, in other words, the problem of eliminating the so-called functional barriers. The task of the process manager in this case is to ensure the maximum integration of all participants in the process horizontally, orienting their activities towards the ultimate goal of the process and achieving customer satisfaction. The nontriviality of solving such a problem is as follows. A process manager of a certain level actually does not manage the people involved in the process, but the activities of these people. He has no subordinates in this role, to whom he could give orders, control its implementation, etc. What he can do to realize his responsibility is to design and improve the holistic procedure for performing the process, assess the level of achievement of the process of its goals in relation to the formation of the desired output. And he should be less interested in what structural divisions the employees necessary for the effective implementation of the process work in.

The idea is that process managers, heads of functional units, and performers of individual operations in the process learn to work in a system of double subordination, as shown in Fig. 4.8.

In accordance with this scheme, the performer from structural unit performing an operation assigned to him in the process, is functionally subordinate to the head of the process, and administratively continues to remain under the command of the head of his department and together they decide how the best way perform your professional actions in this process. Bearing in mind the dual reporting system and associated organizational problems, when designing the structure of the processes that represent the activities of the organization, it is very important to initially determine which processes the organization needs. And only then it is necessary to consider the question of what kind of employees are needed to implement these processes and how best to group them into structural units.

In general, the algorithm of the process manager's actions is a closed control cycle, known as the Deming-Shewhart cycle, Plan - Do - Check – Act (PDCA): Plan - Execute - Control - Remedy (Intervention).

Topic 8

Management process

This topic for students of management will cover the following issues:

Management process concept;

Control process properties;

Stages of the management process;

The role of the control action in the control process;

Constant influences;

Periodic exposure;

Concepts: "action", "impact", "interaction";

Directions and types of impact;

Sources of influence in the management process.

The management process in the management system is similar to the production process and has its own characteristics, explained by the nature of managerial labor. The production process is aimed at the production of goods and services, and the result of the management process is the preparation of control actions and decisions. This is the main difference between these processes.

8.1. Control process concept

Process (from Lat.processus - promotion) means:

Sequential change of phenomena, states in the development of something;

A set of sequential actions to achieve a result (production of products, preparation of solutions).

Management process Is a set of purposeful actions of the head and the management apparatus to coordinate the joint activities of people to achieve the goals of the organization.

Table 8.1.1.

Parameters	Processes
Parameters	Management process	Manufacturing process
Subject of Labor	Information	Material, blanks, detail, etc.
Labor tools	Tools, office equipment, computers, etc.	Equipment, tooling, devices, etc.
Product of labor	Transformed information (decision, plan, report)	Detail, assembly, assembly, product
Performer of the labor process	Manager, specialist, technical executor	Production worker
Process stages	Goal-setting, information work, analytical work, choice of a course of action (decision-making), organizational and practical work	Procurement, processing, assembly, testing
Process components	Operations, procedures	Operations
Workplace of the performer of the labor process	With wide borders	With narrow borders

Subject of labor;

Labor tools;

Product of labor;

The contractor of the labor process (Fig. 8.1.1.).

Rice. 8.1.1.

At each specific enterprise in the management process, general and specific functions are involved in the preparation of management impact, preparation, adoption and implementation of decisions.

8.2. General characteristics of the control process

Management process – this is the activity of the subject of management to coordinate the joint work of those working to achieve the goals of the organization.

As a scientific concept, the control process appears in the unity of its three sides:

2) organizations;

3) implementation procedures (management technology).

At the enterprise level, the following typical components of the control system are distinguished as objects of the application of the control process:

1) a subsystem of line management;

2) target subsystems;

3) functional subsystems;

4) a subsystem for ensuring control.

The line management subsystem includes all line managers - from the foreman to the director of the enterprise. Target subsystems include:

Management of the implementation of the plan for the production and supply of products;

Product quality management;

Resource management;

Production development management;

Management of social development of the labor collective;

Environmental protection management.

Functional subsystems characterized by the specialization of management activities in the implementation of the corresponding 1) specific and 2) special management functions.

Control support subsystem covers:

1) legal support;

2) information support;

3) organization and implementation of the normative economy;

4) office work;

5) equipping the enterprise with technical means of managerial labor.

The content management process can look like this (Fig. 8.3.1.):

Rice. 8.3.1.

Methodological content,

Functional content,

Economic content,

Organizational content,

Social content

Stage – it is a set of operations (actions) characterized by qualitative certainty and homogeneity and reflecting the necessary sequence of their existence.

The management process can be represented as a sequence of the following stages:

Goal setting (goal setting),

Situation assessments,

Problem definitions,

Development of management decisions.

Let's reveal the step-by-step sequence of the control process visually (Fig. 8.3.2).

Rice. 8.3.2.

Problem - this is the leading contradiction between the situation and the goal, to resolve which the impact should be directed. Without defining the problem, a management solution is impossible.

Management solution - this is finding ways to solve the problem and organizational work to implement the solution in a controlled system. It is the final stage of the control process, its connection with the production process, the impulse of the influence of the control system on the controlled one.

Management process: concept, stages and main elements. Management processes: functions and goals, system and analysis What is the name of the final product of the management process

Concept strategic management and its distinctive features

Concept state management

Control finance. Revenue planning

The essence of the management process

Forms of managerial work

Management work and operations

Process control technology