The control levels are summarized. Top, middle and lower level managers: core competencies and specificity of activities. How is the formation of enterprise management levels

Management levels.

Manager - ϶ᴛᴏ a person who holds a permanent managerial position and is empowered to make decisions on certain types activities of the organization operating in market conditions.

The term "manager" can be used to refer to:

To the administrator of any management level

To the head of the enterprise as a whole or its subdivision

To the organizer of a specific type of work

To the leader in relation to the subordinate

The manager has to meet the requirements of high professionalism and competence. It should combine the qualities of a highly qualified specialist with technical and economic knowledge, and a production organizer performing administrative functions... In conditions market economy the greatest glance should be directed to the nature, role, essence and significance of the work of the leader. Now in the first place are put forward mainly organizational qualities.

1. Adaptive mobility: a tendency towards creative forms of activity, continuous deepening of knowledge; initiative; the desire to teach others; desire for qualitative changes in the organization; willingness to take reasonable risk; striving for innovation; expanding the scope of their powers; self-control and enterprise.

2. Contact: sociability; interest in people; a high level of claims in the field of interpersonal relations; the ability to win over people and see yourself from the outside, listen; the ability to understand and convince people; be able to look at conflict situation through the eyes of the interlocutor.

3. Stress resistance: intellectual and emotional security in problem situations, self-control and sobriety of thinking when making collective decisions.

4. Dominance: authority, ambition, striving for personal independence, leadership in any circumstances and at any cost, readiness for an uncompromising struggle for their rights; ignoring authorities; self-respect; overestimated level of claims, courage, strong-willed character.

In management, the manager should be more important than the scientist. A manager should be less educated than a scientist, but he should possess the mysteries of management as an art because of his personal qualities, talent experience skills and sound judgment. The qualities of a manager, multiplied by scientific knowledge, make it possible to achieve effective results in management practice.

Management level - ϶ᴛᴏ vertical division of labor.

In any organization, all management work is strictly divided horizontally and vertically. Horizontally, specific managers are placed at the head of individual subdivisions, and vertically, higher managers coordinate the work of lower managers until there is no interaction with workers. The number of management levels should be different. The multiple levels do not yet determine the effectiveness of management. The number of levels is sometimes determined by the size of the organization and the amount of management work.

Regardless of the number of levels of management, all managers are divided into three categories based on the functions they perform in the organization.

Level 3: grassroots managers.

Level 2: middle managers.

Level 1: senior managers.

According to Parsans: lower level - technical level; middle level - management level; the highest level is the institutional level.

Leaders of the lower level - ϶ᴛᴏ the management level, located directly above the workers. These managers ensure the continuity of the production process and are responsible for the use of equipment, raw materials and labor resources... These include shift foreman, senior foreman, brigade chief.

Middle managers coordinate and supervise the work of lower-level managers. These leaders have a great responsibility to transfer the strategic goals and objectives of senior management to the level of the production process, they work out and analyze information about the phased achievement of the mission of the enterprise. Examples: shift supervisor, Chief Engineer, shop manager, department head, branch director and so on.

Top managers make responsible decisions at the enterprise, approve the mission and strategies of the enterprise, are the face of any organizational structure. Effective communication depends on their management skills external environment with the enterprise. Examples: director of an enterprise, general director, president, vice president, rector, vice rector.
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During office hours, 70% is spent on scheduled meetings, 12% on paperwork and documents, 6% on phone calls, 3% on travel to see a meeting, 9% on unscheduled meetings.

Management levels. - concept and types. Classification and features of the category "Levels of management." 2017, 2018.

- Levels of management.

- Levels of management in the organization

The management level is a part of the organization where independent decisions can be made without their obligatory coordination with higher or lower levels. The actual number of levels in enterprises ranges from 1 - 2 in small firms to 8 - 9 in large associations and ....

- Control levels

As already mentioned in the section "Internal variables of the organization", in management there are two types of division of labor: horizontally and vertically. However, we return to the consideration of the principles of the division of labor due to the fact that it is associated with such an important concept as ....

- Levels of management of the organization.

Tourism is not only an important branch of the economy, but also a complex organizational structure. It is not always possible to determine exactly what is related to tourism: consumers do not notice the close interaction of tourist structures, and representatives tourist enterprises emit in ....

Levels of management are a manifestation of the division of labor in organizations. Nowadays, the trend towards specialization is becoming more and more evident. professional activity, in which each employee (or each unit) fulfills the prescribed ....

- Management levels and control systems

Strategic choice on functional, SZH and corporate levels naturally determines the structure of management and control systems. The first is the functional level. At this level, control systems are characterized by vertical differentiation .....

- Control levels

While all leaders play specific roles and perform specific functions, this does not mean that a large number of leaders in large company busy doing the same job. Organizations large enough to provide clear delineations in ....

Is not only an important branch of the economy, but also a complex organizational structure. It is not always possible to determine exactly what is related to tourism: consumers do not notice the close interaction of tourist structures, and representatives of tourist enterprises highlight only a part of them in their work. common system... Meanwhile, the structure of tourism determines the place labor collectives and individual workers in tourist regions, organizations and enterprises. This is a kind of framework on which their relationship is built.

In a broader sense, under tourism governance structure is understood as an ordered set of interrelated elements that are in stable relations with each other, ensuring their functioning as a whole. Essentially, we are talking about the logical relationship between the levels of management and functional services, which, with the help of management, are built in such a way as to achieve the strategic goals of the tourism industry.

To manage a tourist structure means to optimally distribute goals and objectives between structural divisions and employees of an organization1. The components of the organizational structure of management are the composition, ratio, location and interconnection of individual subsystems of the organization. The creation of such a structure is primarily aimed at distributing rights and responsibilities between the individual divisions of the organization.

In the structure of management of the organization, there are links(departments), levels(stages) of control and communication - horizontal and vertical.

TO management links includes structural divisions, as well as individual specialists performing the corresponding management functions or part of them. The management links should also include managers who regulate and coordinate the activities of several structural units... The formation of a management link is based on the performance of a specific management function by a department. The links established between departments are horizontal.

Under management level understand the totality of management links that occupy a certain stage in the organization's management systems. The levels of management are in vertical dependence and are subordinate to each other in the hierarchy: managers of a higher level of management make decisions, which are concretized and brought to the lower levels. The pyramidal structure of the organization's management is shown in Fig. 2.12.

Rice. 2.12. Organization management levels

Despite the fact that all the leaders of the organization perform managerial actions, it cannot be said that they are engaged in the same type of labor activity... Individual leaders have to spend time coordinating the work of other managers, who, in turn, coordinate the work of lower-level managers, and so on to the manager level, who coordinates the work of non-managerial personnel - people who produce products or provide services. It is this vertical deployment of the division of labor that forms the levels of management. The shape of the pyramid indicates that at each subsequent level of government there is less people than the previous one.

Highest level management of the organization can be represented by the chairman of the Board of Directors (supervisory board), president, vice president, board. This group of managerial staff provides for the interests and needs of the shareholders, develops the organization's policy and contributes to its practical implementation. In this regard, top management can be divided into two sublevels: authorized management and general management.

Leaders middle level management ensure the implementation of the policy of the organization's functioning, developed by top management, and are responsible for bringing more detailed assignments to divisions and departments, as well as for their implementation. The specialists in this group, as a rule, have a wide range of responsibilities and have a lot of freedom to make decisions. These are heads of departments, bureaus, directors of enterprises that make up the organization, heads of functional departments.

The lowest level of control represented by junior superiors. These are managers who are directly above the employees (not managers) - most often junior managers who are responsible for bringing specific tasks to the immediate performers.

It should be noted that at all levels of management, managers perform not only purely managerial, but also executive functions. However, with an increase in the level of management, the proportion of executive functions decreases. Calculations show that on the highest level it takes about 10%, on the average - 50 and on the lowest - about 70% of the total time of managers (Figure 2.13).

Rice. 2.13. Classification of time spent by managers by type of activity and management level

This distribution of total time is due to the fact that managers of all three levels have two types of tasks: management tasks and specialty tasks (Figure 2.14). This means that a manager at any level of management spends a certain percentage of his time on making management decisions and definite - on making decisions in the specialty. As can be seen from Figure 2.14, with an increase in the level of management, the proportion of tasks in the specialty decreases, and in management, accordingly, it increases.

Rice. 2.14. Distribution of working time by management and specialty

The above classification of levels has the most general form... Depending on the size and type of organization, its sectoral and territorial characteristics, and other factors, the characteristics of the composition and functions of managers at each of the three levels of management can vary significantly.

As noted earlier, the elements of the organizational structure of an enterprise are employees, services and other parts of the management apparatus, relations between which are maintained thanks to connections, having a horizontal or vertical orientation.

Process and control functions

Management is a system of management methods in a market or market economy, which presuppose a firm's orientation to the demand and needs of the market, a constant striving to improve production efficiency at the lowest cost, in order to obtain optimal results.
Control is the process of planning, organizing, motivating and controlling necessary in order to formulate and achieve the goals of the organization (Mescon M. Kh.). The essence of management is the optimal use of resources (land, labor, capital) to achieve the set goals.
Management is the implementation of several interrelated functions:
planning, organization, employee motivation and control.

Planning. With the help of this function, the goals of the organization's activities, means and most effective methods to achieve these goals. An important element this function is forecasts of possible directions of development and strategic plans. At this stage, the firm must determine what real results it can achieve, assess its strengths and weaknesses, as well as the state of the external environment (economic conditions in a given country, government acts, positions of trade unions, actions of competing organizations, consumer preferences, public attitudes, technology development).

Organization. This management function forms the structure of the organization and provides it with everything necessary (personnel, means of production, cash, materials, etc.). That is, at this stage, conditions are created to achieve the goals of the organization. Good organization of the work of the staff leads to more effective results.

Motivation is the process of motivating other people to take action to achieve the goals of an organization. Fulfilling this function, the manager provides material and moral incentives for employees, and creates the most favorable conditions for the manifestation of their abilities and professional "growth". With good motivation, the personnel of the organization carry out their duties in accordance with the goals of the organization and its plans. The process of motivation involves the creation of opportunities for employees to meet their needs, subject to the proper performance of their duties. Before motivating staff for more effective work, the leader must find out the real needs of his employees.

The control. This management function involves assessing and analyzing the effectiveness of the organization's performance. With the help of control, an assessment is made of the degree to which the organization has achieved its goals, and the necessary adjustments to the planned actions. The control process includes: setting standards, measuring the results achieved, comparing these results with the planned ones and, if necessary, revising the original goals. Control ties together all management functions, it allows you to maintain the desired direction of the organization's activities and timely correct the wrong decisions.

Leader and his roles

Supervisor- a person empowered to make management decisions and implement them. The role of a leader is understood as "a set of certain behavioral rules corresponding to a specific institution or a specific position" (Mintzberg). There are ten main leadership roles. The manager performs these roles at different periods of his work.
Aggregatedly, the roles of a leader are divided into three groups:

1. Interpersonal roles. The leader plays the role of a leader, that is, he is responsible for motivating, recruiting, training workers, etc. Also, the manager is the link between his employees. The chief leader acts as the one-man chief - the chief supreme leader.

   Informational roles. As a receiver of information, the manager receives a variety of information and uses it for the purposes of the organization. The next role of the leader is to disseminate information among the members of the organization. The head also performs representative functions, that is, transfers information about the organization during external contacts.

   Decision Making Roles. The leader acts as an entrepreneur, develops and controls various projects to improve the organization's activities. He also acts as a person who eliminates violations in the work of the organization. The manager is the resource allocator for his organization. In addition, he is the person who negotiates with other organizations on behalf of his organization.

All these roles of the leader, in their totality, determine the scope and content of the work of the manager of any organization.

Control levels

Large organizations need to do very large amounts of management work. This requires dividing managerial work into horizontal and vertical. The horizontal principle of the division of labor is the placement of managers at the head of individual divisions, departments. The vertical principle of division of labor is the creation of a hierarchy of levels of management to coordinate horizontally divided management work to achieve the goals of the organization.

Leaders are divided into three categories:

Leaders lower level(operational managers). The most numerous category. They exercise control over the implementation of production targets, over the use of resources (raw materials, equipment, personnel). The junior superiors include the foreman, the head of the laboratory, etc. The work of a lower-level manager is very diverse, characterized by frequent transitions from one type of activity to another. The degree of responsibility of lower-level managers is not very high, sometimes there is a significant proportion of physical labor in the work.

Middle managers. They monitor the work of the lower-level managers and transmit the processed information to the upper-level managers. This link includes: department heads, dean, etc. A significantly larger share of the responsibility falls on middle managers.

Senior executives. The smallest category. They are responsible for the development and implementation of the organization's strategy, for making decisions that are especially important for it. Senior executives include: company president, minister, rector, etc. The work of a top manager is very responsible, since the front of the work is large, and the pace of activity is intense. Their job is mainly mental activity. They constantly have to make management decisions.

Modern manager

Changes in society, economy, technologies force us to comprehend the concepts of management in a new way. modern organization, reformulate professional characteristics manager necessary for the successful management of the organization in modern conditions.

In modern conditions, industries related to intellectual activity are becoming increasingly important. In Russia, during the transitional economy, there is an increased demand for managers in service areas - trade, finance, information technology.
Thus, a modern manager must have the ability to manage such a business, and have the skills to make decisions under conditions of uncertainty.
In the article "Manager of the 21st century: who is he?" (the journal "Management in Russia and Abroad") economists A. G. Porshnev and V. S. Efremov talk about management in modern society So:
"In a society where management is based on the intellectual cooperation of people; on their network cooperation, implying multi-connectivity and the participation of each person in many production processes requiring his knowledge and skills; to integrate planning and execution processes; on the creation of dynamic, problem-oriented collectives of workers, the relationship of hiring labor is giving way to the relationship of purchase and sale of the product of labor. And this is a revolution. "

The modern manager should be guided by the following principles:

1. People orientation, as people are the most vital resource of an organization.
2. The spirit of competition, that is, the ability to achieve success in conditions of intense competition.
3. An external perspective, that is, the ability to enter into alliances and seek outside support, including from key figures.
4. Orientation towards systems, that is, system management as a solution to the task of conducting an "information orchestra".
5. Flexibility and ability to make decisions in the face of uncertainty.
6. Future-oriented.

Despite the fact that all the leaders of the organization perform managerial actions, it cannot be said that they are all engaged in the same type of work activity. Individual leaders have to spend time coordinating the work of other leaders, who in turn coordinate the work of lower-level managers, etc. to the level of a manager who coordinates the work of non-managerial personnel - people who physically produce products or provide services. This vertical deployment of the division of labor and forms the levels of management (Figure 2.14).

Figure 2.14. Organization management levels

The shape of the pyramid shows that there are fewer people at each successive level of government than at the previous one.

The highest level of organization management may be represented by the Chairman of the Board of Directors (Supervisory Board), President, Vice President, Management Board. This group of managerial staff provides for the interests and needs of the shareholders, develops the organization's policy and contributes to its practical implementation. In this regard, top management can be divided into two sublevels: plenipotentiary administration and general leadership .

Mid-level managers ensure the implementation of the policy of the organization's functioning, developed by top management, and are responsible for bringing more detailed assignments to divisions and departments, as well as for their implementation. The specialists in this group, as a rule, have a wide range of responsibilities and have a lot of freedom to make decisions. These are heads of departments, directors of enterprises that are part of the organization, heads of functional departments.

The lowest level of control represented by junior superiors. These are leaders who are directly above workers and other workers (not leaders). These can be foremen, foremen, supervisors and other administrators responsible for bringing specific tasks to the immediate performers. The ratio of the time spent on performing the main functions of management differs according to the levels of management (Fig. 2-15).

Figure 2.15. Correlation of time expenditures by levels and management functions

It should be noted that at all levels of management, managers perform not only purely managerial, but also executive functions. However, with an increase in the level of management, the proportion of executive functions decreases (calculations show that at the highest level, execution takes about 10% of the total time budget of managers; at the average - 50; at the lowest - about 70%) (Figure 2.16).

Figure 2.16. Classification of time spent by managers by type of activity and management level

This distribution of the total time budget is due to the fact that managers of all three levels have two task areas: management tasks and specialty tasks (Figure 2.17). This means that the head of any management level spends a certain percentage of his time on making managerial decisions and a certain percentage on making decisions in his specialty.

Enterprise management? This is the general ordering of the firm, which sets the sequence of actions, as well as the boundaries within which the activities should be carried out. an enterprise is an object of management organization. It includes employees, finance, informational resources.

To organize the management of an enterprise, it is necessary to complete a number of tasks:

• set goals;
• create a community of people;
• to form organizational structure;
• create the necessary conditions.

Consider the main functions that are inherent in the organization of enterprise management:

• achievement of the set goals by the enterprise;
• reducing the costs of the company;
• division of labor, thanks to which employees perform their duties better.

There are such types of division of labor as horizontal and vertical. In the first case, divisions are created at the enterprise that perform a number of specialized functions. With vertical separation, levels of control are formed. The leaders of each of them must identify problems, find ways and solutions, appoint responsible persons, take time to complete the task.

The following levels of management are distinguished with a clear delineation of functions:

1. Lower, or technical. It includes managers who solve specific issues on the implementation of the set goals (product release, profit, etc.), and also work directly with performers.

2. Average, or managerial level. This includes managers who control several structural divisions of the enterprise, as well as managers of target projects and programs, service and auxiliary industries.

3. The highest, or institutional level of management. This is the administration of the enterprise, which deals with the solution of the most important strategic tasks at the level of the entire enterprise (development, selection of a sales market, financial management, etc.).

Management specialists A. Thompson and A. Strickland have developed the following organizations. According to their approach, there are the following levels of strategic management:

1. Corporate strategy. It concerns the overall goals of the enterprise and its entire space. Such levels of management perform the functions of accepting the most important technical, production, and economic tasks. Usually the board of directors makes decisions. This includes senior managers.

3. Functional strategy. Creates a sequence of actions to achieve the set goal in each direction of the enterprise. These levels of management in the organization provide analysis, revision, synthesis of proposals made by managers in the field, as well as actions to achieve the goals of this unit and support the chosen strategy. These levels include middle managers. Decisions are made by the heads of departments.

4. Operational strategy. Contains specific strategies for individual structural units of the enterprise, management levels, including local leaders. Problems specific to this particular department are being solved. Decisions here are made by the heads of departments, functional services.