General management of the organization. Theory and practice

M.: 2007. - 304 p.

The textbook is a further development of the theory and practice of general management of the organization, which were devoted to previously published works of the author. New chapters and additional materials reflect the theory and practice of management in domestic and foreign companies (organizations), which predetermined the name of the textbook.

For students, graduate students, specialists studying modern problems and opportunities of organizations.

Format: pdf/zip

Size: 3.08 MB

/ Download file

Table of contents
INTRODUCTION 10
CHAPTER 1. GENERAL MANAGEMENT: CONCEPTS, EVOLUTION
Learning objectives 12
1.1. CONCEPT OF GENERAL MANAGEMENT 12
1.1.1. General management and management 12
Definition of “general management” 12
“Management” and “management” are interchangeable concepts 14
1.1.2. Management as a function and process 15
Kinds management activities 15
Management as a process 15
1.1.3. Management is 15 managers
Organization run by 15 people
Control apparatus 16
1.1.4. Management is an art and a science 16
Management as an art 16
Management is a science 17
1.2. DEVELOPMENT OF THE THEORETICAL FOUNDATIONS OF MANAGEMENT 17
1.2.1. The evolution of managerial thought in the 20th century 17
20th century: first works on control theory 18
Scientific principles of management 20
The development of management science in the first half of the 20th century 23
The second half of the 20th century: a turn in the development of the theoretical foundations of management 26
New management principles 29
Management aspects of economic reforms 30
1.2.2. New approaches to managing organizations in Russian Federation 31
Pre-reform paradigm of socialist production management 31
A New Management Paradigm in Transition 33
Findings 38
Security questions 38
CHAPTER 2. OBJECT OF MANAGEMENT - ORGANIZATION
Learning goals 40
2.1. CONCEPT AND THEORETICAL FOUNDATIONS OF ORGANIZATION 40
2.1.1. Definition of the concept and role of organizations in society ... 40
Organization: concept and features 40
The role of the organization in society 41
Organizations and management 42
2.1.2. Organization as a system 44
concept organizational system 44
The external environment of the organizational system 44
Internal environment of the organizational system 50
The relationship between the internal and external environment of the organization ... 50
2.1.3. Organization as a system of processes 51
Types of processes in an organization 51
Composition of the main processes 52
Composition of auxiliary processes 53
Management processes 54
2.1.4. Description of the organization as an object of management 56
Description Options 56
The value of the parameters for the characteristics of the organization .... 56
2.2. CLASSIFICATION OF ORGANIZATIONS 61
2.2.1. Criteria for classifying organizations 61
By classifying organizations as formal and informal 61
By type of ownership 62
In relation to profit 62
By organizational and legal forms 62
By organization size 62
2.2.2. Organization integration 66
The concept of integration 66
Types of integration 66
2.3. ASSOCIATIONS, NETWORKS, UNIONS AS OBJECTS OF MANAGEMENT 70
2.3.1. Corporate associations 70
Mergers 70
Financial and industrial groups (FIGs) 71
2.3.2. Entrepreneurial networks, alliances 73
Reasons for creating and benefits of entrepreneurial networks and alliances 73
Character traits network formations 76
Principles of managing network formations 76
Features of managing a virtual corporation 78
Findings 79
Security questions 79
CHAPTER 3. MANAGER IN THE ORGANIZATION
Learning goals 81
3.1. MANAGER - PROFESSIONAL MANAGER 81
3.1.1. Characteristic features and content of managerial work 81
Characteristic features of the work of managers 81
The content of the work of managers - management functions 83
3.1.2. Requirements for managers 84
Management personnel 84
The role of managers in an organization 85
Requirements for special knowledge and skills 88
Requirements for human qualities 89
3.1.3. Characteristics of a 21st century manager 92
Conditions and factors that shape the traits of a manager 92
Modern manager model 94
Entrepreneurship and Manager 95
The New Role of Leadership 97
3.2. DIVISION OF LABOR IN MANAGEMENT 100
3.2.1. Functional division of labor in management 100
Managers specialized in performing management functions 100
General (line) managers 100
3.2.2. Structural division of labor 101
Two approaches to the structural division of labor 101
Vertical division of labor 102
Horizontal division of labor 105
3.2.3. Division of labor according to the role of managers in the management process 105
Categories managerial workers 105
Head of organization 106
3.3. LABOR COOPERATION IN MANAGEMENT 109
3.3.1. Mechanisms of labor cooperation in management 109
Cooperation and coordination 109
New cooperation mechanisms 110
3.3.2. Group (team) work and its new role 110
Definition of concepts 110
Types of groups in organizations 111
Benefits and effectiveness of group work 113
Findings 114
Security questions 114
CHAPTER 4. PROCESS AND MANAGEMENT METHODS
Learning goals 116
4.1. BASIC CONCEPTS OF THE MANAGEMENT PROCESS 116
4.1.1. The concept and main elements of the management process ... 116
Definition of concepts 116
Components of the decision-making process 118
4.1.2. Problem or Opportunity 119
Definition of concepts 119
Problem Formulation Rules 120
Problem situation 120
4.1.3. Participants in the decision-making process 123
Subjects of decision 123
Individual Decisions 124
Decisions made by groups of people 125
4.1.4. Decision 127
Decision requirements 127
Classification of decisions 128
Programmable and non-programmable solutions 129
4.2. BASIC CONCEPTS OF THE DECISION-MAKING PROCESS... 130
4.2.1. Rational (classical) model of the decision-making process 131
Process steps 131
Goals and criteria for evaluating actions 133
Organization and control of implementation of decisions 136
Limitations in Using the Rational Decision Model 137
4.2.2. Alternative models of the decision-making process... 137
Bounded rationality model 137
Retrospective model 139
4.3. MANAGEMENT PROCESS METHODS 139
4.3.1. General scientific methods 140
Systems approach 140
Integrated approach 140
Modeling 141
Economic and mathematical methods 141
Experimentation 142
Concrete-historical approach 143
Methods sociological research 144
4.3.2. Specific management methods 144
Methods for managing the functional subsystems of an organization 144
Execution Methods common functions management 145
Problem Solving Methods 146
Findings 156
Security questions 157
CHAPTER 5. PLANNING AND STRATEGY FOR THE DEVELOPMENT OF THE ORGANIZATION
Learning goals 159
5.1. PLANNING AS A MANAGEMENT FUNCTION 159
5.1.1. System of organization plans 159
Definition of concepts 159
Organization planning 161
Modern approaches to strategic planning and his roles 163
5.1.2. Goals of the organization 165
Mission 165
Vision and goals 168
Target grouping 170
Goal tree 176
5.1.3. Management system by goals (results) 177
Principles of a management system by objectives 177
Stages of the management process by objectives 178
The concept of results-based management 179
Advantages and disadvantages of the management system by objectives (results) 180
5.2. STRATEGY OF THE ORGANIZATION 181
5.2.1. Strategic management model 181
Definition of strategy 181
Stages and elements of the strategic management model ... 182
5.2.2. Analytical work when choosing and justifying an organization's strategy 187
Analysis of environmental factors 187
Factor Analysis internal environment 191
Strategic alternatives 194
5.3. ORGANIZING THE IMPLEMENTATION OF PLANS 197
5.3.1. Conditions for the implementation of the strategy 197
Strategy Implementation Model 197
Implementation tools strategic plans 198
5.3.2. Carrying out planned changes in the organization 200
Principles of carrying out and content of changes 200
Organization of work on the implementation of plans 202
Conclusions 204
Security questions 204
CHAPTER 6. MANAGEMENT STRUCTURE OF THE ORGANIZATION
Learning goals 206
6.1. CONCEPT, PRINCIPLES AND APPROACHES TO BUILDING THE MANAGEMENT STRUCTURE 206
6.1.1. Management structure as part organizational structure 206
Organizational structure and management structure of the organization 207
Definition of governance structure concepts 208
Characteristics of the governance structure 209
6.1.2. Principles of building management structures 213
A new understanding of the classical principles of management.... 213
Principles of formation of management structures 215
6.1.3. Typical approaches to the construction of management structures. . . 216
Formation of hierarchical and bureaucratic management structures 216
Formation organic structures management 218
Comparison of two approaches to building governance structures 220
6.2. TYPES OF MANAGEMENT STRUCTURES OF THE ORGANIZATION 222
6.2.1. Choice of governance structure 222
Situational selection factors 222
Division of management work 223
Level of centralization and decentralization 224
Coordination mechanisms 224
6.2.2. Types of governance structures 225
Linear-functional management structure 225
Divisional management structure 228
Project management structure 234
Matrix management structure 236
Brigade structures of work and management 238
6.3. MODERN TRENDS IN DEVELOPMENT AND ASSESSMENT OF THE MANAGEMENT STRUCTURE OF THE ORGANIZATION 242
6.3.1. Modern tendencies in the development of management structures 242
6.3.2. Governance Structures at Different Stages of Organizational Growth 244
6.3.3. Assessment of the organization's management structure 246
To achieve the goals of the organization 246
According to the parameters of the control system 246
Conclusions 249
Security questions 250
CHAPTER 7. MOTIVATION, CONTROL AND MANAGEMENT EFFICIENCY
Learning goals 251
7.1. FUNCTION OF MOTIVATION IN MANAGEMENT 251
7.1.1. The role of motivation in management 252
People are the main source of effective development 252
Motivated staff - a cohesive team 252
7.1.2. Motivation as a function of the management process 253
Defining Motivation as a Process 253
Theoretical base of motivation 254
Methods of motivation 256
7.1.3. Lifelong learning system as a motivation factor 258
Modern Perspectives on the Learning Organization 258
Manager Skill Development Pyramid 259
Continuous management training system 260
Modern approaches to training managers 262
Differentiation of manager training 263
7.2. THE FUNCTION OF CONTROL IN THE ORGANIZATION 266
7.2.1. The concept and content of control 266
Control - a function of the management process 266
Stages of the control process 267
7.2.2. Types of control in the organization 270
By frequency of control 270
By functional subsystems 272
7.2.3. Control methods 272
General Methods 272
Benchmarking 273
Total Quality Control and Total Quality Management (TQM) 275
7.3. MANAGEMENT EFFICIENCY 277
7.3.1. The concept of "management efficiency" 277
Efficiency and economy 277
7.3.2. Organization Models 278
Modeling as a way to study the properties and relationships of organizations 278
Basic models of organizations 279
7.3.3. Methods for assessing and measuring management effectiveness 283
The need for performance evaluation 283
Performance measurement indicators 283
Methods for comparing organizations in terms of the effectiveness of financial and economic activities 290
7.3.4. Effective management of organizations 292
The tasks of managers for the effective operational functioning of organizations 292
The tasks of managers for effective strategic development organizations 293
7.3.5. Restructuring and Organizational Efficiency 294
Definition of concepts 294
Model effective organization 296
Results of restructuring 297
Conclusions 300
Security questions 300
RECOMMENDED READING 303

Other books by the author:

See also other dictionaries:

I Medicine Medicine is a system of scientific knowledge and practice aimed at strengthening and maintaining health, prolonging people's lives, and preventing and treating human diseases. To accomplish these tasks, M. studies the structure and ... ... Medical Encyclopedia

MEDICAL LITERATURE- MEDICAL LITERATURE. Contents: I. medical literature scientific....... 54 7 II. List of medical magazines (1792 1938).... 562 III. Popular medical literature ..... 576 (flower beds), clinics (healers, physicians), pharmacopoeias (pharmacies). ... ...

- (KhSU "NUA") Motto Education. Intelligence. Culture ... Wikipedia

- (financial right, financial science, financial science). The word finance has its origins in the medieval Latin term finatio, fonancia, used in the XIII and XIV centuries. in the sense of the mandatory payment of money and the deadline for payment. IN… …

Costs- (Costs) The concept of expenses and costs, norms and accounting of expenses Information on the concept of expenses and costs, norms and accounting of expenses Contents Contents Formation of local budgets Budgetary support of subjects Tax revenues Local expenses ... ... Encyclopedia of the investor

MEDICAL EDUCATION I- MEDICAL EDUCATION I. History of medical education. The first reliable information about M. o. belong to the oldest historical monuments of Eastern culture. In Mesopotamia, the code of Hammurabi (circa 2250 BC) is already engaged in medical ... Big Medical Encyclopedia

- (from lat. universitas set). At present, the concept of U. is connected with the idea of ​​a higher educational institution, which, with the aim of free teaching and development of all branches of science (universitas litterarum), regardless of their ... ... Encyclopedic Dictionary F.A. Brockhaus and I.A. Efron

RSFSR. I. General information The RSFSR was formed on October 25 (November 7), 1917. It borders in the northwest with Norway and Finland, in the west with Poland, in the southeast with China, the MPR and the DPRK, as well as with the union republics that are part of the USSR: in the west with ... ...

Gazprom Neft- (Gazprom neft) Gazprom Neft company, owners and management of the company, creation and development of Gazprom Neft Information about the company Gazprom Neft, owners and management of the company, creation and development of Gazprom Neft Contents Contents «»… … Encyclopedia of the investor

Differential- (Differential) Differential definition, function differential, differential lock Information on differential definition, function differential, differential lock Contents Contents mathematical Informal description… … Encyclopedia of the investor

Philosophy As an integral part of world philosophy, the philosophical thought of the peoples of the USSR has traveled a long and difficult historical path. In the spiritual life of primitive and early feudal societies on the lands of the ancestors of modern ... ... Great Soviet Encyclopedia

Here is the author's e-book Rumyantseva Z.P.. In the library site you can download the book Organization Management for free. Tutorial in TXT (RTF) format, or in FB2 (EPUB) format, or read online e-book Rumyantseva Z.P. - Management of the organization. Tutorial without registration and without SMS.

The size of the archive with the book Organization Management. Tutorial 200.08 KB

State Committee of the Russian Federation for
higher education
State Academy of Management
named after Sergo Ordzhonikidze
ORGANISATION MANAGEMENT
Tutorial
Ed. Doctor of Economics, prof. Z.P. Rumyantseva,
A.E.N., prof. N.A, Salomatina
Moscow
INFRA-M
1995

BBK 65.050.9(2)2
Authors: Rumyantseva Z.P., Salomatin N.A.,
Akberdin R.Z., Gunin V.N., Kibanov A.Ya.,
Turusin Yu.D.. Ustinov V.A.
Organisation management. Tutorial. blush
Tseva Z.P., Salomatin N.A., Akberdin R.Z. and others - M:
INFRA-M. 1995. - 432 p. b.
ISBN 5-86225-136-7V
5
A new economic system that is being formed under the conditions
transition of the domestic economy to the market, needs a specialist
sheets with extensive and deep knowledge in the field
modern management. There is a particularly acute need for
such specialists in organizations, since in a relatively short
term, they must create a management system,
providing high efficiency, competitiveness and
market stability. IN study guide, prepared
by scientists of the State Academy of Management, considered
issues that are of paramount importance for the specialist
sheets - managers of organizations: the basics overall process management
organization and its personnel, conditions and factors of formation
strategic management, organization of innovative
management. The essence of production management is revealed.
ment as a system that organizes internal production in a new way
military economic relations.
The textbook will provide real help to students and graduate students.
rants studying the problems of organization management, as well as
specialists involved in the formation of a new management system
management.
ISBN 5-86225-136-7
BBK 65.050.9(2)2
© Team of authors, 1995 ©
INFRA-M, 1995

Table of contents
Foreword ................................................. in
1. Fundamentals of organization management ........................ 10
1.1. Introduction to Management.............................. 10
1.1.1. What is management. ........"................. 10
1.1.2. Management and managers.............................. 13
1.1.3. Development of the theory and practice of management .......... 19
1.1.4. Modern system views on management...... 28
1.1.5. Changing the management paradigm in the period of radical
transformations in the economy of the Russian Federation. 34
1.2. Goals and functions of management .................. . 39
1.2.1. Mission of the organization.............................. 39
1.2.2. The goals of the organization and their classification .............. 42
1.2.3. Management by objectives (results). ............... 48
1.2.4. Management Functions .............................. 52
1.3. Decision-making process and methods .............................. 58
: 1.3.1. Basic elements of the decision-making process.... 58
" 1.3.2. Management methods .......................... 68
1.4. The structure of the organization's management ........ 81
1.4.1. Definition of the concept and principles of construction. ...... 81
1.4.2. Hierarchical type of management structures............. 83
1.4.3. Organic type of management structures .............. 91
Chapter 1 Checklist .............................. 100
Z Strategic management......................... 103
2.1. General concept .............................. 103
2.2. Strategy planning ........................................ 114
2.3. Analysis of alternatives and choice of strategy ............... 128
2.4. Strategy Implementation Management .................................. 141
2.5. Organization management structure focused on
for solving strategic problems ........... 149
Chapter 2 Checklist .............................. 157
3. Innovation management.............................. 158
3.1. Innovations as an object of innovation management 158
3.1.1. Governmental support innovative
activities ................................ 175
3.2. Examination of innovative projects ............... 184
3.2.1. Innovation project concepts, basic
stages of creation and implementation................... 184
3.2.2. Efficiency innovative project.......... 189
3.2.3. Selecting an Alternative.............................. 194
3.3. Consolidated assessment of the costs of innovative
processes....................................... 207

3.3.1. The concept of organization of scientific and technical
activities at the stage of applied research
and developments. ................................. 207
3.3.2. Costs for the main intermediate stages
R&D .................................................. 211
3.3.3. Investments in the development of production
new products.............................. 216
3.4. Definition commercial risk when investing in
innovative activity and methods of its reduction
......................... 221
3.4.1. Identification of the actual effectiveness of the work of scientific and
technical organizations and the commercial risk of the investor.
............... 221
3.4.2. Business Risk Mitigation Methods
investment in innovation activities ........ 226:
3.4.3. The development of competition in scientific and technical
And innovation activities.................. 233
Chapter 3 Checklist ............................. 239
4. Production management...................... 241
4.1. Organization economic relations
V joint stock company......................... 241
4.2. Formation market relations................. 251
4.3. Contractual relations in a joint-stock company. . . 264
4.4. Manufacturing control. System View.. 273
4.4.1. Production as an object of control............. 273
4.4.2. Goals and objectives of production management. ......... 277
4.4.3. Production control process ............... 279
4.4.4. Production Control Functions ...................... 282
4.4.5. Structure and interconnection of system elements
production management ........................ 289
4.4.6. Information Support systems ........... 290
4.4.7. Technical and software systems. . . 294
4.4.8. Organization of production management ........... 297
4.5. Formation production programs.......... 300
4.5.1. System of production programs .............. 300
4.5.2. Methodological provisions for the distribution of the program
production of products according to the planned periods of the year for assembly
workshops .............. 305
4.5.3. Methodological provisions for the formation of the nomenclature
release schedules assembly units and details for
processing and procurement workshops
....................... 311
4.5.4. Methodological provisions for the formation of production
programs for processing shops ..................................
313
4.6. Operational production management ...................... 335
4.6.1. The main methodological provisions for the development
operational calendar plans .................. 336
4.6.2. Basic provisions for the organization of control
and regulation of the course of production .............. 352

Chapter 4 Checklist ........................... 361
5. Personnel management.............................. 363
5.1. The concept of personnel management in an organization ..... 363
5.2. Principles and methods of building a control system
the organization's personnel .......... 371
5.3. Management of work with personnel in the organization ..... 384
5.3.1. The essence, goals and objectives of personnel planning. . . 384
5.3.2. Operational plan of work with personnel .......... 388
5.4. Control business career in the organization ......... 399
5.4.1. The concept and stages of a career ....................... 399
5.4.2. Business Career Management.............................. 407
5.5. Management of service and professional
promotion of personnel in the organization .............. 410
5.5.1. system of service and professional
promotions ................................ 410
5.5.2. Work with personnel reserve.................... 420
Chapter 5 Checklist ........................... 423
References ............................... 425

FOREWORD
Radical restructuring of the economic management system,
transitioning to market relations. - one of the important
the most important directions of the program of reforms carried out in our
country. This problem is of particular importance at the level of
acceptance, whose position in market economy is changing
drastically. Becoming the object of commodity-money
carrying, having economic independence and
fully responsible for the results of their business
activity, the enterprise must form a system
management (management), which would provide him with high
which work efficiency, competitiveness and sustainability
the stability of the market position.
The very term "enterprise" after the adoption of the Civil
Code of the Russian Federation (Part I) has undergone significant
changes. It is reserved only for a group of enterprises,
located in the state or municipal property.
Bc& others legal entities got the name
organizations, which are divided into two groups: commercial
- the main purpose of their activity is to make a profit,
non-commercial - their main purpose is not related to the extraction and
distribution of profits among participants. civil
The code also defines the forms in which
organizations. For commercial organizations it is: economic
partnerships (associations of persons requiring direct
participation of founders in entrepreneurial activity),
economic companies (capital associations that do not require
direct participation of founders in entrepreneurial
activities, but assuming the presence of special bodies
management), joint stock v companies (open and closed),
production cooperatives (characterized by personal
the participation of members-shares- --d. kov in labor and in the management of
the principle of "one shareholder - one A vote", the distribution of income
with obligatory consideration of the nature and degree of 1 labor participation
each shareholder) and | I

for which, as already mentioned, Civil Code co-
the organizational and legal form of the "enterprise" is stored, taking into account
their large number and developed over the years of domination of the former
control systems of stereotypes and traditions. The term "unitary
enterprise" emphasizes the indivisibility of property
state enterprises, which belongs entirely to
the responsible public owner. Non-commercial
organizations are formed in the form consumer cooperatives,
public and religious organizations (associations), foundations and
institutions.
This broad interpretation of the term "organization" is accepted in
this tutorial, the main theoretical, methodological
logical and practical provisions and recommendations of which
can be applied both in commercial and non-
commercial organizations. In doing so, it should be taken into account that
compared to the system of government still in place.
in many organizations, in the new conditions, functions appear,
that were not needed before. In a market economy
the organization itself makes decisions that were previously
the prerogative of higher authorities. She is self-
clearly forms goals and objectives, develops a strategy and
policy of its development, finds the necessary for their re-
funds, recruits workers, acquires equipment
technology and materials, solves many structural issues, in
including such as the creation, liquidation, merger or
on the contrary, the division of divisions and branches, entry into
composition of associations and other associations, reorganization
production and restructuring of the organizational structure
management and many others.
In short, organizations acquire all the features of independence,
typical for market conditions. And this requires
significant expansion of the sphere of management and self-government,
increase in the volume and complexity of the nature of the performed
work managers. The responsibility for
timeliness and quality of decisions made. rises
role marketing research, allowing to study the dynamics
needs in the market for goods and services. Scientific and technical
progress becomes one of the tools of managerial
innovations aimed at creating conditions for
effective work. It is gaining more and more importance
solving issues related to personnel management,
occupying a key position in the resource
potential and essentially predetermining the success of the organization
in achieving her goals. Production management,
providing stable control of arbitrary

in a dynamically changing environment, also
walks on new principles of organization.
The management of an organization operating in market environment,
makes high demands on the professionalism of management
lazy staff. The modern manager is a person
owning and common ground management sciences, and specific
technical knowledge and skills in the field of management strategy,
innovation, marketing, personnel management and
leadership. In essence, this predetermined the structure of the educational
manuals, the team of authors of which set themselves
the goal is to give the reader the knowledge necessary to implement
the overall process of managing the organization and its personnel, and
to work in the field of strategic, innovative and
production management.
Having become acquainted with the materials of the first chapter, the reader
get an idea of ​​what modern management is
ment, what goals and objectives he sets and decides what functions
he performs as he modifies organizational structures
control tours to improve flexibility and efficiency
management. The reader's attention will undoubtedly be attracted by
rials. in which questions of the organization of pro-
adoption process management decisions and methods that
while being used.
The second chapter is devoted to the theory, methodology and
strategic management practices in a commercial organization
organizations. It outlines the general concept of the strategic
management, the processes of strategy planning are considered, and
also methods for developing its individual stages. The reader
gets acquainted with the main methodological approaches to the analysis and
choice of strategy firms to manage its implementation and
distribution of strategic resources. Due attention
is given here to the organization of work on the development
strategies that will undoubtedly help practitioners
choose organizational forms that are most relevant to
corresponding to specific production conditions.
The third chapter discusses the main provisions of the innovation
management, expertise of innovative project-
goods, features of applied research
body works (R&D) and intermediate stages of implementation
experimental design developments (R&D), according to which
evaluation of innovative activity is carried out. Drawn down
readers’ desire for a significant increase in investment in technology
logical development of the production of competitive products
compared to research and development costs.

In order to reduce the commercial risk of the investor, disclosed
methods of competitive direction of innovation activity
taking into account the actual performance of scientific and technical
organizations and the principles of its extrapolation to
perspective. It is shown that the development of competition has a
significant impact on increasing the role of intellectual property
veinity as one of the most important components of innovation
vation processes and its significance.
The fourth chapter of the tutorial is devoted to the problems
production management. The focus of the authors
turned out to be issues of organizing intra-production eco-
nomic relations in joint-stock companies and members of
of them production units. In this regard, in detail
the essence and organization of contractual relations is considered
between business units. For production
subdivisions of joint-stock companies and state
unitary enterprises can be of great benefit
familiarization with materials that reveal the main organizations
organizational and methodological solutions for the management of
guidance in the system view.
The fifth and final chapter of the tutorial is devoted to
problems of personnel management - the key moment of the entire
restructuring of the management system in any organization. Here
the reader will find the answer to such questions as: the concept of
personnel management in market conditions, principles and methods
building a personnel management system in an organization,
the structure of the operational plan as the basis of the personnel plan
nirovaniya in the organization. Considerable attention is also paid to
questions of business career management and service and professional
promotion in the organization.
The following people took part in writing the textbook: Doctor of Economics,
prof. Rumyantseva Z.P. (ch. 1), Ph.D., prof. Turusin Yud. (ch. 2),
Doctor of Economics, prof. Ustinov V.A. (§ 3.3 and 3.4 ch. 3), Ph.D., prof. Gunin
V.N (§ 3.1 and 3.2 Ch. 3), Doctor of Economics, Prof. Akberdin R.Z. (§ 4.1, 4.2, 4.3
ch. 4), Doctor of Economics, prof. Salomatin N.A. (§ 4.4, 4.5, 4.6 Ch. 4), Doctor of Economics,
prof. Kibanov A.Ya. (ch. 5).

1. BASICS OF MANAGEMENT
ORGANIZATIONS

production and its profitability^
Most used
approaches to defining the essence and
content of management in
special managerial
terature are presented in Figs. 1.1.

Function
(view
activities)
Science and
art-
stvo
Management
determined
How:
Authority or
apparatus
managed
Category
of people
1.1. Introduction to Management
1.1.1. What is management?
^Management of organizations in a market economy
nomics is much more complicated than in a centralized
command and control system. This is related to both
expansion of their rights and responsibilities, and with the necessary
the ability to adapt more flexibly to changes in the environment
living environment. New goals and objectives emerge
Previously, organizations did not independently decide and did not even
set; many new businesses are being created; influenced
privatization processes change forms of ownership;
new economic ties are being established; formed
market mechanisms of management. All arising in
Therefore, problems cannot be solved without
contemporary professional management. More
Moreover, as the new social and
economic relations, its role will grow, as
management is a powerful engine and accelerator
social development.
Using the concept of "management", we have been following for a long time
established tradition in world literature on
management, giving it a very broad interpretation. Yes, in
Fundamental Oxford English Dictionary
language management is defined as: way, manner
dealing with people; power and art of management;
a special kind of skill and administrative skills; organ
management, administrative unit. In dictionary
foreign words" management is translated into Russian
language as production management and as a set
principles, methods, means and forms of management
production to improve efficiency

Rice. 1.1. Definition approaches
concepts of "management"
Management is defined as an integration process,
through which professionally trained
professionals form and manage organizations
by setting goals and developing ways to achieve them
achievements. The management process involves
performing the functions of planning, organizing,
coordination, motivation, through which managers
provide conditions for productive and
effective work of employees employed in the organization and
obtaining results. corresponding to the goals. Poet-

goals, directing labor, intellect, motives
denial of people working in organizations This is
basis for considering management as a process
influence on the activities of an individual employee, group and
organization as a whole in order to achieve maximum
results. This approach has been central to the work
dedicated to the theory and practice of management
socialist production.
(The ability to set and achieve goals, the founder of the school
scientific management F.U. Taylor defined as
the art of knowing exactly what to do and how to do it
this is the best and cheapest way. By this art
must have a certain category of people -
managers whose job it is to organize and
leading the efforts of all staff to achieve
goals. Therefore, management is often identified with
managers as well as with the governing bodies or apparatus.
Management is a specific organ of modern
organizations, both commercial and non-profit. Without
organization as a holistic entity cannot
exist and operate effectively. Therefore, the apparatus
management is an integral part of any organization and
associated with the concept of its management. Home same
the task of the people employed in this apparatus is the effective
use and coordination of all resources of the organization
(capital, buildings, equipment, materials, labor, in-
formation) to achieve its goals.]!
(In the 20th century, management emerged as an independent
a field of knowledge, a science that has its own subject of study,
their specific problems and approaches to their solution.

We hope the book Organisation management. Tutorial author Rumyantseva Z.P. You'll like it!
If so, can you recommend a book? Organisation management. Tutorial to your friends, giving a link to the page with the work of Z.P. Rumyantsev - Management of the organization. Tutorial.
Keywords of the page: Organization management. Tutorial; Rumyantseva Z.P., download, read, book, online and free

This textbook is prepared by scientists State University management of the second edition of the textbook "Management of the organization". It expanded the structure of the chapters, included additional materials reflecting an in-depth consideration of the management of the main activities of the organization. This predetermined the name of the textbook - "Organization Management".

TABLE OF CONTENTS.
Preface to the first edition 3
Preface to the second edition 7
Part one GENERAL MANAGEMENT OF THE ORGANIZATION
Section 1. Fundamentals of Organization Management 12
Chapter 1.1. Introduction to Management 12
1.1.1. Governance and management 12
1.1.2. Modern system of views on management 23
1.1.3. Manager - professional manager 30
Control questions for chapter 1.1 37
Chapter 1.2. Organization as an object of management 39
1.2.1. Definition of the concept and classification of organizations 39
1.2.2. New organizational forms in the structure of the economy 44
1.2.3. Models of organizations as objects of management 47
Control questions for chapter 1.2 56
Chapter 1.3. Goals and functions of management. 58
1.3.1. Mission of the organization 58
1.3.2. Goals of the organization and their classification 61
1.3.3. Management by objectives (results) 67
1.3.4. Control functions 70
Control questions for chapter 1.3 75
Chapter 1.4. Process and management methods 77
1.4.1. The concept and main elements of the management process 77
1.4.2. Models of the decision-making process 86
1.4.3. Management methods 91
Control questions for chapter 1.4 109
Chapter 1.5. Organization management structure 111
1.5.1. Definition of the concept and principles of construction 111
1.5.2. Hierarchical type of management structures 112
1.5.3. Organic type of management structures 119
Control questions for chapter 1.5 130
Literature for section 1 131
Section 2 Strategic management 132
Chapter 2.1. General concept. 132
2.1.1. The emergence of a need for strategic management 132
2.1.2. Modern organization and its behavior in the market 136
2.1.3. Essence of strategic management 139
Control questions for chapter 2.1 143
Chapter 2.2. Strategy planning process 144
2.2.1. Strategy planning 144
2.2.2. Elements of strategic choice 146
2.2.3. Formation of the strategic goals of the organization 150
2.2.4. Using the method of "future scenarios" in strategic management 153
2.2.5. Analysis of the external environment 156
2.2.6. Analysis of the strengths and weaknesses of the organization 159
2.2.7. Assessing the organization's strategic situation 163
Control questions for chapter 2.2 166
Chapter 2.3. Analysis of alternatives and choice of strategy 167
2.3.1. Stages and factors of choosing a strategy 167
2.3.2. Strategic segmentation of the external environment 168
2.3.3. Concept basic strategy 171
2.3.4. Strategy refinement methods. Determining the position of the organization in the market 174
2.3.5. Time aspect of strategy 180
Control questions for chapter 2.3 184
Chapter 2.4. Strategy Implementation Management 185
2.4.1. Areas of strategic change in an organization 185
2.4.2. Making strategic changes 193
2.4.3. System of organization development plans 195
2.4.4. Allocation of strategic resources 199
Control questions for chapter 2.4 202
Literature for Section 2 202
Section 3 Marketing in Organization Management 203
Chapter 3.1. Fundamentals of Organizational Marketing. 203
3.1.1. Purposes, functions and elements of marketing 203
3.1.2. Strategic Marketing Orientation 207
3.1.3. Opportunistic Marketing Priorities 211
3.1.4. Competitive position of the organization in the market and marketing tasks 215
Control questions for chapter 3.1 221
Chapter 3.2. Marketing research. 222
3.2.1. Tasks, types and structure of marketing research 222
3.2.2. Determining the need for information and organizing its collection 226
3.2.3. Market Capacity Measurements 230
3.2.4. Estimating Market Shares and Intensity of Competition 234
3.2.5. Market segmentation 238
Control questions for chapter 3.2 240
Chapter 3.3. Marketing developments . 241
3.3.1. Formation of a product offer 241
3.3.2. Developing a price change strategy 247
3.3.3. Development of product distribution networks 254
3.3.4. Use of sales promotions 260
Control questions for chapter 3.3 266
Literature for section 3 266
Part two FUNCTIONAL MANAGEMENT OF THE ORGANIZATION
Section 4 Innovation management 270
Chapter 4.1. Fundamentals of the theory and methodology of innovation 270
4.1.1. Development of the theory of innovation and its modern concepts 270
4.1.2. Science, technology, economics and education as components complete system innovation activities 275
4.1.3. Main stages of innovation processes and sources of their financing 281
Control questions for chapter 4.1 285
Chapter 4.2. Innovations as objects of innovation management 287
4.2.1. Classification of innovation processes and innovations in innovation management. 287
4.2.2. Diffuse processes in the innovation environment. Innovation transfer 290
4.2.3. Decision-making methodology in innovation management 293
Control questions for chapter 4.2 296
Chapter 4.3. Characteristics of innovation processes 297
4.3.1. Innovative goals, ideas, projects and programs 297
4.3.2. Logistic and cyclic nature of innovation processes 303
4.3.3. The combination and differences of stable and innovative processes 309
Control questions for chapter 4.3 316
Chapter 4.4. Control innovation processes 317
4.4.1. Innovation potential and innovation climate 317
4.4.2. Diagnostic analysis of the organization's innovative environment using the SWOT analysis method 324
4.4.3. Project management of innovation activities 328
4.4.4. The ratio of project and program management: 334
Control questions for chapter 4.4 336
Chapter 4.5. Organizational forms of innovation activity (world experience) 337
4.5.1. Complex organizational forms innovation activity 337
4.5.2. The role of specialists in innovation activities 338
4.5.3. Formation of innovation divisions 340
4.5.4. Forms of small innovative entrepreneurship 341
Control questions for chapter 4.5 345
Chapter 4.6. Investment in the innovation process 346
4.6.1. Innovative activity as an object of investment 346
4.6.2. Investment attractiveness of projects and programs in innovative activities 350
4.6.3. Rate of return for financing innovative projects 356
4.6.4. Profitability assessment of innovative projects and programs 360
Control questions for chapter 4.6 367
Literature for section 4 367
Section 5 Personnel Management 369
Chapter 5.1. Methodological bases of personnel management of the organization 369
5.1.1. The concept of personnel management 370
5.1.2. Principles of personnel management 376
5.1.3. Methods for building a personnel management system 379
5.1.4. Personnel management methods 390
Control questions for chapter 5.1 392
Chapter 5.2. Personnel planning in the organization. 393
5.2.1. Essence, goals and objectives of personnel planning 393
5.2.2. The structure of the operational plan for work with personnel 395
5.2.3. The content of the operational plan of work with personnel 398
Control questions for chapter 5.2 403
Chapter 5.3. Recruitment, evaluation and selection of personnel in the organization 404
5.3.1. Sources of recruitment organization 404
5.3.2. Requirements for candidates to fill a vacant position 410
5.3.3. Organization of the process of selection of applicants for vacant position 422
Control questions for chapter 5.3 427
Chapter 5.4. Management of professional orientation and adaptation of the personnel of the organization. 428
5.4.1. The essence and types of career guidance and adaptation of personnel 428
5.4.2. Experience in career guidance and adaptation of personnel 431
5.4.3. Organization of management of career guidance and adaptation of personnel 434
5.4.4. Studying the state of work on career guidance and adaptation of personnel 439
Control questions for chapter 5.4 444
Chapter 5.5. Business career management in an organization 446
5.5.1. The concept and stages of a career 446
5.5.2. Business career management 456
Control questions for chapter 5.5 462
Chapter 5.6. Management of service and professional promotion of personnel in the organization 466
5.6.1. Service and professional promotion system 466
5.6.2. Work with personnel reserve.473
5.6.3. Functions of the personnel manager of the personnel management service 481
Control questions for chapter 5.6 .482
Literature for Section 5 .482
Section 6 Financial management 485
Chapter 6.1. Profit in the activities of the organization. 485
6.1.1. The role of profit and factors affecting its value.485
6.1.2. The composition of the gross profit of the organization.495
6.1.3. Determination of planned profit 500
6.1.4. Profit distribution 511
Control questions for chapter 6.1 515
Chapter 6.2. Financial problems of working capital management of the organization 517
6.2.1. Organization principles working capital 517
6.2.2. Methodological provisions for optimizing funds in inventories 521
6.2.3. Methodological provisions for optimizing funds in work in progress and deferred expenses 526
6.2.4. Methodological provisions for optimizing funds in finished products and the total amount of working capital 530
6.2.5. Management of non-standard working capital. 531
6.2.6. Formation of working capital and economic efficiency their use 533
Control questions for chapter 6.2 543
Chapter 6.3. Financial management of a joint stock company. 545
6.3.1. The role of finance in the activities of a joint-stock company 545
6.3.2. Capital, profit and funds of a joint-stock company 547
6.3.3. Securities of a joint-stock company 552
6.3.4. Register of shareholders of a joint-stock company 563
6.3.5. Financial questions reorganization and liquidation of a joint stock company 566
Control questions for chapter 6.3 570
Literature for Section 6 571
Section 7 Manufacturing control 572
Chapter 7.1. Manufacturing control. System View 572
7.1.1. Production as an object of management 572
7.1.2. Features of production management in a joint-stock company 576
7.1.3. Goals, objectives, production management process 581
7.1.4. Production management functions 586
Control questions for chapter 7.1 592
Chapter 7.2. Formation of production programs 593
7.2.1. Production program system 593
7.2.2. Methodological provisions for the distribution of the product release program for the planned periods of the year for assembly shops 597
7.2.3. Methodological provisions for the formation of nomenclature and calendar plans for the production of assembly units and parts for processing and procurement shops 601
7.2.4. The system of calendar and planning calculations and standards for the movement of production 607
7.2.5. Methodological provisions for the formation of production programs for processing shops 610
Control questions for chapter 7.2 622
Chapter 7.3. Operational production management. 623
7.3.1. Methodological provisions for the development of operational calendar plans 624
7.3.2. Basic provisions for the preparation of shift-daily tasks 631
7.3.3. Organization of work on the implementation of production programs and tasks 632
7.3.4. Coordination of work on the implementation of production programs and motivation of workers 634
7.3.5. Tasks and content operational accounting production 636
7.3.6. Control and analysis of the production progress 640
7.3.7. Production regulation 642
Control questions for chapter 7.3 646
Chapter 7.4. Organization of production management 647
7.4.1. Structure and interconnection of elements of the production management system 647

FOREWORD .
The radical restructuring of the economic management system, which is moving to the rails of market relations, is one of the most important areas of the reform program being carried out in our country. This problem is of particular importance at the level of the enterprise, whose position in a market economy is changing radically. Becoming an object of commodity-money relations, having economic independence and being fully responsible for the results of its economic activity, an enterprise must form a management system that provides it with high performance, competitiveness and stability in the market.

The very term "enterprise" after the adoption of the Civil Code of the Russian Federation (Part I) has undergone significant changes. It is reserved only for a group of enterprises that are state or municipal property. All other legal entities were named organizations, which are divided into two groups: commercial - the main purpose of their activity is to make a profit and non-commercial - their the main objective is not related to the extraction and distribution of profits among the participants. The Civil Code also defines the forms in which organizations can be created.

For commercial organizations, these are: business partnerships(associations of persons requiring the direct participation of founders in entrepreneurial activities), business companies (associations of capital that do not require the direct participation of founders in entrepreneurial activities, but require the presence of special management bodies), joint-stock companies (open and closed), production cooperatives(characterized by the personal participation of members-shareholders in labor and in management on the basis of the principle "one shareholder - one vote", the distribution of income with the obligatory consideration of the nature and degree of labor participation of each member-shareholder) and state and municipal unitary enterprises, for which the name and legal form of "enterprises" are preserved in the Civil Code, taking into account their large number and the stereotypes and traditions that have developed over the years of domination of the former management system.

The term " unitary enterprise» emphasizes the indivisibility of the property of state enterprises, which is wholly owned by the respective state owner. Non-Profit Organizations are created in the form of consumer cooperatives, public and religious organizations (associations), foundations and institutions.

State Committee of the Russian Federation for
higher education
State Academy of Management
named after Sergo Ordzhonikidze
ORGANISATION MANAGEMENT
Tutorial
Ed. Doctor of Economics, prof. Z.P. Rumyantseva,
A.E.N., prof. N.A, Salomatina
Moscow
INFRA-M
1995

BBK 65.050.9(2)2
Authors: Rumyantseva Z.P., Salomatin N.A.,
Akberdin R.Z., Gunin V.N., Kibanov A.Ya.,
Turusin Yu.D.. Ustinov V.A.
Organisation management. Tutorial. blush
Tseva Z.P., Salomatin N.A., Akberdin R.Z. and others - M:
INFRA-M. 1995. - 432 p. b.
ISBN 5-86225-136-7V
5
A new economic system that is being formed under the conditions
transition of the domestic economy to the market, needs a specialist
sheets with extensive and deep knowledge in the field
modern management. There is a particularly acute need for
such specialists in organizations, since in a relatively short
term, they must create a management system,
providing high efficiency, competitiveness and
market stability. In the training manual, prepared
by scientists of the State Academy of Management, considered
issues that are of paramount importance for the specialist
sheets - managers of organizations: the basics of the general process of management
organization and its personnel, conditions and factors of formation
strategic management, organization of innovative
management. The essence of production management is revealed.
ment as a system that organizes internal production in a new way
military economic relations.
The textbook will provide real help to students and graduate students.
rants studying the problems of organization management, as well as
specialists involved in the formation of a new management system
management.
ISBN 5-86225-136-7
BBK 65.050.9(2)2
© Team of authors, 1995 ©
INFRA-M, 1995

Table of contents
Foreword ................................................. in
1. Fundamentals of organization management ........................ 10
1.1. Introduction to Management.............................. 10
1.1.1. What is management. ........"................. 10
1.1.2. Management and managers.............................. 13
1.1.3. Development of the theory and practice of management .......... 19
1.1.4. The modern system of views on management ...... 28
1.1.5. Changing the management paradigm in the period of radical
transformations in the economy of the Russian Federation. 34
1.2. Goals and functions of management .................. . 39
1.2.1. Mission of the organization.............................. 39
1.2.2. The goals of the organization and their classification .............. 42
1.2.3. Management by objectives (results). ............... 48
1.2.4. Management Functions .............................. 52
1.3. Decision-making process and methods .............................. 58
: 1.3.1. Basic elements of the decision-making process.... 58
" 1.3.2. Management methods .......................... 68
1.4. The structure of the organization's management ........ 81
1.4.1. Definition of the concept and principles of construction. ...... 81
1.4.2. Hierarchical type of management structures............. 83
1.4.3. Organic type of management structures .............. 91
Chapter 1 Checklist .............................. 100
Z Strategic management.............................. 103
2.1. General concept .............................. 103
2.2. Strategy planning ........................................ 114
2.3. Analysis of alternatives and choice of strategy ............... 128
2.4. Strategy Implementation Management .................................. 141
2.5. Organization management structure focused on
for solving strategic problems ........... 149
Chapter 2 Checklist .............................. 157
3. Innovation management.............................. 158
3.1. Innovations as an object of innovation management 158
3.1.1. State support for innovation
activities ................................ 175
3.2. Examination of innovative projects ............... 184
3.2.1. Innovation project concepts, basic
stages of creation and implementation................... 184
3.2.2. Efficiency of the innovative project .......... 189
3.2.3. Selecting an Alternative.............................. 194
3.3. Consolidated assessment of the costs of innovative
processes....................................... 207

3.3.1. The concept of organization of scientific and technical
activities at the stage of applied research
and developments. ................................. 207
3.3.2. Costs for the main intermediate stages
R&D .................................................. 211
3.3.3. Investments in the development of production
new products.............................. 216
3.4. Determination of commercial risk when investing in
innovative activity and methods of its reduction
......................... 221
3.4.1. Identification of the actual effectiveness of the work of scientific and
technical organizations and the commercial risk of the investor.
............... 221
3.4.2. Business Risk Mitigation Methods
investment in innovation activities ........ 226:
3.4.3. The development of competition in scientific and technical
and innovation activities .................. 233
Chapter 3 Checklist ............................. 239
4. Production management ........................... 241
4.1. Organization of economic relations
in a joint-stock company ........................ 241
4.2. The formation of market relations .................... 251
4.3. Contractual relations in a joint-stock company. . . 264
4.4. Manufacturing control. System View.. 273
4.4.1. Production as an object of control............. 273
4.4.2. Goals and objectives of production management. ......... 277
4.4.3. Production control process ............... 279
4.4.4. Production Control Functions ...................... 282
4.4.5. Structure and interconnection of system elements
production management ........................ 289
4.4.6. Information support of the system ........... 290
4.4.7. Hardware and software of the system. . . 294
4.4.8. Organization of production management ........... 297
4.5. Formation of production programs .......... 300
4.5.1. System of production programs .............. 300
4.5.2. Methodological provisions for the distribution of the program
production of products according to the planned periods of the year for assembly
workshops .............. 305
4.5.3. Methodological provisions for the formation of the nomenclature
calendar plans for the release of assembly units and parts for
processing and procurement workshops
....................... 311
4.5.4. Methodological provisions for the formation of production
programs for processing shops ..................................
313
4.6. Operational production management ...................... 335
4.6.1. The main methodological provisions for the development
operational calendar plans .................. 336
4.6.2. Basic provisions for the organization of control
and regulation of the course of production .............. 352

Chapter 4 Checklist ........................... 361
5. Personnel management.............................. 363
5.1. The concept of personnel management in an organization ..... 363
5.2. Principles and methods of building a control system
the organization's personnel .......... 371
5.3. Management of work with personnel in the organization ..... 384
5.3.1. The essence, goals and objectives of personnel planning. . . 384
5.3.2. Operational plan of work with personnel .......... 388
5.4. Management of a business career in an organization ......... 399
5.4.1. The concept and stages of a career ....................... 399
5.4.2. Business Career Management.............................. 407
5.5. Management of service and professional
promotion of personnel in the organization .............. 410
5.5.1. system of service and professional
promotions ................................ 410
5.5.2. Working with the talent pool.............................. 420
Chapter 5 Checklist ........................... 423
References ............................... 425

FOREWORD
Radical restructuring of the economic management system,
transitioning to market relations. - one of the important
the most important directions of the program of reforms carried out in our
country. This problem is of particular importance at the level of
acceptance, whose position in a market economy is changing
drastically. Becoming the object of commodity-money
carrying, having economic independence and
fully responsible for the results of their business
activity, the enterprise must form a system
management (management), which would provide him with high
which work efficiency, competitiveness and sustainability
the stability of the market position.
The very term "enterprise" after the adoption of the Civil
Code of the Russian Federation (Part I) has undergone significant
changes. It is reserved only for a group of enterprises,
owned by the state or municipality.
Bc& other legal entities have been named
organizations, which are divided into two groups: commercial
- the main purpose of their activity is to make a profit,
non-commercial - their main purpose is not related to the extraction and
distribution of profits among participants. civil
The code also defines the forms in which
organizations. For commercial organizations, these are: economic
partnerships (associations of persons requiring direct
participation of founders in entrepreneurial activity),
economic companies (capital associations that do not require
direct participation of founders in entrepreneurial
activities, but assuming the presence of special bodies
management), joint stock v companies (open and closed),
production cooperatives (characterized by personal
the participation of members-shares- --d. kov in labor and in the management of
the principle of "one shareholder - one A vote", the distribution of income
with obligatory consideration of the nature and degree of 1 labor participation
each shareholder) and | I

for which, as already mentioned, in the Civil Code
the organizational and legal form of the "enterprise" is stored, taking into account
their large number and developed over the years of domination of the former
control systems of stereotypes and traditions. The term "unitary
enterprise" emphasizes the indivisibility of property
state-owned enterprises, which is wholly owned by
the responsible public owner. Non-commercial
organizations are created in the form of consumer cooperatives,
public and religious organizations (associations), foundations and
institutions.
This broad interpretation of the term "organization" is accepted in
this tutorial, the main theoretical, methodological
logical and practical provisions and recommendations of which
can be applied both in commercial and non-
commercial organizations. In doing so, it should be taken into account that
compared to the system of government still in place.
in many organizations, in the new conditions, functions appear,
that were not needed before. In a market economy
the organization itself makes decisions that were previously
the prerogative of higher authorities. She is self-
clearly forms goals and objectives, develops a strategy and
policy of its development, finds the necessary for their re-
funds, recruits workers, acquires equipment
technology and materials, solves many structural issues, in
including such as the creation, liquidation, merger or
on the contrary, the division of divisions and branches, entry into
composition of associations and other associations, reorganization
production and restructuring of the organizational structure
management and many others.