Theme 6

Control functions

In this topic, the interested reader will find answers to the following questions:

the concept and meaning of the management function;

the place of the management function among the categories of management;

types of management functions;

general (basic) management functions;

specific (specific) management functions;

special control functions;

planning as a management function;

organization as a management function;

leadership as a management function;

motivation as a function of management;

control as a function of management;

carriers of general and specific management functions;

interconnection of management functions;

the role of a specific management function when creating a management body;

control function as an object of economic analysis of the control system.

In production and economic practice (and in the economic literature), we often find expressions: such and such a specialist performs his functions well, the specialist does not cope with the performance of his duties, the personnel department performs the functions (development of current and long-term plans for staffing the enterprise, studying business qualities specialists of the enterprise for the purpose of recruiting personnel to fill vacant positions of managers, issuing certificates of current and past labor activity of employees, etc.).

It turns out that certain functions are performed by both the specialist and the department. In addition, in one case, the employee of the administrative apparatus performs functions, and in the other case, official duties. What is it, an inaccuracy of expression or some kind of contradiction? Let's try to figure out why we consider the conceptual apparatus of the category under study.

6.1. The concept and meaning of the control function

Before turning to the concept of a control function, let us consider the concept of a function in general.

Function(from Latin functio - execution, implementation) has a number of meanings

activity, duty, work;

work performed by an organ, body (function of the liver, salivary gland);

duty, range of activities (job responsibilities of a labor economist);

purpose, role of one or another structural element (function of the landing gear of the aircraft, gearbox of the car);

the role that a certain social institution performs in relation to the whole (the function of the state, family in society);

dependent variable (in mathematics, physics).

From the consideration of the concept of function, it follows that any work performed by an individual employee or unit can be called a function quite reasonably. But due to the established norms and rules, when drawing up organizational documents (regulations on subdivisions and job descriptions of employees), a list of work performed by a subdivision is called functions, and a list of work performed by an employee is called job duties. In the latter case, it is emphasized that the official is given a range of duties for which the employee is responsible, since the job description determines the legal status of the employee.

Now about the control function as a special category under study, the general concept of which we have already given. It remains only to emphasize the specifics of managerial work, where management functions are implemented.

Control function - a type of management activity, with the help of which the subject of management influences the managed object.

All functions performed by employees of the enterprise are divided into two groups (Fig. 6.1.1.):

Rice. 6.1.1.

Or otherwise, the control functions are performed in the control system, and the production functions - in the controlled system.

The control function answers the question of who does or should do what in the production management system.

Production functions - this is the activity of production personnel for the production of products and services.

The value of the control function. In the theory of production management, the issue of management functions is one of the central ones. It reveals the essence and content of management activities at all levels of management.

The emergence of management functions is the result of differentiation of purposeful influences, division and specialization of labor in the field of management. The content of management is connected with the content of production, is determined by it and follows from it.

The place of the management function in a number of main categories of management science is determined by the following scheme (Fig. 6.1.2.):

Fig 6.1.1

Judging by the distribution scheme (see Figure 6.1.1.), the management function occupies a key place among the main categories of management science. This suggests that the development of the structure, the application of management methods and tools, the selection and placement of personnel, etc. should be carried out taking into account the composition and content of management functions and the effectiveness of their implementation, i.e., the use of most management categories involves linking them with management functions.

The control function is a special type of activity that expresses the directions for the implementation of a targeted impact on a controlled object.

Two ways to implement the control function. The formation of the control system and the impact on the controlled system are two directions for the implementation of the control function.

Rice. 6.2.1.

These two areas are in constant communication and interaction, their unity characterizes the stability and correlation of the production process and the management process.

Definition of the control object. In general, any specific joint production and economic activity can serve as a video control object. But since the types of activities in a separate production system are very diverse, and their number is large, it is advisable to single out only structurally separate production links as an object of management.

The control object is a structurally separate production unit that performs one of the stages or part of the stage of the production and economic process and is the receiver of a purposeful control action.

The production and economic activity of an enterprise can be divided into three stages and eight stages (objects):

1. The preparatory stage contains three stages (objects):

1) scientific and technical preparation of production;

2) economic preparation of production;

3) social preparation of production;

2. The production stage contains three stages (objects):

1) main production;

2) auxiliary production;

3) service production.

3. The final stage contains two stages (objects):

1) sales of products;

2) financial activity.

Stages of production and economic activity are structurally isolated and are objects of management.

In turn, each of the stages can be divided into smaller structurally separate control objects in accordance with the different levels of the control system.

For example, at the stage of scientific and technical preparation of production, the following control objects can be distinguished:

Research and design work;

Development of technology for manufacturing products;

Experimental production.

6.3. Classification of control functions

All control functions are divided into three groups (Fig. 6.3.1.):

Rice. 6.3.1.

General (basic) management functions. These include:

1) planning;

2) organization;

3) leadership;

4) motivation;

5) control.

In the management literature, there is no single classification of general (basic) management functions. Various authors call these functions differently and number them from four to seven. Thus, the function "leadership" is called coordination and regulation, and the function "motivation" is called stimulation. In addition, accounting and analysis are often referred to as common functions. But accounting, as we will see below, has a specific function, and analysis is one of the methods for studying economic processes.

All five general (basic) control functions are arranged in a logical sequence.

General management functions are performed by the heads of management units (departments, services) together with their subordinate specialists, as well as the heads of production units with their headquarters. In other words, without exception, all managers and management units perform common (basic) management functions.

Concrete (specific) control functions. The content of specific management functions at various enterprises reflects the specifics of production (type, complexity of production and products, specialization, scale, etc.).

Each specific function is closely related to a dedicated control object. Therefore, the establishment of the quantitative composition of control objects serves as the basis for determining specific control functions corresponding to each selected control object.

Specific functions and the controls assigned to them are formed according to the following logical chain (6.3.2.):

Rice. 6.3.2.

The number of specific management functions in the enterprise will be as many as the areas (types) of production and economic activities that serve as objects of management. To manage a particular area of ​​activity, a management body (department, service, bureau) is created.

The formulation of a specific management function begins with the word "management". Specific management functions include:

management of scientific and technical preparation of production;

main production management;

management of auxiliary and service production;

product quality management;

labor and payroll management;

personnel management;

logistics management;

financial and credit management;

product marketing management;

capital construction management;

management of the social development of the team.

A specific function is assigned to a management body (accounting, personnel department, financial department, planning and economic department, etc.), whose team is engaged in the performance of this function along with participation in the performance of all five general (basic) management functions.

Each specific function at the enterprise is complex in content and includes five general management functions (planning, organization, leadership, motivation and control) to influence organizationally separate management objects.

Carriers of general and specific management functions. The carrier of general (basic) management functions is the entire management system, and the carrier of specific (specific) management functions are parts (departments, services) of the management system (Fig. 6.3.3.).

Rice. 6.3.3.

The functions of the links (departments, services) of the control system, allocated with respect to specific management objects (areas of activity), represent the content of specific functions, and those allocated with respect to the entire control system represent the content of general functions. Thus, the management of any of the selected objects consists of general and specific functions.

Special control functions. These are sub-functions (parts) of specific control functions. Each specific function has the ability to be divided into components (Fig. 6.3.4.):

Rice. 6.3.4.

Of all the components of a particular control function, for the time being, we will only be interested in a subfunction (or a separate work). For example, a specific function "Management of Accounting and Reporting" can be divided into the following subfunctions:

Accounting for objects of labor;

Accounting for fixed assets;

Accounting for working capital;

Payroll accounting;

Accounts with employees.

Subfunctions of a specific function (special functions) are separate areas of work that characterize the division of labor within the management unit. Special functions are performed by specialists and technical performers in each subdivision of the control system.

6.4. The relationship of control functions

All common (basic) functions interpenetrate each other. Thus, for example, planning is organized, motivated, controlled, and managed. The organization is planned, motivated, controlled, etc. Each specific function includes all general functions. It turns out that in any management unit, all three groups of management functions (general, specific and special) are performed, which closely interact with each other in time and space and form a complex of activities carried out by the subject of management when influencing the object of management.

The totality of all management functions performed by managers, specialists and technical executives in the management system forms the content of the management process, which will be discussed in a separate topic.

The relationship between general and specific management functions can be seen in the diagram below (Figure 6.4.1).

Fig 6.4.1.

As can be seen in the diagram, each specific function performed by a particular management unit includes all the general (basic) management functions. This fundamental point should be taken into account when regulating and analyzing managerial work, as well as building an organizational structure and shaping the management process.

All the control functions we have listed “work in one team”, preparing a control action aimed at a specific control object. Many management units at various levels of management, while performing all groups of management functions, take part in the preparation of the control action.

Let's look at the picture of the preparation of the control action on various issues of production and economic activities on the example of the assembly shop of the washing machine plant (Fig. 6.4.2.).

Fig 6.4.2.

The number of participants involved in the preparation of the control action depends on the nature of the action (information carrier). If the impact is labor standards, then its participants are: the department of labor and wages, the regulatory research laboratory (bureau) and the shop bureau of labor and wages. If the impact is the technology and modes of operation of the equipment, then it is prepared by the chief technologist service (CDP). To prepare a set of control actions for such a control object as a workshop, which is part of production, almost all management departments at various levels of management are involved.

6.5. Control function as an object of regulation and analysis

Managerial work, as well as work on the production of products and services, must be organized on a scientific basis. Only under this condition can the profitability of the enterprise and its competitiveness be ensured. The most important principle of the scientific organization of labor in production management is the regulation of management functions or managerial work.

The principle of regulation means the establishment and strict observance of certain rules, regulations, instructions, instructions, standards, based not on the arbitrariness of persons vested with power, but on the objective laws inherent in the scientific organization of labor.

The work of any employee of the administrative apparatus (employee) consists of functions, works and operations, and we should talk about the regulation of such work in three areas (objects of regulation), which are:

Results;

Labor costs.

The regulation of the content of labor is designed to solve the following tasks:

Determine the list of functions, works and operations that should be assigned to employees in accordance with the goals and objectives of the enterprise;

Determine the content, volume, frequency and forms of information necessary for the employees to perform their functions, work and operations;

Distribute functions, work and operations between management units in accordance with the principles of a rational division of labor and building organizational structures and fix them in the regulations on units;

Establish specific job responsibilities of each employee for the performance of certain functions, works and operations based on the requirements of a rational division of labor and the use of employees' qualifications with consolidation in job descriptions.

The regulation of labor results solves the following main tasks:

Establish a list of indicators that characterize the most important results of the activities of employees of the enterprise as a whole and each structural unit, based on the main criterion - the degree of influence of the considered private results on the implementation of the ultimate goals of the organization;

Establish a procedure for quantifying each indicator that characterizes the results of the collective and individual work of employees;

To create a basis for an objective assessment of the results of the work of employees, the development of their creative activity, the determination of the contribution of each team and employee to the achievement of the overall results of the enterprise.

To solve these problems, it is advisable to develop standard lists of indicators of the results of the work of employees, methods for their quantitative assessment.

The regulation of labor costs aims to establish the norms for the quantity and quality of labor necessary to perform the functions, work and operations assigned to employees, as well as to achieve the required results. This regulation is based on the creation and use of standard and developed on the basis of time standards, service standards, staffing standards, qualification handbooks and other regulatory materials on managerial work.

To determine the complexity of management in a structural unit, it is necessary to take into account the costs of all special functions (works) and all general (main) functions and calculate according to the formula

, (6.5.1)

where is the complexity of management work, hour; is the complexity of the special function of the i-th type, h; - the complexity of the main function j-th species, h; i = 1, 2, … n– number of special functions; i = 1, 2, … m- the number of basic functions.

Based on the complexity of the functions, works and operations performed in the unit for a certain period (month), it is possible to calculate the required number of managerial personnel. The direct method of calculating labor costs for managerial work is associated with certain difficulties. Therefore, indirect methods are most acceptable.

Analysis of control functions. The purpose of the analysis of management functions is:

In establishing relations between the elements of the system that perform control functions and their properties;

In determining the direction, intensity and number of connections, the cost of their implementation.

When conducting an analysis, it is necessary to take into account the requirements for the formation and regulation of the management function. These include:

Clear definition and structural separation of control objects and structural separation of control objects based on the developed criteria;

Allocation of specific management functions, types of work and operations;

A clear division of labor between the functional and linear bodies of the control system;

Availability of regulations on structural subdivisions of the management system and job descriptions of employees.

6.6. Planning as a management function

Planning is the process of preparing for the future decisions about what, by whom, how, when should be done.

A. Fayol defines planning as follows: “An action plan is both an expected result and a course of action to be followed, and stages to be passed, and methods to be applied. It is a kind of picture of the future, in which the coming events are outlined with some certainty, while the distant events appear less and less clearly. It covers the area of ​​activity, as it can be foreseen, and what can be available within a certain period of time.

About the meaning of planning A. Fayol writes: “The expression “to manage means to foresee” gives an idea of ​​the meaning attached to planning in the business world. And this is true, since foresight is, if not everything in management, then at least its most important part.

Consider the planning stages (Fig. 6.6.1.):

Rice. 6.6.1.

It is important for the manager to know the components of the plans, we will show them (6.6.2.):

Rice. 6.6.2.

The most important goals that are pursued in planning the activities of the enterprise are:

Volume of sales of commodity weight;

Profit;

Market share.

Program - this is a part of the plan that defines a set of actions for executors to achieve the goals set, agreed on terms, results and resource provision.

The program may include the following types of activities:

placement of orders for the supply of additional raw materials;

the purchase of new machines to increase production;

hiring additional personnel to operate new equipment, etc.

Regulations - these are the estimated values ​​of the costs of working time, monetary and material resources used for planning the economic activities of the organization (enterprise).

The rules determine the direction and general boundaries of the actions of the administrative apparatus.

Procedure - this is a strictly established sequence of actions in specific, often repeated situations.

Method - a way to achieve a goal, solve a specific problem, a certain toolkit for performing actions.

Planning involves a set of all methods of tactics and procedures that managers use to plan, predict and control future events. All types planning techniques range from traditional methods such as budgeting (income and expense plan) to more complex methods such as modeling, developing plans or separate ego sections based on game theory and scenario projects. Using this planning technique reduces uncertainty, improves forecast accuracy, and helps managers track or analyze factors that affect the plan.

estimates These are the plans for spending money necessary for the success of any enterprise.

The following types of estimates are used in planning:

estimate of current expenses;

cost estimate for the purchase of materials, components;

estimate of income from sales;

investment estimate;

cash plan (receipt and expenditure of cash).

Planning tasks. The plans developed should provide:

complex solution of social and economic problems;

accelerating the implementation of scientific and technical innovations;

rational use of production assets, material labor and financial resources, strengthening the austerity regime and eliminating losses in all stages of production;

the formation of material and financial resources necessary for the proportional and balanced development of production.

Planning principles. These include:

completeness of planning – taking into account all events and situations that may be important for the development of the organization;

planning accuracy – the use of modern methods, tools, tactics and procedures that ensure the accuracy of forecasts;

planning continuity – it is not a one-time act, but a continuous process;

economy of planning – planning costs should be commensurate with the gains from planning.

Types of planning. Planning is determined by the tasks that the enterprise sets for itself in the future. Accordingly, planning can be long term, medium term and short term.

Long term plan(3-5 years) is descriptive and defines the overall strategy of the enterprise, since it is difficult to predict all possible calculations for such a long period. As part of long-term planning, new product-market strategies are being developed, which include an analysis of the possibilities for developing new industries, the creation of branches, etc.

medium term plan is compiled for 2–3 years and contains quite competitive goals and quantitative characteristics. Based on changes in the nomenclature and competitive strategy for each product group, plans are drawn up for an enlarged product range.

Short term plan(for a year, six months, a month) includes the volume of production, profit planning, etc. Short-term planning closely links the plans of various partners and suppliers, and therefore these plans can either be coordinated, or certain points of the plan are common to the manufacturing company and its partners.

There are two types of intra-factory (intra-company) planning:

Technical and economic;

Operational and production;

Technical and economic planning divided by promising(long term) and current. The form of current planning is the annual plan - a model of economic and social development of the enterprise (or business plan), which reflects all aspects of the production and economic activities of the enterprise team.

Operational and production planning provides for the development, on the basis of an economic and social plan for the development of production, of operational plans and schedules (monthly, ten-day, daily, shift and hourly) for individual workshops, and within workshops - for production sites, workplaces.

6.7. Organization as a function of management

Organization function – it is the advance preparation of all that is necessary to carry out the plan.

The purpose of the organization as a function (organizational activity) is:

In creating a formal organizational structure;

In the right selection of personnel;

In the placement of employees by jobs, profession and qualifications;

In setting production targets.

In addition, it is necessary to ensure that tools, equipment, materials, work premises and many other things required to carry out the plan.

A lot of time and money is spent unproductively due to the inability of individual managers to properly organize the work process. To prevent such losses, when starting to implement the plan, you need to provide for the following:

Availability of employees of the required number, composition and qualifications;

Each worker must know his role in the production process and the relationship of his work with the tasks of others;

Each worker must be trained to carry out the part of the plan for which he is responsible;

To fulfill the plan, employees must be provided with everything necessary (tools, equipment, materials, premises) at the required time and in the specified place.

Organization principles:

1. Recruitment. The success of any organization depends on the right selection of personnel more than anything else. Almost all business problems boil down to a human problem.

2. Duties of employees. By agreeing to the proposed terms of employment, the employee thereby undertakes to perform his official duties in the prescribed manner under the guidance of his immediate superior.

3. Powers of the manager. Managers have the right to perform their duties and give orders to their subordinates. Powers and responsibilities are transferred from the boss to the subordinate, forming a relationship of subordination.

4. Delegation of authority - this is the empowerment of the rights and obligations of any person in the field of competence of the relevant manager.

Principles of delegation of powers. There are five principles that increase the efficiency of delegation of authority:

1) the principle of control range;

2) the principle of fixed liability;

3) the principle of compliance of rights and obligations;

4) the principle of transferring responsibility for work to the lowest level of management;

5) the principle of reporting on deviations.

Control range. There is an optimal number of employees directly subordinate to one manager (the norm of controllability or subordination). There is a limit to the amount of work and the number of subordinates that one person can effectively manage. This limit is called the control range. It is determined by factors such as the ability of the boss, the ability of subordinate employees, the type of work, the territorial distribution of employees, the motivation of employees, the importance of work.

Fixed liability principle. Delegation of responsibility to a subordinate does not remove this responsibility from the person who transferred it. Delegation is the process of sharing responsibility with subordinates. Responsibility remains fixed (or assigned) to those managers who initially had it.

The principle of matching rights and obligations. The scope of delegated rights must correspond to the scope of delegated responsibilities. When delegating authority, a common mistake is that the subordinate is not given the rights necessary to successfully perform the duties assigned to him.

The principle of transferring responsibility for work to the lowest level of management. Any task should be transferred to the lowest level of the production and management hierarchy that can successfully complete it. It is human nature to shy away from creative work, because such work is always hard.

Principle of variance reporting. Any actual or expected deviations from the plan should be reported immediately. Under normal circumstances, there is no need to report that everything is going according to plan.

So, the function of the organization is to establish permanent and temporary relationships between all departments of the enterprise, determining the procedure and conditions for its functioning. It is the process of bringing together people and means to achieve the goals set by the enterprise.

6.8. Management as a function of management

We use the term "leadership" to describe one of the functions of management, which is associated with the management of people in solving a problem. Most of the research done on leadership theory has shown that the attempt to give a clear definition of "leadership" has not been more successful.

The concept of leadership. When defining governance, there are often four components:

Personal qualities and characteristics of the leader;

Leadership style;

Communication;

Manager's functions (general or basic management functions).

Some definitions of guidance take into account one or another of the listed components.

Management is the process of using personal influence and communications by the manager.

Characteristics of leaders. Most studies highlight the following important characteristics of a leader.

Intelligence Capabilities above average, ideally the leader should be a little smarter than his subordinates.

Initiative or the ability to understand the need for action and then act. This characteristic seems to be closely related to energy and vitality, in many cases the latter declines with age.

Confidence or the ability to believe in what you are doing. This character trait is associated with a person's understanding of his place in society, with a strong desire to achieve a goal. However, this confidence should not be aggressive, but rather inconspicuous.

The ability to look at the situation "bird's-eye" is the ability of a successful manager to "rise" above a given situation and consider it in a broader context, and then "lower" back and do smaller, but more specific things.

Leadership principles. Let's name two main principles:

The first principle is the orientation of leadership towards the ultimate goal. The main task of the manager is to direct the actions of employees towards clearly defined and clearly understood goals of the organization.

The second principle is unity of purpose. It consists in coordinating the goals of the company and its employees. An organization functions best when its goals and those of the individual are aligned.

The role of the leader. What should be a good leader:

he is distinguished by the ability to a) inspire his subordinates and b) strengthen their desire to achieve the goals of the organization;

he knows where he is leading and is able to encourage subordinates to follow him;

it is characterized by high results;

from being proud of the high quality of their work and the fact that it corresponds to their position.

Leadership efficiency. It is evaluated by the results of the work of his subordinates. Therefore, the manager should strive to:

to the effective use of the abilities and energy of subordinates;

prove their ability to stimulate the achievement of high results by each employee;

form an effective unit, attracting and retaining good employees.

Leadership style. Became a topic of discussion after K Levin published his study of different leadership styles in 1938. He explored three types of styles:

dictatorial - the leader himself decides what needs to be done and how;

democratic - decisions are made after discussion;

conniving - group members work independently, the leader himself is a member of the group.

In Levin's experiments, the most productive was the work with dictatorial management, but the presence of the head was necessary, otherwise the work was stopped. Members of this group showed aggressiveness towards each other and were fond of looking for "scapegoats". Democratic the manual was the most popular and produced consistent results in both quality and performance. conniving leadership style was the worst in all respects.

Leadership style – it is the firm opinion of the leader regarding the degree of freedom that should be given to subordinates in the preparation of decisions.

R Likert(1961) developed K. Lewin's approach by proposing four leadership styles:

The deliberative (consultative) leadership makes a decision, but first consults with the whole group;

Collegial , meaning joint decision-making by management and employees (Fig. 6.8.2.).

Fig 6.8.1.

Choice of leadership style. In How to Choose a Leadership Style, Tannenbaum and Schmidt (1958) proposed an approach to explaining leadership style that depends on the balance of leadership power and the freedom of action of subordinates (Figure 6.8.2). Their theory states that the leadership style applied reflects and depends on four variables.

leader - his personality and his preferred style;

subordinates - the needs, attitudes and skills of subordinates or employees;

task - the requirements and objectives of the work to be performed;

situation – organization, its values ​​and prejudices.

Fig 6.8.2.

good communications – necessary condition for successful leadership. Communication is a process of two-way exchange of thoughts and information leading to mutual understanding.

For most people, communication processes take up to 70% of the time. Ability to communicate (the ability to speak, listen, write and read) is, apparently, one of the most important abilities of a person.

Since managers must be able to make others work, they must master the art of communication. Estimates show that up to 80% of the time of managers at all levels is spent on various types of communications.

There are two main areas of business information dissemination:

1) vertical (up and down the levels of the hierarchy);

2) horizontal (at the same level of the hierarchy).

The effectiveness of communication and feedback in these areas is significantly different. The efficiency of horizontal flows reaches 80–90%. This is because those working at the same level of management are well aware of the nature of the work of their colleagues, they know their problems and largely guess the content of the message received.

Vertical communications are less effective than horizontal ones. Studies have shown that only 20-25% of the information coming from the management of the enterprise reaches the workers and is correctly understood by them.

6.9. Motivation as a function of management

motives are active driving forces that determine the behavior of living beings.

Human behavior is always motivated. He can work hard, with enthusiasm and enthusiasm, or he can shy away from work "in protest." Personal behavior can have any other manifestations. In all cases, you should look for the motive of behavior.

Motivation – it is the process of motivating oneself and others to act in order to achieve personal and organizational goals.

Managers have always been interested in the conditions under which a person is motivated to work on someone else's assignment. This interest increased as the subordinate's personal freedoms expanded and he became a partial co-entrepreneur. The freer a person became, the more important is the realization of what drives him, what makes him more useful.

The desire of a person to realize himself in his business is undeniable. Where the management and organization of labor provides employees with such opportunities, their work will be effective, and their motives for work will be high. So, to motivate employees is to affect their important interests, to give them a chance to realize themselves in the process of work.

Modern theories of motivation. Various theories of motivation of the psychological and organizational-economic direction can be divided into two groups:

2) procedural theories of motivation - more modern, based primarily on how people behave, taking into account education and cognition (expectation theory, justice theory and the Porter-Lawler model of motivation).

1) physiological needs (food, water, clothing, shelter, reproduction);

2) security needs (protection from criminals and external enemies, protection from poverty and help in case of illness);

3) social needs (the need for friendship, communication with people, belonging to a team);

4) esteem needs;

5) needs of self-expression.

According to Maslow's theory, all needs can be arranged in a strict hierarchical structure (Figure 6.9.1).

Fig 6.9.1.

With such a hierarchy, Maslow wanted to show that the needs of lower levels require satisfaction and, therefore, affect human behavior before the needs of higher levels begin to affect motivation.

As a result, the conclusion is: the manager must decide what active needs drive people in a given period of time and focus on them when solving the problems of motivating employees.

Herzberg's two-factor theory. In the second half of the 50s. F. Herzberg developed a needs-based motivation model.

Herzberg identified two groups of factors (Figure 6.9.2):

motivation - success, promotion, recognition and approval of the results of work, a high degree of responsibility and opportunities for creative and business growth;

hygiene- company policy, working conditions, earnings, interpersonal relationships, the degree of direct control over work.

Herzberg's theory of motivation has much in common with Maslow's theory. His motivations are comparable to the needs of Maslow's higher levels.

Fig 6.9.2.

Process theories of motivation.(expectancy theory, equity theory and Lawler's Parter model). The main idea of ​​the theory of expectations is the hope of a person that the type of behavior he has chosen will lead to the satisfaction of the desired. Expectancy theory emphasizes the importance of three relationships between labor input and output; results - remuneration, remuneration - satisfaction with remuneration.

The way people distribute and direct their efforts to achieve their goals is answered by the theory of justice. We are talking about the fact that people subjectively determine the ratio of the reward received to the effort expended, and then correlate it with the reward of other people doing similar work.

If the comparison shows imbalance and injustice, then a person experiences psychological stress. In this case, it is necessary to motivate this employee, relieve tension and correct the imbalance in order to restore justice.

Due to the fact that there are different ways of motivation, the manager must:

Establish a set of criteria (principles) that strongly influence the behavior of an employee;

Create an atmosphere conducive to motivating workers;

Communicate actively with your employees.

6.10. Control as a function of management

Control - This is the process of measuring (comparing) the actual results achieved with the planned ones.

Control provides feedback between the expectations defined by the original management plans and the actual performance of the organization. The ultimate purpose of control is to serve the various plans and objectives of management.

The creation of all control systems should be based on the following basic requirements-criteria:

1) control efficiency - the success, usefulness of control is determined (reducing the costs associated with the detection and elimination of deficiencies identified in the control process, reducing the cost of control, the cost of personnel and control equipment);

2) effect on people the question is clarified whether the applied control technology causes positive incentives or negative, stressful reactions (labor demotivation) in workers;

3) performance of control tasks - control should identify coincidences or deviations in the production management system, help eliminate deviations, develop effective solutions;

4) determination of the boundaries of control - control measures cannot be carried out without restrictions. The length of the sections to be checked must allow deviations to be detected at the earliest possible stage.

There are the following types of control.

1. Preliminary control. It resembles an iceberg, most of which is hidden under water. This is because some aspects of control may be masked among other control functions. Preliminary control is called because it is carried out before the actual start of work. The main means of exercising preliminary control is the implementation (and not the creation) of certain rules, procedures and lines of conduct.

In the organization, pre-control is used in three key areas: human, material and financial resources. In the field of human resources, control is achieved through the analysis of those business and professional knowledge and skills that are necessary to perform specific tasks of the organization, in the field of material - control over the quality of raw materials to make an excellent product. In the field of financial resources, the preliminary control mechanism is the budget in the sense that it gives an answer to the question of when, how much and what kind of funds (cash and non-cash) the organization will need.

In the process of preliminary control, it is possible to identify and anticipate deviations from the standards at various points. It has two varieties diagnostic and therapeutic.

Diagnostic control includes categories such as gauges, benchmarks, warning signals, and so on, indicating that something is not right in the organization.

Therapeutic control allows not only to identify deviations from the standards, but also to take preliminary measures.

2. Current control. It is carried out during the work. Most often, his object is employees, and he himself is the prerogative of their immediate superior. It allows you to exclude deviations from the planned plans and instructions.

To carry out current control, the control apparatus needs feedback. All feedback systems have goals, use external resources for internal use, monitor deviations from the intended goals, correct deviations to achieve these goals.

3. Final control. The purpose of this control is to help prevent errors in the future. As part of the final control, feedback is used after the work is done (with the current one - in the process of its implementation).

Although the final control is carried out too late to focus on problems at the time of their occurrence, it:

1) provides management with information for planning if similar work is expected to be carried out in the future;

2) promotes motivation.

At all levels of management, managers perform all five management functions of planning, organizing, directing, motivating and controlling.

One of the main laws of the effectiveness of human activity is the need for the division and specialization of labor, since they determine the reason for the appearance of the category “function” in management.

The emergence of management functions is associated with the horizontal division of managerial labor, as well as with the professional specialization of management workers.

The function is the content of management activity, which is characterized by 2 main features:

1. Temporary logical sequence of execution of managerial work, objectively arising from the essence of the relevant activity.
2. The specifics of the control object, which determines its nature and industry affiliation.

Management functions are specialized in the temporary logical sequence of management work. The sequence in time is fixed in the first type of functions, which are called general.

General and specific management functions

The division into general (universal, basic) and specific management functions is due to the emergence of a process approach in the field of building management technology.

The process approach was originally proposed by adherents of the school of administrative management, who tried to define the functions of management. The followers of this direction considered managerial functions independently of each other. The process approach considered management functions as interrelated functions.

Composition of control functions

The five functions of management were identified by Henri Fayol, who defined management as prediction, planning, organizing, disposing, coordinating and controlling.

When reviewing the current literature, several similar features can be identified:

1. planning,
2. organization and administration,
3. motivation,
4. leadership and control
5. coordination and regulation,
6. communication,
7. research, evaluation and decision making.

Most often, the management process is presented as consisting of the main functions: planning, organization, motivation and control. These management functions are combined through the linking processes of communication and decision making. At the same time, management is considered as an independent activity, suggesting the possibility of influencing individual employees and the team in such a way that they carry out work towards achieving goals.

Planning and organizing as management functions

Planning as a management function characterizes the development and adoption of a specific resolution (in written or oral form), in which a specific task or goal is set for the management object. Planning is considered to provide a unified direction for the efforts of all members of the organization to achieve its common goals. This function starts the management process, so the success of operations depends on its quality.

Organization as a function implies a certain set of specialized management activities that are aimed at bringing people together to carry out joint activities. The function of organizing the implementation of the decisions made includes ensuring the implementation of decisions from the organizational side, that is, the creation of managerial relations that are able to provide the most effective communications of all elements of the managed system.

Motivation and control

The motivating function consists in the performance of work by the personnel of the enterprise, depending on the rights and obligations delegated to it, while they must comply with the adopted management decisions. Motivation is the process of motivating oneself and others to act.

With the help of the control function, you can prevent the occurrence of crisis situations. Control is a characteristic of management that allows you to identify problems and adjust the company's activities until the transformation of these problems into a crisis.

Any enterprise must have the ability to timely fix its mistakes, correcting them before they can damage the achievement of goals. At the same time, control contributes to the fight against uncertain situations of an internal and external nature (changes in legislation, social values, the emergence of new competitors, etc.).

FUNCTIONS AND CONTROL METHODS

Issues under consideration:

Selection V management individual functions- an objective process generated by the complexity of production and management. The emergence of management functions is the result of differentiation of purposeful influences, division and specialization of labor in the field of management.

IN general form under control function is understood as a set of objectively necessary, steadily recurring, actions, united by the same content and target orientation .

IN the present time exists many qualifications of management functions. However, management is always a set of cycles, interconnected, in many cases repeating, which can be identified as general management functions. These include: planning, organization, motivation (including selection and placement of personnel), control and coordination. Moreover, the works related to the coordination function are inherent in the works on other functions to one degree or another, as if woven into them. Therefore, it is expedient to graphically depict the listed functions as shown in Fig. 6.1.

To some extent, isolating these functions, it should be remembered that:

In the process of executing one of them, the others are necessarily executed;

Without the implementation of any of them, the control process is violated.

Let's take a closer look at these functions and the activities that make them up..

Planning - designing the achievement of the organization's goals under existing constraints (determining what and when should and can be done). Planning usually involves the following activities:

1) forecasting - assessment of the prospects for the development of the situation in which the managed organization is located and the possibilities for carrying out its activities in this situation;

2) setting goals means the definition of the desired results of the activities of a managed organization, as a certain reaction to the impact of the external environment (superior, interacting and public organizations, as well as social groups and individual members of society), due to the current economic, political, scientific, technical, social and other conditions for the development of society . Determining the nature and range of work for the future;

3) specification of goals - formulation of specific goals of the activity of the managed organization with specification of the resources required for this;

4) development of a work plan (programming) - formation of an action plan to achieve goals, carried out, as a rule, on the basis of a previously developed strategies. Estimation of resource and time costs for individual stages of work. Determination of the time sequence of work to achieve the goal. Calculation of the volume of costs and distribution of resources for the stages of these works with linkage to all other existing plans.

Organization- definition of forms, rules and methods of performance of works on achievement of the purposes, creation of the organizational environment. Organization usually involves the following works (actions):

1) structuring - breakdown (differentiation) of work to achieve the goal into elements and a corresponding breakdown of available resources. Clarification of the functions performed by them. Technological grouping of these resources with respect to sub-goals and in accordance with the functions performed;

2) formation of procedures - development of expedient and systematized methods of work performance;

3) setting organizational policy - the final formation of the management structure (checking the compliance of the current management structure of the organization with the planned activity plan), the establishment of general rules of action, the preparation of guidance documents (the formalization of the management structure).

Motivation- creation of conditions for the performance by teams and individual employees of the actions necessary to achieve the goals of the organization, which usually involves the performance of the following works (actions):

1) selection and placement of personnel . Analysis of works and determination of requirements for their performers. Identification and appointment of persons with the necessary qualifications;

2) personnel training - training in methods and techniques of work. Creation of conditions for professional development of employees;

3) targeted impact on staff is to organize jobs and work of individual performers in order to ensure the required efficiency of their activities. Influence on people in order to carry out the actions desired for the organization;

4) the formation of a favorable internal culture the team is associated with the development of interpersonal relations, stereotypes of behavior of workers and their favorable informal relationships, unity regarding production, economic and social goals.

Control- comparison of the actual state or functioning with the set goals, identification of the causes of deviations and options for their elimination. Usually, the implementation of the control function involves the following works (actions):

1) creation of evaluation criteria aimed at determining the recorded and evaluated parameters (indicators) of the organization's activities and the performance of work to achieve the goals, at establishing methods for evaluating and forming a scale for measuring the results of these works;

2) measurement of work parameters - assessment of the compliance of the actual results of the work with what is established in the planned targets and other regulatory documents;

3) corrective actions - identifying the causes of emerging deviations and developing proposals for improving the parameters of work to achieve the goals.

Coordination- establishing harmony between the participants in the performance of work, which usually involves the implementation of the following work (actions):

1) ensuring communications - creation of a socio-psychological climate and conditions for the exchange of information for the effective joint work of interconnected organized units;

2) task distribution - assigning responsibility to specific performers for the work entrusted to them;

3) With voicing - prevention of disproportions in the work aimed at achieving group goals.

Function coordination allocate not all authors (for example, its concept is present in the textbook by V.R. Vesnin " Management"). Indeed, the “coordination” function is, as it were, auxiliary, and, apparently, its role and place are more correctly reflected as shown in Fig. 4.1. Moreover, the well-known textbook by M. Mescon, M. Albert and F. Hedouri "Fundamentals of Management" deals only with the four main functions of management, and one of the most popular textbooks in the United States by S. Robins and P. Coulter "Management" is broken into 6 parts, of which 4 parts are devoted to the functions: planning, organization, leadership ("coordination" in it), control.

Key Management Functions

Yablokova Lyubov Vasilievna

senior caregiver

state budgetary preschool educational institution kindergarten No. 28 VO district of St. Petersburg

1 Knoring V.I. Art of management: M.: Publishing house "BEK", 1997.

1 Tempus manual. http/tempus.novsu.ru/mog/resource/vigw.php?id=1408

The study of the management process in terms of its functions allows you to set the scope of work for each of the functions, determine the need for labor resources and, as a result, form the structure and organization of the management system.

The management process consists of four interrelated functions: planning, organization, motivation and control.

1 The term "organization" has a double meaning. The organization as a management function ensures the ordering of the technical, economic, socio-psychological and legal aspects of the activity of the managed system at all its hierarchical levels. At the same time, another meaning of this word is a team whose efforts are aimed at achieving specific goals common to all members of this team. But any organization must have such important resources as capital, information, materials, equipment and technology. The success of its functioning depends on complex, variable environmental factors.

Organization - a group of people whose activities are consciously coordinated to achieve a common goal or goals for all.

2 The most important task of planning is forecasting or, as American specialists often call it, strategic planning. Forecasting should ensure the solution of the set strategic task, achieve a certain goal with the help of scientific foresight based on an analysis of the internal and external relations of the organization, and the study of economic trends. Here is what the classics say about this: “To foresee is to manage” (B. Pascal); “To know in order to foresee, to foresee in order to manage” (O. Comte). Forecasting is the most important tool for making strategic decisions.

Planning function involves deciding what the goals of the organization should be and what the members of the organization should do to achieve those goals. At its core, the planning function answers three main questions:
1. Where are we currently? Managers must assess the strengths and weaknesses of the organization in important areas such as finance, marketing, manufacturing, research and development, and human resources. Everything is carried out with the aim of determining what the organization can realistically achieve.
2. Where do we want to go? By assessing the opportunities and threats in the organization's environment, such as competition, customers, laws, economic conditions, technology, supply, social and cultural change, management determines what the organization's goals should be and what might prevent the organization from achieving those goals.
3. How are we going to do it? Leaders must decide, both broadly and specifically, what the members of the organization must do to achieve the goals of the organization.

Planning It is one of the ways in which leadership ensures that the efforts of all members of the organization are directed towards the achievement of its overall goals.
Planning in an organization does not represent a separate one-time event for two significant reasons. First, while some organizations cease to exist after achieving the purpose for which they were originally created, many seek to continue to exist as long as possible. Therefore, they redefine or change their goals if the full achievement of the original goals is almost completed. The second reason why planning should be carried out continuously is the constant uncertainty of the future. Due to changes in the environment or errors in judgment, events may not unfold as management anticipated when making plans. Therefore, plans need to be revised so that they are consistent with reality.

3 Motivation - the process of stimulating the activity of a person or a team, aimed at achieving individual or general goals of the organization.

The leader must always remember that even the best plans and the most perfect organizational structure are useless if someone is not doing the actual work of the organization. Each member of the group who has received a specific task will react to it in a very different way, sometimes unpredictably. People's actions depend not only on necessity or their explicit desires, but also on many complex subjective factors hidden in the subconscious or acquired as a result of education. Task motivation functions is that the members of the organization perform the work in accordance with the duties delegated to them and in accordance with the plan.
Managers have always carried out the function of motivating their employees, whether they themselves realized it or not. In ancient times, the whip and threats served for this, for the few chosen ones - rewards. From the end of the 18th century to the 20th century, it was widely believed that people Always will work more if they have the opportunity to earn more. Motivation was thus thought to be a simple matter of offering appropriate monetary rewards in return for effort. This was the basis of the approach to the motivation of the school of scientific management.
Research in the behavioral sciences has shown the failure of a purely economic approach. Managers have learned that motivation, i.e. the creation of an internal motivation for action is the result of a complex set of needs that are constantly changing. We now understand that in order to motivate of their employees effectively, the manager needs to identify what those needs really are and provide a way for employees to meet those needs through good performance. To effectively stimulate activity, it is necessary to know the desires of a person, his hopes, fears. If the leader does not know the needs, his attempt to provide motivation for human activity is doomed to failure. At the same time, it is important to understand that a person is driven not by one isolated need, but by a combination of them, and priorities can change.

4 The management process takes place in a constantly changing environment and is characterized by varying degrees of uncertainty. Did the control action achieve its goal? Do management decisions need to be adjusted? These questions are answered by the control that is carried out in the control system with the help of feedback.

The control function is one of the main levers of influence.

Almost everything that a leader does is directed towards the future. The leader plans to achieve the goal at some time, fixed as a day, week or month, year or more distant point in the future. During this period, a lot can happen, including many unfavorable changes. Employees may refuse to perform their duties in accordance with the plan. Laws may be passed to prohibit the approach that management has taken. A strong new competitor may enter the market and make it much more difficult for the organization to achieve its goals, or people may simply make a mistake in the performance of their duties.
Such unforeseen circumstances may cause the organization to deviate from the main course originally set by management. And if management fails to find and correct these deviations from the original plans before serious damage is done to the organization, the achievement of goals, perhaps even very survival, will be in jeopardy.
Control is the process of ensuring that the organization actually achieves its goals. There are three aspects of managerial control. Setting standards- this is a precise definition of goals that must be achieved by a designated period of time. It is based on the plans developed during the planning process. The second aspect is dimension what was actually achieved in a given period, and comparison achieved with expected results. If both of these phases are performed correctly, then the management of the organization knows not only that there is a problem in the organization, but also about the source of this problem. This knowledge is necessary for the successful implementation of the third phase, namely the stage at which action is being taken, if necessary, to correct major deviations from the original plan. One possible action is to review the goals to make them more realistic and relevant to the situation. Your teacher, for example, through a system of tests, which is a way of monitoring your progress in learning in comparison with the established norms, saw that your group could absorb more material than was originally determined. As a result, he may revise curricula to accommodate more material.
The four functions of management—planning, organizing, motivating, and controlling—have two characteristics in common: they all require decision-making, and communication is necessary for all, the exchange of information, in order to obtain information to make the right decision and make this decision understandable to other members of the organization. Because of this, and also due to the fact that these two characteristics link all four management functions, ensuring their interdependence, communication and decision making is often called bridging processes.

Bibliography

1 Volmyanskaya O.A., Volmyansky E.I. A practical guide to management: International experience of achieving success / Per. from English. Minsk, LLC "New Knowledge", 1998.

2 Knoring V.I. Art of management: M.: Publishing house "BEK", 1997.

3 Kolodyazhnaya T.P. Management of a modern preschool educational institution: Conceptual, software and methodological support. Rostov-n / D, Teacher Publishing House, 2002.

4 Panova N.V. Executive coaching: textbook. St. Petersburg, St. Petersburg IVESEP, 2011.

5 Losev P.N. Management of methodological work in a modern preschool educational institution. Moscow, shopping center "Sphere", 2005.

6 Mayer A.A. Management of innovation processes wa DOW: Methodological guide. Moscow, shopping center "Sphere", 2008

7 Troyan A.N. Management of preschool education. M, shopping center "Sphere", 2006

8 Falyushina L.I. Quality management of the educational process in a preschool educational institution: A guide for heads of preschool educational institutions. M., "Arkti", 2003.

Used Internet resources

1. Benefit Tempus. http/tempus.novsu.ru/mog/resource/vigw.php?id=1408

2. www.km spb. people.ru; mon.gov.ru

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management planning economic

• Doing
• 1.1 management cycle
• 1.2 planning
• 1.3 Organization
• 1.4 motivation
• 1.5 control
• 2. connecting processes and their role in the organization
• 2.1 communications in the organization
• 2.2 decision making
• Conclusion
• Bibliography
• Introduction
• According to modern management theory, the management of an organization, or the management of an organization, is to coordinate the efforts of a group of people to achieve their goals with the effective and efficient use of available resources. This is achieved through the use of four managerial functions - planning, organization, motivation and control, proposed by American scientists Michael Mescon, Michael Albert and Franklin Hedouri. These functions constitute the so-called management cycle and are the basis of any management activity.
• Management cannot exist separately from its object, therefore the content of management functions in each specific case is largely determined by the characteristics of the managed object. When managing an enterprise, both general functions characteristic of all systems and functions inherent only to this system are implemented.
• The balanced and timely use of these functions contributes to the achievement of the efficiency of the enterprise. The study of the management process in terms of its functions allows you to set the scope of work for each of the functions, determine the need for labor resources and, as a result, form the structure and organization of the management system.
• In this paper, each of the management functions will be considered, and criteria for their effective use will also be identified.
• The four functions of management—planning, organizing, motivating, and controlling—have two characteristics in common: they all require decision-making, and all require communication, data exchange, to get the information to make the right decision and make that decision understandable to other members of the organization. . Due to the fact that these two characteristics link all four management functions, ensuring their interdependence, communication and decision making are often referred to as connecting processes. The role of connecting processes in the organization is colossal. Numerous studies show that a manager spends 50% to 90% of his working time on communication. So he realizes his roles in interpersonal relations, information exchange and decision-making processes in the performance of managerial functions.
• This paper will provide an explanation of the essence of the connecting processes and their role in the activities of the organization.
• 1. Main management functions
• 1.1 Management cycle
• A cycle is a set of processes that take place over a certain period of time. During the production process, the management cycle is usually continuous and tends to be renewed. The management cycle is called four management functions: planning, organization, motivation and control.
• The management function is a type of management activity characterized by a separate set of tasks and carried out by special techniques and methods. Functions must have a clearly defined content, implementation procedure and structure, within which its organizational isolation is completed.
• 1.2 Planning
• The most important function of management is planning. It allows you to maintain the proportionality of production, the coordinated work of all departments of the enterprise, rationally use the available material, labor and financial resources. This ensures the necessary organization of the course of production - the dynamic balance of the internal processes of the enterprise.

Planning is an interactive process of preliminary decision-making (according to the concept of the German professor D. Hahn) based on a system of interdependent calculated production parameters that determine the goals of the upcoming activity and the means to achieve them, the methods and terms of the work. The main principles of planning are: complexity, accuracy, continuity (the organic unity of long-term and current plans), flexibility, and economy. The integrity of long-term and current planning is one of the main conditions for ensuring the continuity of the production process, the uninterrupted operation of an enterprise, and the stability of its economic ties. The work plan of the enterprise acts as a scientifically substantiated program of its further development. The plan not only sets certain final goals, but also provides for the conditions for their achievement.

The planning function involves deciding what the goals of the organization should be and what the members of the organization should do to achieve those goals. In essence, the planning function answers three main questions:

1. Where are we currently located? Managers must assess the strengths and weaknesses of the organization in important areas such as finance, marketing, manufacturing, research and development, and human resources. Everything is carried out with the aim of determining what the organization can realistically achieve.

2. Where do we want to go? By evaluating the opportunities and threats in the organization's environment, such as competition, customers, laws, economic conditions, technology, supply, social and cultural change, management determines what the organization's goals should be and what might prevent the organization from achieving those goals.

3. How are we going to do it? Leaders must decide, both broadly and specifically, what the members of the organization must do to achieve the goals of the organization.

Planning in an organization is not a single, one-time event for two significant reasons. First, while some organizations cease to exist after achieving the purpose for which they were originally created, many seek to continue to exist as long as possible. Therefore, they redefine or change their goals if the full achievement of the original goals is almost completed. The second reason why planning must be carried out continuously is the constant uncertainty of the future. Due to changes in the environment or errors in judgment, events may not unfold as management anticipated when making plans. Therefore, plans need to be revised so that they are consistent with reality.

1.3 Organization

The essence of the organization as a function of management is to ensure the implementation of the decision from the organizational side, that is, to create such managerial relations that would provide the most effective links between all elements of the managed system, including the distribution of responsibilities and powers, as well as the establishment of interconnections between various types of work .

The organization sets itself two main tasks: adapting the organizational structure of the company to the tasks of the planned activity and selecting people for specific work and delegating to them the authority, rights to use aniya pecypcos of the organization.

For the successful implementation of this function, it is necessary to take into account the requirements of the following local principles of organization;

* The principle of purpose. The organization, its individual links work in the name of achieving a common goal;

* The principle of elasticity of organization. When defining tasks and responsibilities, it should be set optimally between the freedom of action of individual employees and administrative regulations;

* The principle of sustainability. The control system must be built in such a way that its elements do not undergo fundamental changes under the influence of the external and internal environment;

* The principle of continuous improvement. It suggests the need for systematic organizational work to improve the process of organizing and implementing decisions;

* The principle of direct subordination. Any worker must have one boss;

* The principle of the scope of control. The manager is qualified to provide and supervise the work of a limited number of subordinates;

* The principle of unconditional responsibility. The leader bears full responsibility for the actions of his subordinates;

* The principle of co-dimension. The more authority is given to the manager, the more responsibility is assigned to him;

* The principle of exclusion. Decisions of a repetitive nature are reduced to routine ones, the implementation of which is entrusted to lower management levels;

* The principle of the priority of functions. The management function gives birth to the management body, and not vice versa.

* The principle of combination. It is necessary to provide the most correct combination of centralism and self-reliance.

Implementation problems. Decisions made individually or by several managers without the involvement of a team sometimes become not just snow on the heads of employees, but a real natural disaster. In such cases, the main thing is to correctly translate a ready-made solution to all levels of the organization. There are three reasons why decisions made by small management teams fail:

1. Loss of communication between the parties. The decision made can confuse employees who were not involved in the process of its development, seem incomprehensible and even threatening. Without information about what facts were considered, what alternatives were discussed and what difficulties were overcome, they are simply not psychologically ready to understand what they are being told.

2. Error in the distribution of responsibility. Leaders often make the mistake of determining who is responsible for further broadcasting their decision. Some top managers are sincerely convinced that their task is only to find this solution. And whose task to convey it to the masses remains unclear.

3. Desire to protect employees. Leaders often want to insulate their people from the worst organizational worries - the possibility of layoffs, financial difficulties, strategic failures. Some top managers see their role as a kind of buffers that close employees from all unnecessary details and give them only the finished result.

1.4 Motivation

Motivation is the process of stimulating the activity of a person or a team, aimed at achieving individual or general goals of the organization.

The leader must always remember that even the best plans and the most perfect organizational structure are useless if someone is not doing the actual work of the organization. Each member of the group who has received a specific task will react to it in completely different ways, sometimes in the most unpredictable way. People's actions depend not only on their explicit desires or needs, but also on many complex subjective factors hidden in the subconscious or acquired as a result of education. The task of the motivation function is to ensure that the members of the organization perform work in accordance with the duties delegated to them and in accordance with the plan.

Managers have always carried out the function of motivating their employees, whether they themselves realized it or not. In ancient times, threats and a whip were used for this, and rewards for a select few. From the late 18th century into the 20th century, there was a widespread belief that people would always work harder if they had the opportunity to earn more. Motivation was thus thought to be a simple matter of offering appropriate monetary rewards in return for effort. This was the basis of the approach to the motivation of the school of scientific management.

Research in the behavioral sciences has shown the failure of a purely economic approach. Managers have learned that motivation, i.e. the creation of an internal motivation for action is the result of a complex set of needs that are constantly changing. We now understand that in order to motivate their employees effectively, a manager must identify what their needs really are and provide a way for employees to meet those needs through good performance. To effectively stimulate activity, it is necessary to know the desires of a person, his hopes, fears. If the leader does not know the needs, his attempt to provide motivation for human activity is doomed to failure. At the same time, it is important to understand that a person is driven not by one isolated need, but by a combination of them, and priorities can change.

1.5 Control

In management theory, control is the process of ensuring that an organization achieves its goals. It is a system for monitoring and checking the compliance of the process of functioning of the controlled subsystem with the decisions made, as well as developing certain actions. The control function is one of the main levers of influence. Almost everything that a leader does is directed towards the future. The leader plans to achieve the goal at some time, fixed as a day, week or month, year or more distant point in the future. During this period, a lot can happen, including many unfavorable changes. Employees may refuse to perform their duties in accordance with the plan. Laws may be passed to prohibit the approach that management has taken. A strong new competitor may enter the market and make it much more difficult for the organization to achieve its goals, or people may simply make a mistake in the performance of their duties.

There are three aspects of managerial control:

* setting standards -- the precise definition of goals to be achieved in a certain period of time. It is based on the plans developed during the planning process;

* measuring what has been achieved during the period and comparing what has been achieved with the expected results;

* preparation of necessary corrective actions.

The manager must choose one of three lines of action: do nothing, eliminate the deviation, or revise the standard.

There are 3 main types of control in management:

* preliminary. Carried out before the actual start of work. Means of implementation -- the implementation of certain rules, procedures and lines of conduct. Used in relation to human (analysis of professional knowledge and skills necessary to perform job duties, selection of qualified people), financial (budgeting) and material resources (development of standards for minimum acceptable quality levels, conducting inspections);

* current. It is carried out directly in the course of work. Based on the measurement of actual results obtained after the work. To exercise control, the control apparatus needs feedback;

* final. One of the functions is that the control provides management with the information necessary for subsequent planning, if similar work is expected to be carried out in the future. It also contributes to motivation, as it measures the performance achieved.

2. Connecting processes and their role in the organization

2.1 Communication in the organization

Communication is the process of exchanging information between people, between organizations. The activity of any socio-economic system (company or state institution) is impossible without communications. In order to develop a plan to achieve certain goals of the organization, a variety of information is required about the state of the external environment, about the resources of the organization, etc. But the adopted plan itself will remain a plan if it is not communicated to specific executors, if these executors are not united in a certain organizational structure in which the exchange of information will be ensured. In addition, this plan can hardly be carried out if the staff is not aware of the goals that will be achieved and the reward that each of them can receive. And finally, the manager must have reliable and timely information on the progress of the implementation of plans in order to timely adjust the operational plans and assess whether the established goals of the organization have been achieved.

Organizations use a variety of means to communicate with elements of their external environment. They communicate with consumers through advertising and other promotional programs. In the sphere of relations with the public, attention is paid to creating a certain image of the organization at the local, national or international levels. Subordinating to the state, organizations fill out various written reports. At the same time, discussions, meetings, negotiations, memos, reports circulating within the organization are often a reaction to the opportunities or problems created by the external environment. doy.

The basic elements in the information exchange process are:

1. Sender - a person (persons) who generates or selects ideas to be transmitted, collects or selects information, encodes a message and transmits it.

2. Message - the essence of information transmitted orally, or encoded, using symbols.

3. Channel - means of information transmission.

4. Recipient - the person to whom the information is intended and who receives the message, decodes and perceives it.

According to many employees of organizations, the exchange of information is one of the most difficult problems in companies. This shows that ineffective communication is one of the main causes of problems. Effective leaders are those who are effective in communication. They represent the essence of the communication process, have well-developed oral and written communication skills, and understand how the environment affects the exchange of information.

There are several types of communications within an organization:

* inter-level communications - the movement of information within the framework of vertical communication. It can occur downward (message to subordinate levels about the adopted managerial decision), upward (reports, proposals, explanatory notes);

* communications between different departments, or horizontal communications. The organization consists of many departments, therefore, the exchange of information between them is necessary for the coordination of tasks and actions. Leadership should see to it that divisions work together to move the organization in the right direction;

* communications "leader - subordinate". Associated with the clarification of tasks, priorities and expected results; ensuring the involvement of the department in solving problems; discussion of problems of work efficiency; notification of the subordinate about the upcoming change; receiving information about ideas, improvements and suggestions of subordinates;

* communication between the leader and the work group. Allow the leader to increase the effectiveness of the group's actions;

* informal communications. The channel of informal communications is a channel for spreading rumors. Since information is transmitted through the channels of rumors much faster than through the channels of formal communication, leaders use the first for scheduled leaks and distribution storage of certain information such as "between us".

During the exchange of information, both parties play an active role. For example, if a manager describes to a subordinate how work needs to be changed, this is only the beginning of the exchange. In order for information exchange to become effective, the subordinate must communicate how he understands the task and his expectations regarding the results of his activities. The exchange of information occurs only when one party "offers" information and the other "receives" it.

Certain noises (interferences) are always present, therefore, at each stage of the information exchange process, some distortion of its meaning occurs. Usually people can overcome the noise and get their message across. However, a high level of noise will definitely lead to a noticeable loss of meaning and may completely block the attempt to establish information exchange. From the standpoint of the manager, this should lead to a decrease in the degree of achievement of goals in accordance with the transmitted information. It is obvious that the establishment of effective feedback and interference suppression is a very important task and requires significant costs.

2.2 Decision making

The implementation of each of the management functions is a sequence of decisions that the manager makes. And for making effective decisions, i.e. solutions that ensure the achievement of the organization's goals at the minimum cost of the organization's resources, timely and reliable information about the state of the control object and the external environment is required.

Making a managerial decision is a volitional act in which the manager, based on an analysis of the available information and an assessment of possible alternatives, makes his choice about what and how to plan, how to organize the process of achieving the adopted goals, how to motivate staff for the best achievement of goals, and, finally, how control the process of achieving the set goals. The act of making a decision is a necessary attribute of any management function. In organizational management, it is at the same time a legal act, in connection with which it is drawn up by an administrative document signed by the relevant official.

Conclusion

In this paper, the main management functions were considered - planning, organization, motivation and control. For any manager, they are the main tools in achieving high performance indicators of the organization with minimal financial, labor and production costs. By how well the manager copes with the performance of these functions in his daily work, one can judge his qualifications.

In practice, the implementation of these functions occurs through the so-called connecting processes - decision-making and communication. Reliable and up-to-date information is a necessary basis for the successful implementation of these processes and, consequently, the management functions themselves. The manager must have channels for obtaining such information and be able to use them, i.e. get the information he needs as soon as possible. When the information is received, the manager must, relying primarily on his professionalism, make the best decision that will lead to the efficient operation of the company and, as a result, the company will receive more profit at lower costs. In other cases, leaders tend to rely on their experience, intuition, or even copy the actions of other leaders, but usually such actions do not have a positive effect in the long run.

Bibliography

Urban M. “Success by proxy. Effective delegation of authority” - M.; Alpina Business Books, 2007

Arkhangelsky G. “Organization of time. From personal effectiveness to the development of the company” - St. Petersburg; Peter, 2005

Kalinin S. "Time Management" - St. Petersburg; Speech, 2006

Meskon M., Albert M., Hedouri F. "Fundamentals of Management" - M.; Case, 1998

Lebedeva N. "Delegation Instructions // Personnel Management", 2005

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