Features of specific and special functions of organization management. General and special control functions

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The history of the emergence of management as an independent activity. The specifics of managing activities and people as the main task of management. Classification of management functions: features of the process of planning, motivation, organization, control.

Essence and classification of control functions

Control functions- this is a set of objectively necessary and steadily recurring actions, united by the homogeneity of content and target orientation, allowing for control actions.

Management functions are interrelated elements of the management process and, therefore, the sequence of their implementation must be considered as a system of functional description of any management process (production, marketing, development ...)

The term "function" in translation from Latin means "commission", "execution", which means that the activity of a manager is nothing more than a continuous process of performing managerial functions. In this case, any control function is performed in the following order:

Collection of information;

Transformation (processing) of information;

Decision-making;

Giving the decision the necessary form;

Bringing to the performer;

Execution control.

Management functions can be classified according to several criteria, for example:

1. By the level of management.

Top-level - industries, associations, enterprises;

Intermediate level - management of divisions, departments, workshops;

Grassroots level - management of sites, brigades, groups.

At different levels of management, different groups of functions come to the fore. So, as you move from the bottom up, the emphasis shifts towards control, forecasting. The lower the level of management, the more important are the functions of organizing accounting and regulation.

In different situations, different levels management, certain functions of managers are not of equal importance, in connection with which the concept of “archetypes”, that is, the fundamental types of managers, has been formed in management theory. So, considering the functions of a manager from the position of management levels, “TOP management”, or top management, stands out. Its main task is to develop a common concept, standards and values, form an organizational structure, maintain contacts with contractors, manage crisis situations, etc.

Top-level functions are complex, characterized by novelty and diversity, require deep analytical skills, the makings of a diplomat, politician, orator, therefore, "TOP managers" are the first among equals.

The role of middle-level managers is to lead and coordinate the work of grass-roots managers. This level acts as a "buffer" between top and bottom managers. They prepare information for decisions made on highest level and pass management decisions down, usually after their transformation into technologically acceptable forms, in the form of specific tasks.





The lower-level managers perform the functions of managing the activities of the performers. It is they who are responsible for the current, daily production management.

2. By difficulty.

Complex, associated with large, independent facilities

management (personnel, main production ...);

Private, single functions associated with the solution of individual,

completed intermediate actions (hiring, registration

attire...).

Specialized;

Providing.

3.2. General control functions

General functions are groups of work that are performed when managing any objects, at all levels of production management. General functions reflect the typical elements of managerial work, taking into account the sequence of work (taking into account the time factor).

General functions are divided into the following work groups:

1) forecasting, 2) planning, 3) organization, 4) control,

5) regulation (coordination), 6) accounting, analysis, reporting.

Forecasting provides for the identification of alternative conditions in which the system may find itself in the future (for 5-10 or more years ahead), the likelihood of these conditions occurring, possible options behavior of the system under these conditions. For example, for an enterprise: technical development, changes in specialization and product range, demand for these products and production volumes, their growth rates, etc.

Based on the forecast, planning system activities: determine the goals of the system and ways to achieve them, draw up an action plan (what to do, who will do it, when and with what resources). In other words, a plan is a model of the state of the system in a certain period of time.

Planning is divided into two major stages: technical and economic and operational. Feasibility planning covers all areas of the enterprise (sales market, production, logistics, personnel, finance, etc.) and provides for the development of long-term plans (for 5 - 10 years) and current (for a year, quarter, month ). Operational planning is associated with the course of production itself (the processes of manufacturing products), covers short periods of time (quarter, month, day, shift) and is closely intertwined with work on monitoring and regulating (dispatching) the course of production. Operational management also extends to production preparation, logistics, quality control and other types of production support.

For a system to work, it must be organized. Organization- This:

Creating a system (designing and creating a structure as an object

control, and the control subsystem itself);

Providing conditions for the operation of the system, supplying everything

necessary for work (materials, personnel, finances, etc.);

System improvement.

The system operates according to plans, standards, specifications, technological maps. In the course of work, control, which allows to identify deviations from the normal mode of operation of the object, to check the actual progress of work. For example, monitoring the progress of the production program, monitoring the consumption of materials, the use of equipment, product quality, etc.

If the control shows deviations from the planned progress of work, the regulation in order to eliminate deviations, as well as to prevent them in the future. Regulation includes a number of typical operations: analysis of emerging deviations and their causes, elimination of deviations, development of measures to prevent them.

Accounting- this is the fixation and analysis of information about the state of the control object. Accounting is divided into current(operational), statistical And accounting. The results of accounting and analysis are used in planning the next production cycles.

Figure 5.1 shows a diagram that comprehensively reveals the content of common management functions.

Thus, the general functions reflect continuous management processes in time, starting with forecasting and ending with the accounting and analysis of the action of any objects. These functions are performed regardless of the scale and nature of production, they are fundamentally the same at all levels of management. However, the specific content of these functions certainly depends on the control object. For example, the planning function is performed in the process of managing any objects, at all levels, but the content of plans (indicators, methods for calculating them, forms of documents) depends on specific objects (enterprise, workshop or site, production phases, types of resources, etc.) . That is, the general functions are closely intertwined with the specialized functions of production management.

Specialized management functions appeared as a result of the division of managerial labor. They include different kinds activities that differ in purpose and method of implementation.

Specialized management functions are associated with all areas of the enterprise. They should cover:

All areas life cycle products: research and design

research, manufacture, marketing and operation;

All phases of the production "turnover";

All stages of the movement of production resources (formation,

use in the production process, restoration of lost

properties, disposal or disposal);

All planning periods;

All levels of the organizational structure of the enterprise, up to the individual

leg workplace.

Specialized functions are associated primarily with the phases of "turnover" and production resources (labor, material, financial): management of the technical preparation of production (design and technological), management of the main production, supply and maintenance services (tool, repair, energy and other facilities ), management of logistics, marketing and sales of products, personnel, finances, etc.

Specialized functions are carried out with the help of all general control functions and, in combination with them, represent a complex multi-level system. The content of specialized functions is considered in special disciplines (operational management, innovation management, project management, etc.).

3.4. Functions for ensuring management processes

The provision of management is complex and includes: legal support, information support and organization of the regulatory economy, office work, technological support and equipment for management processes, organization of managerial work, improvement of management processes. These functions constitute the internal content of management processes, that is, they are functions of self-sufficiency, self-regulation, self-improvement.

Legal (legal) support: accounting in management activities state laws, government regulations, normative documents; legal regulation industrial relations, fulfillment of requirements labor law; legal protection of the company's activities from competitors, in work with suppliers and consumers, conducting claims work; legal expertise of contracts, enterprise standards, etc.

Information Support: its purpose is the timely presentation of the information necessary for decision-making to the management bodies; its distribution among managers, separate divisions and performers in accordance with their participation in management.

Control information support includes:

Designing Information Flows: Identifying Sources

and consumers of information, composition necessary information, the frequency of its circulation and forms of presentation, the selection of technical means, the establishment of the procedure for compiling, registering, coordinating and approving documents;

Organization of information flows: collection, storage, updating, processing, transfer of information;

Creation and maintenance of a regulatory and reference base.

office work- closely related to information support: organization of external and internal document circulation (reception of incoming documentation, its registration, accounting, distribution and delivery to performers); production and reproduction of documents; organization of archives.

Technological and technical support - associated with the design of management processes and equipping them technical means, mechanization and automation managerial work. An important problem is also the organization of managerial work (equipment and supply of workplaces, ensuring normal and safe working conditions, rhythmic work).

Improving the control subsystem

One of the management functions is the design and improvement of the management subsystem itself. The directions of improvement are different: changing the composition and scope of functions, changing the degree of centralization and decentralization of functions, improving the organizational structure of management, mechanization and automation of managerial work, etc.

2. Process approach in management

There are several stages in the formation of management science, which reflect the system of views in a certain period of time.

1. The process approach considers management as a process that combines the main functions of management into a series of continuous interrelated actions.

2. Systems approach to management formulated the concept of the external environment of the enterprise and the meaning of analysis external environment for the enterprise.

3. The situational approach tries to link specific methods, technologies with specific situations to achieve the goals of the enterprise with the rational use of resources, it involves the analysis of situational variables.

The process approach was first proposed by adherents of the school administration who tried to describe the functions of the manager. However, these authors tended to view such functions as independent of each other. The process approach, in contrast, considers management functions as interrelated.

Management is seen as a process because working to achieve goals with the help of others is not some one-time action, but a series of continuous interrelated actions. These activities, each of which is a process in itself, are essential to the success of the organization. They are called managerial functions. Each managerial function is also a process, because it also consists of a series of interrelated actions. The management process is the total amount all functions.

Henri Fayol, who is credited with the initial development of the concept, believed that there were five original functions. According to him, "to manage means to predict and plan, organize, dispose, coordinate and control."

IN general view the management process can be represented as consisting of the functions of planning, organization, motivation and control. These four primary functions of management are united by the connecting processes of communication and decision making. Management (leadership) is seen as independent activity. It involves the ability to influence individuals and groups of workers in such a way that they work towards the achievement of goals, which is essential for the success of the organization.

The allocation of management functions occurs as a result of the division and specialization of labor in the field of management. Apply various classifications management functions.

Planning- this is a type of management activity for setting goals and ways to achieve them. The result of the planning process is a system of plans, including corporate, functional plans, employee plans, etc.

Organization- this is a type of management activity for the development of a management structure, distribution of powers and responsibilities.

Motivation- this is a type of managerial activity to encourage a person to activity, which has a certain target orientation.

Control is a type of management activity to ensure that the organization achieves its goals.

The activity of performing functions is a process that requires certain resources and time. Exactly process approach to management made it possible to see the relationship and interdependence of management functions.

The management process reflects the recommended sequence of functions, or rather the sequence of the start of actions to perform functions, since the implementation of a multi-loop feedback leads to the simultaneous implementation of functions.

Connecting processes are the process of communication and decision making. Communication process is the process of exchanging information between two or more people. Thanks to communications, managers (management apparatus) receive the information necessary for making decisions and bring the decisions made to the employees of the enterprise. If communications in the enterprise are poorly established, decisions can be erroneous.

Decision making process is the choice of an alternative.

In the process of performing management functions, managers have to make a large number of decisions: when planning: setting goals, determining necessary resources, the choice of ways to achieve goals and objectives; in the implementation of the function of the organization: the structure of production, the structure of management, the organization of the production process, support services and service production, the organization of labor of workers and specialists.

2. Essence and content of management functions

Planning-- this is one of the ways by which leadership ensures a single direction of efforts of all members of the organization towards the achievement of its common goals. With this function, the management process begins, the success of the organization depends on its quality.

Through planning, management seeks to establish the main lines of effort and decision making that will ensure unity of purpose for all members of the organization.

Planning forms:

promising

medium term

Current (budgetary, operational)

Types of plans:

1. Depending on the content economic activity: production plans, sales plans, logistics, financial plan, plan advertising work, plan for NOT, etc.

2. Depending on the structure of the company: the work plan of the enterprise, section, branch, department. Planning involves a reasonable choice of goals, the definition of policies, the development of measures and activities, the choice of methods for achieving goals. Depending on the direction and nature of the tasks under consideration, there are three types of planning: strategic or long-term; medium-term and tactical or current.

The planning function means the development and adoption of a specific resolution, written or oral, in which one or another I am a goal, a task. This decision is a management decision.

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. At its core, the planning function answers three main questions:

1. Where are we currently located? Managers should evaluate strengths and weak sides organizations in important areas such as finance, marketing, manufacturing, research and development, labor resources. All this is done to determine what the organization can realistically achieve.

2. Where do we want to go? Assessing opportunities and threats in the organization's environment, such as competition, customers, laws, political factors, economic conditions, technology, supply, social and cultural change, leadership determines what the organization's goals should be and what can prevent the organization from achieving these 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.

Organize means to create a structure. There are many elements that need to be structured so that an organization can carry out its plans and thereby achieve its goal. One of these elements is work, specific tasks of the organization, such as building houses or assembling a radio or providing life insurance.

The essence of the function 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 active connections between all elements of the controlled system.

To organize means to divide into parts and delegate the implementation of a common management task by distributing responsibility and authority, as well as establishing relationships between different types of work.

The function of the organization is realized in two ways: through administrative and organizational management and through operational management.

Administrative and organizational management involves determining the structure of the company, establishing relationships and distributing functions between all departments, granting rights and establishing responsibilities between employees of the management apparatus.

Operational management ensures the functioning of the company in accordance with the approved plan. It consists in periodic or continuous comparison of the actual results obtained with the results planned by the plan, and their subsequent adjustment. Operational management is closely related to current planning.

There are two main aspects of the organizational process:

1. Division of the organization into divisions according to goals and strategies.

2. Delegation of powers.

The content of the function is:

Adaptation of the organizational structure of the company to the tasks of the planned activity;

Selection of people for specific work and delegation of powers to them, rights to use the resources of the organization.

Motivation

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.

The essence of the motivation function lies in the fact that the staff of the organization performs work in accordance with the delegated rights and obligations and in accordance with the accepted management solutions.

In a general sense, motivation is the process of inducing oneself and others to activities in order to achieve certain goals.

Content theories are based on identifying the inner urges that cause people to act in certain ways. According to the theory of Oil, all human needs can be divided into five groups:

physiological needs - necessary for survival;

the need for security and confidence in the future;

social needs - the need for belonging to any human community, a group of people;

· needs for respect, recognition;

The need for self-expression.

Positioning needs in the form of a strict hierarchical structure, Masloy showed that the needs of the lower levels (physiological and safety needs) require priority oh my satisfaction. Before the need of the next level becomes the most powerful determinant of human behavior, the need of the lower level must be satisfied ( and not necessarily completely). The manager needs to observe subordinates to determine what active needs drive them.

D. McClelland identified three levels of needs:

· the need for power - the desire to influence other people. Those who have the highest need for power and have no inclination to adventurism or tyranny "should be prepared to occupy the highest leadership positions;

· the need for success. Is satisfied not with the announcement of the success of any person, but with the process of bringing the work to a successful completion;

· the need for involvement. It means that people are interested in the company of acquaintances, establishing friendly relations, helping others.

Control

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

1. Control is very important for the successful functioning of the organization.

2. Without control, chaos begins and it becomes impossible to unite the activities of any groups.

3. Monitoring is necessary to detect and resolve emerging problems before they become too serious.

4. Control is used to stimulate successful activity.

5. Control is necessary to deal with an uncertain situation, both internal and external. Uncertainty: changing laws, social values, technology, competitive conditions, etc.

6. Control prevents the emergence of crisis situations.

7. Control supports everything that is successful in the activities of the organization.

8.Breadth control. Control must be comprehensive.

The control function is such a characteristic of management that allows you to identify problems and adjust the activities of the organization accordingly before these problems develop into a crisis. Any organization must have the ability to fix its mistakes in time and correct them before they damage the achievement of the organization's goals.

There are three aspects of managerial control:

Standard setting is the precise definition of goals to be achieved within a given time frame. It is based on the plans developed during the planning process.

It is a measurement of what has actually been achieved over a given period and a comparison of what has been achieved against expected results. If both of these phases are performed correctly, then the management of the organization not only knows that there is a problem in the organization, but also knows the source of this problem.

The stage at which action is taken, if necessary, to correct major deviations from the original plan. One possible action is to review the targets to make them more realistic and relevant to the situation. The teacher, for example, through a system of tests, which is a method of monitoring to determine the progress of students in learning compared to established norms, saw that the group could learn more material than was originally determined. As a result, he may revise educational plans to allow more material to pass through.

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

The following types of control are distinguished:

· preliminary control.

current control

final control.

The control technology is carried out according to the following scheme:

1. choice of control concept (system, process, private check);

2. determination of the goals of control (purposefulness, correctness, regularity and effectiveness of control);

3. establishment of control standards (ethical, industrial, legal);

4. choice of control methods (diagnostic, therapeutic, preliminary, current, final);

5. Determination of the scope and area of ​​control (continuous, episodic, financial, product quality).

3. General and special management functions, criteria for their selection.

Management functions should be understood as relatively separate areas of management activity (labor processes in the field of management), which provide management impact. They reflect the essence and content of management activities at all levels of management.

Management functions arose as a result of the division and specialization of labor.

General management functions - functions that form the management cycle and reflect the specifics of managerial work, regardless of the nature and specifics of the organization's activities. The main functions include: planning, organization, motivation and control.

The planning function occupies a central place among all functions, as it is designed to strictly regulate the behavior of an object in the process of implementing its goals and tasks. The planning function provides for the definition specific tasks and development production programs each division for different planning periods. The organization of management is a set of techniques, methods, a rational combination of methods and links management system and its relationship with the management of objects and other control systems in time and space.

The function of motivation has an impact on the team in the form of incentive motives for effective work through social influence, collective and individual incentive measures.

The control function is manifested in the form of impact on a team of people, through the identification, generalization, accounting, analysis of results. production activities each workshop and bringing them to the heads of departments and services in order to prepare management decisions. This function is implemented on the basis of operational, statistical, accounting data, identification of deviations from the established performance indicators and analysis of the causes of deviations.

Special Features management- functions, the composition of which is determined by the specifics of the activity of the managed object

Since any organization uses various resources in its activities, it makes sense to talk about the management of these resources. And according to the type of activity of employees of the management apparatus related to the use of enterprise resources, specific management functions can be distinguished.

On the basis of management processes, special functions are the management of the main production, auxiliary production, technical training, logistics, patent and licensing activities, capital construction etc.

On the basis of the object - the management of an enterprise, workshop, service, department, section, team, and the like.

On the basis of the elements of production and economic activity - management of labor, objects and tools of labor, information.

The content and significance of management functions

Management functions are implemented through the implementation of certain management tasks.

Remark 1

The difference between functions and tasks is that functions are permanent view activities that are implemented throughout the life of the organization, and tasks are some sub-activities, the implementation of which is necessary to achieve a specific goal in a certain period of time.

Management functions can be performed by individual employees (managers), as well as one or more departments of the organization. At the same time, one department may be responsible for the implementation of several management functions at the same time, and vice versa, the performance of one function can be provided simultaneously by several departments.

The distribution of responsibility for the implementation of management functions between departments and employees depends on a number of factors:

• Method of organizing production, its scale and structure;
• The scale of the organization's activities and the degree of its dependence on external conditions;
• The nature of the relationship of the organization with external counterparties;
• The level of logistics management.

The implementation of management functions in an organization is designed to provide the most efficient way to achieve organizational goals. Each of the management functions is homogeneous in content, repeatable and has a specific purpose. All management functions can be divided into two broad categories depending on their specificity - general and special.

General management functions

General management functions typically include:

• Setting goals - defining the results the company is striving for, its mission and philosophy as a way to achieve these results;
• Planning - making forecasts and foreseeing the future conditions of the company's activities, potential problems, as well as developing a plan to solve them and bring the company in line with the conditions of the external environment;
• Organization - the process of coordinating activities within the company, determining its structure and elements, their relationships and ways of interaction, distribution of responsibility;
• Decision making - analysis, search and development best solution in specific conditions;
• Motivation - application various methods impact on the company's employees in order to increase their ability to work and work productivity;
• Control - the creation of accounting forms that evaluate the activities of the company in achieving its goals, as well as the activities of individual employees.

Special management functions

Definition 3

Special management functions are functions that are implemented in connection with the specifics of the activities of a particular company.

The special functions of management include:

• Business communications - ensuring information interaction of the company and its employees with various agents of the external and internal environment;
• Personnel management - application of methods and tools for working with employees;
• Choice of management tools;
• Conflict management - identifying the signs and causes of conflicts, their prevention and elimination by various methods;
• Corporate image management - choosing the style of behavior of management and the company as a whole, determining its impact on the perception of the company by the target audience;
• Risk management - determining the company's actions in a situation of uncertainty;
• Financial management;
• Innovation management - determining the ways for the development of the company and choosing ways to improve it;
• Corporate culture management.

The word "function" means activity, work, duty. The functions carried out in the production of material products are divided into executive and organizational, or management functions.

Executive functions are performed by employees in accordance with a specific task and their qualifications.

When performing any managerial function, the synthesis (association) of employees is carried out to perform the tasks set, and their activities are coordinated. It is this element of synthesis in managerial activity that distinguishes management functions from executive functions. The functions of production management are a relatively independent type of synthesizing activity of people, due to the presence of a division of labor in production management. The relativity of this independence lies in the fact that any managerial decision and action is subordinated ultimate goal management.

Management functions can be classified according to various criteria. It is more convenient to divide them into functions of general and specialized management.

The specialized control functions are divided into three groups

Technological functions include the development of rational systems for the production of products, technologies for its creation, processing, storage and transportation;

Providing functions provide for the fulfillment of the requirements of production technology by providing it with everything necessary. This includes engineering, material and technical, cultural and household and economic services.

Coordinating functions provide forecasting of the development of the enterprise; production-economic and operational-technical planning; organization production processes and labor of people; management, control and regulation of the course of production (operational management).

There are general and special management functions. General functions include forecasting and planning, organization, coordination, motivation (stimulation), accounting and analysis, control.

The special functions of management are in principle the same as the general ones, but only in a certain (special) area of ​​activity: in the sphere of circulation, supply, marketing, production preparation, production maintenance, etc.

Planning is a management function that determines the goals of the activity, the means necessary for this, as well as developing methods that are most effective in specific conditions. Planning also includes making forecasts of the possible direction of the future development of the object in close interaction with its environment.

Planning is the basic, starting function of management. It is with the preparation of the plan that the activity of any firm or company begins.

There are several types of plans.

Strategic (long-term) plans are drawn up for a period of 3 to 5 years. Usually they contain the philosophy of the development of the company, as well as the most general goals outlined by the management.

Medium-term plans are drawn up for a period of one to three years. They contain very specific goals and qualitative characteristics.

Short-term plans are drawn up for a period within one year.

Organization - formation of the structure of the control object and providing it with all the personnel necessary for normal functioning, initial resources, equipment, buildings, in cash. Organization as a function of management is:

Organizational design - division of the organization into blocks corresponding to the most important areas of activity for the implementation of the organization's goals. This process involves the establishment of the powers of various positions, the definition of official relations of specific individuals.

Organization of the work process - includes ensuring the normal functioning and interaction of various departments of the organization in achieving the planned goals.

Organizational structure is the "product" of the organizational design process and represents the formal rules developed by managers for the effective division of labor and the distribution of official duties among individuals and groups. The structure characterizes stable connections between the elements of the organization, allows you to determine the areas of control of managers and coordinate all functions.

Motivation is the main element of the regulatory function and is the process of stimulating a person or group of people to activities aimed at achieving the goals of the organization. This is a special type of managerial activity aimed at activating people working in an organization and encouraging them to work effectively. Stimulation is the process of using various incentives to motivate people. Stimulation takes many forms. In management practice, one of its most common forms is financial incentives.

Control - quantitative and qualitative assessment and accounting for results. Control is an element of feedback, since on the basis of its data, adjustments are made earlier. decisions taken plans, rules and regulations.

Control, according to the classics of management, links together all the functions of management, as it allows managers to maintain an acceptable state of affairs and correct wrong steps through replanning, reorganization and reorientation. Control is based on feedback.

Control has a strong influence on people's behavior. A poorly designed control system can make the behavior of workers oriented towards it, i.e. people will strive to meet the requirements of control, and not to achieve their goals, which can lead to the issuance of distorted information.

Control is effective if it is strategic in nature, aimed at achieving specific results, carried out in a timely manner and economically.

Coordination is also an element of the regulatory function, ensuring the achievement of coordination in the work of all parts of the system by establishing rational connections (communications) between them.

Any kind joint activities people implies a relationship between them, i.e. exchange of any information.

Communication is the process of transmitting and receiving information between two or more people.

This process should be called binding. It is he who allows people to coordinate their efforts, act in concert, achieving the goals of the organization. The better the communication process is organized, the more stable, productive and competitive the organization is. Underestimation of the importance of this process by some managers usually leads not only to losses of firms and companies, but sometimes to the complete cessation of their activities in the market.