The process of managing an organization. Management process For managerial employees, the management process

Any organization, including manufacturing enterprises to achieve their goals, they need a management process. The organization of management involves a combination in space and time of all components of the management process. The organization of management involves the creation of an organizational structure and the organization of the functioning of the production system. The control process can be represented as a sequence management decisions. The functional aspect of production management involves the performance of a number of functions. The general functions of management include planning, organization, motivation, coordination, control and regulation. Each of these functions, in turn, can be represented by a set of more particular functions. The planning function, for example, includes an analysis of the state of the control object, forecasting its development trends, determining management goals, developing a plan for achieving goals (distributing goals and resources by performers and deadlines). The control function includes functions such as accounting and analysis. The implementation of all these managerial functions requires decision making. So, when planning, planned decisions, in organization - organizational decisions, in regulation - operational regulatory decisions.

Making decisions is a process that begins with the emergence of a problem situation and ends with the choice of one of several options decision and action to establish a problem situation. Problem- this is a situation characterized by such a difference between the necessary (desired) and the existing state of the controlled system, which prevents its development or normal functioning. Management decision is a product of managerial work, it is the choice of an alternative carried out by the manager within the framework of his official powers and competence and aimed at achieving the goals of the enterprise. Management decisions are the main tool of managerial influence in response to problem situations that arise in the course of enterprise management.

Management decisions are a way of constant influence of the control subsystem on the controlled one (the subject of decision-making on the object of execution of the decision), which ultimately leads to the achievement of the set goals.

The processes of development, adoption and implementation of management decisions, evaluation of their actual effectiveness occupy a central, hierarchically main place in the structure management activities, since it is they who determine to the greatest extent both the content of this activity and its results.

Decision making is the main content of all management functions. The need for decision-making arises at all stages of the management process and is associated with all areas and aspects of management activities. From the standpoint of system analysis, the management process is, in essence, the process of solving the problems of the enterprise that arise as it functions and develops.

The management cycle always begins with setting goals, identifying and identifying problems, continues with the development and adoption of a solution necessary to respond to a problem situation, and ends with the organization and control of its implementation. The analysis of the result obtained and the assessment of the degree of achievement of the set goal serves as a source for identifying new problems and making new decisions, thus resuming the management cycle.

The meaning of management activity is to ensure that the enterprise achieves its goals, while the content of management lies in the development of certain control actions aimed at realizing these goals. The development, adoption and implementation of decisions is thus a concentrated expression of the very essence of management.

A managerial decision is understood as the choice of an alternative; action to resolve a problem. Ultimately, the management decision is presented as the result of management activities.

In a broader sense, a managerial decision is considered as the main type of managerial work, a set of interrelated, purposeful and logically consistent managerial actions that ensure the implementation of managerial tasks.

Thus, the concept of decision is ambiguous and is considered as a process, as an act of choice and as a result of choice.

The decision as a process involves a regulated sequence of actions for the development, adoption and implementation of the control action to achieve the goal.

A decision as an act of choosing (in accordance with accepted criteria) the means and methods for responding to a problem that has arisen from a variety of possible alternatives involves the release normative document regulating the activities of the management system, action plan, oral or written instructions on the need to perform a specific action, operation, process.

The decision as a result of the implementation of a specific chosen course of action is the achievement of the set goal, reflected in the established indicators.

A managerial decision is a creative act of the subject of management (the manager and the apparatus supporting him), which determines the implementation of a reasonable choice from possible alternatives of the goal, plan and method of the team’s activity to resolve the problem situation based on knowledge of the objective laws of the functioning of the management object and analysis of information for monitoring the state of the managed system and environmental influences.

The management decision is social act prepared on the basis of a variant analysis and an assessment adopted in the prescribed manner, having a directive value, containing the setting of goals and justification of the means of their implementation, organizing practical activities subjects and objects of management, aimed at achieving these goals.

Questions of management decision-making methodology cover such concepts as the typology of decisions, principles, methods and technology for the development and implementation of decisions, criteria for evaluating alternatives.

The concept of organizing the development of a management decision includes measures to improve the joint work of various units and divisions of the enterprise, as well as its individual employees in the process of developing and implementing decisions based on established regulations, instructions, standards, standards of responsibility and other policy documents.

The organizational essence of managerial decisions is that the personnel of the organization are involved in this work. For effective work it is necessary to form a workable team, develop instructions and regulations, empower employees with powers, rights, duties and responsibilities, establish a control system, allocate necessary resources, including information, provide employees necessary equipment and technology, constantly coordinate their work.

The organizational content of the decision is manifested in the fact that the system for organizing work on the development and implementation of decisions should be clearly defined, which allows you to establish and secure the rights, duties and responsibilities individual works nicknames and services of the organization for the implementation of individual works (operations), stages and stages of development and implementation of solutions. This is done by regulating and instructing employees involved in the development and implementation of the solution.

The concept of "management decision development technology" reflects the specifics and stages of actions to develop a solution, identified on the basis of optimizing the conditions for its practical implementation, taking into account the professional level of employees, specific conditions and various circumstances that determine the implementation of the solution.

The concept of "methods for the development and implementation of decisions" includes methods, forms, methods of performing work on the preparation and implementation of managerial decisions (data analysis, processing and systematization of the necessary information, determination of options for action, selection criteria, methods of decision-making and the procedure for its execution and control over solution implementation).

The subject of management - the decision maker (DM) - can be one person or a group of persons. The decision maker must have certain knowledge and experience in decision-making, and must also have the ability to reasonably take risks and a developed sense of intuition, must clearly represent his preferences and powers. Having the right of final choice, the decision maker may not agree with any of the options proposed by experts, consultants, advisers. When refusing to make a decision, the decision maker should be able to formulate new goals, identify resources for solving and assess the degree of achievement of new goals.

The concept of "object of making a managerial decision" includes all aspects of the enterprise, in particular, such as the organization of production, ensuring the introduction of innovations, economic and financial development, conducting marketing research on the market, organizing management activities, organizing wages, social development personnel and conduct personnel policy etc.

Management decisions are the driving force in the implementation of all enterprise management functions. So, the functions of production units include:

marketing research;

design;

pre-production;

management of material and technical resources;

production of products;

sales of products;

product quality management;

personnel management;

financial management.

The main functions of the management process include:

planning;

organization;

motivation;

coordination;

control;

regulation.

The functions of the decision maker in terms of the stages of development to the implementation of management decisions include:

information analysis;

diagnosis of the situation;

development of solutions and selection criteria;

choice of alternative;

organization of implementation of the decision;

results control.

The relationship of these functions can be schematically shown as follows (figure)

Management decisions should implement the following functions: guiding, coordinating, motivating.

guide the function of decisions is manifested in the fact that they are made on the basis of a long-term strategy for the development of an enterprise, are specified in a variety of tasks. At the same time, decisions are the guiding basis for the implementation common functions management - planning, organization, motivation, coordination, control, regulation, which are implemented through decisions.

coordinating the function of decisions is reflected in the need to coordinate the actions of executors in order to implement decisions within the approved deadlines and of the appropriate quality.

Functions of the decision maker

Function relationship

motivating the function is implemented through a system of organizational measures (orders, resolutions, orders), economic incentives (bonuses, allowances), social assessments(moral and political factors of labor activity: self-affirmation of personality, creative self-realization).

For effective preparation and implementation of management decisions, it is necessary to provide support for management decisions, i.e. to provide assistance to decision makers and preparers in the field of methodology, organization, personnel, information and economics.

Scientific and methodological support lies in the development of hypotheses, ideas, theoretical positions, principles that require experimental verification on models and subsequent implementation in management decisions when forming goals, objectives and the content of the control action.

Organizational support provides for the need to develop instructional materials on the procedure for developing, implementing and monitoring management decisions, on terms, procedures, participants, distribution of responsibility between them, etc.

methodical support, i.e. complex development teaching materials on all aspects of a management decision within the framework of the stages of preparation, implementation, analysis, evaluation of the results of decisions.

Personnel and social support provides for special training of personnel for participation in the development and implementation of the solution and the involvement of specialists from other profiles to ensure the completeness of the study, as well as holding individual and explanatory meetings with participants and implementing the solution.

Information-theoretical support provides the necessary information and allows you to automate information procedures, as well as the process of preparing, implementing and monitoring a management decision.

Economic support determines the terms of financing and the necessary resources and issues of development of incentives for participants in the development and implementation of the solution.

Legal support ensures that the decision as an organizational and legal act complies with the powers of the decision maker, the established procedure for the adoption and execution, verification of the legal consequences of the implementation of the decision. The decision should determine the sequence and procedure for solving the problem; calendar dates (intermediate and final); responsible executors with indication of departments, officials and surnames; issues of coordination and interaction between co-executors; reporting procedure.

In the methodology (development and implementation) of management decisions, such concepts as goal, alternatives, criteria, models, decision subject (DM), decision object, decision functions, decision support are used.

Target means desired final result activities. As a direct motive, the goal directs and regulates human activity. The goal of organizing the decision-making process is to increase its efficiency while saving living and past labor, which, in particular, comes down to the rational use of information.

Alternatives – possible ways solving a problem or problem to achieve a goal. To select a solution option (alternative) based on the stated goal, it is necessary to determine a set of criteria and develop rating scales for them.

Criterion is a rule according to which alternatives are ranked in order of their importance or preference. With the help of criteria, the degree of achievement of the goal is determined. In many cases, the decision has to be made in a multi-criteria environment.

In such cases, the criteria are ranked according to the degree of importance and the preferences of the decision maker are used.

Model is a conditional image of an object, process or phenomenon, used as a substitute for the original and reflecting its essential aspects. The model makes it possible to repeatedly conduct experiments to study possible outcomes implementation various options solutions. The model is developed to improve understanding of the objectively existing reality and to develop a rational plan of action.

The lack of reliable information does not allow to properly justify the options for decisions, the lack of time prevents a thorough objective assessment of the possible consequences of choosing one or another option, then decisions are made under conditions of uncertainty. According to the degree of uncertainty, situations can be divided into certain (deterministic), probabilistically certain (risk) and uncertain.

The subjective information of the decision maker is based on his experience, intuition, and the policy pursued. The characteristics of the human information processing system impose certain restrictions on all human behavior, even if it is an experienced, rationally thinking leader. This leads to the fact that decision makers themselves, without additional analytical support, use simplified and sometimes contradictory decision rules. To perform this additional analytical work on the solution, a decision maker is needed to help the decision maker consistently and consistently formulate the policy, the decision maker's preference system, and the problem structure. By constructing procedures for identifying preferences and making decisions, the decision maker helps the decision maker make informed choices, determine the necessary trade-offs, consciously and consistently implement his policy and evaluate its possible consequences.

The social (public) system is characterized by the presence of a person in the totality of interrelated elements. (For example, a production team). The set of solutions in the social system is characterized by diversity in the means and methods of implementation. This is explained by the fact that the main object of control is a person as a person with a high rate of change in consciousness, as well as a wide range of nuances in reactions to the same and similar situations.

Depending on the conditions for the implementation of decisions in the social system, the leader can achieve from his subordinates both cooperation (support), and opposition. The professionalism of a specialist who develops or implements a solution is determined by his ability to create a stimulating environment for the implementation of the solution. An employee whose functional duties include actions to manage the activities of other employees (subordinates) is a manager. Decisions made by a manager in a social system are called managerial decisions.

Before the production process itself begins, the manager creates his model (goals, forms of specific activities, available resources and opportunities, probable difficulties and ways to overcome them). All this is formed in the form of a management decision that directs, organizes and stimulates labor activity team.

Topic 2 CONDITIONS AND QUALITY FACTORS

Management processes

In the very general view methodology project management includes procedures, methods and tools for implementing the processes of initiating, planning, organizing execution, monitoring execution and completing the project.
Project initiation is the process of project management, the result of which is the authorization of the start of the project or the next phase of it. life cycle.

Project initiation may include the following procedures:

• Development of the project concept:
  
  - Analysis of the problem and needs in the project;
  - Collection of initial data;
  - Definition of goals and objectives of the project;
  - Consideration of alternative project options.

Consideration and approval of the concept.

Making a decision to start a project:

- Identification and appointment of a project manager;
- Making a decision on providing resources for the implementation of the first phase of the project.

Project planning is a continuous process aimed at defining and agreeing the best way actions to achieve the goals of the project, taking into account all the factors of its implementation.

Planning processes are carried out throughout the life cycle of the project, starting with the preliminary grand plan as part of the project concept, and ending with a detailed work plan for the final phase of the project. At the same time, plans are refined and detailed as the project progresses.

The main output of this stage is the Project Plan.

The planning process does not end with the development and approval of the initial project plan. During the course of the project, changes can occur both within the project and in the external environment, which require clarification of plans, and often significant rescheduling. Therefore, the planning process can continue throughout the project.

Project implementation planning may include the following procedures:

• Planning goals and scope of the project
• scheduling project work
• Cost planning and project financing
• Quality planning
• Organizational planning
• Communication planning
• Risk management planning
• Contract planning
• Development of a master plan for the project.

Organization of project execution - the process of ensuring the implementation of the project plan by organizing and coordinating the implementation of the work included in it.

Organization of project execution may include the following procedures:

• Distribution of functional duties and responsibilities
• Setting up a reporting system
• Organization of control over the implementation of the project schedule
• Organization of project cost control
• Organization of quality control
• Operational management of risk mitigation measures
• Responding to negative risk events
• Project team management
• Distribution of information in the project
• Preparation and conclusion of contracts
• Project Change Management

Project execution control - the process of comparing actual performance and plans, analyzing deviations, evaluating possible alternatives and taking corrective actions, if necessary, to eliminate undesirable deviations.

Project control may include the following procedures:

• Collection of project progress reports
• Analysis of the current state of the project in relation to baseline indicators (results, cost, time)
• Forecasting the achievement of project goals
• Preparation and analysis of the consequences of corrective actions
• Making decisions about impacts and changes

Completion of a project is the process of formally completing a project.

Project completion may include the following procedures:

• transferring to the customer a description of the project products, testing protocols, reports on the checks carried out;
• final assessment of the financial situation (post-project report);
• final project report and project documentation;
• a list of open questions and final papers;
• resolution of all disputes
• Documentation and analysis of the experience of this project.

Within the framework of these processes, the functions of managing goals and the scope of work, managing deadlines, costs, managing risks, quality, interaction, supplies, and personnel are distinguished.

Project participants

Project participants– physical and/or legal entities who are directly involved in the implementation of the project and whose interests may be affected during the implementation of the project.
According to the degree of involvement in the project, three groups of participants can be distinguished:

• core team - a group of specialists and organizations directly working on the implementation of the project in close contact with each other;
• extended team - more extensive than the main group, brings together specialists and organizations that provide assistance to members of the main group, but are not directly involved in the implementation of the project and the achievement of its goals;
• Stakeholders are people and organizations that influence core and extended team members and the progress of the project, but do not interact directly with them.

As a rule, the main participants of the project are:

Customer- a party interested in the implementation of the project and the achievement of its goals. Future owner of the project results. The customer determines the main requirements for the results of the project, provides financing for the project at the expense of its own or borrowed funds, and can conclude contracts with the main project executors.
In the company that initiated the project, the roles of the initiator and / or sponsor (curator) of the project may be allocated.

Initiator of the project is the person who identifies the need for the project and makes a "proposal" to initiate the project. This person can be from any function or level within or outside the organization.
Sponsor (curator) of the project- an employee (usually a senior manager) of the organization implementing the project, who supervises the project on the part of the organization (project owner), provides overall control and support of the project (financial, material, human and other resources).

The sponsor (curator) of the project is responsible for the achievement of the project's final goals and the realization of benefits for the organization. The project sponsor is responsible to CEO/ by the president or before the governing board.

The project sponsor appoints the project manager and provides him with the necessary support.

Project manager (project manager) - the person responsible for project management. The project manager is responsible for achieving the project objectives within the budget, on time and with the specified level of quality.

The project manager provides daily management of the project, the project team, in the context of all the main management functions (management by deadlines, costs, risks, etc.). Depending on the size of the project, the project manager may receive support from the project administrator, or the support team (project office).

Possible project participants, depending on its type, type, complexity and scale, can be:

Investor- the party investing in the project, for example, through loans. If the investor and the customer are not the same person, then banks, investment funds and other organizations usually act as investors.
Contractor (general contractor) - a party or participant in the project, entering into relations with the customer, and taking responsibility for the performance of work and services under the contract - this can be the entire project or part of it.

Subcontractor– enters into a contractual relationship with a contractor or subcontractor for more than high level. Responsible for the performance of works and services in accordance with the contract.

Suppliers - subcontractors, carrying out different types supplies on a contract basis - materials, equipment, vehicles and etc.

Authorities– parties promoting and supporting environmental, social and other public and government requirements associated with project implementation.

Consumers of the final product - legal and individuals, who are buyers and users of the project result, determine the requirements for the products and services provided, and form the demand for them.

Project manager- main responsibilities
The main strength of the project management concept lies in the delegation of power and the assignment of responsibility for achieving goals to certain leaders - the project manager and key members of the project management team.

The responsibility and authority of the project manager is determined by the contract with the Customer and / or the project charter (for internal projects).

The project manager usually performs the following functions:

• Forms the organizational structure of the project and the project management team;
• Resolves issues of attracting resources for the project;
• Participates in the selection, training and motivation of staff;
• Determines the responsibility, scope of work and goals for each team member;
• Develops and approves the project plan, including calendar plan, budget, risk management plan, communications plan, and possibly other elements;
• Ensures the execution of the project plan;
• Coordinates and takes part in the work on concluding contracts in the project and controls their timely execution and closure;
• Establishes all necessary communication links;
• Ensures the formation of effective information flows in the project, compilation and reporting;
• Maintains constant communication with the customer, resolves all his questions and ensures that he receives all the necessary information from him for the quality performance of work on the project;
• Controls and analyzes the current status of the project, predicts possible problems and takes corrective actions;
• Coordinates the activities of all participants and controls changes;
• Ensures complete and timely completion of the project.

The project manager must understand and be able to analyze the interests of key stakeholders and the characteristics of the project environment.

Project team and project management team

To achieve the goals of the project, the manager creates special organizational structures: the project team and the project management team. The success of the entire project largely depends on the effectiveness of the functioning of these organizational structures.

Project team- a temporary organizational structure that unites individual specialists, groups and / or organizations involved in the implementation of project work and responsible to the project manager for their implementation. Created in a targeted manner for the period of the project. May include both internal and external executors and consultants. There are different approaches to the formation of a project team (for example, matrix structures), which differ in the forms of attracting performers and exercising the power of the project manager.

The project management team brings together the members of the project team who are directly involved in project management and management decision making. From the ability of the project manager to identify and involve in project management necessary specialists depends on the reduction of project risks and potential problems.

Managers and team members (executors) report to the project manager and are responsible for the implementation of the planned work and results (responsibility can vary from a separate highlighted result (document, decision) to a completed subproject). It is important to sum up the experience of all team members from the very beginning to solve possible problems of the project. IN major projects, the project manager may assemble a small team of key people, each responsible for their own subteam (structured by work packages or subprojects).

It is essential that each person working on a project has clearly defined:

• role and line of accountability to the project manager when working on the project (he/she may follow the usual lines of accountability for other types of work);
• scope of work and requirements for delivered results (final and intermediate products);
• level of responsibility (decisions that he/she has the right to make within the framework of his/her functions).

The project team and the project management team exist only for the duration of the project or its phase.

Project office

In large projects, a project administrator and office may be allocated to support the project manager in collecting and processing information and performing managerial functions.

Project office is a specialized (physical or virtual) organizational structure designed to support the implementation of projects in different levels management in the organization.

“The project office can operate in a wide range of tasks, ranging from supporting project managers in the form of training, software, templates, and up to being responsible for the results of the project ”(PMBoK).

Depending on the type and purpose project office can occupy an appropriate position in the organizational hierarchy, both at a level close to the company's management, and at the level of management of individual large divisions.

Support offices for individual projects or programs are quite often created for large, complex projects and programs in order to centralize and streamline project and subproject management processes. Such project offices (project headquarters) are part of the management systems for specific projects and their need, as a rule, is not in doubt. Office functions may include the integration of calendar and financial plans subprojects, ensuring control and coordination of the activities of subproject managers, supporting communications, document management, change management and quality control.

Project offices at the level of individual departments of the organization are also quite common. Project offices of this type are common in large corporations And government organizations at the level of departments that carry out a significant number of their own projects or significant amounts of work in corporate projects(for example, Department information technologies, Department capital construction) in order to ensure multi-project planning, optimization of distribution and coordination of own resources involved in various projects.

Experience shows that the most difficult, in terms of creation and implementation, is the corporate project office (KPO). At the same time, it is the creation of a corporate project office that makes it possible to fully realize the benefits of applying project management approaches at the corporate level.

The corporate project office can provide the implementation of both support and development functions corporate system project management:

• Support and development of methodology, standards and project management processes;
• Ensuring the development of personnel in the field of PM;
• Support and development of PM tools and infrastructure;
• Audit of project management processes,

and directly implement managerial functions, including:

• Administrative support for project managers and implementation of individual management processes at the project level;
• Support for management processes at the level of programs and project portfolios;
• Support for decision-making processes on projects by senior management.

If the organizational structure, as a form, reflects the statics of management, then the management process characterizes the dynamics, i.e. the functioning of the management system, everything that happens in the management system of the organization in time. A process is any action that management takes to achieve the goals of an organization.

Management - a complex process aimed at solving problems, it can be represented as tracking trends, setting goals, formulating problems and opportunities, developing and selecting alternatives, making decisions, drawing up programs and budgets, determining directions and measures for their implementation.

For example, when a manager carries out planning, organizational activities and control, he makes decisions. He analyzes the situation, develops several alternatives, compares alternatives, makes a decision and evaluates the result. Decision making is directly related to all management functions. The management process is divided in time and space into separate stages for the performance of certain work related to the adoption of management decisions.

Management process- a set of sequential actions performed by the head and the management apparatus to prepare and implement the impact on the controlled object.

Mandatory components of the management process are:

• 1. The control object that determines the content of the functional tasks solved in the control process.
• 2. The subject of management is the decision maker. LPR can be individual and group.
• 3. The content of the process.
• 4. Organization of the process.
• 5. Process technology.

Grouping actions by function defines the tasks to be solved in a particular unit (these are specific management functions)

Grouping actions the nature allows you to highlight the stages of the management process. Grouping actions by time- stages, procedures and operations.

Stage of the management process - this is a group of actions that are distinguished by their qualitative certainty, homogeneity, obtaining a specific intermediate result.

There are 4 stages of the management process:

1. Goal setting.

Target- a perfect representation of the desired, necessary and possible (final) the state or result of an activity to be achieved with cash or identifiable funds.

Each management process begins with the setting of goals and the definition of criteria by which the degree of its achievement is determined. Different kinds criteria allow us to quantify the priority of goals and activities, to choose the most effective solutions. Goals are planned and one-time.

2. Assessment of the situation

Situation- the current state of the controlled system, estimated relative to the goal.

Typically, the situation is described using information, scorecards, and the like. Situations can be typical and original, critical and normal, foreseen and unforeseen, temporary and permanent.

3. Definition of the problem.

Problem is the main conflict between current state management system and the goal.

The existence of a problem indicates a discrepancy between the goals and objectives of the organization and the possibilities of their actual implementation. For example, a 20% discrepancy between planned and actual sales means there is a problem.

4. Management decision.

Making decisions represents a conscious choice among the available alternatives of the course of action leading to the achievement of the goal.

Decisions are an organizational response to an emerging problem. Decisions are a product of managerial work, and its adoption is a process.

Each decision involves different ways and means of organizing work, resource costs, and consequences. This process underlies the planning of the organization's activities, since the plan is a set of decisions on the allocation of resources and the direction of their use to achieve organizational goals.

Grouping actions in time allows you to highlight the stages, procedures and operations.

Stages of the management process:

• v Goal setting
• v Outreach
• v Analytical work
• v Choosing a Solution
• v Organizational and practical work.

Schematically, the connection between the stages and stages of the management process can be represented as follows:

Organization the management process reflects the order of interaction between various departments and employees in the performance of sequential actions and work. The division of managerial labor requires the establishment of organizational, informational links in the performance of joint work.

Technology management process characterizes the means and methods of performing procedures and operations, which include technical means, information and methods used.

The control technology may vary and depends on the chosen method of solving the problem.

The concept of the management process is closely related to the concept of activity. This is managerial work, i.e. the cost of resources: material, informational, human, etc. Therefore, it is important to evaluate and improve the efficiency of their use, and special attention is paid to the issue of the effectiveness of the management process.

Properties (characteristics) of the control process:

Features of the management process as a specific type of activity are reflected in the following properties:

1. Continuity

This property reflects the connection and unity of production and management.

rhythmic and efficient production activity out of control is not possible.

Sustained, constant nature of management actions aimed at achieving the goals of the organization, and thereby maintaining its existence and growth.

SU and OU. Command and information channels are not interrupted as long as the organization exists.

2. Discreteness

Management potential is accumulated (when collecting, analyzing information, developing a solution), and then implemented in the form of an impact on the educational institution.

Management - a complex process aimed at solving problems, can be represented as tracking trends, setting goals, formulating problems and opportunities, diagnosing, developing and selecting alternatives, programming and budgeting, directions for implementation and certain measures for implementation.

3. Cyclicity

The periodic repetition of a certain set of actions is an elementary control cycle.

4. Sustainability

The stability of the management process is ensured by the fact that the structure of the management process (the composition of actions and interactions) is fixed in the organizational regulations, OSU, which ensures the stability of the process. Relationships in the performance of permanent work are preserved.

5. Variability (dynamic)

Characterizes the ability of the management system to switch to new goals, problems, new methods of management.

It is due to changes that occur in production.

6. Regular sequence of stages and stages.

Regular repetition of the main stages in each management cycle.

The properties of the management process must be taken into account when planning and organizing managerial work, determining the scope of work, their duration, and labor intensity.

Management process- this is a set of individual activities aimed at streamlining and coordinating the functioning and development of the organization and its elements in the interests of achieving their goals.

Management process solves two tasks:

• tactical is to maintain stability, harmony of interaction and performance of all elements of the control object;
• strategic ensures its development and improvement, transfer to a qualitatively and quantitatively different state.

The process is characterized continuity, cyclical repetition of individual phases (collection, processing, analysis, storage, control of information; development and decision-making; organization of their implementation), unevenness, inertia, manifested in the delay of managerial actions. It develops and improves along with the organization itself.

Management process combines such moments as managerial work, its subject and means, and is realized in a specific product.

The subject of labor in management are management documents, which received such a name, in contrast to other documents that are not related at all to the management process. The document is currently the main carrier of information in the management system. They are used to connect between structural divisions organizations.

The transformed information acquires an independent existence and can be accumulated, which leads to a complication of the management process, an increase in the dominance of past decisions over current ones. The latter, however, is to a certain extent useful, since it generates organizational order, which ensures the automatic operation of management mechanisms and the performance of appropriate actions without special instructions. However, it is limited, as it is not able to subordinate and coordinate all organizational elements.

By means of managerial workis everything that contributes to the implementation of operations with information - from computers, telephones to pens and paper. At the same time, they distinguish: means of compiling documents (printers, voice recorders, etc.); means of processing and processing documents (stamps, cutters, punchers); means of grouping and storing documents (folders, folders, file cabinets); means of performing computational operations; means of operational communication; furniture.

product of labor is the result of the management process, which is a management decision. With the help of one or another material carrier (mainly documents), these decisions come directly to the control object.

managerial labor, as well as engineering, design, research, etc., belongs to the category mental labor carried out by a person in the form of neuropsychic efforts. He exists in three main forms: heuristic, administrative and operator.

heuristic labor is reduced to a set of actions for the analysis and study of certain problems facing the organization, and the development on the basis of this of various options for their solutions - managerial, economic, technical. Depending on the complexity and nature of the problems themselves, this work is carried out by managers and specialists.

Administrative labor is the domain of chief executives. It is associated with the performance of such types of work as the current coordination of the activities of subordinates, their control, evaluation, motivation, management (bringing orally and writing made decisions to performers), instruction, exchange of information (carried out in the process of holding meetings and meetings, receiving visitors, conducting business negotiations, answering letters and phone calls, bypassing workplaces).

Operator labor aimed at technical support production and management processes necessary information. It includes such work as documentation (formulation, reproduction, sorting, and storage of various kinds of documents); primary accounting and accounting (collection of statistical, accounting and other information about production, economic, social and other processes occurring within the organization); communicative-technical, computational and formal-logical (sequential processing of the collected information and the implementation on its basis and according to a given algorithm, the calculations necessary for decision-making).

This work falls to the lot of specialists and technical performers. Part of it, strictly speaking, does not apply to the mental, so the term "non-physical labor" is sometimes used to refer to it.

The process of managerial work consists of elementary actions, or operations, that is, homogeneous, logically indivisible parts of management activities, with one or a group of information carriers (documents) from the moment they arrive until they are transferred in a transformed form to others or for storage.

Management operations is a technologically inseparable process of processing management information received by a given structural unit.

Management operations are: search, computational, logical, descriptive, graphic, control, communication (for example, listening, reading, talking, observing the actions of various devices, thinking, etc.).

An independent complex of information processing operations (collection, study, analysis, formulation of conclusions, their execution), ending with a result defined in form and content in the form of an oral message or document (certificate, order, letter, etc.), was called work.

Management jobs vary:

• according to the intended purpose (foresight, activation, control);
• by specific content (research, planning);
• by periods (strategic, tactical, operational);
• by stages (goal setting, situation analysis, problem definition, solution search); by orientation (inside or outside the organization);
• by spheres (economic, social, technological);
• by objects (production, personnel);
• on forms and methods of implementation; by organizational role (differentiating and integrating);
• by the nature of information transformation (stereotypical, algorithmic, and creative);
• according to the degree of difficulty.

Let us dwell on the latter, since for managerial work it is perhaps the main characteristic.

The complexity of managerial work is due to several circumstances.

Firstly, the scale, number and composition of the problems to be solved, the links between them, the variety of methods used, organizational principles.

Secondly, the need to make new, innovative decisions, often under conditions of uncertainty or risk, which requires deep professional knowledge, experience, wide erudition.

Third, the complexity of managerial work is determined by the degree of efficiency, independence, responsibility, riskiness of decisions that need to be made. The manager, when making decisions, often takes responsibility not only for the material well-being of people, but for their health and even life.

• communication (negotiating, receiving visitors, bypassing the organization, going on business trips);
• administrative and coordinating (bringing to the executors of the decisions made orally and in writing, compiling and issuing tasks, instructing);
• control and evaluation (checking the timeliness and quality of assignments);
• analytical and constructive (studying information and preparing decisions);
• information and technical (with information carriers) which take 10 - 15% of working time; primary accounting and accounting.

management procedure- a complex of interrelated management operations and documents in a certain order aimed at achieving a fixed .

The procedure should reflect the purpose of the work, the documents used and developed, their content, and the order of passage.

The classification of procedures and operations is carried out according to a number of criteria:

1. By content:
   • information or information technology are associated with the processing of information and its carriers. Documentation, primary accounting, accounting and computing operations and procedures are also distinguished here;
   • logical-cogitative or analytical-constructive ones are associated with the preparation and adoption of managerial decisions;
   • organizational ones consist of service and communication, administrative and coordination operations and procedures.
2. By the nature of the combination in time:
   • consecutive, i.e. each operation or procedure begins only after the end of the previous one;
   • parallel, involving the simultaneous execution of operations and procedures;
   • parallel-sequential ones provide for a partial combination of related operations and procedures in time and space.
3. By difficulty:
   • simple operations and procedures, i.e. containing several elements and operations;
   • complex operations (20-30 elements) and procedures (100 or more operations).
4. According to the degree of repetition:
   • repetitive, i.e. constantly performed by employees of the administrative apparatus;
   • non-repetitive or creative, complex operations and procedures.

With all its diversity and varying degrees of complexity, management procedures are cyclical.

Management cycle- this is the period of circulation of information in the field of management, which is measured by a specific time interval or calendar period for each procedure.

Theme 2 Psychological characteristic management process

1. The concept of the management process

2. Management organization

3. Basic principles of management activity

4. Management methods and their characteristics

5. Psychological patterns of managerial activity

Basic concepts and terms:control, control subsystem, controlled subsystem, direct information impact, feedback information, internal noise, internal disturbances, external disturbances, management organization, management principles, management methods, administrative and legal methods, economic methods, socio-psychological methods.

The concept of the management process

Management is an essential component of any joint activities in any historical period in the development of society. With the development of society, management activities became more complicated. But the realization that management is a special kind of human activity occurred only in the nineteenth and early twentieth centuries. The fundamental concept of "management" is considered in the science of management in the broad and narrow sense of the word [Weinstein].

Management in the broad sense of the word is a purposeful impact on a specific object or process [Urbanovich]. This definition applicable to both social and biological, technical and other objects. It includes not only the impact itself, but also preparation for it, control over the activities of the control object and analysis of the results obtained [Weinstein].

The concept of management in the narrow sense of the word, which can be applied to social objects, was proposed by M.A. Kremen.

Control- this is a purposeful information interaction between the subject and the object of control in order to transfer the latter from one state to another (from a lower to a higher one) or to compensate for disturbances acting on the object ( F possible), both internal and external The control process can be visually represented in the form of a diagram (Fig. 2.1) [Kremen, p. 245].

Initial conditions F possible

control subsystem control subsystem

Problem Purpose Direct link

Feedback channel

Rice. 2.1 Control process diagram

VS - internal noise, F pos - external and internal disturbances

Management is a professional human activity in which there are two subsystems - the managerial one (the subject of management, the manager) and the managed one (the organization or a specific subordinate). The subject of management exercises a managerial influence on the object of management through the channel direct information impact through commands and directives. This impact is purposeful, i.e. aimed at achieving the goals of the organization, and systematic, characterizing continuous activity.

To optimize the management process, it is of great importance feedback. It informs about the effect of directive information (orders, instructions, etc.) and provides interaction between the subject and the object of management. As a result, the manager can take additional measures to improve the management object, as well as self-improvement measures. Feedback helps the leader understand not only the effect of solving a particular problem, but also the changes that may occur in the social and psychological relationships of team members. Therefore, without a full-fledged feedback of information, effective management cannot be.

The organization of the management process can be hampered by internal noise in management activities and organizational disturbances.

Internal noise- these are factors that constrain the potential and results of a person's work when performing certain managerial activities: limitations of personal knowledge, skills, abilities and abilities of a leader that impede effective management. These include insufficient understanding of the characteristics of managerial work, poor leadership skills, a person’s inability to manage himself, stopped self-development, etc.

Internal disturbances- these are the restrictions that exist within the organization or enterprise itself, for example, conflict situations a team. TO external disturbances in the organization include restrictions caused from the outside, for example, economic crisis, untimely payment of salaries.

Thus, management performs an important socio-economic function, providing the relationship and interaction between the subject and the object of management, and largely predetermining the effectiveness of their joint actions.

2. Management organization [Flint]

Management organization- a set of actions leading to the formation and improvement of the relationship between the parts of the whole, allowing to realize the goals of management [Kremen, p. 19].

The organization of management is considered in the form of a specific algorithm that can be used to practical work to study management systems and serve as a convenient way to determine the sequence of work in improving the management process.

The algorithm considered below includes seven blocks denoting the constituent parts of the organization of the control system and the relationship between them (Fig. 2.2) [Kremen, p. 19].

Figure 2.2 Organization of the management system

Block 1. Learning goals organizational system and defining the processes needed to achieve these goals. The organizational system is usually multi-purpose. Its elements are built and coordinated from the very beginning in such a way as to ensure the achievement of the entire set of goals.

These goals from the position of the management organization mean that for each of them the processes must be determined, the implementation of which will ensure their achievement; these processes must be controlled. Consequently, there are people, bodies, structures that will work to achieve these goals, etc.

Block 2. Determination of the composition of the control system. Knowing the goals allows you to determine the necessary production processes (functions), i.e. certain types activities that need to be completed in order to achieve the goals. On this basis, the composition and structure of the organizational system as a whole are determined. Moreover, the nature of the organization of any institution is determined by the content of the activities of this institution.

Block 3. Determination of the structure of the control system. The necessary management subsystems, the number and levels of management bodies are determined, connections and communications are identified, and the appropriate type of structure is substantiated in relation to specific conditions.

At the same time, areas of competence are established, tasks, rights and obligations of governing bodies are formulated and distributed, their internal structure, the required number of employees is determined, the staffing etc.

Block 4. Development of control technology. Management technology is the methods, techniques, procedure for performing management functions at all levels, in all subsystems of the management system. It should be analyzed in parallel with the governance structure.

Block 5. Determination of links, ways and volumes of information flow, development of forms of documents and the order of document circulation, organization of office work. These tasks can be solved when it is obvious decisions made in the field of control system structure and control technology.

Block 6. Preparation and use of technical means. This is a labor-intensive work, solved in the process of creating automated systems management. The complex of means of organizational technology makes it possible to solve the problems of mechanization of information processing and, on this basis, to improve the technology and methods of management, to increase the efficiency of managerial work.

Block 7. Selection, placement and training of management personnel to work in the created control system. The selection and placement of people can be carried out when all the previous blocks are clear, otherwise everything will be done at random.

When analyzing the organization of management, it is important to take into account the connections and interdependence of individual blocks. Taking them into account significantly affects the quality of solving the problems of management organization, and makes it possible to provide a systematic solution to the problem.

Connection (1) determines the priority determination of the goals and objectives of the organizational system as a whole, so that practical actions for the organization of management systems proceed from given (known) and conscious goals.

Relationship (2) reflects the principle of necessary and sufficient diversity, which states that for the optimal functioning of the organizational system, it is necessary to create a management system that would allow managing all its elements.

Links (3,4). Between the structure of the control system and control technology, there must be mutual correspondence and interrelationships. The structure of the management system lays down the distribution of tasks, rights and obligations of the management bodies. These rights and obligations are determined and methodically equipped in the process of developing management technology. And vice versa, when developing management technology, it is necessary to take into account the proposed structure of management bodies, the degree of centralization of management that is being established, etc.

Relationship (5) testifies to the influence of the structure, composition and features of the controlled system on the control technology. For example, the decisive role is played by the type production process etc.

Links (6.7) show the influence of the structure and technology of management on the forms, the order of workflow, the flow (volume) of information.

Links (8, 9) emphasize that the choice of technical means depends on the amount of information and management technology, and vice versa, technical means affect the management technology, the forms and order of workflow.

Relationship (10) indicates the influence of technology on the structure of the control system (for example, the centralization of decisions in the field of control).

Relationship (11) shows the totality (amount) of knowledge required by managers and management personnel.

The analysis of connection (12) can lead, for example, to the conclusion that in some cases it is necessary to adapt the structure to the available frames. This is extremely undesirable, although it happens often, so the task of training (retraining) personnel becomes more urgent.

These are the interrelations of problems in the process of analyzing the organization of management. Their correct accounting will allow you to confidently study a management system with a developed structure, a complex network of communications and information flows, document management, necessary technical means etc.

Basic principles of management activity

A principle is the basic, initial position of a certain theory, doctrine, guiding idea, the main rule of activity.

Management principles- these are the fundamental truths on which the management system as a whole or its individual parts is built [Weinstein].

If the management functions are focused on organizational structure and show What should be done by the manager in the organization, then the principles of management are aimed at the behavior of people and determine How he must do it. The principles of management, unlike functions, are not rigidly interconnected, they embody the subjective experience of the leader and therefore can be enriched, significantly transformed depending on the specific situation, from the new managerial experience of the leader.

Control modern organization is based on the following basic principles [Meshcheryakov]:

1) principle of conformity of personnel to the structure: you can not adjust the organization to the abilities of working people, you need to build it as a tool to achieve a clearly defined goal and select employees who can ensure the achievement of this goal. Initially, a well-thought-out structure is created, in which there are no extra departments or levels of management, and then the appropriate personnel are selected;

2) principle of unity of command, or administrative responsibility of one person: each employee must report on his activities to one leader and receive orders only from this leader. If one performer receives consistent orders from two leaders at once, then this is inefficient, since there is unnecessary duplication. But if the orders are different or contradictory, then the execution itself becomes ineffective. In addition, the responsibility of administrative persons is scattered, it is not clear who should be responsible for the wrong order;

3)principle of departmentalization- creation of new divisions (departments): the organization is built from the bottom up, at each stage the need to create new divisions is analyzed. It is necessary to precisely establish the functions and role of the unit, its place in the overall structure of the organization;

4) management specialization principle: all regularly repeated actions must be distributed among the employees of the administrative apparatus, without duplicating them;

5) control range principle: one leader should not have an average of more than 6-12 subordinates. On execution physical work up to 30 people can be subordinate to the manager, but the higher the level of management, the smaller the range of control that the manager can exercise. At the top of the management pyramid, there are 3-5 people directly subordinate to the manager;

6) vertical hierarchy principle: the fewer hierarchical degrees, the easier it is to manage the organization, because management becomes more mobile;

7) principle of delegation of authority: the head should not do what his subordinate can do, while managerial responsibility remains with the head;

8) ratio principle: at all levels of management, power and responsibility must coincide. Within the framework of his authority, the leader bears full personal responsibility for the actions of people subordinate to him;

9) principle of subordination of individual interests to a common goal: the functioning of the organization as a whole, and each of its divisions separately, must be subordinated to the strategic goal of the organization's development;

10) remuneration principle: each employee should receive remuneration for his work, and it should be assessed by him as fair.