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Ulyanovsk State Technical University

Institute of Aviation Technology and Management

Department of Economics, Management and Informatics

COURSE WORK

Information and communication technologies in the management of the organization

Specialty: 08050765 "Management of the organization"

Subject: "Management Theory"

Ulyanovsk 2010

Table of contents

• Introduction
• 1. Organization management
• 2.2 Communication styles
• 3. Organizational processes
• 3.1 Communication process
• 3.2 Communication networks
• 3.3 Communication interference
• Conclusion

Introduction

Every organization has an artificial, man-made nature. In addition, it always strives to complicate its structure and technology. These two circumstances make it impossible to effectively control and coordinate the actions of the members of the organization at the informal level or at the level of self-government. Each more or less developed organization should have a special body in its structure, the main activity of which is the performance of a certain set of functions aimed at providing the participants in the organization with goals, coordinating their efforts. This type of activity is called management.

To survive, the organization must remain resistant to the disintegration pressure on it from the external environment. To do this, the organization develops and maintains its structure and culture. However, solving structural problems alone is not sufficient. A set of statuses (positions) and roles constitutes a formal organizational structure. However, they do not determine the vital potential of the organization, but the people who occupy these positions or perform these roles. Employees of the organization to varying degrees show their individuality in the process of performing work. As a result, not only are there different styles of doing the same job, but there are also different patterns of relationships between people in the organization. Over time, these patterns "typify" and grow into traditions that define the nature and direction of how people interact in an organization.

Traditions of this kind cannot be identified and considered only from the standpoint of formal organizational relations fixed in the structure of the organization. Therefore, in order to understand the nature of informal relations, traditions, culture that surround the structure of the organization, it is also necessary to study the dynamics of the system, i.e. processes that occur when people interact. Understanding the structure and processes helps the manager to ensure the achievement of the goals of the organization, to determine the role and place of each individual person in an organization in terms of meeting its individual goals.

Management in the organization is carried out through people. One of essential tools management in the hands of the manager is the information at his disposal. Using and transmitting this information, as well as receiving feedback, he organizes, directs and motivates subordinates. Much depends on his ability to convey information in such a way that the most adequate perception of this information by those to whom it is intended is achieved.

The process of transferring information and the means for this transfer are called communication. At the same time, communication is understood as the connection between objects, as well as the process of interaction in the organization and between organizations. Communication plays a huge role in management, is the most important means to achieve the goals of the organization.

The development of new communication technologies directly and indirectly affects economic processes. Specialists predict a significant change in the labor market, and globalization, acceleration and decentralization are defined as indicators of a new phase of the market economy.

Information and communication technologies, due to their great potential for growth and development, are recognized throughout the world as the forming and central link of the new world economy. In USA concept new economy already plays a significant role in the formation of the budget and financial policy of the state. The growing attention to information and communication areas around the world is due to the general increase in the role of information industries in the global economic system.

1. Organization management

Management is a function of a specific body of an organization that provides direction for the activities of all elements of the organization without exception, keeps within acceptable limits the deviation of individual parts and the organization as a whole from the set goals. For example, a department in public institution has rules and regulations governing work time employees, the quantity and quality of their work, relationships with other departments, etc. The management of the department, performing the function of management, controls the implementation of these norms and rules, applying methods of reward or punishment.

Functioning modern organizations faces many problems, some of which are typical and can be relatively easily solved by specialists using conventional technologies for developing and implementing solutions. To solve non-standard problems, special technologies are required - the development of solutions, and, finally, the solution of some problems may be beyond the power of both managers and specialists. A set of such problems characterizes the organization as one of the most difficult objects for study and knowledge. Of particular interest is the management system of the organization. Its study and improvement is a constant task of the leader.

Management system (CS) - a set of all elements, subsystems and communications between them, as well as processes that ensure the specified (purposeful) functioning of the organization.

For the management system of organizations it is necessary:

- develop the mission of organizations;

- distribute the functions of production and management;

- distribute tasks among employees;

- establish the order of interaction between employees and the sequence of functions performed by them;

- purchase or upgrade production technology;

- establish a system of incentives, supply and marketing;

- organize production.

The implementation of these activities requires the creation of an SU, which must be consistent with the organization's production system (Fig. 1).

communication information management network

Rice.1 . Systemmanagementorganizations

SU consists of four subsystems: methodology, process, structure and management techniques (Fig. 2).

Rice.2 . Structureelementssystemsmanagementorganization

Management methodology includes goals and objectives, laws and principles, functions, means and methods, schools of management.

Control process - part management activities, including the formation of a communication system, the development and implementation of management decisions, the creation of a system information support management.

Management structure - a set of stable links between objects and subjects of management of an organization, implemented in specific organizational forms. The management structure includes functional structures, schemes of organizational relations, organizational structures and a system of training or advanced training of personnel.

Management equipment and technology include computer and organizational equipment, office furniture, communication networks, document management system.

The management methodology and process characterize management activity as a process, and the structure and management technique as a phenomenon. All elements included in the SS must also be professionally organized for effective work the company as a whole.

The main elements that make up the company management system are: goal, management process, method, communications, task, law, principle, organizational relations, function, technology, solution, information support characteristics, document management system, organizational structure.

The goal is an ideal image of what is desired, possible, necessary and historically acceptable for the company.

Management process - a sequence of stages of formation and implementation of the impact to achieve the goal.

Method - a way of influencing a person and a team. It is selected based on the priorities of the needs and interests of a person or team.

Communications - the process of interaction or opposition in the system "man - man", "man - computer" through the transfer of information.

A task is a specific problem arising from a goal that needs to be resolved.

Law is a necessary and stable relationship between phenomena. There are laws of nature, social development and public institutions (states). Laws have no alternatives.

Principle - the basic position of any theory, doctrine, worldview. Principles have alternatives.

Organizational relations - various types of influences on a person, including administrative, functional, patronage.

A function is a job, service or duty entrusted to a person.

Technology - a set of methods and processes for performing specified functions.

Decision - the result of a person's mental activity, leading to a conclusion or action Characteristics of information support - parameters of volume, value, reliability, richness and openness of information.

Functional structures - schemes of interaction of functions necessary for the successful operation of the company. Document management system - the procedure for the movement of incoming, outgoing and internal documents adopted in the organization.

Organizational structure - a diagram of the interaction of positions, functions and subordination. The relationship between the elements of the control system is schematically shown in Fig.3.

Rice.3 . Relationshipelementssystemsmanagement

The goals of the company are divided into a group of specific tasks that are united according to the field of activity: economic, technical, social, environmental tasks, etc.

To solve problems, a set of functions or operations that must be performed is formed. So, to solve economic problems, it is necessary to perform the following functions: accounting, labor and wage, marketing, etc.

A number of different tasks may require the same functionality. Therefore, the entire set of functions is analyzed, grouped and then the functional structure of the company is compiled. Depending on the operating conditions of the company, the process of performing functions can be cyclic and one-time, continuous and discrete, sequential and parallel.

The selected process scheme determines the priority of certain organizational relationships. Based on the functional diagram, process and organizational relations, the composition of personnel is determined by the number and qualifications. These data are enough to build an organizational management structure (linear-functional, hierarchical, matrix, etc.).

Knowing the list of all positions, functions performed and subordination, it is possible to calculate technical equipment staff workplace. After that, in accordance with the delegated authority, employees can develop, agree, adopt, approve and implement decisions. In addition, almost all elements are subject to laws and regulations (principles) professional activity. From that moment on, the company is considered to have started work.

2. Communications in the control system

2.1 Communications - concept, types

Communication (Latin communicatio), literally meaning "common" or "shared by all". In practical terms, it is the process of exchanging ideas and information between two or more people, leading to mutual understanding.

Communication goals:

· Ensuring effective exchange of information between subjects and objects of management.

· Improving interpersonal relationships in the process of information exchange.

· Creation of information channels for the exchange of information between individual employees and groups and the coordination of their tasks and actions.

· Regulation and rationalization of information flows.

Communications are divided into the following types:

interpersonal or organizational communications based on oral communication;

communication based on written exchange of information.

Interpersonal communications, in turn, are divided into:

formal or official. These Communications are governed by policies, rules, job descriptions a certain organization and carried out through formal channels;

informal communications that do not follow general rules certain organization; they are carried out according to the established system of personal relations between employees of the organization.

Typical information conveyed through informal communication channels: upcoming layoffs of production workers, new tardiness penalties, change in organizational structure, upcoming relocations and promotions, a detailed argument between two executives at the last sales meeting, who is dating whom after work, etc. .d.

Among the formal organizational communications are:

vertical, when information moves from one level of the hierarchy to another;

· horizontal between different departments, intended to coordinate the activities of various departments.

Vertical communications, in turn, are divided into:

ascending, when information is transmitted from the bottom up (from lower levels to higher ones). This type of communication contains the information necessary for managers to assess the area of ​​activity for which they are responsible;

descending, carried out from top to bottom. This type of communication is directly related to the management and control of employees.

Interpersonal communications are also divided into:

verbal (verbal) and non-verbal.

Verbal , those. language, speech means are the main ones. The ability to concisely, clearly and clearly state the main ideas is the most important professional quality manager and marketing specialist.

As non-verbal ( non-linguistic) means, gestures are used, changes in the position of the speaker’s body, features of his appearance, as well as the surroundings accompanying his performance (for example, musical, vocal accompaniment, the presence of famous, authoritative people nearby, etc.).

Information sent by the sender without using words as a coding system forms a non-verbal message that underlies non-verbal communication. Recently, this area of ​​interpersonal communication has increasingly attracted the attention of scientists and specialists. The fact is that the effect of most messages is created by non-verbal information: 37% - by the tone of voice and 55% - by facial expressions. This is especially evident in cases where the verbal part of the sender's message is contradictory.

Verbal and non-verbal forms of communication are not always and necessarily mutually exclusive. As a rule, the recipient's interpretation of the message is based not only on words, but also on such elements as gesture and facial expressions that accompany the words of the transmitting party.

Communication tasks are solved in the course of communication processes, i.e. information exchange processes.

2.2 Communication styles

Communication style is the way in which an individual prefers to build communication interactions with others. There are many different styles used by people in interpersonal communication. as well as many approaches to defining these styles. Knowledge of styles helps determine how to behave and what to expect from behavior associated with a particular style.

Two variables can be taken as the basis for measuring interpersonal communication, such as openness V communications And adequacy reverse connections. The first dimension includes the extent to which one opens or exposes oneself in communication to others in order to get a response from them, especially their response, showing how they perceive us and our actions. The second dimension shows the extent to which people share their thoughts and feelings about them with others. Having built a matrix on this basis, where the first dimension will be laid down vertically, and the second dimension horizontally, we can distinguish five styles of interpersonal communication (Fig. 4).

The communication style of individuals in the first quadrant can be defined as opening myself. This style is characterized by a high degree of openness to others, but a low level of feedback on the part of the individual using this style. Self-discovery in this case is measured in the range from average to maximum. The individual goes for it, thereby concentrating attention on himself in order to evoke a reaction from others to his behavior. Unfortunately, this style suffers from the fact that the reaction of others is often left without an adequate response or feedback from the individual calling it. By taking others' reactions to their behavior to heart, the individual using this style may exhibit unbridled emotions that do little to establish effective relationships between the communicating parties.

Fig.4. Communication styles

The communication style of an individual in the second quadrant is defined as realizAtion myself and is characterized by both maximum openness and maximum feedback. Under ideal conditions, this style is desirable, but situational factors (politics of the organization, differences in status, etc.) may induce an individual who owns this style to abandon it.

The communication style in the third quadrant is characterized by lockAniem V yourself those. both a low level of openness and a low level of feedback. The individual in this case, as it were, isolates himself, preventing others from knowing him. This style is often used by "introverts" - people with a tendency to turn their minds more inward. The extreme in the manifestation of this style is associated with hiding one's ideas, opinions, dispositions and feelings towards others.

Communication style in the fourth quadrant is associated with protection myself and, as can be seen from the matrix, is characterized by a low level of openness, but a high level of feedback. It is widely used to get to know others better or evaluate them more correctly. Usually individuals who use this style are not very open to others, but like to discuss others. They love to hear about themselves, but do not like to discuss their qualities, especially bad ones, with others.

In the middle of the matrix are individuals who "sell" themselves if others do the same. This style is called trade behind myself" and is characterized by moderate openness and feedback exchanged in the process of interpersonal communication.

It would be wrong to think that any one of these communication styles is the most desirable. However, the practice of effective communication shows that the style in which the individual realizes himself is more desirable and used in more situations. Owning this style is a real advantage. With respect to the use of other styles, it is important to understand the issues of effective feedback, self-discovery, and the ability to listen to others.

3. Organizational processes

3.1 Communication process

The communication process is the process of exchanging information between two or more people. Its purpose is to ensure the transmission and understanding of the information being exchanged. If mutual understanding is not achieved, then communication has not taken place, which implies that both parties play an active role in it.

There are four basic elements of the communication process:

1. Sender - a person who generates an idea or collects information and transmits it;

2. Message - directly information;

3. Channel means of transmitting information (oral transmission, meetings, telephone conversations, written transmission, memos, reports, e-mail, computer networks);

4. Recipient (addressee) - the person to whom the information is intended and who interprets it.

The communication process of information exchange includes interrelated steps:

1. Origin of an idea or selection of information;

2. Choice of information transmission channel;

3. Message transmission;

4. Interpretation of the message.

For example, CEO trading firms decided to discuss with store managers the issue of the state and improvement of the quality of trade services to the population at the meeting. In this case, the CEO is the sender who had the idea; information on the state and improvement of the quality of trade - messages; the meeting is a channel of information; the recipients are store managers who interpret the message and, through the same meeting, give feedback to the CEO.

The participants of communication processes are: the source of information; transmitted information; means of information transmission; information consumer.

As sources of information the above-mentioned objects of the internal and external environment of the organization act: superiors and subordinates, functional divisions of this organization, sources of resources, consumers, partners, other market entities, management infrastructures, bodies government controlled, public, media.

Information transmitted characterized by content, volume, as well as the form of coding:

according to the content, information can be informative, of little content, of no content. The degree of content content of information is evaluated solely by the consumer in terms of the quantity and quality of the information that it contains useful for achieving the goals of the organization;

volume information is defined in units depending on the means of its transmission. So, it can be pages for text information, reading time - for a report, bytes - for a computer

encoding form information depends on the means of its transmission and can be in the form of oral speech or printed text in a certain language, an electronic signal, etc.

Transfer media information can be paper (printed), voice, electronic (telephone, fax, TV, radio, computer).

As consumers of information authorities and objects of management act, as well as other sources of information mentioned above.

The communication process is carried out in several stages: information production, information coding, information transfer, information consumption.

Information production is the acquisition, compilation of information, their evaluation, selection among them necessary, appropriate ordering.

Information encoding consists in giving it the form required for transmission (voice, paper, electronic), if necessary - in classifying information.

Transfer of information related to the choice and use of the communication channel. This should take into account the bandwidth of the channel, its reliability, compliance with the transmitted information, speed, cost.

The consumption of information involves putting it into the necessary form, bringing it to a form convenient for use, implementing information through the development of management decisions.

The formation of communication processes, as well as the choice of means and channels of communication, are carried out at the enterprise after designing its organizational structure in accordance with the chosen field of activity, adopted production program and management structure. Communication decisions containing the rules of communication procedures should be established for each hierarchical level of management and communicated to a specific official.

3.2 Communication networks

Communication network - this is a connection of individuals participating in the communication process in a certain way with the help of information flows (Fig. 5). In this case, not individuals as such are considered, but communication relationship between individuals. A communication network includes the flow of messages or signals between two or more individuals. The communication network focuses on the organization's patterns of these flows, not on whether the meaning or meaning of the message was conveyed. However, the communication network may have the effect of narrowing or widening the gap between the value sent and received.

Fig.5. Interpersonal communication network of a team leader in an organization

The network created by the manager consists of vertical, horizontal and diagonal links. vertical connections are built along the line of leadership from the boss to the subordinates. Horizontal connections carried out between equal levels of individuals or parts of the organization: between deputies, between heads of departments, between subordinates . Diagonal ties - these are connections with other superiors and with other subordinates. The network of these connections creates the real structure of the organization. The task of a formal organizational structure is to give the communication flows the right direction. The size of departments in an organization limits the possibilities of developing a communication network. If the group size increases exponentially, then the number of possible communication relationships increases exponentially. Hence the communication network in a group of 12 is more varied and complex than in a group of three. Depending on how the communication networks are built, the activities of the group may be more or less effective.

There are well-established patterns of communication networks for groups of the same or different sizes (Fig. 6). In circle networks, group members can communicate only with those who are located next to them. Wheel networks present a formal, centralized hierarchy of power in which subordinates communicate with each other through their boss. The objective basis of such a situation is that the person who is b the center of the "wheel", has more communication links than the other members of the group. He receives more messages, is more often recognized by other members of the group as a person performing leadership functions, has more social influence on other members of the group, usually has more responsibility for conveying information, he is more than others expected to finally solve the problem.

Fig.6. Samples of communication networks in groups

A similar picture is observed in "Y" type networks. Such networks are called centralized and can be effective if simple problems are solved. Another type of power hierarchy is represented by networks of the "chain" type, in which horizontal connections appear - an element of decentralization. "Omnichannel" networks represent completely decentralized groups. This is usually required when it is necessary to involve everyone in solving complex problems. This approach is also called open communications.

Knowing the types of communication networks is especially important for understanding the relationships of power and control in an organization. Hiding or centralizing information is known to support power relations.

The nature of the interdependence of jobs and people in a group or organization will determine the type of more efficient communication network. Simple interdependence allows the use of centralized networks. Complex interdependence requires a "team" approach to building communication networks. However, a complex network may not solve a simple problem.

When organizing communication networks in an enterprise, it is necessary to take into account the specifics of various types and channels of communication at each stage of the communication process.

3.3 Communication interference

A very important characteristic of any form of communication is its susceptibility to all kinds of interference. Interference is understood as obstacles, barriers that arise during the formation, transmission and reception of information and disrupt communication.

Main communication barriers are interferences related to the content of the message, the form of the message, the means of communication, the organization of the message.

Interference related to message content:

1. Language verbal ( associated with speech, words). First of all, these are semantic interference caused by a misunderstanding of the meaning of words (for example, due to poor translation), insufficient professional training (misunderstanding of special terms), poor pronunciation, etc.

2. Language non-verbal ( associated with body language, body movements, facial expressions). These are the obstacles that arise during negotiations, when different parties attach different meanings to the same gestures (for example, a nod of the head among the Bulgarians does not mean agreement, as we do, but denial).

3. Logic interference . Here, a different system of evidence adopted by the parties, a different vision of the same circumstances, different principles and attitudes become a barrier. Thus, the logic of the rich differs from the logic of the poor, the logic of the brave differs from the logic of the cautious, the logic of the buyer differs from the logic of the seller, and so on.

4. Perceptual interference . The barrier can be the environment in which the information is perceived (for example, an unfriendly atmosphere), a biased attitude towards the information received, a lack of trust, contradictions with previous messages, a lack of readiness for perception (for example, due to the neglect of the necessary preparatory work).

Interference related to message content can be largely neutralized by:

careful preparation for the formation, transmission and reception of information;

involvement in the creation of the message and its reception of specialists;

training the organization's personnel in communication processes;

creating an environment conducive to communication activities.

Disturbances related to the form of the message:

1. The complexity of the form . Here, interference arises due to the difficulty of understanding the message (for example, when special terms are abused, an abundance of digital data, etc.).

2. Unusual form. Interference appears, for example, when the order is given in an unconventional way (for example, in an unusual wording).

3. Inconsistency of the form with the content of the information . For example, a distress call should be transmitted in a short message, and financial information must be exhaustive.

4. Unjustified mediation in the transfer and interpretation of information. Interference occurs due to the inevitable distortion at each stage of the transmission and reception of a message (the effect of "damaged phone").

The hindrances associated with the form of the message can be overcome by:

making the message understandable and accessible;

compliance with the established and agreed rules for the provision of information;

ensuring compliance of the form of the message with its content;

exclusion of unjustified intermediate instances in the transmission and reception of information.

Interference associated with the means of communication:

1. Low efficiency of information transfer . For example, the encoding of information required by this means, causing a delay in its transmission.

2. Low throughput means . This causes information overload, for example, when the organization lacks the necessary office equipment for processing and transmitting the message.

3. Inconsistency of the means with the nature of the transmitted information. For example, the lack of video equipment forces us to limit ourselves to audio equipment, the capabilities of which are much lower.

4. Weak noise immunity and low quality of communication means. This leads to disruption of the communication process and drastically reduces its quality.

The interference associated with the means of communication can be significantly reduced by allocating additional funds to equip communications with modern technology.

Interference associated with the organization of the message:

1. Bad feedback or its absence. This increases the chances of information distortion, deprives the organization of the ability to control the management process.

2. Delay of information . This dramatically reduces the value of information and the effectiveness of its use.

3. Unsuccessful selection of partners in the communication process. This increases the possibility of distorting messages, and in some cases can lead to a breakdown in communication.

4. Unfortunate choice of time and environment for communication. This reduces the value of the message and the effectiveness of its implementation.

The interference associated with the organization of a message can be significantly reduced by:

mandatory establishment of constant and stable feedback;

ensuring timely transmission of information;

careful selection of participants in the communication process;

thoughtful choice of time and communication environment.

3.4 Effective communication processes

The effectiveness of communication processes depends on many factors.

1. It is necessary to determine the need for information. At the same time, it should be ensured that employees understand how the information will be used, and the correct direction of requests for information. There are two main approaches to finding information:

active, when a particular set of data is being searched either directly or indirectly, such as with the help of a librarian. This approach in the language of information technology carriers is called "pull " - "pulling";

passive, when an employee notifies his unit or organization as a whole, what information he needs ( " push " - "pushing out").

2. Personnel must be aware of the availability of information, i.e. there should be indexes, directories, telephone directories, navigators, etc., as well as the possibility of contacting professionals to obtain information about the knowledge accumulated in the organization.

3. Providing access to information. To obtain information using the "pull" and "push" methods, it is necessary to provide the user with the most convenient means and maintain a balance between these methods.

4. The communication system in the organization should be characterized by completeness and completeness, which means that access is provided to both centrally managed and individually created information.

ensure the management of information flows in the organization, i.e. clearly represent the information needs of all levels of management and organize information flows in accordance with these needs;

use several communication channels in parallel when transmitting messages (for example, written and oral speech);

show constant attention to the processes of information exchange (meetings with subordinates, discussion of upcoming changes, reports on the results of control);

organize feedback systems (survey of employees, a system for collecting proposals from employees, staff rotation);

practice issuing newsletters;

provide advanced training for management employees;

use modern information technologies (video conferencing, etc.).

For successful communication, managers should be guided by the following rules:

1. Before communication, clearly define the ideas that are invested in the messages. It is necessary to take into account the goals and attitudes of those to whom the message is directed, and those to whom it concerns.

2. Analyze the true purpose of each communication. The most important goal should be identified, and then the language, tone and approach should be adapted so that they all contribute to the achievement of the goal. You should not achieve too much with one communication.

3. Analyze the entire physical and human environment in any communication. Of great importance are: the timing of communication, personal or other form of communication, the social climate in the organization, in the unit, etc. Communication must constantly adapt to changing environmental conditions.

4. When planning communication, it is necessary to consult with other employees; it is often important to seek the participation of other employees. This can give additional persuasiveness and objectivity to the message. Often, those who helped plan the communication will actively support it.

5. You should pay close attention to the intonation and the main content of the message. This affects the position of the people to whom the message is directed.

6. Take advantage of opportunities, when presented, to include something useful and valuable to the recipient in the message. Subordinates respond more readily to such messages.

7. It is necessary to establish communication not only for today, but also for the future. Although communication is aimed primarily at solving immediate problems, it should be organized taking into account past experience and correspond to the long-term interests and goals of the organization.

Conclusion

It is almost impossible to overestimate the importance of communications in management. Almost everything leaders do to help an organization achieve its goals requires effective communication. If people can't share information, they won't be able to work together, set goals, and achieve them. However, communication is a complex process consisting of interdependent steps. Each of these steps is very necessary in order to make our thoughts understandable to another person. Each step is a point at which, if we are careless and do not think about what we are doing, the meaning may be lost.

According to research, managers spend 50 to 90% of their time on communication. This seems incredible, but it becomes clear when you consider that the manager does this to fulfill his roles in interpersonal relationships, information exchange and decision-making processes, not to mention the managerial functions of planning, organizing, motivating and controlling. Precisely because the exchange of information is built into all the main types of management activities, we call communications a connecting process.

Since the manager performs three of his roles and performs four main functions in order to formulate and achieve the goals of the organization, the quality of communication can directly affect the degree of implementation of the goals.

This means that effective communication is essential for the success of individuals and organizations.

Poor communication is one of the main areas of concern. By thinking deeply about communication at the level of the individual and the organization, we must strive to reduce the incidence of ineffective communication and become better, more effective managers. Effective leaders are those who are effective in communication. They represent the essence of the Communication Process, have well-developed oral and written communication skills, and understand how the environment affects the exchange of information.

The communicative structure, to the extent that it is developed, increases the flexibility and self-regulatory capabilities of the organization. It is the main means of training and improving middle managers. The development of communication structures in organizations is stimulated technical progress and using advanced technologies.

List of sources used

1. Abchuk V.A. Management: Textbook. - St. Petersburg: Soyuz Publishing House, 2002. - 463 p.

2. Bolshakov A.S. Management: Tutorial. - St. Petersburg: "Peter Publishing House", 2000. - 160 p.

3. Vikhansky O.S., Naumov A.I. Management: Textbook. - 3rd ed. - M.: Gardariki, 2003. - 528 p.

4. Gerchikova I.N. Management: Textbook. - 3rd ed., revised. and additional - M.: Banks and stock exchanges, UNITI, 1997. - 501 p.

5. Krylov A.N. Communications management. Theory and practice: - M.: Publishing house of the National Institute of Business, 2002. - 228 p.

Blagoveshchensk 2016

INTRODUCTION

1.1 The concept of information.

1.2 Properties of information.

1.3 Types of information.

SEMIOTICS..

ENTROPY.

CONCLUSION.

APPLICATION.

INTRODUCTION

GENERAL CONCEPTS OF INFORMATION AND INFORMATION EXCHANGE

The concept of information

Information is understood as information about the surrounding world, which has the form of symbols, both accessible, understandable to a person, and requiring analysis, comprehension, decoding. Information plays an important role in management. Information is necessary in the preparation and adoption of a management decision; feedback information is necessary to control the execution of the decision; information is also needed in the development strategic plans firm to achieve its goals. Therefore, we consider the basic concepts of information theory. Now there are many definitions of the concept of "information" and none of them is generally accepted. This is natural, since a generally accepted definition appears in science when it becomes classical and ceases to develop. Fortunately, this cannot be said about information science.

“Information 1) message, awareness of the state of affairs, information about something transmitted by people; 2) reduced, removed uncertainty as a result of receiving a message; 3) a message inextricably linked with control, signals in the unity of syntactic, semantic and pragmatic characteristics; 4) transfer, reflection of diversity in any objects and processes (inanimate and living nature) ".

Parashchenko I.P. in Information and Informatics. (Troitsk, 2005) cites for illustration some of the definitions collected in the work of Melik-Gaykazyan I.V. "Information Processes and Reality". (Moscow, 1997)

- "Information is knowledge transmitted by someone else or acquired through one's own research or study."

- "Information is the information contained in this message and considered as an object of transmission, storage and processing."

- "Information in the ordinary sense is information, news, in scientific and technical applications - that which carries a signal."

“Information is the designation of content derived from outside world in the process of our adaptation to it and the adaptation of our senses to it.

- "Information is the objective content of the connection between interacting material objects, manifested in a change in the state of these objects."

- “Information is current data on variables in a certain field of activity, systematized information regarding the main causal relationships that are contained in knowledge as a concept of more general class, in relation to which the information is subordinate.

- “Information is knowledge about some special event, case, or something like that.”

The Russian philosopher V.G. Afanasyev in his work “Social Information”, which was republished in 1994, described information in the following way: “...Information in the most general sense of the word is the result of reflecting the diversity of reality, communication, information about it. It is not material, not energetic in its essence, but a mental, ideal category. It is inherent not in all nature, matter, but only in living and social matter. Information is not just the result of reflection, not just knowledge. She is precisely messages, information, i.e. such knowledge that is needed and that has a consumer. Only by interacting with the consumer, knowledge acquires the character of a message, information, i.e. become information. Information is knowledge that is in constant circulation, movement, that is collected, stored, processed, transmitted and used (or can be used) by the system. And not any, but only a self-governing system ... Information is where there is control.

Information properties

The quality of information is determined according to four main criteria:

1. Reliability - If employees find errors in the information contained in the document, they will be distrustful of all data received through it.

2. Timeliness - Only timely received information has value. The manager responsible for the execution of the budget needs up-to-date information on the level of costs, which allows him to adequately respond to undesirable changes.

3. Required volume - Many managers suffer from an excess of information, because they are not able to consider and use large arrays of it. Perhaps this means that it is unfortunate to choose a format for converting data into management information.

4. Significance - The manager responsible for production needs information about production volumes, indicators of equipment downtime; a senior manager needs more generalized data. Figure 1 shows the process of converting primary data into management information through an information system (IS).

Types of information

mechanical reflection.

A stone, bumping into a wall, leaves on the one hand a dent, a trace, and on the other hand, it is reflected at the angle at which it hit the wall, i.e. the angle of reflection is equal to the angle of incidence. The second example of mechanical reflection is specular reflection, i.e. in the mirror we see a copy, an image, a sign, a mark of the object that is reflected in the mirror. But, naturally, we see only the external features reflected in the mirror; specular reflection is a step towards other physical reflections. There is a mechanical reflection, there is a physical reflection.

physical reflection

This is just the interaction of elementary particles of different fields: electromagnetic and other fields, and the appearance of some new phenomena, the receipt of some new interactions.

chemical reflection.

The oxygen atom receives a signal from the gold atom and “understands” that you can’t cook porridge with gold, gold will not come into contact with oxygen, and there is no interaction. Gold is not oxidized by oxygen. And when oxygen receives a signal from hydrogen, then a rather violent connection occurs. For example, this connection can occur through an explosion, if an appropriate proportion of hydrogen and oxygen accumulates in a container or in an apartment, then an explosion is obtained. Or, hydrogen and oxygen combine to give heat. On this basis, oxygen-hydrogen burners are created, which give temperatures up to 3000 degrees, melt and cook metals. But, apparently, the same signals or approximately the same signals are received by any other atoms and molecules, as a result of which chemical interactions occur.

SEMIOTICS

Semiotics finds its objects everywhere - in language, mathematics, fiction, in a single work of literature, in architecture, in apartment planning, in family organization, in subconscious processes, in animal communication, in plant life.

But everywhere its immediate subject is Information system, i.e., a system that carries information, and the elementary core of such a system is a sign system.

Whatever such systems may be - whether they operate in society, in nature or in man (his organism, thinking and psyche) - they are the subject of semiotics.

The three sides of the Frege triangle give three sections of semiotics, which C. Morris gave the following names:
1. Syntactics. He studies the relationship between signs, including in the speech chain (or the sphere of internal relations between signs). Syntactics can be characterized by the relationship of expression, which is realized between a word and a concept.
2. Semantics. Studies the relationship between signs and the designated object; or the relationship between signs and their objects. That is, the sphere of interest of semantics is in the study of the relationship between the thing and the word, which is realized through the relation of designation.
3. Pragmatics (studying the relationship between a sign and a person, or the relationship between signs and those who use them, the relationship between a thing and a concept, i.e. pragmatics can be characterized through the relationship “makes sense”).

All information circulating in the external and internal circuits can be divided into three information flows:

1. By the type of embodied knowledge in science-intensive products;

2. Human professional knowledge (patents, licenses, inventions, skills and techniques);

3. Art, methods and technology practical solution tasks of modern enterprise management.

In foreign literature, the third information flow is represented by a combination of the following components:

o management (enterprise, personnel and production management);

o marketing (management of product development and sales market);

o targeting (long-term targeting programs to conquer sales markets in another country).

Thus, informational resources, which are based on the essence and patterns of development of the concept of information, are a strategic resource and allow:

o develop strategic and tactical goals;

o implement programs (plans) to achieve the goals and objectives;

o accept management decisions on coordination of actions of divisions on the basis of information monitoring;

o improve the management system based on its diagnostics;

o develop informatization processes based on the improvement of its infrastructure (Fig. 2).

ENTROPY

Entropy (information) is a measure of the randomness of information, the uncertainty of the appearance of any character of the primary alphabet. In the absence of information loss, it is numerically equal to the amount of information per symbol of the transmitted message

For example, in a sequence of letters that make up a sentence in Russian, different letters appear with different frequencies, so the uncertainty of occurrence for some letters is less than for others. If we take into account that some combinations of letters (in this case they speak of the entropy of the n-th order, see below) are very rare, then the uncertainty decreases even more.

To illustrate the concept of informational entropy, one can also resort to an example from the field of thermodynamic entropy, called Maxwell's demon. The concepts of information and entropy have deep connections with each other, but despite this, the development of theories in statistical mechanics and information theory took many years to make them correspond to each other.

CONCLUSION

In this course work, we examined the concepts of information and the importance of communications for efficient operation organization manager. Without knowledge and special skills, it is impossible to manage people; There are various barriers along the way.

Talented leaders are interested in maintaining contact with employees and customers and in shaping the direction of their companies. And such contacts must be carried out continuously, which means that leaders must have developed interpersonal skills.

I have determined (I believe) that information is central to the management of an organization. Also that communication is a process in which two or more people exchange and understand the information received, the purpose of which is to motivate or influence certain behavior.

A manager who doesn't listen to anyone is like a used car salesman saying, "I'm selling! They don't want to buy." Management communications is a two-way street that requires listening and other forms of feedback. The knowledge gained by managers from personal communication with employees forms their understanding of the life of the company. I believe that with this knowledge, managers in the process of communication are able to influence the minds of subordinates, as well as work effectively with customers.

Therefore, it is very important to maintain a “healthy” corporate spirit in the organization through regular meetings, trainings, and joint events for employees from different departments. After all, only the coordinated work of all parts of one whole can lead to the successful functioning of the organization.

APPLICATION

Glossary

Management- Mandatory management of economic activity, which in turn is an independent type of professional activity.

Sphere of management- this is the activity of enterprises that act in the market mechanism as independent economic entities.

Management object – economic activity, the enterprise as a whole or its separate division.

Manager- a specially trained professional manager who is a specialist in this field. This is a person who holds a permanent managerial position and is empowered to make decisions on specific activities of an organization operating in a market economy.

Management stages.

1.Strategic Management- development of management objectives, forecasting and long-term planning of management actions.

2.operational management– timely decision-making in connection with changing conditions of external and internal environment organizations.

3.Control- comparing the results achieved with the plan and developing corrective measures to eliminate undesirable errors and consequences of activities.

Scope of management:

– economic;

– socio-psychological;

– legal;

- organizational and technical.

Economic field of activity– management production process. The activity of the manager is to coordinate material and labor resources to achieve the goals at the lowest cost.

Subject of management- a natural or legal person who exercises power influence.

Control object- what is directed by the influence of the object of control. The object of control can be physical and legal entities, social, socio-economic systems and processes.

control mechanism is the environment in which management activities are carried out. Such a control environment is the control system and control technology.

Two interpretations of the concept of "management":

1) as a process of managing an organization - management activities;

2) as a control mechanism. the management process and the management mechanism must correspond to each other and the goals of management as a type of activity.

MINISTRY OF EDUCATION AND SCIENCE OF THE AMUR REGION STATE PROFESSIONAL EDUCATIONAL AUTONOMOUS INSTITUTION OF THE AMUR REGION

"AMUR PEDAGOGICAL COLLEGE"

Communication information in organization management

Course work

Blagoveshchensk 2016

INTRODUCTION

GENERAL CONCEPTS OF INFORMATION AND INFORMATION EXCHANGE..

1.1 The concept of information.

1.2 Properties of information.

1.3 Types of information.

1.4. What is information exchange.

1.5. Information exchange functions.

WHAT INFORMATION DO EMPLOYEES NEED TO PERFORM SUCCESSFULLY IN ACCORDANCE WITH THE GOALS OF THE COMPANY..

1.1. The purpose of the company should be known to all employees. The presence of a general goal determines the setting of intermediate goals and thereby sets the structure of the company, the stages of work of the entire company as a whole and its divisions.

1.2. All employees must understand the purpose of the company. Goals should not only be known, they should be realized by all employees. Since it is awareness that allows you to see the system of target priorities, subjective utility.

1.3. Employees must have access to information about the means to achieve the goal. The goal can be achieved by various means. Specific means are determined not so much by the goal as by conditions, circumstances and opportunities.

1.4. Employees must have access to the information necessary for independent decision-making to achieve the goal. Awareness of the goal and the choice of means precede specific activities and behavior.

SEMIOTICS..

ENTROPY.

COMMUNICATION NETWORK IN ORGANIZATION..

MANAGEMENT TECHNOLOGY AS INFORMATION PROCESS.

CONCLUSION.

LISTS OF USED LITERATURE..

APPLICATION.

INTRODUCTION

IN modern society One of the key issues is communication. In organizations, this problem turns out to be that there is a lack of understanding that communication is not just an exchange of information, but a dynamic interpersonal process of exchange of behavior. Of all organizational processes communications, perhaps, occupy a central, pivotal place, as they underlie the life of an organization. Decision making is often defined as a choice between two or more alternatives. However, in reality, this is a process of collecting and processing information, developing alternatives and choosing one of them, and most importantly, this is the implementation of the decision. Management interaction is carried out in the organization at various levels, and conflicts take place at each of them. Conflicts are considered today as a source of individual and organizational development, since in the course of conflict resolution a new situation is born.

Purpose of writing term paper is to determine the place of information and communication in the management of the organization.

The tasks of the work are to find out exactly how information contributes to the normal functioning of the company, what role it plays in management, how a manager can work effectively with the help of communication.

1. The concept and characteristics of communications.

2. Improving organizational communications.

3. The concept of information, its significance in the management process.

The concept and characteristics of communications

Management is a process that ensures that people perform certain actions, and the basis of this process is communication.

The problem of effective communications is one of the key ones in the activities of managers, since they are used to exchange messages expressed in various symbols and have a certain semantic load.

Communications- this is the exchange of information, on the basis of which the manager receives the data necessary for making decisions, and brings them to the employees of the organization.

Effective Communication(that is, one that leads to the desired type of behavior of the addressee) has 4 stages:

1. Ensuring the attention of the addressee(ensuring readiness of the addressee to receive information). The communication process may be interrupted already at the first stage, if the sender cannot overcome the competition of messages, which is understood as the simultaneous impact on the addressee of several sources of information.

2. Ensuring understanding of the essence of the message. Many communications fail at this stage, so the manager, using feedback channels, must make sure that subordinates understand the essence of the message.

3. Recognition. This stage involves ensuring the readiness of the addressee to obey (to do what is required of him in connection with the notification received).

4. Action. This is the last stage of effective communication. It provides for the performance by the addressee of certain actions based on the reported requirements. The most effective way to implement this stage is to convince subordinates that there is a connection between the goals of the organization and the needs of employees.

Communication- this is the process of information exchange, including the subjects of communication (sender and recipient), the method of communication and the object of communication (transmitted information).

Communication needs of the organization depends on:

Characteristics of the external environment of the organization (its dynamism, complexity, uncertainty)

Tasks solved by the organization (for example, if the task is to release high-quality new product, capture new sales markets, modernize production, diversify activities, then the need for communications increases dramatically);

The main characteristics of the organization - scale, structure, scope, nature of products (services), degree of diversification, position in the industry, etc.

Communication media include technical means of communication (telephone, telefax, telex, mail, email), as well as memos, reports, reference and promotional materials.

Classification of communications carried out depending on:

means of communication;

Goals and objectives to be solved in the process of communications;

The subjects of communication (external and internal).

♦ communications between the organization and its external environment (external communications)

♦ communications between levels and departments of the organization (internal communications). These include upward communication, between different departments, the leader-pidpeglia, communication between the leader and the working group, informal communication.

External communications is the exchange of information between an organization and its external environment. Any organization does not exist in isolation, but in interaction with its external environment. From what factors of this environment (consumers, competitors, authorities state regulation, etc.) have the greatest impact on the work of the organization and its results depend on the nature and methods of its communications (Fig. 17.1).

Rice. 17.1. Subjects of external communications of the organization

Internal communications are information exchanges carried out between elements of the organization. Inside the organization, information exchanges occur between levels of management (vertical communications) and between departments (horizontal communications) (Fig. 17.2). Communication between levels in organizations include:

communication between different departments(divisions) - organizations need horizontal communications. Since an organization is a system of interrelated elements, management must ensure that the special elements work together to move the organization in the right direction. Additional services from horizontal communications are in the formation of equal relations - an important component of the satisfaction of employees of the organization;

communication manager - subordinate is the most obvious component of communication in an organization. Some of the many types of information exchange between a leader and a subordinate are related to the manifestation of tasks, priorities and expected results; ensuring involvement in solving the tasks of the department; discussing performance issues; achieving recognition and rewards for the purpose of motivation;

communication between the leader and the working group- allow the leader to increase the effectiveness of the group's actions. Since all members of the group participate in the exchange of information, everyone has the opportunity to talk about new tasks and priorities for the department, about how they should work together.

Rice. 17.2. Subjects of internal communications of the organization

Internal communications are divided into two types of communications: formal and informal .

Formal communications provided by the organizational structure. Under the formal communications understand the information exchange carried out between the elements of the organization. They are divided into vertical, horizontal and diagonal.

TO vertical communications belong to communication from top to bottom and bottom to top, that is, information is transmitted from top to bottom from management to subordinates. Thus, employees of the organization are informed about new strategic and tactical goals, specific tasks for a certain period, changes in rules, instructions.

If an organization consists of several departments that need to coordinate their actions, then this makes them need to exchange information among themselves. Thus, there is a need for horizontal communications. These communications are carried out between persons at the same level of the hierarchy. This exchange of information ensures the coordination of activities (for example, between vice presidents of marketing, finance, production).

Diagonal communications are carried out between persons at different levels of the hierarchy (for example, between line and headquarters units, when headquarters services manage the performance of certain functions). Such communications are also characteristic of communications between linear divisions, if one of them is the main one in certain function.

Communications are divided into two large classes: oral and written.

Oral communications are carried out during face-to-face conversations, group discussions, telephone conversations, etc., in which spoken language is used to convey meaning. Main advantage oral communications is that they provide immediate feedback and reciprocity in the form of verbal questions or verbal contracts, facial expressions and gestures. Oral communications (all the sender has to do is talk) is telephone conversations, public performance, meetings, etc. The positive aspect of such communications is saving time, providing a deeper mutual understanding.

Written communications- these are notes, letters, reports, records, etc. With their help, many problems associated with oral communications can be solved.

One of the biggest disadvantages of written communications is that they delay feedback and reciprocity. When one manager sends letters to another, this letter must be written or dictated, printed, sent, opened and read. If the information in the letter is incomprehensible, then you can spend a few days to find it out. Of course, written communication also has some advantages. They are quite reliable: they constantly register mutual relations. The sender may use the time to collect and process information.

Communication process is the exchange of information between two or more people.

Basic functions of the communication process are to achieve social community while maintaining the individuality of each of its elements.

The main goal of the communication process- ensuring the understanding of the information that is the subject of the exchange, i.e. messages. However, the very fact of information exchange does not guarantee the effectiveness of communication between people who participated in the exchange.

The communication process represents the process of information movement in the chain "sender - channel - recipient".

During the exchange of information, eight basic elements :

1. Sender- a transmitter that generates ideas or collects information and transmits it. It can be an individual or a group of people working together.

When exchanging information, the sender and recipient go through several interrelated stages: the birth of an idea, encoding and channel selection, transmission, decoding. The exchange of information begins with the formulation of an idea or the selection of information.

2. Encoding- this is the process of converting ideas into symbols, images, drawings, shapes, sounds, speech, etc. That is, before transmitting an idea, the sender must encode it using symbols, using words, intonations, gestures (body language) for this and provide good "packaging" ideas. This coding turns an idea into a message.

3. Message- this is a set of characters, the actual information encoded with the help of characters and transmitted to the recipient. It is for this purpose that the act of communication is carried out. Many messages are transmitted in the form of language characters. However, symbols can also be non-verbal, such as graphic images, gestures, facial expressions, and other bodily movements.

4. Transmission channels - the means by which a signal is sent from a sender to a receiver. Sofas are divided into media and interpersonal sofas. The sender must choose a channel: speech and written materials, electronic communications, e-mail, videotapes and videoconferencing.

5. Decoding The process by which the recipient of a message translates the received characters into specific information and interprets its meaning.

6. Recipient- the target audience or person to whom the information is assigned and how it interprets.

7. Feedback- the totality of the reaction of the message delimiter after familiarization with its content. Three main types of communication results can be observed: changes in the knowledge of the recipient, changes in the attitudes of the recipient, changes in the behavior of the recipient of the message.

From the manager's point of view, communication should be considered effective if the recipient has demonstrated understanding of the idea by taking the actions that the sender expected.

8. Feedback- part of the receiver's response that is sent to the sender. It characterizes the degree of understanding or misunderstanding of information. Feedback can be verbal and non-verbal (smile, nod, handshake, negative gesture, etc.).

Ministry of Education and Science of the Russian Federation

Federal State Budgetary Educational Institution

Higher and professional education

"Magnitogorsk State Technical University

them. G.I. Nosov"

Department of State and Municipal Administration

and personnel management

COURSE WORK

By discipline: Fundamentals of management theory

On the topic: The role of communications in management

Artist: Karimova Alina Ildarovna

Head: Ritter Irina Vladimirovna

Magnitogorsk, 2014

INTRODUCTION

Communication plays a big role in the management process. They act as a connecting process necessary for the manager to carry out managerial actions. Almost 80% of managers' working time is spent in communication, given that they have to communicate in interpersonal roles, informational and decision-making roles, as well as for all managerial functions. The quality of information exchange directly affects the degree of implementation of the organization's goals. Information exchange is built into all major types of management activities, which is why this topic is the most relevant today.

It is often unreasonably assumed that an effective communication system develops "by itself" as soon as a group of performers is entrusted with some common task. In many cases, even active, purposeful attempts to create a favorable climate for communications do not give the desired result. According to opinion polls, 73% of American, 63% of British, 85% of Japanese leaders consider poor communication to be the main obstacle to achieving the effectiveness of their organizations. Ineffective communication is one of the main causes of management problems. In turn, the effectiveness of communications depends entirely on the effectiveness of the working manager, on his managerial skills.

To do this, the leader must:

To know the mechanism of development of communication processes, the nature of influence external conditions on the results achieved.

Have the skills necessary to communicate effectively.

In difficult situations, it may even require a special person in the organization, who should be assigned the responsibility to study and improve the communication systems in the organization.

It is almost impossible to overestimate the importance of communications in management. Almost everything leaders do to help an organization achieve its goals requires effective communication. If people cannot share information, it is clear that they will not be able to work together, formulate goals and achieve them.

The object of the study is the analysis of the communication system of the enterprise JSC "Bashkirenergo". The subject of the study is communication in management at JSC "Bashkirenergo". The purpose of the course work is to study communications in the field of management.

To achieve this goal, it is necessary to solve the following tasks in the work:

˗ define communications, show their nature and complexity;

˗ consider the importance of communications in an organization;

˗ disclose the content of the communication process and consider the barriers to communication;

˗ consider various existing species communications;

˗ identify ways to improve communications in the organization;

˗ to characterize the activities of the JSC "Bashkirenergo" enterprise;

˗ to identify an analysis of the improvement of communications at the enterprise of JSC "Bashkirenergo".

The following methods are used in the course: analysis, description, forecasting, comparison.

Thus, communication is a complex process consisting of interdependent steps. Each of these steps is necessary in order to make our thoughts understandable to another person. Each step is a point where, if we are careless and don't think about what we are doing, the meaning can be lost.

1. COMMUNICATIONS IN THE ORGANIZATION

1 Essence, problems and role of communication

Most of its Everyday life a person spends in organizations: schools, firms, etc. We live in a society made up of organizations. Almost every one of us is a member of one or more organizations in which it is communication that revitalizes the organizational structure.

Communication is:

transfer of information (ideas, images, assessments, attitudes) from person to person;

the interaction by which information is transmitted and received; the process of transmitting and receiving information;

a line or channel connecting participants in the exchange of information.

Management in the organization is carried out through people. One of the most important management tools in the hands of a manager is the information at his disposal. Using and transmitting this information, as well as receiving feedback, he organizes, directs and motivates subordinates. Much depends on his ability to convey information in such a way that the most adequate perception of it by those to whom it is intended is achieved.

The following features of communication between people are distinguished:

the possibility of mutual influence of partners on each other through a system of signs (verbal and non-verbal communications);

communicative influence only if there is a single or similar system of codification and decodification for the communicator (the person sending the information) and the recipient (the person receiving it);

potential for communication barriers.

According to Vikhansky O.S. The term "communication" comes from the Latin. "communis", which means "general": the sender of information tries to establish "community" with the recipient of information. From here, communication can be defined as the transfer of not just information, but meaning or meaning through symbols.

The term "communications" quickly became generally accepted, but its spread did not mean at all that communications had become one of the important components of social research. Only the development of various concepts of organizations has given relevance to the problems associated with the construction and operation of communication networks.

Effective interpersonal communication is important for success in management for a number of reasons. First, the solution of many managerial tasks are built on the direct interaction of people (a boss with a subordinate, a subordinate with another subordinate) within the framework of various events. Second, interpersonal communication is the best way discussing and resolving issues characterized by uncertainty and ambiguity.

Speaking about the role of communication in an organization, it should be noted that the formation of communication networks and the creation of conditions for the successful functioning of communications in an organization constitute one of the most important tasks of management. Indeed, the exchange of information is included as an essential link in all the main activities of the organization, therefore, if communication links (both internal and external) do not exist or do not work, this negatively affects the functioning of the entire organization.

This is due to a number of reasons:

heads of departments of the organization have to spend a lot of time searching for the necessary information and processing it;

duplication of information occurs, since the same information enters the department of the organization and its management from different sources;

in some departments and some managers there is a lack of information, while in other departments information overload may occur;

employees of the organization are little aware of its activities, plans, orientation and situation in external environment, which negatively affects the integration processes, the exact implementation of the instructions of the management, etc.

In this regard, one of the main goals of management in an organization is to create a communication system, launch it and control its normal functioning. The implementation of communications in some cases is fraught with significant difficulties:

If two people have a significant difference of opinion on any issue, only the establishment of two-way communication will make it clear. The publication of different points of view often leads to the formation of polar views, when the parties take extreme positions. Under the influence of the threat of potential problems, which are inevitable in case of loss, the participants in the discussion often “discard” logic and rationality and move on to defensive argumentation: they focus on the personal qualities of the “enemy”, selectively use the facts they have, try to control themselves and suppress negative emotions. Defensive argumentation avoids risk and manifestations of incompetence, but the main reason for its use is the desire to control the situation and the desire to gain the upper hand, which leads to a decrease in the effectiveness of communications. Second possible problem- cognitive (cognitive) dissonance, i.e. internal conflict and anxiety that arise when people receive information that is inconsistent with their value systems, previous decisions, or other data known to them. Since its occurrence causes a feeling of discomfort, a person seeks to get rid of or at least reduce it. Perhaps he will try to get new communication inputs, change the interpretation of the data received, or decide whether to make adjustments to the value system. Perhaps the individual simply refuses to believe the dissonant information or ignores it. When making contact, the sender must be especially careful, since communications are both a powerful form of self-disclosure to other people and a source of possible assessment of the communicator by others. In the course of communication, we not only reveal something to other people (content), but while we are transmitting a message (speaking), the recipients give us a certain assessment. This aspect of communication encourages the sender to think about saving face, i.e. he seeks to prevent other people from criticizing himself. Negative assessments jeopardize, above all, the self-esteem of the individual. Sometimes the “critic” himself regrets, saying something that contradicts our idea of ​​\u200b\u200bhimself. Although such "regrettable" messages are often delivered unintentionally, they usually cause hard feelings in the recipient, creating tension in the relationship, sometimes leading to their breakup. "Unfortunate" messages include, for example. Gross verbal errors, personal attacks, defamatory stereotyped statements, sarcastic criticism or dangerous information. Very often, these kinds of messages are conveyed during an emotional confrontation. The problems associated with the creation of effective communications can be divided into two main groups: the problems of structural communications and the problems that arise in the course of interpersonal communication.

Thus, speaking about the role of communication in an organization, it should be noted that the formation of communication networks and the creation of conditions for the successful functioning of communications in an organization are one of the most important tasks of management, but we also encountered problems that arise and hinder the communication process.

2 Communication process in an organization

Organization - a stable system of individuals working together on the basis of a hierarchy of ranks and division of labor to achieve common goals. Communication is a vital system of an organization: if you somehow eliminate the flow of messages in an organization, it will cease to exist. Communication permeates all activities in an organization, it is an important working tool for ensuring that individuals perceive their organizational roles and for the integration of organizational units. From the point of view of theory open systems the organization is represented by a developed network of communication channels that are designed to collect, organize and analyze information about the external environment, as well as to transmit processed messages back to the environment. Communication is the connecting threads that connect the interdependent parts of an organization. As soon as communication is suspended, organizational activity ceases to exist. Instead, uncoordinated activity of individuals reappears. Communication is not only an essential element of the internal functioning of an organization, but plays a vital role in the exchange of information between the organization and the environment. The communication system serves as a means of including organizations in their external environment. Communications within organizations and between an organization and its environment, together constitute what is called organizational communication. It should be noted that the communication process in the organization, as a rule, is ordered and conditioned by certain regulation and predictability. The basis of the management process is the interaction between the elements of the management structure - units, positions, individuals, carried out with the help of communication channels connecting them, created in the process of personal contacts, the exchange of documents, the functioning electronic means, communications, etc. The main goal of the communicative process is to ensure the understanding of the information that is the subject of communication. However, the mere fact of information exchange does not guarantee the effectiveness of communication. To better understand the process of information exchange and the conditions for its effectiveness, we will consider the main elements and stages of the communication process. There are four main components of the communication model: source, message, channel and recipient. Since these components are present in almost any act of communication, this simple communication model is often referred to as ISPC.

The source is the originator of the message. It is the main responsibility for the preparation of the message. They can be individuals or groups of individuals working together, as well as public institution or organization.

A message is a stimulus that a source conveys to a recipient. It is for this that the act of communication is carried out, and in this act a certain idea is transmitted. Messages are made up of characters that have specific meaning to the source and recipient. The messages are either encoded or decoded.

Encoding is the translation of an already meaningful idea into a message adapted for transmission; is to convert the meaning of the idea into symbols, and decoding is the translation of the received stimuli into a specific interpretation of the transmitted message. Thus, the recipients decode the message by converting characters into values. In order to give meaning to symbols, individuals classify phenomena into categories and give them names - codes.

Many messages are transmitted in the form of language characters. However, symbols can also be non-verbal: gestures, facial expressions, other body movements or graphic images.

A channel is the means by which a message is transmitted from a source to a receiver, the path through which a message is physically transmitted. Channels can be divided into:

Media channels are communication media such as newspapers, magazines, radio, and television that allow a source to deliver information to many recipients.

Interpersonal channels are those channels that are used in the direct exchange of messages between one source and one recipient.

The recipient is the most important element of the communication process. As shown (Fig. 1.), communication is not a unidirectional flow of messages from the source to the recipient. The receiver also generates information and messages for the source, and such interaction is necessary condition for successful communication.

Feedback is the receiver's reaction to the source's message. The source can take the feedback into account when changing subsequent messages. Thus, feedback makes communication a dynamic two-way process. Feedback can be viewed as messages to the source that contain data on the effectiveness of the previous act of communication. Positive feedback informs the source that the desired outcome of the message has been achieved. Negative feedback informs the source that the desired outcome of the message was not achieved. In this sense, negative feedback badly affects the relationship between the source and the recipient and can create conflict between them.

In terms of improving communication efficiency, negative feedback matters more than positive feedback. There are a number of factors that reduce the effectiveness of communication, which are called barriers to interpersonal communication. Communication barriers are psychological obstacles to the adequate transfer of information between communication partners. In the course of communication, various barriers can arise. The presence of well-functioning communications in organizations contributes to the solution of many problems, in particular, the coordination of the activities of individual structural units in the organization with respect to a common goal.

The main problem of communication between the elements of the organizational structure is due to the uncertainty in the relationship between the individual structural units of the organization. In conditions of uncertainty, the following main types of barriers in communication processes may increase:

Distortion of messages is a phenomenon in which the structural units of the organization receive information that is not adequate to the real situation. Distortion in communication networks leads to a significant slowdown in the pace of work in the organization. Decision-making and implementation must start at the same time: understanding how to do the job is just as important as deciding what to do. But the distortion of information does not allow to proceed with the immediate implementation of the solution, since it is based on incorrect premises. In this regard, we have to return to this situation, repeat the messages. In addition, the distortion of information leads to the wrong setting of goals, which immediately affects the rest of the organization.

Unintentional distortions that arise due to lack of information, ambiguity of the situation or difficulties in interpersonal contacts.

Conscious distortions that pose a great danger in decision-making in the organization and setting goals: in this case, the intermediate link in the communication chain is inconsistent with the content of the message and seeks to change the nature of its impact.

Filtering information in the message, when unnecessary information is cut off this moment information, only the essence remains. Information overload is possible in cases where members of the organization are not able to effectively respond to all the information they need and filter out a certain part of it, in their opinion, the least important. However, a situation is possible when this particular piece of information will be especially necessary to ensure the normal functioning of the organization or its divisions.

Deficiencies in the structure of the organization have a significant Negative influence on the functioning of communication networks. The most common of these shortcomings should be recognized as an unsuccessful configuration - the existence of a large number of control levels, when information is lost or distorted when passing from level to level. This is especially true for upward communication flows (bottom-up, from subordinates to managers).

Another important structural disadvantage is the lack of stable horizontal links between individual departments of the organization, for example, when the organization's management allows only vertical connections, and communications between departments of the same level are considered insignificant and unnecessary.

Another significant drawback is the presence of conflicts between individual groups and departments of the organization. Often conflicts are inherent in the very structure of the organization. Departments or individual leaders in a state of conflict can not only contribute to the breakdown of communication ties within the organization, but also use communication networks to achieve their own goals in the fight against other departments.

A high degree of spatial differentiation creates barriers to the passage of information through certain communication channels due to the remoteness of individual structures of organizational units. First of all, this concerns the channels of control and feedback, as well as the channels through which printed information is transmitted (documents, scientific or technological literature, etc.). As a result, mutual distrust may arise between members of the organization, and the effectiveness of interaction is reduced.

On the way of interpersonal communications, there are also barriers. Communication is very often hindered by the misunderstanding of each other by the members of the communication process. The causes of communication problems due to misunderstanding are as follows:

Differences in the perception of the message and its main idea and concept, what happens in effect:

incorrect coding of the message by managers without taking into account the culture and attitudes of the members of the organization (the message is written or transmitted in an incomprehensible language, contains many words belonging to another subculture, or special terms, a field of activity or knowledge is chosen that is little known to the members of the organization, etc.);

conflict between the areas of competence, the basis of judgments of the sender and recipient of information (a structural conflict of this kind can lead to selective perception of information by its recipient, depending on their own interests and needs, and ignoring the interests of the sender);

different social attitudes of members of organizations, different value structures.

Semantic barriers due to poorly worded messages that can lead to loss of information when transmitted by the recipient, especially many of these problems are generated in a multinational environment.

Semantics is the science that studies the ways in which words are used and the meanings given to them. Since words (symbols) can have different meanings for different people, what the sender wanted to communicate will not always be interpreted and understood by the recipient in the same way. Semantic variations often lead to misunderstandings, since in many cases it is quite difficult to understand what meaning was assigned to the sender character. Symbols do not have their original fixed meaning. A person understands their meaning based on their experience, and it varies depending on the context, i.e. the situation in which the symbol is used. And since everyone has a different experience, and each communication contact is different from others in one way or another, you can never be sure that the recipient assigned the same meaning to this symbol as you did.

Non-verbal interpersonal barriers. These include any characters other than words. Often non-verbal transmission is carried out simultaneously with verbal and can enhance or change the meaning of words. Eye contact, a smile or a frown, a tense expression are all examples of non-verbal communication.

Unsatisfactory feedback (for example, due to inability to listen).

In order to avoid losses arising from the shortcomings of interpersonal communication, you can use the following techniques:

preliminary preparation for the transmission of the message; for example, clarification of the main provisions, the content of the message;

removal of semantic barriers by eliminating ambiguity, ambiguity of concepts;

constant attention to non-verbal symbolic communication - the tone of the message, gestures, facial expressions, etc.;

manifestation of apathy and openness in communication and transmission of messages;

establishing feedback, for which one should: ask questions to the recipient of information about the content of the message and the degree of its perception; evaluate the non-verbal reaction of the recipients of the message, pay special attention to gestures, posture and facial expressions that indicate confusion or misunderstanding; create an atmosphere of trust, goodwill and readiness to discuss emerging problems, taking into account the interests and needs of the recipient of information messages.

Concluding, in general, we can say that the most effective use of communications depends on such important factors as the professionalism of managers, the structure of the organization and its characteristics, the presence of stable interpersonal relationships between members of the organization, the culture of subordinates, the position of the organization in the external environment (closeness and openness) , the competence of employees.

3 Types of communication in an organization

Communications carried out in organizations can be classified according to a number of criteria (Table 1.)

Table 1. Classification of communications in the organization

Classification signTypes of communicationsSubject and means of communicationsCommunications using technical means, information technologies Interpersonal Form of communicationVerbal Nonverbal Channels of communicationFormal Informal Organizational sign (spatial arrangement of channels)Vertical Horizontal Diagonal Orientation of communicationDescending Ascending According to the subjects and means of communication, it is customary to distinguish:

Communications carried out with the help of technical means of information technology, in modern conditions become of paramount importance. They are carried out using e-mail, telecommunication systems, management information technologies (MIS).

Interpersonal communications - communications carried out between people in situations "face to face" and in groups using words and non-verbal means of communication. They are of great importance for the study of organizational behavior.

On interpersonal communications various factors influence (Fig. 1).

Fig.1 - Factors affecting interpersonal communications

communication management verbal

Communication in the form of communication:

Verbal communications are communications carried out using oral speech as a coding system.

Managers spend most of their working time in personal communication with other individuals. The advantages of oral communication are speed, spontaneity and the possibility of extensive use of non-verbal signals simultaneously with words.

Non-verbal communications - messages sent by the sender without using oral speech as a coding system, for example, using gestures, facial expressions, postures, looks, manners. They act as means of communication to the extent that their content can be interpreted by others.

Information is conveyed through verbal communication. Non-verbal communications convey the attitude towards the partner in the message.

Formal communications allow you to streamline and limit information flows.

They are determined by the existing regulations:

Organizational (for example, organizational chart);

Functional (for example, the regulation on departments and services, containing the section "Relationships between departments").

Formal communication channels are widely used in organizations with a hierarchical management structure.

Informal communications are social interactions between people that reflect the expression of the human need for communication. They complement formal communications.

Depending on the spatial arrangement of channels and the direction of communication, it is customary to subdivide into:

Top-down organizational communications - represent the flow of information from the highest levels of management to the lower (manager - subordinates). This is the most obvious type of organizational communication. Communication between the leader and subordinates is related to the clarification of tasks, priorities and expected results; ensuring involvement in solving the tasks of the department; discussing performance issues; achieving recognition and rewards for the purpose of motivation; improving and developing the abilities of subordinates; with the collection of information about the imminent or real existing problem; notifying a subordinate about an impending change; as well as receiving information about ideas, improvements and suggestions.

Upward organizational communications also have the function of providing managers with information about what is happening at lower levels. Thanks to them, managers learn about current and potential problems and suggest corrective actions. Upward communications are usually carried out in the form of reports, proposals and explanatory notes.

Horizontal communications - communications aimed at coordinating and integrating the activities of employees of various departments and divisions at the same levels of the hierarchy to achieve the goals of the organization; helps to increase the efficiency of the use of all types of resources of the organization.

Diagonal communications - communications carried out by employees of departments and subdivisions of various levels of the hierarchy. They are used in cases where the communication of employees of the organization in other ways is difficult.

Electronic communications. Electronic mail (e˗mail) is a communicative computer system.

2. IMPROVEMENT OF THE SYSTEM OF COMMUNICATIONS ON THE EXAMPLE OF JSC "BASHKIRENERGO"

1 Socio-economic characteristics of the organization JSC "Bashkirenergo"

Bashkir open Joint-Stock Company Energy and Electrification of Bashkirenergo (JSC Bashkirenergo) established State Committee Republic of Bashkortostan for the management of state property October 30, 1992. The scope of its activities - the production of electrical and thermal energy; repair and Maintenance power equipment.

OJSC "Bashkirenergo" is one of the largest regional energy systems in Russia. The installed electric capacity is 4,295 MW, the installed thermal capacity is 13,141 Gcal/h.

As part of the generating capacity of the energy system of the Republic of Bashkortostan - one state district power plant (GRES), ten combined heat and power plants (CHP), including the gas-piston Zauralskaya CHP, two hydroelectric power plants (HPP), five gas turbine units, six gas piston units, one wind power plant and seven small hydroelectric power plants .

The total number of household consumers as of 01.07.2010 is 1,191,452.

Speaking more specifically about the communication system at this enterprise, it is worth noting that according to research, the manager spends from 50 to 90% of all time on communication. This seems unlikely, but it becomes clear if we consider that the manager does this in order to realize his roles in interpersonal relations, information exchange and decision-making processes, not to mention the managerial functions of planning, organizing, motivating and controlling. Precisely because the exchange of information is built into all major types of management activities, communications are a connecting process.

The communication process is the process of interaction between various subjects of communication, in which the process of information exchange is carried out.

The main goal of the communication process is to ensure the understanding of the information that is the subject of communication, i.e. messages. In the process of information exchange, four connecting components can be distinguished:

sender, a person who generates ideas or collects information and transmits it;

message, information encoded by appropriate characters;

channel, means of information transmission;

recipient, the person to whom the information is intended.

According to the type of organizational structures, JSC "Bashkirenergo" is linear structure management (Fig. 2.).

Fig. 2 - Scheme of the linear organizational structure of management

This is one of the simplest organizational management structures. At the head of each structural unit there is a leader - a one-man boss, endowed with all powers and exercising sole leadership of subordinate employees and concentrating all management functions in his hands.

Each subordinate has one leader, through whom all management commands pass through one single channel, in this case, management links are responsible for the results of all activities of managed objects.

To analyze the operation of communication channels in the enterprise under study, it is necessary to know what advantages and disadvantages are inherent in this organizational structure management.

Advantages:

unity and clarity of command;

coordination of actions and executions;

clear responsibility;

efficiency in decision-making;

personal responsibility of leaders final results activities of your department.

Flaws:

high demands on the leader, who must be comprehensively prepared to provide effective leadership at all levels of management;

lack of links for planning and preparing decisions;

information overload, many contacts of subordinates, superiors and shift structures;

difficult connections between authorities;

concentration of power at the top.

In this communication structure, the decision transmitted from one end to the other becomes known to all performers and is discussed by all. All connections in such communication are the same, and there is no command style of leadership. Such a structure of relationships quickly falls apart if the connection between the two participants in communication is broken.

2 Analysis of JSC "Bashkirenergo" communications

LLC "Bashkir Distribution Electric Networks" continues the best traditions established in OJSC "Bashkirenergo". In particular, much attention is paid to physical education and sports. The involvement of power engineers in a healthy lifestyle was facilitated by both corporate events, and those that took place under the sign of the Decrees of the President of the Republic of Bashkortostan: Year of Health, Year of Sports and Healthy Lifestyle, Year of Prevention of Drug Addiction, Alcoholism and Tobacco, Year of Prosperous Childhood and Strengthening family values, Year of support and development of youth initiatives, Year of environmental protection. All this improves the communication process in the company. Employees get to know each other better through such events and relationships improve, which is necessary in their joint work. In a market economy, one of the decisive factors in the efficiency and competitiveness of an enterprise (JSC "Bashkirenergo") is to ensure high human resources. And the most productive way to achieve this is to develop and implement personnel policy, which is integral part strategically oriented policy of the organization. We understand that investing in working with people is the most effective investment in our business for the long term.

The main goal of the company's personnel policy is to attract, develop and retain highly qualified and efficient managers and specialists who are able to increase the value of the business through professional and efficient management of the company's assets. The main principle of the company's personnel policy is to maintain effective functioning and development dynamics by maintaining and developing the optimal staff, a cohesive, responsible, highly developed, high-performance team necessary to solve the tasks.

The concept of the company's personnel policy includes the following areas of work:

building an effective company management structure based on the optimization of business processes and the rational distribution of work functionality by departments and management levels;

timely provision of the company with personnel of the required qualification, necessary for solving business problems;

ensuring the focus of personnel on high performance, contributing to the achievement of goals;

improvement of social and labor relations;

Establishment of social guarantees and control over their observance;

Creation of conditions for the acquisition of professional skills of personnel necessary for the successful solution of business problems, creation of conditions for professional growth and self-realization of employees through a system of professional training and advanced training of employees;

The growth of labor productivity by improving the system of material and non-financial incentives And social security employees, as well as ensuring safe working conditions.

Achieving sustainable growth of the company is impossible without the professional and coordinated work of the entire team, therefore, in the energy system development strategy, great attention is paid to personnel.

The management successfully solves the tasks of achieving high level responsibility of employees and the effectiveness of their work. JSC "Bashkirenergo" conducts purposeful work on the design of the optimal personnel structure and its development, which is carried out in the following main areas:

providing society with qualified personnel;

work motivation, increasing job satisfaction for all categories of personnel;

formation of corporate consciousness;

creation of conditions for the effective use of skills, knowledge and experience of employees;

professional training and advanced training of employees.

Let's analyze the activities of the company, from the point of view of the security of the enterprise labor resources, the movement of the labor force, the qualitative composition, as well as the use of labor resources in the enterprise.

Let's start the analysis with the provision of the enterprise with labor resources, which is calculated by comparing the actual number of employees by categories and professions with the planned need, we will draw it up in table 2.

Table 2 - Provision of society with labor resources for 2011 - 2012

Categories of employees

As Table 2 shows, the supply of specialists, in comparison with the plan, increases by 46 people (the share according to the plan = 17%, in fact = 18%), the provision of engineering and technical workers and employees increased by 134 people (the share according to the plan was 66%, in fact 67%). The increase in the number of employees at the energy system enterprise in 2011 was due to the transfer of municipal energy facilities to the energy system. The number of managers decreased slightly (by 1 person); this did not affect the work of the enterprise.

We will analyze the movement of the labor force by calculating the necessary coefficients. Dynamics analysis is carried out according to the personnel stability index; employment dynamics; the dynamics of the number of staff, the rate of staff turnover, the reasons for the dismissal of employees. The analysis uses a number of indicators. The most widely used are: the coefficient of the dynamics of the number of employees, the turnover coefficient for hiring employees, the staff turnover coefficient, the constant composition coefficient (Table 3).

Table 3. - The movement of labor in the enterprise

Indicators20112012DeviationNumber of industrial and production personnel at the beginning of the year16806189582152Employed23601756˗604Retired208172˗36 including:˗ voluntarily 6753˗14˗ dismissed for violation labor discipline 141119˗22Number of personnel at the end of the year18958205421584Average headcount15801712132Turnover rate for hiring employees1.491.03˗0.46Turnover rate0.130.1˗0.03Standing staff rate12120Coefficient of dynamic number of employees x0.130.08˗0.05

K pr.0 \u003d 2360 / 1580 \u003d 1.49 (1)

K pr. - Turnover coefficient for hiring employees in 2011

To pr.1 \u003d 1756 / 1712 \u003d 1.03 (2)

To pr.1. - Turnover ratio for hiring employees in 2012

K mk.0 ​​= 208 / 1580 = 0.13 (3)

K mk.0 ​​- Staff turnover rate in 2011

K mk.1 \u003d 172 / 1712 \u003d 0.10 (4)

K TC.1 - Staff turnover rate in 2012

K ps.0 = 18958/1580 = 12 (5)

K ps.0 - Coefficient of constancy of the composition of the personnel of JSC "Bashkirenergo" in 2011.

K ps.1 = 20542/1712 = 12 (6)

To ps.1 - The coefficient of constancy of the composition of the personnel of JSC "Bashkirenergo" in 2012

K ch.0 = 2360 ˗ 208 / 16806 = 0.13 (7)

K chz.0 - The coefficient of the dynamics of the number of employed workers in 2011

K ch.1 = 1756 ˗ 172 / 18958 = 0.08 (8)

K ch.1 - Coefficient of dynamics of the number of employed workers in 2012

As Table 3 shows, the number of those hired in the analyzed period decreased (by 604 people), as well as those who left of their own free will (14 people) and for violation of labor discipline (22 people). This indicates the satisfaction of the enterprise in the current staff and the employees themselves in the conditions of labor activity. Based on the indicators in the table, the turnover ratios for hiring (˗0.46) were calculated, the result of which shows a decrease in the admission of new employees, staff turnover (˗0.03), a decrease in this coefficient indicates that the parties are less likely to experience claims and disagreements about the quality of duties performed, the dynamics of the number of employees (˗0.05). The coefficient of constant composition has not changed, this will have a beneficial effect on work. Thus, the movement of the labor force and the results of the coefficients are in the norm.

The activities of JSC "Bashkirenergo" are primarily focused on improving the efficiency of production and distribution of electrical and thermal energy, reliable and uninterrupted supply of energy to all consumers of the Republic of Bashkortostan. At the same time, the energy company is actively social politics aimed at creating favorable conditions to improve the efficiency and productivity of personnel, good rest for employees and their families.

An effective system of social protection implemented at OJSC Bashkirenergo plays an important role in attracting highly qualified specialists to the energy company, helps to reduce staff turnover and is one of the components of successful production and business activities.

In order to improve the quality of the staff, OJSC Bashkirenergo continues close cooperation with leading energy higher educational institutions countries. In 2011, 110 young specialists who graduated from universities in energy specialties, as well as 78 graduates of the Ufa Fuel and Energy College, were admitted to the target area.

18 managers and specialists were sent to the Kazan State Power Engineering University for part-time education (budgetary) in the target direction for training in energy specialties. In KSEU for a day budget form 10 graduates were sent to study, and 17 graduates of secondary schools were sent to the Ufa State Aviation Technical University.

165 people were trained at advanced training courses in institutions of additional professional education, the Institute for Advanced Studies (IPK) of civil servants in Moscow, the St. Petersburg Energy IPK and its branches, and 4,144 people were trained at NNOU UTK Bashkirenergo. In 2011, 226 operational personnel were trained. 1371 specialists and managers passed pre-examination preparation and certification at the TTC. The cost of training, retraining and advanced training of personnel for NNOU UTK in 2206 amounted to 13 million 541 thousand rubles.

3. MAIN DIRECTIONS FOR IMPROVING COMMUNICATIONS IN JSC BASHKIRENERGO

1 Power company problems

We note two important communication problems that exist within this organization of JSC "Bashkirenergo"

Employees consider their immediate supervisor to be the main source of information for themselves. Not receiving enough information from him, they look for other sources, which leads to the birth of rumors that distort the real situation;

The conditions for cooperation and interaction in a team should be characterized by:

confidence in each other and trust between the manager and the employee;

free movement of information both up and down the hierarchical structure, as well as well-established horizontal channels of communication;

Satisfaction of team members with their status, which ensures their active participation in the company's activities;

constant cooperation in work without struggle and intrigue;

good psychological climate;

positive achievements of the enterprise in the market;

optimistic estimates of the future of the company.

The main PR principles for internal relationships are determined by a number of essential provisions:

recognition of the positive contribution of employees to the success of the enterprise;

encouragement, approval. All research in the field of communication management proves that the most important stimulants are money, as well as various privileges provided to employees. In addition to them, there is such an important factor as simple praise;

freedom of expression by employees of their own opinion on all management issues, including justified criticism of management;

blurring the lines between management and ordinary employees in terms of privileges;

priority of internal communications over external ones. The worst thing that can happen to a company is when its employees hear bad news from a newscast on television;

direct and indirect involvement of employees in the management process, identifying and taking into account their opinions, positions, as well as the ideas presented by them;

awareness of the plans of the organization. Employees of any company always strive to know in which direction their organization is moving and what their real role is in this process;

obligatory fulfillment of promises given by the company's management;

meeting the needs of employees for personal attention; badges allow them to address each other by their first names. Colleagues get to know each other faster, which contributes to the formation of a favorable psychological climate in the company.

Thus, we have overlooked two important problems in the organization of JSC "Bashkirenergo" In the next paragraph, we will try to find ways to eliminate these problems

There are different ways to improve communication processes in an organization. Regulation of information flows. Managers at all levels of the organization must represent the information needs of their superiors, colleagues and subordinates. To do this, it is necessary to assess the qualitative and quantitative aspects of information needs in the organization. The manager needs to define what is "too much" and "too little" in information exchanges. Information needs largely depend on the goals of the manager, the decisions he makes and the nature of the indicators for evaluating the results of his work, as well as his department and subordinates. management actions. In organizations, executives hold weekly meetings (meetings, planning meetings, meetings, etc.), at which new plans, options for strategies, goals and objectives, as well as intermediate results are discussed and clarified. Feedback systems. Feedback is an integral part of the control and management information base organizations. Survey of employees - from the feedback system options, which are carried out in order to obtain information from managers and workers on a large list of issues: are the goals of their activities clearly communicated to them; what potential or actual problems they face or may face; whether they receive the accurate and timely information they need to do their jobs; whether their leader is open to suggestions, etc.

Bid collection system. The purpose of collecting proposals is to facilitate the flow of information to the top. At the same time, all employees get the opportunity to generate ideas regarding the improvement of any aspect of the organization's activities. This, in turn, tends to reduce the level of filtering or ignore ideas on the bottom-up path. The ways of organizing the system are varied - to allocate a separate telephone line through which employees can anonymously call and ask questions about appointments and promotions. Sometimes managers work on the line, immediately answering questions. Responses are either sent directly to employees (unless the question is anonymous) or printed in the firm's newsletter.

Information Technology. The e-mail system contributes to the improvement of information exchange in organizations. E-mail gives employees the ability to send written messages to anyone in the organization. This significantly reduces the flow of telephone conversations.

Along with the use of official channels of communication, employees of the organization satisfy their need for advice and support through mutual consultation. Consultation between individuals at the same level often has important implications for the organization; constantly turning to each other for advice increases confidence in their own decisions. Experience has shown that complete reliance on managers for information and advice is a limitation and can be avoided in most cases. Apparently, every leader should be interested in the circulation of information flows in all three directions - up, down and horizontally. Communications (of course, in different volumes) in each of the three directions are carried out simultaneously.

The perception of employees of any communication is determined by many organizational and personal factors. A change in an employee's perceptions may be caused by a change in the information received or the work environment. Perception is also influenced by past experience. In the operating organization, the orders of the top manager are filtered and then accepted.

CONCLUSION

The importance of communication in business at the present stage of development is constantly increasing. This is due to the fact that enterprises, organizations, their managers and employees need to receive and master ever-expanding information that helps to solve emerging issues.

It is almost impossible to overestimate the importance of communications in management. Almost everything leaders do to help an organization achieve its goals requires effective communication. If people cannot share information, it is clear that they will not be able to work together, formulate goals and achieve them. Communication is a complex process consisting of interdependent steps.

Communication is the exchange of information, on the basis of which the manager receives the information necessary for making effective decisions, and brings the decisions made to the employees of the organization.

The communication process consists of stages: sending a message, transmitting a message, receiving a message and feedback. The most important elements of the communication process are the sender, message, transmission channels, recipient and feedback. It is the presence of feedback that makes the communication process two-way. The presence of all these elements is essential for effective communication.

The classification of communications is necessary to identify their various types for the purpose of subsequent analysis and improvement. Communications in an organization can be classified according to a number of criteria: by the subject and means of communication, by the form of communication, the channel of communication, by their spatial position, by the direction of communication.

There are various barriers to effective communication. Knowing possible barriers, managers should try to prevent their occurrence or to look for and plan effective ways overcoming them.

Active listening is the most important means of effective communication, so managers must learn to master this important art.

To organize effective communications in a group, in an organization, it is necessary to build and use communication networks correctly.

The main ways to improve information exchange in an organization include: regulation of information flows, managerial actions, the introduction of feedback systems, the introduction of proposal collection systems, the use of newsletters, the use of modern information technologies and world information resources.

At present, there is a need to introduce new systems that would perform the functions of both global and local network organizations.

Progress is accelerating at a rapid pace, so that it is difficult to imagine what will happen in the near future. But the fact is there: the old form of doing business is over. Many types of reports, balances, internal documentation are now created in paper form only in order to duplicate the electronic form.

Until the problem of information security is unequivocally resolved, this will continue to be practiced. But many transactions are already concluded without leaving the office, accounts are kept, contracts are concluded.

Since communications are one of the most important components of management, the manager should try to monitor communication process, identify problems at each stage and try to eliminate them in order to increase the efficiency of transmission and perception of information.

Making a conclusion about the company under study, it is worth noting that in recent years, along with the increase in the role of marketing, the role of marketing communications has increased. These two concepts have now become inseparable, as modern marketing requires much more than creating a product that satisfies the customer's needs, pricing it appropriately, and making it available to the target consumers. Firms need to communicate with their customers, inform about their products, make their purchase profitable.

In the practical honor of the work, options for improving communications at the enterprise of JSC "Bashkirenergo" were considered. An analysis of communications was carried out on the example of JSC "Bashkirenergo", the characteristics of the object were studied, and ways to improve the communication system were identified. The advantages and disadvantages of this enterprise are presented.

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Project Communications Management (Project Communications Management)

Providing participants and project processes with information includes communication channels, data accumulation, data exchange and updating, database maintenance, distribution of information to consumers. Information management ensures the provision, evaluation, processing, monitoring, analysis of information, information flows during life cycle project.

Communication and related information is a kind of foundation for coordinating the actions of project participants.

Under information understand the collected, processed and distributed data. To be useful for decision-making, information must be provided in a timely manner, as intended, and in a convenient form. This is solved by using modern information technologies within the project management system.

Project communications management (management of interaction, information links) - managerial function aimed at ensuring the timely collection, generation, distribution and storage of the necessary design information.

Communications management The project includes the following processes:

Communication planning(Communications Planning) - determines the information and communication needs of the project team (who, when and what information is needed).

Distribution of information(Information Distribution) - timely provision necessary information project participants.

Performance reporting(Performance Reporting) - collection and dissemination of information on the progress of the project.

Administrative Completion(Administrative Closure) - preparation, collection and distribution of information and materials for the official completion of a phase or project.

The main consumers of project information are:

Project manager - to analyze discrepancies between actual performance indicators and planned ones and make decisions on the project.

Customer - to be aware of the progress of the design work.

Suppliers- if there is a need for materials, equipment, etc. necessary for the performance of work.

Designers - if necessary, make changes to the project documentation.

Direct executors of works.

The content of project communications management. Project communications management provides support for the communication system (interactions) between project participants, the transfer of management and reporting information aimed at ensuring the achievement of project goals. Each project participant must be prepared for interaction within the project in accordance with his functional responsibilities.

Communications management includes the following processes.

Planning a communication system - determining the information needs of project participants (determining the composition of information, the timing and methods of its delivery).

Collection and dissemination of information - the processes of regular collection and timely delivery of the necessary information to project participants.

Preparation of reports on the progress of the project - processing the actual results of the state of the project, comparing them with planned indicators, trend analysis, forecasting.

Documenting the progress of work - collecting, processing and organizing the storage of project documentation.

Let's take a closer look at these processes.

Communication system planning. The communications plan is an integral part of the project plan. It includes:

an information collection plan that defines the sources of information and methods for obtaining it;

information distribution plan, which defines the consumers of information and methods of its delivery;

a detailed description of each document to be received or transmitted, including format, content, level of detail, and definitions used;

a plan for the commissioning of certain types of communications;

methods for updating and improving the communication plan.

The communication plan is formalized and detailed depending on the needs of the project.

Collection and dissemination of information. Within the framework of the project, there is a need to implement various kinds communications:

• internal (within the project team) and external (with company management, customer, external organizations, etc.);
• formal (reports, requests, meetings) and informal (reminders, discussions);
• written and oral;
• vertical and horizontal.

Project progress reporting. The processes for collecting and processing data on actual results and displaying information on the status of work in reports provide a basis for coordinating work, operational planning and management. Progress reporting includes:

• information about current state the project as a whole and in the context of individual indicators;
• information about deviations from baseline plans;
• forecasting the future state of the project.

Systems for collecting and distributing information should meet the needs of various types of communications. For these purposes, automated and non-automated methods of collecting, processing and transmitting information can be used.

Manual methods include the collection and transmission of data on paper, holding meetings.

Automated methods involve the use of computer technology and modern means communications to improve the efficiency of interaction: e-mail, document management systems and data archiving.

Documenting the progress of work. The main intermediate results of the progress of work should be formally documented. Documentation of progress results includes:

• collection and verification of final data;
• analysis and conclusions about the degree of achievement of the project results and the effectiveness of the work performed;
• archiving results for future use.

Computer systems for maintaining electronic archives make it possible to automate the processes of storing and indexing text and graphic documents, and greatly facilitate access to archival information.