What management model organizational structure most efficient? Which model to stay on? (10+)
Linear-functional, divisional, matrix organizational structures - Comparison
In such a model, all industries are allocated to projects (production is understood as the production of products or the provision of services) and all development projects. Production projects must generate income. Development projects may not generate income, but management also sets specific measurable tasks for them that they must solve, for example, prepare for production New Product. As we see in the diagram using the secretary as an example, an employee can participate in several projects and report to several managers at once within the time allotted for their projects.
Since the matrix model is quite tricky, I will give small example. Suppose we need to launch electronic document management with clients. A project is being created. Its leader is appointed. It is tasked with providing customers with the opportunity to apply for in electronic format, you need to solve the problem by such and such a number. The project team includes an IT specialist, a lawyer, a marketing specialist, and a secretary for documentation. Consider, for example, the work of a lawyer in such a group. His line manager instructs him to participate in this project team, spend so much time on this project, take into account internal legal standards and recommendations. The project manager instructs this lawyer to work out specific issues on the project, sets deadlines. The project manager can send submissions to the line manager for rewards or penalties, demand the replacement of a specialist if he cannot cope, propose a change in the time limits allocated to the employee for the project upward (if overload) or decrease (if there is little work at this stage). A lawyer may contact their line manager for legal assistance if they need it.
Optimal organizational structure
The question arises, which organizational structure is the most effective? The most optimal is the matrix control model with taking into account one NO. Working in a matrix structure requires highly qualified and motivated management staff. Therefore, there are very few effective companies with a matrix management model. Personally, I met them only in the field management consulting. The managers of these companies not only improve their management skills themselves, but also teach them. Apparently, this allows you to polish your work so that working in a matrix structure no longer causes difficulties.
The line-functional model is the easiest to implement, but is suitable for relatively small, compactly located organizations. As the company grows, the effectiveness of this approach decreases sharply, since all decisions on all issues are made centrally, and there are a huge number of questions at once in a mass of areas. Keeping all these topics in mind is impossible. For example, a service manager information technologies forced to keep in mind the features of automation of all sections and all offices, and Chief Accountant- remember the peculiarities of taxation and accounting schemes for a variety of businesses and countries where these businesses operate.
The divisional model is the most common in reality. Although it is theoretically not optimal, it allows solving business problems with managerial personnel common on the market who have experience either in their own entrepreneurship or work in a similar structure. Functions of the head of the division in the composition big company very similar to the functions of the head of a small enterprise with detailed reporting to the owners.
It was designated by Max Weber (German sociologist).
The scientist formulated a concept that includes certain laws, principles and criteria of the management structure. In practice, the linear-functional management structure uses principles based on grouping structural divisions: functional, process, design, product and counterparty. The very double name of this concept provides for the duality of its essence.
Definition
According to the Modern Economic Dictionary, the linear-functional management structure refers to the forms of management of a business entity, in which a combination of linear and functional management is carried out, which makes it possible to achieve a combination various forms management (centralization and decentralization).
Considering various aspects of such an organizational structure, it is necessary first of all to pay attention to its ability to contribute to the achievement of a high level of economic efficiency of the business entity. The linear-functional organizational structure of management is responsible for ensuring the maximum economic effect for a certain enterprise operating in some market conditions.
Structure usage principles
This management system should provide for the sole management of the company by one person - the director. If it is necessary to implement some changes in the company in order to improve its activities, the lower structural divisions prepare appropriate draft decisions that are considered by the head for acceptance or non-acceptance of it.
Use of this structure in various companies
The linear-functional structure of organization management is used by various business entities: from small companies operating in different market conditions to specialized entities operating only in stable market conditions. With the increase in the scale of the enterprise, the number of levels of the hierarchy increases and the decision-making time is delayed. For a large enterprise operating in a dynamic market, it is necessary to have special structural units in it that can simplify and shorten the procedure for making managerial decisions. In other words, there is a transition to other management structures. It is also possible to use structures with horizontal links. Thus, various modern economic entities are guided by a decrease in the number of hierarchy levels.
Determination of an effective organizational structure for enterprise management
Introduction
Any organizational system is subdivided into two subsystems: the financially supporting subsystem, which is engaged in the processing of resources at its disposal into goods and services, and the management subsystem, whose task is to manage and control the activities of the organizational system. The latter is called the control system, which has its own structure that provides conditions for a rational division of labor and mutual cooperation. Within the framework of this structure, employees-managers have their own tasks, areas of responsibility. At the same time, they enter into a relationship of leadership-subordination, control, cooperation. These structures reflect and ensure the division of labor within which the process of enterprise management is carried out.
While the task of implementing the developed and adopted strategy is faced by all departments of the enterprise, acting as a whole, the management of the enterprise will have to carefully consider the organizational aspect of management - how to properly and effectively coordinate the work of all elements of a complex business mechanism.
The object of study of this work is the branch of OJSC Rostelecom TTsMS-15.
The subject of the research is the organizational structure of the branch management.
The problem of the enterprise is the lack of profit growth.
In this work, the goal is to determine the effective organizational structure of enterprise management. At the same time, the author considers the structure as a way of distributing powers and responsibilities and how powers and responsibilities are transferred within the organization.
Based on the purpose of the study, the following tasks are set in the work:
Study and analysis of world and domestic practice of designing and improving the organizational structure of enterprise management;
Conducting an analysis of the economic activity of the enterprise;
Consideration and analysis of the existing organizational structure of enterprise management;
Making proposals for improving the organizational structure;
Calculation of the economic efficiency of the proposed measures.
In a broad sense, the manager's task is to choose the structure that best suits the goals and objectives of the organization, as well as the internal and external factors affecting it. The “best” structure is the one that allows you to effectively interact with the external environment, efficiently and effectively distribute and direct the efforts of employees and satisfy customer needs and achieve the goals of the organization.
Scientifically substantiated formation of organizational structures of enterprise management is an urgent task of the modern stage of adaptation of economic entities to a market economy. Under the new conditions, it is necessary to widely use the principles and methods of designing a management organization based on a systematic approach.
Without the development of methods for designing management structures, it is difficult to further improve management and increase production efficiency, since:
firstly, in the new conditions, in a number of cases, it is impossible to operate with old organizational forms that do not meet the requirements market relations, create the danger of deformation of the control tasks themselves;
second, in the area economic management it is impossible to transfer the patterns of control of technical systems. An integrated approach to improving the organizational mechanism was previously largely replaced by work on the introduction and use of automated control systems (ACS) - work that is extremely important, but not the only one in the development of management at all levels. The very same work on the creation of automated control systems is often carried out in isolation from the improvement of the management structure, is not sufficiently connected with organizational factors;
thirdly, the creation of a structure should be based not only on experience, analogy, habitual schemes and, finally, intuition, but also on the scientific methods of organizational design.
1 World and domestic theory and practice of designing and improving the organizational structures of enterprise management
1.1 Organizational structure of enterprise management. Concept and types
An organizational structure is an integral system, specially designed in such a way that people working within it can most effectively achieve their goals.
The organizational structure determines the relationship (subordination) between the functions performed by the employees of the organization. It manifests itself in such forms as the division of labor, the creation of specialized units, the hierarchy of positions, internal organizational procedures and is a necessary element of an effective organization, since it gives it internal stability and allows it to achieve a certain order in the use of resources.
Organizations can be classified into three main types of building an organizational management structure:
linear-functional;
divisional;
matrix.
Linear-functional schemes of organizational structures historically arose within the framework of factory production and were an appropriate "organizational" response to the more complex production and the need to interact under changing conditions with a large number of environmental institutions (mass consumer, financial organizations, international competition, legislation, government and etc.). The basis of this scheme (Figure 1.1) is the linear divisions that carry out the main work in the organization and serve them with specialized functional divisions created on a “resource” basis: personnel, finance, production, etc.
Figure 1.1 - Linear-functional organizational structure
Analysis of this structure in shows the following advantages:
High level of competence of specialists and their qualifications,
This form is effective for the implementation of worked out plans and is valid with the stable activity of the enterprise,
Allows you to easily manage subordinates.
Inefficiency in a difficult market situation, because initiative and effective transfer from the bottom up are difficult,
Decisions are made at the top level, as a result of which efficiency is lost,
Poor coordination of activities of functional units,
The promotion and reward system is based on the ability of a specialist to perform tasks within a functional unit, and not on a contribution to the final result.
In search of a way out of the situation of inefficiency in the activities of linear-functional structures, a number of American companies in the 1920s carried out decentralization of management by creating so-called divisional structures (DuPont, General Motors). In the 60s and 70s for large firms US this has become the dominant approach. The essence of this approach is the allocation to the management apparatus as the main structural element of not a functional service, but a completely autonomous production department in the economic sense - large plant or a group of enterprises - producing a certain type of product. These departments were entrusted with the entire responsibility for the development, production and marketing of more or less homogeneous products.
Figure 1.2 - Schematic diagram of a divisional organization
In general, the divisional scheme in building an organization allows the latter to continue its growth and effectively manage different types of activities in different markets. The heads of production departments, within the framework of the product or territory assigned to them, coordinate activities not only along the line, but also according to functions, and thereby develop the required qualities in themselves and thereby develop the required qualities of general management in themselves. Thus, a good personnel reserve is created for the strategic level of the organization. Dividing decisions into levels separates their adoption and improves their quality.
However, it must be remembered that within the production departments there is a tendency to "shortening" goals. Due to the growth of the administrative apparatus due to the creation of branches, overhead costs increase. The centralized distribution of key resources in case of their lack can lead to the development of interdepartmental conflicts. In large divisional organizations, an interdepartmental career is difficult, and with a mechanistic approach, a person is generally lost and his resource is not used in an effective way.
To a certain extent, the shortcomings of the divisional system were resolved in practice with the transition to organizations built with the inclusion of elements of the matrix scheme: project management, temporary target groups, permanent complex groups. The matrix scheme is simply not feasible within the framework of a mechanistic approach. It requires a transition to an organic approach that provides great opportunities in the design of horizontal, informal and indirect links, which are largely attributes of the matrix organization.
The matrix structure is always a combination of two organizational alternatives - functional and product (project). Thus, two formal schemes of structures in the matrix organization appear. The main task of management is to maintain a balance between the two structures.
Employees of the matrix structure have dual subordination to both the project team leader and their functional managers.
This approach provides - the development of innovative technologies, efficiency, initiative, etc. The disadvantages of such a structure are greed, spending, power struggles.
1.2 Reasons for changing the organizational structure of enterprise management
Bringing the structure in line with changing conditions is one of the most important tasks of management. In most cases, decisions to adjust structures are made by the top management of the organization as part of their core responsibilities. Significant organizational changes are not carried out until there is a strong belief that there are serious reasons for this that cause them to be necessary. You can name some situations, individually or in combination, when the costs of adjusting the structure or developing a new project are justified.
Unsatisfactory functioning of the enterprise. The most common reason for the need to develop a new organization project is the failure to apply any other methods to reduce cost growth, increase productivity, expand ever-shrinking domestic and foreign markets, or attract new financial resources. Usually, first of all, measures such as changes in the composition and skill level of employees, the use of more advanced management methods, and the development of special programs are taken. But, in the end, top-level managers come to the conclusion that the reason for the unsatisfactory performance of the enterprise lies in certain shortcomings in the organizational structure of management.
Top management overload. Some businesses manage to function satisfactorily only at the cost of overworking a few top managers. If obvious measures to change management methods and procedures do not reduce the burden, do not lead to any lasting relief, then a very effective means of solving this problem is the redistribution of rights and functions, adjustments and clarifications in the forms of organization.
Lack of perspective orientation. The future development of the enterprise requires more and more attention from top managers to strategic tasks, regardless of the nature of the enterprise and the type of its activity. And at the same time, many senior leaders still continue to devote most of their time to operational issues, and their decisions, which will have an impact in the long term, are based on a simple extrapolation of current trends into the future. The top manager (or a group of them) must be aware that his most important responsibility is to enable the enterprise to develop and implement a strategic program with the fullness that the legal and economic independence of the enterprise allows. Ensuring this capability is almost always associated with changes in organizational forms, as well as the introduction of new or fundamentally changed decision-making processes.
Disagreements on organizational issues. Every experienced senior manager knows that stability in the organizational structure of an enterprise, as a rule, indicates not so much internal harmony as successful resolution of conflict situations. The existing structure, whatever it may be, creates obstacles to effective work, makes it difficult to achieve the goals of some departments or divisions, does not clearly reflect the meaning of some functional roles, allows for an unfair distribution of power, positions and authorities, etc. When there are deep and enduring disagreements about organizational structure, and especially when senior management has doubts about the optimal form, the only way out is to study the structure carefully. A change in leadership often prompts a decision to reorganize. One group of leaders can operate effectively within a particular structure. The group that comes to replace them may find this form completely inconsistent with its approach to the problems of the enterprise.
These circumstances, which experience has shown to usually precede a large-scale study of the organization, are symptomatic of a number of causes, some operating within the enterprise and others completely outside its sphere of influence.
Growth in the scope of activities. Even with a stable product range, stable production processes and marketing, with a continuous increase in the size of the enterprise, there is a need for significant structural transformation. It is possible to adjust to the growth of the scale of activities through small changes in the structure. However, if the core structure remains unchanged, coordination will be difficult, managers will be overwhelmed, and the functioning of the enterprise will deteriorate.
Increasing diversity. Expanding the range of products or services, entering a variety of markets, additional development of new production processes bring completely new things to the organization. As long as these heterogeneous elements are relatively small, they can be adapted to any part of the existing structure. But when they take on huge dimensions - in terms of resources used, needs, risk, future opportunities, then structural changes become inevitable.
Association of business entities. The merger of two or more enterprises, even of the same nature, necessarily introduces some changes in the organizational structure. Problems of coincidence of functions, redundant personnel, confusion in the distribution of rights and responsibilities require an immediate solution. Merging with smaller units usually affects the structure to a lesser extent, but if such a merger occurs for a sufficiently long time, changes in the basic structure become inevitable. If two or more large enterprises merge, then major structural changes should be expected.
Change of control technology. Scientific achievements in the field of management are beginning to have an increasing impact on organizational structures and processes (progressive methods of information processing, operations research and planning, design and matrix forms of construction, etc.). New positions and functional units appear, decision-making processes change. Some industries - mass production, manufacturing, transportation and distribution systems, some financial institutions - have actually changed dramatically due to advances in control technology. In these sectors, enterprises that lagged behind in the application of modern management methods found themselves in unfavorable conditions with fierce and ever-increasing competition.
Influence of technology of production processes. The impact of scientific and technological change on organizational structure has been the most researched and widespread aspect of organizational change in recent years. The rapid development of industry research, the growth of scientific institutions, the ubiquity of project management, the growing popularity of matrix organizations - all this testifies to the spread of the influence of the exact sciences on industrial organizations.
external economic environment. Most industrial enterprises are in a constantly changing economic environment. Some changes are made abruptly, because of which the previously normal functioning of the enterprise suddenly becomes unsatisfactory. Other changes, which are slower and more fundamental, are forcing enterprises to switch to other areas of activity or to move to new means and methods of managing activities in their former area. In any case, the most likely result will be a change in the main tasks of management, and hence a new organizational structure.
1.3 Analysis and design of the organizational structure of enterprise management
Each of the circumstances noted above leads to changes in the structure and may equally indicate the need to revise the main strategy of the enterprise. Neither strategy nor structure can be established independently. However, priority is given to the tasks, goals, allocation of resources and the main programs that make up the strategy of the enterprise. This is due to the fact that most of the serious problems at large enterprises are of a strategic rather than organizational nature.
The inability to survive and function effectively is most often the result of:
Unreasonable strategic decisions are made;
Enterprises try to continue operations at a volume that is no longer economical;
Unable to set up release new products or unmarketable products are produced and not where it is needed;
Firms with a single market are not able to diversify production.
The redistribution of tasks, rights and responsibilities, information flows increases the efficiency of the organization by increasing productivity and at least temporarily restrains the growth of costs, increases profitability. Improvement in organizational forms often contributes to the development of new and better strategic decisions.
If a structure cannot exist without a strategy, then a strategy cannot be successful without a corresponding structure. Almost on any large enterprise examples can be found where the implementation of well-conceived strategic plans was hindered by an organizational structure that delayed their implementation or gave preference to solving secondary issues.
Thus, the structure is inextricably linked with the strategy. At one time, a static approach was practiced in the development of the organization's design and corrective changes. The tasks of the current activity of the enterprise were determined, which were then aggregated by ascending levels in the form of a traditional pyramid. Now, no organizational chart of a large enterprise can be based only on current activities. It must necessarily reflect any possible changes in the main task of the enterprise, goals and strategic programs of top management.
This relationship between strategy and structure underlies all recommendations for adjusting and changing the organization of enterprise management. The analytical process of studying the strategy of the enterprise is an integral element of adjustments in the structure, regardless of whether the production is diversified or homogeneous, private or public. The analysis methods used generally consist of five steps.
The first stage consists in clarifying the task of the enterprise, areas of uncertainty and the most probable development alternatives. An accurate and definite answer to the question about the tasks of the enterprise to a large extent determines the overall structure. It is almost always possible to give a clear and unambiguous answer to a question like this for many organizations or parts of them. In the case of the formation of completely new enterprises, the definition of the task may be limited to the establishment of design parameters.
The second step in organizational structure analysis is to identify variables that significantly affect task performance. At this stage, a deep analysis of the economic and production structure of the enterprise and its main components is necessary. It also needs an analysis environment in which the enterprise operates or is planned to operate. The exploration of these two closely related areas (external and internal) leads to key decisions that can determine the success of an enterprise.
At the third stage, the goals and programs for the development of the enterprise are studied. It is important to make sure that the current goals are consistent with the main task of the enterprise, and programs are aligned with the key factors for successful operation. This is essential because goals and plans have a direct impact on the organizational structure by prioritizing and prioritizing. decisions taken. Any organizational project involves inevitable changes. It is possible to have a different relationship between production efficiency and innovation, between market size and technical quality, between short-term and long-term planning. The programs of the enterprise, its strategy are the fundamental basis for making such decisions when designing an organization.
At the fourth stage, it is assessed how the structure of the organization meets the tasks, goals and factors on which the success of its functioning depends. To do this, it is necessary to carefully study the existing formal structure, identify all its strengths and weaknesses, find out what shortcomings in the formal structure compensate for informal elements and how effectively.
A difficult but inevitable moment in the analysis of the organization is the assessment of the human resources of the enterprise. Sometimes a serious shortage of workers in certain specialties cannot be filled by sufficiently rapid training of workers within the enterprise or recruitment from outside, which cannot be ignored in the distribution of functions within the existing structure. The researcher also studies the basic management processes - planning, resource allocation, operational control - in order to establish how much they contribute to the achievement of the task, goal and strategic programs. The probability and validity of changes in the processes themselves are considered. Analysis of the organization and environment provides a tremendous amount of information that must be evaluated so that a decision on the structure can be made, which is the final stage of the analytical process.
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The main task of any manager is effective management. Performance criteria allow you to assess in detail the quality of the manager's work in order to make appropriate adjustments. Evaluation work should be carried out regularly in order to identify strengths and weaknesses followed by timely adjustments.
The essence of the concept
Management effectiveness is an economic category that demonstrates the contribution of the manager and his environment to the overall performance of the organization. Many researchers invest just such a meaning in this concept. In this case, the management efficiency criteria are presented as the results of activities and the degree of implementation of the goals and objectives that were set for the current period. Profit is the main indicator.
It should be noted that the effectiveness of management is one that characterizes management as a whole or its separate subsystem. For this purpose, various integral indicators, which give a more accurate numerical definition of the results.
It should be noted that a significant part of the economically active population with an appropriate level of education and qualifications is involved in the management process. Since a large amount of time and money is spent on training such personnel, a lot of attention is paid to assessing such a parameter as management efficiency. Efficiency criteria allow for a more in-depth look at this issue.
AT theoretical studies distinguish the following varieties:
- economic efficiency is the ratio of production and management costs, as well as the results obtained;
- social efficiency is the satisfaction of different categories of consumers with the range and quality of goods and services.
The following concepts should also be distinguished:
- internal efficiency is the achievement of the organization's own goals at a constant level of costs;
- external efficiency - compliance of the enterprise with the demands and requirements of the external environment.
The evaluation algorithm looks like this:
- defining the purpose of performance evaluation;
- selection of criteria and their detailed justification;
- collection of initial data that will be used in the analysis process;
- development of requirements for the resulting indicators;
- development or selection of a methodology in accordance with which calculations will be made;
- carrying out calculations and evaluation of the obtained indicators.
Every organization has specific goals. In the process of evaluating the final results, certain inconsistencies may be identified. Based on the results of the audit, a decision can be made to adjust the management process or to make changes to the plans.
Economic criteria for management efficiency
The main goal of management is the continuous improvement of the performance of the organization. Particularly important is management. Efficiency criteria can be general and particular. In the first case, the global aspect of performance results is considered. It is important to achieve the maximum result with the minimum expenditure of resources.
Particular indicators of management effectiveness are as follows:
- the level of labor costs of workers employed in the production process;
- rationality of spending material resources;
- minimum costs of financial resources;
- indicators characterizing the use and depreciation of fixed production assets;
- the size of the cost of production (should be kept to a minimum);
- indicator of profitability of production;
- technical equipment production shops(compliance with modern achievements of technical progress);
- labor intensity of employees, which is determined by working conditions and organizational structure;
- compliance with the cost rate while fully complying with all contractual obligations;
- stability of the number and composition of personnel;
- compliance with environmental standards at the same level of costs.
In order to evaluate the efficiency of the enterprise, first of all, they are used economic indicators. The main one is the ratio of profit to total costs incurred in the reporting period. If deviations or unsatisfactory results are identified, a factor analysis to determine specific causes.
Components of efficiency
In the course of assessing the effectiveness of organization management, the following indicators can be used:
- performance, which is manifested in the degree of achievement of the goals that were set by management;
- ability to use material and financial resources, fully satisfying the needs of all structures and departments of the organization;
- achievement of the optimal ratio of the obtained economic results to the costs that were carried out in the production process;
- the degree of influence of direct or indirect factors on the final result.
Criteria groups
Criteria for evaluating the effectiveness of management are specific indicators that allow you to evaluate the feasibility and effectiveness of the implementation of certain activities. Modern economics divides them into two groups:
- private (local) criteria:
- labor costs of workers involved in the direct production of goods or services;
- expenditure of material resources for managerial and other purposes;
- expenditure of financial resources;
- indicators that characterize the use of fixed assets (purpose, depreciation, efficiency, etc.);
- the speed of turnover of funds;
- payback period of investments (its reduction or increase).
- quality criteria:
- increase in the output of products that belong to the highest category;
- environmental responsibility of the organization, as well as the introduction of modern energy-saving technologies;
- compliance of products with the urgent needs of society;
- continuous improvement of working conditions of employees, as well as their social level;
- saving resources.
It is worth noting that all management efficiencies must be accompanied by the maximization of output (or the number of services provided). There should also be an increase in profit levels.
Criteria and indicators of management efficiency
In order to evaluate the economic results from management activities or decision-making, appropriate methods are used. Thus, the criteria and indicators of management effectiveness are as follows:
- general indicator of management efficiency (the ratio of profit for the reporting period to the costs attributed to management);
- managerial personnel ratio (the ratio of the number of top managers and the total number of employees employed at the enterprise);
- coefficient of management costs (the ratio of the total costs of the organization to the costs of management activities);
- the ratio of management expenses to the volume of output (in physical or quantitative terms);
- management improvement efficiency ( economical effect for the year is divided by the amount of money spent on management activities);
- annual economic effect (the difference between the total savings due to the implemented management measures and the costs multiplied by the industry coefficient).
Organization management efficiency
Economists distinguish the following criteria for the effectiveness of organization management:
- organization of management entities, as well as the full validity of their activities;
- the amount that is spent on solving certain issues that are under the jurisdiction of top management;
- style of management activity;
- the structure of the governing bodies, as well as the smoothness of the relationship between their various links;
- the total costs that fall on the maintenance of the administrative apparatus.
Any organization seeks to obtain the maximum benefit. It should be noted that the increase in profit is one of the main parameters, according to which the effectiveness of management is determined. The criteria for the effectiveness of the organization in this context imply the end result of the work of the entire enterprise. This is due to the fact that the implementation of plans largely depends on the quality work of managers.
Basic approaches to performance evaluation
The most important indicator of the functioning of any organization is the effectiveness of management. Performance criteria can be defined and applied according to several basic approaches:
- The target approach, as the name implies, is associated with an assessment of the degree of achievement of the planned result. At the same time, the action becomes much more complicated if the enterprise does not produce any tangible products, but is engaged, for example, in providing various kinds of services. It can also be about overlapping goals. Also, the criteria for evaluating the effectiveness of managing an organization quite often represent a set of formal goals that do not reflect the real state of affairs.
- A systematic approach involves considering the management process as a combination of input, direct operation, and output. In this case, management can be considered as the highest level, and average. Most often, the system is considered in the context of its adaptation to internal and external conditions, which are constantly changing. No organization can limit itself to just producing products and providing services, because it must act in accordance with market conditions.
- The multidimensional approach aims to cover the interests of all groups formed in the organization.
- The approach of competing assessments makes it possible to use such criteria for the effectiveness of enterprise management as a control system, as well as internal and external influences. At the same time, the leader quite often faces a mutually exclusive choice.
Evaluation of the effectiveness of personnel management
The criteria for the effectiveness of personnel management include the quality, timeliness, and completeness of the performance of certain work and the achievement of goals. The overall numerical indicator, according to which the performance of employees can be assessed, is the ratio of the achieved indicators to the labor costs for a certain period.
Evaluation of the effectiveness of personnel management is usually carried out in order to assess the feasibility and validity of the introduction of motivational mechanisms or personnel changes. At the same time, it should be borne in mind that personnel costs can be primary (wages) and secondary ( social service and other costs provided for at the legislative level).
The work of employees must ensure the achievement of the goal. The criteria for the effectiveness of personnel management are, for the most part, specific indicators that are calculated per unit production capacity or manufactured products.
Evaluation of the effectiveness of the management system
There are the following criteria for evaluating the effectiveness of the management system:
- the complexity of the organizational structure and the justification for the expediency of the functioning of each of its links;
- speed of response to newly emerging situations and the adoption of appropriate management decisions;
- strategy, in accordance with which the management of the organization as a whole and each of its individual subsystems is carried out;
- the costs that fall on the maintenance of the administrative apparatus, as well as their relationship with the results obtained;
- results of continuous monitoring of top management activities;
- assessment of the impact of the management apparatus on the final result of the enterprise;
- the numerical and qualitative composition of the management, as well as the ratio with the total number of employees.
It should be noted that the results of the organization's activities depend not only on the effectiveness of the work production staff but also on how competently the organizational structure is built. To do this, a periodic check is carried out in order to identify discrepancies, as well as to bring the parameters to modern requirements and norms (using criteria for the effectiveness of management systems).
Classification of methods for assessing management effectiveness
Criteria and indicators for assessing management effectiveness can be applied in accordance with the following approaches:
- orientation to the definition of the initially set tasks in order to determine the degree of their implementation;
- assessment of the effectiveness of the administrative apparatus, as well as the degree of provision of managers with information and other resources;
- evaluation of manufactured products or services provided in order to determine the satisfaction of the end user;
- involvement of professional experts to identify weak and strong points in the functioning of the organization;
- comparative analysis of different points of view of managers or management systems;
- involvement of all parties and participants in the management and production process to determine the degree of efficiency.
Evaluation activity can correspond to one of the following types:
- forming:
- determination of the discrepancy between the desired and the actual state of affairs;
- assessment of the production process in order to determine the strengths and weaknesses;
- assessment of the degree of achievement of the set goals.
- summarizing:
- determination of varieties of products and services that bring real economic benefits in order to eliminate irrational directions;
- study of changes in the well-being of employees and customers as a result of the organization's activities;
- assessment of the ratio of costs to actually achieved economic results.
conclusions
Management efficiency is economic category, which demonstrates the manager's contribution to the resulting indicator of the organization's performance. The determining indicator here is profit (namely, a comparison of the indicator that was achieved and the one that was noted in the plan for the corresponding period).
Management efficiency is critical for several reasons. The first of them is that a lot of time is spent on training this kind of personnel, and their number is quite large. In addition, top management is characterized by the highest degree wages at the enterprise, which should be economically justified.
Management efficiency can be both economic (recoupment of costs invested in production) and social (degree of satisfaction of the population with quality, quantity, as well as the range of products and services). It is also worth highlighting the internal and external performance separately.
One or more approaches can be used to evaluate the effectiveness of an organization's management. Thus, the target implies an assessment of the result obtained and its comparison with the planned one for the period. If we talk about a systematic approach, then we are talking about the perception of the work of the organization as a holistic process. Multivariate assessment affects all groups that are somehow connected with the activities of the enterprise or are interested in its results. It is also worth paying attention to the approach of competing estimates, which takes into account factors of the opposite direction.
In the course of assessing the effectiveness of management, a number of criteria are used, which can be used alone or in combination. So, the main indicator is the ratio of costs and profits. Also important role plays the optimal ratio of production workers and the number of regular management personnel, as well as the costs that are regularly assigned to management. The last indicator is important to correlate not only with the level of profit, but also with the actual volume of production (in physical or quantitative terms). Also, when calculating economic efficiency, it is important to adjust the indicators of the values of the industry coefficient.
It is important to understand that in achieving the success of an enterprise, the main role is played not only by the composition of the production personnel, but the criteria for the effectiveness of management quality are no less important. The correct organizational structure must be selected, which will ensure optimal interaction between all departments of the enterprise, as well as reducing time and communication.
Topic 1. Question 7. List and justify the composition of the organizational project of management systems for industrial and territorial entities
The design of an organization is associated with the adoption by its management of decisions related to many areas of the organization's life. These decisions concern such elements of the organizational structure as:
1. Level of division of labor and specialization: The effective and productive functioning of an organization cannot be achieved when one of its members or one part of it does everything that the organization does, or when all its members or parts of it do the same thing. Therefore, in any organization there is a division of labor between its members or parts.
2. Departmentalization and cooperation: the growth of specialization individual works in the organization is limited by the ability to coordinate them. This problem can be solved if we start grouping similar works and their performers, i.e. start to carry out a certain organizational separation of performers of similar work. This process of organizational separation of works grouped on a certain basis is called departmentalization. Vesnin V.R. Management: Textbook.-M: TK Welby, Prospekt Publishing House, 2004.-221s
3. Communication between the organization and coordination of their activities: in an organization consisting of many parts, their activities must be coordinated. This coordination is the main structure of the organization, which is usually defined as a set of stable relationships in it.
4. Scale of manageability and control: When designing an organization, people and work are grouped according to some principle or based on some criterion. In the course of grouping, there comes a stage when it is necessary to make a decision as to how many people or jobs directly can be effectively combined under a single leadership. In an organization, each of the leaders is limited by time, knowledge and skills, as well as the maximum number of decisions that he can make with a sufficient degree of efficiency. That is why the scale of manageability and control is necessary.
5. The hierarchy of the organization and its links: the hierarchy in general means the arrangement of parts of the whole in order from highest to lowest, and for organizations it is just a management structure, or links. Organization management: textbook / edited by A.G. Porshneva, Z.P. Rumyantseva, N.A. Salomatina. - M.: INFRA-M, 2003.-463s
Topic 2. Question 1. Define the concept of "management" and explain why management can only be carried out in social systems
The term "management" comes from the old Russian word "uprav", that is, the ability to manage with someone. In a broad sense, it is understood as the activity of streamlining the processes occurring in nature, technology and society, eliminating their entropy (disorganization), uncertainty and bringing them to the desired state, taking into account the trend of their development and changes in the environment. Lebedev O.T. Fundamentals of management. - St. Petersburg: "MiM", 1998.-149s
In other words, management must ensure the orderliness of the relevant system, its integrity, normal functioning and development.
Any managerial activity consists of the following steps:
1. obtaining and analyzing information;
2. development and decision-making;
3. organization of their implementation;
4. control, evaluation of the results obtained, making adjustments to the course of further work;
5. reward or punishment of performers. Basovsky L.E. Management: Textbook.-M: INFRA-M, 2003.-95s.
Management is natural, technical and social.
The object of natural control is the processes occurring in nature, for example, the development of plants, the movement of water flows.
Technical refers to the control of man-made objects, such as a car, etc.
direct object social management are people, their behavior.
Management as an activity is reorganized in the aggregate management processes, i.e. purposeful decisions and actions carried out by managers in a certain sequence and combination.
If management activity fully or partially solves the task, is embodied in the expected result, and ensures its achievement based on the optimal use of available resources, then it is considered effective. In the first case, we are talking about external efficiency, in the second - about internal.
Management has the property of being systematic.
A specific form of the system is a social system (society, firm, team, etc.)
Social systems are ordered, integral; functionally and technologically heterogeneous; hierarchical in structure; dynamic in terms of composition and number of elements.
Usually they are constantly evolving, evolving in the direction of complication, although sometimes they can degrade.
In order for a social system to be stable, and therefore viable, it must have a control element (management system). That is why control can only exist in social system, i.e. in a system that is characterized by orderliness, structure, integrity. Only under these conditions can there be control.
Topic 3. Question 7. Justify the design order information support
Information support is an integral part of any organization. That is why it is necessary to design it.
The procedure for designing information support is as follows:
1. Fixing the elements of the information base, establishing the quantity and quality of information that is necessary for this organization
2. Choice of element configuration
3. Structure design
4. Development of process regulations
5. Design of information support technology. Lebedev O.T. Fundamentals of management. - St. Petersburg: "MiM", 1998.-140s
Topic 4. Question 1. Define the concept of "organizational structure of management" and describe how linear and functional relationships are implemented in the management system
Building the governance structure of an organization is an important component common function management - an organization, one of the central tasks of which is the creation necessary conditions for the implementation of the entire system of plans of the organization. Its implementation may require restructuring of both the organization itself and its control system, as well as creating conditions for the formation of a culture of the organization highly sensitive to changes. Vikhansky O.S., Naumov A.I.-M: Gardariki, 2002.-96s.
There is a close relationship between the management structure and the organizational structure: the organization structure reflects the division of work adopted in it between departments, groups and people, and the management structure creates coordination mechanisms that ensure the effective achievement of the overall goals and objectives of the organization. As a rule, measures to design or change the composition of the organization itself (disaggregation, merger, merger with other organizations, etc.) necessitate appropriate changes in the management structure.
The management structure is an ordered set of links between links and employees involved in solving the management tasks of the organization. It distinguishes such concepts as elements, links and levels.
Relationships between elements are supported by connections, which are usually divided into horizontal and vertical.
In addition, links in the management structure can be linear and functional.
Linear connections reflect the movement of management decisions and information between the so-called line managers, i.e. persons who are fully responsible for the activities of the organization or its structural divisions.
Functional connections take place along the line of movement of information and management decisions on various management functions.
Topic 5. Question 5. Regulatory requirements for the formation of rights and responsibilities in job descriptions. Give an example of these sections of any specific job description
The job description should fully cover such issues as his right to rest, to receive wages, on weekends, etc., as well as direct duties related to his activities at the enterprise.
Job description of a personnel adaptation specialist:
The personnel adaptation specialist must know the organizational structure of the organization, the technical and technological features and production needs, corporate requirements for labor and ethics, the psychological characteristics of the process of primary and secondary adaptation.
Must possess the basics of the psychology of adaptation in a team, the ability to suggest and convince the importance of adaptation, the skills to recognize hidden adaptation problems and their causes.
Must be able to identify and resolve conflict situations before the onset of a deep crisis, the outcome of which may be the dismissal of an employee, a fall labor discipline, labor productivity; discover internal reserves for quick and unhindered adaptation of new employees in the team.
Must periodically monitor the course of adaptation processes in the organization, conduct explanatory work, consultations, lectures, round tables, convey information about the need for adaptation measures to all employees of the organization.
List of used literature
1. Basovsky L.E. Management: Textbook.-M: INFRA-M, 2003.-216s.
2. Vesnin V.R. Management: Textbook.-M:TK Welby, Prospect Publishing House, 2004.-504s.
3. Vikhansky O.S., Naumov A.I.-M: Gardariki, 2002.-288p.
4. Lafta J.K. Management: Textbook.-M.: TK Welby, 2004.-592s.
5. Lebedev O.T. Fundamentals of management. - St. Petersburg: "MiM", 1998.-325s
6. Organization management: textbook / edited by A.G. Porshneva, Z.P. Rumyantseva, N.A. Salomatina. - M.: INFRA-M, 2003.-716s.
