Management Process- is the impact on the object in order to change its state or shape.

Control system is divided into two subsystems: managed and managing.
Control subsystem performs production management functions. It includes the management apparatus with all employees and technical means. Managed Subsystem performs various management functions. It includes workshops, sections, brigades.

On a functional basis, the control system is divided into subsystems:

• technical (machinery and equipment);
• technological (a number of processes, stages of production);
• organizational;
• social (unity of social relations);
• economic.

The control system includes:

1. structural and functional subsystem (implements the principle of unity of the structural and functional elements of the system);
2. information-behavioral subsystem (providing actions with the necessary information);
3. a subsystem of self-development (the principle of independence, independence of the development of individual elements).

Subject of management

Appointment of the subject of management- to ensure the controllability of the system as a whole.

Controllability- the ability of the system to perceive the control action and respond to it appropriately.

Subjects of management centers of activity, centers of responsibility.

Subject of management is a leader, collegiate body or committee exercising managerial influence. The leader can be both formal and informal leader of the team. In turn, the subject of management can also be the object of management (for senior managers).

The main goal of the functioning of the subject of management is to develop a management decision that ensures the efficiency of the functioning of the system as a whole.

The goals of the subject of management are considered at 2 levels:

1. at the integrative level - the subject of management functions in order to bring the system to the goals set for it, therefore the degree of achievement of the goals of the system as a whole is a criterion for the effectiveness of the functioning of the subject of management;
2. at the local level (at the level of the system itself).

Requirements for the subject of management:

1. the subject of management must implement the law of necessary diversity (quantitative side);
2. the control system must have all the properties and characteristics that are inherent in a cybernetic system (these requirements characterize the qualitative side):
   • unity;
   • integrity;
   • organization;
   • emergence.
3. the subject of management must be fundamentally active, who knows the goals, knows the ways to achieve them and constantly generates functions. A fundamentally active system consists of active elements;
4. the management system should always be the center of responsibility;
5. the subject of management must be law-abiding;
6. the subject of management must be of a higher socio-cultural level in relation to the external environment in order to be able to adequately respond to the impact of the external environment and influence the development of this level;
7. the subject of management must have a higher creative and intellectual potential in relation to the object.

As part of the subject of management, when considering the aspect of elements, it is necessary to distinguish the following subsystems:

1. system of management goals;
2. functional model of the control system;
3. structural model;
4. information model;
5. model of communications (system of relations);
6. efficiency model;
7. control mechanism;
8. operational (technological) model.

Control object

The object of management is the socio-economic system and the processes that take place in it.

Control object- this is an individual or a group that can be combined into any structural unit and which is subject to managerial influence. At present, the idea of ​​participatory management is spreading more and more, i.e. such management of the affairs of the organization, when all members of the organization, including ordinary ones, participate in the development and adoption of the most important decisions. In this case, the control objects become its subjects.

Management process in an organization

Management Process- this is a certain set of management actions that are logically connected with each other in order to achieve the goals set by transforming input resources into products or services at the output of the system.

The management process is a set of actions related to identifying problems, finding and organizing the implementation of decisions made.

All management processes are divided into two groups:

1. permanent processes - represent the functional areas of human activity to achieve current goals;
2. periodic processes are an active form of management caused by unforeseen situations and requiring the development of operational management decisions.

The main stages of the management process are shown in the figure.

The creation and stages of the management process determine its elements:

Target- each management process is carried out to achieve a specific result, goal. Goals in the management process should be of an operational nature and be transformed into specific tasks. They are a guideline for specifying the use of the necessary resources.

Situation- represents the state of the managed subsystem.

Problem is a discrepancy between the actual state of the managed object and the desired or specified state.

Solution- represents the choice of the most effective impact on the existing situation, the choice of means, methods, the development of specific management procedures, the implementation of the management process.

Stages of the management process:

1. setting a specific goal;
2. Information Support;
3. analytical activity is a set of operations associated with assessing the state of a managed object, finding ways to improve the existing situation;
4. choice of options for action;
5. implementation of solutions;
6. feedback - compares the result obtained from the implementation of the solution with the goal, for the sake of which the management process was carried out.

Management mechanism

Management in the organization is carried out with the help of management mechanisms. The economic mechanism solves specific problems of interaction in the implementation of socio-economic, technological, socio-psychological tasks that arise in the process of economic activity.

control mechanism is a subsystem of the control system, the purpose of which is to ensure the controllability of the system as a whole.

Components:

• methodology (regularities, principles, policies, rules);
• decision-making bodies;
• executive bodies;
• selected point of influence;
• method of influence;
• protective mechanisms that are built into any system (self-regulators);
• tools of influence;
• feedback;
• responsibility centers and control centers;
• forms of manifestation of influence.

The economic mechanism of management consists of three levels:

1. intracompany management;
2. manufacturing control;
3. personnel Management.

Intracompany management:

• marketing;
• planning;
• organization;
• control and accounting.

Principles of intracompany management:

• centralization in management;
• decentralization in management;
• combination of centralization and decentralization;
• focus on long-term development goals;
• democratization of management (participation of employees in the top management).

Manufacturing control:

• R&D;
• ensuring the development of production;
• sales assurance;
• selection of the optimal organizational structure of management.

Personnel Management:

• principles of selection and placement of personnel;
• terms of employment and dismissal;
• training and professional development;
• assessment of personnel and its activities;
• forms of remuneration;
• relationships in the team;
• involvement of workers in management at the grassroots level;
• system of labor motivation of employees;
• organizational culture of the firm.

Methods of influence in management

Management considers management methods as a set of various methods and techniques used by the administration of firms to enhance the initiative and creativity of people in the process labor activity and meet their natural needs.

The main goal of management methods is to ensure harmony, an organic combination of individual, collective and social interests. A feature of methods as tools of practical management is their interrelation and interdependence.

Management methods can be:

1. economic;
2. organizational and administrative;
3. socio-psychological.

Economic Methods affect the property interests of firms and their personnel. They are based on the economic laws of society, the market and the principles of remuneration for the results of work.

Organizational and administrative methods are based on the objective laws of the organization of joint activities and its management, the natural needs of people in a certain order to interact with each other.

Organizational and administrative methods are divided into three groups:

• organizational and stabilizing - establish long-term connections in management systems between people and their groups (structure, staff, regulations on performers, activity regulations, management concepts of firms);
• administrative - provide operational management of the joint activities of people and firms;
• disciplinary - designed to maintain the stability of organizational ties and relationships, as well as responsibility for certain work.

Socio-psychological methods are ways of influencing the social and psychological interests of firms and their personnel (the role and status of an individual, groups of people, firms, psychological climate, ethics of behavior and communication, etc.). They consist of social and psychological and must comply with the moral, ethical and social norms of society.

Control functions

Control function- this is a type of human labor activity aimed at balancing the state of the organization with the external environment, while entering into the system of managerial relations.

According to these features, two main groups of control functions can be distinguished:

1. general management functions are functions that determine the type of management activity, regardless of the place of its manifestation;
2. specific functions are functions that determine the direction of human labor on a specific object. They depend on the organization, directions of its activity. Specific management functions arise as a result of the horizontal division of labor.

To general management functions relate:

• planning;
• organization;
• coordination;
• motivation;
• control.

Planning function involves deciding what the goals of the organization should be and what the members of the organization should do to achieve those goals. Planning is one of the ways in which management provides a unified direction for the efforts of all members of the organization to achieve its overall goals.

The purpose of planning as a management function is to take into account in advance all internal and external factors that provide favorable conditions for the normal functioning and development of enterprises (divisions) included in the company. This activity is based on the identification and forecasting of consumer demand, analysis and assessment of resources, prospects for the development of the economic situation.

Organize means to create a structure. There are many elements that need to be structured so that an organization can carry out its plans and thereby achieve its goal.

Since people do the work in an organization, another important aspect of the organization's function is to determine who should do each specific task. The manager selects people for a specific job, delegating tasks and powers or rights to individuals to use the resources of the organization. These delegates take responsibility for the successful completion of their duties.

Coordination as a function of management, it is a process aimed at ensuring the proportional and harmonious development of various aspects (technical, financial, production and others) of the management object under optimal labor, monetary and material costs for the given conditions.

According to the method of implementation, coordination can be vertical or horizontal.

Vertical coordination acquires the meaning of subordination - the subordination of the functions of some components to others, and in management - the official subordination of juniors to seniors, which is based on the norms of official discipline. The task of vertical coordination is the organization of effective communication and balancing of structural units and their employees of various hierarchical levels.

Horizontal coordination consists in ensuring the cooperation of managers, specialists and other employees of departments between which there are no subordination relations. As a result, an agreed unity of views on common tasks is achieved.

Motivation The process of motivating oneself and others to act in order to achieve a common goal. The leader must always remember that even the best plans and the most perfect organization structure are of no value if someone does not fulfill actual work organizations. Therefore, the task of this function is to ensure that the members of the organization perform the work in accordance with the duties delegated to them and according to the plan.

Control is the process of ensuring that the organization actually achieves its goals. Circumstances can cause the organization to deviate from the main course outlined by the leader. And if management fails to find and correct these deviations from the original plans before serious damage is done to the organization, the achievement of goals will be jeopardized.

The transition to market relations and the restructuring of the entire economic system impose new requirements on specialists working in managerial services. They must be skillful organizers, prudent owners of production, be able to clearly determine the main ways of the effective operation of the enterprise.

Management is carried out at each stage of activity modern enterprises. Management as modern system management of an enterprise operating in a market economy involves the creation of the conditions necessary for its effective functioning and development. We are talking about such an organization of management, which is generated by the objective necessity and laws of market relations of management. A feature of modern management is its focus on ensuring the rational organization of enterprise management.

The purpose of the course work is to consider the topic: "Fundamentals of management activities in the enterprise."

Analysis of the basics of management activities at the enterprise is very relevant. allows you to evaluate the flexibility, efficiency, reliability of management, the ability to constantly influence the environment.

Object - management activities at the enterprise.

The subject is the basics of management activities at the enterprise.

Research methods used in the work: analysis of literature on research topics, synthesis.

1 Basic steps in managing an enterprise

Management activity is a complex intellectual activity of a person that requires special knowledge and experience. It is one of the most important factors in the functioning and development industrial molds in a market economy. This activity is constantly being improved in accordance with the objective requirements of the production and sale of goods, the complication of economic relations, the increasing role of the consumer in the formation of technical, economic and other product parameters. Big role play also changes in the organizational forms and nature of firms.

The main actions in the management of the enterprise are:

1) planning;

2) organization;

3) leadership;

4) control.

Planning is the initial management action, as a result of which it is determined what results are expected to be obtained in the future (setting goals) and what actions, in what sequence and in what time frame, must be performed for this.

The organization ensures the implementation of the plan by determining who will do what work and with whom they need to interact. The stage of organization can be considered especially effective when professional, profile training of personnel has been developed and carried out.

The management creates conditions for the performers to understand well what results are expected from them, to be interested in obtaining them, and to feel satisfaction from productive work.

Control completes the management cycle by measuring the actual results of work with the planned ones and receiving information about whether the enterprise achieves its goals. Control allows you to identify problems and take corrective action before the company is seriously damaged. It is control that makes management sensitive to change. Responding to these changes is carried out through planning, organization and leadership. Thus, the control loop is closed.

Qualities of an effective manager:

1) knowledge of the theoretical part;

2) possession of energy, healthy psyche;

3) the ability to apply knowledge;

4) the desire to manage effectively.

Management activities in a market economy means:

1) orientation of the enterprise to the demand and needs of the market;

2) the desire to improve production efficiency;

3) economic independence, freedom of decision-making;

4) constant adjustment of goals and programs depending on the state of the market;

5) the end result of the activity is revealed on the market in the process of exchange;

6) the need to use modern technology in decision-making.

Management is applicable to various types of human activities (driving a car); to various fields of activity (management in biological systems, government management); to management bodies (divisions in state and public organizations). Management uses as a control object economic activity the enterprise as a whole or its specific area (production, marketing, finance, etc.).

The essence of management activity is the establishment and maintenance of the coherence of the interaction of people participating in a single process.

Features of managerial work:

1. Mental labor of employees of the administrative apparatus, consisting of three types of activities:

Organizational, administrative and educational - receiving and transmitting information, bringing decisions to the executors, monitoring execution;

Analytical and constructive - perception of information and preparation of appropriate decisions;

Information and technical - documentation, educational, computational and formal-logical operations.

2. Participation in the creation wealth not directly, but indirectly through the work of others.

3. The subject of labor is information.

4. Means of labor - organizational and computer technology.

5. The result of labor is management decisions.

2 Enterprise management system

The management system is a set of elements that ensure the purposeful functioning of the enterprise.

Elements of the control system:

1. Goal - the desired result of the functioning of the system. Requirements: real, possible under the given operating conditions of the enterprise, achievable, realizable. Every organization must have:

The strategic goal is long-term;

Current goals - for 1 year;

Operative - up to a month.

2. Principles of management - the rules for the implementation of management activities. They are objective in nature, they follow from the laws and regularities of managerial activity.

3. Management functions - specialized types of management activities. Usually a distinction is made between general and specific.

Planning;

Organization;

Coordination (regulation);

Stimulation (motivation);

Accounting (fixing the state of a managed object);

Analysis (identifying the causes of the state of the managed object);

Control (development of measures to eliminate deviations from the specified mode).

Specific:

Enterprise management (main activity, personnel);

Support activities management;

Financial management;

Logistics management;

Marketing, etc.

4. Management methods - ways to implement management activities. Aimed at the implementation of management functions, they follow from the principles of the enterprise.

5. Management personnel - employees who implement management functions - managers, specialists, technical staff.

6. The organizational structure of the management system is a set of relationships between management personnel and the organization that ensures its functioning. It consists of management personnel (executors of functions), functional duties of performers, relationships between performers regarding the implementation of functional duties.

7. Control technique - a set of technical means.

8. Control technology - the sequence of performance of control functions using methods and technical means.

9. Information - a set of information used in the implementation of management activities - laws, charter.

The management system must comply with the management objectives, each of the elements (1 - 9) must correspond to the system as a whole, each of the elements must correspond to any of the elements (1 - 9).

3 Organizational relations in the enterprise management system

Organizational relations are a stable dependence between the subjects of joint activity.

Organizational ties are those communications that exist between employees of the management apparatus and are not mediated by a stable dependence between them, but mainly only by the unity of the goals they implement. The basis of the management process is the interaction between the elements of the management structure - units, positions, individuals. In terms of content, such interaction can be:

1) informational;

2) administrative;

3) technical.

Within the framework of information interaction - the exchange of information necessary for decision-making.

Administrative - managerial powers and responsibilities, orders, orders, recommendations, reports and control process.

Technical - implemented through joint participation in practical activities– exchange of experience, holding meetings, etc.

Relationships within an organization can be formal or informal. The former associate positions or divisions, the latter - individuals. Through formal channels, only formal information is transmitted, through informal, both official and personal.

If the relations connect the elements of the structure belonging to its different levels, then they are vertical, and if to one - horizontal. Commands and instructions are transmitted vertically from top to bottom, reports on the work done, advice or recommendations are transmitted in the opposite direction. Horizontal channels directly connect elements of the organization equal in position or status, provide the most effective solution to common problems due to efficiency, the ability to act proactively and independently.

4 Principles of enterprise management

The role of principles is the constitutional basis. There are general and rules for the functioning of individual elements. General principles determine both the control system and are inherent in individual elements.

1. The principle of scientific management:

Management activities should be objective;

Using the latest methods and tools;

Management activity under the influence of science develops and improves.

2. The principle of economy. The main management costs are the salaries of management personnel.

3. The principle of economic management activity. High profitability of the enterprise should be ensured. Costs and results must be correlated.

4. The principle of complexity. Accounting for management activities of all factors.

5. The principle of systematic management. It assumes, in addition to the complexity of taking into account the influence of all factors on each other and on the result of management activities.

6. The principle of plasticity. Flexibility, easy adaptability to changing external conditions.

7. The principle of self-correction. The control system must itself reveal its imperfections and develop mechanisms of confrontation.

8. The principle of efficiency. Quick response to changing situations.

9. The principle of common sense.

5 Goals of enterprise management

Goals are the end states or the desired result that an enterprise seeks to achieve in the business process; they specify the mission of the organization in a form accessible to manage the process of their implementation. They are characterized by the following features and properties:

Clear orientation to a certain time interval;

specificity and measurability;

Consistency and alignment with other goals and resources;

Targeting and controllability.

Goals must be realistic (based on the capabilities of the enterprise itself) and realizable from the point of view of the personnel of the enterprise.

1. Common goals - stem from the fundamental principles of management and consist in the implementation of these principles for the benefit of society and each person.

2. Specific goals - determined by the scope and nature of the business.

3. Strategic - determine the nature of the activities of enterprises for a long period of time. Implementation requires a lot of resources. Deep work is needed here. options strategy and a thorough justification for the chosen alternative. The strategic goals reflect the essence of management activities at the enterprise, its social significance, the degree of focus on meeting the needs of the enterprise's personnel and society.

4. Current - are determined based on the development strategy of the enterprise and are implemented within the framework of strategic ideas and current settings.

5. Strategic Goals express the qualitative parameters of the functioning of the enterprise, current - quantitative for a certain period. An enterprise always has at least one common goal. Enterprises that have several interrelated goals are called complex organizations. In the planning process, the management of the enterprise develops goals and communicates them to the members of the organization. This process does not have a one-sided orientation, since all members of the organization take part in the development of tactical goals.

6 Enterprise management functions: their types and content

Management functions are a specific type of management activity that is carried out by special techniques and methods, as well as the corresponding organization of work. General, or universal, functions are inherent in the management of any business or facility. They divide management activities into a number of stages or types of work, classified according to their order of execution in time in order to obtain a result.

General Features:

1) goal setting;

2) planning;

3) organization;

4) coordination (regulation);

5) stimulation;

6) control (accounting, analysis of activities).

1. Goal setting - development of the main, current and long-term goals.

2. Planning - the development of directions, ways, means, measures for the implementation of the goals of the enterprise, the adoption of specific, targeted, planned decisions relating to their departments and performers.

3. Organization is the process of establishing the order and sequence of purposeful interaction of parts of the system coordinated in space and time in order to achieve specific conditions, within a certain timeframe of the goals set by the methods and means developed for this at the lowest cost.

4. Coordination - clarification of the nature of the actions of the performers.

5. Regulation - the implementation of measures to eliminate deviations from the mode of operation of the system specified by the enterprise. It is carried out by dispatching.

6. Incentives - the development and use of incentives for the effective interaction of business entities and their highly productive work.

7. Control - monitoring the course of ongoing processes in a controlled object, comparing its parameters with the specified ones, identifying deviations.

8. Activity accounting - measurement, registration, grouping of object data.

9. Activity analysis is a comprehensive study of activity using analytical, economic and mathematical methods.

The performance of control functions always requires a certain amount of time and effort, as a result of which the controlled object is brought to a given or desired state. This is the main content of the concept of "management process". They are understood as a certain set of management actions that are logically connected with each other in order to achieve the set goals by converting resources at the "input" into products or services at the "output" of the system.

7 Organizational structure of enterprise management

Organizational structure is one of the main elements of enterprise management. It is characterized by the distribution of goals and objectives of management between departments and employees of the organization. In fact, the management structure is an organizational form of the division of labor for the adoption and implementation of management decisions.

Thus, under the organizational structure of management, it is necessary to understand the totality of management links located in strict subordination and providing the relationship between the management and managed systems.

The internal expression of the organizational structure of management is the composition, correlation, location and interconnection of individual subsystems of the enterprise. It is aimed primarily at establishing clear relationships between individual divisions of the enterprise, the distribution of rights and responsibilities between them.

The following elements are distinguished in the enterprise management structure:

1) links (departments);

2) levels (steps) of management and communication - horizontal and vertical.

The management links include structural units, as well as specialists performing the relevant management functions, or part of them.

The management links should also include managers who regulate and coordinate the activities of several departments.

The formation of a management link is based on the performance of a certain management function by the department. Communications established between departments are horizontal.

The management level is understood as a set of management links that occupy a certain stage in the organization's management system. Management levels are vertically dependent and subordinate to each other in a hierarchy: managers at a higher level of management make decisions that are concretized and brought to lower levels.

Organizational management structures are distinguished by a wide variety of forms, which are based on distinctive features, in particular, the size of the production and commercial activities of the enterprise, the production profile, the degree of financial and economic independence, centralization (decentralization) of management, etc.

Organizational management structures can be two-tier or multi-tier.

8 Enterprise management methods

The implementation of the functions and principles of management is carried out by applying various methods.

A management method is a set of techniques and ways of influencing a managed object in order to achieve the goals set by the enterprise.

The word "method" is of Greek origin, which in translation means a way to achieve a goal. Through management methods, the main content of management activities is realized.

Describing management methods, it is necessary to reveal their orientation, content and organizational form.

The orientation of management methods is focused on the management system - an enterprise, a department, etc., in particular, on people carrying out various types of labor activities in an organization.

Organizational form - the impact on a particular situation. This may be a direct or indirect impact.

In management practice, as a rule, various methods and their combinations are used simultaneously. One way or another, but all management methods organically complement each other, the other is in constant dynamic balance.

The direction of management methods is always the same.

It should be assumed that in a particular method of management, both content, direction, and organizational form are combined in a certain way.

In this regard, the following management methods can be distinguished:

1) organizational and administrative - based on direct directives;

2) economic - due to economic incentives;

3) social - psychological - used to increase the social activity of employees.

Conclusion

Having considered the topic of the course work “Fundamentals of managerial activity at the enterprise”, in conclusion I would like to conclude that managerial activity is a very complex intellectual activity and requires special knowledge and experience from the employees of the administrative apparatus.

Enterprise in modern conditions placed in difficult economic conditions. Changes in the conditions of production activity, the need to adequately adapt the management system to it affect not only the improvement of its organization, but also the redistribution of management functions according to levels of responsibility, forms of their interaction.

We are talking, first of all, about such a management system (principles, functions, methods, organizational structure), which is generated by an objective necessity and the laws of a market economic system related to satisfying, first of all, individual needs, ensuring the interest of employees in the highest final results, growing incomes population, the regulation of commodity-money relations, the widespread use of the achievements of the scientific and technological revolution. All this requires enterprises to adapt to new market conditions, to overcome emerging contradictions in economic, scientific and technological progress.

Under these conditions, the issues of studying the basics of management activities at the enterprise become relevant.

List of used literature

1. Vikhansky O.S., Naumov A.I. Management [Text]: textbook / O.S. Vikhransky, A.I. Naumov. - M .: Gardarika Firm, 2002. - 389 p.

2. Gerchikova I.P. Management [Text]: tutorial/ I.P. Gerchikov. - M .: Banks and stock exchanges, 2002. - 411s.

3. Goncharov V.V. In search of management excellence [Text] / V.V. Goncharov. - M.: MNIIPU, 2001. - 158s.

4. Meskon M.Kh., Albert M., Hedouri F. Fundamentals of management [Text]: textbook / M.Kh. Mexon, [i dr.]. - M.: Delo, 2001. - 457 p.

5. Rumyantseva Z.P., Solomatina N.A., Akberdin R.Z. Organization management [Text]: textbook /Z.P. Rumyantsev [i dr.]. – M.: INFRA-M, 2003. – 512p.

6. Organization management [Text]: textbook / Ed. A.G. Porshneva, Z.P. Rumyantseva, N.A. Solomatina. - M.: Infra-M, 2000. - 345 p.

Any organization has two management systems: the object of management and the subject of management. The object of management includes working personnel, intra-organizational relations, economic mechanisms, structures, marketing, information, and much more. The subject of management is the management personnel that performs all actions in relation to the object of management.

Definition

Management personnel are employees of the administrative apparatus, employees belonging to the administration of an enterprise, organizations, office workers, directorates of enterprises and institutions. The main task of the management personnel is to ensure coordinated, purposeful activities and individual areas of work, and the entire team as a whole.

Achieving the goal is carried out by preparing and implementing a set of decisions taken by management personnel. Thus, a managerial decision is a specific product of managerial work. This speaks of the informational nature of managerial work.

1. Functional division - the allocation of functions assigned by production to certain employees or departments of the management apparatus.
2. Hierarchical - distribution of work according to management levels.
3. Technological - differentiation of management processes into operations for the collection, transfer, storage and transformation of information.
4. Professional - differentiation of managerial employees on the basis of their professional training.
5. Qualification - distribution of work in accordance with qualifications, work experience and personal abilities.
6. Position - distribution of managerial employees in accordance with their competence.

Within the framework of this categorical division, management personnel can also be divided into managers, specialists and technical performers. This is the most common approach. Thus, the activity of managerial personnel is a specific type of human activity, isolated in the course of the division and cooperation of social labor.

Features of the activities of management personnel

As you know, the main role in the management of the company is played by the leader (manager, administrator, boss), who is at the head of the team. The head is distinguished by giving him the necessary powers to make decisions on emerging situations, specific types of company activities, and also bears full responsibility for his management. In the first category of managerial personnel, i.e., a manager, several levels can be distinguished according to their place in the company's management system: top, middle, and grassroots. The content of the activities of managers at various levels is the process of implementing management functions: planning, organization, coordination, motivation and control.

The second category is specialists who perform certain management functions. Their tasks include the analysis of the collected information necessary for managers of the appropriate level, for joint decision-making with them on the task at hand. This category includes: economists, accountants, financiers, analysts, lawyers, etc. The main feature of the activities of specialists is the strict regulation of their work. In their actions, they rely on the orders and instructions of the leaders, technological and legal standards. They also have clear qualification requirements and the availability of special knowledge on the implementation of logical operations.

The third category is technical performers serving the activities of specialists and managers, performing information and technical operations in order to relieve managers and specialists from laborious work. This category includes secretaries, typists, junior technicians, etc. Features of their activities - the implementation of standard procedures and operations, are mainly amenable to rationing. As well as for employees of the previous category of managerial personnel, logical and technical operations dominate (see table):

Roles of management personnel

Each employee of the management team may have certain roles in the organization. Let's list them:

1. Interpersonal roles:

• chief leader;
• leader;
• connecting link.

Information roles:

• information receiver;
• distributor of information;
• representative.

Decision roles:

• entrepreneur;
• eliminating violations;
• resource distributor;
• leading the negotiations.

Any employee from any category of management personnel works with his assistants, with his team, thereby providing a certain function, performing a certain role. Implementation common functions and roles of management personnel determines the success of management activities and leads to the achievement of the stated results of the organization.

Conclusion

Thus, management is carried out through the division and cooperation of managerial labor, which is an objective process of isolation certain types into independent areas of management.

The management process today is subject to changes, primarily related to the fact that the staff is considered as the main resource of the organization. And at the same time, not only managers, but also the entire staff are involved in the process of making managerial decisions. Under these conditions, the manager works in the management team both as a leader and as a member of the team, which, in turn, increases the requirements for his business and personal qualities.

An organization is a relatively autonomous group of people whose activities are consciously coordinated to achieve a common goal. It is a planned system of cumulative (cooperative) efforts, in which each participant has his own, clearly defined role, his own tasks or responsibilities that must be fulfilled.

These responsibilities are distributed among the participants in the name of achieving the goals that the organization sets for itself, and not in the name of satisfying individual wishes, even though the two often overlap. The organization has certain boundaries, which are determined by the types of activities, the number of employees, capital, production area, territory, material resources, etc. Usually they are fixed, fixed in such documents as the charter, memorandum of association, position.

Organizations are private and public firms, state institutions, public associations, institutions of culture, education, etc. Any organization consists of three main elements. These are the people included in this organization, the goals and objectives for which it is created, and the management that forms and mobilizes the potential of the organization to solve the challenges.

Any organization is open system, built into the external environment with which the organization is in a state of constant exchange. At the input, it receives resources from the external environment; at the output, it gives the created product to the external environment. Therefore, the life of the organization consists of three main processes:

1) obtaining resources from the external environment;

2) transformation of resources into a finished product;

3) transfer of the produced product to the external environment.

At the same time, a key role is played by the management process, which maintains the correspondence between these processes, and also mobilizes the resources of the organization for the implementation of these processes.

In a modern organization, the main processes are those carried out at the inputs and outputs that ensure the correspondence between the organization and its environment. Implementation of internal processes, production function subordinated to ensuring the long-term readiness of the organization to adapt to changes in the external environment.

Management levels

The division of labor allows the employees of the enterprise to perform their functions much more qualified, making less of their own efforts, and helps to reduce the costs of the organization. The division of labor can be horizontal or vertical. The horizontal division of labor provides for the creation of divisions in the organization that specialize in various types activities. Vertical - separates the direct performance of work from the work of coordinating the activities of performers; reflected in the hierarchy of management levels. The result of the vertical division of labor is the formation of different levels of management.

Organization management levels

Most often, there are three levels of control:

Technical level (lower level of management) - managers are in direct contact with employees-performers, solve specific issues;

Managerial level (middle) - managers are responsible for the course of production processes in departments consisting of several structural units; managers of staff and functional services of the administrative apparatus, heads of auxiliary and service industries, targeted programs and projects;

Institutional level (highest) - the administration of the enterprise, carrying out general strategic management; resolves issues strategic management- financial management, selection of sales markets, enterprise development, at this level only 3-7% of the total management personnel are employed.

Highest level management develops long term plans, formulates tasks for the middle level. A significant place in the institutional level of management is occupied by the adaptation of the company to changes in the market environment, the management of relations between the enterprise and the external environment. Top management may be represented by the president, general director, and other members of the board.

Middle managers coordinate and supervise the work of junior managers. They determine the problems of a production, organizational, financial nature, develop creative proposals, prepare information for management decisions made by top managers. These are the heads of individual divisions, services, departments of the enterprise.

The lower level of control is correspondingly subordinate to the middle one. Lower-level managers include production foremen, foremen, and group leaders. These are highly specialized professional managers who perform well-defined responsibilities for production, distribution, marketing, material supply management, etc. They are responsible for rational use material resources allocated to them, workers, equipment. Such a construction of the organizational structure ensures the clarity of management, takes advantage of the narrow, in-depth specialization of managers. However, at the same time, it makes it difficult to determine the contribution of each manager to the overall result of entrepreneurship, his responsibility for the decisions made.

At small and medium-sized enterprises, the management system has a slightly different organizational structure. Managers of such enterprises are more likely to face the problems of an unstable external environment, with unpredictable results of their activities. Therefore, in small and medium-sized businesses, managers are supposed to perform several management functions at the same time (interchangeability of individual managers).

The construction of the organizational structure of management in this group of enterprises depends on the legal form entrepreneurial activity relationships between owners and managers. Under these conditions, the effectiveness of management as a whole depends on the entrepreneurial abilities of managers, their ability to work as one well-coordinated team. That's why organizational structure management in small and medium-sized businesses is built on a horizontal principle.

A characteristic feature of the horizontal management structure is the focus of the efforts of all managers without exception on solving a specific problem, for example, on the success of the company. This means that in small and medium-sized businesses there may not be a strict distinction between entrepreneurs in terms of their powers and responsibilities. Only a few senior managers have financial and human resources at their disposal. Others are working together to resolve critical issues. Thanks to this, it becomes possible to achieve the following benefits: Reducing management costs; Reduction production cycle; Increased responsiveness to consumer and market needs.

Separate groups of managers may be responsible for certain areas of activity. Within these groups, personal success is determined by the ability to work at the intersection of various functional processes, with specialists of different profiles.

Management is the implementation of several interrelated functions (BASIC!):
planning, organization, employee motivation and control.

Planning. With the help of this function, the goals of the organization's activities, means and most effective methods to achieve these goals. An important element of this function are forecasts of possible directions of development and strategic plans. At this stage, the firm must determine what real results it can achieve, assess its strengths and weaknesses, as well as the state of the external environment ( economic conditions in a given country, governmental acts, union positions, actions of competing organizations, consumer preferences, public opinion, technological developments).

Organization. This management function forms the structure of the organization and provides it with everything necessary (personnel, means of production, cash, materials, etc.). That is, at this stage, conditions are created to achieve the goals of the organization. Good organization of the work of the staff allows to achieve more effective results.

Motivation is the process of inducing other people to act in order to achieve the goals of the organization. Performing this function, the manager provides material and moral incentives for employees, and creates the most favorable conditions for the manifestation of their abilities and professional "growth". With good motivation, the personnel of an organization perform their duties in accordance with the goals of this organization and its plans. The process of motivation involves creating opportunities for employees to meet their needs, subject to the proper performance of their duties. Before motivating staff to work more efficiently, the manager must find out the real needs of his employees.

Control. This management function involves the evaluation and analysis of the effectiveness of the results of the organization. With the help of control, an assessment is made of the degree to which the organization has achieved its goals, and the necessary adjustment of the planned actions. The control process includes: setting standards, measuring the results achieved, comparing these results with the planned ones and, if necessary, revising the original goals. Control links together all the management functions, it allows you to maintain the desired direction of the organization's activities and correct wrong decisions in a timely manner.

LECTURE №6. Internal environment of the organization

All businesses operate in an environment that drives their operations, and their long-term survival depends on their ability to adapt to the expectations and demands of the environment. Distinguish between the internal and external environment of the organization. The internal environment includes the main elements and subsystems within the organization that ensure the implementation of the processes occurring in it. The external environment is a set of factors, subjects and conditions outside the organization and capable of influencing its behavior.

Elements of the external environment are divided into two groups: factors of direct and indirect impact on the organization. The direct impact environment (business environment, microenvironment) includes such elements that directly affect the business process and experience the same impact of the functioning of the organization. This environment is specific to each individual organization and, as a rule, is controlled by it.

The environment of indirect impact (macro environment) includes elements that affect the processes occurring in the organization not directly, but indirectly, indirectly. This environment is generally not specific to a single organization and is usually outside its control.

Abstract on the subject of management on the topic:

Management processes in the organization

Introduction 3

Management process 4

Management cycle and its stages 6

Production and management 9

Management of the assortment policy of the enterprise 15

Financial technical support enterprises 20

Sales policy enterprises 21

Conclusion 24

References 25

Introduction

Management as an activity is implemented in a set of management processes, i.e., targeted decisions and actions carried out by managers in a certain sequence and combination. Any management activity consists of the following stages:

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.

These processes evolve and improve with the organization. They are primary and derivative; single-stage and multi-stage; fleeting and long; complete and incomplete; regular and irregular; timely and late, etc. Management processes contain both hard (formal) elements, such as rules, procedures, official powers, and soft ones, such as leadership style, organizational values, and so on.

Management process and its characteristics

Any management process consists of certain phases (stages).

Phase (stage) - a qualitatively defined part of the process. The transition from one phase to another implies significant qualitative changes in both the process itself and the system in which it is carried out.

The complete passage of the stages of the process and the return to the original forms a cycle. In general, a cycle is a complete set of sequentially implemented stages of a holistic process.

A stage is a narrower concept than a phase. Stages are distinguished only in results-oriented processes. The stages of management are specific actions included in the management process in order to obtain the planned result. They have a specific character, special content and can be carried out independently. At the same time, they are inextricably linked; moreover, they seem to penetrate each other. In other words, all management stages form an integral management cycle.

The management cycle is a complete sequence of repetitive active actions aimed at achieving the set goals. The management cycle begins with the clarification of a task or problem and ends with the achievement of a certain result. After that, the control cycle is repeated. The frequency of its repetition is determined by the specific type and nature of the controlled system. AT social systems this cycle repeats continuously. Final goal system control can be achieved by one or more control cycles.

Cyclic implementation of processes allows you to set and fix character traits, common dependencies, common patterns of processes and ensure, on this basis, their rational processualization and foresight.

General system stages:

1. collection and processing of information, analysis, understanding and assessment of the situation - diagnosis;

2. scientifically based prediction of the most probable state, trends and features of the development of the control object for the lead time based on the identification and correct assessment of stable relationships and dependencies between its past, present and future - forecast;

3. development and adoption of a managerial decision;

4. development of a system of measures aimed at achieving the set goal - planning;

5. timely communication to the executors of the assigned tasks, the correct selection and alignment of forces, the mobilization of executors to fulfill the decision made - organization;

6. activation of the activities of performers - motivation and stimulation;

7. receiving, processing, analyzing and systematizing information about the progress of the implementation of tasks, checking how the organization of the case and the results of execution correspond to the decisions made - accounting and control;

8. common for the last 4 stages - ensuring the proportional and continuous functioning of the entire management system by establishing current optimal links between individual performers - regulation.

This algorithm allows you to determine the place of each stage in the management process, to master the technology and methodology, skills and ability to lead a team. Strictly sequential arrangement of stages shows the dependence of the quality of the control system on each individual element and implemented functions. The beginning of the execution of the next stage does not mean the end of the previous one. For example, work with information is carried out throughout the entire management cycle, the plan is adjusted during its implementation, etc.

The cycle begins with the appearance of a managerial problem. As a problem, both tasks, instructions from the boss, and their own tasks can act. In our case, the problem can be defined as a question that objectively arises in the course of management, and the solution of which is of practical interest, corresponds to the goals set.

Management cycle and its stages

1. Diagnosis

Diagnosis - collection and processing of information, analysis, understanding and assessment of the situation.

Problem solving requires management information. This is a set of messages necessary for the implementation of the control process.

Information requirements: completeness, objectivity, reliability, efficiency, continuity of receipt.

Information comes from a higher level of management or can be collected independently. In the first case, information must be clarified, in the second case, the use of scientific methods of collection is necessary.

2. Forecasting

A forecast is understood as a scientifically grounded judgment about the possible states of an object in the future, about alternative ways of its development and the terms of existence.

The process of developing a forecast is called forecasting. These are special studies, mainly with quantitative estimates and indicating trends, nature and certain deadlines changes to the control object.

Forecasting has two aspects: predictive, implying a description of possible or desirable prospects, states, solutions to future problems, and predictive, providing for the actual solution of these problems. Consequently, the forecast is not an end in itself, but a means for making managerial decisions and planning.

3. Solution

Decision making is one of the fundamental tasks of managerial activity, and it is at this point in the managerial cycle that trouble often begins. And not only when the decision turns out to be wrong, there is a lot of trouble with the right, competent decisions (S. Makarov).

In the scientific literature, the management decision is presented in two aspects - broad and narrow.

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

In the narrow sense of the word, a managerial decision is understood as the choice of an alternative, an act aimed at resolving a problem situation.

See: Meskon M.Kh., Albert M., Hedouri F. Fundamentals of management / Per. from English. - M.: Delo, 1992. Management decision is the process of preparing and choosing from a certain set of one or more interrelated methods of influencing the control object in order to change or stabilize it.

4. Planning

Based on the results of the forecast and the decision of the manager, planning is carried out and an activity plan is formed.

Planning consists in establishing a certain sequence and methods for performing each of the tasks by the troops, distributing the efforts of the troops and materiel according to the tasks and areas of action, establishing the procedure for interaction and all types of support that make it possible to implement the decision and achieve the goal.

The plan is called official document, which reflects:

Forecasts of the development of the organization in the future;

intermediate and final tasks and goals facing it and its individual units;

· mechanisms for coordinating current activities and allocating resources;

· Strategies for emergencies.

When planning, it is necessary to take into account its principles:

unity;

Continuity

Flexibility

coordination and integration;

· reasonableness;

stealth (in a combat situation).

5. Organization

It consists in establishing permanent and temporary relationships, as well as the procedure and conditions for the work of all elements and links of the system.

The stages of planning and organizing are closely related. In a sense, planning and organization are combined: planning prepares the ground for realizing the goals of the unit (unit), and organization, as a management function, creates a work process, the main component of which is people. Thus, planning and organization, as it were, materialize management, make it a fact of social reality.