Management, although it plays a very specific role in the organization, nevertheless, as it were, permeates the entire organization, touching and affecting almost all areas of its activity. However, with all the variety of interaction between management and organization, it is possible to quite clearly establish the boundaries of the activity that constitutes the content of management, as well as quite clearly define the subjects management activities- managers.
Organization management appears as a process of implementing a certain type of interrelated actions to form and use the organization's resources to achieve its goals. Management is not equivalent to all the activities of the organization to achieve the ultimate goals, but includes only those functions and actions that are associated with the coordination and establishment of interaction within the organization, with the motivation to carry out production and other activities, with the target orientation of various activities, etc. P. (Fig. 1).
Initial state Final state
Rice. 1. Place of process control in organizations
The content and set of actions and functions carried out in the management process depend on the type of organization (business, administrative, public, educational, military, etc.), on the size of the organization, on the scope of its activities (production of goods, provision of services), on level in the management hierarchy (top management, middle management, lower management level), from the function within the organization (production, marketing, personnel, finance) and many more factors. However, despite all the diversity, as A. Fayol drew attention to this back in 1916, the presence of, in general, homogeneous types of activities is characteristic of all management processes in an organization. You can group all types of management activities into four main management functions: 1) planning, which consists in choosing goals and an action plan to achieve them; 2) the function of the organization, through which the distribution of tasks between individual units or employees and the establishment of interaction between them; 3) leadership, consisting in motivating performers to carry out planned actions and achieve goals; 4) control, which consists in correlating the actual results achieved with those that were planned.
Manager
A manager is a member of an organization that carries out managerial activities and solves managerial tasks. With full responsibility it can be argued that managers are the key people in the organization. However, not all managers play the same role in the organization, not all managers occupy the same position in the organization, the tasks performed by different managers are far from the same, and, finally, the functions performed by individual managers are also not identical. This is due to the fact that there is a hierarchy in the organization, that various functions are performed in the organization, and finally, that there are different kinds management activities.
An organization cannot exist without managers, and there are a number of reasons for this: textbook / O.S. Vikhransky, A.I. Naumov. - M .: Gardarika Firm, 2002. - 389 p.
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From an organizational point of view, any business can be represented as a hierarchical set of groups of people (teams) responsible for certain areas of work. Each of these sections must be organized in a certain way and must be controlled, which leads to the emergence of secondary functions - management. Management functions are also implemented by special groups of people - management teams, whose mission is to mobilize available resources to achieve their goals.
Who is involved in the management process? The traditional answer to this question is decision-makers, as well as those involved in the preparation and implementation of these decisions. This category includes the owners (shareholders) of the company, managers of various levels, assistant managers, specialists. All this is true, but the BPM concept looks at the management process somewhat broader, because there are people who are not directly involved in management, but, nevertheless, have a significant impact on this process. First of all, these are “those who are managed”: employees, as well as persons external to the company: customers, suppliers, partners, representatives of authorities state regulation, industry analysts, etc.
BPM approaches management tasks in a comprehensive manner and, therefore, recognizes all involved persons as participants in the management process, including those who only influence this process.
In the most general case, the actions of the participants in the management process fit into a cyclic scheme of three components:
Understanding how a business works and what its driving forces(this aspect in the English-language literature is denoted by a capacious but, again, difficult to adequately translate the word insight), defining a strategy and setting goals;
Development of plans designed to ensure the achievement of the set goals;
Practical actions to implement plans.
Note that at each stage there is both interaction (more or less close) between the participants in the management process and information exchange: receiving, processing and distributing certain information. Thus, a management business process can be defined as a series of interrelated management operations and related information flows.
Examples management processes can serve strategic management, long-term finance management, new product development management, cash management, etc. Strictly speaking, the concept of BPM does not bring anything new to individual management processes. But at the same time, BPM allows you to focus on something else: to what extent the applied management methods and technologies correspond to the interests of the company and whether they are a limiting factor in terms of the effectiveness of its activities.
To effectively manage a business, you need to learn how to manage subordinates. To gain useful skills and master various management techniques, you can attend specialized courses, seminars or lectures. Using the webinar materials https://brammels.com/career/how-to-learn-management/, you can find …
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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.
- Functional division - the allocation of functions assigned by production to certain employees or departments of the management apparatus.
- Hierarchical - distribution of work according to management levels.
- Technological - differentiation of management processes into operations for the collection, transfer, storage and transformation of information.
- Professional - differentiation of managerial employees on the basis of their professional training.
- Qualification - distribution of work in accordance with qualifications, work experience and personal abilities.
- 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:
- Interpersonal roles:
- chief leader;
- leader;
- connecting link.
- information receiver;
- distributor of information;
- representative.
- 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 separating certain types into independent spheres of managerial labor.
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 in the process of acceptance management decisions not only managers are involved, but also the entire staff. 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.
Theme 8
Management process
This topic will cover the following topics for students of management:
The concept of the management process;
Properties of the control process;
Stages of the management process;
Stages of the management process;
The role of the control action in the management process;
Permanent impacts;
Periodic impacts;
Concepts: "action", "impact", "interaction";
Directions and types of impact;
Sources of influence in the management process.
In the previous topic, we showed that each of the enterprise systems (as control systems) - managed and managing - has its own organizational structure, which serves as a form of existence of the process. Consequently, each of these systems also has its own process. Previously, we have already talked about the process of a controlled (production) system, called production, regardless of whether it is material or spiritual (non-material) production, where it takes place.
The management process that takes place in the management system is similar to the production process and has its own characteristics, explained by the nature of managerial work. Manufacturing process is aimed at the production of goods and services, and the result of the management process is the preparation of control actions and decisions. This is the main difference between these processes.
8.1. The concept of the management process
Process (from Latin processus - promotion) means:
Sequential change of phenomena, states in the development of something;
A set of sequential actions to achieve a certain result (production, preparation of decisions).
Management process is a set of purposeful actions of the head and the management apparatus to coordinate the joint activities of people to achieve the goals of the organization.
Table 8.1.1.
|
Options |
Processes |
|
|
Management Process |
Manufacturing process |
|
|
The subject of labor |
Information |
Material, blanks, part, etc. |
|
Means of labor |
Tools, office equipment, Computer Engineering and etc. |
Equipment, tooling, devices, etc. |
|
product of labor |
Information in a transformed form (decision, plan, report) |
Detail, unit, unit, product |
|
Executor labor process |
Manager, specialist, technical performer |
production worker |
|
Process steps |
Goal-setting, information work, analytical work, choice of action option (decision making), organizational and practical work |
Procurement, processing, assembly, testing |
|
Components of the process |
Operations, procedures |
Operations |
|
Workplace of the performer of the labor process |
With wide borders |
With narrow borders |
Control process parameters. All processes occurring at the enterprise (in the sphere of production and management) are primarily labor processes, since both production and management are the joint work of people performing purposeful actions according to a specific program. The parameters (characteristics) of the management process include:
The subject of labor;
Means of labor;
product of labor;
Performer of the labor process (Fig. 8.1.1.).
Rice. 8.1.1.
General functions are performed in all, without exception, organizations with material and spiritual production. The formation of specific functions depends, as you know, on the specifics of the production system, the areas of activity of the enterprise. Therefore, the list of specific functions can be arbitrarily small and arbitrarily large, depending on the size of the organization and the scale of its production.
At each specific enterprise, general and specific functions are involved in the management process to prepare the control action, prepare, make and implement decisions.
8.2. General characteristics of the management process
Management process – it is the activity of the subject of management to coordinate the joint work of employees to achieve the goals of the organization.
As a scientific concept, the management process appears in the unity of its three sides:
2) organizations;
3) implementation procedure (management technologies).
1. From the content side, the management process can be characterized as a purposeful impact on the state of the elements that form the management system. This process expresses the unity of various partial processes (technical, economic, social, etc.) carried out by the control apparatus within certain spatial and temporal boundaries in relation to specific objects and levels of control.
2. The organizational characteristic of the management process expresses the spatial and temporal sequence of its course, determined by the management cycle. The latter includes 1) the definition of goals and 2) the implementation of management functions. Important role in this aspect belongs to the division of the management process according to belonging to the components of the management system and its levels.
At the enterprise level, the following typical components of the control system are distinguished as objects of the application of the control process:
1) subsystem of linear management;
2) target subsystems;
3) functional subsystems;
4) a subsystem for providing control.
The line management subsystem includes all line managers - from the foreman to the director of the enterprise. Target subsystems cover:
Managing the implementation of the plan for production and supply of products;
Product quality management;
Resource management;
Production development management;
Management of social development of the labor collective;
Management of environmental protection.
Functional subsystems are characterized by specialization of management activities in the implementation of the relevant 1) specific and 2) special management functions.
Control support subsystem covers:
1) legal support;
2) information support;
3) organization and implementation of the normative economy;
4) office work;
5) equipping the enterprise with technical means of managerial work.
3. With the procedure of the (technological) side, the management process is a connection of its certain stages and phases, which are expressed and consolidated in their further division into types of work, operations and actions, as well as procedures, algorithms, etc.
The concept of the management process is closely related to the category of management potential, which is understood as the totality of information, material, labor, financial management capabilities and resources available to the management system, experience and qualifications of personnel, management traditions.
The management process from the content side may look like this (Fig. 8.3.1.):
Rice. 8.3.1.
methodological content,
functional content,
economic content,
organizational content,
social content
Methodological content of the management process involves the allocation of certain stages, reflecting both common features labor activity of a person, as well as specific features of managerial activity Stages characterize the sequence of qualitative changes in work in the management process, being stages of internal development impact in every act of its implementation
Stage – it is a set of operations (actions) characterized by qualitative certainty and homogeneity and reflecting the necessary sequence of their existence.
The management process can be represented as a sequence of the following steps:
goal setting (goal setting)
Assessments of the situation
problem definitions,
Development of a management decision.
Let's reveal the step-by-step sequence of the management process clearly (Fig. 8.3.2).
Rice. 8.3.2.
Target This is the manager's idea of what the system he manages should be like. In the scientific definition, it can be formulated as an ideal image of the desired, possible and necessary state of the system. The management process begins with setting the goal of the impact. If it is a consciously implemented process, purposeful and expedient, it can only begin with understanding, defining and setting the goal of the impact.
Situation is the state of the controlled system, evaluated relative to the goal. Under the situation it would be wrong to understand only a deviation from the program or conflict cases of work. Management is carried out regardless of whether there is a deviation or not, whether the situation is conflict or non-conflict. The state of the system can never be identical to the goal, therefore, there is always a situation.
The difference between the situation and the goal, as a rule, includes many contradictions. The act of influence is necessary to resolve these contradictions, to bring the state of the system closer to the goal. But this is only possible if we find the leading contradiction, the resolution of which will lead to the resolution of all the others.
Problem - this is the leading contradiction of the situation and the goal, to the resolution of which the impact should be directed. Without defining the problem, a managerial solution is impossible.
Management decision - this is finding ways to solve the problem and organizational work to implement the solution in a managed system. It is the final stage of the management process, its connection with the production process, the impulse of the influence of the control system on the controlled one.
Functional content of the management process. It manifests itself in a large-scale sequence and preference for the implementation of the main management functions. Here the following steps can be distinguished.
