Organization management system includes the totality of all services of the organization, all subsystems and communications between them, as well as the processes that ensure the functioning of the organization.

Organization management- is a continuous process of influencing the performance of an employee, group or organization as a whole in order to achieve better results from the standpoint of the goal. "To manage means to lead an organization towards its goal by extracting the maximum opportunities from all the resources at its disposal." - This is how A. Fayol described the management process.

The management process involves coordinated actions, which ultimately ensure the implementation common purpose or a set of goals for the organization. To coordinate actions, there should be a special body that implements the management function. Therefore, in any organization, the managing and managed parts are allocated. The scheme of interaction between them is shown in fig. 5.1.

Each of the designated parts has a certain independence and its own purpose. The control object is a system that performs the role function of the organization, while the control subject maintains the outputs of this system at a level that satisfies the specified conditions for its functioning. Communication in the control system unites the subject and object of control into a single whole. it should be considered as a source of information for the development of management actions. Information flows flow through communication channels, feeding all subsystems of the organization and ensuring the achievement of its goal.

The management part includes the directorate, managers and information departments that ensure the work of the management. This part of the organization is called the administrative and managerial apparatus. The end product of the control part is information. Leadership is a necessary element of any organization.

At this level, management decisions are made as a result of analysis, forecasting, optimization, business case and choosing an alternative from a variety of options to achieve the goal. Management decision is made in order to solve the problem that has arisen.

Note that managerial decision is the result of collective creative work. It is always generalized. Even when the leader makes a decision on his own, the collective intelligence directly or indirectly affects the process of developing an individual managerial decision.

Principal Implementers management activities are managers. A manager is a member of an organization that carries out managerial activities and solves managerial tasks.

Managers occupy key positions in the management of an organization. They play different roles in the organization. The most important of them are the following.

Role in decision making. It is expressed in the fact that the manager determines the direction of the organization, decides on the allocation of resources, and makes current adjustments.

informational role. It lies in the fact that the manager collects information about the internal and external environment, disseminates information in the form of facts and regulations, explains the policy and main goals of the organization.

Leading role. The manager forms relationships inside and outside the organization, motivates members of the organization to achieve goals, coordinates their efforts and acts as a representative of the organization.

Depending on the position of managers in the organization, the tasks that are solved, the nature of the functions implemented, these roles may be inherent in them to a greater or lesser extent. However, each manager necessarily makes decisions, works with information and is the head of a certain group of employees.

Managed link - these are various functional units engaged in ensuring the transformation process. What is the input of the managed part and what is its output depends on the type of organization. So, for example, if we are talking about a business organization that manages finances, say, a bank, then its input is cash or their substitutes ( securities, bills, shares, etc.). The output is information on the management of financial flows and cash. In many cases, the bank pays out cash.

Organization management can be represented as a process of implementing a certain type of interrelated actions to form and use the organization's resources to achieve its goals. Management includes only those functions and actions related to 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.

The content and set of actions and functions carried out in the management process depend on the type of organization, its size, scope of activity, level in the management hierarchy, functions within the organization, and other factors. For all management processes in the organization is characterized by the presence of homogeneous activities. All types of management activities can be grouped into four basic management functions: planning, organizing, directing and controlling.

To coordinate the action of the controlled part, it is necessary to use the system of scientific management, justified by F. Taylor in the book "Principles of Scientific Management". F. Taylor for the first time separated the process of labor planning from labor itself, thus highlighting one of the main managerial functions. The main provisions of the system of scientific management according to Taylor are formulated as follows: the creation of a scientific foundation that replaces the traditional methods of work that have practically developed; selection and training of employees based on scientific criteria; interaction between the administration and performers for the purpose of practical implementation of a scientifically developed system of labor organization; equal distribution of labor and responsibility between the administration and performers.

Later, G. Emerson formulated 12 principles of labor productivity related to the level of organization management, defining the true mission and purpose of managerial work: clearly defined goals; common sense; competent advice; discipline; fair treatment of staff; fast, reliable, complete, accurate, permanent accounting; dispatching; normalization of operations; effective planning; normalization of working conditions; standard written instructions; performance reward.

A. Fayol formulated the tasks of organization management clearly. He identified six areas of the organization's activities that need to be managed: technical, commercial, financial, accounting, administrative and protective. In his opinion, the most characteristic tasks of the management link are: planning the general direction of activity and predicting the final result; organization, that is, the distribution and management of the use of material and human resources; issuing orders to support the actions of employees in the optimal mode; coordination of various actions to achieve a common goal; development of norms of behavior of members of the organization and implementation of measures to comply with these norms; control over the behavior of members of the organization.

A. Fayol formulated characteristics management process at the beginning of the 20th century. Since then, there have been significant changes in the activities of organizations: their structure has become more complicated, the scientific and technological revolution in the field of natural sciences has led to the emergence of new complex technologies, the rapid introduction of computer science in various spheres of human activity significantly influenced the technology of making managerial decisions and the procedure for monitoring the implementation of decisions.

A feature of the activity of a business organization at present is work in conditions of intense competition not only within the country, but also at the interstate level. The accelerated development of communication tools, electronic means for storing and processing information, has led to the emergence of a new information environment in which organizations operate. This, in turn, caused a change in the requirements for control systems.

The modern system of management functions can be represented by the following list of main tasks:

Coordination and integration of the efforts of members of the organization to achieve a common goal;

Organization of interaction and maintenance of contacts between working groups and individual members of the organization;

Collection, evaluation, processing and storage of information;

Distribution of material and human resources;

Personnel management (development of a motivation system, struggle with conflict situations, control of the activities of members of the organization and groups);

Contacts with external organizations, negotiating, marketing and advertising activities;

Innovative activity;

Planning, control over the implementation of decisions, correction of activities depending on changes in working conditions.

AT modern science management of an organization, it is customary to talk about the art of management as a complex combination game.

The organization can be divided into three main principles that characterize it as a controlled system:

The principle of validity: the organization is subject to certain patterns that determine its internal cause-and-effect relationships, its functioning and life;

The principle of purposefulness: the organization is characterized by the desire to achieve the goal, provides over time a new state of the organizational system;

The principle of modeling: an organization as a complex system can be represented by a variety of models, each of which reflects a certain facet of its essence.

Organizational process is the process of creating the organizational structure of an enterprise.

The organizational process consists of the following steps:

• division of the organization into divisions according to strategies;
• relationship of authority.

Delegation- this is the transfer of tasks and powers to a person who assumes responsibility for their implementation. If the leader did not delegate the task, then he must complete it himself (M.P. Follet). If the company grows, the entrepreneur may not be able to cope with the delegation.

A responsibility- the obligation to perform the existing tasks and be responsible for their satisfactory resolution. Responsibility cannot be delegated. The amount of responsibility is the reason for the high salaries of managers.

Powers- limited right to use the resources of the organization and direct the efforts of its employees to perform certain tasks. Powers are delegated to positions, not individuals. Limits of authority are restrictions.

is the real ability to act. If power is something that can really do, then authority is the right to do.

Line and staff powers

Linear authority is transferred directly from the boss to the subordinate and then to another subordinate. A hierarchy of management levels is created, forming its stepped character, i.e. scalar chain.

Headquarters powers are advisory, personal apparatus (presidential administration, secretariat). There is no descending subordination in the headquarters. Great power, powers are concentrated in the headquarters.

Building Organizations

The leader transfers his rights and powers. Structure development is usually done from the top down.

Stages of organizational design:

• divide the organization horizontally into broad blocks;
• set the ratio of powers for positions;
• define job responsibilities.

An example of building a management structure is the bureaucratic model of an organization according to M. Weber.

Organizational structure of the enterprise

The ability of an enterprise to adapt to changes in the external environment is influenced by how the enterprise is organized, how the management structure is built. The organizational structure of an enterprise is a set of links (structural divisions) and links between them.

The choice of organizational structure depends on factors such as:

• organizational and legal form of the enterprise;
• field of activity (type of products, its nomenclature and assortment);
• the scale of the enterprise (production volume, number of employees);
• markets to which the enterprise enters in the course of economic activity;
• technologies used;
• information flows inside and outside the firm;
• the degree of relative endowment with resources, etc.

Considering organizational structure enterprise management also take into account the levels of interaction:

• organizations with ;
• departments of the organization;
• organizations with people.

An important role here is played by the structure of the organization through which and through which this interaction is carried out. Firm structure- this is the composition and ratio of its internal links, departments.

Organization management structures

For various organizations, different kinds governance structures. However, there are usually several universal types of organizational management structures, such as linear, linear-staff, functional, linear-functional, matrix. Sometimes within a single company (usually big business) is allocated separate subdivisions, the so-called departmentalization. Then the created structure will be divisional. It must be remembered that the choice of management structure depends on the strategic plans of the organization.

The organizational structure regulates:

• division of tasks by departments and subdivisions;
• their competence in solving certain problems;
• the general interaction of these elements.

Thus, the firm is created as a hierarchical structure.

Basic laws of rational organization:

• streamlining tasks in accordance with the most important points of the process;
• bringing management tasks in line with the principles of competence and responsibility, coordinating the “decision field” and available information, the ability of competent functional units to take on new tasks);
• mandatory distribution of responsibility (not for the area, but for the “process”);
• short control paths;
• balance of stability and flexibility;
• ability for goal-oriented self-organization and activity;
• the desirability of the stability of cyclically repeated actions.

Linear structure

Consider a linear organizational structure. It is characterized by a vertical: top manager - line manager (subdivisions) - performers. There are only vertical connections. In simple organizations, there are no separate functional units. This structure is built without feature highlighting.

Linear control structure

Advantages: simplicity, specificity of tasks and performers.
Flaws: high requirements for the qualifications of managers and high workload of the manager. The linear structure is used and effective in small enterprises with simple technology and minimal specialization.

Line-headquarters organizational structure

As you grow enterprises, as a rule, a linear structure converted to linear staff. It is similar to the previous one, but management is concentrated in headquarters. A group of employees appears who do not directly give orders to the executors, but carry out consulting work and prepare management decisions.

Line-staff management structure

Functional organizational structure

With further complication of production, it becomes necessary to specialize workers, sections, departments of workshops, etc., a functional management structure is being formed. The distribution of work occurs by function.

At functional structure there is a division of the organization into elements, each of which has a specific function, tasks. It is typical for organizations with a small nomenclature, stability of external conditions. There is a vertical here: the head - functional managers (production, marketing, finance) - performers. There are vertical and interlevel connections. The disadvantage is that the functions of the leader are blurred.

Functional management structure

Advantages: deepening specialization, improving the quality of management decisions; the ability to manage multi-purpose and multi-profile activities.
Flaws: lack of flexibility; poor coordination of activities of functional units; low speed of making managerial decisions; lack of responsibility of functional managers for the final result of the enterprise.

Linear-functional organizational structure

With a linear-functional management structure, the main connections are linear, complementary - functional.

Linear-functional management structure

Divisional organizational structure

In large firms, to eliminate the shortcomings of functional management structures, the so-called divisional management structure is used. Responsibilities are distributed not by functions, but by products or regions. In turn, divisional departments create their own supply, production, marketing, etc. subdivisions. This creates the prerequisites for unloading higher-level managers by freeing them from solving current tasks. The decentralized management system ensures high efficiency within individual departments.
Flaws: growth of expenses for managerial personnel; complexity of information links.

The divisional management structure is based on the allocation of divisions, or divisions. This type is currently used by most organizations, especially large corporations, since it is impossible to squeeze in activities big company in 3-4 main departments, as in a functional structure. However, a long chain of commands can lead to unmanageability. It is also created in large corporations.

Divisional management structure Divisions can be distinguished according to several criteria, forming structures of the same name, namely:

• grocery.Departments are created by types of products. characterized by polycentricity. Such structures have been created at General Motors, General Foods, and partly at Russian Aluminum. Authorities for the production and marketing of this product are transferred to one manager. The disadvantage is the duplication of functions. This structure is effective for the development of new types of products. There are vertical and horizontal connections;
• regional structure. Departments are created at the location of company divisions. In particular, if the firm has international activities. For example, Coca-Cola, Sberbank. Effective for geographical expansion of market areas;
• customer-oriented organizational structure. Divisions are formed around certain consumer groups. For example, commercial banks, institutions (advanced training, second higher education). Efficient to meet demand.

Matrix organizational structure

In connection with the need to accelerate the pace of product renewal, program-target management structures arose, which were called matrix. The essence of matrix structures is that temporary working groups are created in the existing structures, while the resources and employees of other departments are transferred to the head of the group in double subordination.

With a matrix management structure, project teams (temporary) are formed that implement targeted projects and programs. These groups are in double subordination, are created temporarily. This achieves flexibility in the distribution of personnel, efficient implementation projects. Disadvantages - the complexity of the structure, the occurrence of conflicts. An example is an aerospace enterprise, telecommunications companies that carry out large projects for customers.

Matrix control structure

Advantages: flexibility, acceleration of innovations, personal responsibility of the project manager for the results of work.
Flaws: the presence of dual subordination, conflicts due to dual subordination, the complexity of information links.

Corporate or is considered as a special system of interconnection between people in the process of their implementation joint activities. corporations like social type organizations are closed groups of people with limited access, maximum centralization, authoritarian leadership, opposing themselves to other social communities based on their narrowly corporate interests. Thanks to the pooling of resources and, first of all, human resources, a corporation as a form of organizing the joint activity of people represents and provides an opportunity for the very existence and reproduction of one or another social group. However, people are united in corporations through their division according to social, professional, caste and other criteria.

3.1. Organization management system

Control system (CS) organization includes the totality of all services of the organization, all subsystems and communications between them, as well as processes that ensure the specified functioning.

Management of an organization is a continuous process of influencing the performance of an employee, group or organization as a whole for the best results in terms of achieving a set goal. "To rule- means to lead the enterprise to its goal, extracting the maximum opportunities from all the resources at its disposal", - this is how G. Fayol described the management process.

The management process provides for coordinated actions that ultimately ensure the implementation of a common goal or set of goals facing the organization. To coordinate actions, there should be a special body that implements the management function. Therefore, in any organization, the managing and managed parts are allocated. The scheme of interaction between them is shown in fig. 3.1.

The management part includes the directorate, managers and information departments that ensure the work of the management. This part of the organization is called the administrative and managerial apparatus. The input action and the final product of the control part is information. The management link is a necessary element of any organization.

Rice. 3.1. Interaction between the managing and managed parts of a business organization
BUT - control information, B - performance information.

At this level, managerial decisions are made as a result of analysis, forecasting, optimization, economic justification and choosing an alternative from a variety of options to achieve the goal. A managerial decision is made in order to overcome the problem that has arisen, which is nothing more than a real contradiction that needs to be resolved.

Note that the management decision is the result of collective creative work. It is always generalized. Even when the leader makes a decision on his own, the collective intelligence in an explicit or implicit form affects the process of developing an individual managerial decision.

The managed part is the various production and functional divisions engaged in providing production process. What is the input of the managed part and what is its output depends on the type of organization. So, for example, if we are talking about a business organization that manages finances, say, a bank, then cash or their substitutes (securities, bills of exchange, shares, etc.) enter it. The output is information on the management of financial flows and cash. In many cases, the bank pays out cash.

To coordinate the action of the controlled part, it is necessary to use the system of scientific management, justified by F. Taylor in his book "Principles of Scientific Management", published in 1911. F. Taylor was the first to separate the process of labor planning from labor itself, thus highlighting one of the main managerial functions. The main provisions of the Taylor scientific management system are formulated as follows:

• creation of a scientific foundation that replaces traditional, practically established methods of work;
• selection and training of employees based on scientific criteria;
• interaction between the administration and performers for the purpose of practical implementation of a scientifically developed system of labor organization;
• equal distribution of labor and responsibility between the administration and performers.

Later, G. Emerson formulated 12 principles of labor productivity related to the level of organization management, defining the true mission and purpose of managerial work:

• clearly defined goals;
• common sense;
• competent advice;
• discipline;
• fair treatment of staff;
• fast, reliable, complete, accurate, permanent accounting;
• dispatching;
• normalization of operations;
• effective planning;
• normalization of working conditions;
• standard written instructions;
• performance reward.

The tasks of managing an organization were most clearly formulated by G. Fayol, a student and follower of F. Taylor and one of the founders of the scientific theory of management. He singled out 6 areas of enterprise activity that need to be managed: technical, commercial, financial, accounting, administrative and protective. In his opinion, the most characteristic tasks of the management link are:

• planning a general course of action and anticipating the end result;
• "organization", i.e. distribution and management of the use of material and human resources;
• issuing orders to maintain the actions of employees in the optimal mode,
• coordination of various actions to achieve common goals;
• development of norms of behavior of members of the organization and implementation of measures to comply with these norms;
• control over the behavior of members of the organization.

Fayol formulated the characteristic features of the management process at the beginning of the twentieth century. Since then, there have been significant changes in the activities of organizations. Their structure has become more complex, the scientific and technological revolution in the field of natural sciences has led to the emergence of new complex technologies, the rapid introduction of computer technology in various areas of human activity has significantly affected the technology of managerial decision-making and the procedure called "control over the execution of a decision". The technology of financial management has changed. Recently, many changes in this area are associated with the introduction electronic systems settlements and electronic money substitutes.

3.2. Tasks of managing a modern business organization

A feature of the activity of a business organization today is work in conditions of intense competition not only within the country, but also at the interstate level. The accelerated development of communication tools, electronic means for storing and processing information has led to the emergence of a new information environment in which organizations operate. This, in turn, caused a change in the requirements for control systems.

The modern system of management functions can be represented by the following list of main tasks:

• coordination and integration of the efforts of members of the organization in the direction of achieving a common goal;
• organizing interaction and maintaining contacts between working groups and individual members of the organization;
• collection, evaluation, processing and storage of information;
• distribution of material and human resources;
• personnel management (development of a system of motivations, combating conflict situations, monitoring the activities of members of the organization and groups);
• contacts with external organizations, negotiation, marketing and advertising activities;
• innovative activity;
• planning, control over the execution of decisions, correction of activities depending on changes in working conditions.

Of course, this is not a complete list of tasks that often have to be solved by the head of the organization, manager and structural divisions control link. In this regard, in modern management science it is customary to talk about the art of management and compare it with a complex combination game. The solution of many of these tasks is possible only if the management processes use the most modern means information processing and communication links.

When analyzing the above list of management tasks, it becomes obvious that management problems modern organization mainly related:

• with the complication of the structure of the organization;
• with the development of means of communication both within the organization and in communication with the outside world;
• with the presence of a large number of competitors, in connection with the significant development of production throughout the world;
• with the need to create a flexible system of economic and psychological motivation that helps increase the interest of employees in achieving the goals of the organization.

It is known that the successes and failures of the organization largely depend on the staff and behavior of the team members. The cohesion or conflict of the team, its stability, skill level, consciousness of employees, their business activity and many others human factors determine the effectiveness of the management of the organization. In this regard, in the processes of managing an organization, along with such areas as managing the financial, informational or administrative services of an organization, the direction of socio-psychological management is specially highlighted.

When solving the problem of stimulating productivity growth, the principles formulated in the framework of the theory of choosing leaders who own socio-psychological methods of management, the theory of achieving goals, the theory of satisfaction of needs and the theory of justice are used.

Leadership choice theory, owning socio-psychological methods of management, is based on two principles.

The first takes into account that a certain part of the staff does not like to organize their work. These are people who are devoid of any ambition and initiative. They prefer to be led, given quite definite and specific tasks, to be taken care of and protected. Such people need demanding, domineering, tough and decisive leaders who have the ability to organize the work of subordinates and convince them of the need to work "tirelessly".

The second principle applies to people who have initiative and great creativity, with a highly developed sense of self-worth. With appropriate moral and material encouragement, they can be of great benefit to both the organization and themselves. Such employees need democratic leaders who are flexible, sensitive and tactful.

In any team, as a rule, there are both those and other people, so the leader must be a highly qualified and competent specialist who is familiar with the socio-psychological methods of management and who knows how to apply these methods in practice.

Theory of goal realization is based on the fact that there are people in the team who can work well only if the goals set by the leader are achieved, i.e. if their expectations are realized. These people must constantly see the results of their work, otherwise their activities will be paralyzed. Goal fulfillment theory suggests that the manager choose quick tasks for such people and constantly notify them of the benefits of the work they are doing.

Theory of Needs is based on stimulating human activity by satisfying his needs and interests. Note that money is not a human need, it is only a means to realize these needs.

Justice theory is based on the subjective expectation of each person to be rewarded for his work. If an employee believes that his colleague received more rewards for the same work than he did, then this will certainly have a negative impact on his productivity. The theory of justice requires the leader to take into account the close attention of subordinates to his actions in relation to others.

The leader, making this or that decision and implementing it, must be able to eliminate contradictions and manage the disagreements that arise in this case, expressed in the form of immunity, polarization, collision, antagonism. At the same time, he must occupy a well-defined and logically meaningful place in the scheme of the basic relations of the members of the team. The transition from full support to the peak of disagreement - antagonism is carried out, as a rule, gradually in the following sequence (Fig. 3.2)

Rice. 3.2. Stages of development of disagreements

We will show, using a graphical interpretation, the reaction of subordinates to the control action in the event of a disagreement (Fig. 3.3).

Let us briefly characterize each of the stages of disagreement, starting with a situation of full support (lower stage in Fig. 3.3), when there are no contradictions between the performer and the leader. With full support, the performer, having received the task (instruction - P), immediately, starting from the moment T \u003d 0, without any delay in time, starts work and completes it at the time established by the norm (H) or even ahead of schedule. Full support for the leader's decisions (i.e., the absence of contradictions) on the part of subordinates may indicate either the passivity of the subordinates, or the great authority of the leader, or the incompetence of the subordinates. It is known that truth is born in disputes. In some cases, full support for the leader's decisions is a symptom of trouble in the organization.

At the level of insensitivity (the second step from the bottom in Fig. 3.3), the performer, due to not understanding the task, or not agreeing with the leader, does not immediately start work. There is some delay in time, which is clearly visible in the figure. To complete the task, the performer needs additional information or any clarifications. At this stage of disagreement, it is easy for an experienced leader to reach an understanding with a subordinate if he is able to do this work. Initial discrepancies in the opinions of the leader and the subordinate, arising at the stage of immunity, are, as a rule, of a short-term nature and do not accumulate. A competent leader can quite easily overcome this disagreement and achieve the task on time.

Polarization (the third step from the bottom in Fig. 3.3) is characterized by a contradictory approach of the manager and the performer to the means and methods of solving the problem, which, however, does not interfere with the achievement of the final goal if there is mutual understanding between them. A different approach to certain aspects of the implementation of the task (different polarity of initial opinions) often helps to find the right path and contributes to more fruitful and creative work. A reasonable and justified point of view of a subordinate may even "take precedence" over the opinion of the leader in the process of joint discussion of the task. Thus, the optimal solution is found, and, as can be seen from the figure, the task is successfully and timely completed at this stage.

Initial insensitivity (lack of understanding of the goal and how to achieve it) and polarization (divergence of opinions) are natural processes in industrial relations, when an enterprising and qualified performer tries to understand, evaluate and perform the assigned work in the best possible way.

Collision (the second step from the top in Fig. 3.3) is characterized by the understanding and support of only a part of the received task. The leader and the performer perceive differently ultimate goal and offer various ways to implement it. The contractor in this case largely disagrees with the leader and categorically insists on his opinion. The leader does not agree with him. There are three main causes of collisions:

• transition to the production of a new product or to the provision of a new type of service;
• insufficient educational qualification of the subordinate;
• low level of leadership competence.

If the manager and the subordinate manage to develop a common point of view, then the collision can become an impetus for finding a new solution to the problem. In this case, the disagreement will move to a lower level and the goal set by the leader will be achieved. Otherwise, the execution of the task will be disrupted, which is shown in the figure by a dotted line.

Antagonism (the upper step in Fig. 3.3) is characterized by an inadequate approach of the leader and subordinate to the common goal and particular tasks, as well as to the means and methods for their implementation. Graphically, this is depicted as undamped oscillations. Antagonism with a skilled and experienced leader can be overcome. In some cases, when it is possible to reach a consensus, constructive solutions are found. However, more often antagonism causes destructive, destructive phenomena (dashed line in the figure), in which there can be no talk of completing the task. Operation in this mode, if it has happened, is only possible for a short period.

For a good leader, the stages of disagreement are manageable categories. The correct formation of the appropriate level of contradictions can increase the efficiency of the organization. An experienced leader almost always has the opportunity to eliminate the disagreements that arise between him and the performer at any of the stages of their development.

The transition from one stage of disagreement to another is carried out by creating or preventing conflicts, which are a temporary emotional change in the mood of a person or group of people as a result of some disturbing influences. Conflicts are natural and artificial. The leader must be able to manage conflicts, while adhering to some rules (Fig. 3.4).

On fig. 3.4. some mutually exclusive rules of behavior for a leader or manager are formulated, which ensure the prevention (upper part of the figure) or the creation (lower part of the figure) of conflict in the team.

It should be noted that it is of no small importance for the proper organization of the work of the manager, and, consequently, for preventing conflict situations in the team, has a "quantitative indicator", reflecting the number of performers directly subordinate to the leader.

Rice. 3.4. Reasons for creating conflicts and rules for their prevention

In theory and practice, the principle is used, according to which all types of work should be grouped and compiled in such a way that each employee reports to only one manager and reports only to him. Let us recall the well-known principle from history: "The vassal of my vassal is not my vassal." Moreover, it is recommended that the number of employees reporting to one leader should not be excessive, since any leader has limited energy, knowledge and qualifications. It is physically impossible to manage a large number of people. At the same time, the higher the qualifications of the performers, the smaller their number should be for the manager.

An arithmetic increase in the number of subordinates leads to a geometric increase in the number of relationships under the control of the manager (taking into account cross-links between subordinates). To calculate the number of potential relationships between the leader and subordinates, you can use the dependence:

where FROM- the number of potential relationships;
n- the number of subordinates.

Using this formula, we calculate the number of potential relationships with a different number of subordinates (from one to 6):

n	1	2	3	4	5	6
FROM	2	8	18	40	90	204

We will show this with the help of an illustration in the case of one, two or three subordinates (Fig. 3.5).

From Figure 3.5, a it can be seen that if the leader has one subordinate, then we have only 2 lines of interconnection: when the leader addresses the subordinate or, conversely, when the subordinate addresses the leader.

If there are two subordinates (Fig. 3.5, b), the number of potential relationships becomes 8 (taking into account the fact that the leader can transfer something to the second subordinate through the first and vice versa), and in the case of three subordinates, this number increases to 18, etc. d.

Obviously, the higher the qualifications of the staff, the fewer the number of necessary production contacts between employees, and the more direct reports the manager has. Moreover, a lower-level manager may have more subordinates than a top-level manager.

Rice. 3.5. The relationship between the leader (P) and subordinates (P):
a - one subordinate; b - two subordinates; c - three subordinates.

Each organization has fundamental documents that regulate the regular management process: charters, laws and regulations, labor agreements, job descriptions etc. With the help of these documents, a certain order is established and labor and performance discipline is maintained. However, along with this, processes associated with unauthorized management or self-government are constantly taking place in the organization.

Self-government is the right to internal management by its own, local forces, ensuring the autonomous functioning of any system. With self-management, the controlling factors do not affect the controlled system from the outside, but arise in it itself. In engineering, self-managing systems are sometimes called adaptive, and in military equipment- homing, for example, homing missiles. In biological systems, this property is called self-regulation. It is expressed in the ability of systems to establish and maintain certain physiological or biological indicators at a certain and relatively constant level.

Self-government is inherent in any social system, since it realizes the human need for free-thinking, self-expression and self-affirmation. In contrast to procedural management, the hierarchy of subordination in self-government is either absent altogether or is expressed very weakly. The process of self-management serves as an element of democratization of general management through the direct participation of performers in the development of an organization's development strategy, and therefore, in finding the best solutions to achieve the goal.

There are three principles of self-government.

The principle of combining management and self-government is based on the mandatory satisfaction of the needs and interests of personnel in terms of ensuring the life, security and prosperity of the organization. In accordance with this principle, in any organization, management and self-management must be combined at each level of management: from the top manager to the lower-level performer.

The principle of secondary nature is based on the fact that self-management in an organization cannot be primary. A completely and completely self-governing organization is practically impossible, since any organization must follow the legislative acts and the norms accepted in society, otherwise it will be liquidated. Even an untrained entrepreneur legal entity has the right to full self-government only within the permitted areas of activity and tax regulations.

The principle of soft regulation. The process of self-government cannot be strictly regulated by legislative acts and internal regulations of the organization. Self-management is based on the objectivism of the active staff. In the case of strict regulation on the part of administrative and managerial personnel, self-government degenerates into ordinary management with strict observance of subordination and with the inevitable loss of a number of activating needs and interests of team members.

3.3. Structuring the management of organizational systems

The part of the business organization that implements the management functions consists of many interacting links and is a control system that ensures the performance of a number of specific functions within the organization. Recall that the term organization provides for the definition of the order of interaction of individual elements that make up the organizational system.

Today, the basic principle of building any organizational systems - biological, technological, social - is a hierarchy. The term "hierarchy" literally translated from Greek - sacred power (hierarchia = hieros + arhe) - was introduced one and a half millennia ago, in the 5th century AD and was used to characterize the organization of the Christian community.

As society develops, the use this term and the interpretation of its meaning have undergone certain changes. We will be interested in applying the principle of hierarchy to social systems including business organizations.

In modern organization theory, the concept of "hierarchy" is used mainly to reflect vertical subordination between different levels of organization management: a hierarchy of authority, a hierarchy of functions and functional duties - respectively, subordination by service, functional subordination.

The distribution of responsibility and competence related to the activities of the organization is closely intertwined with the hierarchy of authority. The relationship of subordination or lack thereof is conveniently described using a graphical display, which is built according to the following principle: if link B of the system is subordinate to link A, then this is indicated by an arrow pointing down, and if links B and C are interconnected by a certain system of interaction at the same level, then this relationship is displayed as a horizontal line (Fig. 3.6).

Rice. 3.6. Graphic display of vertical and horizontal links in the system

Obviously, in complex management structures, such a division is purely conditional. Within the framework of a business organization, the hierarchy provides for the distribution of powers of an imperious or functional nature not only vertically, but also horizontally.

Horizontal interaction is due, in particular, to the division of functional responsibilities. For example, the planning and commercial departments, the accounting department and the personnel department are on the same level in the hierarchical distribution of power. By the nature of their functions, they are in contact with each other. In the scheme of functional interaction, this will be reflected by the presence of horizontal links between them.

For the first time, a model of a clear hierarchical management structure was developed at the beginning of the 20th century by the German scientist Max Weber in the theory of bureaucracy as the most effective system for managing organizations and society at that time. The main fundamental position of the theory was a clear division of labor, from which the following requirements for the management system followed:

• the use of qualified specialists at all levels of execution;
• observance of the management hierarchy, i.e. the lower level must be subordinate to the higher level;
• the existence of formal rules and norms for the personnel to perform their tasks;
• development qualification requirements for each official.

Over time, the concept of "bureaucracy" has become a household term. The bureaucratic system has lost many features of its rationality and has turned into a whole layer of people associated with management (officials).

Currently, this concept defines the type of management in which employees of the managerial level put their personal or corporate interests above the interests of the organization and the state. Such an attitude to business contributes to the development of bureaucratic diktat both in the economic and social spheres.

The modern type of hierarchical management structure has many varieties. Let's bring brief description basic organizational structures.

Linear control structure(Fig. 3.7) is the most appropriate only for simple forms of organizations. Distinctive feature: direct impact on all elements of the organization and the concentration in one hand of all management functions. The scheme works well in small organizations with high professionalism and authority of the leader.

Rice. 3.7. Linear control structure.

In small organizations with a clear distribution of functional responsibilities, structures in the form of a ring, a star and a wheel have also become widespread (Fig. 3.8, a, b, c).

Rice. 3.8. Structure options:
a - ring; b - star; in - wheel. R - leader; I - performer

Linear-functional management structure(Fig. 3.9) is based on the so-called "mine" principle of construction and specialization management process depending on the duties assigned to the deputy heads - functional heads. These include: commercial director, deputy directors for personnel, production, heads of the information department, marketing department, etc.

Rice. 3.9. Linear-functional management structure

Line-staff management structure(Fig. 3.10.) is a combined structure that combines the properties of linear and linear-functional structures. It provides for the creation of special units (headquarters) to help line managers to solve certain problems. These headquarters prepare draft decisions on relevant issues for the head. Headquarters are not endowed with executive power. The leader himself makes the decision and brings it to all departments. The staff scheme is most appropriate if it is necessary to carry out linear control(one-man management) on key positions of the organization.

Rice. 3.10. Line-staff management structure

Matrix control structure(Fig. 3.11) is a lattice organization built on the principle of dual subordination of performers: on the one hand, to the direct head of the functional service, which provides personnel and technical assistance to the project manager, on the other hand, to the project manager ( target program), which is endowed with the necessary authority to implement the management process in accordance with the planned time frame, resources and quality. The matrix scheme is used in complex, science-intensive production of goods, information, services, knowledge.

Rice. 3.11. Matrix control structure

Program-target management structure provides for the creation of special management bodies for short-term and long-term programs. It is focused on ensuring the fullness of linear powers within the framework of ongoing programs.

Product management structure is one of the variants of the program-target structure. It provides for the assignment to the manager responsible for the program for the release of a particular product, all responsibility for the quality and timing of the work. This manager is endowed with all the rights of disposal in terms of production, marketing and ancillary activities related to the manufacture of a particular product or range of products.

Project management structure is formed when an organization develops projects, which are understood as any processes of purposeful changes in the management system or in the organization as a whole, for example, the modernization of production, the development of new technologies, the construction of facilities, etc. Project management includes defining its goals, forming a structure, planning and organizing work, and coordinating the actions of performers. One of the forms of project management is the formation of a special unit - a project team working on a temporary basis.

Functional-object structure of management provides for the allocation in the functional units of the most qualified specialists who, in addition to their functional duties are appointed by the heads of specific works or objects in this unit. Within the unit, these specialists are senior in the performance of the assigned work, not only within the framework of the functions permanently assigned to them, but also on all other issues.

A variety of the hierarchical type of management organization is a very complex and branched structure, called the divisional management structure (from the English word division - branch), the first developments of which date back to the 20s, and the peak of practical use - to the 60-70s of the twentieth century .

The need for new approaches to the organization of management was caused by a sharp increase in the size of enterprises, the diversification of their activities and the complication technological processes in a dynamically changing environment. The first to restructure the structure according to this model began largest organizations which, within the framework of their gigantic enterprises (corporations), began to create production departments, giving them a certain independence in the implementation of operational activities. At the same time, the administration reserved the right to strict control over corporate-wide issues of development strategy, research and development, investment, etc. Therefore, this type of structure is often characterized as a combination of centralized coordination with decentralized management (decentralization while maintaining coordination and control).

The key figures in the management of organizations with a divisional structure are not the heads of functional departments, but managers who head production departments. The structuring of the organization by departments is carried out, as a rule, according to one of three criteria:

• by products or services provided (product specialization);
• by consumer orientation (consumer specialization);
• serviced territories (regional specialization).

As a result of expanding the boundaries of operational and economic independence, departments can be considered as "profit centers", actively using the freedom granted to them to increase work efficiency.

At the same time, divisional management structures lead to an increase in hierarchy, i.e. vertical management associated with the need to form intermediate levels of management to coordinate the work of departments, groups, etc., in which management is based on a linear-functional principle. Duplication of management functions at different levels leads to an increase in the cost of maintaining the administrative apparatus.

Under the conditions of a market economy and intense competition, organic-type management structures are developing most intensively. The main advantage of such flexible structures is their ability to quickly adapt to changing external conditions and changing target settings.

Flexible structures include project and matrix structures. They are characterized by independent work of individual departments, which enables the heads of departments to make decisions themselves and establish functional ties horizontally.

Despite the fact that hierarchical management structures are currently recognized throughout the world as the most effective, they have a number of significant drawbacks, namely:

• give rise between people to relations of subordination, dependence of an economic and social nature;
• give a preferential right to some employees to make decisions in relation to others, placing the latter in personal dependence on the former;
• allow the minority to make decisions for the majority;
• do not allow to fully regulate the activities of an employee of the managerial level;
• the solution of a number of issues is given to the personal discretion of the head, which can be used by him for personal gain.

The presence of these shortcomings in any hierarchical system leads to the fact that over time, the influence of negative trends accumulates in the work of a business organization. Often they are called pathologies of the control system by analogy with the medical term that characterizes the presence of painful abnormalities in the human body. If timely measures are not taken to correct the operation of the organization's management system, then problem situations begin to arise, which, ultimately, can lead to the death of the entire organization.

The predominance of acquisition motives in the activities of decision makers, their desire for their own enrichment, combined with the ability to choose those decisions that bring them personal benefit, lead to the development of bribery and corruption. This type of pathology affects organizations regardless of their size and type of activity. It is found in government bodies and even in organizations involved in solving economic problems at the interstate level.

The desire of the manager of a business organization to excessively exercise his power in the economic and socially leads to the emergence of conflict situations that deprive people of the opportunity to work normally, distract them to solve problems that are not related to the main purpose of the organization. All this ultimately leads to a decrease in labor productivity.

The main difficulty in dealing with indicated shortcomings lies in the fact that they are objective and inherent in any hierarchical management system. Nevertheless, for many years it was possible to identify the main directions for overcoming the development of pathologies in organizational systems.

Among them, two main directions of a strategic nature can be distinguished. The first is related to the need to improve state control bodies, including the activities of the judiciary, and to strengthen their positive impact on the work of business organizations. This area includes the development of legislative acts regulating economic activity. The second - with the introduction into the hierarchical management system of business organizations of management methods characteristic of public organizations.

It is obvious that the effective influence of organs state power on business organizations is possible only if the state system is built on principles that prevent the development of negative trends in the management system of the state apparatus itself. Such state systems are usually characterized as democratic.

Executive power in democratic systems is built on the basis of a strict hierarchy, but control over its activities is entrusted to democratic governance institutions that use collective management principles. Including: the election of leaders and the formation of a management apparatus on an elective basis (general elections, secret ballot, equality in the nomination of candidates, etc.), equal access to information for all members of the organization, a collegial method of decision-making.

Charter joint-stock company where the rights are general meeting when solving some key issues of managing the organization, the election of the head is also provided.

Describing the impact of external organizations on the activities of the organization's management system, it should also be noted that in democratic government systems the possibility of influence of public organizations operating at the regional, professional, group or even state level on business organizations is provided for and legally fixed. This, in particular,

regional and professionally oriented trade union organizations, consumer protection societies, protection societies environment and animal protection.

When correcting deficiencies hierarchical structures of particular importance is the development of methods for identifying deviations from the norm in the work of business organizations already at initial stage their development (disease diagnosis by analogy with the detection of human diseases) and the reorganization of the management system (treatment).

Ways to deal with the shortcomings of hierarchical systems should be attributed to the procedures for the operational correction of the activities of a business organization. The implementation steps for this method will be discussed in Section 7.2.

Security questions to the topic

1. What divisions are included in the managed and managing parts of the business organization?

2. What is the place of the management system in ensuring the life of the organization?

3. Tasks of the control system.

4. What are the principles known to you that encourage staff to productive work.

5. What is the essence of the theory of selection of leaders?

6. What is the meaning of the theory of expectation as a socio-psychological method of management?

7. What is the theory of needs based on?

8. How equity theory can be used to incentivize production activities of people?

9. What does the full support of the decisions of the leader by the members of the team indicate?

10. What are the main stages of disagreement.

11. How can disagreements be managed?

12. What contributes to the creation of conflicts in the organization?

13. What needs to be done to prevent conflicts?

14. What limits the number of employees reporting to one manager?

15. What is the essence of self-government?

16. What are the basic principles of self-government.

17. What is a hierarchy?

18. Features of rigid hierarchical management structures.

19. Advantages and disadvantages linear structures management.

20. What are the features of the matrix management structure?

21. What are the benefits of organic governance structures?

22. Give examples of flexible management structures.

23. How are powers distributed among the administration of an enterprise known to you?

24. What deviations from the normal work of a business organization are determined by the shortcomings of hierarchical management structures?

Human resource management is one of the most complex elements of regulation in an organization. After all, employees have their own potential, their own interests, emotions, the ability to independently make decisions or criticize the orders of management. Therefore, it is impossible to predict the reaction to the application

In order for the existence of the organization to be long and the goals set for it to be achieved, it is necessary to create the right management system.

The system is the ordering of all components and their combination into a single whole to achieve a common goal. In other words, it is orderliness and subordination to the main task.

Management includes the following functions: planning, motivation, organization and control. With their help, the fulfillment of the tasks set is achieved.

Management systems are ordered processes of planning, organization, motivation, control. They are aimed at fulfilling the tasks of production and achieving main goal the existence of the organization.

Components of the control system

The organization management system includes all ongoing processes, as well as all services, subsystems, communications of the enterprise. The team at the enterprise can be divided into two groups. The first is controlled, the second is control.

Let's consider them. The managed group includes elements that are involved in the process of creating material and spiritual wealth or providing services. These are subordinates. The management group performs all the functions necessary to fulfill the tasks assigned to the organization, for this it must have necessary resources: material, labor, financial. She coordinates the work of all employees and owns all technical means, such as communications, equipment, and is also responsible for the work of production and the process of further improvement of the organization.

Depending on the structure of the organization and the number of subordinates, there may be several managers, while they all report to one chief manager.

The following stages of the control subsystem are distinguished:

• planning - shows what result can be achieved;
• regulation - maintaining the optimal established mode of operation;
• marketing;
• accounting;
• control.

Management systems are systems that combine all of these components to achieve the highest goal of the organization.

Subject and object

Any concept has its subject and object. Consider what they are in the personnel management system.

Objects include:

• workers;
• employees;
• groups of employees;
• labor collective.

The subject of the control system is represented by various personnel.

Types of leadership

Organizational coordination can take four forms:

• Linear, when each subordinate leader is subordinate to the superior. Their actions are coordinated and directed towards the fulfillment of specific goals. It is more commonly used for the lower levels of an organization.
• Functional. There are several groups of governing bodies, each responsible for a specific activity. For example, one is for planning, the other is for the technical base. However, there are difficulties when several different tasks and they need to be done quickly. The ideal variant of the existence of such a system is in combination with a linear one.
• Linear headquarters. Headquarters are created under line managers. At the same time, they do not make any decisions, but only advise and direct employees. They are designed to reduce and distribute the responsibilities of the line manager.
• Matrix. Management occurs both horizontally and vertically. Such structures are used to manage construction sites, where each complex is divided into nodes that have their own leader.

An example of an enterprise coordination structure

Consider an example of a shop floor management system in production.

The workshop is one of the main links responsible for the functioning of the entire production. To achieve the goals of the organization, it is necessary to create the right management system.

In the workshop, the director appoints the chief and his deputies, who must organize the implementation of the tasks received from the top leader. At the same time, the shop manager himself must control the attitude of personnel to production resources. It is possible that this function is entrusted to a specially assigned employee. So, for example, the consumption of raw materials, compliance with safety rules and sanitary maintenance of the workshop are controlled.

The coordination structure includes the presence of foremen who receive tasks from the foreman and distribute it among the workers. They also organize their implementation, carry out professional help, if necessary, help the master to exercise control.

Modern enterprise management

In the current environment, coordinating the work of staff requires special skill from the manager. Unstable economic situation and competition lead to this. Therefore, creating modern systems management, the manager must know the principles of their construction.

In order for an enterprise to function and develop, its products must be competitive. This largely depends on what management strategy will be chosen. For an enterprise, it must be unique - this is the main sign of a successful existence.

In order for a company to exist for a long time and make a profit, products must withstand competition. To improve quality, you need:

• Have the necessary resources: raw materials, materials, components.
• Improve production lines: upgrade equipment to improve product quality.
• Periodically improve the qualifications of staff.
• Implement manufactured products.

The first thing to start with professional manager, is to carry out the development of management systems, make an analysis of the enterprise, consider what elements are missing to achieve the goal, and find out how to achieve them. When developing a development strategy, it is necessary to take into account:

• long-term goals of the enterprise development;
• resources;
• technology;
• control system.

That is, in order to achieve its goals, an enterprise must have all the necessary resources, high-quality technologies that will process these resources, and a well-built management system.

At the same time, the strategy should not be monolithic, but be able to change depending on external and internal factors. And the task of the management system is to control and timely amend the strategic goals of the organization.

Therefore, effective leadership modern enterprise must be mobile and depend on environmental factors.

Types of control systems

Management systems are such areas of management activities that are associated with the solution of specific problems, aimed at the successful functioning of the enterprise.

There are two main categories:

• general - management of the company as a whole;
• functional - management of certain parts of the company.

The management system is a complex cooperation of general and functional types to achieve the set goals.

There are several forms of control systems, consider some of them:

• strategic planning;
• management: company managers, employees, internal and external communication, production;
• counseling.

With such types of management, the enterprise first sets strategic goals, for the achievement of which it is necessary to be able to coordinate the work of managers. This makes it possible to improve the management structure. Coordinating the work of employees allows you to direct their activities in the right direction. At the same time, there is an interaction of the company with the external environment: suppliers, customers, employees.

The types of control systems are also determined by the objects of control and differ in content. For example, the content can be distinguished as follows:

• normative;
• strategic;
• operational.

Each of these types of management solves only its own tasks.

The coordination system must combine all the positive aspects with which it will be easier for the organization to develop. Then the strategic goal will be reached.

The design of management systems takes place taking into account democratic centralism, a harmonious combination of unity of command and collegiality, responsibility, creativity employees.

Principles for building leadership

The creation of management systems should be based on the following basic principles:

• optimal division of the organization structure into separate elements;
• hierarchical structure with the correct distribution of powers;
• organic interconnection of all levels of the organization;
• arrangement of goals in order of importance;
• consistency of structure links in the performance of tasks;
• efficiency in making managerial decisions, if necessary;
• all stages life cycles products, hierarchical structure, various management activities should exist in a complex;
• systematic - all management work is carried out constantly and is valid for a long time;
• it is necessary to adopt the experience of successful productions of foreign companies;
• use proven scientific methods in the management system;
• autonomy of subsystems;
• economic functions - when designing, lay down a reduction in management costs;
• prospects for development;
• discussion of management decisions and selection of the best;
• sustainability and ability to survive in a competitive environment;
• create comfortable working conditions so that employees can give their best at work;
• correctly distribute labor costs for the implementation of specific production tasks;
• adaptability of the organization system to external and internal changes;
• closed management process.

Performance decision must go through all stages: planning, organization, coordination, control.

Important: the management decision must be intelligible and intelligible, it is necessary to check that the employee understood it correctly. This will save the employee from unnecessary movements and direct all his potential to perform a specific task.

Let's consider control systems and technologies.

HR technologies

Management technology is a tool by which personnel is managed. These include the means, goals, methods by which employees are influenced in order to direct them to perform the necessary tasks.

Systems and engaged in:

• organization;
• assessing the qualifications of employees;
• their training;
• career advancement;
• management and resolution of conflict situations;
• social development of personnel;
• personnel safety management.

The use of these principles also depends on the form of ownership of the enterprise, the style of activity.

The development of management systems is carried out taking into account the professionalism and competence of specialists who work in the field of personnel management.

Manager functions

In order for the implementation to go smoothly and be accepted by employees, the manager must perform the following basic functions:

• Planning.

The manager continuously plans the decisions that are necessary to achieve the main goal of the enterprise. When the goal changes, decisions should also change in a timely manner. Planning directs the development of the organization in the right direction and predicts the tasks that employees need to perform.

• Organization.

To better achieve the goals and plans set for the company, the work of the team is organized, while it is correctly distributed vertically and horizontally. Everyone is engaged in the solution of specific tasks, cooperating with other employees.

• Motivation.

Managers use motivation to motivate workers to perform better. It can be of two types: external and internal (psychological).

External - includes receiving wealth: bonuses, bonuses, and psychological - moral encouragement, improvement of the workplace, relationships in the team.

• Control.

In order for the performance of tasks to occur qualitatively, the immediate supervisor must monitor.

Control includes:

• tracking the planned;
• verification of intermediate results;
• comparison of the obtained results with the planned ones;
• correction of detected discrepancies and deviations from the predicted ones.

The action of these four functions should be carried out in a complex.

Conclusion

Thus, management systems are an ordering of the basic principles of building, functioning and controlling the development of an organization. This is done in order to achieve the goals set for the company. The design and implementation of control systems are of great importance in successful development enterprises. Without a properly constructed management, the existence and development of the enterprise will be impossible.

One of the most effective ways to find reserves for improving the efficiency of the business as a whole, increasing the controllability and manageability of the company is audit of management systems.

When auditing management systems, a comprehensive diagnosis of the quality of company management is carried out. Diagnostics includes an assessment of the company's current strategy, management structure - administrative subordination and functional interaction, information and documentary flows. In the process of conducting diagnostics, an analysis of individual subsystems for performing key management functions is carried out - strategic and operational planning, control and accounting for the implementation of plans, distribution of finances and accounting for cash flows, implementation of purchases and sales, implementation personnel policy etc. The adequacy and reliability of accounting automated systems are also assessed. Based on the results of the audit of management systems, a report is prepared. The report contains the necessary results, in particular, information on the issues studied, comments, conclusions and recommendations for improving the audit of management systems.

The purpose of auditing management systems- identify reserves and ways to improve the efficiency of the company's management system.

The aim of the work was to determine the following tasks of auditing control systems:

identify reserves to reduce fixed and variable costs;

identify reserves to increase the company's profitability;

identify reserves for increasing the productivity of labor and equipment;

identify "bottlenecks" that hinder the development of the company;

identify cause-and-effect relationships that give rise to enterprise problems;

develop organizational, technical, informational and technological proposals to ensure the implementation of both short-term and long-term plans.

Thus, in the management system, it became necessary to create an audit in order to prevent information risk, ensure the timely receipt of reliable information and increase the responsibility of managers of companies of various ranks.

1. The concept of a management system in an enterprise

In management science, by the beginning of the 90s. a certain conceptual apparatus has developed that allows describing the enterprise management system. However, with regard to the concepts of "management system", "organizational management system" there is no consensus.

The definitions of these concepts can be classified as follows.

Enterprise Management System - it is a set of technical and organizational methods and measures designed to solve the problems of managing various aspects of the enterprise.

Managment structure- a systematized set of tools for collecting information about a controlled object and means of influencing its behavior in order to achieve certain goals.

Control system object can be both technical objects and people. The control system object may be composed of other objects, which may have a permanent relationship structure. Management systems involving people as objects of management are often called management systems.

Technical management structure- a device or set of devices for manipulating the behavior of other devices or systems.

Control structures are divided into two large classes:

automated control structures (ACS)- with the participation of a person in the control loop;

automatic control structure (ACS)- without human intervention in the control loop.

Table 1

Definitions of the concept of "management system" of different authors

concept	Concept definition
Control system	"construction" of the organizational system, which characterizes the composition, the relationship between the links of management and execution (object and subject of management);
	structure control system, her way internal organization, communication of the elements of the subject of management among themselves (order of location, subordination of individual links of the administrative apparatus - departments, groups, bureaus), allowing to perform the necessary management functions;
	elements of the system, their connections, its integral properties, if they, one way or another, ensure the stable existence of the system;
	the composition of the elements, their rights, responsibilities and relationships for the implementation of object management tasks;
	relationships between departments and positions in the organization, the distribution of roles, powers, responsibilities, as well as functional and technological links that arise in management processes.

1. The process and stages of the audit of management systems

During the audit, the activity of the audited object is checked for the presence and efficiency of the management system is evaluated.

Depending on the goals and objectives, the audit can be carried out comprehensively and cover all aspects of the management system or be selective, aimed at assessing one or more elements of this system.

table 2

Stages of conducting an audit of management systems

Stages of management systems audit	Audit Process
First stage	The initiator of audits of I and II levels may be the top management of the company or the industrial safety and labor protection service of the company. The initiators of level III audits are the industrial safety and labor protection services of the branches, the management of the branches. The frequency of audits at any level depends on: the effectiveness of the functioning of the management system; results of previous audits; the significance of the audited unit within the management system, etc. Audits of any level are carried out at least once a year. The frequency of audits is determined by a representative of the company's management .
Second phase	The task in forming the audit team is to create such group members which will ensure the conduct of the audit, the reliability of its results and the objectivity of the conclusions.
	The size of the audit team is determined by the audit plan. The audit team should include auditors - specialists of the company who have completed a special course in internal audit of management systems and have the appropriate certificates. The initiator of the audit appoints a team leader responsible for forming the team internal audit and ensuring that the audit is conducted and completed in accordance with the scope and plan of the audit. If the head of the audit object does not agree with the identified discrepancy, then he must sign a sheet with a dissenting opinion in any form, in which the reason for his disagreement should be described in detail. This sheet, along with a non-compliance report, is sent to a higher-level manager. The audit report is prepared under the direction of the team leader, who is responsible for its accuracy and completeness. When compiling the report, the parties must reach an agreement on all issues and make the necessary adjustments. On the prepared report, the head of the group puts a signature and a date.
Third stage	The audit procedure is the same for all objects and consists of the following stages: holding the first meeting of the audit team with the management of the audited facility; collection of audit data; data analysis and obtaining audit results; holding the final meeting of the audit team with the management of the audited facility. At the stage of collecting audit data, it is necessary to collect data on the audited object in order to determine their compliance with the accepted audit criteria. Documentation in the audit process is carried out using the working documents of the auditor: questionnaires, work programs, etc. All cases of non-compliance with the established audit criteria should be recorded. Claims that cannot be verified must be confirmed additional information, or be identified as unconfirmed.
Fourth stage	The preparation of the final version of the audit report is carried out under the supervision of the team leader, who is responsible for its accuracy and completeness. The audit report is dated and signed by the team leader and a record is made (with date and signature) of familiarization with: when conducting a level I audit - a representative of the management on issues of industrial safety and labor protection of the company; when conducting an audit of the II level - the head of the branch of the company; when conducting an audit of the III level - the head of the structural unit of the branch of the company. Based on the results of the audit of management systems, conclusions and proposals are formed.