Basic elements of an organization's management system. The ultimate goal of management is

Like any other system, an enterprise management system consists of elements that are united together for the purpose of operation, and it is especially important to highlight the subject and object of management, the main elements of the management system. Each element is subject to investigation to ensure the integrity of the control system investigation.

The enterprise management system includes such elements as:

  • - control functions,
  • - organizational management structure,
  • - management personnel,
  • - technical controls,
  • - information,
  • - management methods,
  • - technology,
  • - finances,
  • - management decisions.

Control functions

The study of such an element of the control system as functions is of great importance practical significance, since they determine the structure of the enterprise’s management bodies, as discussed in the article “Management Functions”. At the same time, there are general management functions that are mandatory for the successful operation of any organization (planning, organization, motivation and control), as well as specific management functions (specific), determined by the object of management.

To control functions modern enterprise include: planning, marketing, entrepreneurship, finance, organization, production, innovation, information and social development.

Any management function, as indicated in the article “The Essence of the Management Function,” is implemented “in a complex of management tasks, the solution of which ensures the achievement of production goals and the maintenance of processes in given states.”

It is also important to take into account that the study of the practical implementation of management functions at an enterprise is associated with the study of those tasks being solved in the course of performing sequential actions by the appropriate management apparatus, note B.A. Raizberg, L.Sh. Lozovsky, E.B. Starodubtseva.

Organizational structure

It is also necessary to study such an element of the enterprise management system as the organizational management structure. The organizational structure of management is one of the main categories of management theory and is an integral system, specially designed in such a way that people working within its framework can most effectively achieve their goals.

According to the definition of Kabushkina N.I., Bondarenko G.A. The organizational structure of enterprise management is a set of interconnected and interdependent elements that are in stable relationships with each other, and this in turn ensures their functioning as a single whole.

The organizational structure of enterprise management includes the composition of the organizational structure, the relationship of structure elements, as well as the location of interconnected individual subsystems of the enterprise, while the creation of such a structure is aimed at the effective distribution of rights and responsibilities among all management personnel of the enterprise, which is also an element of the management system and is subject to research .

As G.Ya. Goldstein notes, when studying such an element of the management system as the organizational structure of management in order to optimize and rationalize it, it is necessary to carry out an analysis (diagnosis) of the existing management structure and synthesis (design) of the management structure. In this case, the task of analysis is to establish the required level of compliance organizational structure enterprise management and operating environment conditions, synthesis is used as a determination of the number and composition of structural management units and certain methods linking them into interaction.

The organizational structure of the enterprise must be constantly improved in proportion to its development, which can be facilitated by the enterprise management personnel, as one of the elements of the enterprise management system that requires research and study.

An organizational structure is a way of grouping jobs and drawing lines of command that unite jobs.

The management structure is considered as a necessary form of implementation of management functions.

The functions and structure of management represent two inextricably interconnected and interdependent sides of a single whole - the organization of the management system and act, respectively, as the content and form of the management process.

At the same time, certain relationships are established between the governing bodies regarding the implementation of powers, flows of commands and information.

In other words, it, in the classical sense, defines the following three characteristics of an organization:

  • - the totality of all divisions, services and individual employees of the company;
  • - vertical and horizontal connections between them;
  • - levels of hierarchy occupied by them (subordination of organizational elements).

Analysis of the essence of organizational management structures allows us to clarify the concept of “organizational structure of enterprise management.”

A business entity is understood as an enterprise (organization) with the goal of satisfying public needs for certain types of products (goods and services) and making a profit.

With this approach, the organizational structure of management is a division of the enterprise into types of activities assigned to its individual elements. The task of any organization is to choose the type of organizational structure, taking into account its specifics. The organizational structure must ensure the subject's controllability in constantly changing operating conditions.

The modern management paradigm assumes that an organization must be able to change its management structure, adapt to internal and external conditions functioning. This provision is based on changes, on the one hand, in consumer behavior, and on the other hand, in technology.

The modern market is less and less characterized by mass goods (standardized and unified). On the contrary, unique products with special characteristics and properties are beginning to occupy an increasing place.

In the changed conditions, the creation of organizational management structures can only occur on the basis of the interest and initiative of the business entity.

Thus, the organizational structure of management is a collection of all divisions of the enterprise, arranged in accordance with their hierarchical affiliation and the relationships between them. It must change dynamically and have the ability to adapt to various changes, both within the enterprise and in the external environment.

In the theory of organization, a certain terminology has been formed that allows us to characterize the complex and multifaceted process of interaction between a person and the organizational environment. In general, the organizational environment is defined as the part of the organization that a person encounters while working in the organization. Moreover, each member of the organization has his own environment and identifies for himself those characteristics and aspects of the organization that are important to him. In addition, each person occupies a certain place in the organizational environment and performs corresponding functions and plays a certain role.

A role in an organization is understood as a separate set of tasks, functions and jobs.

To build the organizational structures of enterprises, it is important to take into account the role of a person in a particular organization. Great importance has the correct construction of the role, the formation of initial prerequisites regarding the content, essence and place of this role in the organization system. Roles must be consistent with the goals set for the organization.

In accordance with the role of a person in an organization, the concepts of upper (higher), middle and lower echelons (or levels) of management have been formed.

Top managers are the so-called top managers who manage the activities of the entire organization or occupy key positions in various types of its activities. These usually include the General Director of the enterprise and his deputies.

Middle management (level) managers, as a rule, perform the following main functions:

  • a) detailing and further transfer to lower levels of management tasks of managers at the highest level of management;
  • b) coordination of the activities of various services of the enterprise;
  • c) performing various operational tasks.

Lower-level (level) managers carry out operational management activities of the final performers of the work.

This is the lowest level of the organization's hierarchy. In Japanese management, this level has long been actively involved in the process of enterprise management, as a rule, in the form of group forms of work (for example, the famous quality circles). Similar methods of organizing the activities of an enterprise in Lately find active support in European and American management.

No less importance is attached to information in choosing the organizational structure of an enterprise. Often, possession of information is more necessary for making certain decisions than ownership of property. After all, the use of information can compensate for the limitations of other resources, opens access to new resources, and becomes effective means making technological and commercial decisions. Therefore, the information environment is an important area of ​​business activity.

Organizational management structures are formed, to a large extent, due to the movement of information flows.

An element of the organizational management structure that cannot be divided according to any criteria is called a structural unit (or structural element). So a structural unit could be, for example: CEO, Chief Power Engineer, Engineer - that is, any employee of the organization.

Several structural units located at the same hierarchical level and subordinate to one manager form a structural block. From the position of strategic management, it is recommended to distinguish between two types:

  • 1. If the structural units included in the structural block are top, middle or lower level management, then it is called the strategic center of management;
  • 2. If the unit includes executive level employees, then they form a team.

This distinction is very important, since strategic management centers and teams have significant differences in their functionality and according to the inherent management potential. Although teams can exercise control production activities enterprises based on group forms of management, but they do not include professional managers, whose functions initially include: making management decisions and organizing the activities of subordinates.

One or more structural units included in one structure, designed to carry out a clearly defined range of functions and not amenable to further fragmentation, form a service.

The process of fragmenting an enterprise into separate structural divisions, services and structural units is called departmentalization. This process is important when making decisions by managers at various levels to achieve the goals of the organization. In other words, the term is used in the study of the process of organizational separation, which is different in nature, purpose and principles from the process of creating work groups or group work.

Management staff.

Satoru Takaya Nagi notes that the enterprise should focus on the participation of management personnel in decisions made directly at all levels of management, while using enterprise and system management techniques aimed at maximizing the possible use of the talents and abilities of employees.

The study of management personnel, as noted by S. Silchenko, should be considered from the point of view of the efficiency of use and management of working time through planning and for interaction with other elements of the management system, since it is system principle can ensure greater achievement of the goals of the entire enterprise management system.

Technical controls.

The article “Technical Management Tools” states that technical means play a major role in making management decisions, while in order to obtain higher efficiency it is necessary to use complex technical means: communications, holding meetings, demonstration equipment, means of equipping the manager’s workplace, and control means. The study of technical controls, as noted by V.I. Knorring helps to increase the efficiency of management technology, the organization of managerial work and the management process at the enterprise, using more advanced technology and competent use by the manager.

D. Yampolskaya, M. Zonis note that management information should not only be correlated with the tasks of the manager, but also be suitable and combined with the applied process models, and the information should be significant, that is, influence the decisions made. For all this there must be an organization Information system management, which will increase the efficiency of the enterprise management system.

Information.

The need for information of different subjects and links of the enterprise management system is not the same and is determined by the tasks that are solved in the process of managing the subject of management: the manager or employee of the management apparatus, as noted by V. Popov.

When studying management information, it is necessary to take into account that during the study: “large volumes of information must be processed within a strictly limited time frame; initial information is subjected to repeated processing from various production points of view and taking into account consumer requirements; initial data and calculation results are stored long time"Also, when conducting a study of management information as an element of an enterprise's management system, as V.P. Nesterov notes, the basis for making the right decisions in the external and internal spheres of the enterprise's work is "the availability of reliable information necessary for correct analysis."

Management methods.

Management methods are one of the fundamental elements of the management system, since it is with their help that both the study of the enterprise management system can be carried out, and it is the methods that ensure the achievement of goals and objectives for the enterprise.

Ignatieva A.V., Maksimtsov M.M. note that “the effectiveness of research into management systems is largely determined by the research methods chosen and used.”

Management methods are ways of influencing the managing subject on the managed object, the leader on the team he leads.

It is necessary to distinguish between management methods and management process methods. Management methods characterize the completed act of influencing the control object, while with the help of management process methods only individual works are performed.

Management methods are classified according to various criteria. Thus, methods of direct and indirect influence are often distinguished. When using the former (order, incentive), a direct result of the impact is assumed, the latter are aimed at creating conditions for achieving high results (quality of working life).

Methods of formal and informal influence can be distinguished. Their correlation in management practice reflects character traits management style. Methods of informal influence include the educational work of the leader, the psychological atmosphere of his interaction with subordinates, behavior in the team, etc.

Of greatest importance is the classification of management methods on the basis of objective laws inherent in production as an object of management, based on the specifics of the relationships that develop in the process of joint labor. Methods based on this feature are:

  • 1) organizational (including administrative);
  • 2) economic;
  • 3) socio-psychological.
  • 1. Organizational management methods are based on organizational relationships between people. The entire set organizational methods controls can be classified into three groups:
    • - methods of organizational stabilizing influence,
    • - methods of administrative influence,
    • - methods of disciplinary action.

Methods of organizational-stabilizing influence are intended to create an organizational basis for teamwork. This is the distribution of functions, duties, responsibilities, powers, and the establishment of the order of business relationships. They include: regulation - clear assignment of functions and work; rationing - establishing standards for the performance of work, acceptable boundaries of activity; instructing - familiarization with the circumstances of the work, its explanation.

Methods of administrative influence are designed to respond to unaccounted moments of the organization, adjusting the existing system of the organization to new tasks and working conditions. The methods of this group are implemented in the form of a directive, order, instruction, instruction, resolution, instruction, etc.

Disciplinary methods are designed to maintain organizational foundations work, clear and timely fulfillment of established tasks and responsibilities, elimination of emerging deviations in the organization’s system.

Administrative methods of management are associated with the authoritative nature of management: one party (superior body, official) is endowed with authority and, as a result, can order the other party - the managed. In this case, as a rule, there is direct subordination. Each lower level is organizationally subordinate to a higher authority and is obliged to carry out all its decisions regardless of its own opinion.

  • 2. Economic management methods are designed to influence economic relations. The following methods are highlighted here: economic accounting, capital investments, depreciation system; fund fees; use of production development funds; systems of material incentives, profit distribution, etc. economic methods management also includes pricing, lending, a system of subsidies, and the implementation of material sanctions. Each of these methods is specific. Some of them can only be used on a wide scale of management - National economy, industry, etc., while others are used regardless of the level of management.
  • 3. Socio-psychological management methods are designed to influence socio-psychological relationships between people. The specificity of these methods lies in the significant use of informal factors, interests of the individual, group, and collective in the management process. We are talking about areas of activity, methods, techniques, tools for influencing the behavior of people in organizations that determine the scope of competence of a modern manager and HR specialist.

Social psychological methods include:

  • 1) social planning and social support;
  • 2) development of the potential of the team, groups and workers;
  • 3) formation and maintenance of a favorable socio-psychological atmosphere in the organization;
  • 4) forming teams;
  • 5) participation of employees in decision making;
  • 6) formation of an attractive mission and vision of the future team, group, organization;
  • 7) improving the quality of working life;
  • 8) individual approach to employees;
  • 9) creating a high level of quality of working life, etc.

In order for enterprise management to be most effective, it is necessary to apply a systematic methodology, that is, methods of a systematic approach to the organization management activities at the enterprise. As the author of the article “Management Methods” notes, depending on the variety of management functions for the implementation of which such specific methods as management methods are used functional subsystems enterprises, performing management functions and making management decisions.

Control technologies.

Another element of the enterprise management system that is subject to research is management technology. Management technology is defined as a set of interrelated management processes aimed at justifying, developing, adopting and implementing decisions of management processes. Management technology consists of “information, computing, organizational and logical operations performed by managers and specialists of various profiles according to a certain algorithm manually or using technical means”; it is these components that are subject to research.

As D. Plotnikov notes, financial analysis and research of the entire financial activity of an enterprise, and specifically the enterprise’s management system, can help in an effective and objective assessment of the solvency, efficiency and profitability of the enterprise’s activities, as well as identify development prospects and, as a result, make informed decisions.

Management decisions.

And, of course, management decisions made in the area of ​​the management system are subject to research. As V. Tsyplukhin notes, that most decisions are made by managers, but also often specialists have a much better understanding of the industry than the manager, therefore the study of management decisions should ensure a clear delineation of the areas of decisions made and thereby ultimately increasing their effectiveness, otherwise management errors can lead to the ineffectiveness of the enterprise management system and the impossibility its development.

The main characteristics of management system research are: research methodology, research organization, research resources, research object, subject of research, type of research, research result, research effectiveness.

Avdoshina Z.A. indicates that in order to achieve the goals of the study of control systems, the object, subject, novelty, practical significance, research methods, limitations and conditions for the use of various methods of control technology must be determined, the definition of the problem in the study of processes and control systems, the implementation of a system analysis of direct and indirect factors, efficiency.

Characteristics of control system elements

Elements of the control system are characterized by the following parameters and indicators:

1. Management technology is a set of interrelated management processes aimed at justifying, developing, making and implementing management decisions:

· composition and structure of management processes, procedures and operations;

· duration of the management cycle;

· specific gravity management operations of a routine and creative nature;

· repeatability and duration of processes, procedures and operations;

· standard level technological processes management;

· level of regulation of management processes;

· rhythmicity of management processes;

· quality of execution of management processes;

· costs of performing processes, procedures and management operations, etc.

2. Management organization methods are a set of management methods and techniques that ensure the achievement of the goal and solution of the enterprise’s problems:

· the share of organizational, administrative, economic and socio-psychological management methods;

· availability of regulatory, methodological and other documents;

· level of accounting and control over the execution of decisions;

· quality level of management methods used;

· level of labor motivation;

· level of creative activity of members of the work team;

· level of organization of office work, etc.

3. Organizational system management (OSU) is a set of specialized management bodies that interact and are interconnected to achieve the goals and objectives of the enterprise:

· composition and number of management. divisions at hierarchical levels of management;

· composition and correlation of target, linear, functional and support management;

· type of existing management structure;

· compliance of the controllability coefficient with the controllability standard;

· quality level of the operating system;

· management costs by division;

4. Information is a set of information or data necessary to justify the development of management decisions to achieve the goals and objectives of the enterprise:

· types, structure and volume of information;

· level of information support;

· frequency of receipt of information;

· costs of information processing;

· information flow diagram, document flow diagram, etc.;

5. Technical management tools – a set of technical means used to collect, process, present and use information from management personnel:

· types and number of technical means;

· quality of technical means;

· cost and price of consumption of technical means;

· share of advanced technical means;

· age composition of technical equipment;

· availability of technical means;

· level of automation of solving management problems;

· level of organization of work facilities, etc.;

6. Management personnel – employees of all levels of management:

· the number of management personnel for the enterprise as a whole and all divisions;

· share of managers and performers;

· professional and age composition;

· qualification and educational level;

· staff turnover;

· working conditions;

· level of labor discipline;

· efficiency of decision making;

· Compliance with the positions held;

· level of management staffing.

7. Decisions (resulting element of the management subsystem) – acts, results, final product of management activities:

· composition, structure and number of solutions;

· completeness and validity of decisions;

· timeliness of decisions;

· level of execution of decisions;

· level of regulation of the decision;

· repeatability of decisions;

· number of decisions made;

· efficiency of decisions;

· costs of making decisions;

8. Production technology – a set of interconnected production processes:

· progressiveness of technology. processes;

· share of main and auxiliary technical equipment. processes;

· share of manual labor;

· provision of technical processing;

· level of automation of technical processes, their duration and quality, etc.;

9. Methods of organizing production - a set of methods of organizing production:

· structure of production types;

· level of specialization;

· level of design, cooperation and combination of production;

· frequency of launching batches;

· technical level of production and its rhythm.

10. Production structure – composition and relationship between production units:

· composition of workshops, sections and teams;

· territorial location of divisions;

· intra-production connections, material, financial, labor, production;

· distribution of the number of employees by department;

· provision of production with new developments (innovation policy).

11. Objects of labor - raw materials, materials, semi-finished products, etc.: composition, volume, supply, use, costs, inventories, frequency of deliveries, quality of supplies, natural and unnatural losses.

Any organization is a complex social system consisting of two elements - manager and managed. Being a subsystem of the organization as a whole, the control element itself at the same time represents a very complex education.

Structurally, the control system consists of control and managed subsystems, (the boundaries between them are very conditional), in unity forming the subject of management, as well as mechanism of their interaction, including a set of powers, principles, methods, rules, norms, procedures governing the implementation management actions towards control object. The systems approach requires considering the subject and object of management as a single whole and in relation to the external environment.

Under control subsystem management systems understand that part of it that develops, makes and transmits management decisions and ensures their implementation.

Under controlled understand the one that perceives them and puts them into practice.

In conditions of hierarchical management, most of its links, depending on the specific situation, may belong either to the control or to the managed subsystem.

At the head of the control subsystem is its director (central link), who personifies management influences. It can be individual (manager) or collective (board of directors of a joint stock company).

The control subsystem also includes the mechanisms of its influence on the controlled- planning, control, stimulation, coordination, etc.

The managed subsystem includes elements of the control object, which perceive the control action and transform the behavior of the object in accordance with it, as well as the mechanism of interaction of these elements (personal interests, employees, their relationships, etc.).

Typically, the control subsystem is smaller in scale than the controlled one and its complexity is lower; but she is more active, dynamic. The controlled subsystem, on the contrary, has great inertia, which usually requires considerable energy to overcome. This system refracts management decisions in accordance with its specifics, which largely determines the effectiveness of their implementation.

If management is of an official nature, then its subject is organizationally and legally formalized in the form of a position or a set of positions that form a management unit (administrative apparatus). Otherwise, the subject may be an individual person or a group of people not formally associated with certain positions. The main thing here is that the control subject generates decisions that regulate the functioning of the control object.

It is necessary to distinguish from the subject of management subjects of management activities- living people in whom they are personified management relations- managers and staff of the apparatus.

In order for the interaction between the control and controlled subsystems to be effective, a number of conditions must be met.

Firstly, they must match each other. If there is no such correspondence, it will be difficult for them to “dovetail”; they will not be able to understand each other in the process of work, and therefore will not be able to realize their potential capabilities. It is easy to imagine, for example, a case where a person, who is smart and capable in himself, becomes a leader in an area of ​​activity that he has little idea about. It is clear that the decisions he makes will be difficult to understand for his subordinates, and the latter will not be able to work with the required efficiency.

Moreover, there should be compatible friend With friend, so that their interaction does not generate negative consequences, which could lead to their inability to perform their tasks. So, if the manager and the subordinate are not psychologically compatible, then sooner or later conflicts will begin between them, which will have the most Negative influence on the results of the work.

Secondly, within the framework of unity control and controlled subsystems must have relative independence. The central management link is not able to provide for everything necessary actions in specific situations due to distance from the scene of events, ignorance of details, interests of the object and its possible psychological reactions, especially in unforeseen circumstances. Therefore, decisions made at the top cannot be optimal.

Third, the control and controlled subsystems must communicate with each other two-way interaction, based on the principles of feedback, reacting in a certain way to management information received from the other party. Such a reaction serves as a guideline for adjusting subsequent actions, which ensure the adaptation of the subject and object of control not only to changes in the external situation, but also to each other’s new state.

Fourth, both the control and managed subsystems must be interested in clear interaction; one is in issuing the commands necessary in a given situation, the other is in their timely and accurate execution.

The subject's ability to control is determined by the object's readiness to follow incoming commands.

A similar situation arises when the personal goals of the participants in the management process coincide and at the same time correspond to the goals of the management object. Therefore, the possibility of them achieving their goals should be directly dependent on the degree of achievement of the goals of the control object arising from its needs.

The listed factors should ensure controllability of an object, characterized by the degree of control that the control subsystem exercises in relation to it through the controlled one.

Controllability manifests itself as the reaction of a subordinate, controlled object of a subject or the control system as a whole to a control influence. It can take the form of fulfilling relevant requirements, inaction, resistance, formal actions, that is, it is characterized by readiness to fulfill management requirements and cooperation. Manageability depends on circumstances such as knowledge and staff experience, compliance of the type of management with the conditions of the internal and external situation, sufficiency of the manager’s powers, socio-psychological climate.

Within the control system, between its control and controlled subsystems, there are the most various connections: direct and indirect; main and secondary; internal and superficial; permanent and temporary; natural and random. Through these connections action is carried out control mechanism, which is understood as a set of means and methods of influencing a managed object in order to activate it, as well as motives for the behavior of personnel as its essential element(interests, values, attitudes, aspirations).

Control mechanism must correspond to the goals and objectives of the object, the real conditions of its functioning, provide reliable, mutually balanced methods of influencing the object, and have opportunities for improvement.

The management system must be effective, which implies: efficiency and reliability, quality of decisions made; minimizing the associated time costs; savings total costs and expenses for maintaining the management apparatus, improving the technical and economic indicators of core activities and working conditions, the share of management employees in the entire personnel of the organization.

The efficiency of the management system can be increased with the help of more reliable feedback, timeliness and completeness of information, taking into account the socio-psychological qualities of participants, ensuring optimal size divisions.

Social systems are orderly, holistic; functionally and technologically heterogeneous; hierarchical in structure; dynamic in terms of composition and number of elements.

Usually they are constantly developing, evolving towards greater complexity (although sometimes they can temporarily stabilize or even degrade). This development occurs under the influence of the contradictory interaction of external and internal factors. Therefore, it is uneven (can be intermittent, spasmodic) and not always predictable.

Important Feature social system(as well as an organic system in general) is that small changes in one of its elements can cause a “chain reaction”, leading to serious consequences for it as a whole. This property is widely used in management: with the help of a small targeted influence at the right moment it is easy to achieve large results (this is indicated by the so-called theory of leverage).

In order for a social system to be stable, correctly oriented, and therefore viable, it must have control element (control system). The latter carries out orientation, integration and control of the functioning of its individual parts, the flow of resources, results, etc., and their correction based on feedback.

The viability of social systems is also ensured by the rational use of resources, a reasonable combination of self-sufficiency policies and integration with other systems; maintaining the stability of the structure, norms, and cultural values.

The management system of an organization is a very complex entity, including the following interrelated elements:

Management bodies (subjects) (positions, divisions);

Communication channels;

A set of methods, technologies, norms, rules, procedures, regulations, powers that determine the behavior of employees and the procedure for performing certain actions.

The principles for constructing a management system are:

Compliance with the goals of the organization;

Interconnection of functions and powers;

Focus on a certain level of personnel competence;

Allowing informal connections;

Ensuring effective control;

Flexibility and adaptability.

Like any organic system, the control system is in constant development. This development may be extensive(by increasing the number of subjects, connections between them) and intense(by streamlining functions, procedures, etc.).

The control system is characterized by:

1) composition, subordination, information load elements, the way they interact;

2) the level of centralization or decentralization of powers;



3) the degree of specialization and regulation of functions;

4) stability or variability of behavior;

5) openness or closedness (receptivity or insensitivity

to external influences);

6) technical equipment.

Management systems can be divided into two types: with strictly regulated control based on tasks and with soft control using goals, deadlines, and resource expenditure limits. In any hierarchical system, management occurs in conditions of incomplete awareness of higher-level systems about the true goals, resources and limitations of lower-level systems.

A certain ratio of management subjects interconnected

communication channels, forms structure this system, reflecting the statics of management, and a set of methods, technologies, etc. - his mechanism.

Structurally, the management system consists from the control and managed subsystems, the boundaries between which are very arbitrary. They interact using control mechanism, which belongs to each of them in a corresponding part.

Under control subsystem one can understand that part of the management system that develops, accepts and transmits management decisions and ensures their implementation. It has a hierarchical structure headed by a director (central link). This may be an individual or a team (for example, a board of directors).

The concept of “control subsystem” is close to the concept of “subject of control”, but they are not identical. The subject includes only those elements of the subsystem that are associated with the development of decisions (at whatever level they are).

In a general philosophical sense, a subject is a person capable of choosing an activity, a role to play for himself and for others, his own goals and methods of achieving them.

Subjects are classified according to the nature, content and scale of activity.

To the managed subsystem These include elements that perceive the control action and transform, in accordance with it, the behavior of the object to which it is directed.

Control object represents all those elements of the organization that, perceiving managerial influence, subordinate their functioning and development to it. Ordinary performers, process, relationships, etc. can be considered as an object.

It must be borne in mind that the object of control differs from the subject not in itself as such (substantially), but in the functions it performs. Therefore, for example, the same person in different situations can be both. Typically, the subject of management is smaller in scale than the object and its complexity is lower, but it is more active and dynamic; the object, on the contrary, is inert.

Sometimes a situation arises when the further development of a control object can take several paths. This creates uncertainty (entropy). The more options there are further actions, the more difficult it is to choose the best one, the higher its degree and the more difficult it is to manage. If management is of an official nature, then its subject is organizationally and legally formalized in the form of a position (a set of positions) forming a management unit. But the subject can act without such registration. The main thing is that he generates and implements appropriate solutions.

It is necessary to distinguish from the subject of management subjects of management activities - living people - managers and employees of departments, participants in the management process

In order for the interaction between the subject and the control object to be effective, a number of conditions must be met.

Firstly, they must correspond to each other, be compatible. This will allow them to fully realize their potential and avoid many failures and “overlaps.”

It is easy to imagine, for example, a case where a person, who is smart and capable in himself, becomes a leader in an area of ​​activity that he does not know well. It is clear that the decisions he makes will be difficult to understand for his subordinates, and the latter will not be able to work with the required efficiency. If the manager and subordinate are not psychologically compatible, then sooner or later conflicts will begin between them, which will have the most negative impact on work results.

Secondly, within the framework of unity, the subject and object of management must have relative independence. It is usually difficult to provide for all necessary actions in specific situations due to the distance from the scene of events, ignorance of the details, interests of the object and its possible psychological reactions, especially in unforeseen circumstances. Therefore, decisions made at the top may not be optimal.

Thirdly, the subject and object of control must exercise mutual control two-way interaction, reacting in a certain way to information received from the other party. This facilitates the adjustment of subsequent steps, which ensure their adaptation to changes in the external environment and to each other.

Fourthly, both the subject and the object of management must be interested in clear interaction (one - in receiving the commands necessary in a given situation, the other - in their timely and accurate execution).

A similar situation arises when the personal goals of the participants in the management process coincide and at the same time correspond to the objective goals of the management object. After all, the subject’s ability to control is conditioned by the object’s readiness to follow incoming commands.

The above conditions must ensure controllability object, i.e. its adequate response to the control action. High reactivity can take the form of readiness to fulfill requirements, cooperation; low - inaction, opposition, formal actions.

Controllability depends on circumstances such as the knowledge and experience of personnel,

compliance of the management style with the conditions of the internal and external situation, sufficiency of the manager’s powers, socio-psychological climate.

Within the framework of the control system, there are a wide variety of connections between the object and the subject: direct and indirect; main and secondary; internal and superficial; permanent and temporary; natural and random.

Through these connections action is carried out control mechanism, which should:

Comply with the goals and objectives of the management object;

Take into account the real conditions of management activities;

Provide reliable, balanced methods of influencing the controlled object;

Be controlled;

Have room for improvement.

The management system must be effective. Signs of its effectiveness include:

1) high efficiency, reliability, quality of decisions made;

2) minimizing the time spent on their preparation;

3) savings in general costs and expenses for maintaining the management apparatus;

4) improvement of technical and economic indicators of core activities

and working conditions;

5) the decreasing share of administrative workers in the organization’s personnel.

The efficiency of the control system can be improved through more reliable feedback; timeliness and completeness of information; taking into account the socio-psychological characteristics of the participants; ensuring the optimal size of units.

Questions and tasks

1. Remember what the following concepts mean: system; social system; control system.

2. List the main features of the system.

3. Remember the features of the social system; consider your study group as a variation of the latter.

4. Explain what the similarities and differences are between the control and controlled subsystems, on the one hand, and between the subject and the object of control, on the other; try to depict the relationship of these elements graphically.

5. List the requirements of the control system for the control and controlled subsystems.

6. Explain what controllability is and what it depends on. Describe the degree of controllability of your study group.

Topic No. 3: The essence and functions of management

Management process- this is an influence on an object in order to change its state or shape.

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

Based on functionality, the control system is divided into subsystems:

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

The control system includes:

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

Subject of management

Purpose of the subject of management— ensure the controllability of the system as a whole.

Controllability— the ability of the system to perceive control input and respond to it accordingly.

Subjects of management- centers of activity, centers of responsibility.

Subject of management is a manager, collegial body or committee that exercises managerial influence. A manager can be either a formal or informal leader of a team. In turn, the subject of management can also be an object of the board (for senior managers).

The main goal of the functioning of the subject of management is to develop management decision, which ensures the efficient functioning of the system as a whole.

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

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

Requirements for the subject of management:

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

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

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

Control object

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

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

Management process in an organization

Management process- this is a certain set of management actions that are logically connected with each other to ensure the achievement of set goals by converting resources at the input into products or services at the output of the system.

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

All management processes are divided into two groups:

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

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

The creation and stages of the management process are determined by its elements:

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

Situation— represents the state of the controlled subsystem.

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

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

Stages of the management process:

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

Management mechanism

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

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

Components:

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

The economic management mechanism consists of three levels:

  1. intra-company management;
  2. Production Management;
  3. personnel Management.

In-house management:

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

Principles of intra-company management:

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

Manufacturing control:

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

Personnel Management:

  • principles of selection and placement of personnel;
  • terms of employment and dismissal;
  • training and professional development;
  • personnel assessment and performance;
  • forms of remuneration;
  • team relationships;
  • involving workers in management at the grassroots level;
  • employee labor motivation system;
  • organizational culture of the company.

Methods of influence in management

Management is considering management methods as a totality in various ways and techniques used by the administration of companies to enhance the initiative and creativity of people in the process labor activity and satisfying their natural needs.

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

Management methods can be:

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

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

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

Organizational and administrative methods are divided into three groups:

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

Social-psychological methods represent ways of influencing the social and psychological interests of firms and their personnel (the role and status of individuals, groups of people, firms, psychological climate, ethics of behavior and communication, etc.). They consist of social and psychological and must correspond to moral, ethical and social norms society.

Control functions

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

Based on these characteristics, two main groups of management functions can be distinguished:

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

TO general management functions relate:

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

Planning function involves deciding what the organization's goals should be and what members of the organization should do to achieve those goals. Planning is one of the ways in which management ensures that all members of the organization are aligned in their efforts to achieve common goals.

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

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

Since people do the work in an organization, others important aspect The function of the organization is to determine who exactly should perform each specific task. A manager selects people for a specific job, delegating tasks and authority or rights to individuals to use the organization's resources. These delegates accept responsibility for the successful performance of their responsibilities.

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

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

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

Horizontal coordination consists of ensuring cooperation between managers, specialists and other employees of departments between whom there are no subordination relationships. As a result, a coordinated unity of views on common tasks is achieved.

Motivation- the process of motivating oneself and others to act to achieve a common goal. A manager must always remember that even the best laid plans and the most perfect structure of an organization are of no value if someone does not carry out the actual work of the organization. Therefore, the purpose of this function is to ensure that members of the organization perform work in accordance with the responsibilities delegated to them and according to the plan.

Control is the process of ensuring that an organization actually achieves its goals. Circumstances may force an organization to deviate from the main course planned by the leader. And if management fails to identify and correct these deviations from original plans before the organization is seriously damaged, achieving its goals will be jeopardized.