Objective laws of management development. Basic laws of control
Theoretical provisions, which have a certain level of abstraction and generalization, are most often formulated in the form of laws, patterns and principles.
The highest level of understanding of the essence of a phenomenon is reflected by objective laws that establish connections between their properties and characteristics. Taking these connections into account contributes to management practice.
Law– internal and necessary, universal and essential connection of objects and phenomena of objective reality, ᴛ.ᴇ. durable, repeating, identical in appearance.
There are different points of view on the concept of control laws. Some authors believe that these are legal laws regulating management. Others believe that these are not legal, but economic laws, since management is carried out in socio-economic systems. Finally, some believe that these are specific laws that determine the functioning and development of a specific sphere of human activity - management. Who is right? Those who believe that deep, essential processes phenomena are reflected in laws: some legal and economic laws are used by managers in their work, some laws were formed only in the field of management as specific ones.
Control laws– provisions that determine the structure, functioning and development of management and characterize essential (necessary), stable (repeating) and objective (independent of the desires of people) internal features and connections.
Let us give examples of control laws due to the lack of a systematic list of them.
Example 1. The Law of Essential Diversity. The essence of the law is as follows:
– the diversity of the control system must be no less than the diversity of the controlled object;
– the more complex the control object, the more complex the body that controls it should be.
Example 2. The law of unity of analysis and synthesis. The essence of the law is as follows:
– every material system, be it a living organism, a plant, educational institution strives to adjust to the most economical mode of operation through constant review of functions and changes in its structure;
– following the separation of functions and the transformation of the management structure, their synthesis begins, joining together in a new quality.
Example 3. The law of awareness - orderliness. The essence of the law is as follows: the more information an organization has about internal and external environment, the sooner the streamlining of activities occurs and the greater the likelihood of its sustainable functioning.
Example 4. Law of development. The essence of the law is as follows: each material system strives to achieve the greatest total potential when passing through all stages of the life cycle.
Example 5. The law of self-preservation. The essence of the law is as follows: each material system strives to preserve itself (survive), using all its resource (potential) to achieve this.
Control laws - concept and types. Classification and features of the category "Laws of Control" 2017, 2018.
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Principles of management Laws of management Topic 3. PRINCIPLES AND FUNCTIONS OF MANAGEMENT Situations for discussion 1. In the USA they say: “While a manager or entrepreneur is working, he must learn.” Is it correct? 2.... .
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Laws of development of the objective world and laws of management
Every leader (manager) in his activities is inevitably subject (whether he wants it or not) to the laws of nature, society, thinking and management.
These laws are the highest level of knowledge of humanity and have the form of universality. They characterize:
– unity of processes of the objective world;
– connection of world processes;
– interrelation of world processes;
– integrity of the world process.
In the objective world, there are universal laws of development of nature, society, and thinking.
This laws of dialectics:
1) Law e unity and struggle of opposites .
In every phenomenon or object there are opposites that can occupy polar positions. They interact, transform into each other, change places, which is a source of internal contradictions. At the same time, these contradictions serve as an internal source of development. As a result, new contradictions arise, and their construction permits. Obviously, not all (and not always) opposites come into conflict with each other. An alternative to the concept "struggle" is, for example, the concept " cooperation" In each specific case, this is choice individual. The question arises: shouldn’t it be possible, at this stage of the evolution of human thinking, to clarify the wording of the law by replacing the word “struggle” with the word “coexistence” or “interaction”?
2) Law denial.
Expresses the sequence of ascent from lower to higher, from simple to complex and characterizes the replacement of the old with the new.
3) Law transition of quantitative changes into qualitative changes (especially noticeable in economics and management).
In the field of management and, as a special case, in the field of management, as in any other field conscious activity society, there are various laws in force. Once understood and applied, they provide managers with a wide field for creative and effective work.
The laws of management are universal in nature for all social formations and methods of production. The infinity of the content of the processes and phenomena of the objective world presupposes the infinity of the laws operating in it.
In the field of management (management) on modern stage The following laws have been sufficiently studied:
1) Law e dynasty And integrity control systems .
The entire management system must be built on the basis of common principles, approaches, and interests (this does not mean unification of links and levels).
2) Law ensuring the required number of degrees of freedom control systems.
The number of degrees of freedom must be necessary and sufficient. The control system must have more degrees of freedom than the controlled one. Otherwise, the control system will become a brake on the development of the controlled system
3) Law necessary variety control systems.
Management systems, while possessing diversity, must differ in internal structure and proportions, which are determined by the technology of management processes. Typical structures, schemes, systems should not serve as a dogma or limitation, but methodological instructions to the rationalization of a specific management system.
4) Law correlation control and managed systems.
Systems must correspond to each other in terms of functional and structural capabilities, levels, directions, goals and development objectives.
Management principles
Management science basically has a system of basic principles that are unique to it and at the same time relies on laws studied by other sciences related to management.
Management principles are among the most important categories of management. Under management principles refers to the basic, fundamental ideas and ideas about management activities, arising directly from the laws and patterns of management.
Management principles are universal. They are applicable both for influencing the individual and for optimal management of any society, both official (industrial, official, civil, public) and unofficial (family, friendly, everyday).
The team is a particularly complex object of management, and the principles of management determine the patterns of formation of the managed system; its structures, methods of influencing the team, form the motivation of the behavior of its members, take into account the features of technology and technical equipment managerial work.
The art of management cannot rely only on the intuition and talent of a leader. This art is based on a solid theoretical basis accumulated over thousands of years of human civilization - on the principles and laws of management.
The principles of management, directly resulting from the laws and patterns of management, are diverse and have rich content. They are objective in nature and must have legal formalization enshrined in the system regulatory documents, regulations, agreements, contractual obligations, legislative acts, etc. everything said above equally applies to the principles of management, as a special case of management.
– scientific character;
– systematic and comprehensive;
– unity of command and collegiality;
– democratic centralism;
– a combination of sectoral and territorial approaches to management.
The need to comply with the principle scientific character in management requires the involvement of the entire spectrum of modern knowledge, its careful analysis and, above all, the use of the entire complex of human sciences. At the same time, it is necessary to apply advanced methods system analysis in the field of economic sciences, philosophy, psychology, physiology, ethics, aesthetics, technical and technological sciences, etc.
The principle of consistency and complexity requires both an integrated and systematic approach to management. Systematicity means the need to use theory large systems, system analysis in every management decision. Complexity means the need for comprehensive coverage of the entire system, taking into account all sides, all directions, all its properties.
Any management decision must be developed collegiately(collectively). This ensures the competence of its development, taking into account the opinions of many specialists on various issues. The decision made in this way is carried out under the personal responsibility of the head of the company. For each official its own area of responsibility is established.
A reasonable, rational combination is required centralized And decentralized started in management at any level. At the state level, this is the relationship between the center and the regions, at the enterprise level, between the manager and the team. Polarities are mutually exclusive. Extreme degree of democracy - ochlocracy(mob rule), anarchy, permissiveness. Extreme degree of centralism - autocracy, those. regime of extremely strict power of the individual or center. A reasonable balance is required. Theoretically, the principle of democratic centralism is still very poorly developed.
The development of society is closely related to progress sectoral and territorial management. A balance between the first and the second is also necessary here. A bias in one direction or the other in the state leads to sad results (remember the Economic Councils of Nikita Sergeevich Khrushchev). Another side of the implementation of this principle is that the interests of any company must be closely linked with the interests of the population of a particular territory. Local authorities and the population, knowing what benefits for the region will follow from the active activities of certain companies, will become their allies.
In the sphere of management, as in any other sphere of conscious activity of society, there are diverse laws and patterns:
Law unity and integrity control systems. The management system must have organizational and functional unity. Without ensuring the unity and integrity of the management system, the effective operation of any large system is impossible - neither the federation, nor its subjects, nor the company, nor its divisions.
Law ensuring the required number of degrees of freedom - control systems. The number of degrees of management systems is limited by the laws adopted in the country, the norms of the executive branch, international and national norms, customs, customs, and subjective restrictions. An insufficient number of degrees of freedom of control systems can lead a particular business to a dead end, while an excessive number of degrees of freedom can lead to illegal or antisocial activities.
Law of Necessity variety of systems management. This law presupposes, on the one hand, a variety of possible forms of management, and on the other, their dynamic change in order to ensure the functioning and development of production systems.
Law correlation between managers And managed systems means that systems must correspond to each other in functional and structural capabilities.
4. Characteristics of modern management concepts
Process approach was first proposed by adherents of the school of administrative management, who tried to describe the functions of management. However, these authors viewed the functions as independent of each other. The process approach studies management functions as interrelated.
Management is seen as a process because working to achieve goals with the help of others is not a one-time action, but a series of continuous interrelated actions. These activities, each of which is a process, are very important to the success of the organization. They are called management functions. Each management function is also a process because it also includes a series of interrelated actions. The management process is the sum total of all functions.
A. Fayol, who is credited with the original development of this concept, believed that there were five original functions. According to him, “to manage means to predict and plan, organize, command, coordinate and control. Other authors have developed other lists of functions. Review modern literature identifies planning, organizing, directing (or commanding), motivating, coordinating, controlling, communicating, researching, evaluating, deciding, recruiting, representing, and negotiating or transacting.
Systems approach to management allows us to consider the organization as a multifaceted phenomenon that links into an organic unity goals, resources and processes occurring in the organization and outside it. Systems theory was first applied in the exact sciences and technology. A systems approach is not a set of guidelines or principles for managers, it is a way of thinking in relation to organization and management.
A system is an integrity consisting of interdependent parts, each of which contributes to the characteristics of the whole. All organizations are open systems, so they need interaction with the external environment. Energy, information, materials are objects of exchange with the external environment through the permeable boundaries of the system. In addition, the organization open system must adapt to changes in the external environment and do this in order to continue functioning.
The model of the organization as an open system is presented in Fig. 1 At the input, the organization receives from environment information, capital, human resources and materials. These components are called inputs. During the transformation process, an organization processes inputs by converting them into products or services. Products and services are the outputs of an organization that it releases into the environment. If the management organization is effective, then during the transformation process there is added value of inputs. As a result, many possible additional outputs appear, such as profit, increased market share, increased sales (in business), implementation of social responsibility, employee satisfaction, organizational growth, etc.
InputsTransformationsExits
Information
Materials
Labor
Processing and
conversion of inputs (depends on efficiency
management)
Products or services
Profit (in business)
Social
responsibility
Market share
Satisfaction
workers
Rice. 1 . Organization - open system
Situational approach made a great contribution to management theory, as he made it possible to use the capabilities and achievements of science in specific situations and conditions. The central point of the situational approach is the situation, i.e. a specific set of circumstances that greatly influences an organization at that particular time. Because the focus is on the situation, the situational approach emphasizes the importance of “situational thinking.” Using this approach, managers can better understand which practices will most contribute to achieving the organization's goals in specific situation.
Developed in the late 60s, the situational approach does not consider the concepts of traditional management theory to be incorrect. The systems approach, with which the situational approach is closely related, attempts to combine various partial approaches. It also emphasizes the inextricable relationship between management functions and does not consider them separately.
Like the systems approach, the situational approach is not a simple set of prescribed guidelines. It is rather a way of thinking about organizational problems and their solutions. The situational approach attempts to relate specific techniques and concepts to certain specific situations in order to achieve organizational goals most effectively. He expanded the practical application of systems theory by identifying the major internal and external variables that influence an organization. WITH From a situational perspective, there is no “best way” to manage.
One of the most popular systemic management concepts in the 80s was "7-C" theory, developed by two pairs of researchers working with the consulting firm McKinsey. The first pair were Thomas Peters and Robert Waterman, authors of the famous book “In Search of Effective Management”, the second pair were Richard Pascal and Anthony Athos, authors of the bestseller “The Art of Japanese management: A Guide for American Managers." Their research led them to the conclusion that an effective organization is formed on the basis of seven interrelated components, a change in each of which requires a corresponding change in the other six. Since in English the names of all these components begin with “C”, this concept is called “7-C”.
The key components are the following:
strategy- plans and directions of action that regulate the distribution of resources, fixing obligations to implement specific actions in the temporary achievement of set goals;
structure- internal composition of the organization, reflecting the breakdown of the organization into units, the hierarchical subordination of these units and the distribution of power between them;
systems- procedures and routine processes occurring in the organization;
state- important groups of personnel existing in the organization, characterized by age, gender, education, etc.;
style- way, with through which managers manage the organization;
qualification- distinctive capabilities of key people in the organization;
shared values- the meaning and content of the main directions of Activities that the organization communicates to its members.
According With this concept, only those organizations can effectively function and develop, in which managers can maintain a harmonious system consisting of these seven components.
In 1981, American professor William Ouchi put forward theory "Z» , which uses an effective Japanese approach to management. Theory "Z" cannot be classified as general theories management, but it marked an attempt to abandon the situational approach in favor of creating a generalized description of management. By proposing the Z theory of organizational management, Ouchi attempted to formulate the best way to manage any organization.
Original point Ouchi's concept is the position that, What Human – This the basis of any organization, and from him first and foremost the success of its functioning depends-nia. Ouchi formulated the basic provisions and rules for managing people, based on which effective management can be achieved. The ideas of the “Z” theory in a condensed form boil down to the following:
long-term recruitment;
group decision making;
individual responsibility;
slow assessment of personnel and their promotion;
vague, informal control using clear and formalized methods;
non-specialized career;
comprehensive care for employees.
A brief overview of the teachings of the 20th century. about management shows that management thought has constantly developed, putting forward more and more new ideas about how effective management should be conducted. At the same time, the practice of business and its management has always turned out to be more complex, deeper and more diverse than the corresponding theoretical thought, opening from time to time to management researchers all new, previously unknown aspects and qualities and overthrowing from the pedestal of unshakable truths the provisions and theories that claimed to be the ultimate truths about management.
The laws are highest degree knowledge are objective in nature, that is, they exist independently of human consciousness.
In the objective world there are universal laws of development of nature, society and thinking. This laws of dialectics :
1. The law of unity and struggle of opposites.
2. The law of negation of negation.
3. The law of transition of quantitative changes into qualitative ones.
Control laws as specific laws express the most significant connections and relationships of various aspects of control between themselves and elements of the external environment.
First of all, these laws affect those aspects of management that are characterized by mutual influence: when a change in the form and content of one side of management causes stable and well-defined changes in the other. For example, such interdependence is observed between organizational forms and methods of management and the material and technical basis of management (control means).
According to established practice control laws are usually divided into three main groups.
The first group includes general (objective) laws of control. Objective laws of management are considered to be laws characteristic of management as a whole and expressing dependencies that are formed independently of the will of individual subjects.
The second group includes private or subjective laws of control , through the use of which it is possible to significantly increase the efficiency of the functioning of the system as a whole, as well as its individual elements and links. The subjective laws of management include the law of changes in management functions, the law of reducing the number of management levels, and the law of the prevalence of control.
The third group includes laws that are not directly related to management, but can have a significant impact on the results of the organization’s activities. The laws of the third group include economic, legal, social and other laws. Such laws can be designated by the term "special".
TO general laws of control relate:
1. The law of correspondence of the social content of management to the form of implementation of the activity that is the object of management.
2. The law of the predominant effectiveness of conscious and planned management.
3. The law of unity of the management system.
4. The law of correlation between control and controlled systems.
5. The law of correspondence of the content and forms of direct and feedback in the management system to the economic nature of the relations between its subsystems.
6. The law of unity of action of control laws.
Meaning the law of compliance of the social content of management with the form of implementation of the activity that is the object of management, is as follows. Management has two sides. On the one hand, it represents the objective process of managing the work of employees, on the other, the relationship of the parties in the process of carrying out specific activities. The first feature means that management is a historically determined necessity, since workers in conditions joint work are forced to enter into management relations, obeying the instructions of the leader production process. Another feature indicates that the parties involved in labor process enter into property relations with each other. If the emergence of management relations is determined by the nature of social labor and the level of its cooperation, then the nature of production relations is determined by the property relations inherent in a given social formation.
The law of predominant efficiency of conscious and planned management says, What economic systems with conscious systematic management, potentially and actually more efficient systems with spontaneous regulation of the economic processes occurring in them.
Planned development, based on the use of objective economic laws, creates the possibility of optimal economic development in the interests of the entire society.
The direct connection between production and consumption (social marketing), management tasks and the interests of workers (social management) create among workers a sincere interest in improving the efficiency of the organization. The goal of management is to achieve the highest economic effect in the interests of society with optimal use resources to more fully satisfy the growing material and spiritual needs of the population.
According to the law of unity of the management system, The activities of any organization are a single centrally controlled system. In turn, this system is divided into hierarchical management levels, each of which represents a subsystem (or a set of subsystems) of a higher hierarchical system. The hierarchical structure of an organization forms the basis for its systematic development and functioning.
Essence the law of correlation between control and managed systems (subject and object of control) lies in the correspondence of the scope of management specific species activities.
Any control system consists of an object and a control subject. The control object is economic activity organizations. The subject of an organization is the relevant bodies or structural divisions that carry out purposeful management of the management object.
The object and subject of management are formalized into certain systems - managed and control. These systems are integral constituent elements control systems. They are in continuous interaction. In this case, the main and determining role belongs to the control object (the managed system). The changes occurring here determine the content and dynamics of development of the subject of management. After all, it is the subject of management who activates the productive forces of an individual organization and society as a whole. Therefore, the higher the management efficiency, the higher, other things being equal, the effectiveness of joint activities.
Meaning the law of correspondence of the content and forms of direct and feedback in the management system of the economic nature of the relations between its subsystems is as follows. Control consists in the submission of signals by the control subject to the performance of appropriate actions by the controlled system. These signals represent decision commands made on the basis of information received by the governing body from the external and internal environment of the organization through communication channels.
The connection between the control and controlled systems can be direct and reverse. Direct communication is expressed in the form of command signals going from the subject to the control object. Feedback is signals-messages coming from the controlled system to the control body and expressing its response to the control action.
The control action on the part of the control body is carried out in the form of direct commands of a subjective and objective type. This is not enough for uninterrupted management of the facility. Feedback from the controlled object to the governing bodies is necessary in order to control the system and take into account the impact of the external environment on it.
If feedback in the system is missing or for some reason not captured by the control body, then such a system can ultimately get out of control and become uncontrollable.
The essence law of unity of action laws of management is that the flow of phenomena and control processes is the result of equally applied forces, each of which is subject to one or another control law. Control laws directly interact, influencing each other with their properties. The effectiveness of management depends on the degree of active use of the entire system of control laws in its entirety.
In order to make fullest use of the action of management laws, it is necessary, on the one hand, to be able to isolate the effect of each law separately, and on the other, to find out the mechanism of interaction of all known laws involved in a given specific management process or phenomenon.
Among private laws of management we can distinguish laws related to the management subsystem, laws of the organization (i.e., the managed subsystem), etc.
TO private laws relating to the control subsystem , relate:
1. The law of changes in management functions.
2. The law of reducing the number of control stages.
3. Law of concentration of management functions.
4. Law of diffusion of control.
Law of change in management functions states that an increase or decrease in the level of management inevitably entails an increase in the importance of some functions and a decrease in the importance of others.
Essence law of reduction in the number of control stages is that the fewer levels of management in the structure of an organization, the more effective and efficient the management, other things being equal.
Law of concentration of management functions establishes that management objectively strives for greater concentration of functions at each level of management, and, consequently, for an increase in the number of management personnel.
According to law of prevalence of control there is a certain relationship between the number of subordinates and the ability of the manager to control their actions.
Special laws are service laws of control. They are inextricably linked with the specifics of the organization’s activities. For example, for enterprises in the food and pharmaceutical industries, the laws of chemistry are especially important, without the use of which it is impossible to develop and implement technological processes in this area.
However, among the special management laws there are those that can or should be applied to any enterprise, regardless of the specifics of their activities or legal form. These are economic laws that regulate the conduct of any commercial activity, and legal laws that regulate the relationships of business entities with each other and with government authorities.
Management activities
And its features
Management activity is a specific type of human labor that requires adequate professional training and implementation in appropriate techniques, methods, forms, methods, etc.
Management activities are distinguished by intellectual content, as they are aimed at the development, adoption and practical implementation management decisions, designed to change the state and course of social processes, consciousness, behavior and activity of people. It reflects social reality and everything that happens in it, reveals the resources, means and reserves available in it, finds optimal ways improving it and taking it to a new level. Its main meaning is to obtain a new quality of the controlled process, which is impossible without serious creative efforts. Unfortunately, in management activities there is a lot of routine, monotonous, formality, which is why its objective results are very low.
Management activities are informational in nature. This is the receipt, comprehension, systematization, storage, issuance of social and, above all, management information.
For example, suitable for government controlled there can only be information that characterizes a particular social process as a whole, identifies the causes and driving forces, determining its state and dynamics. Otherwise, it is impossible to develop the necessary control actions. In the process of management activities, there is a search, selection, consolidation (fixation) and implementation of management information into social processes, consciousness, behavior and activities of people.
Management activity is a complex socio-psychological phenomenon with a predominance of the volitional principle. Each person engaged in it performs mental and volitional operations of analysis, assessment, choice, decision, submission and execution, command and control, etc. This creates a special socio-psychological mood in teams and forms a certain type of behavior and activity. It should be noted that management activity is always collectivist, because it is carried out in the team of an organization (enterprise, governing body) and at the same time involves interaction with groups of people and other organizations vertically and horizontally. There is specialization in certain subjects, content and types of work, which requires cooperation for the purpose of comprehensive implementation.
You can receive a lot of information, but not be able to process it due to lack of knowledge or technical means. You can have (by staffing table) a significant management team, which, due to its low professionalism, is not able to ensure the implementation of competence government agency. Such a balanced, balanced introduction of elements of management activity can make it rational and effective. Therefore, complexity is one of the most important general features of management activities.
This law states that the management system must have organizational and functional unity.
It should contain everything necessary elements, objectively corresponding to the goals and objectives of management. Functional integrity means that the control system must implement all control functions necessary to achieve the system's objectives.
The unity of the management system means that it forms unified system, and not the sum of parts, fragments, blocks. This means that the entire management system must be built on the basis of common principles, approaches, common interests, which does not mean unification, uniformity of links, levels and approaches in management.
The law of conservation of proportionality and optimal correlation of all elements of the control system
Its essence lies in the compliance of the scope of management with the requirements of the nature of the activity. The law states that any control system, regardless of the degree of complexity and location in common system control is a complex of elements between which proportionality and optimal correlation must be maintained.
The organization is considered as a management system consisting of an object and a subject of management.
Control object– this is what is influenced by control (production and economic processes), i.e. what they control.
Subject of management– this is what has a control effect on the control object (management body, management apparatus), i.e. that which controls.
The correlation of the management system means that the subject and object of management must correspond to each other in terms of functional and structural capabilities, levels, directions, goals and objectives of development. In particular, it involves establishing and maintaining between them optimal ratios, including the number of employed personnel, technical and economic level and level of technical equipment of production and other characteristics.
The law of dependence of the effectiveness of decisions and management tasks on the volume of information use
The law defines stable connections and dependencies that objectively exist in the management process between the quality of performance of management tasks and the amount of information.
To solve each control problem, controls require a certain amount of information.
The mechanism of action of the law shows that with an increase in the volume of incoming information, the effectiveness of the decision made increases rapidly. However, after accumulating a certain amount of information, further increasing it no longer leads to a significant increase in efficiency. Since a further increase in the volume of information leads to an increase in the time for making a decision. This is due to the abundance of information that requires large costs for processing, comprehension, comparison and analysis. The quality of decisions made increases less intensively, since it has already approached the best.
Knowledge of the mechanism of this law allows you to:
- rationally organize information flow and document flow when building information systems;
- justify the structures of the information field in automated systems management;
- plan measures to improve the survivability, reliability and noise immunity of communication means and systems, collection, processing, transmission and display of information.
The law of correspondence between required and available time when solving management problems
This law reflects one of important requirements to management - his efficiency.
The law of unity and subordination of efficiency criteria used in the management process
The significance of any planned action depends on how well it corresponds to the set goals, and the indicators of such compliance serve as criteria for effectiveness. At some levels of management, one indicator may be sufficient to characterize the degree of achievement. For more high levels management will require several indicators or some criterion function depending on many indicators. But in general, we need a system of performance criteria linked to the “tree of goals.”
The law requires unity and subordination of the efficiency criteria used, and for this, firstly, local criteria (criteria for evaluating private events) must be subordinated and logically follow from the criteria used at higher levels. Secondly, the system should use unified criteria to evaluate similar activities.
Law of compatibility of technical means and control systems of subordinate and interacting systems
This law reflects one of the most important conditions ensuring effective interaction various systems when jointly solving management problems. Compatibility should ensure the joining of technical means in a single control loop for bandwidth, forms of input and output signals and parameters, energy consumption, transport base and other characteristics. In addition, compatibility provides for the elimination of mutual interference when operating simultaneously various means used in the control system. The requirements of this law are especially important when automating control.
The law of correspondence of the content and forms of direct and feedback in the management system of an organizational system to the economic nature of the relationship between its subsystems and its elements
The connections between the subject and the object of control can be direct and reverse. Direct connections are expressed in the form of commands going from the subject to the control object. Feedbacks are commands (control actions) from an object to a control subject, expressing the object’s reaction to a control action. If there is no feedback in the control system or it is not captured by the control, then it can eventually get out of control and become uncontrollable.
Law of unity of action of control laws
The essence of the law is that the flow of phenomena and control processes is the result of various applications, each of which is subject to one or another control law. The laws directly interact, influencing each other with their properties. The effectiveness of management depends on the degree of active use of the entire system of management laws, as well as the laws of development of the objective world as a whole.
In order to make fullest use of the actions of laws, it is necessary, on the one hand, to be able to highlight the actions of each law, and on the other hand, to find out the mechanism of influence of all known laws involved in this particular management process or phenomenon.