Which for me is the purpose of management. Goals and objectives of management. Power External Tactics

The essence of the management process

Enterprise management: organizational structure and management mechanism, management personnel

Enterprise management is one of the forms industrial relations and expresses the specific socio-economic situation in society. Therefore, management processes are considered in specific historical conditions.

The Civil Code of the Russian Federation defines an enterprise as a socio-economic and property complex that performs a certain technology.

An enterprise is a complex dynamic system that, regardless of the form of ownership and scale, differs from each other in forms of communication and complexity of communication.

Each enterprise consists of:

The control system is the subject;

The controlled system is an object.

In general, they constitute the “enterprise system”.

Each enterprise has 3 levels of management. The subject includes the 1st and 2nd levels.

1st – management team,

2nd – types of activities (marketing, finance, technology, etc.)

The object includes:

3rd – workshops, areas, workplaces.

The management process is an ordered activity and consists of:

1. Obtaining information from the external and internal environment is any type of activity related to collection, registration, accumulation, aggregation, etc.

2. Information analysis is any actions related to the determination of spatial actual current data with given parameters (forecast, planned, normative). Information analysis is carried out in order to identify the necessary significant control influence.

3. Formation of control action - these are any necessary actions related to determining the spatial and temporal characteristics of the impact on a controlled object in order to achieve a given state.

4. Implementation of control actions, i.e. any necessary actions related to directly bringing the managed object into the specified state.

Management processes are multidimensional; they occur in the enterprise as a whole, from management over a large period of time to small ones, from management of a team to management of a person. Thus, enterprise management is implemented as a system of targeted influences in the form of tasks for the manufacture of products and provision of services, the determination of norms for resource expenditure, and the establishment of rules for relationships between employees, consumers, and suppliers.

The management activity of an enterprise begins with setting a general goal - to find its buyer and, on this basis, formulating an internal general goal - the efficiency of the enterprise. And in conclusion, a system of subgoals is developed by type of activity and by management objects.

A management goal is a management category that includes management strategy and tactics. Each accepted goal implements the following dynamics: “Goal – action – result – new goal.”

The purpose of management may vary. It reflects the formation of an organization, its ordering and stabilization, regulation of activities, maintaining order and organization, restructuring and destruction. There are 2 groups of goals:

1. Conservation and stabilization to maintain levels of resource consumption. Leads to effective growth.

2. Enterprise development. Aimed at creating additional resources and achieving a new, more efficient state.

Depending on the level of management, the functional goals of the management apparatus are formed:

1. Guide. The managerial goal is to conquer the market and create competitive products. The criterion for evaluating this goal is the execution of the strategy.

2. By type of activity. The goal of marketing is sales volume, and the evaluation criterion is to expand market share. The purpose of finance is the formation of costs and return on investment, the evaluation criterion is cost reduction and profit growth.

3. Staff. The goal is organizational building of management and selection and placement qualified personnel. The evaluation criterion is the productive use of labor resources.

Production. The goal is the efficiency of the technologies used. The evaluation criterion is the productive use of material and labor resources.

Even a person who is far from management knows that the goal of management is to generate income. Money is what ensures progress. Of course, many entrepreneurs try to whitewash themselves and therefore cover up their thirst for profit with good intentions. Is it so? Let's figure it out.

Goals

If a person does not have a goal, he will not do anything. So, when opening an enterprise, an entrepreneur must understand not only how to proceed, but also why to act. The purpose of management is to solve pressing problems that arise in the business world every day.

Generating income is the main goal of any commercial enterprise. It is towards achieving this need that managers and employees direct their efforts.
Improving business efficiency. To achieve maximum profit, you need to not only work well, but also effectively. To achieve this, you need to change equipment in a timely manner, train personnel and carefully monitor the work process.
Meeting market needs. In order for an enterprise to make a profit, it must produce products for which there is demand. The volume of these products will also depend on the purchasing power of the population.
Solving social issues. Entrepreneurs always set as their goal not only the acquisition of material resources, but also helping the population. After all, all goods and services are produced for people.

Tasks

Entrepreneurs do not always manage their businesses independently. They often hire specially trained managers. The goals and objectives of management are known to such people firsthand. What is the main task of a manager?

Production of goods and services. The person who is “at the helm” of the company is interested in ensuring that the enterprise works well and produces consistently required amount goods or served a regulated number of customers.
Receiving a profit. The purpose of management is profit. Therefore, one of the manager’s tasks is to bring to the company as much as possible more money. Therefore, the person sitting in the manager's chair needs to come up with a plan that will help increase the growth of the company's financing.
Stabilization of the company in the market. One of the tasks of a manager is to make the company known, first at the national level, and then around the world. Only large enterprises with a long history can boast of relative stability.

Management control

Large companies can be owned by one person, and a package of documents can be divided between several people. How, in a situation where there are several directors, can one achieve the main goal of management? This art has been perfected over several centuries. If managers have one goal, then choosing the path to achieve it is no longer so difficult. What kind of management control is there in companies?

Full. If the controlling package of documents belongs to one person, then he has the right to dispose of the company’s money at his own discretion, as well as make decisions on its expansion or staff reduction.
Almost full. If 51% of the shares belong to one person, then we can say that the entire company belongs to one person. It is his word that will always be decisive when managers cannot agree on further prospects for development.
Incomplete. If a person owns 30% of the shares, then his word in the company will not be valid. To convince your colleagues of something, you will have to use the skill of oratory. It will no longer be possible to apply pressure with authority.

Benefits of Running a Small Firm

A person who opens his own enterprise always hopes that his project will outlive not only him, but also at least several more centuries. The purpose of the management process does not change from century to century. What are the advantages of running a small company?

Team cohesion. A team in which everyone knows each other works better. People treat each other well, they can talk or go for a walk in their free time. Colleagues who are connected not only by work, but also by friendly relations, have a better attitude towards cooperation.
Prompt information. If the boss needs to notify his team about something, he can do it at one general planning meeting.
Maneuverability. If the demand for a particular product or service decreases, the company has the opportunity to quickly retrain and adapt to the circumstances.
External support. The state, and the townspeople, always support small companies. They, according to statistics, produce goods best quality and prevent giants from monopolizing any area.

Advantages of managing large firms

The main goal of management is easier to achieve for owners of large companies. They have the advantages that small businesses lack:

Having their own factories, research centers and laboratories allows large companies to develop unique products and services that help improve human life.
Less vulnerability. A large company is not afraid of competition. If necessary, it can simply absorb a company that is trying to resist the pressure of the giant.
Possibility of making discounts. Private enterprises do not have large production, so they cannot afford to reduce the price of goods. And large companies often offer discounts.
Good In the event of a crisis or any other financial instability, large companies will remain afloat, but small ones will drown.

Structure

How does the control system work? The structure of management goals is a complex system that includes several components:

Organizational. This structure is responsible for personnel composition organizations. It dictates requirements regarding qualifications, work experience, special skills, etc.
Work functions. The goals and functions of management are inextricably linked with this structure. The operational functions of an organization are that management process that is not visible to the naked eye, but nevertheless occurs daily.
Exchange of products and services. Not many companies can boast of complete production autonomy. Many organizations are forced to collaborate with each other to achieve maximum production efficiency.
Informational. Information is transmitted not only through a clearly established system at conferences or planning meetings, but also lives in the enterprise in the form of gossip and rumors.
Resource and technological. To produce a product, an enterprise needs not only resources, but also technology that will process the resources.

Functions

Planning. Company management is based on planning. Thanks to those people who know how to look into the future and predict turns of events, the economy of the entire country is maintained. Far-sighted managers always occupy leading positions in any company.
Coordination. One of the functions of a manager is to hold planning meetings and talk about future prospects. Each employee is given a plan for further action, which he must carry out without complaint. Managers ensure that the entire “mechanism” of the organization works without failures.
Motivation. People who know their goal always work better. That's why the main task managers - to inspire employees to achieve a common goal.
Control. Managers must control the work process and ensure that people work efficiently and meet deadlines.
Problem resolution. Any work that is connected with people will certainly be associated with personal problems. The manager’s task is to resolve all controversial issues quickly and without infringing on anyone’s interests.

Principles

Organizing any work is a complex process. What goals exist and the principle of work must be in balance.

Division of labor. Each team member should mind his own business and not try to interfere with other people's work and problems.
Discipline. Only those companies develop in which personal problems of employees do not interfere with the work process.
Availability of responsible persons. At each level of management there must be people who can and know how to take responsibility for their work and for the work that was done under their supervision.
Subordination of individual interests to common ones. A person should strive for his own development through the development of the company.
Reward. An employee who receives his salary on time, as well as bonuses for Good work, will work more efficiently than people who do not receive proper remuneration for their work.

Managers

The management system is formed from three types of people:

Higher ones. These are the directors general directors and major shareholders.
Average. Heads of company departments.
Inferior. Heads of departments and teams.

Achievements of goals

What does it take for an organization to perform well? Achieving management goals is possible subject to certain factors:

Team morale. If the general mood of the team is upbeat, people will believe in their leader and know that at the end of a difficult path they will be rewarded, the spirit of the team will be uplifted. In this case, the work will progress faster, and conflicts in the team will occur less frequently.
Personal perspectives. A person must know the future not only of the company, but also of his own. People will work hard if they are convinced that this work is for their good. For example, a person will gain experience or specific knowledge.
A clear action plan. Managing a business is easy if all activities are well planned. This helps determine the scope of work and track progress.
Having a deadline. If you set a deadline for each project by which it must be completed, the work will be completed more efficiently and quickly. It is advisable to set the project deadline a few days earlier, since you always need to take into account technical failures and other problems.

The management process by structure is most often considered in the form of a hierarchy, which consists of several sublevels in accordance with the areas of activity (production sphere, sales and supply, financial sector and etc.).

Enterprise management always implies a specific goal, since without the presence of a goal and task for enterprise management, this process becomes meaningless.

The goals and objectives of management may be, for example, reducing production costs, increasing profits, etc. The goal of enterprise management must be formulated explicitly, including the use of quantitative estimates.

The goals and objectives of management in the field of regulating the organization, coordination and control of the production process, as well as achieving the intended goals, receive a certain assessment in the market.

Enterprise management system and process

The management process of any enterprise can be implemented within the framework of a management system that exists regardless of whether management thinks about its structure and tasks.

Within the control system, a control object and a control part are distinguished. Here the control object can be manufacturing process, and the management part includes the company’s management services.

The management system of any company exists on the basis of documented (for example, regulations on divisions, job description etc.) or practical rules that have developed over time.

The goals and objectives of enterprise management are continuously becoming more complex as the scale of production grows, which requires the provision of an ever-increasing amount of resources (material, financial, labor, etc.).

Enterprise management goals

Through management, conditions for the successful functioning of any enterprise are created. Profit as the reason for the existence and result of an enterprise’s activities is ultimately determined by the market. Profit can determine additional guarantees for the further functioning of the enterprise, since only it (in the form of various reserve funds) allows one to overcome the limitations of risks associated with the sale of products on the market.

The goals and objectives of enterprise management are formed in a constantly changing market situation, there are constant changes in the competitive market, conditions and forms of financing, the state of the economy in the industry or in the state. For this reason, the main goal of enterprise management is to overcome risk (risk-related situations) not only in today, but also in the future. For this purpose it is necessary cash, as well as the availability for managers of an appropriate degree of freedom and independence in carrying out activities. Only in this way can you quickly react and adapt to changing conditions.

Enterprise management tasks

The goals and objectives of enterprise management are connected in such a way that the main goal of management is realized through the corresponding management tasks. Among the tasks of enterprise management are the following:

Ensure production automation and transition to application work force, which has highly qualified;
Stimulate the work of staff by creating optimal working conditions and establishing higher wages;
Conduct constant monitoring of the efficiency of the enterprise, coordination of the work of all its divisions;
Carry out a constant search and development of new markets;
Determine specific development goals of the enterprise, dividing them by priority, sequence and sequence of achievement;
Develop a strategy for the development of the enterprise, economic problems and ways to solve them, develop a system of measures to resolve these issues for various periods of time;
Determine the necessary resources and sources of their provision, as well as establish control over the implementation of assigned tasks.

Examples of problem solving

EXAMPLE 1

Exercise

The primary goal of any commercial company will be:

1.) Making a profit at minimal cost,

The purpose of management as an element of the management system. Goal, means and result. Functions of goals in an organization. Requirements for goals as a management tool.

Essence strategic management. Basic principles of strategic management. Setting objectives and choosing a mission. Contents of the organization's mission.

Setting goals in the organization. Goal alignment. Formation of a “tree of goals”. Principles of goal setting (discussing goals, setting priorities, providing feedback). Methods for setting goals in an organization. P. Drucker and the management method by objectives.

Topic 55. Goals in managing an organization.

Management is one of the types of human activity. Like any conscious human activity, management is built on the basis of a predetermined result, on the basis of programmed coordination of actions leading to the intended result. It is the goal that directs and organizes human activity. The goal is the anticipation in consciousness of the result towards which human activity is aimed. A goal is an ideal, mental anticipation of the result of an activity.

It is impossible to overestimate the importance of goals for an organization. They are the starting point of planning, goals are the basis for building organizational relationships, the motivation system used in the organization is based on goals, goals are the starting point in the process of monitoring and evaluating results as a whole. Facilities - these are tools with the help of which the conditions for solving management problems are formed (for example, means of thinking and activity - analysis, synthesis, deduction, induction). The means of achieving the goal are divided into economic, socio-psychological and organizational. results The activities of an organization can be material (goods and services), labor (employment), financial, informational, social, psychological. The results can be both negative and positive. Positive results are high-quality products, high profits, a normal climate in the team. Negative results include defects and financial losses. Functions of goals in an organization:

§ The purpose justifies the existence of an organization of people working in it

§ The goal regulates the activities of the organization’s members

§ The goal of the organization forces employees to undertake obligations to achieve it

§ The goal is a motivator of activity

§ Purpose reduces uncertainty in the organization

§ The goal is a standard for evaluating the performance of members of the organization

§ The goal is the basis for designing an organization

Mission of the organization. There is a broad and narrow understanding of the organization's mission. In the case of a broad understanding, the mission is considered as a statement of the philosophy and purpose, the meaning of the organization’s existence. An organization's philosophy defines the values, beliefs, and principles by which the organization intends to carry out its activities. In a narrow sense, a mission is a statement that reveals the meaning of the organization’s existence, in which the difference between this organization and similar ones is manifested. A correctly formulated mission, although it always has a general philosophical meaning, nevertheless necessarily contains something that makes it unique in its kind, characterizing exactly the organization in which it was developed. A mission is the overall goal of an organization, causing all members of the organization to strive for something. Long-term goals are developed based on the organization's mission. The mission must be developed taking into account five factors: History of the company, The existing style of behavior and mode of action of the owners and management personnel, The state of the organization’s environment, The resources that it can bring into play to achieve its goals, the distinctive features that the organization possesses.

If the mission sets general guidelines, directions for the functioning of the organization, expressing the meaning of its existence, then goals are a specific state of individual characteristics of an organization, the achievement of which is desirable for it and towards which its activities are aimed.

Goal system.

Mission → strategic goals (no more than 7) → tactical (long-term, medium-term, short-term) → operational or current (goals-tasks) → operational goals (goals-tasks). Task is a prescribed job, series of jobs, or part of a job that must be done in advance in an established manner within a predetermined time frame. From a technical point of view, the task is not assigned to the employee, but to his position. Each position involves performing a number of tasks that are viewed as essential contributions to achieving the organization's goals. Management tasks are divided into three categories: activities with people, with information and with resources.

Classification of targets:

By the period of time it takes to achieve them

Long-term - goals that are expected to be achieved by the end of the production cycle. In practice, long-term goals are considered goals that can be achieved in two to three years.

Short-term - such goals are characterized by much greater specificity and detail in such matters as who should do what and when than long-term ones.

If the need arises, between long-term and short-term goals, intermediate goals are also set, which are called medium-term.

Requirements for goals as a management tool:

· Attainability (reality for implementation by employees of the organization.

· Flexibility (the ability to adjust goals in accordance with changes that may occur).

· Measurable (must be formulated in such a way that they can be quantified or assessed in some objective way that the goal has been achieved).

· Specificity (the goal must clearly state what needs to be obtained as a result of the activity, in what time frame it should be achieved, who should achieve the goal).

· Compatibility (long-term goals should be consistent with the mission, and short-term goals should be consistent with the long-term goals. The goals of the organization should not contradict each other).

· Acceptability (primarily for the employees of the organization who will achieve these goals).

There is a division of goals into organizational and individual . Based on the names, individual goals– the goals of each individual employee, the organizational goals of the organization. However, only individual goals really exist, and organizational ones are independent from individual ones.

These goals must be consistent with each other. If employees' goals differ from the goals of the organization, the latter will not be achieved. And vice versa.

By the purpose of management we mean the creation and preservation of a certain state of the control object, namely, the organized state of activity. Organization is the goal of any management, something in which the management program is objectified and thanks to which people’s activities are capable of producing a beneficial effect.

The management goal differs from other goals in that it represents the desired property of the project and the system of managed activities. Because of this, the goal of management does not exist in the form of a separate entity from the project in the form of some independent goal along with the project. The significance of this goal and its necessity are clearly realized when the project does not ensure the effective organization of the community’s activities. Since the goal of management is a property of the project, and the project is a means of organizing activities, the goal of management is not objectified in any single thing or indicator. In this regard, the effectiveness management activities cannot be measured separately from the activities of managed entities. Management effectiveness is manifested as the effectiveness of managed activities.

Conscious images of future activity are inherent only to humans. Since a person creates projects based on incomplete information, as a result of which he makes mistakes in assessments and calculations, there is no guarantee that every project is well organized, orderly, and takes into account all the features of the situation. The project may also be ineffective, which is manifested in various forms: unattainability of goals or their achievability at too great a cost.

Management activities exist in the form of a whole set of specific forms related to the development of projects and monitoring their implementation. Compound management types We will consider activities aimed at developing various aspects of the project a little later.

Applied to social management In a broad sense, the concepts of “managed object” and “managed subject” should be distinguished. The object of management is a certain process, activity, and the subject of management is the one who produces and organizes it through the project. In living nature, control is subjectless. At the level of the organism, as already noted, it is controlled by a genetic program, which is not a subject of control, but a means. In addition, it controls not subjects, but various processes in the body. At the automatic level technical systems a similar picture takes place: there are management programs, there are processes that they organize.

At the human level, the picture becomes somewhat more complicated. A program in the form of a project is created by the people themselves, and the object to which it is directed is substantive activity. In this regard, the subject of management (the one who develops and controls the program), the object of management (various types of activities), the controlled subject (the one who is able to understand the program and implement it) are distinguished.

It is clear that it is impossible to influence the object of control in addition to the controlled subject, but it is hardly legitimate to assume that the controlled subject is the object of control. The controlled subject is an intermediary between the subject of control and the object of control, thanks to him controlled activity is produced. The controlled subject is not absolutely plastic for management decision, but influences its implementation, sets boundaries for the subject of management, as evidenced by empirical materials. Empirical data obtained by A. Prigozhin indicate that even at leading enterprises, the completion of tasks is 61.8%, orders - 58%. The main reasons for this are: the fault of the performer - 28%, the flaw of the decision - 33%, unforeseen phenomena - 39%.1