Section iii. management process. Management process and its simple elements Management procedures in management activities

Management is a special form of management activity, therefore, before talking about it, you need to get acquainted with management as such.

The term “management” comes from the old Russian word “uprava”, i.e. the ability to manage something. In a general sense, it is understood as the activity of streamlining processes occurring in nature, technology and society, eliminating their entropy (disorganization), reducing uncertainty and bringing the desired state, taking into account the trends of their development and changes in the environment (different types of it require their own methods of management) .

In other words, management must ensure the orderliness of the corresponding system, its integrity, normal functioning and development.

Management can be natural, technical and social.

Natural management is aimed at processes occurring in nature, such as the development of plants, the movement of water flows, etc.

Technical matters include the control of man-made objects, say a car, a rolling mill, etc.

Object social management are people, their relationships, behavior. Each person has an individual character, personal qualities, psychological characteristics, etc. Therefore, his reaction to the control action will be subjective and not always predictable, and therefore, social control cannot be purely rational (which is its most important difference from technical control).

This presents special requirements to its methods, their diversity, uniqueness, individualization, a reasonable combination of formal and informal norms and rules, the use of special mechanisms of influence on people (subordination, control, stimulation, etc.).

Social management today can be classified on the following grounds:

1) by level (humanity; states; regions; industries, organizations, their parts (divisions), groups of people, individuals);

2) by sphere (state, political, economic, etc.);

4) according to the source of fundamental decisions - external (imposed) or initiative (internal) management, as well as self-government;

5) by the method of exercising managerial influence - personal or confidential (through intermediaries, documents);

6) according to the production method management decisions- scientific (decisions are made on the basis of special research) or empirical (based on a generalization of superficial facts and phenomena);

7) according to the conditionality of the decisions made - situational (taking into account the current state of affairs) or strategic, implementing pre-planned actions;

8) according to the method of interaction with the environment - adaptive (adapting to it) or competitive (imposing its own line);

9) by focus (on the process, on the result, on the prevention of future problems).

Process-oriented management involves performing work in strictly prescribed ways (even if it is not necessary, and the methods themselves are irrational); solving problems as they arise in a fire order; total control.

Result-oriented management requires avoiding problems, saving and increasing profits, income and other indicators at any cost.

Forward management is aimed at identifying, analyzing signs of future problems and preventing them.

A special type of social management is economic management. It was formed due to the need to coordinate production activities of people.

Economic management solves two problems:

1) operational (tactical) is:

In ensuring the conditions for the current activities of the company;

In restoring the constantly disturbed balance between its individual elements, between it as a whole and external environment;

In organizing the activities of employees to achieve their goals;

2) strategic ensures the development and improvement of the company, its transfer to a qualitatively and quantitatively different state.

History knows several types of economic management.

The traditional was characteristic of the pre-capitalist era, rested on customs, was poorly regulated by rules and procedures, and had no legal framework. Management functions carried out by the heads of patriarchal families, craftsmen, etc. on the basis of personal power.

Entrepreneurial Management arose in the era of the birth of capitalism, was carried out by the owner in relation to employees. Like the traditional one, it was not regulated by anything.

In the industrial era, managerial management arose, separated from property, carried out by specially trained and trained managers forming a hierarchy. on her higher levels General decisions are made, and at the grassroots, people and production processes are managed.

In the post-industrial era, it was replaced by system management, in which not only managers, but also specialists, and partly support staff participated.

In the information age, system management will apparently gradually develop into self-government.

Managerial and system management, and partly self-government, must be institutionalized (the rights and obligations of participants, their responsibilities, etc. are officially determined).

Management process and him simple elements

Management as an activity is implemented in a set of management processes, i.e., purposeful decisions and actions carried out by managers in a certain sequence and combination.

Any management activity consists of the following stages:

1) obtaining and analyzing information;

2) development and decision-making;

3) organization of their implementation;

4) control, evaluation of the results obtained, making adjustments to the course of further work;

5) reward or punishment of performers.

These processes develop and improve along with the organization. They are primary and derivative; single-stage and multi-stage; fleeting and long-lasting; complete and incomplete; regular and irregular; timely and delayed, etc. Management processes contain both hard (formal) elements, such as rules, procedures, official powers, and soft ones, such as leadership style, organizational values, etc.

Features of management processes are determined by both objective (the nature and scope of activity of an organization or division, their structure, etc.) and subjective (interests of management and staff, informal connections, etc.) factors. Taken together, such processes form a cycle consisting of interconnected phases: decision making (defining a goal and program of action); execution (impact on elements of the organization); collection, processing, analysis and control of information, necessary adjustments (feedback).

The goal of a specific management process is to change or, conversely, maintain the management situation, i.e., such a set of circumstances that have (may have in the future) a positive or negative impact on the organization. The situation is characterized by quantitative and qualitative indicators (duration, severity, place and causes of occurrence, content, range of participants, importance, complexity, development prospects, etc.).

The elements of the management process include managerial work, which is realized in a certain result (decision), its subject and means.

The subject and product of work in management is information about the existing problem and ways to overcome it. The source information is “raw” and therefore cannot be used in practice. But as a result of processing, it turns into a management decision that serves as the basis for the implementation of specific actions.

Decisions that take on independent existence can accumulate (who hasn’t seen a pile of documents on the table!). This leads to an increase in scale and complexity of the management process.

At the same time, decisions form the so-called organizational order, which ensures the automatic operation of many management mechanisms and the implementation necessary actions without special orders. This is useful as it speeds up and simplifies the work of managers.

The means of managerial work are everything that contributes to the implementation of operations with information - from computers, telephones, pens and paper to the organs of the human body.

There are information processing tools (computers, calculators); means of document reproduction (printers, etc.); means of their design (stamps, cutters, hole punches); grouping and storage tools (folders, binders, filing cabinets); means of operational communication; furniture.

Managerial work is a set of actions and operations. - with the help of which the manager ensures the preparation and implementation of individual* Decisions.

8 Section I. Introduction to management

It belongs to the category of mental labor, carried out in the form of neuropsychic efforts, and exists in three forms: heuristic, administrative and operator. Such work requires initiative (and at the same time the ability to obey), increased responsibility.

Heuristic work comes down to a set of actions to study problems and develop options for their solutions - organizational, economic, technical. Depending on the complexity and nature of the tasks, it is performed by managers and specialists.

Administrative work is the lot of managers. It is associated with the implementation of such types of work as management (communicating decisions made orally and in writing to the executors), instructing, monitoring and coordinating the activities of subordinates, their evaluation, motivation, holding meetings and conferences, receiving visitors, conducting business negotiations, answering letters and phone calls, visiting workplaces.

The most important point administrative work is the target control influence.

The form of influence can be direct or indirect, explicit or implicit, soft or hard.

Based on the method of transmission, impacts are divided into official and unofficial.

Informal influence complements the official one. Today it is considered more preferable and many situations are resolved only on its basis.

Operator work is aimed at technically providing production and management processes with the necessary information.

It performs the following functions:

Documentation (registration, reproduction, sorting and storage of documents);

Primary accounting and accounting (collection of statistical, accounting and other information about production, economic, social and other processes occurring within the organization);

Computational and formal-logical (sequential processing of collected information and implementation of the necessary calculations on its basis and according to a given algorithm);

Communication and technical (maintaining communication between subjects).

This work falls to the lot of specialists and technical performers. Part of it, strictly speaking, does not relate to the mental, so the term “non-physical labor” is sometimes used to characterize it.

In general, managerial work is complex, due to several circumstances.

Firstly, the scale, number and versatility of the problems being solved, the connections between them, the variety of methods used, and organizational principles.

Secondly, the need to make new, unconventional decisions, poses in conditions of uncertainty, which requires deep professional knowledge, experience, and broad erudition.

Finally, thirdly, the need to quickly act independently, take risks and bear responsibility for the consequences.

Managerial work consists of individual works, the object of which is information carriers (most often documents).

Management work is classified on the following basis:

1) by intended purpose(foresight, activation, control, etc.);

2) by time horizon (prospective, tactical, operational);

3) by stages (goal setting, situation analysis, problem identification, search for a solution);

4) by focus (to solve internal or external problems);

5) by area (economic, social, technological);

6) by object (production, finance, etc.);

7) by forms and methods of implementation;

8) by organizational role (differentiating and integrating);

9) by the nature of information transformation (stereotypical, performed according to an algorithm, creative);

Communication (negotiations, receiving visitors, visiting the organization, going on business trips);

Administrative and coordination (communicating decisions made to executors, setting tasks, instructing);

Control and evaluation (checking the timeliness and quality of task completion);

Analytical and constructive (studying information and preparing decisions);

Information and technical (collection, primary processing, storage, issuance of information), etc.

Each job represents an independent set of management operations (part of a process in which information undergoes a one-time change or movement). There can be up to 1000 such operations, and each of them contains up to 20-30 elements.

Management operations are divided into creative, logical and technical.

Creative ones are the most difficult. They involve actions such as abstraction, analysis, comparison, synthesis, forecasting, and decision making.

Logical operations are performed according to a given algorithm (for example, drawing up a balance sheet) and, unlike the former, are regulated by special documents. They are simpler, but also require special training to perform.

Technical operations (for example, primary processing, storage, obtaining information), as well as some logical ones, can be fully or partially mechanized.

For managers, the share of creative operations is 60 percent, for specialists - 40 percent. For technical performers, the share of logical operations is 20 percent, the rest are technical.

The documented sequence of execution of the elements of the Management process, which determines the composition, order, and content of its constituent operations, is called the management procedure.

A process as an activity for the production of a certain product that has a certain value for the consumer (external or internal) has its inherent characteristics. Requirements for activity characteristics, i.e. to the entire process may be much broader than the requirements for the product of the process. The main requirements for the process are usually to ensure specified performance indicators, cost, profitability, lead times, and product quality. Product requirements are a special case general requirements to the process, which can be established by the organization’s management, external regulatory documents, internal regulations, as well as internal and external consumers.

Process control in a management system consists of organizing in a certain way influences on process components in order to ensure that the requirements for the process are met.

To manage the process, an official is appointed who is responsible for the implementation of the process and its results. This official is called the process manager. In the literature, the term “process owner” or “process master” is often used to refer to the process manager. However, the meaning of the term “manager” is more consistent with the content management activities. Not every “owner” or “owner” identifies himself with a manager. The resources necessary to implement the process are allocated to the process manager and the necessary rights and powers are delegated.

The process manager is an integral integral part process, playing the role of a control subject. Each process does not exist on its own, but is part of the organization’s activities and is therefore controlled by its top management. The interaction diagram of the process manager with its other components and the organization’s management is presented in Fig. 4.6.

The process shown in the diagram has a primary supplier of raw materials that are processed into the final product. The organization's top management acts as a secondary provider of process requirements, including requirements for the process product. The process has access to the primary consumer of the process product, which has real quality, and in the person of top management, it has a secondary consumer of reporting on the effectiveness of the process.

In addition to the process manager, the diagram contains all the main components: technology; resources, including process participants; parameters: the process itself, the product of the process, the satisfaction of primary and secondary consumers.

Rice. 4.6.

In order to manage the process, its manager has established channels for obtaining information about the progress of the process and information from the consumer of the process product.

In the diagram, two process control loops can be distinguished:

• – control loop on the part of senior management to achieve the goals of the organization;
• – contour operational management on the part of the process manager to achieve the goals of the process.

Since the process cannot exist separately from the organization, for its purposeful work, top management determines the purpose of the process, sets goals for the process manager, agrees on ways to achieve them and approves planned indicators of the effectiveness and efficiency of the process.

The process manager, in turn, makes management decisions based on received information and established plans.

Process management begins with planning by its manager for the allocation of resources to achieve the set goal with maximum efficiency and the progress of the process technology. Next, based on regular receipt of data on the progress of the process from control points, the manager analyzes the information, comparing the resulting result with planned indicators and instructions from top management. If the deviation of the resulting results from the planned indicators exceeds the boundaries established for this indicator, the process manager is obliged to:

• – record the fact of deviation;
• – analyze the reasons that caused the deviation and identify the reasons;
• - estimate economic feasibility eliminating the causes of deviation;
• – if feasibility is established, the manager is obliged to organize corrective actions to eliminate the causes of the deviation;
• – report to senior management about your actions if eliminating the causes requires the redistribution of resources or the allocation of additional resources.

The results of data analysis, identified deviations, decisions made on the need to eliminate the causes of deviations, methods for its implementation and the results of elimination are recorded by the process manager in any form convenient for him. Reporting on the progress of the process is received by a senior manager in the form of a certificate of progress. Based on the analysis of the reporting materials received from the process manager on the progress of the process, the superior manager accepts corrective amendments and transmits them to the process manager. For the latter, these corrective amendments have the force of an order. Analysis of the process progress is carried out for all groups of indicators. Since process indicators may deviate from average size, it is necessary to establish criteria for the indicators. Criteria are established in cases where a superior manager must intervene in the process to make management decisions.

An illustration of the dynamics of the process under the influence of management decisions from the initial state to the established goal is presented in Fig. 4.7.

Rice. 4.7.

A - initial state of the process;

IN – final state of the process (goal of the process)

The main task of any process manager is to reduce the variability of process indicators and improve them. After the number of indicators exceeding the boundaries established for them decreases to an acceptable level, it will be possible to tighten the boundaries or introduce boundaries for additional indicators. The main goal management should be the continuous improvement of process performance.

Typically, a system of performance indicators for processes and organizations consists of three streams of information:

• – information about the product of the process, the degree of its compliance with established or predicted consumer requirements, stability and reproducibility of product parameters (“what result did we get?”);
• – information about the quality of the process, its effectiveness, efficiency, resource intensity, stability and reproducibility of process parameters (“at what cost did we achieve this result?”);
• – information about the degree of consumer satisfaction, the possibility and feasibility of foreseeable consumer requirements (“how satisfied is the consumer with what he received from us?”).

An example of indicators for these three groups is given in Table. 4.1.

The key objective of process management is to effectively achieve process objectives by:

• – eliminating waste of working time and other process resources;
• – intensification of activities to control the movement and use of process resources by all its participants;
• – identifying critical areas of management influence and priority tasks that ensure the achievement of planned results.

At the same time, the task of process management is essentially related to solving two problems.

The first one belongs to the category of technical problems and must be solved using known engineering methods. The solution to this problem is primarily associated with solving the problem of transforming consumer expectations into technically achievable requirements for products (goods, services) and assessing the likely level of costs required to exceed consumer expectations, and, if possible, competitors’ offers. The resulting ratings can subsequently be used as the promised quality.

Table 4.1

Indicators of the product of the process, the process itself and customer satisfaction of the process

Next, based on the requirements of the promised product quality, the problem of determining the requirements for process technology must be solved in order to ensure the achievement of this quality. The solution to these problems is carried out at the stage of designing products and processes and requires participants in the processes to be truly focused on consumers, as well as mastery of methods for determining consumer expectations and then converting them into requirements for products and processes.

Another major technical challenge that arises already at the stage of implementation of process activities is to develop methods for influencing variability in such a way that fluctuations in process parameters do not go beyond the limits provided for in the design of products and processes.

The technical problem must be solved in such a way that each product or service delivered contributes as much as possible to customer satisfaction and is not below the level of quality promised.

The second problem in process management is organizational. When identifying processes in an organization that are performed by various functional units, and when trying to manage these processes, the problem arises of overcoming ineffective interaction between units of different functional subordination or, in other words, the problem of eliminating the so-called functional barriers. The task of the process manager in this case is to ensure maximum horizontal integration of all process participants, focusing their activities on the final goal of the process and achieving customer satisfaction. The non-trivial nature of solving such a problem is as follows. A process manager at a certain level actually manages not the people involved in the process, but the activities of these people. In this role, he has no subordinates to whom he could give orders, monitor their implementation, etc. What he can do to realize his responsibility is to design and improve the holistic order of the process, assess the level of achievement of the process's goals regarding the formation of the desired output. And he should be less interested in which structural units have the employees necessary for the effective implementation of the process.

The idea is for process managers, heads of functional departments, and performers of individual operations in the process to learn to work in a system of dual subordination, as shown in Fig. 4.8.

In accordance with this scheme, the performer from structural unit, performing the operation assigned to him in the process, is functionally subordinate to the process manager, and administratively continues to remain under the command of the head of his department and together they decide how in the best possible way perform your professional actions in this process. Keeping in mind the dual reporting system and its associated organizational issues, when designing the structure of the processes that represent the activities of the organization, it is very important to initially determine what processes the organization needs. And only then should we consider the question of what kind of employees are needed to implement these processes and how best to group them into structural units.

In general, the process manager’s action algorithm is a closed control cycle, known as the Deming–Shewhart cycle, Plan – Do – Check – Act (PDCA): planning - execution - control - correction (intervention in the course of events).

Abstract on the subject of management on the topic:

Management processes in the organization

Introduction 3

Management process 4

Management cycle and its 6 stages

Production and management 9

Enterprise assortment policy management 15

Logistics and technical support of the enterprise 20

Sales policy of the enterprise 21

Conclusion 24

References 25

Introduction

Management as an activity is implemented in a set of management processes, i.e., purposeful decisions and actions carried out by managers in a certain sequence and combination. Any management activity consists of the following stages:

1) obtaining and analyzing information;

2) development and decision-making;

3) organization of their implementation;

4) control, evaluation of the results obtained, making adjustments to the course of further work;

5) reward or punishment of performers.

These processes develop and improve along with the organization. They are primary and derivative; single-stage and multi-stage; fleeting and long-lasting; complete and incomplete; regular and irregular; timely and delayed, etc. Management processes contain both hard (formal) elements, for example, rules, procedures, official powers, and soft ones, such as leadership style, organizational values, etc.

Management process and its characteristics

Any management process consists of certain phases (stages).

Phase (stage) is a qualitatively defined part of the process. The transition from one phase to another involves significant qualitative changes in both the process itself and the system in which it is carried out.

The complete passage of the stages of the process and the return to the original form a cycle. In general, a cycle is a complete set of sequentially implemented stages of a holistic process.

Stage is a narrower concept than phase. Stages are identified only in processes focused on achieving results. Management stages are specific actions included in the management process in order to obtain the planned result. They have a specific character, special content and can be carried out independently. At the same time, they are inextricably linked; moreover, they seem to penetrate each other. In other words, all management stages form an integral management cycle.

The management cycle is a completed sequence of repeated active actions aimed at achieving set goals. The management cycle begins with the understanding of a task or problem and ends with the achievement of a certain result. After this, the control cycle is repeated. The frequency of its repetition is determined by the specific type and nature of the controlled system. In social systems this cycle repeats continuously. The final goal of system control can be achieved by one or several control cycles.

The cyclic implementation of processes makes it possible to establish and record characteristic features, general dependencies, and uniform patterns of processes and, on this basis, ensure their rational processualization and foresight.

General system of stages:

collection and data processing, analysis, clarification and assessment of the situation - diagnosis;

scientifically based prediction of the most probable state, trends and features of the development of a management object for the period of anticipation based on the identification and correct assessment of stable connections and dependencies between its past, present and future - forecast;

development and adoption of management decisions;

development of a system of measures aimed at achieving the set goal - planning;

timely communication of assigned tasks to the executors, correct selection and alignment of forces, mobilization of executors to implement the decision made - organization;

activation of performers' activities - motivation and stimulation;

receiving, processing, analyzing and systematizing information about the progress of tasks, checking how the organization of the case and the results of execution correspond to the decisions made - accounting and control;

common to the last 4 stages - ensuring the proportional and continuous functioning of the entire management system by establishing current optimal connections between individual performers - regulation.

This algorithm allows you to determine the place of each stage in the management process, master the technology and methodology, skills and ability to lead a team. A strictly sequential arrangement of stages shows the dependence of the quality of the control system on each individual element and implemented functions. The beginning of the next stage does not mean the end of the previous one. For example, work with information is carried out throughout the entire management cycle, adjustments to the plan occur during its implementation, etc.

The cycle begins with the emergence of a management problem. The problem can be both tasks, instructions from the boss, and one’s own tasks. In our case, a problem can be defined as an issue that objectively arises in the course of management, and the solution of which is of practical interest and corresponds to the goals set.

Management cycle and its stages

1. Diagnosis

Diagnosis - collection and processing of information, analysis, understanding and assessment of the situation.

Solving the problem requires management information. This is a set of messages necessary to carry out the control process.

Information requirements: completeness, objectivity, reliability, efficiency, continuity of receipt.

Information comes from higher management or can be collected independently. In the first case, the information must be understood; in the second case, it is necessary to use scientific methods of collection.

2. Forecasting

A forecast is understood as a scientifically based judgment about the possible states of an object in the future, about alternative paths of its development and duration of existence.

The process of developing a forecast is called forecasting. These are special studies, mainly with quantitative estimates and indicating trends, nature and specific timing of changes in the management object.

Forecasting has two aspects: predictive, which implies a description of possible or desirable prospects, states, solutions to problems of the future, and predictive, which involves the actual solution of these problems. Consequently, the forecast is not an end in itself, but a means for developing management decisions and planning.

3. Solution

Decision making is one of the fundamental tasks of management, and it is at this point in the management cycle that troubles often begin. And not only when the decision turns out to be wrong - a lot of trouble happens with correct, competent decisions (S. Makarov).

In the scientific literature, management decisions are presented in two aspects - broad and narrow.

In a broad aspect, management decision is considered as the main type of management work, a set of interrelated, purposeful and logically consistent management actions that ensure the implementation of management tasks.

In the narrow sense of the word, a management decision is understood as the choice of an alternative, an act aimed at resolving a problem situation. See: Meskon M.Kh., Albert M., Khedouri F. Fundamentals of Management / Transl. from English - M.: Delo, 1992. A management decision is the process of preparing and selecting from a certain set of one or several interrelated methods of influencing a management object in order to change or stabilize it.

4. Planning

Based on the results of the forecast and the manager’s decision, planning is carried out and an activity plan is formed.

Planning consists of establishing a certain sequence and methods for performing each of the tasks by troops, distributing the efforts of troops and material resources among tasks and areas of action, establishing a procedure for interaction and all types of support that make it possible to implement the decision and achieve the goal.

A plan is an official document that reflects:

forecasts for the organization's future development;

intermediate and final tasks and goals facing it and its individual divisions;

mechanisms for coordinating current activities and allocating resources;

Contingency strategies.

When planning, it is necessary to take into account its principles:

unity;

continuity;

flexibility;

coordination and integration;

validity;

secrecy (in a combat situation).

5. Organization

It consists of establishing permanent and temporary relationships, as well as the order and operating conditions of all elements and links of the system.

The stages of planning and organization are closely related. In a sense, planning and organization are combined: planning prepares the way to realize the goals of the unit (division), and organization as a management function creates a work process in which people are the main component. Thus, planning and organization, as it were, materialize management and make it a fact of social reality.

The management process represents a set of certain activities that are aimed at coordinating and streamlining the functioning and development of the organization and its elements in order to achieve its goals. During the management process the following tasks are solved:

1. tactical: maintaining stability, harmonious interaction and performance of the entire set of elements of the control object;
2. strategic: ensuring development and improvement, transfer to a qualitatively and quantitatively different state.

Typically, organizational management processes are quite diverse and multidimensional, characterized by complex structure. The management process in a general sense consists of general management functions combined into management cycles (Fig. 1).

Rice. 1. Control cycle

As you can see, this process can be characterized as continuous, with cyclic repetition of individual phases (collection, processing, analysis, storage, control of information; decision-making and organizing their implementation), uneven, inertial, with some delay in management actions. The management process improves and develops along with the organization.

The essence of the management process

The management process combines such aspects as management work, subject and means, and the final result of its implementation is a certain product.

The subject and product of managerial work is; in the first case, it is “raw” and therefore not used in practice; but for preparing a decision, it serves as a basis; it is used to guide the implementation of certain actions.

The transformed information acquires independent existence and then accumulates, which leads to a complication of the management process, an increase in the dominance of decisions made in the past over current ones. The latter can be useful to some extent, since it generates an organizational order that ensures that control mechanisms operate automatically and the corresponding action is performed without special instructions. At the same time, it is limited due to the fact that it is not able to subordinate and coordinate all elements of the organization.

Management tools are everything that contributes to the implementation of operations with information. At the same time, they distinguish: means for drawing up documents, processing and processing documents, grouping and storing documents, means for performing computational operations, and operational communications.

Forms of managerial labor

Managerial work is implemented in three key forms:

• heuristic;
• administrative,
• operator

Definition

Heuristic work is a set of actions to analyze and study certain problems facing the company, and on the basis of this, develop a number of options for solving them - economic, managerial, technical.

Depending on the nature and complexity of these problems, the work is performed by specialists or managers.

Definition

Administrative work is mainly the responsibility of managers, which is associated with the implementation of work on the ongoing coordination of the activities of subordinates, their control, evaluation, motivation, management, instruction, and information exchange.

Definition

Operator work is aimed at providing technical support for production and management processes with the necessary information.

It includes documentation work (registration, reproduction, sorting, and storage of various documents); accounting (collection of statistical, accounting and other information about processes occurring in the organization); communication, calculation and sequential processing of collected information. This work entrusted to specialists and performers.

Management work and operations

The process of managerial work includes elementary actions, or operations, that is, homogeneous, logically indivisible parts of management activity, with one or a group of information media from the moment they are received until they are transferred in a transformed form to others or for storage.

Management operations can be: search, computational, logical, descriptive, graphic, control, communication, etc.

A complex of independent operations for processing information (collecting, studying, analyzing, formulating conclusions, formalizing them), which ends with a result defined in form and content in the form of a message or document is called management work.

Management work is classified:

• by purpose (activation, prediction, control);
• for specific content (research, planning);
• by periods (tactical, strategic, operational);
• by stages (setting a goal, analyzing the situation, identifying a problem, choosing a solution);
• by focus (inside or outside the organization);
• by area (social, economic, technological);
• by objects (personnel, production);
• by forms and methods of implementation;
• by organizational role (integrating and differentiating);
• by the nature of information transformation (stereotypical, performed according to an algorithm, or creative);
• according to degree of difficulty.

The latest classification is the most important characteristic managerial work.

The complexity of managerial work is determined by a number of circumstances.

Firstly, the scale, number and composition of problems, the connections between them, the methods used, and organizational principles.

Secondly, the need to make ever new, unconventional decisions, often under conditions of risk and uncertainty, which requires the deepest professional knowledge, experience and erudition.

Thirdly, and finally, the complexity of managerial work is characterized by the level of efficiency, independence, responsibility, and riskiness of decisions that must be made. A manager in the decision-making process often takes responsibility not only for the well-being of people in material terms, but for their health and even their lives.

A management procedure is a documented sequence of execution of elements of the management process, which determines the composition, content of its constituent operations, and their order. The procedure reflects the purpose of the work, the documents being developed and used, their content, and the order in which they are completed.

Process control technology

The method of performing management operations and their elements in an optimal sequence with a rational division between performers depending on their qualifications and working time is called management technology.

The main tasks of management technology:

1. establishing orderliness and rationality in the sequence of management work;
2. ensuring unity, consistency and continuity of actions of subjects when making decisions;
3. participation of senior managers;
4. uniform load on performers.

Management technologies are based on production and information flows, a body of knowledge about the techniques and methods of action of workers when performing management operations.

Control technology should be minimally complex and labor-intensive. Let's take a closer look at them.

Linear technology is characterized by a strict sequence of certain phases, which flow from each other and change in accordance with a previously established plan. If it is impossible to assess the state of affairs accurately, identify the main problem and clearly outline the goal, management technology can be ramified.

The technology for controlling deviations that began in the previous phase is based on the fact that the latter will partially not require adjustment at all; and overcoming them and partially introducing changes into the management process is possible through the efforts of the performers themselves; Only when they are significant should the manager intervene.

Situational management technology can be used in cases where the management process is carried out under conditions of uncertainty.

Results-based management technology is characterized by the fact that in the absence of certainty of the situation and vague ultimate goal, after each of the phases, depending on the degree of achievement of the previous planned results, the subsequent actions are clarified.

Thus, the management process is the activity of management subjects united in a certain system, which is aimed at achieving the goals of the organization through the implementation of certain functions using management methods.

The management process is a set of individual species activities aimed at streamlining and coordinating the functioning and development of the organization and its elements in the interests of achieving their goals. It solves two problems: the tactical one is to maintain stability, harmonious interaction and performance of all elements of the control object; strategic ensures its development and improvement, transfer to a qualitatively and quantitatively different state.

This process is characterized by continuity, cyclical repetition of individual phases (collection, processing, analysis, storage, control of information; development and decision-making; organization of their implementation), unevenness, inertia, manifested in the delay of management actions. It develops and improves along with the organization itself.

The management process combines such aspects as management work, its subject and means, and is implemented in a specific product.

The subject and product of labor in management is information; in the first case, it is “raw” and therefore cannot be used in practice; but it serves as the basis for preparing a decision, that is, transforming information that can be used to guide the implementation of specific actions.

The transformed information acquires an independent existence and can accumulate (who hasn’t seen a pile of documents on the table!), which leads to the complication of the management process and the strengthening of the dominance of past decisions over current ones. The latter, however, is useful to a certain extent, since it gives rise to the so-called organizational order, which ensures the automatic operation of management mechanisms and the implementation of appropriate actions without special orders. However, it is limited because it is not able to subordinate and coordinate all organizational elements.

Management tools are everything that facilitates operations with information - from computers, telephones to pens and paper. In this case, the following are distinguished: means for drawing up documents (printers, voice recorders, etc.); tools for processing and processing documents (stamps, cutters, hole punches); means of grouping and storing documents (folders, binders, filing cabinets); means for performing computational operations; means of operational communication; furniture.

Managerial work, like engineering, design, research, etc., belongs to the category of mental labor, carried out by a person in the form of neuropsychic efforts. It exists in three main forms: heuristic, administrative and operator.

Heuristic work comes down to a set of actions to analyze and study certain problems facing the organization, and based on this, develop various options for their solutions - managerial, economic, technical. Depending on the complexity and nature of the problems themselves, this work is performed by managers and specialists.

Administrative work is the lot of managers. It is associated with the implementation of such types of work as the ongoing coordination of the activities of subordinates, their control, evaluation, motivation, management (communicating decisions made verbally and in writing to the executors), instruction, exchange of information (carried out in the process of holding meetings and conferences, receiving visitors , conducting business negotiations, answering letters and phone calls, visiting workplaces).

Operator work is aimed at technically providing production and management processes with the necessary information. It includes such work as documentation (registration, reproduction, sorting, and storage of various kinds of documents); primary accounting and accounting (collection of statistical, accounting and other information about production, economic, social and other processes occurring within the organization); communicative-technical, computational and formal-logical (sequential processing of collected information and implementation on its basis and according to a given algorithm, calculations necessary for decision-making).

This work falls to the lot of specialists and technical performers. Part of it, strictly speaking, does not relate to the mental, so the term “non-physical labor” is sometimes used to denote it.

The process of managerial work consists of elementary actions, or operations, that is, homogeneous, logically indivisible parts of management activity, with one or a group of information carriers (documents) from the moment they are received until they are transferred in a transformed form to others or for storage.

Management operations are: search, computational, logical, descriptive, graphic, control, communication, for example, listening, reading, speaking, contacting, observing the actions of various devices, thinking, etc.

An independent set of operations for processing information (collecting, studying, analyzing, formulating conclusions, drawing them up), ending with a result defined in form and content in the form of an oral message or document (certificate, order, letter, etc.), is called work.

Management work differs in purpose (foresight, activation, control); for specific content (research, planning); by periods (strategic, tactical, operational); by stages (goal setting, situation analysis, problem definition, search for a solution); by direction (inside or outside the organization); by area (economic, social, technological); by objects (production, personnel); by forms and methods of implementation; by organizational role (differentiating and integrating); by the nature of information transformation (stereotypical, performed according to an algorithm, and creative); according to degree of difficulty. Let us dwell in more detail on the latter, since for managerial work it is perhaps the main characteristic.

The complexity of managerial work is determined by several circumstances. Firstly, the scale, number and composition of the problems being solved, the connections between them, the variety of methods used, and organizational principles.

Secondly, the need to make new, unconventional decisions, often in conditions of uncertainty or risk, which requires deep professional knowledge, experience, and broad erudition.

Finally, thirdly, the complexity of managerial work is determined by the degree of efficiency, independence, responsibility, and riskiness of the decisions that need to be made. When making decisions, a manager often takes responsibility not only for the material well-being of people, but for their health and even life.

In terms of content, management work can be: communication (negotiating, receiving visitors, visiting the organization, going on business trips); administrative and coordination (communicating decisions made orally and in writing to executors, drawing up and issuing tasks, instructing); control and evaluation (checking the timeliness and quality of task completion); analytical-constructive (studying information and preparing decisions); information technology (with storage media) which takes 10-15% of working time; primary accounting and accounting.

The documented sequence of execution of the elements of the management process, which determines the composition, order, and content of its constituent operations, is called the management procedure. The procedure should reflect the purpose of the work, the documents used and developed, their content, and the order in which they are completed.

The method of performing management operations and their elements in optimal sequence with rational distribution between performers, taking into account their qualifications and time spent, is called management technology.

The main objectives of management technology are: establishing an organizational order and a rational sequence for performing management work; ensuring unity, continuity and consistency of actions of subjects when making decisions; participation of senior managers; uniform load of performers.

Management technologies are based on production and information flows, as well as a body of knowledge about the methods and techniques of actions of management workers to carry out management operations.

Control technologies should be minimally complex and labor-intensive. Let's look at them in more detail.

Linear technology. It is characterized by a strict sequence of individual phases, flowing from each other and replacing each other in accordance with a predetermined plan. This technology is used in typical elementary cases when the situation and the final goal are sufficiently certain, for example, when controlling the movement of trains, the operation of equipment, etc.

If it is impossible to accurately assess the state of affairs, identify the key problem and outline a clear goal, management technology can be ramified. In this case, solutions are developed in parallel along several lines, as a result of which the desired result is achieved by their totality, or by one, but having a multi-aspect nature. This usually occurs in the field of scientific research.

The technology for managing deviations that arose in the previous phase is based on the fact that partly the latter do not require adjustment at all; partially overcoming them and making changes to the management process is possible through the efforts of the performers themselves; and only when they are significant is the intervention of a manager necessary. This approach allows him not to be distracted by trifles and gives him the opportunity to focus on the main problems. However, it requires a lot of time and money to create regulatory framework, careful observation and analysis of deviations leads to formalization and bureaucratization of the management process.

Situational control technology is used when the control process is carried out under conditions of high uncertainty. It provides for actions based on current circumstances, adjustment to them, in order to most effectively provide a solution to existing problems; this usually occurs in difficult economic conditions. The phases of the management process here are often independent of each other, and the manager makes operational decisions based on constant monitoring and analysis of changes that occur in the external and internal environment of the organization.

The technology of results-based management is that in the absence of sufficient certainty of the situation and the vagueness of the final goal, after each phase, depending on the degree of achievement of the planned results in the previous one, subsequent management actions are clarified. This technology is often used, for example, when controlling troops in combat conditions.

The technology of management by objectives is close to the previous one, but is focused on stimulating the achievement not of official tasks, but of personal goals formulated by employees together with their immediate supervisors and recorded in a special document.

Search management technology is based on complete clarity of tasks, but the inability to accurately assess the situation or problem. Then the solution is developed based on the goal, in the reverse sequence of phases and adjusted according to the situation. This type of management process takes place when preparing a long-term decision in conditions of high uncertainty of prospects.

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