Rumyantseva management of the organization. Rumyantseva Z.P. - Organizational management. Study guide - read the book for free. Azoev Gennady Lazarevich

State Committee Russian Federation By
higher education
State Academy of Management
named after Sergo Ordzhonikidze
ORGANISATION MANAGEMENT
Tutorial
Ed. Doctor of Economics, Prof. Z.P. Rumyantseva,
A.E.N., prof. N.A. Salomatina
Moscow
INFRA-M
1995

BBK 65.050.9(2)2
Authors: Rumyantseva Z.P., Salomatin N.A.,
Akberdin R.Z., Gunin V.N., Kibanov A.Ya.,
Turusin Yu.D.. Ustinov V.A.
Organisation management. Tutorial. Blush
Tseva Z.P., Salomatin N.A., Akberdin R.Z. etc. - M:
INFRA-M. 1995. - 432 p. b.
ISBN 5-86225-136-7 V
5
A new management system emerging in the conditions
transition of the domestic economy to the market, needs special
sheets with extensive and deep knowledge in the field
modern management. There is a particularly pressing need for
such specialists in organizations, since in a relatively short
within a period of time they must create a management system,
ensuring high efficiency, competitiveness and
stability of the market position. In the textbook, prepared
studied by scientists of the State Academy of Management, considered
issues of paramount importance for specialists are addressed.
sheets - managers of organizations: the basics of the general management process -
of the organization and its personnel, conditions and factors of formation
strategic management, organization of innovative
management. The essence of production management is revealed
ment as a system that organizes internal production in a new way
foreign economic relations.
The textbook will provide real assistance to students and graduate students.
scholars who study the problems of organization management, as well as
specialists involved in the formation new system up-
management.
ISBN 5-86225-136-7
BBK 65.050.9(2)2
© Team of authors, 1995 ©
INFRA-M, 1995

Table of contents
Preface........................................ in
1. Fundamentals of organizational management.................................. 10
1.1. Introduction to Management........................... 10
1.1.1. What is management? ........"................. 10
1.1.2. Management and managers................................... 13
1.1.3. Development of theory and practice of management.......... 19
1.1.4. Modern system of views on management...... 28
1.1.5. Changing the management paradigm during the period of radical
transformations in the economy of the Russian Federation. 34
1.2. Goals and functions of management......... 39
1.2.1. Mission of the organization........................... 39
1.2.2. Goals of the organization and their classification............ 42
1.2.3. Management by goals (results). ............... 48
1.2.4. Management functions........................... 52
1.3. Decision-making process and methods................... 58
: 1.3.1. Basic elements of the decision-making process.... 58
" 1.3.2. Management methods.................................. 68
1.4. Management structure of the organization................... 81
1.4.1. Definition of the concept and principles of construction. ...... 81
1.4.2. Hierarchical type of management structures........... 83
1.4.3. Organic type of management structures............ 91
Test questions for Chapter 1 ...................... 100
Z Strategic management........................ 103
2.1. General concept................................... 103
2.2. Strategy planning............................................. 114
2.3. Analysis of alternatives and choice of strategy......................... 128
2.4. Strategy implementation management................... 141
2.5. Organizational management structure oriented
to solve strategic problems................ 149
Test questions for Chapter 2 .................................... 157
3. Innovation management........................ 158
3.1. Innovation as an object innovation management 158
3.1.1. Governmental support innovative
activities................................... 175
3.2. Examination of innovative projects................... 184
3.2.1. Innovation project concepts, basic
stages of creation and implementation................... 184
3.2.2. Efficiency of an innovative project.......... 189
3.2.3. Choosing an alternative........................ 194
3.3. Integrated assessment of costs for innovation
processes................................................... 207

3.3.1. The concept of scientific and technical organization
activities at the stage of applied research
and developments. ................................ 207
3.3.2. Costs for major intermediate steps
implementation of OKR.............................. 211
3.3.3. Investments in production development
new products........................ 216
3.4. Determining commercial risk when investing in
innovation activity and methods to reduce it
......................... 221
3.4.1. Identification of the actual performance of scientific work
technical organizations and commercial risk of the investor.
............... 221
3.4.2. Methods for reducing commercial risk
investments in innovation activities....... 226:
3.4.3. Development of competition in scientific and technical
And innovation activity.................. 233
Review questions for Chapter 3 ...................... 239
4. Production management................................... 241
4.1. Organization of economic relations
in a joint stock company........................ 241
4.2. Formation of market relations................... 251
4.3. Contractual relations in a joint stock company. . . 264
4.4. Manufacturing control. System view.. 273
4.4.1. Production as an object of management......................... 273
4.4.2. Goals and objectives of production management. ......... 277
4.4.3. Production management process......................... 279
4.4.4. Production management functions......................... 282
4.4.5. Structure and relationship of system elements
production management......................... 289
4.4.6. Information Support systems.......... 290
4.4.7. System hardware and software. . . 294
4.4.8. Organization of production management........... 297
4.5. Formation production programs.......... 300
4.5.1. Production program system......................... 300
4.5.2. Methodological provisions for program distribution
release of products by planned periods of the year for assembly
workshops............... 305
4.5.3. Methodological provisions for the formation of nomenclature
release schedules assembly units and parts for
processing and procurement shops
....................... 311
4.5.4. Methodological provisions for the formation of production
programs for processing shops......................
313
4.6. Operational management production............. 335
4.6.1. Basic methodological provisions on development
operational calendar plans................... 336
4.6.2. Basic provisions for organizing control
and regulation of production ........................... 352

Review questions for Chapter 4 ...................... 361
5. Personnel management................................... 363
5.1. The concept of personnel management in an organization..... 363
5.2. Principles and methods of constructing a management system
personnel of the organization........................ 371
5.3. Personnel management in an organization..... 384
5.3.1. Essence, goals and objectives personnel planning. . . 384
5.3.2. Operational plan for working with personnel.......... 388
5.4. Managing a business career in an organization......... 399
5.4.1. Concept and stages of a career................................... 399
5.4.2. Business career management................... 407
5.5. Service-professional management
promotion of personnel in the organization ............... 410
5.5.1. Service-professional system
promotions................................ 410
5.5.2. Work with personnel reserve.................... 420
Test questions for Chapter 5 ...................... 423
References......................................... 425

PREFACE
Radical restructuring of the economic management system,
moving onto the rails of market relations. - one of the important
the most important directions of the reform program carried out in our
country. This problem is of particular importance at the pre-
acceptance, the position of which in a market economy is changing
drastically. Becoming the object of commodity-money
wearing, having economic independence and
fully responsible for the results of their business
activity, the enterprise must create a system
management (management), which would provide him with high
operational efficiency, competitiveness and sustainability
strength of the market situation.
The term “enterprise” itself after the adoption of the Civil Code
Code of the Russian Federation (Part I) has undergone significant
changes. It is saved only for a group of enterprises,
in state or municipal ownership.
Bc& rest legal entities got the name
organizations, which are divided into two groups: commercial
- the main purpose of their activities is to make a profit,
non-commercial - their main purpose is not related to the extraction and
distribution of profits between participants. Civilian
the code also defines the forms in which they can be created
organizations. For commercial organizations these are: economic
partnerships (associations of persons requiring direct
participation of founders in entrepreneurial activity),
business entities (capital associations that do not require
direct participation of founders in entrepreneurial
activities, but presupposing the presence of special bodies
management), joint-stock companies (open and closed),
production cooperatives (characterized by personal
participation of members-share- --d. kov in labor and in management
the principle of “one shareholder - one vote”, distribution of income
with mandatory consideration of the nature and degree of labor participation
each member-shareholder) and|I

for which, as already mentioned, the Civil Code
the organizational and legal form of the "enterprise" is stored, taking into account
their large quantity and formed during the years of domination of the former
management systems of stereotypes and traditions. The term "unitary
enterprise" emphasizes the indivisibility of property
state enterprises, which belongs entirely to the co-
the responsible public owner. Non-profit
organizations are created in the form consumer cooperatives,
public and religious organizations(associations), funds and
institutions.
This broad interpretation of the term “organization” is accepted in
this textbook, the main theoretical, methodological
logical and practical provisions and recommendations of which
can be used in both commercial and non-commercial
commercial organizations. It should be taken into account that according to
compared to the control system still in effect
in many organizations, in new conditions functions appear,
which were previously not needed. In a market economy
the organization itself makes decisions that were previously
prerogative higher authorities management. She is self-
clearly forms goals and objectives, develops strategy and
policy of its development, seeks the necessary for their implementation
funds, recruits workers, acquires equipment
construction and materials, solves many structural issues, in
including such as creation, liquidation, merger or
on the contrary, the separation of divisions and branches, entry into
composition of associations and other associations, reorganization
production and restructuring organizational structure
management and many others.
In short, organizations acquire all the features of independence,
characteristic of working in market conditions. And this requires
significant expansion of the sphere of management and self-government,
increasing the volume and complexity of the nature of the performed
work managers. The responsibility for
timeliness and quality of decisions made. Rising
role marketing research, allowing to study the dynamics
needs in the market for goods and services. Scientific and technical
progress turns into one of the management tools
innovations aimed at creating conditions for
efficient work. It is becoming increasingly important
resolving issues related to personnel management,
occupying in the new conditions a key position in the resource
potential and essentially predetermining the success of the organization
in achieving her goals. Production management,
providing stable control of arbitrary

in a dynamically changing environment, also changing
adopts new principles of organization.
Management of an organization operating in a market environment,
presents high requirements to the professionalism of managers
Lening staff. A modern manager is a person
owning and general principles management sciences, and specific
technical knowledge and skills in the field of management strategy,
innovation, marketing, personnel management and production
leadership Essentially, this predetermined the structure of the educational
manual, the team of authors of which set themselves
The goal is to give the reader the knowledge necessary to both implement
the general process of managing the organization and its personnel, and
to work in the field of strategic, innovative and
production management.
Having become acquainted with the materials of the first chapter, the reader
will get an idea of what modern management is
ment, what goals and objectives he sets and decides, what functions
he performs as he modifies organizational structures
management tours to increase flexibility and efficiency
management. The reader's attention will undoubtedly be attracted by the mathematics
rials. which discuss issues of organizing pro-
adoption process management decisions and methods that
are used in this case.
The second chapter is devoted to consideration of theory, methodology and
practices of strategic management in a commercial organization
organization It sets out the general concept of strategic
management, strategy planning processes are considered, and
also methods for developing its individual stages. The reader in
gets acquainted with the main methodological approaches to analysis and
choosing a company strategy, managing its implementation and
distribution of strategic resources. Due attention
is also given attention to the organization of work on the production
strategies that will undoubtedly help practitioners
choose organizational forms, most consistent
corresponding to specific production conditions.
The third chapter discusses the main provisions of innovative
management, examination of innovative design
com, features of conducting applied scientific research
body work (R&D) and intermediate stages of implementation
experimental design developments (R&D), according to which production
an assessment of innovative activities is carried out. Attention
readers' craze for a significant increase in investment in technology
logical development of production of competitive products
compared to research and development costs.

To reduce the investor's commercial risk,
methods of competitive direction of innovation activity
taking into account the actual performance of scientific and technical work
nic organizations and the principles of its extrapolation to the primary
prospect. It is shown that the development of competition has an impact on
significant influence on increasing the role of intellectual property
ity as one of the most important components of innovation
tation processes and its significance.
The fourth chapter of the textbook is devoted to the problems
production management. Authors' Spotlight
turned out to be issues of organizing intra-production eco-
nomic relations in joint stock companies ah and entering
them production units. In this regard, in detail
the essence and organization of contractual relations is considered
between departments of the enterprise. For production
divisions of joint stock companies and state
unitary enterprises can bring great benefits
familiarization with materials revealing the main organi-
implementation and methodological solutions for production management
management in a systemic view.
The fifth and final chapter of the textbook is devoted to
personnel management problems - key point all
restructuring the management system in any organization. Here
the reader will find the answer to such questions as: the concept of management
personnel management in market conditions, principles and methods
building a personnel management system in the organization,
structure of the operational plan as the basis of the personnel plan
ning in the organization. Considerable attention is paid to
questions of business career management and service-professional
national promotion in the organization.
The following people took part in writing the textbook: Doctor of Economics,
prof. Rumyantseva Z.P. (chapter 1), Ph.D., prof. Turusin YD. (chapter 2),
Doctor of Economics, Prof. Ustinov V.A. (§ 3.3 and 3.4 chapter 3), Ph.D., prof. Gunin
V.N (§ 3.1 and 3.2 Chapter 3), Doctor of Economics, Prof. Akberdin R.Z. (§ 4.1, 4.2, 4.3
Ch. 4), Doctor of Economics, prof. Salomatin N.A. (§ 4.4, 4.5, 4.6 chapter 4), Doctor of Economics,
prof. Kibanov A.Ya. (chapter 5).

1. BASICS OF MANAGEMENT
ORGANIZATIONS

production and its profitability^
Most used
approaches to determining the essence and
management content in
special management line
terature are presented in Fig. 1.1.

Function
(view
activities)
Science and
art-
quality
Management
determined
How:
Organ or
apparatus
managed
Category
of people
1.1. Introduction to Management
1.1.1. What is management?
^Management of organizations in conditions of market eco-
nomics are much more complex than in a centralized
command-administrative system. This is related to both
expansion of their rights and responsibilities, and with the need
the possibility of more flexible adaptation to changes in the environment
harsh environment. New goals and objectives arise that
Previously, organizations did not decide on their own and did not even
put; many new enterprises are being created; influenced
privatization processes change forms of ownership;
new economic ties are being established; are being formed
market governance mechanisms. All arising in
this problem cannot be solved without
modern professional management. More
Moreover, as new social and
economic relations, its role will grow, as
management is a powerful engine and accelerator
social development.
Using the concept of "management", we have been following for a long time
established tradition in world literature on
management, giving it a very broad interpretation. So, in
fundamental Oxford English dictionary
management language is defined as: method, manner
treatment of people; power and art of management;
special kind of skill and administrative skills; organ
management, administrative unit. In dictionary
foreign words" management is translated into Russian
language as production management and as a set
principles, methods, means and forms of management
production to improve efficiency

Rice. 1.1. Approaches to definition
concepts of "management"
Management is defined as an integration process,
with which professionally trained
specialists form and manage organizations
by setting goals and developing ways to achieve them
achievements. The management process involves
performing the functions of planning, organizing,
coordination, motivation, which managers implement
provide conditions for productive and
effective work of workers employed in the organization and
obtaining results that meet the goals. This is

goals, directing labor, intellect, motives of commanded
of people working in organizations This is
basis for considering management as a process
influence on the activities of an individual employee, group and
organization as a whole in order to achieve maximum
results. This approach was central to the work
dedicated to the theory and practice of management
socialist production.
(Ability to set and implement goals, founder of the school
scientific management F.U. Taylor defined it as
the art of knowing exactly what needs to be done and how to do it
this is the best and cheapest way. With this art
a certain category of people must have -
managers whose job is to organize and
directing the efforts of all personnel to achieve
goals. Therefore, management is often identified with
managers and also with management bodies or apparatus.
Management is a specific body of modern
organizations, both commercial and non-profit. Without
the organization as a holistic entity cannot
exist and work effectively. Therefore the device
management is integral part any organization and
associated with the concept of its management. Home
the task of the people employed in this apparatus is to effectively
use and coordination of all organizational resources
(capital, buildings, equipment, materials, labor, in-
formation) to achieve its goals.]!
(In the 20th century, management became an independent
a field of knowledge, a science that has its own subject of study,
their specific problems and approaches to solving them.
The scientific basis of this discipline is the entire amount
management knowledge accumulated over hundreds and thousands of years
practices and presented in the form of concepts, theories,
principles, methods and forms of management. Management how
science directs its efforts to explain nature
managerial work, establishing connections between
cause and effect, identification of factors and conditions,
in which the joint work of people turns out to be more
useful and more effective. In definition
management as a science emphasizes the importance
organized knowledge about management. They

focus on current affairs, but also predict development
events and develop a strategy accordingly
and organizational policies. They serve as support for
setting tasks and implementing management
practices. Therefore, management science is developing its own
theory, the content of which are laws and laws
dimensions, principles, functions, forms and methods of purposeful
directed activities of people in the management process.)
(Understanding management as the art of management
is based on the fact that organizations are complex social
technical systems for the functioning of co-
which are affected by numerous and varied
factors of both external and internal environment. People,
working in organizations and with organizations is the most
the main factor, the consideration of which requires not only
using a scientific approach, but also the art of it
application in specific situations. After all, everyone
the employee has his own special character, has
your system of values and motives for work, etc. That's why
management is often seen as an art,
which is similar to medicine or engineering, must
rely on the underlying concepts, theories,
principles, forms and methods. This approach allows
combine science and art of management into a single
a process that requires not only constant replenishment
scientific knowledge, but also development personal qualities
managers, their ability to apply knowledge in
practical work. So that people working in the organization
nization, directed their efforts towards achieving its goals,
managers must constantly interact with them
and create conditions for the fullest disclosure
employees' potential.)
In conclusion, we note that in this tutorial
the concepts of "management" and "governance" are used as
identical, interchangeable.
1.1.2. Management and managers
Management is inextricably linked with the people involved
management. Work in this area is called management
Lencheskogo Compared to other types of work in

in the nature of the work itself, its subject, results and
the means used.
The specificity of the tasks to be solved predetermines the predominant
essentially mental, creative nature of management
creative work, in which goal setting, development
ways and techniques to achieve them, as well as organization
joint activities constitute the main meaning and
the content of the work of people classified as managerial
to the staff.

Other books by the author:

Book	Description	Year	Price	Book type
General management of the organization. Theory and practice. Textbook. Classification of educational educational institutions of Russian universities	The textbook represents a further development of issues in the theory and practice of general management of an organization, which were the subject of the author's previously published works. New chapters and Additional materials... - Infra-M, Higher education	2018	1029	paper book

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at a pace. To achieve values-goals, each corporation chooses its own system of values-means; the most common are honesty, respect, improvement, and innovation.

Using information about corporate values, management can formulate a list of value orientations that are recorded in the value portrait of the “ideal” employee and best allow the realization of corporate goals. All identified elements must be presented in the form of a value system: values - goals; - values - means - value orientations of the ideal employee.

The need to improve the efficiency of the corporation in modern conditions requires identifying the real value orientations that its employees possess. Value orientations ensure the stability of the individual, the continuity of a certain type of behavior and activity and are expressed in the direction of needs and interests, act as a measure of the sociality of the individual, due to these traits they have a major influence on the value system of the company.

The consistency of value orientations determines such personality qualities as integrity, reliability, loyalty to certain principles and ideals, the ability to make volitional efforts in the name of these ideals and values, and active life position; inconsistency of value orientations gives rise to inconsistency in behavior. Value orientations set the general direction of the interests and aspirations of the individual; hierarchy of individual preferences and patterns; target and motivational programs; level of aspirations and prestigious preferences; ideas about appropriate behavior patterns. Value orientations, being a mechanism personal growth and self-development, are themselves developing in nature and are dynamic. If their existence is not supported by the environment, then they are gradually lost. Accepting and mastering the values of a corporation is a long and lengthy process: awareness of corporate values gives rise to value ideas, and on their basis value orientations are created.

Literature

1. Groshev I.V., Yuryev V.M. Management organizational culture. - M.-Voronezh: Publishing house. NPO "MODEK", 2010.

2. Nezamaikin I.V. Value management and modernization // University Bulletin. - M.: State University of Education, 2012. - No. 17.

Z.P. Rumyantseva

ABOUT APPROACHES TO UNDERSTANDING THE ESSENCE OF STRATEGY AND STRATEGIC MANAGEMENT

Annotation. Some conclusions are drawn scientific research on the topic “Evolution of key management concepts”, completed in 2012. The study of the evolution of concepts associated with the keyword “Strategy” was carried out in the following directions: the essence of strategy; economic foundations of strategy; problems of strategy formulation; strategic planning and strategic management.

Keywords. Strategy, economic fundamentals, strategic planning, strategic management.

Consideration of the essence of strategy, which determines its composition and content, made it possible to identify definitions that are consistent with the opinions of a large number of management theorists and practitioners who study these issues in the context of a market economy.

According to M. Porter's definition, strategy is a complex choice that determines how a company will achieve high results in competitive conditions. The essence of strategy is defined by him as the choice of what the organization should not do. The strategy must show how the organization, in a competitive environment, can achieve better results than its competitors. Strategy is the positioning that a company chooses to achieve its goals. Positioning becomes a reality through the implementation of appropriate actions (activities).

According to the definition given by W. Peterson, strategy is a set of choices an organization makes about where it will compete, how it will create higher value for customers and how it will provide an appropriate return on invested capital.

The work of W. Peterson highlights the key questions that the strategy should answer:

Where the company will compete (in which markets, to satisfy which customer groups, what value does it offer to customers);

Target setting of the strategy (what parameters will evaluate the result);

Approaches to achieving goals (differences compared to competitors);

Key priorities of the company (concentration of resources in order to achieve results).

Competition as the economic basis of strategy is the subject of research by many authors, emphasizing the peculiarities of competition in modern conditions. According to M. Porter, this is one of the the most important factors, causing the need to develop a strategy. Competition involves not only the relationships between competing organizations, but also between a company and its customers, suppliers, manufacturers of substitute products, and new potential competitors.

Competitive advantage - as defined by M. Porter - is inextricably linked with the economics of competition. For commercial organizations, this is profit and results obtained. To determine them, it is recommended to analyze the factors that led to profit growth (more high prices, low costs, or a combination of both), and clearly articulate the parameters by which the results of the strategy are assessed. Attention is drawn to the fact that statements such as “get top scores", "be the best company" and so on. Goals of strategies commercial companies It’s not about defeating opponents, but about maximizing the return on resources used (first of all, earning as much profit as possible).

For non-profit organizations Competitive advantage means producing a greater amount of value for society for each monetary unit of expenditure, or producing the same amount of value at a lower cost.

The basic elements of competitive advantage are the types of activities performed by the company and the entire value chain.

M. Porter's position is questioned by a number of authors who believe that the idea of competition in the new business environment is outdated, since it reflects a manic pursuit of profitability share capital. In the new conditions, Christopher Meyer and Julia Kribi note in the article “Failure in the Evolution of Capitalism”:

we need to create different rules for capitalism. In their opinion, it is necessary to develop and maintain cooperation as a very promising source of innovation in our newly united world. Capitalism will be able to develop evolutionarily, finding new guidelines that coincide with the main goals of society. If as economic basis accept innovations and projects, then competition recognizes the benefits of cooperation, and the company's mission (which is its soul) can be defined as creating the greatest good for the greatest number of individuals. The idea of profitability, the authors believe, remains, but is not in first place.

The idea of new approaches to the essence of strategy in the new conditions of development of capitalism is substantiated by B.A. Raizberg, L.Sh. Lozovsky. and Starodubtseva E.B. , emphasizing the role social responsibility corporations. In their opinion, modern capitalism is oriented towards social goals, scientific and technological progress, and is based on achieving employee interest in work and the results of work. Capital becomes not only a factor in making profit, but also in social progress, and capitalism acquires the features of a socially oriented economy.

The connection between competitive advantage and corporate social responsibility is also recognized by M. Porter in an article jointly with M. Kramer. However, the authors note that the actions of companies in this direction are purely cosmetic in nature, being a response to the opinions of the public and funds mass media. But in practice, companies most often limit themselves to publishing social responsibility reports that describe what is being done in general, without any clear connection to the business. According to the authors, it is necessary to integrate social aspects with key business, its practices and strategy, and for this it is necessary to create socially integrated corporations. However, corporations should not be responsible for all the world's problems, and they do not have the necessary resources to do so. Each company must determine specific social problems, in which it can take part and as a result receive a huge competitive advantage.

Problems of strategy formulation arise due to the fact that many managers cannot clearly and unambiguously formulate the company's strategy. This picture is observed at all levels of the hierarchy - from top to bottom, and this negatively affects not only the development, but also the implementation of the strategy. What is needed is simple, clear, and concise language that allows every employee to understand and embrace the strategy, using it as a guide during times of difficult choices.

There are three critical elements of strategy formulation: goals, format (boundaries) and advantages (benefits, benefits).

When determining the final results (goals) that are expected to be obtained, it is necessary to accurately determine the period of time required for this. It is recommended to strictly adhere to a certain hierarchy of statements related to the company's goals: mission, values, vision and strategic development goals. The latter show what the company's competitive plan will be for a certain period of time.

Establishing the format (framework) of a business in a highly competitive environment involves three dimensions of the boundaries of a company's actions: client or offer, geography and vertical integration. Clearly defining boundaries in these areas shows managers what activities to focus on and, just as importantly, what not to do. The enterprise framework does not provide precise instructions on what must be done within the described boundaries. In fact, they encourage experimentation and initiative.

The essence of the strategy is expressed by competitive advantages. They contain complementary external and internal components: value proposition,

explaining why target consumers should buy your product out of all others possible options choice, and a description of how internal activities will be organized to deliver the proposed value to the customer. How your business will be different from others or what you will do better than others will determine the means by which you are going to achieve your goals. Being clear about what differentiates a firm from others helps employees understand how they contribute to the successful execution of the strategy.

Strategic planning played different roles at different stages of strategy development. In the 1960s and 1970s it was a central element of the scientific approach to management. This was greatly facilitated by the work of A. Chandler and I. Ansoff. In them, for the first time, strategy was associated with the organization of the company's activities. According to I. Ansoff, strategy actually relates to organizational development, since the main things for it are the market and the company’s prospects. This approach to strategy as planning meant that strategies could be developed as a result of the planning procedure, and corporate strategy could be represented as a set of long-term goals and the allocation of resources to achieve them.

This period is characterized by significant changes in the role specialized services By strategic planning who developed long-term development plans for the organization, its divisions and services. It was they who determined the content of the strategy. In the process of large-scale use of this strategy formation tool, planning turned into a routine, formalized process, performed annually, taking a lot of time and money (the scale of this work, as a rule, required the involvement of consultants) and not always related to the real needs of the organization.

In the 1980s, driven by increasing dynamism and complexity environment companies were forced to frequently reconsider development goals and, consequently, strategies for achieving them. Planning how component process of strategy formation lost its meaning, and companies began to gradually move towards the formation of a strategy, the basis of which is “vision”.

According to W. Peterson, the connection between strategy and strategic planning in modern stage can be expressed by the golden rule: first strategy, then strategic planning.

The differences between these concepts are presented in Table 1.

Table 1

Differences between the concepts of “strategy” and “strategic planning”

Strategy Strategic planning

Determines where to compete and how to win in the competition Ensures order and discipline of execution

Defines best choices Determines how to transform strategy into action, but does not shape it

Intensifies efforts in vital areas of activity Creates forecasts, budgets and logistics dependencies

M.: 2007. - 304 p.

For undergraduates, graduate students, and specialists studying modern problems and opportunities for organizations.

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Table of contents
INTRODUCTION 10
CHAPTER 1. GENERAL MANAGEMENT: CONCEPTS, EVOLUTION
Learning Objectives 12
1.1. CONCEPT OF GENERAL MANAGEMENT 12
1.1.1. General management and management 12
Definition of “general management” 12
“Management” and “management” are interchangeable concepts 14
1.1.2. Management as a function and process 15
Kinds management activities 15
Management as a process 15
1.1.3. Management is managers 15
The organization is run by people 15
Control apparatus 16
1.1.4. Management is an art and a science 16
Management as an art 16
Management is a science 17
1.2. DEVELOPMENT OF THEORETICAL FOUNDATIONS OF MANAGEMENT 17
1.2.1. The evolution of management thought in the 20th century 17
20th century: first works on control theory 18
Scientific principles of management 20
Development of management science in the first half of the 20th century 23
Second half of the 20th century: a turn in development theoretical foundations control 26
New management principles 29
Managerial aspects of economic reforms 30
1.2.2. New approaches to managing organizations in the Russian Federation 31
Pre-reform paradigm of socialist production management 31
A new management paradigm in transition 33
Conclusions 38
Test questions 38
CHAPTER 2. OBJECT OF MANAGEMENT - ORGANIZATION
Learning objectives 40
2.1. CONCEPT AND THEORETICAL FOUNDATIONS OF ORGANIZATION 40
2.1.1. Definition of the concept and role of organizations in society... 40
Organization: concept and features 40
The role of the organization in society 41
Organizations and management 42
2.1.2. Organization as a system 44
Concept organizational system 44
External environment of the organizational system 44
Internal environment of the organizational system 50
The connection between the internal and external environment of the organization... 50
2.1.3. Organization as a system of processes 51
Types of processes in an organization 51
Composition of main processes 52
Compound auxiliary processes 53
Management processes 54
2.1.4. Description of the organization as a management object 56
Description parameters 56
The value of parameters for characterizing an organization.... 56
2.2. CLASSIFICATION OF ORGANIZATIONS 61
2.2.1. Criteria for classification of organizations 61
By classifying organizations as formal and informal 61
By type of ownership 62
In relation to profit 62
By organizational and legal forms 62
By organization size 62
2.2.2. Integration of organizations 66
Concept of integration 66
Types of integration 66
2.3. ASSOCIATIONS, NETWORKS, UNIONS AS OBJECTS OF MANAGEMENT 70
2.3.1. Corporate associations 70
Mergers 70
Financial and industrial groups (FIGs) 71
2.3.2. Entrepreneurial networks, alliances 73
Reasons for creating and benefits of entrepreneurial networks and alliances 73
Character traits network formations 76
Principles of managing network entities 76
Features of managing a virtual corporation 78
Conclusions 79
Test questions 79
CHAPTER 3. MANAGER IN THE ORGANIZATION
Learning Objectives 81
3.1. MANAGER - PROFESSIONAL MANAGER 81
3.1.1. Characteristic features and content of managerial work 81
Characteristics of managers' work 81
Contents of work of managers - management functions 83
3.1.2. Requirements for managers 84
Management personnel 84
The role of managers in the organization 85
Requirements for special knowledge and skills 88
Requirements to human qualities 89
3.1.3. Characteristics of a 21st century manager 92
Conditions and factors that shape manager traits 92
Model of the modern manager 94
Entrepreneurship and Manager 95
The New Role of Leadership 97
3.2. DIVISION OF LABOR IN MANAGEMENT 100
3.2.1. Functional division of labor in management 100
Managers specializing in performing management functions 100
General (line) managers 100
3.2.2. Structural division of labor 101
Two Approaches to the Structural Division of Labor 101
Vertical division of labor 102
Horizontal division of labor 105
3.2.3. Division of labor according to the role of managers in the management process 105
Categories managerial workers 105
Head of organization 106
3.3. COOPERATION OF LABOR IN MANAGEMENT 109
3.3.1. Mechanisms of labor cooperation in management 109
Cooperation and coordination 109
New cooperation mechanisms 110
3.3.2. Group (team) work and its new role 110
Definition of concepts 110
Types of groups in organizations 111
Benefits and effectiveness of group work 113
Conclusions 114
Test questions 114
CHAPTER 4. PROCESS AND METHODS OF MANAGEMENT
Learning objectives 116
4.1. BASIC CONCEPTS OF THE MANAGEMENT PROCESS 116
4.1.1. Concept and main elements of the management process... 116
Definition of concepts 116
Components of the decision-making process 118
4.1.2. Problem or opportunity 119
Definition of concepts 119
Rules for formulating a problem 120
Problem situation 120
4.1.3. Participants in the decision-making process 123
Subjects of the decision 123
Decisions made individually 124
Decisions made by groups of people 125
4.1.4. Solution 127
Requirements for solutions 127
Classification of solutions 128
Programmable and non-programmable solutions 129
4.2. BASIC CONCEPTS OF THE DECISION MAKING PROCESS... 130
4.2.1. Rational (classical) model of the decision-making process 131
Process steps 131
Goals and criteria for evaluating actions 133
Organization and control of implementation of decisions 136
Limitations in using a rational decision-making model 137
4.2.2. Alternative models of the decision-making process... 137
Bounded rationality model 137
Retrospective model 139
4.3. CONTROL PROCESS METHODS 139
4.3.1. General scientific methods 140
Systematic approach 140
Integrated approach 140
Modeling 141
Economic and mathematical methods 141
Experimentation 142
Specific historical approach 143
Methods of sociological research 144
4.3.2. Specific management methods 144
Methods for managing functional subsystems of an organization 144
Methods for performing general management functions 145
Problem solving methods 146
Conclusions 156
Test questions 157
CHAPTER 5. PLANNING AND STRATEGY FOR ORGANIZATION DEVELOPMENT
Learning objectives 159
5.1. PLANNING AS A MANAGEMENT FUNCTION 159
5.1.1. System of organization plans 159
Definition of concepts 159
Planning in an organization 161
Modern approaches to strategic planning and its role 163
5.1.2. Organizational goals 165
Mission 165
Vision and Goals 168
Target grouping 170
Goal tree 176
5.1.3. Management system based on goals (results) 177
Principles of a management system by objectives 177
Stages of the management by objectives process 178
Results-based management concept 179
Advantages and disadvantages of a management system based on goals (results) 180
5.2. ORGANIZATIONAL STRATEGY 181
5.2.1. Model strategic management 181
Definition of strategy 181
Stages and elements of the strategic management model... 182
5.2.2. Analytical work when choosing and justifying the organization's strategy 187
Factor analysis external environment 187
Analysis of internal environmental factors 191
Strategic Alternatives 194
5.3. ORGANIZATION OF IMPLEMENTATION OF PLANS 197
5.3.1. Conditions for implementing the strategy 197
Strategy implementation model 197
Tools for implementing strategic plans 198
5.3.2. Carrying out planned changes in the organization 200
Principles of implementation and content of changes 200
Organization of work to implement plans 202
Conclusions 204
Test questions 204
CHAPTER 6. ORGANIZATIONAL MANAGEMENT STRUCTURE
Learning Objectives 206
6.1. CONCEPT, PRINCIPLES AND APPROACHES TO BUILDING A MANAGEMENT STRUCTURE 206
6.1.1. Management structure as part of the organizational structure 206
Organizational structure and management structure of the organization 207
Definition of management structure concepts 208
Characteristics of the management structure 209
6.1.2. Principles of building management structures 213
New understanding of classical management principles.... 213
Principles of forming management structures 215
6.1.3. Typical approaches to building management structures. . . 216
Formation of hierarchical and bureaucratic management structures 216
Formation organic structures control 218
Comparison of two approaches to building management structures 220
6.2. TYPES OF ORGANIZATIONAL MANAGEMENT STRUCTURES 222
6.2.1. Choosing a management structure 222
Situational factors of choice 222
Division of management work 223
Level of centralization and decentralization 224
Coordination mechanisms 224
6.2.2. Types of management structures 225
Linear-functional management structure 225
Divisional management structure 228
Project management structure 234
Matrix management structure 236
Brigade structures of work and management 238
6.3. MODERN TRENDS IN DEVELOPMENT AND ASSESSMENT OF THE MANAGEMENT STRUCTURE OF AN ORGANIZATION 242
6.3.1. Modern tendencies in the development of management structures 242
6.3.2. Management structures at different stages of organizational growth 244
6.3.3. Assessing the organization's management structure 246
To achieve the organization's goals 246
According to control system parameters 246
Conclusions 249
Test questions 250
CHAPTER 7. MOTIVATION, CONTROL AND MANAGEMENT EFFECTIVENESS
Learning objectives 251
7.1. FUNCTION OF MOTIVATION IN MANAGEMENT 251
7.1.1. The role of motivation in management 252
People are the main source of effective development 252
Motivated staff - a united team 252
7.1.2. Motivation as a function of the management process 253
Definition of motivation as a process 253
Theoretical basis of motivation 254
Motivation methods 256
7.1.3. Lifelong learning system as a motivation factor 258
Modern views on the learning organization 258
Managerial Skills Development Pyramid 259
Continuous training system for managers 260
Modern approaches to training managers 262
Differentiation of training for managers 263
7.2. CONTROL FUNCTION IN AN ORGANIZATION 266
7.2.1. Concept and content of control 266
Control - function of the management process 266
Stages of the control process 267
7.2.2. Types of control in an organization 270
By frequency of control 270
By functional subsystems 272
7.2.3. Control methods 272
General methods 272
Benchmarking 273
Total quality control ( Total Quality Control) and total quality management (Total Quality Management - TQM) 275
7.3. MANAGEMENT EFFICIENCY 277
7.3.1. The concept of “management efficiency” 277
Efficiency and economy 277
7.3.2. Models of organizations 278
Modeling as a way to study the properties and connections of organizations 278
Basic models of organizations 279
7.3.3. Methods for assessing and measuring management effectiveness 283
The need for performance assessment 283
Performance measurement indicators 283
Methods for comparing organizations by efficiency of financial and economic activities 290
7.3.4. Effective management organizations 292
Tasks of managers for the effective operational functioning of organizations 292
Tasks of managers for effective strategic development of organizations 293
7.3.5. Restructuring and organizational effectiveness 294
Definition of concepts 294
Model of an effective organization 296
Restructuring results 297
Conclusions 300
Test questions 300
RECOMMENDED READING 303

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