For managerial workers, the management process. Abstract: Fundamentals of management activities in an enterprise. Management cycle and its stages

In life, we quite often use the word “process” in relation to a wide variety of situations. At the same time, no one has a question: what is a process? We all take this word for granted and understand it as a logical sequence certain actions or human operations aimed at obtaining a specific result. We come across this term more than once when presenting the material in this textbook.

We view management in at least three senses: as the people who do the work of management, as the field of knowledge about management, and as the process of management. One thing is clear to everyone today: management is, first of all, a process.

What is the management process? This question will receive as many answers as there are people interviewed, and all of them will be quite correct.

However, such diversity cannot be used if we want to create an effective management technological process for a particular organization.

Process is a set of sequential, purposeful actions to achieve a result.

Participants in the management process are managers, performers and controllers.

Purpose of the management process- combining the efforts of participants to achieve a specific result. Item management process - information that performers, controllers and managers use in their activities.

Facilities implementation of the process - these are documents and various means of receiving, transmitting, recording, storing, processing and issuing information.

A properly designed management process makes an organization prosperous. And in order to correctly design this process, it is necessary to know its internal structure, the relationships between the individual stages of execution and their characteristics.

It is known that the process approach to management was first studied by the representative of the “classical school” or scientific managementism, Henri Fayol. Analyzing the activities of managers, he considered it as a process divided into separate stages: planning, organization, coordination, control and motivation.

Over time, it became obvious that the content of the management process is not exhausted by the list of these functions. If we take any of the functions separately, then its implementation also represents a management process. It seems that the management process consists of separate processes for performing each specific function.

Let's figure it out. Indeed, to perform, say, the planning function, it is necessary to perform a number of sequential procedures. Again abstraction. After all, planning as a process is carried out in relation to a specific object and a specific situation, and this is true. Each time we talk about control processes that differ from each other in the objects to which they are directed and the time of their execution.

Rice. 5. Management cycle

In our opinion, the management process must be associated not with functions, but with management tasks. As we already know, each task represents management actions that are described by the goal, the object of management, the time period for its solution, and information parameters (input, output). In accordance with the definition given earlier, the “management process” is a logical sequence of management actions, i.e., management tasks, the solution of which is aimed at achieving a specific result, which is the goal. Thus, the content of the management process reflects the logical relationship between solving the problem of planning, organization, accounting, control, regulation, analysis and stimulation. The combination of these management tasks, the solution of which is aimed at one specific goal, forms management cycle(Fig. 5.), or specific management process.

All organizational management processes, presented in the form of a relationship of management tasks, can be divided into two large groups: permanent and periodic.

Permanent processes represent functional areas of human activity to achieve current goals. For example, the process of product production management. Such processes contain certain management procedures, the execution order of which is pre-designed and described in the form of instructions. Changes in the content of permanent processes occur infrequently. Management procedures are standard in nature and change only when the management system is improved. They are described by a standard set of control problems, the solution of which is carried out according to a well-known algorithm. Well-known methods are used to solve them.

Periodic processes- this is an active form of management caused by the emergence of unplanned, unforeseen situations, requiring the development of operational (often one-time) management actions. These processes, as a rule, are aimed at resolving emergency management situations. To carry out management procedures, rules developed by management are used, but the use of these rules represents the art of management. At different points in time, the object of attention of the manager carrying out the periodic management process may be various aspects of the managed system.

Both permanent and periodic management processes have the same internal structure, differing in goals, subject, means, and content of the management procedures and operations performed.

In the management process, elements and management procedures can be distinguished.

Elements of the management process are management categories, the logical relationship of which determines the following characteristics management activities:

a) why the control process is performed;

b) what caused the emergence of the management process;

c) what the management process is aimed at;

d) what type of influence is generated in the management process.

Based on the essence of management activities, which we discussed earlier, we can distinguish the following elements of the management process:

· situation;

· problem;

· solution.

The logical relationship of these elements is shown in Fig. 6.

Target determines the meaning of the management process. Processes are implemented to achieve a goal. The management process is always a purposeful activity of the participants. The specific result of human activity is a goal. Consequently, each management process is carried out to achieve a specific goal. Therefore, the management process involves clarifying or setting the goal for which it will be carried out.

Rice. 6. Organizational management process

Each of the management processes has its own goal. Therefore, goals are relatively permanent (indefinite period of time) and periodic. An incorrectly set goal makes the management process ineffective and even harmful to the successful operation of the organization.

Goals in the management process must be operational in nature and translated into specific tasks and work assignments. For each management situation, they are a guideline for concentrating the necessary resources.

Situation represents the state of a managed subsystem (for permanent processes) or a separate object (for periodic processes).

A situation in the management process arises as a result of the occurrence of deviations in the activity of the managed object or the influence on the object of environmental factors in which the organization operates. The situation can have a positive impact on the organization controlled by a specific object, increasing its effectiveness, or a negative impact, reducing it. For example, a sharp increase in demand for an enterprise’s products allows the price to increase, and, conversely, a sharp decrease in consumer demand for the same products forces the organization to develop measures that have undesirable trends. A situation is a certain disturbance that causes control processes to occur. The complexity and scope of influence of the situation (impact on a large subsystem or individual object) are the reason for the emergence of constant or periodic management processes.

In management, the situation has one very important feature. Numerous situations affecting an organization are interconnected. One situation leads to many others; the passage of a boat causes waves on the river. The first management process, developing a reaction to the impact of the situation, causes the appearance of other management processes, and they, in turn, cause other processes, thereby creating a constant management cycle

Situations in the management process create problems that must be resolved by managers.

Problem - this is the need to justify and choose a certain position in resolving the situation that has arisen.

The problem involves clarifying the main contradictions between the operating conditions of the organization caused by the emergence of the situation and the conditions required for the organization to achieve its goals. Clarification of the nature of the management situation allows us to determine possible areas of activity for the manager to eliminate any deviations that have arisen from achieving the set goal.

Areas of activity are related to the redistribution of available resources (material, human, financial), i.e., identifying the necessary resources and their distribution.

When choosing possible ways out of the current situation, the manager must remember the interconnectedness of management situations. Therefore, when solving a problem, a manager needs to use an integrated systems approach. Merely indicating which elements or factors that caused a situation most influence the success of the organization is clearly not enough to determine which solution will be best to achieve a particular organizational goal.

To do this, it is necessary to establish the relationship between these elements and develop a comprehensive response to eliminate undesirable impacts.

Specifically, the impact on the situation is carried out through a decision.

In the management process, a manager chooses the direction of action not only for himself, but also for the organization and other employees.

Solution- this is the final and, perhaps, the most important element in the management process.

The decision involves choosing the most effective option for influencing the situation that has arisen (meaning the variable factors that caused the situation), choosing specific means and methods, and developing specific management procedures for implementing the management process.

It is this element that brings into action human, material and financial resources. The effectiveness of the developed management response to the impact of the emerging situation depends on what decision is made. The solution accumulates the successful and unsuccessful aspects of the previous elements and is required to filter out ineffective areas of activity of managed objects or actions of managers.

Each element of the management process is implemented using interrelated management procedures. The following management procedures can be distinguished:

· goal setting;

· Information Support;

· analytical activities;

· choice of action options;

· implementation of solutions.

Goal setting as a procedure is designed to ensure the setting of a specific goal (if the goal is not set) or an understanding of the essence of the goal associated with the management process.

Goal setting is carried out for ongoing processes.

In this case, goals act as a standard, a measure by which the performance of work is measured.

In the management of an organization, there are often cases when the goal-setting procedure proceeds unconsciously, automatically, or simply.

Such cases occur in many periodic processes. However, apparent automaticity does not mean that the manager carries out the management process and clarifying the content of the goal. In these cases, there is a subconscious understanding of the goal towards which the manager directs the management process. The goal is known to the manager, and the situation that has arisen is not so complex that the manager can immediately determine the nature of its influence. Therefore, the impression of automaticity in the implementation of the control process is created.

No management process can be carried out without a goal-setting procedure. Management without a goal does not exist, which follows from Corollary 1 general concept management.

The goal setting procedure allows you to do the following:

1. organize and explain the entire range of phenomena associated with an object, a system or an enterprise as a whole;

2. predict the behavior of an object, subsystem or enterprise;

3. evaluate the reasonableness of decisions at the moment when they have not yet been made;

4. analyze your own work for managers at all levels in the management process and improve it as a result.

The goal-setting procedure is also necessary to understand the essence and content of the situation that has arisen. Any situation must be proportionate to the goal, the achievement of which it can influence.

Information Support represents a management procedure regarding the subject of the management process - information that adequately reflects the characteristics of the goal and the impact of the situation on its achievement.

This procedure includes operations to collect the necessary information, systematize it and process it.

Analytical activities in the management process, characterizes a set of operations related to assessing the state of a managed object, subsystem or enterprise (depending on the type of process), searching for ways to improve or eliminate undesirable impacts from the situation that has arisen. The situation itself, the reasons for its occurrence and the possible consequences of its impact are also analyzed. For this purpose, collected and processed information about the specific goal and factors that created the management situation is used. Analytical activity “serves” all elements of the management process, providing possible options for the management process.

Choice of action options. The content of this management procedure depends on the complexity of the situation. To develop a response to the impact of the situation, the manager needs to determine the most adequate options for action. If the problem is not particularly complex and has been correctly assessed, then choosing the right solution is relatively simple. The manager, given the necessary information, simply selects the alternative with the most favorable overall consequences.

But the manager has to deal not only with simple situations, but also with very complex and interrelated situations. In this case, he has to take into account many trade-off options, and if the analytical procedure has not been carried out sufficiently, then it is possible that no alternative may be the best. There are times when even additional analytical work does not provide satisfactory alternatives.

In these cases, the manager is forced to accept the alternative that is acceptable, but not necessarily the best. Thus, the procedure for selecting alternatives is mandatory in the management process, but it does not necessarily lead to the selection of only the best solution.

Implementation of the solution. The real value of a solution only becomes apparent once it is implemented. The control process ends if it has influenced the control object as a result of the specific work of the performer. Therefore, the procedure for implementing a decision requires the manager not only to make an acceptable decision, but also mandatory organization its execution, i.e. he must involve specific performers in this process. If this is not done, then such a management process has no real meaning, and it is not worth spending resources on its implementation (performing previous procedures).

Feedback. P The control process contains, in addition to the listed elements, feedback. We have already discussed the role of feedback. Therefore, it is clear to us that comparison of the result obtained from the implementation of the chosen decision alternative with the goal for the sake of which the management process was carried out is possible only by establishing feedback. Methods for establishing feedback will be discussed below.

It is important to understand here that feedback allows the manager to evaluate the results of the management process he has implemented and, if necessary, adjust the result while the organization has not yet suffered significant damage.

The basis of all management procedures is information transmitted through human speech, documents or appropriate technical means. Therefore, information support is necessary when performing all management procedures. The subject of the management process is the information that managers and performers use to implement it.

After mastering this chapter, the student should:

know

Main characteristics of group processes in an organization;

be able to

Identify different organizational structures;

own

Technologies of interaction in companies with different organizational structures.

Contents of management activities and main management functions

The leader plays an important role in any organizational system. His activities are closely related to all aspects of the organization's functioning. Studying the psychology of managerial activity is somewhat difficult. Currently, the external manifestations of management activity have been studied to a greater extent, rather than its internal content.

It is advisable to study the psychology of management based on the activity approach. The concept of activity has the status of a general scientific category and is studied by such sciences as philosophy, sociology, psychology, economics, engineering disciplines, physiology, etc.

Activity is defined as a form of the subject’s active relationship to reality, aimed at achieving consciously set goals and associated with the creation of socially significant values ​​and the development of social experience. The subject of the psychological study of activity is the psychological components that encourage, direct and regulate the subject’s labor activity and realize it in performing actions, as well as the personality traits through which this activity is realized. The main psychological properties of activity are activity, awareness, purposefulness, objectivity and consistency of its structure. An activity is always based on some motive (or several motives).

Activity involves two main levels of characterization - external (objectively active) and internal (psychological). External characteristics of activity are carried out through the concepts of subject and object of labor, object, means and conditions of activity.

Subject of labor– a set of things, processes, phenomena that a subject must mentally or practically operate in the process of work. Means of labor- a set of tools that can enhance a person’s ability to recognize the characteristics of the subject of labor and influence it. Working conditions - system of social, psychological and sanitary-hygienic characteristics of activity. The internal characteristics of activity involve a description of the processes and mechanisms of its mental regulation, structure and content, and operational means of its implementation.

TO structural components of activity include: goal, motivation, information basis, decision making, plan, program, individual psychological properties of the subject, mental processes (cognitive, emotional, volitional), mechanisms of control, correction, voluntary regulation, etc.

Anatoly Viktorovich Karpov classified activities as follows:

• by subject area of ​​work (profession and specialty);
• according to the specifics of the content (intellectual and physical);
• according to the specifics of the subject ("subject-object" types, where the subject of activity is a material object, and "subject-subject" types, where people are the subject of labor influences);
• according to the conditions of implementation (activity in normal and extreme conditions);
• By general character(work, study, play), etc.

The complex nature of management activity as individual and joint determines not only its belonging to a special, specific type of activity, but also predetermines the presence of a number of basic psychological characteristics. Management activity is characterized not by a direct, but by an indirect connection with the final results of the functioning of a particular organization. The more management activity is concentrated around non-executive functions and freed from directly performing work, the higher its effectiveness.

The essence of management activities– organizing the activities of other people, i.e. "activity of organizing activities" ("second order" activity). This property is considered in theory as the main one - attributable to management activity (which is why it is designated by the concept of meta-activity).

The purpose of management activities– ensuring the effective functioning of a certain organizational system. The content of management activities is uniform in its essence and represents the implementation of a number of standard management functions: planning, forecasting, motivation, decision-making, control, etc.

The work of a manager is aimed at solving two aspects of activity - ensuring technological process and organization of interpersonal interactions. The activities of a leader are more effective if the leader is not only a formal boss, but also a leader and knows how to combine hierarchical (“keeping distance”) and collegial (coordinating) principles.

According to A.V. Karpov, management activities are quite specific according to typical conditions, which are divided into external and internal. TO external conditions relate:

• strict time restrictions;
• chronic information uncertainty;
• presence of high responsibility for the final results;
• unregulated labor;
• constant lack of resources;
• frequent occurrence of so-called extreme – stressful situations.

TO internal conditions relate:

• the need to simultaneously perform many actions and solve many problems;
• the inconsistency of regulatory (including legislative) regulations, their uncertainty, and often their absence;
• lack of clear and explicit formulation of evaluative criteria for performance effectiveness, and sometimes their absence;
• multiple subordination of the manager to various higher authorities and the resulting contradictory demands on their part;
• almost complete non-algorithmization of activities, etc.

In management theory, there are three basic approaches to considering the management process: process, system and situational.

According to process approach The management process is considered as a chronologically ordered and cyclically organized system of management functions. Thus, the condition for successful management is not only the effectiveness of management functions, but also their precise organization within a single process.

According to A. Fayol, there are five basic management functions: predict, plan, organize, manage, coordinate and control. Subsequently, the following functions were identified: goal setting, forecasting, planning, organization, management, leadership, motivation, communication, coordination (integration), research, control, evaluation, decision making, correction, personnel selection, representation, marketing, innovation management and etc.

At the same time, everything Management functions can be grouped into four basic categories:

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

In addition, there are two so-called connecting functions(aimed at coordinating basic functions) – decision making and communication.

Planning is a system of ways by which management ensures a unified focus of the efforts of all employees of the organization to achieve its goals, including the development and implementation of means of influence: concept, forecast, program, plan.

Organization– a system of measures aimed at optimization joint activities employees to achieve goals, including the development of operating modes, adaptation to changes in external and internal connections in the management system, and coordination of activities.

Motivation– encouraging employees to perform high-quality tasks in accordance with delegated responsibilities.

Control includes setting standards, measuring what has been achieved, comparing what is achieved with what is expected, and taking action to correct deviations from the original plan.

Decision-making is the choice of how and what to plan, motivate, organize and execute.

Communication – This is the process of information exchange between people in the process of joint activities.

Systems approach proceeds from the fact that any organization is a system consisting of interdependent parts.

The main task of the manager in this case is to see the organization as a single organism, unified system, the constituent parts of which interact both with each other and with the outside world.

However, it must be taken into account that modern organizations are so-called sociotechnical systems, i.e. they are internally heterogeneous and include qualitatively different components. They consist of a complex subsystems, which must be coordinated hierarchically (by type of subordination) and “horizontally” (by type of coordination).

The systems approach has formulated a new understanding of organizations as sociotechnical systems, and also contributed to the strengthening of interdisciplinary connections between management theory and other sciences and areas of research (general systems theory by L. von Bertalanffy, “industrial dynamics” by D. Forrester, studies of “administrative systems” by C. Barnard, research on theoretical foundations control (cybernetic direction) N. Wiener).

In addition, the systems approach demonstrated the need integrated approach to the theory of management based on integration various schools management.

Situational approach represents a unified methodology, a way of thinking in the field of organizational problems and ways to solve them. According to this approach, any organization is open system being in constant interaction with the external environment, when the main reasons for what happens in the organization must be sought in the situation in which the organization operates. From the point of view of this approach, a situation is defined as a specific system of circumstances and conditions affecting the organization at a given time.

In accordance with this approach, the management process includes four main macro stages:

• 1. Formation of managerial competence of a manager.
• 2. The ability to foresee the consequences of certain steps in a given situation and conduct a comparative analysis of them.
• 3. Adequate interpretation of the situation and identification of external and internal situational variables; assessment of the effects of exposure to them.
• 4. Coordination of management techniques chosen by the manager with specific conditions based on the requirement to maximize positive and minimize negative effects.

The third stage is the main one in this process. It must be taken into account that the specific sets of situational variables can vary greatly. However, there are a number of basic variables that are relevant for most management situations (Figure 1.1). The situational approach showed that the effectiveness of any approach is determined by the management situation.

Rice. 1.1. Structure external organization environment

• Shadrikov V.D. Abilities and activities. M., 1995.
• Karpov A.V. Psychology of management. M.: Gardariki, 2005.
• Karpov A.V. Decree. op.
• Grayson J., O'Dale K. American management on the threshold of the 21st century. M., 1991.
• Albert M., Meskon L/., Kheduri F. Fundamentals of management. M., 1992.

Any organizations, including manufacturing enterprises To achieve their goals they need a management process. The organization of management involves the combination in space and time of all components of the management process. Organization of management involves the creation organizational structure and organization of functioning production system. The management process can be represented as a sequence management decisions. The functional aspect of production management involves performing a number of functions. General management functions include planning, organizing, motivating, coordinating, controlling and regulating. Each of these functions, in turn, can be represented by a set of more specific functions. The planning function, for example, includes analyzing the state of a managed object, forecasting trends in its development, determining management goals, developing a plan for achieving goals (distributing goals and resources according to executors and deadlines). The control function includes functions such as accounting and analysis. The implementation of all these management functions requires decision making. Thus, during planning, planned decisions are made, during organization, organizational decisions are made, and during regulation, operational regulatory decisions are made.

Making decisions is a process that begins with the emergence of a problem situation and ends with the choice of one of several possible options solutions and action to identify the problem situation. Problem- this is a situation characterized by such a difference between the necessary (desired) and the existing state of the controlled system, which prevents its development or normal functioning. Management decision- this is a product of managerial work, it is a choice of alternatives made by the manager within the framework of his official powers and competence and aimed at achieving the goals of the enterprise. Management decisions represent the main tool of management influence in response to problematic situations that arise during the management of an enterprise.

Management decisions are a way of constant influence of the control subsystem on the managed one (the subject of the decision making on the object of the decision execution), which ultimately leads to the achievement of the set goals.

The processes of development, adoption and implementation of management decisions, assessment of their actual effectiveness occupy a central, hierarchically important place in the structure of management activities, since they are the ones who largely determine both the content of this activity and its results.

Decision making is the main content of all management functions. The need for decision-making arises at all stages of the management process and is associated with all areas and aspects of management activity. From the perspective system analysis The management process is essentially a process of solving problems of an enterprise that arise as it functions and develops.

The management cycle always begins with setting goals, identifying and identifying problems, continues with the development and adoption of the solution necessary to respond to a problem situation, and ends with the organization and control of its implementation. Analysis of the obtained result and assessment of the degree to which the set goal has been achieved serves as a source for identifying new problems and making new decisions, thus resuming the management cycle.

The meaning of management activity is to ensure that the enterprise achieves its goals, while the content of management is to develop certain control actions aimed at achieving these goals. The development, adoption and implementation of decisions is thus a concentrated expression of the very essence of management.

A management decision refers to the choice of an alternative; an act aimed at resolving a problem situation. Ultimately, a management decision is presented as the result of management activity.

In a broader sense, 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.

Thus, the concept of decision is ambiguous and is considered as a process, as an act of choice and as a result of choice.

A decision as a process presupposes a regulated sequence of actions to develop, adopt and implement a control action to achieve a set goal.

Decision as the act of choosing (in accordance with accepted criteria) means and methods of responding to a problem that has arisen from a variety of possible alternatives involves the release normative document regulating the activities of the management system, action plan, oral or written instructions on the need to perform a specific action, operation, process.

The decision as a result of the implementation of a specific chosen option of action is the implementation of the set goal, reflected in the established indicators.

A management decision is a creative act of the subject of management (the manager and the staff supporting him), which determines the implementation of a reasonable choice from possible alternatives of the goal, plan and method of action of the team to resolve a problem situation based on knowledge of the objective laws of the functioning of the control object and the analysis of information monitoring the state of the managed system and environmental influences.

A management decision is a social act, prepared on the basis of a variant analysis and an assessment adopted in the established order, having directive significance, containing the setting of goals and justification for the means of their implementation, organizing practical activities subjects and objects of management aimed at achieving these goals.

Issues of management decision-making methodology cover such concepts as typology of decisions, principles, methods and technology for developing and implementing decisions, criteria for evaluating alternatives.

The concept of organizing the development of management decisions includes measures to improve collaboration various units and divisions of the enterprise, as well as individual employees within the framework of the process of developing and implementing solutions based on established regulations, instructions, standards, liability standards and other policy documents.

The organizational essence of management decisions is that the organization’s personnel are involved in this work. To work effectively, it is necessary to form an efficient team, develop instructions and regulations, vest workers with powers, rights, duties and responsibilities, establish a control system, allocate the necessary resources, including information, provide workers with the necessary equipment and technology, and constantly coordinate their work.

The organizational content of the decision is manifested in the fact that the system for organizing work on the development and implementation of solutions must be clearly defined; it allows us to establish and consolidate the rights, duties and responsibilities of individual employees and services of the organization to perform individual works (operations), stages and phases of development and implementation of solutions. This is done by regulating and instructing workers involved in the development and implementation of the solution.

The concept of “technology for developing a management decision” reflects the specifics and stages of actions to develop a solution, identified on the basis of optimizing the conditions for its practical implementation, taking into account the professional level of employees, specific conditions and various circumstances that determine the implementation of the decision.

The concept of “methods for the development and implementation of decisions” includes methods, forms, techniques for performing work on the preparation and implementation of management decisions (data analysis, processing and systematization of necessary information, determination of options for action, selection criteria, methods of decision-making and the procedure for its execution and control over implementation of the solution).

The subject of management – ​​the decision maker (DM) – can be one person or a group of persons. The decision-maker must have certain knowledge and experience in decision-making, and must also have the ability to take reasonable risks and a developed sense of intuition, and must clearly represent their preferences and powers. Having the right of final choice, the decision maker may not agree with any of the options proposed by experts, consultants, or advisers. When refusing a decision, the decision maker must be able to formulate new goals, identify resources for the decision and assess the degree to which new goals have been achieved.

The concept of “object of management decision making” includes all aspects of the enterprise’s activities, in particular, such as organizing production, ensuring the introduction of innovations, economic and financial development, conducting marketing research in the market, organizing management activities, organizing remuneration, social development personnel and conduct personnel policy etc.

Management decisions are the driving force in the implementation of all enterprise management functions. So, on to the functions production units relate:

marketing research;

design;

pre-production;

management of material and technical resources;

production of products;

sales of products;

product quality management;

HR management;

financial management.

The main functions of the management process include:

planning;

organization;

motivation;

coordination;

control;

regulation.

The functions of decision makers at the stages of development and implementation of management decisions include:

information analysis;

diagnosis of the situation;

development of solution options and selection criteria;

choice of alternative;

organization of implementation of the decision;

control of results.

The relationship between these functions can be shown schematically as follows (figure)

Management decisions must implement the following functions: guiding, coordinating, motivating.

Guide The function of decisions is manifested in the fact that they are made based on the long-term development strategy of the enterprise and are specified in a variety of tasks. At the same time, decisions are the guiding basis for the implementation of general management functions - planning, organization, motivation, coordination, control, regulation, which are implemented through decisions.

Coordinating the function of decisions is reflected in the need to coordinate the actions of performers to implement decisions within the approved time frame and of appropriate quality.

Decision maker functions

Relationship of functions

Motivating the function is implemented through a system of organizational measures (orders, resolutions, regulations), economic incentives (bonuses, allowances), social assessments (moral and political factors of labor activity: personal self-affirmation, creative self-realization).

For effective preparation and implementation of management decisions, it is necessary to provide support for management decisions, i.e. provide assistance to decision makers and preparers in the field of methodology, organization, personnel, information and economics.

Scientific and methodological support consists in the development of hypotheses, ideas, theoretical positions, principles that require experimental testing on models and subsequent implementation in management decisions when forming goals, objectives and the content of management action.

Organizational support involves the need to develop instructional materials on the procedure for developing, implementing and monitoring management decisions, on timing, procedures, participants, distribution of responsibilities between them, etc.

Methodical support, i.e. development of a set of methodological materials on all aspects of management decisions within the stages of preparation, implementation, analysis, and evaluation of decision results.

Personnel and social support includes special training for participation in the development and implementation of the solution and the involvement of specialists from other fields to ensure the completeness of the development, as well as holding individual and explanatory meetings with participants and implementation of the solution.

Information-theoretical support provides the necessary information and allows you to automate information procedures, as well as the process of preparing, implementing and monitoring management decisions.

Economic support determines the terms of financing and the necessary resources and issues of developing incentives for participants in the development and implementation of a solution.

Legal support ensures that the decision as an organizational and legal act complies with the powers of the decision-maker, the established procedure for adoption and execution, and verification of the legal consequences of the implementation of the decision. The solution must determine the sequence and order of actions to solve the problem; calendar dates (intermediate and final); responsible executors indicating departments, officials and names; issues of coordination and interaction between co-executors; reporting procedure.

The methodology (development and implementation) of management decisions uses such concepts as goal, alternatives, criteria, models, decision subject (DM), decision object, decision functions, decision support.

Target means the desired end result of an activity. As a direct motive, the goal directs and regulates human activity. The purpose of organizing the decision-making process is to increase its efficiency while saving living and past labor, which, in particular, comes down to the rational use of information.

Alternatives– possible ways to solve a task or problem to achieve the goal. To select a solution (alternative) based on the formulated goal, it is necessary to define many criteria and develop rating scales for them.

Criterion is a rule that places alternatives in order of importance or preference. Using criteria, the degree of achievement of the goal is determined. In many cases, decisions have to be made under multi-criteria conditions.

In such cases, the criteria are ranked in order of importance and the preferences of the decision maker are used.

Model is a conventional image of an object, process or phenomenon, used as a substitute for the original and reflecting its essential aspects. The model makes it possible to repeatedly conduct experiments to study the possible results of implementing various solution options. The model is developed to improve understanding objectively existing reality and to develop a rational plan of action.

The lack of reliable information does not allow for adequate justification of decision options; lack of time prevents a thorough objective assessment possible consequences choosing one or another solution option, then decisions are made under conditions of uncertainty. According to the degree of uncertainty, situations can be divided into certain (deterministic), probabilistically certain (risky) and uncertain.

The subjective information of the decision maker is based on his experience, intuition, and policies. The characteristics of the human information processing system impose certain restrictions on all human behavior, even if it is an experienced, rational leader. This leads to the fact that decision makers themselves, without additional analytical support, use simplified and sometimes contradictory decision rules. To carry out this additional analytical elaboration of the decision, a decision-making specialist is needed to help the decision-maker consistently and consistently formulate the policy, the decision-maker's system of preferences and the structure of the problem. By designing procedures for identifying preferences and making decisions, a decision maker helps decision makers make informed choices, identify necessary trade-offs, consciously and consistently pursue their policies, and evaluate their possible consequences.

A social (public) system is characterized by the presence of a person in a set of interrelated elements. (For example, a production team). Set of solutions in social system characterized by diversity in means and methods of implementation. This is explained by the fact that the main object of control is a person as an individual with a high rate of change in consciousness, as well as a wide range of nuances in reactions to identical and similar situations.

Depending on the conditions for implementing decisions in the social system, a manager can achieve from his subordinates both cooperation (support), and confrontation. The professionalism of the specialist developing or implementing a solution is determined by his ability to create a stimulating environment for the implementation of the solution. Employee, in functional responsibilities includes actions to manage the activities of other employees (subordinates), is a leader. The decisions made by a leader in a social system are called management decisions.

Before it starts manufacturing process, the manager creates his model (goals, forms of specific activities, available resources and opportunities, probable difficulties and ways to overcome them). All this is formed in the form of a management decision that directs, organizes and stimulates labor activity team.

Topic 2. CONDITIONS AND QUALITY FACTORS

Management, although it plays a very definite role in the organization, nevertheless permeates the entire organization, touching and affecting almost all areas of its activity. However, with all the diversity of interaction between management and the organization, it is possible to quite clearly establish the boundaries of the activities that constitute the content of management, as well as to quite clearly define the subjects of management activities - managers.

Management of an organization appears as a process of implementing a certain type of interrelated actions to form and use the organization's resources to achieve its goals. Management is not equivalent to all the activities of the organization to achieve final goals, but includes only those functions and actions that are related to the coordination and establishment of interaction within the organization, with the incentive to carry out production and other types of activities, with the target orientation of various types of activities, etc. P. (Fig. 1).

Initial state Final state

Rice. 1. Location of the management process V organizations

The content and set of actions and functions carried out in the management process depend on the type of organization (business, administrative, public, educational, military, etc.), on the size of the organization, on the scope of its activities (production of goods, provision of services), on level in the management hierarchy (top management, middle level management, lower level of management), on the function within the organization (production, marketing, personnel, finance) and on many other factors. However, despite all the diversity, as A. Fayol drew attention to back in 1916, all management processes in an organization are characterized by the presence of, in general, homogeneous types of activities. All types of management activities can be grouped into four main management functions: 1) planning, which consists in choosing goals and an action plan to achieve them; 2) a function of the organization through which tasks are distributed between individual departments or employees and interaction between them is established; 3) leadership, which consists of motivating performers to carry out planned actions and achieve their goals; 4) control, which consists in correlating the actual results achieved with those that were planned.

Manager

A manager is a member of an organization who carries out management activities and solves management problems. It can be said with full responsibility that managers are the key people in the organization. However, not all managers play the same role in the organization, not all managers occupy the same position in the organization, the tasks performed by different managers are far from the same, and, finally, the functions performed by individual managers are also not identical. This is due to the fact that there is a hierarchy in the organization, because different functions are performed in the organization, and finally, because there are different kinds management activities.

An organization cannot exist without managers, and there are a number of reasons for this)

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