What formula characterizes the methodological content of the management process. Concept of management process

Management- this is a system of management methods in a market or market economy, which involve the company’s orientation towards the demand and needs of the market, a constant desire to increase production efficiency at the lowest cost, in order to obtain optimal results.
Control is the process of planning, organization, motivation and control necessary in order to formulate and achieve the goals of the organization (Meskon M. Kh.). The essence of management is the optimal use of resources (land, labor, capital) to achieve set goals.
Management is the implementation of several interrelated functions:
planning, organization, employee motivation and control.

Planning. With the help of this function, the goals of the organization, the means and the most effective methods for achieving these goals are determined. An important element of this function are forecasts of possible development directions and strategic plans. At this stage, the company must determine what real results it can achieve, assess its strengths and weaknesses, as well as the state of the external environment (economic conditions in a given country, government acts, positions of trade unions, actions of competing organizations, consumer preferences, public views, development technologies).

Organization. This management function forms the structure of the organization and provides it with everything necessary (personnel, means of production, funds, materials, etc.). That is, at this stage, conditions are created for achieving the organization’s goals. Good organization of staff work allows you to achieve more effective results.

Motivation is the process of encouraging other people to act to achieve organizational goals. Performing this function, the manager provides material and moral incentives to employees, and creates the most favorable conditions for the manifestation of their abilities and professional “growth”. With good motivation, the personnel of an organization perform their duties in accordance with the goals of this organization and its plans. The motivation process involves creating opportunities for employees to satisfy their needs, subject to the proper performance of their duties. Before motivating staff to work more efficiently, the manager must find out the real needs of his employees.

Control. This management function involves assessing and analyzing the effectiveness of the organization's performance. With the help of control, the degree to which the organization has achieved its goals is assessed, and the necessary adjustments to the planned actions are made. The control process includes: setting standards, measuring results achieved, comparing these results with planned results and, if necessary, revising original goals. Control ties together all management functions; it allows you to maintain the desired direction of the organization’s activities and promptly correct incorrect decisions.

The leader and his roles

Supervisor- a person empowered to make management decisions and implement them. The role of a leader is understood as “a set of specific behavioral rules appropriate to a specific institution or a specific position” (Mintzberg). There are ten main leadership roles. The manager performs these roles at various periods of his work.
Broadly, the roles of a manager are divided into three groups:

Interpersonal roles. The manager plays the role of leader, that is, he is responsible for motivating, recruiting, training employees, etc. The manager is also the link between his employees. The main leader performs the role of the sole commander - the main supreme leader.
Information roles. Being a receiver of information, the manager receives a variety of information and uses it for the purposes of the organization. The next role of a leader is to disseminate information among members of the organization. The manager also performs representative functions, that is, conveys information about the organization through external contacts.

Decision making roles. The manager acts as an entrepreneur, develops and controls various projects to improve the organization's activities. He also acts as a person who eliminates disruptions in the work of the organization. The leader is the distributor of his organization's resources. In addition, he is the person negotiating with other organizations on behalf of his organization.

All these managerial roles, taken together, determine the scope and content of the work of a manager in any organization.

Levels of Management

Large organizations need to perform very large volumes of management work. This requires dividing management work into horizontal and vertical. The horizontal principle of division of labor is the placement of managers at the head of individual divisions and departments. The vertical division of labor principle is the creation of a hierarchy of management levels to coordinate horizontally divided management work to achieve organizational goals.

Leaders are divided into three categories:

Lower level managers (operational managers). The most numerous category. They monitor the implementation of production tasks and the use of resources (raw materials, equipment, personnel). Junior superiors include the foreman, the head of the laboratory, etc. The work of a lower-level manager is very diverse, characterized by frequent transitions from one type of activity to another. The level of responsibility of lower-level managers is not very high; sometimes the work involves a significant proportion of physical labor.

Middle managers. They monitor the work of lower-level managers and transmit processed information to senior managers. This level includes: heads of department, dean, etc. Middle managers bear a significantly greater share of responsibility.

Senior managers. The smallest category. They are responsible for the development and implementation of the organization's strategy and for making decisions that are especially important for it. Senior managers include: company president, minister, rector, etc. The work of a senior manager is very responsible, since the scope of work is large and the pace of activity is intense. Their work mainly involves mental activity. They must constantly make management decisions.

Modern manager

Changes in society, economics, and technology force us to rethink the concepts of management in a modern organization, to reformulate the professional characteristics of a manager necessary for the successful management of an organization in modern conditions.

In modern conditions, industries related to intellectual activity are becoming increasingly important. In Russia, during the period of transition economy, there is an increased demand for managers in service sectors - trade, finance, information technology.
Thus, a modern manager must have the ability to manage such a business and possess decision-making skills in conditions of uncertainty.
In the article "The 21st Century Manager: Who is He?" (magazine "Management in Russia and Abroad") economists A. G. Porshnev and V. S. Efremov talk about management in modern society as follows:
"In a society where management is based on the intellectual cooperation of people; on their network cooperation, implying multi-connectivity and the participation of each person in many production processes that require his knowledge and skills; on the integration of planning and execution processes; on the creation of dynamic, problem-oriented teams of workers the relationship of hiring labor is giving way to the relationship of buying and selling the product of labor. And this is a revolution."

A modern manager should be guided by the following principles:

People oriented because people are the most vital resource of an organization.
The spirit of competition, that is, the ability to achieve success in conditions of intense competition.
External perspective, that is, the ability to enter into alliances and seek support from the outside, including from key figures.
Orientation towards systems, that is, system management as a solution to the problem of conducting an “information orchestra”.
Flexibility and ability to make decisions under conditions of uncertainty.
Future-oriented.

A) Receiving information, processing information, turning information into command information, transmitting command information.

B) Study the situation, develop a solution, formulate a goal, implement a solution.

C) Definition of the problem, formulation of the goal, development of the solution, implementation of the solution.

D) Determining the goal, processing information, making decisions, monitoring execution.

D) Setting a goal, assessing the situation, identifying a problem, making a decision.

What is the criterion for the effectiveness of a management decision?

A) The number of adjustments that need to be made during its execution.

B) Sufficient quantity, completeness and value of information about the work performed under this decision.

C) The human factor in the perception of management decisions.

D) Coordination of activities in the implementation of the decision.

D) Motivational potential of a management decision.

How is the concept of management decision defined?

A) A set of coordinated actions leading to the resolution of a problem.

B) The final stage of the control process, which determines the impulse of influence on the controlled system.

C) A binding order or instruction from a manager.

D) Formula for the influence of the control system on the controlled one.

D) A set of command information entering the controlled system.

What is the problem in the management process?

A) A set of information about the state of the managed system.

B) A set of tasks solved in the management process.

C) Conflict situation in the processes of functioning of the organization.

D) Determination of necessary anti-crisis actions.

D) The main contradiction that requires resolution.

What is the role of diagnostics in the management process?

A) Characterizes the role and importance of the human factor in management.

B) Gives the most complete description of the management goal.

C) Allows you to identify the problem based on an assessment of the situation.

D) Determines the need and value of information for developing a management decision.

D) It is an analytical basis for the development of management decisions.

What is the natural sequence of stages in the management process?

A) Definition of the problem, formulation of the goal, implementation of the activity, evaluation of the results.

B) Anticipating results, organizing work, using results, defining the problem.

C) Searching for information, processing information, obtaining a decision, activities for its implementation;

D) Obtaining knowledge, using knowledge, developing solutions, organizing activities.

D) Setting a goal, assessing the situation, defining a problem, developing a solution

118. What influence does the characteristics and state of culture have on management??

A) Management does not depend on culture because it is built on business relationships.

B) Culture hinders management because in many cases it creates barriers to effective communications, especially when communicating with foreign partners.

C) Culture, if taken into account, increases management effectiveness.

D) Culture should not be taken into account, but mastered. It is effective only when it is the same for the subject and object of management, manager and staff.

D) Culture is an element of the management mechanism and this is its role and significance.

How is management development related to the development of information technology?

A) There is no direct connection. These are two parallel processes.

B) The development of information technology accelerates the process of management development.

C) The development of information technology complicates the development of management. The amount of information, information noise, etc. is increasing.

D) Management development is determined mainly by human development. Only through human development do information technologies influence the development of management.

E) Information technology is the main factor and condition for management development.

How does communication affect the quality of decisions?

A) The value of information, which determines the quality of the decision, depends on them.

B) Communications do not affect the quality of decisions; they only determine the organizational capabilities of developing solutions.

C) Communications characterize the human factor of a management decision.

D) Communications do not determine the value of information, they characterize the channels of its movement and this is the main factor in their influence on the quality of the decision.

E) Communications reflect the management system, decisions – the management process. Their influence on the quality of decisions in the connection between the system and the management process.

121. What characteristic is, in your opinion, the main one in formulating the mission of the organization.

A) Making a profit.

B) Role and purpose in society.

C) Industry and product range.

D) Policy towards personnel.

D) Development of equipment and technology.

Management process- this is a set of individual activities aimed at streamlining and coordinating the functioning and development of an organization and its elements in the interests of achieving their goals.

Management process solves two tasks:

tactical is to maintain stability, harmonious interaction and performance of all elements of the control object;
strategic ensures its development and improvement, transfer to a qualitatively and quantitatively different state.

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

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

The subject of work in management is management documents, which received this name in contrast to other documents that are not generally related to the management process. The main carrier of information in the management system is currently the document. With their help, the relationship between the structural divisions of the organization is carried out.

The transformed information acquires an independent existence and can accumulate, which leads to a complication of the management process and an increase in the dominance of past decisions over current ones. The latter, however, is to a certain extent useful, since it generates organizational order, ensuring automatic activation of management mechanisms and the implementation of appropriate actions without special instructions. However, it is limited because it is not able to subordinate and coordinate all organizational elements.

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

Product of labor- this is the result of the management process, which is a management decision. With the help of one or another material medium (mainly documents), these decisions come directly to the control object.

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

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

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

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

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

The process of managerial work consists of elementary actions, or operations, that is, homogeneous, logically indivisible parts of management activities, with one or a group of information carriers (documents) from the moment of their receipt to transfer in a transformed form to others or for storage.

Management Operations is a technologically indivisible process of processing management information entering a given structural unit.

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

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

Management jobs vary:

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

Let us dwell in more detail on the latter, since for managerial work it is perhaps the main characteristic.

The complexity of managerial work is determined by several circumstances.

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

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

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

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

Management procedure– a set of management operations and documents interconnected in a certain order, aimed at achieving a fixed goal.

The procedure should reflect the purpose of the work, the documents used and developed, their content, and the order in which they are completed.

Classification of procedures and operations is carried out according to a number of criteria:

By content:
- Information or information technology are associated with the processing of information and its media. Documentation, primary accounting, accounting and computing operations and procedures are also distinguished here;
- Logical-mental or analytical-constructive are associated with the preparation and adoption of management decisions;
- organizational ones consist of service-communication, administrative and coordination operations and procedures.
By the nature of the combination in time:
- sequential, i.e. each operation or procedure begins only after the completion of the previous one;
- parallel, involving the simultaneous execution of operations and procedures;
- parallel-sequential involve partial combination of adjacent operations and procedures in time and space.
By difficulty:
- simple operations and procedures, i.e. containing several elements and operations;
- complex operations (20-30 elements) and procedures (100 or more operations).
By degree of repeatability:
- repetitive, i.e. constantly performed by employees of the management apparatus;
- non-repetitive or creative, complex operations and procedures.

With all their diversity and varying degrees of complexity, management procedures are cyclical in nature.

Management cycle– this is the period of circulation of information in the field of management, which is measured by a time interval or calendar period defined for each procedure.

The relevance of the question about the stages of the leadership process is due to the fact that it runs like a red thread through all the activities of the organization. Efficiency can be compared to a clock. A well-functioning and clear mechanism will lead to the planned result. At the same time, a good management system is characterized by flexibility - the ability to adapt to new conditions.

The essence of management

Management refers to the management of an object or subject (person). Management as a process is a set of various types of activities, coordination, and maintaining order necessary for the successful operation of an enterprise, achieving goals and development.

The management process includes solving a tactical and strategic problem:

the task associated with tactics requires maintaining the harmony, integrity and effectiveness of the elements of the controlled object;
strategy implies development, improvement and positive change in state.

Characteristics of management processes

The management process is continuous and cyclical. It consists of managerial labor, subject, means and final product. Management of any object is associated with periodic repetition of individual stages of work. These may be phases of collecting and analyzing data, developing an organization for its implementation.

The technology of the management process is improved along with the development of the organization. If a manager is late in making decisions, then the management process becomes chaotic and inertial.

A closed sequence of management actions repeated to achieve goals is called the management cycle. The beginning of the cycle is the identification of the problem, the result is the achievement of a working result. The frequency of management processes helps to find patterns and principles common to organizations of different profiles.

Management principles

The foundations of management processes are expressed through fundamental principles. They are objective and consistent with the laws of management. The list of general principles of management that can be found in textbooks is not small. Among them are:

focus;
feedback;
information transformation;
optimality;
prospects.

The formation and operation of a management system is based on several other principles.

Division of labor	Management functions are separated from each other and become the basis for the management structure. Departments and teams appear that perform different but uniform types of work.
Combining functions	Combination of operations in management functions. The relationship between the functions of governing bodies and the internal structure.
Centrism and independence	The management process and organizational structure remain centralized and independent from the external environment.
Subordination in the management system	The information flow links top, middle and lower management levels in stages.

The implementation of the principles contributes to the effective integration of management functions and strengthening ties at all levels of management bodies.

Management functions

The professional activities of managers gradually reflect management functions.

Grouping functions	The management process includes activities
General (universal) functions	Planning, forecasting, coordination, organization, control, accounting function and others. Contribute to the development, improvement and interconnection of management processes.
Special Features	Administration, personnel management, motivation. As tools for common functions, they help organize productive activities.
Secondary functions	Maintenance of management processes for the successful functioning of all

Based on the nature of the activity, functions are distinguished that are used in various fields related to production, economics, economics, and technology.

Henri Fayol divided the management functions of an industrial organization into 6 groups: administrative, commercial, production, accounting, insurance and accounting activities.

Stages of the management process

Every management action and decision is accompanied by the unity of information, goals, society and other aspects. The essence of management reflects which can be presented as a set of stages.

The management process includes stages that alternate continuously.

In addition to the above stages, the management process includes actions to implement a management decision.

7 stages of the HR process

Management tasks in the field of human resources are varied. The human resource management process consists of seven stages.

Planning of staffing for all functions of the enterprise.
Attracting personnel, forming a personnel reserve, selection and hiring.
Work motivation. Creation of material (salary, bonuses) and non-material motivation system for the formation of a stable team.
System of adaptation and career guidance for employees. As a result, everyone must get to work quickly, know corporate goals, and understand the essence and requirements for their activities.
Evaluation of employees and labor. Assessment of knowledge, skills and abilities for effective work. A system for evaluating everyone’s work and informing the team as a whole.
Relocation, career planning, personnel rotation.
Training personnel to replace managers. Improving the qualifications of management workers.

An effective personnel management process is impossible without developing and increasing the professional potential of workers. This factor becomes decisive in production and labor productivity.

Project management

Project management processes are a collection of functions and specific activities.

The entire project and each performer can be assessed using a number of indicators. This is the volume, period and quality of work performed in accordance with the deadlines, the amount of invested resources (material, financial), the personnel composition of the project team, the expected level of risk.

Project management processes are associated with solving the following tasks:

formulation of project goals;
search and selection of solutions for project implementation;
creating a structure (team of performers, resources, deadlines and budget);
connection with the external environment;
management of a team of performers and coordination of work progress.

Information Management

Information is a body of knowledge, information about any event, fact, phenomenon or process. In production management, information becomes a necessary means of communication between employees.

The great importance of information in a management system is associated with its versatility. It is not only the subject and product of managerial work, but also a set of data on the state of the management system, internal and external environment.

Information management processes represent the stages of collecting, transmitting, transforming, processing and applying information. Storage and destruction of the information base are distinguished as separate processes.

Management of risks

Risk management in any company is not a one-time event, but an ongoing necessity. Risk management has become a stage of business management, without which it is impossible to make a profit and achieve goals. includes five stages of targeted action.

In practice, these processes are not always performed in this order or can be carried out simultaneously.

The overall picture should be supplemented with feedback for each stage, meaning a return, if necessary, to the completed stage. The final stage is associated with conclusions and final evaluation. The results should be used when working to assess and minimize risks in the future.

Production technology management

They depend on the organizational structure, which is presented in modern enterprises in three versions.

The centralized method of management involves the concentration of functions in departments. In production, only line management is actually present. Therefore, centralization is applicable only in small production.
Decentralization - the structure of the management process is associated with the transfer of all functions to workshops. The workshops become partially independent divisions.
A combination of centralization and decentralized systems is used by most manufacturing enterprises. Operational issues are resolved in workshops or bureaus, and management methods and quality control remain with management departments. The workshops have their own management apparatus and conduct the entire technological process.

Financial management

A financial management system should be present even in a small company and consist not only of accounting. The management process includes five areas of financial work.

Business process control	Helps identify possible cash losses
Creation of a financial department	And the allocation of financial departments means a clear distribution of responsibility and effective control of cash flows.
Control of the movement of money and goods	This is carried out using a financial cash flow plan.
Introduction of management accounting	It is implemented after the development of indicators to assess the state of finances and the efficiency of departments.
Budget management	The management process includes financial departments based on analytical information.

Management process analysis

The main purpose of management analysis is to provide management with information to make informed decisions. It includes three areas of analysis:

retrospective (examines information about past events);
operational (analysis of the current situation);
prospective (short-term and strategic analysis of a possible situation in the future).

Improving the management system

The process of improving the management system is carried out on the basis of analysis of management and accounting data. To assess its effectiveness, it is necessary to calculate a number of coefficients: controllability, level of labor automation, labor efficiency, economic management efficiency, management effectiveness, labor productivity.

Improving the management system is an inevitable process for a successful organization. At this stage the management process includes, for example:

1) audit of the management system;

2) checking compliance with legislation, international standards, recommendations of the Bank of the Russian Federation;

3) development of measures to improve the management system and update internal documentation;

4) cooperation of the board of directors with shareholders and the formation of proposals.

The current state of society and the economy contributes to a rethinking of management and managerial professionalism. It becomes important for the manager to actively work on the development of personnel, the main resource of the enterprise. A successful manager knows how to look to the future and show flexibility in making decisions in the face of complete unpredictability of the external environment.

Topic 8

Management process

This topic will cover the following topics for management students:

The concept of the management process;

Properties of the control process;

Stages of the management process;

The role of control influence in the management process;

Constant impacts;

Periodic exposures;

Concepts: “action”, “impact”, “interaction”;

Directions and types of impact;

Sources of influence in the management process.

In the previous topic, we showed that each of the enterprise systems (as management systems) - managed and control - has its own organizational structure, which serves as a form of process existence. Consequently, each of the named systems has its own process. Earlier we discussed the process of a controlled (production) system, called production, regardless of whether it is material or spiritual (immaterial) production, where it takes place.

The management process taking place in the management system has similarities with the production process and its own characteristics, explained by the nature of managerial work. The production process is aimed at the production of goods and services, and the result of the management process is the preparation of control actions and decisions. This is the main difference between these processes.

8.1. Concept of management process

Process (from Latin processus - advancement) means:

Consistent change of phenomena, states in the development of something;

A set of sequential actions to achieve a result (production, preparation of decisions).

Management process - this is a set of purposeful actions of the manager and management staff to coordinate the joint activities of people to achieve the goals of the organization.

Table 8.1.1.

Options	Processes
Options	Management process	Manufacturing process
Subject of labor	Information	Material, blanks, part, etc.
Means of labor	Tools, office equipment, computer equipment, etc.	Equipment, accessories, devices, etc.
Product of labor	Information in transformed form (decision, plan, report)	Part, unit, unit, product
Performer of the labor process	Manager, specialist, technical executive	Production worker
Process stages	Goal setting, information work, analytical work, choosing an action option (decision development), organizational and practical work	Procurement, processing, assembly, testing
Process components	Operations, procedures	Operations
Workplace of the labor process performer	With wide boundaries	With narrow boundaries

Control process parameters. All processes occurring in an enterprise (in the sphere of production and management) are, first of all, labor processes, since both production and management are the joint work of people performing purposeful actions according to a specific program. The parameters (characteristics) of the management process include:

Subject of labor;

Labor tools;

Product of labor;

Performer of the labor process (Fig. 8.1.1.).

Rice. 8.1.1.

General functions are performed in all organizations with material and spiritual production without exception. The formation of specific functions depends, as is known, on the specifics of the production system and the areas of activity of the enterprise. Therefore, the list of specific functions can be as small or as large as desired, depending on the size of the organization and the scale of its production.

At each specific enterprise, the management process involves general and specific functions for preparing management actions, preparing, making and implementing decisions.

8.2. General characteristics of the management process

Management process – This is the activity of the subject of management in coordinating the joint work of workers to achieve the goals of the organization.

As a scientific concept, the management process appears in the unity of its three sides:

2) organizations;

3) implementation procedure (control technology).

1. From the content side, the management process can be characterized as a targeted impact on the state of the elements that form the management system. This process expresses the unity of various partial processes (technical, economic, social, etc.) performed by the management apparatus within certain spatial and temporal boundaries in relation to specific objects and levels of management.

2. The organizational characteristic of the management process expresses the spatial and temporal sequence of its occurrence, determined by the management cycle. The latter includes 1) defining goals and 2) implementing management functions. An important role in this aspect belongs to the division of the management process according to the components of the management system and its levels.

At the enterprise level, the following typical components of the control system are distinguished as objects of the control process application:

1) line management subsystem;

2) target subsystems;

3) functional subsystems;

4) control support subsystem.

The line management subsystem includes all line managers - from the foreman to the director of the enterprise. Target subsystems cover:

Management of implementation of the production and supply plan;

Product quality management;

Resource management;

Production development management;

Management of social development of the workforce;

Environmental management.

Functional subsystems characterized by the specialization of management activities to perform the corresponding 1) specific and 2) special management functions.

Control support subsystem covers:

1) legal support;

2) information support;

3) organization and implementation of regulatory management;

4) office work;

5) equipping the enterprise with technical means of management work.

3. On the procedural (technological) side, the management process is a connection between certain of its stages and phases, which are expressed and consolidated in their further division into types of work, operations and actions, as well as procedures, algorithms, etc.

The concept of the management process is closely related to the category of management potential, which is understood as the totality of management capabilities and resources available to the management system: information, material, labor, financial, experience and qualifications of personnel, and management traditions.

The management process from the content side may look like this (Fig. 8.3.1.):

Rice. 8.3.1.

Methodological content,

Functional content,

Economic content,

Organizational content,

Social content

Methodological content of the management process involves the identification of certain stages that reflect both the general features of a person’s work activity and the specific features of management activities. The stages characterize the sequence of qualitative changes in work in the management process, being stages of internal development impact in every act of its implementation

Stage – this is a set of operations (actions) characterized by qualitative certainty and homogeneity and reflecting the necessary sequence of their existence.

The management process can be represented as a sequence of the following stages:

Goal setting (goal setting),

Assessments of the situation,

Definitions of the problem

Development of management decisions.

Let us reveal the step-by-step sequence of the control process visually (Fig. 8.3.2).

Rice. 8.3.2.

Target is the manager’s idea of what the system he manages should be like. In a scientific definition, it can be formulated as an ideal image of the desired, possible and necessary state of the system. The management process begins with setting an impact goal. If it is a consciously carried out process, purposeful and expedient, it can only begin with understanding, defining and setting the goal of influence.

Situation – this is the state of the controlled system, evaluated relative to the goal. By situation it would be incorrect to understand only deviation from the program or conflicting cases of work. Management is carried out regardless of whether there is a deviation or not, whether the situation is conflict or non-conflict. The state of the system can never be identical to the goal, therefore, a situation always exists.

The difference between a situation and a goal usually involves many contradictions. The act of influence is necessary to resolve these contradictions, to bring the state of the system closer to the goal. But this is only possible if we find a leading contradiction, the resolution of which will lead to the resolution of all the others.

Problem – this is the leading contradiction of the situation and the goal, the resolution of which should be aimed at. Without defining the problem, a management decision is impossible.

Management decision – this is finding ways to solve a problem and organizational work to implement a solution in a managed system. It is the final stage of the management process, its connection with the production process, the impulse of influence of the control system on the controlled one.

Functional content of the management process. It manifests itself in the large-scale consistency and preference for the implementation of basic management functions. The following stages can be distinguished here.