"Educational and methodological complex for the course Management The electronic educational and methodical complex (EMC) for the discipline "Management" was created in accordance with the requirements of the Regulations on..."

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Educational and methodological complex for the course

Management

Electronic educational and methodical complex (EMC) for educational

discipline "Management" was created in accordance with the requirements

Regulations on the educational and methodological complex at the higher level

education and is intended for students of the specialty "World

economy". The content of the sections of the teaching materials corresponds to the educational

standards of this specialty, the structure and subject of the curriculum

in the discipline "Management".

The main goal of the EMC is to provide methodological assistance to students in the systematization of educational material in the process of preparing for the final certification in the course "Management". A distinctive feature of this complex is its profile orientation, taking into account the features of the specialty "World Economy".

The structure of the UMC includes:

1. Educational and program materials (sections: organizational and methodological, content of educational material), including an approximate thematic plan of the discipline, content work program on the course "Management", plans of seminars for self-preparation of students.

2. Educational and methodological support of the discipline (lecture notes on the course "Management", questions for preparing for the exam in the discipline, assignments, questions for self-control, subjects of abstracts and reports, list of references). The material can be used for independent preparation of students for lectures and practical exercises.

3. Educational and practical instructions for independent work of students, preparation for seminars, performance of control tasks, preparation of abstracts and reports.

4. The form of control in the discipline "Management" (a system for monitoring and evaluating students' knowledge).

5. Reference materials, including certain provisions of the regulatory legal acts of the Republic of Belarus, regulating economic processes, program-planning documentation of the educational work of BSU.

EXPLANATORY NOTE

The academic discipline "Management" is an important part of studying the patterns and trends in the development of the modern world economy in the context of studying the economies of individual countries and regions. For students of the specialty "Customs" discipline is one of the key. Management in this course is considered comprehensively, attention is focused on the general patterns and specifics of the development of sectors and complexes of the country.

The objectives of teaching the discipline:

to give students a basic understanding of organizations of various types and outline general directions effective management them;

lay out the system scientific knowledge, which constitute the theoretical and methodological basis of management;

to teach students to independently analyze management problems and make decisions that meet a specific situation;

orientation in the diverse problems of management;

develop the skills and abilities to search for the necessary information for making management decisions.

The tasks of studying the discipline:

mastering the functions, principles and methods of scientific management;

study of scientific schools of management and modern approaches to management;

understanding the importance of the internal and external environment of the organization;

mastery of tools strategic planning, organization, motivation and control as the main functions of management;

orientation in leadership and management styles;

The list of disciplines, the assimilation of which by students is necessary for the study of this discipline:

Economic theory, economics, world economy and international economic relations, business economics.

Place in the educational process:

This discipline is an introductory training course in management.

The skills of working with literature, statistical data on the course "Management" can be used in the future when writing term papers and theses.

–  –  –

Topic 5. Management functions. The concept of functions. Function types:

basic, connecting, special, auxiliary.

Main functions. Forecasting (Delphi method, scenario method, heuristic methods, extrapolation methods, psychological methods), short-, medium- and long-term forecasts.

Planning: essence, types of plans (strategic, current, tactical, operational, project plans). Modern approaches to planning (management by objectives, special planning group, decentralization of planning, new planning paradigm).

Organization and coordination as functions of management. The concept of organization (norm of manageability, formalization of management, management structure). The concept of coordination.

Stimulation and motivation. The concept of incentives, types of incentives (monetary, non-monetary, social, psychological, creative, moral). The concept of motivation. Theories of motivation (needs hierarchy theory, Herzberg's two-factor model, McClelland's theory of acquired needs, expectations theory, S. Adamson's theory of justice, reinforcement theory). Modern methods of stimulation - motivation in the organization of work (design of work tasks, flexible work schedules, empowerment and power), professional ethics (refusal of moralizing, fading rewards), remuneration (flexible pay systems, profit sharing, ownership participation).

Control and controlling. The concept of control, its stages, varieties, purpose. Types of control: traditional bureaucratic (rationing, power hierarchy, technical control departments), decentralized (corporate traditions, "groups of equals", self-control, selection and specialization of personnel), total quality management (quality circles, delegation of control powers, control comparisons, external sources cycle times, continuous improvements). The concept of controlling.

Linking functions in management. The role of communications in management. The concept of communications. Elements of communications (sender, recipient, channels, networks, "barriers", the actual message). Making decisions. Essence of management decision.

Types of decisions (rational, compromise, intellectual, intuitive). Factors of influence on managerial decision-making (management personality, environment, quality of initial information, dependency circumstances). Decision-making algorithm (problem diagnosis, selection of criteria, identification and selection of alternatives, implementation of the selected alternative, feedback).

Modern decision-making techniques (brainstorming, devil's abvocat, multiplicative defense, Carnegie model).

Concept and essence of consulting. Algorithm of actions of the consulting service.

Special management functions (management of production, resources, supply, sales, innovation, investment, personnel, finance, funds, joint ventures) Topic 6. Leadership styles.

The concept of leadership style.

Classic leadership styles (democratic, liberal, authoritarian, dictatorial, flexible). Leadership style theories (behavioral and situational approaches, attention to subordinates and work structuring, "management grid" by R. Blake and J.

Mouton, F. Fiedler's situational theory). Special leadership styles (diplomatic, innovative, regulatory, planned, conservative, bureaucratic, emergency, administrative, totalitarian, mixed, creative).

Modern leadership styles (charismatic, transactional, service, interactive, team)

Foundations of the organization. Organization as a field of activity of the manager. The concept of organization. The relationship between the concepts of "organization" and "team".

Professional and informal groups in the team.

The main characteristics of the organization (mission, goal, material base, personnel, position in the market segment, internal and external environment). Types of organizations (industrial, service, social, public, commercial, non-profit, charitable, church, sports, etc.). Other typologies of organizations.

Formalization as a way of managing an organization. Reactive control. Target management (organizational-stabilizing, organizational-technological, organizational-administrative).

The internal environment of the organization. The main elements of the internal environment (functional structure, divisional structure, matrix structure, command structure, network structure). Tall and flat structures. The concept of controllability. Centralization and decentralization of management, delegation of authority. Types of technologies (low, intensive, high and intermediate) Corporate culture as the most significant factor in the internal environment of the organization. Levels of corporate culture. External elements of corporate culture (symbol, legend, hero, ceremony, motto). Adaptive and non-adaptive corporate cultures.

Cultural gap and the role of the leader-symbol in overcoming it.

Psychological climate in the team. The main characteristics of the psychological climate (professional ethics and informal processes). The main factors influencing the psychological climate (the personality of the leader, working conditions, the incentive system, motivation, professional relations).

The external environment of the organization. The concept of the external environment. Environment of direct influence (suppliers, consumers, resources, competitors, legal conditions). External environment of indirect impact (economic, political and social factors).

International environment. Main elements of the international environment (competitiveness of products, investment climate, export-import balance, export structure) Topic 8. Working in teams.

Team work. The concept and essence of commands. Difference between professional groups and teams in terms of key indicators. Economic and psychological performance indicators of the team. Types of work teams (vertical, horizontal, specialized, self-managed, virtual).

Characteristics of teams by number (optimal, small, large) and by the roles of participants (specialists, harmonizers, observers, mixed).

team processes. The concept of command processes. The main types of team processes (development, indicators of team cohesion, formation of team opinion, interpersonal friction).

Advantages and disadvantages of working in teams

Individual professional features of subordinates. Education and experience (specialty, qualifications, work culture, professional responsibility, professional pride). Abilities (types of abilities, quality of abilities, mastery, diagnostics of abilities). Character (definition, types of characters in men and women). Temperament.

Emotional world of personality. The main types of emotional states. Emotional properties (sensibility, responsiveness, sentimentality, emotionality, passion, coldness).

The emotional state of the individual. Deviation of mood from the norm (excitement, depression, stress, affect, shock, frustration).

Management of emotions (psycho-correction, relaxation, reflection, self-correction) and stress (internal and external prevention of stress, recognition of defeat, reassessment of values, switching attention).

School of self-correction according to the D. Carnegie system (“Live today”, “Think positive”, “Correctly meet failure”, “Reconcile with the inevitable and already happened”, “Use the “case rating”, “switch”, “Do not “settle scores ”, “Do good for yourself”, “Reap the benefits of losses”, “Share care”), an algorithm of actions for mastering self-correction techniques.

Personnel management (recruitment and recruitment, personnel training, placement of personnel, work with personnel)

Portrait of a manager (biographical characteristics: education, managerial experience, age of the manager, gender problems of management; natural properties: charisma, intelligence, emotional stability and stress resistance; acquired qualities: enterprise, purposefulness, reliability, communication skills).

Manager image. Components of the manager's image. The external part of the image (appearance, clothes, business shoes, gestures, facial expressions, gait, people around). The inner part of the image (culture of behavior, speech, vocabulary, imagery of the language, purity of the language, rhythm of speech, tonality of speech, sense of humor). The professional part of the image (obligation, the nature of professional activity, special knowledge, business confidence, the state of the workplace).

Requirements for a modern manager: tasks of a modern manager, success factors (work for pleasure, modern approaches to working with people, creativity, professional training). Psychological orientation of the manager. Typical mistakes of an unqualified leader (punishment of the innocent, encouragement of the uninvolved, "raw" decisions, own sinlessness, labeling, favorites and outcasts). Psychological laws of management and communication (laws of Khleid, Hunt, Hanlon, Hawkins, Meyer).

Management and leadership. Correlation of leadership and official power. Types of official power (coercion, reward, law, example, trust). Classical theories of leadership (personal, behavioral, situational). Modern theories of leadership (charismatic, attributive, transformative). Differences between a manager and a leader. Combination of management and leadership.

Self-development of a manager as purposeful work on oneself.

The manager's self-development program (establishing one's strengths and weaknesses, overcoming stereotypes of consciousness and external barriers, developing personal qualities, professional knowledge, self-management). Individual work plan.

Selection and training of future managers (the practice of selecting future managers, the practice of preparing for managerial activities).

Management experience.

From the history of oratory. Preparing a speech (the topic of the speech and the audience, collecting material, developing the form and content of speech, visual aids, mastering the material (folding-thinking over pronunciation), communicative desire). Type of speech, culture of speech (correctness, clogging, slang, foul language, gestures, facial expressions, emotions), attention control, regulations. The content of the speech: the plan and composition of the speech (introduction, main part, main links, purpose and conclusion), the logic of speech ("text tree", "text pyramid", new information in the speech, a new look), arguments and facts, speech language ( adequacy, expressiveness, imagery of the language), 10 methods of expressiveness of oral speech (question-answer form, tropes, connecting constructions, inversion, repetition, synonyms, antithesis, debatable form, humor and satire, catchphrases).

Business conversation. Business conversation: the beginning of a business conversation (contact, the debut phase of the content, (hook and direct transition), typical mistakes at the beginning of a business conversation (uncertainty, apologies, negative statements, disrespect for the interlocutor, claims against the interlocutor), the course and content of a business conversation, questions from a friend to a friend (open, closed, rhetorical, critical, questions for reflection), the end of the conversation.

business meetings and meetings. The concept of a business meeting, goals, types of meetings (authoritarian, segregative, debatable, free), tasks of a planned production meeting, an algorithm for preparing a business meeting (determining the need and expediency of a meeting, setting the day, time and place of holding, determining the composition of participants, preliminary study of issues, advance familiarization of the participants with the agenda), advice on holding the meeting. Methodology for preparing the meeting (determining the agenda, appointing speakers for each issue on the agenda, appointing inspectors or opponents, determining the circle of invitees, compiling a list of speakers, preparing visual materials, preparing a draft resolution).

Psychological rules for collective decisions at meetings and meetings.

Preparation for negotiations. Concept of negotiations. The main elements of the negotiations: the initiative of the negotiations, the time and place, the preconditions for the negotiations, the composition of the delegations, the draft agreement, the positions of the parties (strong position, weak position, position of interests or principles, position of pseudo interest).

negotiation process. The beginning of negotiations (the process of acquaintance, souvenirs, accommodation of delegations, the beginning of a conversation), the rules of business negotiations, the rules of business negotiations (taking into account the interests of a partner, discussing details, expanding the scope, polite persistence, keeping records, avoiding self-deprecation, writing agreements, common words mean polite refusal), negotiation styles (aesthetic, analytical-aggressive, flexible-aggressive, outgoing), psychological negotiation tricks (high start, false accents, extortion, salami, bad-good guy, pulling out parts, hiding flaws, low pitch, high pitch) .

The art of controversy. The concept of controversy, elements (thesis, arguments, demonstration). Rules of controversy (clarification of the thesis, definition of concepts, evaluation of arguments, evaluation of the demonstration, preservation of the thesis, respect for the opponent, stopping the dispute). Techniques of controversy (tearing off "masks", being caught red-handed, returning an argument, revealing motives, an argument of authority). Tricks in controversy (substitution of thesis, false argument, personal argument, lady's argument, force argument, false retraction of an argument, delaying an objection, inspiring confidence, addressing the public)

Fundamentals of conflictology.

The concept of conflict. Theories of conflicts (conflict-free harmonious development by J. Moreno, conflict dialectical development). Causes of conflicts, i.e. conflictogens (value, behavioral, informational, structural), conflict model.

Typology of conflicts (according to the participants, the source of occurrence, the nature of values, the degree of influence, the duration of the course).

Behavior in conflict (avoidance, concession, confrontation, compromise, cooperation). Consensus as a result of overcoming the conflict. Post-conflict (constructive and destructive).

Conflict management: main functions (prevention, suppression, delay), conflict resolution methods (structural, interpersonal, "arbitrator"). Negotiation algorithm for conflict resolution. Psychological rules for resolving (minimizing) conflicts.

PLANS OF SEMINAR LESSONS

Topic 1. Introduction to management.

1. Management as an educational and scientific discipline.

3. Modern view on the role of management.

Topic 2. The origins of scientific management.

1. Control system of F. Taylor.

2. Graphs by G. Gantt. Diagrams F. and L. Gilbreth.

3. G. Ford's contribution to the scientific organization of labor.

4. Development of management in Europe: principles and functions of management of administrative management by A. Fayol (“General and industrial management”).

5. The theory of rational bureaucracy M. Weber.

6. Issues of leadership and rationalization by L. Urwick, the theory of "small-scale organizations" and "intermediate technologies" by F.

Schumacher.

Topic 3. Management human relations.

1. "Psychology of management" L. Gilbreth. "Dynamic Management" M. Follett ("The New State", "Creative Experience").

2. Hawthorne experiments E. Mayo.

3. "Theory of the hierarchy of needs" A. Maslow. "Theory X" and "Theory Y" D. McGregory.

4. Japanese management system: five distinctive features of Japanese management, "Theory Z", "Control culture".

5. Socio-psychological management: principles.

6. Psychology of management.

7. Development of management thought in Russia and Belarus Topic 4. Modern concepts, principles and methods of management.

1. Process, system, situational and quantitative approaches in modern management theory.

2. Evolution of management principles.

3. Specific features (mandatory, gratuitous, verifiable, accurate) and types (organizational, administrative, disciplinary) of administrative management.

4. Economic Methods(state, internal, personal) management.

5. Socio-psychological methods (collective and individual levels) of management.

6. Management models: types (physical, analog, mathematical) and types (game modeling, analytical modeling, queuing modeling, inventory management modeling, computer modeling).

Topic 5. Management functions.

1. The concept of functions. Function types.

2. Main functions. Forecasting, short-, medium- and long-term forecasts.

3. Planning: essence, types of plans.

4. Modern approaches to planning.

5. Organization and coordination as a function of management.

6. Stimulation and motivation.

7. The concept and types of incentives (monetary, non-monetary, social, psychological, creative, moral).

8. The concept and theories of motivation (the theory of the hierarchy of needs, the two-factor model of Herzberg, the theory of acquired needs of McClelland, the theory of expectations, the theory of justice by S. Adamson, the theory of reinforcement).

9. Modern methods of stimulation - motivation in the organization of work.

10. Control and controlling.

11. Connecting functions in management.

12. The role of communications in management.

13. Decision making. Solution types.

14. Factors of influence on managerial decision-making.

15. Algorithm for making a decision.

16. Modern decision-making techniques.

17. Concept and essence of consulting. Algorithm of actions of the consulting service.

18. Special functions of management.

Topic 6. Leadership styles.

1. The concept of leadership style. classic leadership style.

2. Leadership style theories

3. Special leadership styles.

4. Modern leadership styles.

Topic 7. Organization as an object of management.

1. Fundamentals of organization. Organization as a field of activity of the manager. The concept of organization.

2. The main characteristics of the organization.

3 Types of organizations.

4. The internal environment of the organization.

5. Corporate culture as the most significant factor in the internal environment of the organization. Levels of corporate culture.

External elements of corporate culture (symbol, legend, hero, ceremony, motto).

6. Adaptive and non-adaptive corporate cultures. Cultural gap and the role of the leader-symbol in overcoming it.

7. Psychological climate in the team.

8. The external environment of the organization.

International environment.

Topic 8. Working in teams.

1. The concept and essence of commands.

2. Types of work commands; Characteristics of teams in terms of number and roles of participants.

3. Command processes; advantages and disadvantages of working in teams.

Topic 9. Personality as an object of control.

1. Individual and professional characteristics of subordinates.

Education and experience, abilities, character, temperament.

2. The emotional world of the individual. The main types of emotional states. Emotional properties, emotional state of the individual, mood deviation from the norm.

3. Management of emotions and stress.

4. School of self-correction according to the D. Carnegie system.

5. Personnel management (recruitment and recruitment, personnel training, placement of personnel, work with personnel).

Topic 10. Manager: portrait, image, requirements.

1. Portrait of a manager.

2. Manager's image.

3. Requirements for a modern manager: tasks of a manager, success factors, Psychological orientation of a manager.

4. Typical mistakes of an unqualified leader.

5. Management and leadership.

6. Classical theories of leadership; modern leadership theories.

7. Differences between a manager and a leader; combination of management and leadership.

8. Self-development of the manager.

9. Selection and training of future managers; management experience.

Topic 11. Oratory and business communication.

1. Preparation of a speech, mastery of the material, type and culture of speech.

3. Business conversation.

4. Business meetings and sessions.

5. Concept and basic elements of negotiations. negotiations.

6. Negotiation process.

7. Negotiation styles.

8. Art of controversy.

Topic 12. Conflict management.

1. Fundamentals of conflictology. The concept of conflict. Theory of conflicts.

2. Causes of conflicts, conflict model.

3. Typology of conflicts.

4. Behavior in conflict, post-conflict.

5. Conflict management:

Negotiation algorithm for conflict resolution.

Psychological rules for resolving (minimizing) conflicts.

EDUCATIONAL AND METHODOLOGICAL SUPPORT OF THE DISCIPLINE

LECTURE NOTES

1. INTRODUCTION TO MANAGEMENT

1.1. "Management" as an academic discipline "Happy is a person who goes to work with pleasure in the morning and returns home with pleasure in the evening," says the psychological formula of happiness. This state regarding the first part of the formula depends on the psychological climate at work. And this is due, first of all, from the relationship with the immediate supervisor.

“Good managers not only make money, but create the meaning of people's existence,” T. Peters and R. Walterman point out in the book “In Search of Effective Management”.

In other words, modern understanding management lies in the art of managing people, and through them - managing various processes, systems, phenomena. It is the person who is the center, the core of any socio-economic process, the management of which is the subject of management.

The purpose of the discipline "Management" is the development of basic theoretical knowledge and the acquisition of practical skills in management activities.

The discipline is profiling for managerial and economic specialties.

Discipline tasks:

Studying the history and theory of management;

1) The study of modern achievements and findings in the theory and 2) management practice;

Mastering practical skills in solving various 3) managerial tasks;

Education creativity to solve specific 4) managerial tasks;

Acquisition of an internal attitude towards effective and 5) cultural management.

Management theory is the basis for building a number of academic disciplines: "strategic management", "production management", "reengineering management", "marketing management", "innovation management", "investment management", "personal management", "controlling management" , "financial management", "information management", "anti-crisis management" and a number of others.

The discipline "Management" is closely related and interacts with a number of training courses Keywords: "psychology of management", "basics of leadership", "sociology", "economic theory", "macro- and microeconomics", "logistics", "statistics", "finance", and many others.

In the USSR, management as a scientific discipline and the practice of managing socio-economic processes was absent, since it was considered a bourgeois theory unacceptable for the socialist system. Only in the early 90s. of the last century, management is included in the category of disciplines studied in higher and secondary specialized institutions.

1.2. The main categories of management The main categories of management include: management, leadership, management itself, self-government, leadership, leaderism, administration, organization, team, managers, "white collars". Let's look at these categories.

Management is a set of coordinated measures aimed at achieving a specific goal.

"To manege" - (English) to manage.

A very close concept to management is leadership. However, these categories are not identical. Leadership is the influence on people to achieve a certain goal.

Actually management is management in the socio-economic and production spheres. In a narrow sense:

management is a set of principles, functions and methods of managing (managing) an organization In a broad sense: Management is the science and art of managing material and labor resources (limited) of an organization to achieve various goals.

Management, as an academic discipline, sets out a system of scientific knowledge and ideas about the patterns of management of organizations based on the principles, functions and methods of management.

A manager is a person professionally engaged in the management of socio-economic and production processes.

Management can be viewed as a system. In this case, two subsystems can be distinguished: control and managed. These subsystems closely interact with each other.

The control subsystem is the subject of management, that is, the manager. A managed subsystem is an object of management, that is, most often an employee.

The relationship of subsystems can be shown by a simple diagram:

–  –  –

The subject, as shown in the diagram, affects the control object. However, this effect is not strictly one-sided.

There is also an opposite effect (feedback).

Of course, the direct impact is much more intense than the reverse.

However, the reverse effect is also present. Moreover, it is simply necessary. Without feedback the management system will very soon begin to falter, and then completely stop working. In other words, a manager cannot effectively manage employees if he does not know how his guidelines are being carried out.

Control objects can be very diverse:

organizations (enterprises), teams, processes and systems (economic, political, technological, technical). Thus, we have two new categories - "organization" and "team". Let's define them.

An organization is a set of material objects and a team of people united with a specific goal (mission);

a group of people whose activities are consciously coordinated to achieve certain goals.

A team is a community of people working in the same organization.

The entire team in the literature is often figuratively divided into "blue-collar" and "white-collar". Blue-collar workers include all workers and specialists. White-collar workers are managers, that is, leaders of all levels.

There are three levels of rank managers: primary, middle and highest.

The primary level - lower-level managers, that is, "junior bosses" - is organizational level, located directly above the workers-performers; their positions:

master, head of department, laboratory, head of department.

Typical functions: control over the implementation of production tasks; responsible for the use of resources; are responsible for subordinates. Nature of work: tense, filled with a variety of activities, frequent breaks, transition from one task to another; communication with subordinates takes more than half of the working time. Such leaders, by analogy with English, are called “fst-managers” (first - first).

The middle level - “middle managers” (middle - middle) is a buffer between top and bottom managers: they prepare information for decisions that are transferred in the form of tasks for execution to lower managers; coordinate and supervise the work of junior superiors and entrusted units; positions: dean of the faculty, head of the workshop, director of the branch; the nature of work is determined to a greater extent by the content of the work of the unit than by the organization as a whole. Communication takes 66-90% of working time.

And, finally, the highest level - "top managers" (top - top) are responsible for making decisions regarding the fate of the organization (hence - high responsibility, exposure to risks); work is highly valued and highly paid; positions: rector, director, chairman of the board, president of the company and all vacant positions of deputies; the nature of labor is not complete;

working week - 60-80 hours; scheduled meetings - 59%; work with documents - 22%; unscheduled meetings - 10%; talking on the phone - 6%; trips, inspections - 3%.

Office in social sphere has its own specifics. First of all, this is due to the fact that the object and subject of management are people.

Therefore, the intensity of the reverse effect is usually quite high. Interaction in the social control system is always dynamic, that is, it changes over time. Moreover, the dynamics may turn out to be such that the object and subject of management can change places.

A special case in the social management system is the combination of the object and the subject of management. This is called "self-management".

The relationship between subject and object in the social control system can be defined as leadership. This concept comes from the English "leading" - leading. We give our definition of this category.

Leadership is a relationship of dominance and submission.

In modern management theory, there are traditional and modern concepts of leadership. Three concepts are traditional: personal, behavioral and situational.

The personal concept of leadership considers the interaction of dominance and subordination based on the personal qualities of the object and the subject. The leader (subject) is distinguished by a higher will, confidence, activity, perseverance, determination. In slaves (objects), these qualities are much less pronounced.

The behavioral concept of leadership is based on the practical active actions that the leader takes as part of the management of the behavior of the followers. Among such actions are the distribution of responsibilities, demand, encouragement or criticism, coordination, etc.

The situational concept of leadership assumes the presence of a certain situation in which the interests of the group are forced to give power to one. The choice of a leader in this case is based on the presence in him of those qualities that are dictated by the situation. It can be knowledge, experience, connections, belonging to something and much more. It is the specificity of the situation that defines the leader. After a change in the situation, such a leader usually resigns as leader.

Modern leadership concepts are attempts to combine both elements of traditional approaches and new findings into a new quality. There are also three modern concepts: attributive, charismatic and transformative.

The concept of attributive leadership is based on causal relationships between what happened and what is considered to be the cause of what happened. This relationship is explained by attribution theory. Upon the fact of the effect, a cause is put forward, which is then corrected in order to obtain a new effect. The leader subjectively establishes the causes of events, attributes certain qualities to the followers, and gives them assessments. Based on this, the leader corrects both his behavior and tasks for the followers.

The concept of charismatic leadership is based on the concept of "charisma". This concept means a special natural ability of a person to influence other people, to convince them, to lead.

A charismatic leader has influence based not on logic and reason, but on the faith and emotions of the followers. The latter are convinced that the leader is always right, he has knowledge that is inaccessible to others, and exceptional qualities.

Charisma can be positive-moral. Mother Teresa, Martin Luther King, Andrei Sakharov and many others can serve as examples. At the same time, charisma can turn out to be negative, and even anti-human. Unfortunately, there are many such examples in history.

You can name Adolf Hitler, Joseph Stalin and many others.

The concept of transformative (reformative) leadership is based on the leader's ability to translate a new vision of problems into action.

The leader builds an activity algorithm, explains, arouses enthusiasm among the followers and sets tasks for them. Followers rely on the knowledge and skill of the leader (leader). Such leadership is effective in the conditions of innovative (updating) activity.

The attitude of the followers to the leader in each of the above concepts can be figuratively expressed as follows:

in attributive - "I admit - I obey";

in the charismatic - "I love - I adore";

in the transforming one - "I respect - I count."

Leadership plays a special role in the political sphere. The largest leaders with inflated self-esteem and claims are called leaders. From this arises our next category - leaderism.

Leadership is pretentious political leadership.

The leader, as a rule, strives for inclusiveness, universality, uniformity, unanimity. This phenomenon is called "totalitarianism". It comes from the German word "total", which means universal, all-inclusive.

The totalitarian leader strives in every possible way for universal love and boundless worship. He so passionately desires this that he himself is ready to be deceived. He sincerely believes that everyone adore him. Any dissent of the followers is considered harmful. Even the softest opponents are declared enemies. Moreover, the enemies are not the leader himself, but the people.

In the field of people management within the framework of professional activities, a manager is often called an administrator. This word denotes a person who is officially appointed or elected to a certain post (position). This gives rise to another concept from the sphere of management. Administration is the management of the professional activities of subordinates.

1.3. A modern view on the role of management Today, about 15% of employees in the world can be attributed to the profession of a manager. These people, as a rule, are the masters of their own lives. In addition, the well-being of their subordinates depends to a large extent on them.

Tasks of the modern manager:

1) Make your professional life interesting;

2) Make the professional life of subordinate personnel interesting;

3) “Make money”, that is, ensure the efficiency (profitability) of the work being led;

4) Make your personal and family life interesting.

The stated tasks assume that a manager is a person who is internally (psychologically) positively disposed towards his work, it brings him satisfaction. Working as a manager "under duress" is not only not necessary, but also harmful: such a person himself experiences discomfort and creates psychological stress for his subordinates.

And finally, the last task. A modern manager, he is obliged to show his managerial, regulatory and tuning qualities to the sphere of his relations in the family and circle of friends.

Today, about a quarter of managers are women. The problem of gender in management theory is called "gender". For a long time it was believed that the most important qualities for a leader are logic, prudence, and emotional balance. And these, in turn, are typical qualities of that mindset and character, which is commonly called masculine.

However, 15-20% of women fully possess the listed qualities. This means that they can be successful leaders "playing on the field of men." Such were the political leaders Margaret Thatcher, Indira Gandhi, Benazir Bhutto and many others.

But modern management theory does not at all set up women managers to “be men”. On the contrary, a female manager can successfully lead using exactly the typically “female”

quality. Among such qualities are an emotional attitude to work, practicality in life, dedication in business. Modern theory and practice of management substantiated even a special management style - interactive.

The interactive style of management is the involvement of the head of subordinates in emotional unity on the basis of both an interested attitude to work and non-productive affairs of each other. In this case, the boss is a “friend-conspirator”.

V modern profession the manager does not need to change his “sexual orientation” at all. A woman may well play according to the "female rules" of management, and a man according to the "male" ones.

To summarize, there are six components of effective management:

setting goals that meet the interests of the company, and not 1.

personality of the leader;

creation of effective profitability of the organization at 2.

limited material, labor and financial resources;

formation of a team of like-minded people;

striving for the long term;

formation of new consumers and creation of new markets 5.

sales of products;

rapid response to social changes by 6.

market and emerging needs.

2. HISTORY OF THE DEVELOPMENT OF MANAGEMENT

2.1. Taylor - the father of scientific management The practice of management has existed since ancient times, the theory has appeared relatively recently. In particular, such attempts include the capital work of the famous English economist Adam Smith "The Wealth of Nations" (1776).

Smith considers the impact of the reception of the division of labor on increasing productivity. He analyzes, in particular, the production of pins. Smith points out that an untrained worker can make one pin in a day, a trained worker can make several. At the same time, Smith reports that he saw a small workshop in which 10 people, as a result of the division of labor, were able to make 48,000 pins in a day (!).

At the beginning of the 19th century, the French economist Jean-Baptiste Sey introduced the concept of "entrepreneurship". It meant determining the most rational way to use the available resources to create wealth.

In the early nineteenth century, brilliant experiments in the field of new approaches to management were carried out by the English textile industrialist, manager and social thinker Robert Owen. At his weaving mills in the village of New Lanark (south of Glasgow, England), he introduced a number of economic, industrial and social innovations. Owen was sure that the consciousness of the worker is determined by his being. Therefore, he first offered his employees significant social benefits for those times: service housing, free education for children, a factory store with products at cost, a reduction in the working day from 14 to 12 hours, and a ban on the work of children under 10 years old. Owen's economic and production innovations included: a device fixed at each workplace that visually shows the productivity of labor - the "silent controller", severe fines for drunkenness and dirt in the workplace. Moreover, the fight against drunkenness and dirt was carried out not only in the shops, but also in everyday life. And Owen achieved amazing results. The level of his income and the welfare of the workers were far ahead of his partners and competitors.

However, despite the noted and unnamed achievements, management theory as an independent science was formed only at the beginning of the 20th century. Frederick Taylor (1856-1915), an American engineer, inventor, entrepreneur, and manager, founded the

Society for the Propagation of Scientific Management. In 1911 he published the book "Factory Management", in which he outlined the theory and practice of scientific management. These two events (society and the book) became the starting points in the creation of management theory.

It should be noted that Taylor's management system was accepted by the public with diametrically opposed assessments. Managers, as well as Taylor, saw in her the source of the future prosperity of the nation. The workers, on the other hand, perceived it as an ingenious way to additionally “squeeze the sweat” out of workers who were already mercilessly exploited. The workers were especially hated by the stopwatch, with the help of which all their movements in the workplace were timed. The International Association of Mechanical Engineers strongly opposed the timing of production operations.

As a result of the congressional hearings on the riots in Illinois, clauses were introduced into the appropriation bill to prohibit the use of the proposed methods, and, above all, timekeeping with a stopwatch.

However, this ban proved ineffective, Taylor's management ideas began to march steadily throughout the industrialized world.

The management system developed by Taylor was called by him "scientific management". Taylor's supporters and opponents later called his invention "Taylorism".

Taylor considered the main goal of management to be the maximum prosperity of the employer, coupled with the maximum benefit for the employees.

To achieve the main goal, Taylor proposed four principles:

1) a new mentality (scientific management is not just a way to increase production efficiency, but a revolution in the mind of the employee, which will change his attitude to work, to comrades and employers; workers, managers, owners - must overcome psychological antagonism and realize the common "unity of purpose" - prosperity of the enterprise and, as a result, of each of the participants in the production process);

2) scientifically thought-out work tasks (breaking it down into its component parts and their systematic timing, which allows you to standardize in actions and normalize any type of work in time);

3) scientific selection of personnel (selection and training of workers not randomly, but on the basis of studying their qualities, adequate to the profession);

4) individual incentives (the introduction of a progressive wage system; a skilled and hardworking worker absolutely unequivocally had to be put on much more high level material wealth).

Thus, Taylor was the first to synthesize and systematize the best of what was known about the management of people, and proposed methods by which this art could be further developed.

The Society for the Propagation of Scientific Management, created by Taylor, after his death was transformed into the "Taylor Society". It is still the most respected organization in the world in the field of management theory and practice.

Taylor's associate and assistant, engineer and manager Henry Gantt (1861-1919) was engaged in the development of a bonus system of wages, the ratio of labor, wages and income. He became widely known for the diagram method - the so-called "Gantt charts" - a graphical representation of the elements of production operations and the time spent on their implementation (time is a common measure of any kind of work).

Gantt charts made it possible to scheduling and system control over the progress of work. They made it possible to visually represent both the amount of work done and the time spent. This allowed management to monitor the state of affairs at any time and take adequate action in case of violation of the set work schedule.

The practical management system built by Gantt affected all aspects of enterprise management, including the incentive method of remuneration (“task-bonus”), time standards, the creation of a planning department, control of costs and stocks. He introduced a number of technical innovations, some of which were patented by himself.

The practical system of Gantt, like "Taylorism", caused rejection, not only among the workers, but also among the primary managers (foremen and foremen), since scientific management methods reduced part of their subjective power. Discontent turned into a strike.

The clash of interests and misunderstanding on the part of workers and foremen strengthened Gantt in the idea of ​​the need to humanize scientific management. He develops three ideas: "mutual interests", "aristocracy of the able" and "doctrine of service".

According to the latter, the ultimate goal of economic activity should not be profit, but a properly functioning, practically significant economy that ensures the well-being of the people (service to people). At the same time, relations between managers and employees should be based not on conflict, but on reciprocity of benefits and interests.

The "aristocracy of the capable" assumed the nomination of leaders and specialists according to their abilities. Industrial leadership must be based on facts, not opinion, on merit, not privilege.

American engineer and manager Frank Gilbert (1868 -

1924) worked independently of Taylor, but in line with the ideas of scientific management. He was assisted in many ways by his wife Lillian Gilbert.

The central direction in the work of F. Gilbert was the study of labor movements. By carefully studying his own work as a mason, he was able to show that the number of required movements could be reduced from 18 to 4.5. Such a reduction gives extraordinary savings of any labor, leads to a sharp increase in productivity and, of course, earnings.

F. and L. Gilbert created the School for the Training of Managers, which proved to be very effective and very popular.

The second direction in the work of F. Gilbert was to reduce fatigue by improving all factors of the production environment. He identified "14 parameters of the environment, equipment and tools" that affect fatigue and performance. Among the selected parameters were lighting, heating, ventilation, wall color, etc. F. Gilbert singled out "15 parameters of an employee", which included his anatomical features, lifestyle, beliefs, experience, qualifications, temperament, training, etc. Finally, he introduced the "3 Parameters of Motion", which included acceleration and automatism, overcoming inertia, direction, and efficiency.

The practical implementation of the principles of Taylorism was embodied by Henry Ford (1863-1947).

detailed specialization of labor operations;

maximum mechanization of these operations;

delivery of work to the worker;

technologically forced rhythm of work.

This made it possible to sharply raise labor productivity and improve the quality of products due to its standardization. The consequence of innovations was the dequalification of performers, the displacement of individual skills of handicraft work.

Ford believed that the increased monotony of labor does not harm people's health, the main thing is to ensure proper production safety. Problems of dissatisfaction with work are removed by its higher pay. "The solution of the question of wages eliminates nine-tenths of mental questions, and structural engineering solves the rest." Ford was against the interference of trade unions in the affairs of the company, personal communication between workers (“the factory is not a salon”), workers' schools, and charity. He supported the creation of a broad consumer market for mass production.

Ford was not only a talented inventor, a successful industrialist and a major manager. Fabulous wealth made him a great philanthropist and democrat towards the end of his life. At his enterprises back in 1914. the working day was reduced to 8 hours, the number of work shifts was reduced from three to two, and wage rates were doubled to $5 a day.

American theoretical thought and management practice following Taylor at the beginning of the 20th century, right up to the Great Depression, made an invaluable contribution to the origin, formation and development of scientific management. In the future, this changed the face of the industrial world and had a significant impact on the fate of Civilization.

2.2. The development of scientific management in Europe An outstanding contribution to the development of scientific management in Europe was made by the French engineer and manager Henri Fayol (1841 - 1925). He is rightly often called the European father of management.

Fayol's main work - the book "General and Industrial Management" - was published in 1916, that is, 5 years after Taylor's "Factory Management". The author himself was then already 75 years old.

The management system created by Fayol was called the “Concept of Administration”. Fayol substantiates and examines in detail the 14 principles of management. These principles can be conditionally combined into three groups: 1) organization of labor (principles 1 - 5); 2) the mechanism of power (6 - 10 principles); 3) management psychology (11 - 14 principles).

The first group includes the following principles: 1) division of labor; 2) discipline; 3) order; 4) the stability of the staff;

5) initiative.

1. The division of labor is specialization. It allows "to produce more and better under the same conditions." It should affect not only the main production process, but also management and ancillary spheres.

2. Discipline - "in essence, comes down to obedience, diligence, energy, certain behavior and external signs of respect, observed in accordance with the agreement existing between the company and employees."

3. Order is material and social order. And in production, and in the warehouse, and in the office, there must be "a place for every thing and every thing in its place."

4. The stability of the composition of the staff is the prevention of "fluidity" of the workforce. This is achieved by competent planning of personnel selection, training, adaptation, improvement of management methods, study of the moods and problems of workers.

5. Initiative - participation in labor planning and ensuring the implementation of plans by delegating part of the authority.

“A leader who knows how to use the initiative of subordinates in this way stands much higher than a leader who is incapable of it.”

The second (powerful) group of Fayol's principles can include the following: 6) power; 7) unity of management; 8) unity of leadership; 9) centralization; 10) "scalar chain".

6. Power - "the right to give orders and demand their implementation." There is an "official" (formal by position) and "personal" (informal by individual qualities) authority of the leader. A good leader seeks to gain personal authority among his subordinates, to become not only a formal but also an informal leader.

7. Unity of command - "a subordinate should receive orders from only one superior." Double subordination, orders "over the head" of the immediate superior are a source of tension, embarrassment and conflict, and the existing communicative vertical ties are violated. The result is "the confusion of subordinates, the irritation and dissatisfaction of some of the leaders who remained out of work, and a violation of the normal course of work."

8. Unity of leadership - "one leader and one plan for a set of operations aimed at achieving the same goal." This principle is reduced to the unity of planning and management.

9. Centralization - general management issues, final decision-making should be concentrated in one center.

The ratio of centralization and decentralization should be decided individually in each specific case.

10. Scalar chain - "power vertical linking all levels of subordination from the highest authority to the lowest levels ("hierarchy of power" or "power vertical").

Each "power level" should have its own functions, its own terms of reference and responsibility. In order to maintain control over the overall situation and prevent unnecessary loss of time, Fayol proposes delegating rights and responsibilities to subordinates to carry out the necessary communications. A similar method of "horizontal" communications between employees of the same rank was called "trap".

The third (psychological) group of Fayol's principles includes: 11) subordination of individual interests to the general ones; 12) staff remuneration; 13) justice; 14) corporate spirit.

11. Subordination of individual interests to common ones - "the interest of one subordinate or a group of subordinates should not contradict the goals of the enterprise." The inconsistency of common, group and personal interests directs the reinforcement of the staff not to the goals of the enterprise, but to the disassembly of interpersonal relationships.

12. Remuneration of personnel - "work must be rewarded." Fayol considers, among other things, the factors that are not dependent on the will of the employer, which should determine the level of remuneration. These are factors such as the cost of living, the supply and demand of labor, the economic situation in the region, the financial situation of the enterprise. It also offers various methods of compensation: time rate, piecework (piecework) payment, piecework payment, bonuses, profit sharing, various non-material incentives. The purpose of remuneration is to satisfy the needs of the employee.

13. Justice - a combination of justice and goodwill.

Striking the right balance between fairness and discipline requires the leader to have "considerable sanity, experience and good nature."

14. Corporate spirit - the creation and maintenance of harmonious relations in the organization. Sowing discord among subordinates is an unworthy occupation, which is the lot of mediocrity.

In addition to Fayol, M. Weber, L. Urvik, F. Schumacher, C. Handy and other researchers made their contribution to the development of management theory in Europe in the 20th century.

The German professor Max Weber (1864 - 1920) created the "theory of rational bureaucracy", which can be reduced to the following provisions:

1. Strict hierarchical structure in which the spheres of competence of officials are clearly divided;

2. Management is carried out by means of written prescriptions according to general rules, the development of which requires special training.

3. Candidates are selected on the basis of professional qualifications and educational diplomas, and then appointed by order from above;

4. Monetary salaries and pension rights are fixed and are in strict accordance with the place of the official in the hierarchy. His promotion is connected with the length of service, but also depends on the ratings of superiors;

5. Officials of the lower level of the hierarchy are subordinate to those at the highest level only within the framework of their prescribed duties. They are required more devotion to duty than to superiors;

6. Seats in the apparatus are distributed on a free contract basis with predetermined conditions;

7. Office and private household are strictly separated. An official cannot appropriate as his property either the post he holds or the sources of remuneration;

8. An official is subject to a single discipline and is subject to a unified control system;

9. Service in the apparatus is the only or main place of work for an official.

Many different conceptions of the bureaucratic system have grown out of Weber's theory over time.

English economist and manager Lindell Urwick (1891 -

1983) headed the International Institute of Management (Geneva), and then one of the most famous Management Consulting firms (London). For my long life in numerous writings, he considered the issues of leadership and rationalization in most detail.

Rationalization according to Urwick was understood as “a set of organizational and technical methods designed to minimize the waste of forces and materials. These include the scientific organization of labor, the standardization of materials and products, the simplification of production processes, and the optimization of transport and marketing systems.”

Two theories were created by the famous German economist Fritz Schumacher (1911 - 1977): "small-scale organizations" and "intermediate technologies".

In The Beauty of the Small (1973), he outlined the main ideas of the "theory of small-scale organizations." Huge organizations, for all their seeming stability, in most cases are characterized by bureaucracy, facelessness and unhealthy atmosphere. Schumacher did not call for the restructuring of entire industries, "breaking" them into a number of small-scale, "face to face" enterprises, but proposed the idea of ​​"smallness in a large organization." Such examples exist.

The main achievement of the leadership of General Motors was "such a structuring of this giant firm, which, in fact, turned it into a federation of firms of quite acceptable size." But the small is functional, and "it is the small that is beautiful."

In 1963, Schumacher came up with a "theory of intermediate technologies." For developing countries that cannot move from low immediately to high and intensive technologies, this is the most acceptable direction of development. Intermediate technologies are cheaper and cleaner than low ones. They allow the use of local traditional approaches and means that do not destroy, but even support established communities.

Thus, already in the first third of the 20th century, European managerial and theoretical thought made a significant contribution to the development of scientific management. It should be noted that the classics of management theory both in the United States and in Europe were people who themselves were major leaders. They were able to scientifically comprehend their experience and create a coherent and extremely practical theory of management.

2.3. Management of human relations The development of the theory of scientific management in the first third of the twentieth century was very successful. Taylor's "timekeeping", "micromovements"

Gilbert and Gantt's "graphics" complemented each other. However, it soon became clear that scientific management could not improve the organization of labor indefinitely. The scientific organization of labor (NOT) has approached the ceiling of its possibilities.

During this period, a number of researchers in management theory direct their attention to the "human factor", where, in their opinion, lies a huge reserve for increasing labor efficiency. Any kind of improvement in working equipment or tools is of particular importance to the person who will use them. It is the person who is the central link of any labor process.

Reviewing today almost a century of development of management theory, three major stages can be distinguished in it:

1) 1910 – 1930s scientific organization of labor;

2) 1940s - 1960s School of Human Relations;

3) 1970s / present time socio-psychological management.

One of the first to explore the role of the human factor in industry was Lillian Gilbert (1878 - 1972). Back in 1914, she published the book Psychology of Management. It dealt with the human aspects of work, relationships in professional activities, organizational and industrial psychology, problems of personnel management.

At first, together with her husband Frank (until 1924), and then independently, Lillian Gilbert actively dealt with the problem of work fatigue. This was understood as the duration and nature of the rest period necessary for the employee to restore his capabilities. Important role relations of production, the general mood, the physical and psychological state of the worker, and other factors also played.

A significant role in the development of the theory of human relations in management was played by the American sociologist and political scientist Mary Follett (1868 - 1933). It was she who defined management as "doing work with the help of other people." In other words, management is the art of organizing the work of others.

Follett's main books are The New State (1918) and The Creative Experience (1924). In them, she outlined her management theory, called "dynamic management." This theory was based on four elements.

1) The organized whole always exceeds the sum of its parts;

2) The production group (organization) is primary, and the personality is secondary;

3) Organizations are dynamic, not static. Hence the famous "do not cling to your plans", as they may become obsolete before they are completed;

4) Improving human relations in the organization is the main concern of management.

Personnel, not technology, equipment or products, were the main subject of research by Harvard University professor Elton Mayo (1880-1949). He wrote that "managers should focus more on people than on products."

Mayo became widely known for his description and analysis of the Hawthorne Experiments (Chicago, 1927-1932). Their essence was to study the influence of various factors on labor productivity: industrial lighting, room size, and others.

However, the main factors were social: human relations, monotony and fatigue, the psychological attitude of the worker.

In his summary analysis, Mayo highlights two factors that had the biggest impact on labor productivity:

group cohesion and unobtrusive leadership. The first one covered the sphere of interpersonal relations in the production team (on the site). The second factor meant the consent of managers and workers through the realization of the unity of goals, the achievement of industrial harmony, and the prevention of antagonism between management and workers.

Mayo formulated the basic principles of the social philosophy of management:

1) a person is a “social animal”, predisposed to group behavior and included in it;

2) a rigid hierarchy of subordination and bureaucratic organization are incompatible with the nature of man and his freedom;

3) industry leaders should focus more on people than on products, which will ensure the social stability of society and the satisfaction of the individual with his work.

A new page in the management of human relations was opened by the American psychologist and businessman, professor at the University of Massachusetts Abraham Maslow (1908 - 1970). He devoted a number of his works to the theory of motivation.

Maslow created the "need hierarchy theory". According to her, “human needs are arranged in a hierarchy. In other words, the emergence of a new need is usually preceded by the satisfaction of the previous, more urgent one.

He identified five basic needs and arranged them in a hierarchy from lowest to highest:

1) physiological needs; 2) the need for security; 3) the need for love; 4) the need to satisfy self-esteem; 5) the need for self-actualization (self-realization).

Maslow's hypothesis: people's behavior is not motivated by economic forces, but by various needs that are only partially satisfied with the help of money.

Recommendations: to increase the degree of satisfaction of employees to increase the efficiency of the organization (personal contacts between management and subordinates, communication during breaks, consultations, establishing harmonious relationships).

Contribution: explanation of motivation as a function of management.

Maslow's hierarchy of needs theory has received practical managerial application. Organizational forms, arising from the widespread introduction of methods of scientific management and mass production, such as Ford's moving assembly line, leave little room for satisfying the needs for self-esteem and self-actualization. The demands of efficiency and control force employees to do only what their superiors require of them. Creativity and innovation are forbidden not only for blue-collar workers, but also for many white-collar workers engaged in routine paperwork in the office.

In the 1960s, a new approach began to take shape in management science (School of Behavioral Sciences (1950 - present), which consisted in expanding work and searching for alternative options for organizing work. Representatives: Frederick Herzberg - author of the two-factor theory of motivation, Douglas McGregor ( 1906 - 1964) - the developer of "Theory X" and "Theory Y" to explain, respectively, authoritarian and democratic leadership styles.

The object of study is various aspects of the social interaction of people in an organization: motivation, the nature of power, leadership, leadership style, communication, content of work and quality of working life.

The goal is to develop principles and methods for establishing interpersonal relationships.

A distinctive feature of the school is a focus on human behavior, which is a reaction to various external and internal urges.

Postulate: the correct application of the science of behavior will always improve the efficiency of both the individual employee and the organization as a whole.

School contribution: 1) applying the principles of interpersonal relationship management to improve employee satisfaction and productivity; 2) understanding that each employee, if the necessary conditions are created for him, will be used in accordance with his creative and labor potential.

The well-known American theorist and practitioner of management Douglas McGregor (1906 - 1964), developed two alternative management concepts: "Theory X" and "Theory Y".

"Theory X" included the traditional vision of command and control. According to it, man is a factor of production. Taking into account his individuality is not only unnecessary, but often even harmful to production. According to Theory X, managers are well aware of the importance of the hierarchy of needs. However, they tend to see this knowledge as a hindrance rather than a means to a meaningful understanding of the foundations of human behavior.

"Theory Y" involves the integration of individual and organizational goals. She considers a person as a central figure in the production process. Moreover, this figure is endowed with individuality. In addition, it should not be perceived abstractly, but in organic connection with the production environment. McGregor puts forward five postulates of "theory Y": 1) free and more general leadership, without "petty tutelage"; 2) decentralization of official powers; 3) less reliance on coercion and control, and greater reliance on individual activity and self-control; 4) democratic leadership style; 5) involvement of ordinary workers in the decision-making process.

"Theory Y" followed logically from Maslow's hierarchy of needs.

From the latter it followed that the models of scientific management cannot satisfy the highest human needs. The assumptions of Theory X led to directiveness rather than goal integration, control rather than involvement. The adoption of the postulates of "theory Y" made it possible to motivate workers based on the satisfaction that came from the work itself. It was a qualitatively new level of management.

Thus, the appeal to "human relations"

allowed to inhale new life in the development of scientific management.

Addressing the worker opened up a huge reserve for increasing labor efficiency. It radically changed the attitude of society to the problem of governance.

2.4. Japanese management system Scientific management became known in Japan very quickly. Already in 1912, the works of Taylor, Gilbert and other authors were translated and published here. In 1925, a branch of the Taylor Society was established in Japan. However, in imperial Japan, scientific management could not be in demand for social and mental reasons. The pyramid of governors, built in the name of the emperor, has always been absolutely right. Submission was unquestioning and unconditional.

There was no need to bring any science under this.

The renaissance of management theory began after World War II.

This was actively promoted by the military command of the American occupying forces. In 1946, Commander Douglas MacArthur summoned a young engineer-manager, Homer Sarason, from the United States, and then several of his colleagues. They were given the task of training current and future leaders of Japanese enterprises. At the end of 1949 - beginning of 1950. Americans organized two 2-month seminars in Tokyo and Osaka. Only top-level managers were invited to these seminars. For those invited, attendance at these seminars was mandatory. Soon the Americans stopped holding such seminars. However, the Japanese began to conduct them on their own. And they did it for another 25 years. During this period, the total number of managers participating in the seminars reached 5,200 people. It was these leaders who became the captains of the Japanese industry resurrecting at a new level.

Taylor's scientific management and Fayol's administrative management were superimposed on the specific mentality of the Japanese, with an unexpected result. In the practice and theory of management, a phenomenon has arisen, called "Japanization" in management.

The Japanese learned the lessons of their American teachers very well.

Gradually, they were able to surpass them. One of the first to notice and describe this phenomenon was a professor at the University of California, William Ouchi. He co-authored with R. Johnson in 1974 published an article "Made in America (under the leadership of the Japanese)", which stated: the productivity of the Japanese is 15% higher than that of the Americans.

The realization of the "Japanese miracle" in the form of technical and economic superiority made a very strong impression on the Americans. In the mid-1980s, in terms of annual per capita income, Japan overtook the United States at around 21 thousand dollars.

The fantastic economic successes of the Japanese were decisively promoted by the management system they created.

Ouchi and Johnson began to actively explore Japanese management.

They concluded that certain aspects of it are "inextricably linked to Japanese culture" and therefore absent from America. Ouchi and Johnson identified five distinctive features of Japanese management that they proposed for transfer to other soil: 1) an emphasis on the movement of information and initiatives from the bottom up; 2) the transformation of top management (top management) from an order-issuing body into a decision-making body; 3) the use of middle management (middlemanagement) as the initiator and driving force of "searching out" and solving problems; 4) making decisions based on consensus; 5) increased attention to the well-being of employees.

(1978). In 1981, Ouchi published the best-selling book Theory Z: How American Business Should Respond to the Japanese Challenge. Ouchi's "Theory Z" continued McGregor's Theories X and Y. It envisioned a combination of American individualism and enterprise with Japanese collectivism and industriousness.

The Japanese system of government can be summarized in five elements:

1) the involvement of all employees in caring for the success of the company through mutual trust and close interpersonal ties;

2) lifetime employment of employees;

3) inclusive quality control movement;

4) collective decision making;

5) collective responsibility and concern for the firm.

The element named in paragraph 3 literally turned the Japanese industry around. The Japanese reacted to this with exceptional understanding. Since 1950, the Movement of Quality Control Circles (KKK) began in Japan. About 80% of the entire staff was involved in this movement. Such an active and comprehensive concern for the problem of quality began to bear fruit. Soon the quality of Japanese goods began to grow rapidly.

One of the modern American management theorists highlights such a feature of the Japanese mentality as "controlling culture", which means the complete self-subordination of every Japanese to traditions and public opinion.

Despite the attractiveness of "Japanization", it turned out to be problematic to spread its experience to America and Europe. And it was connected with the difference of cultures and mentalities.

In Japanese culture, there is the concept of "eme", which means: 1) the psychological dependence of a person on members of his microgroup;

2) an increased sense of duty to a group, firm, country. The Japanese are literally unable to survive outside their microgroup, its support, recognition, and trust.

Unlike the Japanese, Americans prefer individual freedom. They are not attracted to the "professional family" at all. They categorically do not want to spend their family "weekend" with the families of work colleagues. They were already tired of each other during the work week. This predetermined the serious limitations of the use of "Japanization" in America and Europe.

At present, the McKinsey "7-C" Frame Model has been formed, which is based on the following provisions:

different assessment of the role of socio-cultural characteristics, factors in American and Japanese management;

in the US, “strong” management tools prevailed:

development strategy, structure of the organization, system of built relationships in the organization;

in Japanese, “weak” instruments were rated significantly higher:

leadership style, social values ​​shared by all employees, attitude towards personnel, position of an employee in the organization as a family member;

The idea behind the model is to combine the strengths of the American and Japanese management systems.

"Strong" elements of the American model:

strategy - develops in the planning process as a system of tasks to achieve the goals of the organization;

structure - based on the goals, an effective organizational structure is built;

a system is a routine or processes that take place in a company with the involvement of people to complete tasks;

Strengths of the Japanese model:

all employees share the common agreed values ​​of the company, which play a big role;

leadership style based on cooperation and mutual assistance;

attitude towards the employee as a member of the family, and vice versa;

Special knowledge and skills are acquired on the job.

McKinsey Model "7-S"

STRUCTURE

SYSTEM

STRATEGY

SOCIAL

SHARED

VALUES

SPECIAL STYLE

E KNOWLEDGE

EMPLOYEES

2.5. Socio-psychological management Management of human relations by the middle of the twentieth century was recognized on both sides of the Atlantic. Management theorists perceived it as a higher stage in the development of management.

However, it soon became clear that the problem of "human relations"

does not cover all aspects of the professional life of people. Her options were basically exhausted. The social and then the psychological component of professional life became new reserves of influence on improving labor efficiency.

The social component in management theory began to develop immediately after the advent of scientific management. The working and living conditions of workers have always been in the sphere of attention of management theorists.

Gradually, the following principles of social management emerged:

The wealth of the state is determined by the wealth of the people.

The well-being of an organization is determined by the success of its employees.

The enterprise should take care not only of its own profit, but also of the social needs of the staff.

Modern management has in its arsenal a number of specific factors of social impact on staff.

The most common of these are:

Working conditions of employees;

Social infrastructure of the enterprise: (polyclinic, kindergarten, dispensary, sports complex, cultural center, etc.);

Cooperation of the administration with trade unions and others public organizations employees;

Opportunities for further education, development, advanced training of employees;

Living conditions and recreation opportunities for employees.

One of the most characteristic features of the historical development of management is its consistent psychologization. Ultimately, this led to the emergence of a new scientific direction - the psychology of management. At present, the creation of ways to activate human potential within the organization, taking into account the psychological characteristics of the personnel are considered as decisive factors in increasing the efficiency of any organization.

In modern management theory, one of the key problems is the professional selection, training and evaluation of managers.

In this regard, it is interesting to note what attention is paid to when considering the professional qualities of a manager. Leading experts of the world show stable unanimity in this. Among the most important qualities of a successful leader, knowledge of economics, technology, finance, accounting, logistics, statistics, labor law and other special disciplines that form the basis of managerial training are practically not mentioned. As management practice has shown for a long time, even excellent knowledge in these areas is not a guarantee of successful managerial activity.

As a rule, priority in describing the most important professional qualities of a successful leader is given to the ability to communicate and manage people. This is interpersonal interaction, communication, personal influence on people, the ability to speak and listen, the ability to convince. It is also the ability to identify problems, make decisions, manage time, prioritize things, and so on.

Management psychology is an interdisciplinary scientific and practical direction. Its purpose is to study the problems of organizations and people and provide psychological support for their solution in a market economy. Thus, the object of study of the psychology of management is the personnel of the organization.

The subject of management psychology is the psychological phenomena associated with professional activities in organizations.

These include:

1) The psychology of the employee, incentive and motivation systems, issues of working with personnel;

2) Psychology of a manager, mechanisms for making individual and group decisions, leadership problems, leadership style;

3) The psychology of the team and the group, team and informal processes, psychological climate, corporate culture, ethics of professional relations.

4) Psychology of labor, functional mental states, analysis of labor activity, quality and safety of labor, psychologization of professional activity in the links "man - machine" and "man - process".

The theoretical basis of management psychology is the concept of psychological support for professional activities. She considers the problem from the "entry" into the profession, to the "exit" from it, that is, in the "through" psychological support.

professional adaptation; training; "exit" from the profession, that is, adaptation to new conditions of life;

retraining and retraining. In other words, the process of continuous psychological support acts as a prerequisite for the formation of a specialist and his subsequent professional activity.

The concept of psychological support can be successfully implemented if appropriate effective methodological means are available. Among them is the development of scientific and practical foundations of psychodiagnostics, active methods of influence in order to increase the effectiveness of professional activities. One of the leading forms of such influence are specially oriented psychological trainings for professional development. important qualities, business communication, business games, mental self-regulation of the functional states of employees, etc.

The concept of psychological support extends to the professional activities of the managers themselves. In modern practice, a number of forms and methods of psychological support for the professional activity of a manager have emerged and are developing most intensively. Among them: mental selection; professional training; ongoing analysis and evaluation; professional development and retraining of managers. A wide variety of specific evaluation methods has been formed: psychodiagnostics of personal characteristics and professional qualities; biographical method; interview;

diagnostic games, etc.

Modern psychology divides human life into four parts:

household, family, personal and professional. Above, in section 1.3, this issue was touched upon. The concept of "professional life" is by no means adequate to the designation "time spent at work."

Professional life believes that at work we do not just spend time, earn a living, but live a fulfilling life. True, this is not an ordinary life, but a professional one. But it should be interesting, satisfying, provide opportunities for self-realization. If this is not so, then this is a tragedy of the individual and a serious problem for society. Every modern person has the right to a decent professional life.

The extent to which this idea is implemented in the life of a particular employee depends very much on his immediate supervisor. Thus, according to the concept of psychological management, a modern leader must understand that not only and not so much the efficiency of production, but the quality of the professional life of his subordinates depends on him.

2.6. The Development of Managerial Thought in Russia and Belarus The social order for the professional training of managers in Russia and Belarus (in the USSR) began to be realized only in the 1970s. The concept of "management" entered the modern vocabulary even later, in connection with the transition to market transformations in the economy. At the same time, it is clear that the construction and functioning of states and society throughout history could not be carried out without the function of management. The implementation of the latter was inextricably linked with certain features of the development of our society and the Slavic mentality.

Russia entered the phase of industrial development later than Western Europe, in the 28th century. The main figures in the factory industry were merchants. It was they who determined the formation of industrial capitalism in Russia. Large capitals were concentrated in the hands of merchants, which were invested in industry. In addition, the merchants developed a set of professionally important qualities necessary for the organization and management of production: initiative, enterprise, responsibility, efficiency, riskiness, self-discipline, etc.

Russian entrepreneurs had a kind of "code of honor".

This was especially true for the principles of housekeeping, trade, and making a profit. Birzhevye Vedomosti, a newspaper of Russian business circles, was published before the revolution under the motto: "Profit is above all, but honor is above profit." In the Orthodox-Slavic tradition and ethics, it was considered unworthy to make money dishonestly.

Among Russian entrepreneurs there was a strict division into "venerable" and "irrespectable". The former adhered to an unspoken set of rules that forbade usury, speculation, deception of buyers, etc. It could be both large and small entrepreneurs, merchants and financiers, doing business "in honor and without deceit." The second group included usurers, speculators, dealers, stock market players, etc. This part of the entrepreneurs tried to make money through fraud, deceit, unscrupulous deliveries to the treasury, etc. Despite the ability of some of them to turn big money, the attitude of the "venerable" towards them was contemptuous. They were not allowed into the circles and affairs of the Russian business elite.

In the Slavic-Orthodox mentality, the attitude towards property and entrepreneurship has developed in a very specific way.

Here are some of its main points:

property is not an absolute and eternal good, not an end in itself.

It is temporary and relative. It is only a means to improve life and improve the soul. Therefore, it is of decisive importance how honestly the wealth is obtained;

property implies in a person a moral responsibility before God, people and himself for the righteous state of his soul. Wealth is not a criterion for success in life, the main thing is the inner world, the righteousness of the human soul;

wealth imposes on a person a high moral and social responsibility: the manifestation of mercy, charity, helping the sick and the poor.

The beginning of the twentieth century in Russian Empire marked by rapid growth in entrepreneurship. The first steps are being taken to train specialists. The Moscow Commercial Institute and a number of schools are being created. The first professional descriptions appear entrepreneurial activity. In them, along with professional knowledge, much attention was paid to human qualities: honesty, decency, correctness.

During this period, there was an active search for the most progressive ways of socio-economic development of society. A bright trace in the organizational and managerial activities to reform the economic life of the country was left by its prime ministers S.Yu. Witte and P.A.

Stolypin.

Very constructive views on the ways of the country's development were expressed by the outstanding chemist D.I. Mendeleev. A number of provisions of his theory have not lost their significance to this day. Among them: 1) a combination of Western thought with Russian identity; 2) enlightenment and education of the population; 3) development of entrepreneurship and training of entrepreneurial personnel.

Bogdanov. Since 1913, that is, only two years after Taylor's "Management of the Factory", the first volume of his three-volume work "The General Organizational Science (Tectology)" appeared. The author showed that all types of management (in nature, society, technical systems) have fundamentally common features. He also stated one of the key provisions of the system methodology: an organized whole is superior to the simple sum of its parts.

Further development of managerial thought takes place after the October Revolution of 1917. A prominent practitioner and theorist of scientific management was A.K. Gastev. In 1920, he created the Central Institute of Labor (CIT), which subsequently did a lot in the development of management science. The first in the country psychological laboratory for the organization of labor and management appeared at the CIT.

Gastev created 16 "rules-commandments" for any work, "social engineering" and "the concept of labor attitudes." In his "rules-commandments" he outlined the method of organizing labor. Before doing, - he wrote, - it is necessary to think over, plan, prepare (materials, tools) and develop an algorithm of what to do and for what.

Gastev's "social engineering" was a synthetic science of labor and management.

"The concept of labor attitudes" by Gastev included a number of interrelated provisions: 1) the theory of labor movements in production processes; 2) organization of the workplace; 3) the methodology of rational industrial training; 4) the theory of management processes.

Another well-known management theorist of the 1920s and 1930s was P.M. Kerzhentsev. He created the "theory of the factors of the organization's work efficiency", the "method of self-knowledge and self-control" of the employee, formulated "the three main tasks of the leader". He included in the tasks: what exactly should be done, in what time frame, who is responsible for completing the task.

At the turn of the 50-60s, primarily through the efforts of Academician A.I. Berg, the country has received official recognition of the science of optimal control of complex processes - cybernetics. She also considered the problems of increasing the efficiency of human labor.

Attempts were made to improve the system of economic management from the standpoint of cybernetics. However, the rigidly centralized command-administrative system of state administration that had developed in the USSR, as well as the monopoly of power in the hands of the Communist Party bodies, became an obstacle to this.

With the collapse of the USSR (1991), both in Russia and Belarus, the development of management theory receives a powerful impetus.

Today, management is a new major phenomenon in the management of the economies of our countries.

The specialty "management" is studied in many universities in Russia and Belarus.

In less than 10 years, real management schools emerge in Moscow, St. Petersburg and Minsk.

The most prominent modern management theorists are:

in Moscow - V.A. Abchuk, L.E. Basovsky, I.N. Gerchikova, V.V.

Goncharov, P.I. Smirnov, V.A. Razanova, S.V. Shekshnya;

in St. Petersburg - M.K. Tutushkina, G.S. Nikiforov, A.V.

in Minsk - A.A. Brass, N.P. Belyatsky, N.I. Kabushkin, R.S.

Sedegov and others.

3. APPROACHES AND METHODS OF MANAGEMENT

3.1. Modern approaches (concepts) of management Approach is the main (conceptual) idea.

The concept is the underlying theory.

Modern approaches to management have their own characteristics.

They consider management as a multifaceted, complex and dynamic phenomenon, depending on the internal state and external environment of the organization. Such approaches are often called synthetic.

Interpretation and approaches to management Currently, a functional and institutional interpretation of the concept of management has been formed.

Functional interpretation gives an interpretation in the aspect: who are managers?

these are persons, personalities, people with their individual characteristics;

they perform managerial functions;

they are characterized as managers, carriers of managerial work in the organization at the highest or middle level.

The institutional interpretation interprets management as:

management body of the organization (rectorate, directorate, administration), i.e. institution of management of the organization and the collective body;

management of a university, school, gymnasium, firm, company, i.e. organization at the microeconomic (primary) level in the industrial or social sphere.

National approaches to management:

German approach: The most important function of a manager is to make decisions in the production and social sphere of the organization, therefore the person who has the authority and power is the manager of the organization. He is the "bearer" of decisions, as the Germans say.

American pragmatic approach to management:

Management as the implementation of management functions:

planning, organization, command, coordination, controlling, communication, formalization, motivation, innovation, directives, direction, representation, activation, decision making, administration, delegation, etc.

Key provisions of modern management concepts:

1) Rejection of managerial rationalism of classical schools of management. Accepting that the success of a firm depends on more than just internal factors. Even more important are flexibility and responsiveness to dynamic external factors;

2) Acceptance by management social responsibility in front of society as a whole and in front of people working in this enterprise;

3) The use in management of both systems theory and a situational view of the current situation.

In modern management theory, there are four main approaches: process, system, situational and quantitative.

The process approach considers management as a process consisting of successive interrelated parts, or functions.

Hence the second name of this approach is the “functional concept”. This approach is the main one. It most fully takes into account the specifics of managerial work.

The management process begins from the moment the relationship between the object and the subject of management is established and ends only with their disappearance.

In the classical version, management as a process is considered to consist of four successive parts (functions) that pass into each other (see diagram No. 3.1).

Scheme No. 3.1. Management as a process.

Planning Organization Stimulation Control The activity of a manager consists mainly in the performance of these functions.

The systems approach considers management as a system of interrelated and interdependent elements. Impact in one place inevitably causes a certain reaction in all elements of the system. A systematic approach involves a comprehensive solution to any problems of the organization.

Systems are divided into open and closed.

An open system actively interacts with the external environment. On the one hand, it depends in a certain way on the environment, and on the other

– in one way or another, it affects the environment.

A closed system has rigid boundaries. It is relatively independent of the environment. Its activity is closed on internal phenomena.

The components of the system, in addition to elements, may include subsystems. This happens when the overall system is too complex.

The situational approach in management considers management as a specific situation that requires adequate actions under the circumstances. Since the main link here is actions or deeds appropriate to the circumstances, this approach is sometimes called a business approach, or a “business concept”.

The implementation of the situational approach in management involves a specific algorithm of actions:

1) Determining the specificity (not typicality, features) of the situation;

2) Predicting the possible results of using specific techniques for a given situation;

4) Impact on the main variables.

The quantitative approach in management is management based on the accounting and analysis of a significant amount of data using special techniques. Statistics deals with quantitative indicators. Therefore, this approach is also called the "statistical concept".

In modern conditions, special computer programs are used to implement the quantitative approach in management.

They allow managers, relying on the dynamics of specific parameters, to perform various management actions:

planning, organization, correction, stimulation, control, etc.

3.2. Management principles Management principles are the basic laws and rules of management activity.

The formulation of the principles was started by the classics of management at the dawn of its inception. Thus, Taylor identifies four principles of scientific management. Fayol considered fourteen principles in administrative management.

In 1912 The Association of Russian Entrepreneurs has formulated seven principles of Russian business.

1. Respect authority. Power and order are necessary conditions for a successful business.

2. Be honest and truthful. These qualities are the foundation of entrepreneurship, a prerequisite for healthy profits and harmonious relationships in business.

3. Respect the right of private property. Free enterprise is the basis of the well-being of the state.

An entrepreneur must actively work for the benefit of his Fatherland.

4. Love and respect the person. Such an attitude towards a working person gives rise to reciprocal feelings. Under these conditions, a harmony of interests arises, which creates an atmosphere for the development of abilities, encourages people to express themselves.

5. Be true to your word. “Once you lied, who will believe you!” Success in business largely depends on the extent to which others trust the entrepreneur.

6. Live within your means. Do not bury yourself, realistically assess your capabilities.

7. Be purposeful. An entrepreneur must always have a clear goal in mind. Serving Two Masters

unnatural. In striving for a goal, one should not forget moral values.

Modern theorists G. Kunu and S. O'Donnell in their book "System and situational analysis of managerial functions"

consider about fifty principles of management.

Our position is closest to the classification of principles made by T. Pitters and R. Waterman. We will look at eight principles of management, which are the most basic and most modern.

1. Orientation to achieve success: constant search for the best ways to develop the enterprise; the ability to choose the right direction of activity and concentrate on it; the ability to develop adequate methods for solving problems arising in the company.

2. Orientation to the consumer: a clear and precise understanding of the interests of its consumer; respect for the needs of consumers of their products; stimulating each employee of the company to innovate and continuously improve products.

3. Entrepreneurship: cultivation in the company: individual initiative of all employees; decisive, but balanced actions of personnel based on the forecast of consequences; workers' responsibility for their actions.

4. Productivity: supporting the interests and aspirations of employees to create an interesting professional life; continuous staff training; orientation of employees to regular changes related to market dynamics; identification of employees with the company, when each employee is “their own person” for the team.

5. Connection with life: taking into account objective economic laws and a real assessment of the production situation; development of simple and understandable criteria for evaluating the activities of each employee and the company as a whole; regular analysis and necessary adjustment of goals and objectives;

strengthening the organization's links with the external environment; orientation of the organization's activities to the interests of its consumers and society as a whole; the ability to learn from the mistakes of one's own and others.

6. Loyalty to one's work on the basis of: universal values;

mission (philosophy) of the organization; social partnership and mutual benefit; creating an atmosphere of community of interests of the company and staff.

7. Simplicity of structure and management due to: preference for "flat" structures over "high" ones both in the firm itself and in its management; decentralization of management and delegation "down"

a significant part of the power; wide involvement of employees in the processes of creative search and management decision-making.

8. Combination of freedom and responsibility: balance of powers of freedom of action and personal responsibility of employees;

correct in form, but firm in content, exactingness in the performance of one's duties and observance of professional culture; taking care of the staff on the part of the company; conscious discipline and diligence of workers.

Although theoretical in appearance, the principles of management are very practical. Relying on them in their activities helps managers to work at the level of modern achievements in management science.

3.3. Management methods Management methods are methods of influencing people and phenomena to achieve a specific goal.

When choosing methods (methods) of control, the following requirements should be observed:

purposefulness - i.e. a clear understanding of the goal and movement towards it;

feasibility - i.e. the real achievability of the desired results;

consistency - i.e. taking into account the impact in the relationship of elements;

dynamism - i.e. ability to respond to changing situations;

efficiency - i.e. achieving maximum results at minimum cost.

There are three types of methods: administrative, economic and socio-psychological.

Administrative methods of management are methods of managerial influence through official power.

Administrative management methods have their own specific characteristics and features.

Consider these characteristics:

Mandatory. Administrative methods leave no choice to the subordinate. They directly affect the will of the performer;

Gratuitousness. Execution initially does not provide for promotion. Diligence is considered as a natural phenomenon in the framework of professional activity;

Checkability. Administrative methods are necessarily accompanied by a certain system of control over the performance of professional duties and specific tasks;

Accuracy. Administrative methods require not the best, but strictly defined execution. After all, often the best seen can turn out to be bad within the framework of a common task.

For example, the engine shop, at its own discretion, produced 5% more engines than the task stipulated. But the bodies were produced exactly according to the instructions. Wheels and other equipment too. And where in this situation to put excess engines?

Within the framework of administrative type methods, several types can be distinguished:

1. Organizational methods. These include: a) regulating; b) regulatory; c) instructing.

2. Administrative methods. These are methods of operational management - orders, resolutions, orders, instructions.

3. Disciplinary. These are various forms of punishment for improper performance: remarks, reprimands, warnings about misconduct, demotion, etc.

Economic management methods are methods of management through material impact.

The material influence both on the whole organizations and on the individual employee is figuratively called “rule management”.

There are three levels of application of economic methods of management: state, in-plant and personal.

The state level is the economic ways of state influence on a separate enterprise (organization). There are three most common tools of state influence on an enterprise: taxation, financing and government orders.

Taxation can be both regular and preferential.

The latter consists in a reduced rate of taxes on a particular enterprise for a certain period. The state can completely exempt the enterprise from the tax. The regulated tax rate is used by the state to stimulate or reduce the activity of the enterprise.

Often, temporary preferential taxation is used in relation to newly created enterprises. This gives them the opportunity to develop - "stand on their feet." Temporary exemption from taxes is very effective in attracting non-state investments to a country, region or industry, including foreign ones. Such a technique can significantly improve the investment attractiveness (investment climate) of a country, industry or region.

Financing from the state as a management tool can be implemented in two forms. The first one is direct state (including gratuitous) subsidies to the enterprise. The second is preferential (at a reduced rate) bank loans to the enterprise. Usually state-owned banks act as such lenders. But they can also become commercial banks under the influence of the state.

The state order as a management tool is as follows. The state orders the company products in a certain volume and assortment. Thus, marketing and sales issues are resolved automatically. The state can afford to accept a high level of prices, to make an advance payment. As a rule, the state order is very beneficial for the enterprise. In fact, this is a form of state support for the latter.

The second level of application of economic methods of management is in-house. In fact, these are methods of economic management of the structural divisions of the enterprise - workshops, departments. The most popular model in the recent past in this context was the "economic calculation" model.

The cost accounting model established the boundaries of competence in the distribution of material resources between departments and the management of the enterprise as a whole. The guild had the right to keep a predetermined percentage at its disposal from the income and profit it received.

The cost accounting model also included other elements.

The main ones are the following:

a) assigning resources to departments;

b) operational and economic independence of units;

c) leaving at the disposal of the divisions a part of the profits received;

d) economic sanctions for improper fulfillment of general plant obligations and tasks.

The third level of application of economic methods of management is personal. Its main tool is individual material incentives for staff. Ways of economic (financial) influence within the framework of incentives can be: salary increases, the establishment of allowances, bonuses, payments, benefits, etc. Fines, salary cuts, complete or partial deprivation of bonuses, etc. can be used as economic punishment.

Socio-psychological methods of management are methods of management through social and psychological influence.

Social impact is aimed at the staff of the enterprise or its subdivisions. The psychological impact is individual.

Thus, socio-psychological methods have two levels of application - collective and individual.

The collective level is the ways of the enterprise's managerial influence on its employees by providing them with certain social benefits.

Types of social benefits can be:

a) Social infrastructure of the enterprise: kindergarten, clinic, dispensary, stadium, sports hall, recreation center, etc. Of course, for their employees, the prices in these social facilities are several times lower than in similar citywide ones;

b) Working conditions at the enterprise - modern premises, equipment, good lighting, low noise level, convenient tools, etc.;

c) Conditions for improving education and professional qualifications - the presence of training centers at the enterprise or the encouragement by the administration of distance learning in universities and technical schools;

d) Cooperation between the administration and trade unions in matters of upholding the interests of workers.

The individual level of application of socio-psychological methods of management is the methods of managerial influence of managers on the psychology of employees.

The use of psychological management methods implies a fairly deep knowledge on the part of managers of both general psychology and the inner world of each of their subordinates.

Specific methods of influence that are effective in relation to one person may be completely inapplicable to another.

Individual approach to employees;

Psychological comfort of each employee;

Professional etiquette in relations between employees;

Psychological climate in the production team.

3.4. Management Models

The manager's impact on the control object is often unpredictable. You may not get the desired effect at all. Modeling is used to avoid managerial errors. The situation is first studied on models, and only then - in reality.

Management models are a representation of a control object in some other form for the purpose of its study and experimentation.

Thus, it is possible to formulate the goals of modeling:

Study of the control object on simplified analogues;

Experimentation where it is impossible or undesirable in reality.

In modern management, there are three main types of models - physical, analog and mathematical.

A physical model is a reduced or enlarged copy of a control object.

For example, a production team of several people can act as a model for a large team. On them, one can experimentally test certain new methods of managerial influence. In this case, if necessary, you can make corrections and adjustments.

The analog model of management is the use of another object that differs from the object of management under study, but behaves in a similar way.

The mathematical model of management is a description of the properties and a study of the response of the control object using mathematical formulas and calculations.

In management practice, a number of types of modeling are used.

Let's take a look at five of the most common.

Game modeling. It includes play or imitation forms. To do this, a certain probable situation is set for the purpose of training or testing personnel. It can also be a group game to find a way out of a given problem situation.

Analytical modeling. To study the control object, analysis is very effective: systemic, economic, statistical, etc. System analysis reveals the influence of specific variables on the state of the system as a whole. Economic analysis allows you to evaluate costs, benefits, efficiency and other parameters. Statistical analysis makes it possible to see the directions and types of dynamics of certain processes, etc.

Queuing Modeling. It creates a scheme for managing complex, multi-volume, diverse flows that affect a large number of things and people. These can be different distribution queues or sequences of actions. This scheme allows you to determine the optimal number of service channels in relation to the need for them. They are used to optimize the costs of production, trade, services. The model takes into account the following factors: the rhythm of the change in the number of orders;

the likelihood of increased influx; ways to reduce waiting costs; ways to improve service.

Examples of using queuing models: queue for computer data calculation; waiting for the equipment repairman; queue of trucks for unloading at the warehouse; checkout line.

However, it should be borne in mind that significant time losses in the queue are dangerous. Customers can choose another partner.

Inventory management modeling. It can be used to create an optimal inventory and resource management reserve. The goal is to ensure the continuity of production. But at the same time, do not create "overstocking" with raw materials, spare parts, tools.

This model allows you to determine the time of placing orders for resources, their quantity, the volume of finished products in warehouses. At the same time, the costs are significantly reduced: for the organization of purchases; for storage of stocks; to customer failures when stocks are depleted. The inventory management model is actively used by logistics.

Computer modelling. Its essence is to create special algorithms of actions in the development of certain processes.

With its help, you can control and adjust the specified parameters. That is, to actually manage, including complex processes and systems.

Programming problems usually consist in finding the maximum or minimum of some function. This takes into account the restrictions on the available variables.

The considered approaches (concepts), principles, methods and models of management form the basis of the science of management theory. Their knowledge and correct application is an indispensable condition for the effectiveness of the modern manager.

4. MANAGEMENT FUNCTIONS

4.1. The concept of functions Function as a concept arises in the process approach to management. In this concept, management is considered as a process consisting of successive interconnected parts of functions.

The management function is component managerial work.

In the development of scientific management theory, managerial work was broken down into four functions: planning, organizing, stimulating and controlling. They began to be called classical functions (see Scheme 1).

–  –  –

Today's classification of management functions:

classical, modern (basic), binding, special, auxiliary.

The classic functions of management are planning, organizing, stimulating and controlling.

The development led to the formation of modern management functions. They were: forecasting, coordination, motivation and controlling. In fact, each of the classical functions has been enriched with its own pair. The existing four pairs of functions (classical plus modern) can be called the main functions of management.

Let us now represent the latter on the vector of the control process (see Fig.

–  –  –

There are two connecting functions of management: communication and management decision-making. They got their name because, as it were, they interconnect all the main functions.

There can be many special management functions. Let's name the most common of them. This is the management of the main or auxiliary production, logistics, marketing, sales, innovation or investment projects, finance, real estate, resources, etc. The list of special features can go on and on.

This topic will be discussed in more detail in § 4.8.

Unlike the previous group, there is only one auxiliary function of management so far. This is consulting. V.F.

Morozov defines consulting as a process of advising a manager by specialists in the course of developing managerial decisions and developing complex projects. In the course of management, the manager constantly encounters problems for which he does not have enough information and competence. This is where consultants are needed, although the last word still remains with the leader.

The relationship of all management functions is presented by us in Scheme 3.

–  –  –

4.2. Forecasting and planning Despite the fact that planning as a classical management function appeared before the modern function of forecasting, in practice, forecasting precedes planning.

Forecasting is the process of studying the prospects for the development of an organization and its external environment.

Forecasting is the basis for developing an enterprise and industry development strategy. It is the forecast indicators and the factors of the main influence on them that form the foundation of the strategy.

The most important problem of predicting the reliability of the results, which is not easy. Poor quality forecasting can lead the company to lag and bankruptcy.

For example, the Microsoft company of B. Gates today firmly occupies the position of the world leader in computer software.

But the company's management not only actively introduces its developments into every corner of the global computer network Internet. It closely monitors not to miss the next technological round. Otherwise, you can quickly become an outsider.

Modern management theory has quite effective methods of foresight. The main ones.

The Delphi method is named after its creator. Its essence lies in certain techniques and algorithm of actions. 5-7 highly qualified experts are invited to work on a complex and important forecast. Each of them, independently of each other, performs "option 1" of a given forecast. The experts then get together and publicly discuss the presented “option 1” of each. All arguments and objections are heard and discussed. After that, the experts disperse, and again work separately, independently of each other. Each of them independently develops a "variant 2" forecast. Then again follows the joint "discussion 2". This continues until “option N” appears, which does not contain fundamental disagreements between experts. This will be the forecast using the Delphi method.

scripting method. A scenario is a description of the future, which outlines the possible course of events and the degree of its likelihood. The scenario defines the main factors to be taken into account. Several alternative scenarios are being drawn up. The latter is a predictive characteristic of the future. The most likely scenario is indicated.

Scenario forecasting allows: to better understand the situation and its evolution; evaluate potential threats; to identify favorable opportunities and find optimal directions of activity.

heuristic methods. They are inseparable from the person making the prediction, that is, they are largely subjective. The forecaster can use both formalized methods (sociological, statistical, etc.) and intuitive ones. The latter rely on the experience and imagination of the forecaster.

extrapolation methods. These are linear methods that take into account existing trends and the pace of their dynamics.

Psychological methods. To attract attention and better understanding, psychologists often present them with a certain amount of humor, in the form of peculiar laws.

For instance. “If something bad can happen, then it will certainly happen.” Or "if there are several possible options for events, then the worst will happen."

These examples are not a product of pessimism. Their meaning is different. A person, and even more so a manager, should not be passive. He cannot afford to expect that "the problem will resolve itself."

You should take an active position. Circumstances must be created and regulated, but not letting them take their course.

By duration, forecasts are divided into: short-term, medium-term and long-term. Usually the degree of reliability is highest in the former.

Planning is a process of making decisions in advance; optimal distribution of resources to achieve the goals; activities (a set of processes) associated with setting goals (tasks) and actions in the future.

There are several types of plans: strategic, current, tactical, operational, projects (see diagram 3).

Scheme 3. Types and origins of plans.

Forecasts Development goals of the organization

–  –  –

Tactical Operational plans Strategic planning is the process of developing an organization's development strategy for the future. The end result is the approval by the management of a specific document - a long-term plan, concept, development program.

The strategic plan contains: implementation general policy enterprises; general direction of activity; priorities;

distribution of resources. It usually covers 3-5 years.

Characteristic features of the strategy: top managers develop the strategy, and carry out all levels;

must respond to the perspectives of the organization, not to individuals;

must be scientifically substantiated and based on large-scale studies of the external environment;

designed for the long term, but must be flexible.

Management actions within the framework of strategic planning:

distribution of internal resources; adaptability to the external environment;

internal coordination should be achieved taking into account strengths and weaknesses; the ability to learn from past decisions, to predict the future.

Stages of strategic planning:

Stage 1: assessment and analysis of the external environment, i.e. process of considering external factors to identify opportunities and threats for the firm

– economic factors (inflation, exchange rate, tax rate, employment rate);

- political and legal factors (changes in legislation, changes in the attitude of the government to any area, changes in attitudes towards competition);

– market factors (demographic factors);

– technological factors;

– international factors (price for oil, gas, exchange rates);

- factors of competition;

- factors of social behavior.

Stage 2: managerial survey of strengths and weaknesses, i.e. methodological assessment of various functional areas of the organization in order to identify its strengths and weaknesses in comparison with competitors.

For a business organization, these areas are:

marketing (market share, competitiveness of products, quality and range of products, consumer interests, development of new products, pre- and after-sales service, sales efficiency, advertising, promotion of goods);

finance (solvency and financial stability, liquidity) production (cost reduction);

human resources (number of personnel, remuneration system, competence);

culture and image of the corporation (atmosphere and climate in the organization, customs);

image of the company, the impression that is formed by the company itself, as well as the public.

Stage 3: Exploring strategic alternatives:

Limited growth, i.e. setting goals from 1) achieved, adjusted for inflation (mature industries, established technology, successful company);

Growth, i.e. a significant increase in goals compared to 2) the previous level - 6-7% growth. In industries where technology is changing rapidly. Growth can be internal (an increase in the range of goods and services) and external (the company moves into new industries);

reduction (last resort strategy);

3) liquidation;

cutting off excess (sale);

downsizing and reorientation;

A combination of several previous alternatives.

4) Stage 4: choice of strategy. Factors influencing the choice of strategy:

risk; knowledge of past strategies; response to owners; time.

Implementation of strategic decisions: 1. Tactical plans. They are developed in the development of the strategy. Tactics are designed for a shorter period, developed by the middle links. The results of the tactics appear quickly. 2. Policy - development of additional guidelines for achieving goals. This is a general guide for making decisions. 3. The procedure describes the actions to be taken in specific situations (instruction). A person acting according to a procedure has few alternatives and little freedom. 4. Rules exclude freedom of choice and are intended for specific situations.

The tactical plan reflects the development of the enterprise for a shorter period. Usually it is one year. This plan stems from a strategic one.

The operational plan is usually drawn up for one month.

Of course, it proceeds from the tactical plan and operational tasks of the enterprise (workshop, department).

A project is a plan for the implementation of a single activity.

Examples of such activities are listed above.

The development of complex projects (innovation and business plans) is usually not the responsibility of organizations themselves. For this, specialized (design, consulting) firms are hired.

The theory and practice of management offer modern approaches to planning: management by objectives; a dedicated planning team; decentralization; new planning paradigm.

Let's consider them.

Management by Objectives (MBM) is a planning method that involves setting goals for each department and employee, as well as monitoring and controlling their implementation.

An effective process of the UOC consists of the following algorithm of actions: 1) setting goals; 2) development of action plans; 3) control over the movement towards the goal; 4) performance evaluation; 5) adjustment of goals.

A dedicated planning group is made up of several line managers brought together to develop strategic plans. They are fully responsible for the planning process in the company.

Western studies show that since 2000 such groups have been created in every third firm.

Decentralization of planning is the distribution of specialist planners to departments in order to assist them in compiling own plans. This practice allows you to smooth out possible contradictions between planners and other employees. Indeed, in this case, the plans are developed by those who are “doomed” to fulfill them, and not by the “tops”.

For example, R. Larsen, executive director of the international company Johnson & Johnson, says: “The easiest way to spoil the mood of employees is to release some kind of cunning plan from the central office.”

The new planning paradigm includes four components:

1) acceptance by each employee of the mission of the organization; 2) audacity (ambitiousness) in setting goals; 3) creating an environment that encourages employees to experiment and learn; 4) the transformation of the principle of continuous improvement in the meaning of life.

4.3. Organization and coordination Organization is the process of arranging resources in time and space, and determining how they interact.

In the concept of "organization (organizational activity)" management theory distinguishes three elements: the rule of manageability, the formalization of management and the management structure.

The manageability rate is a definition of the number of employees that one person can manage personally.

Management practice empirically (based on long experience) came to the following. One leader can devote enough time to each subordinate, if there are no more than ten.

Modern management theory defines the controllability rate by the following formula HY = 7 2.

The optimal number of subordinates for one leader is seven. If the nature of the work is simple, this figure can be increased by two. If the work is difficult, the manager should pay more attention to each of the subordinates, then their number should be reduced by one or two people.

Formalization of management is the establishment of the relationship of authority and responsibility between employees in writing. The latter can be stated in instructions, orders, standards.

Linear accountability of employees and managers is called the "chain of command".

The line of authority from superior to inferior is defined as a "scalar chain".

The formalization of management assigns authority not to a person, but to a position. This is a fundamental, key point. This is the meaning of formalization.

The management structure is a diagram of the management hierarchy of an enterprise.

Management structures are of two types: high and flat.

High (pyramid) structures have three or more levels of management hierarchy (see Chart 4).

–  –  –

High structures have a number of significant drawbacks: a large number of administrative staff; shifting responsibility on each other; inefficiency in decision-making;

Flat management structures have only two levels of management hierarchy (see diagram No. 5).

Scheme 5. Flat management structure.

–  –  –

These structures are spared from the shortcomings noted above for pyramidal structures. The objection that the firm would become unmanageable if the president fell ill is easily dismissed. In this case, his operational responsibilities are temporarily transferred to the first manager. Modern means connections allow the president of the company to go on a business trip painlessly for management.

High structures are characterized by the centralization of power. All more or less significant decisions are made at the upper levels of the hierarchical ladder.

Flat structures are associated with the decentralization of power.

A significant part of the powers and rights in decision-making are delegated to the lower level of management. Therefore, lower-level managers must be sufficiently qualified to effectively use the authority delegated to them.

Actually organizational activity has its own characteristics, patterns, stages.

Its algorithm looks like this:

1) formulation of the company's goals and development forecasts;

2) setting goals and defining types of activities;

3) distribution of resources in space and time (in dynamics);

4) creation of an adequate structure of both the firm itself and its management without unnecessary levels, sufficient to solve the tasks set);

5) distribution of powers and specification of responsibility.

No matter how skilled or organizational activity, it is impossible to foresee everything many steps ahead.

Therefore, in the course of action, there is constantly a need to correct, clarify something. And then the organization (as a function) is supplemented by coordination.

Coordination is the regulation of the interaction of resources in the process of achieving the goal. The following resources may be included in regulatory activities: human, material, financial, time, etc. The manager identifies "bottlenecks" and "reinforces" them with personnel, equipment, money, etc. This may simply be providing additional time to solve the tasks, that is, the coordination of a temporary resource.

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MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

NOVOSIBIRSK STATE ACADEMY OF ECONOMICS AND MANAGEMENT

Department of Management

P.V.Shemetov, A.A.Bovin, L.E.Cherednikova, V.V.Radionov

Fundamentals of management Educational and methodological complex

specialty 061100 - "Management", direction 521500 - "Management"

Novosibirsk 2004

Shemetov P.V., Bovin A.A., Cherednikova L.E., Radionov V.V. Fundamentals of Management: Educational and Methodological Complex / NGAEiU, Novosibirsk, 2004.

The educational and methodical complex is an educational and methodological support for the discipline "Fundamentals of Management" and is intended for students of distance learning.

This EMC discusses the methodology, principles and methods of effective management of a modern organization. Much attention is paid to the formation of management systems for an organization operating in a complex mobile environment, taking into account social, psychological and cultural aspects in the behavior of people in their joint activities in management tasks.

Work program of the discipline

Section 1. Organizational and methodological

1.1. Extract from the educational standard

GPD.F.01. BASIS OF MANAGEMENT. General theory of control. Patterns of control of various systems. Management of socio-economic systems (organizations). Methodological foundations of management; management infrastructure; sociofactors and ethics of management; integration processes in management; modeling situations and developing solutions; the nature and composition of management functions; strategic and tactical plans in the management system; organizational relations in the management system; forms of organization of the management system; motivation of activity in management; regulation and control in the management system; group dynamics and leadership in the management system; human management and group management; leadership: power and partnership; management style and image (image) of the manager; conflict in management; management efficiency factors.

HISTORY OF MANAGEMENT. The nature of management and historical trends in its development; conditions and factors for the emergence and development of management; stages and schools in the history of management; variety of management models: American, Japanese, European, etc.; the influence of national-historical factors on the development of management; development of management in Russia; perspectives of management: possible and probable.

1.2. Goals and objectives of the discipline

This discipline aims to acquaint students with the fundamental principles and methods of effective management of organizations and teams, as well as methods for solving various managerial problems.

The tasks of studying the discipline are to form students' managerial thinking, the necessary knowledge and skills to solve practical problems in planning, organizing, motivating and controlling the activities of various firms, organizations, and enterprises.

1.3. Requirements for the level of mastering the discipline

	Requirements for the level of student preparation (knowledge, skills)	Types of training sessions that provide a given level of training
Topic 1. Management in an organization: basic concepts and definitions	Know the role and place of management in the system of economic sciences and practice	Lectures, seminars
Topic 2 General control theory	Know the features of modern management and the principles of organization of the company. Know how to use them in practice.	Lectures, seminars, practical classes
Topic 3. Methodological foundations of management	Know the patterns of management of socio-economic systems and be able to apply them in practice	Lectures, seminars and practical classes
Topic 4. Purposefulness in management	To know the essence of the approach of management by objectives, its significance. Be able to use the methods of forming goals, have the skills to solve practical problems.	Lectures, seminars, practical classes (business games)
Topic 5. Planning as a function of management	Know the approaches and master the skills of forming the mission of the organization, the main goals, the decomposition of goals.	Lectures, seminar practical classes (situation)
Topic 6. Organization as a function of management	Know the principles of specialization and division of labor in the organization's management apparatus; principles of building an organization and the main types of organizational structures, their advantages and disadvantages. Be able to create effective forms of organization.	Lectures, seminars, practical classes (situation, business game)
Topic 7. Leadership function. Leadership (leadership styles) in management	Know the concepts of leadership styles. Be able to determine an effective leadership style depending on the situation and the form of building relationships with employees. Have practical skills in managing a working group.	Lectures, seminar practical classes (situation, business game)
Topic 8. Coordination of activities in the organization	Know the methods of coordination. Be able to organize the process of coordination.	Lectures, practical exercises
Topic 9. Motivation of activity in management	Know the theory of motivation. Be able to use motivation methods and have the skills to design incentive systems in an organization.
Topic 10. Regulation and control in the management system	Know control methods. Be able to apply them depending on the field of activity. Have the skills to control specific managerial work.	Lectures, practical exercises (situation)
Topic 11. System of management methods	Know management methods. Be able to make the necessary combinations of management methods and have business process management skills.
Topic 12. Simulation of situations and development of solutions		Lectures, practical exercises (situation, business game)
Topic 13. Communication processes in the organization	Know the principles of building communication processes in an organization, the stages of obtaining management information, forms of business communication in a team. Be able to use regulatory, legal information and reference material in their professional activities. Have business communication skills.	Lectures, practical exercises (business game)
Topic 14. Organization culture	Know Concepts organizational culture and be able to correlate types of organization with organizational cultures.	Lectures, seminars
Topic 15. Management efficiency	Know the factors that determine the effectiveness of the organization and the effectiveness of management. Have the skills to evaluate the effectiveness of managers.	Lectures, practical exercises
Topic 16. Development of the theory and practice of management	Know the history of management. To be able to determine the actual directions of management development.	Lectures, seminars

Upon completion of the course, the student must:

know the essence and social significance of the manager profession, the content of management functions, foreign management models,

be able to evaluate the effectiveness of the main approaches in managing the organization;

master the skills identification of different types of problems and approaches to their resolution.

Department of Education of the City of Moscow

State budget professional educational institution

Moscow City College of Management, Hotel Business and Information Technology "Tsaritsyno"

APPROVE

Deputy director of

O.V. Fomina

"____" ___________20

APPROVE

Deputy Director of Curriculum and Project Coordination

O.V. Fomina

"____" ___________20

APPROVE

Deputy director of

coordination of training programs and projects

O.V. Fomina

"____" ____________ 20

CALENDAR - THEMATIC PLAN

for 2017-2018 academic year ________________ac. year ____________________ac. year

by discipline OP.01 Management

Compiled on the basis of the work program approved by the Deputy Director for the Coordination of Curricula and Projects Fomina O.V. 08/31/2017

Considered at a meeting of the Department of Economics and Management

dated __________________ protocol No. _

Specialty / profession43.02.11 Hotel service

Teacher Ermolaeva N.N.

well

semester

Extracurricular (independent) load (hour)

Mandatory classroom teaching load (hours)

including:

Number of mandatory control works by program

Form intermediate certification

Lessons (hours)

Laboratory work (hour)

Practical lessons (hour)

Course design (hour)

offset

offset

Total by discipline:

155

offset

Head of Department:Frolova M.V. /_________________________/

CONTENT OF THE CALENDAR AND THEMATIC PLAN

audit

activities

Outside Audi

thorny (self

solid work)

Types of extracurricular (independent work)

Basic and additional literature

1

2

3

4

5

6

7

8

Section 1. Theoretical foundations of management

12

10

The concept of management, its tasks and role in the development of modern hotel business

Lesson learning new material

Doing homework (working out class notes, educational literature, drawing up the scheme "Ring of management")

Abstracts

The evolution of management concepts.

Combined lesson

Computer, media projector. Presentation

Doing homework (working out class notes, educational literature, compiling the table "Management Evolution")

Prepare reports: "Portraits of the Greatest Managers (F.W. Taylor, A. Fayol, G. Ford)".

Dracheva E.L., Yulikov L.I. Management.

Abstracts

National features of management

Combined lesson

Computer, media projector. Presentation

Doing homework (working out class notes, educational literature, compiling a table " Comparative analysis management in Japan and the USA")

Dracheva E.L., Yulikov L.I. Management.

Abstracts

Essence, characteristic features of modern management

Combined lesson

Computer, media projector. Presentation

Doing homework (working out class notes, educational literature, supplementing the table "Comparative analysis of management in Japan and the USA" with the column "Management in the Russian Federation" and filling it out)

Dracheva E.L., Yulikov L.I. Management.

Abstracts

Features of management in the field of professional activity (by industry)

Combined lesson

Computer, media projector. Presentation

Doing homework (working out class notes, educational literature)

Write a mini essay "What should a modern manager be like?".

Practical lesson No. 1: "Theoretical foundations of management"

Practical lesson

Report

Section 2. Organization as a management system

8

2

Goals and objectives of managing organizations of various organizational and legal forms

Combined lesson

Computer, media projector. Presentation

Doing homework, working out class notes, educational literature)

Prepare a synopsis in the form of a table: “The main organizational and legal forms of legal entities in the Russian Federation”

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 2: "Comparative analysis of organizational and legal forms in the Russian Federation in the hotel business"

Practical lesson

Tasks for the lesson.

Report

Organizational structure of management

Combined lesson

Computer, media projector. Presentation

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 3: "Construction and analysis of organizational management structures"

Practical lesson

Tasks for the lesson.

Report

Section 3. External and internal environment of the organization

6

2

Characteristics of the external and internal environment of the organization.

Combined lesson

Computer, media projector. Presentation

Dracheva E.L., Yulikov L.I. Management.

Abstracts

Analysis of the external and internal environment of the organization.

Combined lesson

Computer, media projector. Presentation

Case analysis (external and internal environment) by options.

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 4: "Analysis of the external and internal environment of a particular organization"

Practical lesson

Tasks for the lesson.

Report

Section 4. Functions and methods of management

14

6

Management cycle.

Combined lesson

Computer, media projector. Presentation

Dracheva E.L., Yulikov L.I. Management.

Abstracts

Planning in the management system.

Combined lesson

Computer, media projector. Presentation

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 5: "Drafting and analysis of enterprise plans"

Practical lesson

Tasks for the lesson.

Report

Control and its types

Combined lesson

Dracheva E.L., Yulikov L.I. Management.

Abstracts

Practice #6: "Implementation of the control function in the organization"

Practical lesson

Tasks for the lesson.

Report

System of management methods

Combined lesson

Computer, media projector. Presentation

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 7: "Analysis of the preference for management methods."

Practical lesson

Tasks for the lesson.

Report

Section 5. Strategic management

12

6

Mission and strategy of the organization: essence and characteristics

Combined lesson

Computer, media projector. Presentation

Dracheva E.L., Yulikov L.I. Management.

Abstracts

The essence of strategic management: basic concepts, functions, principles

Combined lesson

Computer, media projector. Presentation

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 8: "Strategic planning at the enterprise."

Practical lesson

Tasks for the lesson.

Report. Preparation for a practical lesson

Practice #9: “ Strategic Analysis. Calculation of the attractiveness of customer firms»

Practical lesson

Tasks for the lesson.

Report

Innovation management

Combined lesson

Computer, media projector. Presentation

Prepare a presentation "Innovation Management"

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 10: "Innovations in the organization (by industry)" (business game)

Practical lesson

Tasks for the lesson.

Report

Section 6. Risk management in the organization

6

4

Theoretical foundations of risk management

Combined lesson

Computer, media projector. Presentation

Dracheva E.L., Yulikov L.I. Management.

Abstracts

Risk assessment methodology

Combined lesson

Computer, media projector. Presentation

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practice #11: "Risk Management in a Specific Organization"

Practical lesson

Tasks for the lesson.

Report

Section 7 Fundamentals of the theory of managerial decision making

8

6

Essence and classification of management decisions

Combined lesson

Computer, media projector. Presentation

Prepare a report on the topic "Types of management decisions"

Dracheva E.L., Yulikov L.I. Management.

Abstracts

Models, processes and methods of making managerial decisions

Combined lesson

Computer, media projector. Presentation

Prepare a report and presentation "Management decision-making models"

Dracheva E.L., Yulikov L.I. Management.

Abstracts

Rules for making managerial decisions under risk and uncertainty

Combined lesson

Computer, media projector. Presentation

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 12: "Development and adoption of a management decision"

Practical lesson

Tasks for the lesson.

Report

Section 8 Fundamentals of personnel management modern organization

10

8

Personnel management in modern socio-economic conditions.

Combined lesson

Computer, media projector. Presentation

Doing homework (working out class notes, educational literature, preparing for a practical lesson)

Dracheva E.L., Yulikov L.I. Management.

Abstracts

The place of labor motivation in modern personnel management

Combined lesson

Computer, media projector. Presentation

Doing homework (working out class notes, educational literature, preparing for a practical lesson)

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 13: "Analysis of the organization's motivation system."

Practical lesson

Tasks for the lesson.

Report

F forms and methods of selection and selection of personnel.

Combined lesson

Computer, media projector. Presentation

Doing homework (working out class notes, educational literature, preparing for a practical lesson)

Dracheva E.L., Yulikov L.I. Management.

Abstracts

Adaptation and training of personnel.

Combined lesson

Computer, media projector. Presentation

Doing homework (working out class notes, educational literature, preparing for a practical lesson)

Dracheva E.L., Yulikov L.I. Management.

Abstracts

Practical lesson No. 14 "Recruitment (business game)".

Practical lesson

Tasks for the lesson.

Report

Section 9 Communications in management

4

2

Information and communication in management.

Combined lesson

Computer, media projector. Presentation

Doing homework (working out class notes, educational literature, preparing for a practical lesson)

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 15 “Analysis of the communication system in the organization. Obstacles and ways to eliminate them.

Practical lesson

Tasks for the lesson.

Section 10 Leadership and partnerships

4

4

Fundamentals of power and influence. Leadership.

Combined lesson

Computer, media projector. Presentation

Prepare a message and presentation on the topic "Qualities of a leader"

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 16 "Defining the style of leadership."

Practical lesson

Tasks for the lesson.

Report

Section 11 Managing conflicts and stress. Psychology of management.

6

6

Conflict: essence, causes, classification. Stress.

Combined lesson

Computer, media projector. Presentation

Prepare a message and presentation on the topic "Methods for resolving conflict situations."

Dracheva E.L., Yulikov L.I. Management

Psychology of management

Combined lesson

Computer, media projector. Presentation

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical work No. 17 "Management of conflicts in an organization based on knowledge of individual typological characteristics of a person."

Practical lesson

Tasks for the lesson.

Doing homework (working out class notes, educational literature, writing an essay "Portrait of an ideal leader", "Portrait of an ideal specialist", "Portrait of an ideal subordinate", preparation for a practical lesson)

Report

Section 12. Ethics of business communication and features of management in professional activities

4

4

Ethics of business communication.Rules for conducting business conversations, meetings, telephone conversations

Combined lesson

Computer, media projector. Presentation

Making a presentation on the topic "Ethics of business communication"

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 18 "Ethics of business communication and features of management in the field of hotel business"

Practical lesson

Tasks for the lesson.

Report

Total:

95

60

Used Books

Main

Dracheva E.L., Yulikov L.I.

M.: Publishing Center "Academy", 2013. - 288 p.

Management: textbook

Pereverzev M.P., Shaidenko N.A.,

M.: INFRA-M, 2014. - 330s.

Additional

Dracheva E.L., Yulikov L.I.

M.: Publishing Center "Academy", 2013. - 304 p.

Management. Workshop: Proc. allowance

Nabiev R.A.

M.: "Finance and statistics", 2014. - 144 p.

Internet resources:

Electronic resource "Management in Russia and abroad". Access form: http://www.mevriz.ru/

Electronic resource "Economic portal" Access form:

Electronic resource “Federal Educational Portal “Economics. Sociology. Management". Access form:

UDC 339.9:005(075.8) LBC 65.5-21ya73

R e e n s e n t s:

doctor of pedagogical sciences, professor V. F. Volodko; Candidate of Economic Sciences, Associate Professor E. A. Semak

Danilchenko, A. V.

D18 International management: textbook.-method. complex for students intl. relations, trained in special. 1-25 01 03 "World Economy" / A. V. Danilchenko, O. F. Malashenkova, K. V. Yakushenko. - Minsk: BGU, 2012. - 155 p.

ISBN 978-985-518-553-7.

The educational and methodical complex corresponds to the structure and subject matter of the curriculum in the discipline "International Management". Includes a short course of lectures, programmatic, practical (questions, tasks, case studies, business games), methodological materials for independent work.

It is addressed to students of the Faculty of International Relations of the Belarusian State University who study the problems of the world economy, as well as graduate students, teachers, scientists and practitioners.

EXPLANATORY NOTE

Educational and Methodological Complex (EMC) in the discipline "International Management" was created in accordance with the requirements of the Regulations on the educational and methodological complex of BSU and is intended for students studying in the specialty "World Economy". The content of the sections of the teaching materials meets the educational standards of this specialty, the structure and subject of the curriculum.

The main goal of the EMC is the intensification of the educational process and the activation of independent work of students in the discipline "International Management".

The structure of the UMC:

1. Educational and program materials including the content of the curriculum for the course "International Management" for students of economic specialties, a list of recommended literature for self-training of students.

2. A short course of lectures on international management. Contains a clearly structured theoretical material on the main issues of the course. Can be used for self-preparation of students for lectures and tests; provides the possibility of "advancing learning", i.e. preliminary acquaintance of students with the topics of lectures.

3. Educational and practical materials - questions, assignments, tests, cases, business games, as well as educational and methodological materials for independent work of students, preparation of essays, reports and presentations.

CURRICULUM FOR THE INTERNATIONAL

MANAGEMENT"

The curriculum of the discipline "International Management" is designed to study the issues of management science and practice by students of the Department of World Economy; developed on the basis of the basic curriculum of the discipline "Fundamentals of Management and International Management" No. 570, dated October 31, 2007 for the specialty "World Economy". The content of the program meets the requirements of the state educational standard and the qualification characteristics of a specialist in the field of the world economy.

Knowledge in the field of management is an essential element of social, humanitarian and economic education, one of the components of the general worldview. Management education forms the skills of managing people, and through them, social and economic processes in various spheres of human life and work. Special requirements are imposed on the level of managerial education of future specialists in the field of the world economy, which determines the goals and objectives of teaching the discipline "International Management".

The purpose of the discipline "International Management" - students mastering basic theoretical knowledge and acquiring practical skills in management activities in the field of international business.

Discipline tasks:

zz  to give students a fundamental understanding of the organization of the activities of international companies, outline the general directions for their effective management;

zz  to state the system of scientific knowledge that constitute the theoretical and methodological basis for managing business entities in the global economy;

zz  introduce modern conceptual approaches to international management;

zz  to explain the most important principles, functions and methods of scientific management, their content and logical relationships between them, which are used in the international sphere;

zz  reveal the situational variables of the internal and external environment of the organization, as well as the external environment of international business;

zz  to explain the connecting processes in the organization, the mechanisms for making managerial decisions in an international company;

zz  substantiate the most important tools of strategic planning and management at the level of an international company;

zz  introduce leadership styles and leadership, as well as the features of their manifestation in the international business sphere;

zz  reveal the specifics of international management, strategies for the internationalization of the company, the evolution of the organizational structures of international companies, the problems of international marketing management;

zz  consider the ethical aspects of international management; zz  to develop the skills and abilities of finding the necessary information to

making managerial decisions in the field of international business.

As a result of studying the discipline, the student must:

zz  to know the most important scientific schools of management and modern approaches to international management; principles, functions and methods of scientific management, their content and logical relationships between them; situational variables of the internal and external environment of the organization; connecting processes in the organization, mechanisms for making managerial decisions; the most important tools for strategic planning and management in the field of international business; leadership and management styles; specifics of international management, ethical aspects of international management;

zz  be able to independently analyze management problems and make decisions that meet a specific situation; navigate the diverse issues of international management; use knowledge to make rational managerial decisions and implement future social and professional roles; search and analyze the necessary information from various sources; to argue their own position during the discussion of managerial problems; solve problems and tests that serve to consolidate the educational material on international management.

For an in-depth study of this discipline, students must have basic knowledge in such subjects as the basics of management, microeconomics, world economy, international economic relations, fundamentals foreign economic activity, business economics, international trade law.

EXAMPLE THEMATIC PLAN

		Topic name			Seminar
		The specifics of the international
		management
		international company
		as an object of control
		International project
		management
		The external environment in the international
		home business
		Inter models and strategies
		nationalization of business
		activity
		Organizational structures
		international companies
		International marketing-
		management
		Financial and credit obes
		baking international operations
		Ethical aspects of international
		native management

T e m a 1. Specificity of international management

The subject and approaches to the definition of international management. Approaches to the definition of international management by Dyulfer, Belorusov, Pivovarov. International business activity of the company. Objects and subjects of international management.

Specific features and peculiarities of international management. Comparative Management Studies. Periods of development of international business.

Management levels in international companies and types of foreign managers. Classification of managers in international business and their main functions. Approaches to personnel selection in international companies. Types of foreign managers, their advantages and disadvantages.

Role functions of an international manager and their characteristics.

Theme 2. International company as an object of management

The concept of an international company and its features. The status of the enterprise as international. Quantitative criteria and qualitative features of an international company. Transnationality index and its meaning.

Classification of international companies by industry, by nature of ownership, by legal form.

Types and structural units of international companies. Transnational companies (TNCs) and multinational companies (MNCs). Structural units of international companies: the headquarters of the

fishing company, foreign branch, subsidiaries, associated firms, representative office. Foreign enterprises. Owl local businesses.

Holdings and alliances as corporate associations.

T e m a 3. International project management

Concepts of the project and project management in international business. Description of the project and its phases.

Life cycle investment project. Description of the pre-investment, investment and operational phases of the project. Feasibility study of the project.

Features of project organization and management. Small and megaprojects, project participants.

Types of international projects. Correlation between project and institutional management. The problem of managing the construction of a facility abroad and its transfer to an institutional manager.

Theme 4. External environment

v international business

International environment and approaches to its definition. Definition of foreignness of the environment. Forms of manifestation of the degree of foreignness of the environment, its measurement. Management approaches to the external environment.

The enterprise as a partnership system and a sociotechnical system. Interpretation of the enterprise in management science. Target subjects of the enterprise. Legal regulation of relationships between internal partners in a foreign country. Internal factors of the enterprise: goals, objectives, technology, structure, resources. The nature of their interaction.

The system of external business partners as an integral part of the economic environment. External partners on interaction in international business: direct partners and intermediaries. The most important partners in foreign business.

Layered model of Dyulfer's environment differentiation. Characteristics of the layers and their graphic representation. Relationships and interactions of environmental layers in international business.

The behavior of a foreign manager as a result of the influence of the external environment. Theoretical and practical significance of the Dyulfer model.

Methods of analysis of the external environment in international business.

Theme 5. Models and strategies for the internationalization of business activity

The essence of internationalization and approaches to its explanation. The concept of internationalization of the firm. Motives for internationalization and obstacles to its implementation. Incentive activities. Behavioral approaches to explain internationalization.

Types of business activity abroad and models of internationalization. Meisner's step model of internationalization. Combined model of internationalization of business activity. Dyulfer's model of functional and institutional internationalization. Their essence and significance for international management.

Background, goals and phases of the internationalization process. Internal and external prerequisites for international business activities. Phase scheme of internationalization. Deinternationalization and Resource Output Problems.

Development of an internationalization strategy in the process of strategic planning. Aksa's preconditions. Decision on the choice of target market and guest country. The decision on how to penetrate the foreign market, on the choice of location, form of representation, ownership and management. Choosing the optimal structure of the company.

Theme 6. Organizational structures of international companies

The impact of internationalization on management. Business in a favorable and alien environment. The problem of adaptation and requirements for organization and management. Management fixture matrix.

Stages of development of organizational structures. Factors and criteria for choosing organizational structures in international business. Two approaches to the evolution of organizational structures and their characteristics: export department, foreign branches, international branch, global (product and regional) structures, matrix structures. Their disadvantages and advantages.

Theme 8. Financial and credit support of international operations

Management decisions in the field of foreign financing. Varieties of the goals of the company in the financial field. Objects and conditions of financing. Internal and external financing. Financing terms.

Currency risks, their varieties and measurement methods. exchange risk. Estimated risk and methods of its measurement. general economic risk. Protective measures against currency fluctuations.

Forms of payments and calculations. Documentary collection. Export operation with documentary collection. Advantages and disadvantages of collection. Documentary letter of credit. Export operation with a documentary letter of credit. Advantages and disadvantages of a letter of credit. Advances. Open account.

Topic 9. Ethical aspects of international management

Introduction to the problem and definition of culture. Approaches to explaining the phenomenon of culture. Cultural dimensions of Trompenaars and Hofstede. Characteristics of low- and high-context cultures.

A culture-comparative and intercultural study of management. Comparative analysis of cross-cultural management. Objectives of research management. Six areas of research.

Ethics and social responsibility. Entrepreneurial responsibility in international business. The meaning of responsibility and its types. Special responsibility in international business: social, religious, civil, foreign policy and partnership.

"ELECTRONIC EDUCATIONAL AND METHODOLOGICAL COMPLEX FOR THE EDUCATIONAL DISCIPLINE BASICS OF MANAGEMENT (THEORETICAL BASES OF MANAGEMENT) For full-time and part-time students of specialties 1-26 ..."

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BELARUSIAN STATE UNIVERSITY

Faculty of Economics

Department of Innovation Management

ELECTRONIC TRAINING AND METHODOLOGICAL

COMPLEX

FOR ACADEMIC DISCIPLINE

BASICS OF MANAGEMENT

(THEORETICAL BASIS

MANAGEMENT)

For full-time and part-time students of specialties 1-26 02 02 "Management"

1-25 01 04 "Finance and Credit"

1-25 01 01 "Economic theory"

1-25 01 03 "Economics"

1-24 01 03 "Economic law"

Compiled by: Candidate of Economic Sciences, Associate Professor Golovchanskaya E.E.

Art. teacher Kirsanova I.A.

REVIEWERS:

Doctor of Economics, Professor Enin Yu.I. - Head of the Department of Economics and Management of Scientific Research, Design and Production of the Belarusian National Technical University, Doctor of Economics, Golovachev A.S., Professor of the Department of Economics and Production Management, MIU Fundamentals of Management (Theoretical Foundations of Management) [Electronic resource]: electronic study method . educational complex

discipline "Fundamentals of Management (Theoretical Foundations of Management)"

for stud. full-time and part-time courses of specialties: 1-26 02 0 "Management", 1-25 01 04 "Finance and credit", 1-25 01 01 "Economic theory", 1-25 01 03 "Economics", 1-24 01 03 "Economic Law" / BSU, Ekon. fac., Caf. innovation management; authors-compilers: E. E.

Golovchanskaya, I. A. Kirsanova. - Minsk: BGU, 2014. - 105 p.: ill. – Bibliography: p. 100–105, bibliography. in substr. note

Electronic teaching materials "Fundamentals of Management (Theoretical Foundations of Management)" for full-time and part-time students of specialties: 1-26 02 02 "Management", 1-25 01 04 "Finance and Credit", 1-25 01 01 "Economic Theory", 1-25 01 03 "Economics", 1-24 01 0 "Economic Law" includes the main provisions of the study by students of this discipline, the basic course of lectures, the requirements for their knowledge and skills.

In the theoretical part of this work, such fundamental management topics as: the general theory of management and the evolution of managerial thought have found their place; process and system approach in management; organization theory and modern approaches to the formation and development of organizational structures; systems of communications, motivation, control and planning; conflicts in the organization and their resolution; theory and practice of preparation and adoption of managerial decisions; theories of leadership and power; management ethics and self-management and management culture; assessment of the effectiveness of management at various levels of management. Table of contents 1 Explanatory note

The structure of the educational and methodological complex

Description and objectives of the course

The tasks of studying the discipline

Thematic plan of discipline

2 Theoretical section. Brief lecture notes

3 Practice section

Explanatory note

Methodical instructions for practical and seminar classes .......... 78 4 Independent work of students

Guidelines

5 Control of students' knowledge

6 Auxiliary section

Educational and program materials

1 Explanatory note The structure of the educational and methodological complex

was created in accordance with the requirements of the Regulations on the educational and methodological complex in the academic discipline, approved by order of the rector of BSU dated October 10, 2013 No. 497-OD and intended for specialties 1-26 02 02 "Management", 1-25 01 04 "Finance and credit", 1-25 01 01 "Economic theory", 1-25 01 02 "Economics".

UMC includes:

1 Theoretical section (a brief summary of lectures for the theoretical study of the discipline) 2 Practical section (materials for conducting practical classes in the discipline for various specialties of full-time and correspondence forms of education in accordance with the curricula).

3 Control of independent work of students (materials for the final and current certification, allowing to determine the compliance of the educational activities of students with the requirements of educational standards higher education and educational and program documentation, incl. questions for preparing for the test, tests, questions for self-control, topics for diploma and term papers, guidelines on the use of the provided materials).

4 Auxiliary section, including educational and program materials (standard curriculum, curricula (working version) for full-time and part-time students of higher education), as well as information and analytical materials (list of recommended literature, list of electronic mandatory resources, their addresses and etc.).

Course Description and Objectives This course is a systematic presentation of theoretical foundations and management practices. The course provides ideas about the evolution, history of managerial thought and the latest management concepts, about the goals, resources and results of the organization, functions and management methods aimed at increasing the competitiveness of Belarusian enterprises and in accordance with state programs to increase competitiveness and innovative development economics of Belarusian organizations.

The purpose of the course is to form students' systematic ideas about approaches to the study and application of the theory and practice of management, the formation of students' scientific fundamental knowledge in the field of management, the acquisition by students of competencies and practical skills and abilities to solve problems of organizational and economic management in the conditions of post-industrial development of society and in accordance with international requirements for the chosen type of activity.

The tasks of studying the discipline The task of studying the discipline is a systematic understanding of the modern theory and practice of management, the assimilation of the basic principles and methodology of management activities, the development of skills in the practical application of models and tools of modern management, the development of analytical and entrepreneurial skills, the development of students' abilities to independently move from one set of practice activities to another.

In the process of studying the discipline, students should:

have an idea: about the basic terms and concepts, the essence of management. relationship of management with economics and other related disciplines;

know: the components of management theory and prospects for its development, the main models and tools of modern management, the principles of personnel management, motivation systems, features of strategic and tactical management of enterprises;

be able to: analyze and design the organizational structure of the enterprise, perform functions and use management methods; prepare and make management decisions using information technology and economic methods, manage conflicts and changes in the organization, evaluate the competitiveness of goods (services) and management efficiency, apply personnel motivation techniques and follow the rules of management ethics.

–  –  –

management methods. Organizational and administrative methods of management. Economic methods of management. Socio-psychological methods.

Organization as a management system. Theories of organization. External and internal environment 4 organizations.

The concept of organization. A systematic approach to the formation and study of the structure and functions of the organization. General characteristics of organizations. Organization as an open system (tectology Bogdanov AI, theory of open systems A. Bertalanffy, theory of viable systems S. Beer). organization resources. Dependence of the organization on the external environment. The internal environment of the organization. The importance of studying the external environment in the management of the organization.

Characteristics and elements of the external environment.

Theory of organizational life cycles by Issac Adizes. Chaos theory. Model of organization "7S" (Thomas J. Peters, Robert H. Waterman).

Formal and informal organizations. Structure of the organization: organizational and management structures (linear, functional, linear-functional, headquarters, divisional, matrix, project, network, virtual). Organization management standards.

Communication and conflicts in organizational management.

5 The concept of communication. Communications in management. General scheme of information transfer.

Types of communications. Verbal and non-verbal communication. Communication process.

Communication networks. communication styles. Eight main categories of the communication process. Effective communications. Five major barriers to interpersonal communication. Ten Rules for Effective Listening. Ways to improve the effectiveness of interpersonal communications. Barriers to organizational communications. Ways to improve the efficiency of organizational communications.

The nature and consequences of the conflict. Causes of conflict in the organization. organizational reasons. Personal reasons. Types of conflicts. The process and phases of the development of the conflict. Methods of managing a conflict situation. Structural methods of conflict resolution. Interpersonal methods of conflict resolution. Negotiation. Negotiation methods. Cognitive negotiation technique. Listening basics.

Theories and systems of motivation.

6 Evolution of personnel motivation methods. Content and process theories of motivation. Pyramid A. Maslow. Two-factor model of motivation by F. Herzberg. Theory "X" and "Y" by Douglas McGregor. Ouchi's "Z" theory. McClelland's Theory of Motivation, Expectancy Theory and Equity Theory. Modern approaches to motivation. Modern theories of motivation. Three interconnected reward systems: economic incentive system, psychological motivation system, social compensation system.

Systems of employee participation in the company's profits. Cash reward systems:

Scanlon System, Rucker System, Iproshear System. Economic, psychological reward system, motivational process model.

Approaches to understanding human motivation: from the standpoint of the principle of hedonism, an approach that concentrates on instincts, i.e. automatic predisposition to behave in a certain way; from the standpoint of the concept of motives, an approach to motivation within the framework of cognitive theory, which is based on cognition. Social compensation system.

Control in the management system 7 Functions and types of control. Regulation and control in the management system. Essence and types of control. Control process. Characteristics of effective control. Management Accounting:

concept, tasks, tools, application. Factors that determine the effectiveness of management.

Strategic and tactical plans in the management system: technologies of strategic management 8 and change management.

The concept, essence and tools of strategic management. Components of strategic management. Corporate strategy, business unit strategy, functional strategy. System strategic management: analysis of the environment, definition of the mission and goals, choice of strategy, implementation of the strategy, evaluation and control of the implementation of the strategy. Types of plans: strategic, tactical. Features of business planning in Belarus.

Theory and practice of preparing and making managerial decisions: tools 9 for preparing and making managerial decisions.

Problems and solutions. Rationality of the decision. Behavioral models of decision making.

Rational organization of the decision-making process. Approaches to participation in decision making.

Factors influencing decision making. The main requirements for the solution. Methods and techniques used in the decision-making process. Scheme of the process of making managerial decisions. Decision-making models under uncertainty.

Quantitative approach: the role of information technology in the application of economic and mathematical methods for development in management.

Process approach: management processes (management cycles), decision making as a process, business process reengineering.

System approach: situational approach to management as a means of integrating all historical approaches and concepts.

Evaluation of the effectiveness of the decisions made.

Leadership theories and leadership styles.

Leadership. Management relationship between manager and leader. Delegation, responsibility and authority. Delegation of authority as a decentralization of management, a means of saving a manager's time, a form of motivating subordinates, a form of uniting individual interests around a common goal. Signs of insufficient delegation; errors and distortions of delegation. delegation procedures.

The theory of great people R.Stogdill. Behavioral theories of leadership: the theory of R. Likert, the Blake-Mouton management grid. situational theories leadership: Fiedler's theory, Hershey-Blanchard's Life Cycle Theory, Path-Goal Theory. The theory of group leadership J. Adair. Transactional and transformational approaches to leadership.

Management competencies, personality management and group management: the formation of management teams. Management culture, management ethics and "self-management"

Basic concepts. Conceptual foundations.

Basic concepts of knowledge management. Knowledge management functions. Intellectual resources of the organization. Competence and knowledge management.

Employee knowledge management methods. Problems and processes of creation of organizational knowledge. Knowledge management and enterprise survivability.

Business ethics. Public perception of business ethics and social responsibility in the 20th century. The paradigm of four levels of responsibility: economic, legal, ethical, social responsibility.

Four levels in the business ethics regulation system: ethical principles (imperatives);

normative acts; teams of employees of the company; individual motives of the company's employees, prompting them to moral activity, which affirms the ideals of goodness and is subject to a sense of duty.

Measures to improve the ethics of employees: Development of ethical standards, Creation of ethics committees, Conducting social audits, Training employees in ethical behavior, Personal example of a leader.

Moral obligations of the leader. Functions of moral authority. "Ethical Code of the Entrepreneur".

Components of a manager's professionalism: systematic thinking, ability to solve problems, ability to work with people, competence in the specifics of the managed system.

Theoretical approaches and practical methods for assessing the effectiveness of management at various levels of management.

Basic concepts of management efficiency. The effectiveness of management functions.

Efficiency of interaction with the business and background environment.

Indicators of effective management. Approaches to the calculation of management efficiency indicators. Evaluation of management effectiveness. Various methods for evaluating management effectiveness. Social and economic efficiency of management. Diagram for assessing the effectiveness of management (causes and results). Economic-statistical and mathematical methods of formalization of management efficiency evaluation. Determination of the annual economic effect from the implementation of measures for the scientific organization of managerial work. Method for assessing the total savings from the implementation of measures for the scientific organization of managerial work. Determining the payback period for management costs.

–  –  –

2 Theoretical section. Brief lecture notes 1 Introduction to management. General Theory of Management Discussion of the course program. The essence and role of management in modern conditions. General theory of control. Aspects, structure and basic models of management theory.

Control and managed subsystems. Subject and object of management.

Management and management. Management as a science and practice of management.

Management as entrepreneurial management. Management as social management. Management: science or art? Businessman, manager, entrepreneur: differentiation of concepts. Institutional and functional characteristics of management.

Management is an independent type of professionally carried out activity aimed at achieving certain intended goals during the course of any economic activity of a company operating in market conditions. rational use material and labor resources using the principles, functions and methods of the economic mechanism of management1.

Management is management in a market, market economy, which means:

orientation of the company to the demand and needs of the market;

constant striving to improve production efficiency;

economic independence;

constant adjustment of goals and programs;

the end result of the activity of the firm or economically independent units is revealed in the market in the process of exchange.

The ultimate goal of management is to ensure profitability or profitability in the activities of the company through the rational organization of the production process, including the management of production and the development of the technical and technological base, as well as the effective use of human resources while improving the skills, creativity and loyalty of each employee.

In this regard, the tasks of management include2:

Ensuring the automation of production and the transition to the use of highly qualified workers;

Stimulating the work of the company's employees by creating better working conditions for them and setting higher wages;

Constant control over the efficiency of the company, coordination of the work of all its divisions;

Constant search and development of new markets.

The fulfillment of the tasks of management in regulating the organization, coordinating and controlling the production process and achieving the intended goals are evaluated in the market.

Management is a targeted impact on teams to organize and coordinate their activities. It is a continuous process, 1 Kaznachevskaya, G.B. Management: a textbook for university students / G. B. Kaznachevskaya, I.N. Chuev, O.V.

Matrosov. – Ed. 3rd. - Rostov n / a: Phoenix, 2007. - S. 18.

2 Management of the organization / edited by Z.P. Rumyantseva, N.A. Salomatina. - Moscow: INFRA - M., 2006. - S. 39.

including preparation for the impact, the impact itself, control of the activity of the control object and analysis of the results.

The management process presupposes the existence of an object and a subject. This means that any organization is a unity of two management subsystems:

managed and managerial. In both cases, the relationship between the managed and managing subsystems is the relationship of people.

The object of control should be understood as a separate structure of the organization or the organization as a whole, to which the control action is directed.

The subject of management is the body or person performing the management action.

Management tasks are continuously becoming more complex as the scale of production grows, requiring the provision of an ever-increasing amount of resources - material, financial, labor, etc. The management process is a set and continuous sequence of interconnected actions of managerial workers to implement management functions carried out using a certain technology, aimed at achieving goals of the socio-economic system.

The management function reflects the content of the management process, the type of management activity, the totality of duties of the management subsystem (subject of management). The end result of management is the development of managerial influence, commands, orders aimed at achieving the goal3. One employee can perform several functions, several employees can perform one function. Each management function is the scope of a specific management process, and the management system for a specific object or type of activity is a set of functions connected by a single management cycle.

Henri Fayol4, the developer of the theory of administrative management at the beginning of the 20th century, identified 5 initial functions of the administrative process: foresight, organization, command, coordination, control.

All management functions can be divided according to two criteria: according to the content of the management process (main functions) and according to the direction of influence on the objects of management (specific or specific functions).

Management as a science focuses its efforts on explaining the nature of managerial work, establishing relationships between cause and effect, identifying factors and conditions under which the joint work of people is more useful and more effective. Understanding management as the art of management is based on the fact that organizations are complex socio-technical systems, the functioning of which is influenced by numerous and diverse factors of both external and internal environment.

A manager is a member of an organization that carries out managerial activities and solves managerial tasks. Managers are the key people in an organization.

The three key roles of a manager in management are:

1. Decision-making role.

2. Information role.

3. The manager acts as a leader who shapes relationships within and outside the organization.

Discussions about whether management is a science have been going on for a long time. At present, hardly anyone doubts that such a science as management exists, however, there are many approaches to interpreting the formation of management as a science. Management as a science in the full sense of the word arises in the late 19th and early 20th centuries. The official point of emergence of the science of management is considered to be the publication of F. Taylor's work "Principles and Methods of Scientific Management"

3 Fayol, Henri. Control elements // General and industrial management. - Moscow, 1923. - S. 67.

published in 1911. Taylor laid its foundations for the science of management by creating a school. Based on the existence of such a scientific school, one can speak of a scientific field of knowledge. It was he who indicated the path of development of the new science.

Already during the First World War, many countries were forced to turn the masses of unskilled, "pre-industrial" workers into productive and sufficiently skilled workers in the shortest possible time. labor force. To meet this challenge, companies in the United States of America and the United Kingdom began to apply Frederick W. Taylor's theory of scientific management to large-scale training of manual workers. They analyzed the tasks that were to be performed and broke them down into separate operations, the implementation of which did not require high qualifications and which could be mastered fairly quickly. The teaching methods, which were further developed during the Second World War, were adopted with great success by the Japanese, and after about 20 years by the Koreans.

The phenomenal breakthrough in the development of Japan and South Korea is due to the reform of industrial training.

The colossal effect of these innovations manifested itself already during the Second World War. Despite the fact that the Germans turned out to be good strategists, the Third Reich lost - and this loss was due primarily to miscalculations in management.

The United States of America, with a population of only one-fifth of the population of all other warring countries, produced more military equipment than all the other allies combined. The Americans delivered their military equipment to such remote places of warfare as China, the Soviet Union, India, Africa and Western Europe.

Therefore, it is not surprising that by the end of the war the world turned its attention to the problems of effective management. One should not be surprised that management has become a relatively independent sphere of human activity, a separate science.

Thus, management is one of the youngest sciences. More than a hundred years ago, when Karl Marx wrote his Capital (1867), the concept of management did not exist in nature. There were simply enterprises operating under the guidance of managers. The world's largest manufacturing company, the Ermen and Engels weaving factory (Manchester, Great Britain), had no more than 300 workers and belonged to Friedrich Engels, a friend and colleague of Marx. At this enterprise - one of the most profitable at that time - there were no "managers" at all, only the so-called "brigadiers" who maintained discipline among a group of their subordinates - "proletarians".

The institution of management - or management - is a phenomenal phenomenon in the history of mankind. In less than 150 years, it has taken shape and gained enormous weight and influence, completely transforming the social and economic structure of the developed countries of the world. The global economy was built according to the laws of management and new rules of the game were established for countries that participate on an equal footing in its development.

In the course of this process, management itself has undergone significant changes.

Management as a science that has arisen on the basis of practical management experience is based on the entire amount of knowledge about management accumulated by mankind, and contains concepts, theories, principles, methods and forms of management, its own methodological tools, object and subject of knowledge, which rightfully refers this type of cognitive activities to scientific. However, it should be noted that this science is of an applied nature, which is due to the construction of theoretical structures based on practical experience, and not vice versa (as is typical of many fundamental sciences).

The main tasks of management as a science are:

Explanation of the nature of managerial work;

Establishing causal relationships in this area;

Identification of factors and conditions for the effectiveness of joint work;

Development of effective operational management methods;

Forecasting events, developing methods of strategic management and policy of the organization.

At the same time, there are reasons to consider management as an art.

It is known that in ancient times science and art did not have such distinct boundaries. The beginning was laid by the birth of writing in Ancient Sumer, one of the most important results of which was the formation of a special layer of "priests-businessmen" who successfully carried out religious, commercial and trade operations. In the following years there was an accumulation of art both in the field of public administration and business administration.

In the modern world, the understanding of management as an art is based on the fact that organizations are complex social systems, the management of which requires taking into account a huge number of factors of the external and internal environment. Making managerial decisions in these conditions is really an art based on the knowledge, skills, intuition and experience of people managing organizations.

Creative and heuristic operations play a significant role in the activities of a leader, and it is these components that cannot be formalized, since the mechanisms of intellectual activity have not yet been studied.

Thus, it is customary to talk about the art of management, because:

Organizations are complex socio-technical systems;

The people who work in them main factor the effectiveness of their functioning;

In practice, management can be learned only through experience, which is perfectly mastered by people who have the appropriate talent;

When making managerial decisions, the manager, as a rule, does not have the full amount of information necessary for this;

No one can ever guarantee the manager the correctness of the decisions made, which will be implemented in the future, since it is simply not given to mortals to foresee this “future”.

All this makes the ability to trust one's intuition and the courage to make decisions of any complexity in various conditions one of the most important factors in managerial art.

The term entrepreneur was introduced by the French economist Richard Cantillon, who lived at the beginning of the 18th century. And since then, this word means a person who takes the risk associated with the organization of a new enterprise or with the development of a new idea, a new product or a new type of service offered to society. It is very important to understand that the words "entrepreneur" and "manager" are not synonymous. The foundations of American industry were laid by a handful of bold entrepreneurs in the late 19th and early 20th centuries. Here are their names: John D. Rockefeller (oil), J.P. Morgan (steel and banking), Andrew Mellon (aluminum), Andrew Carnegie (steel), Henry Ford (automobiles). They are familiar to every American. No less famous are the names of prominent entrepreneurs of recent decades: J. Paul Getty (oil), X. JI. Hunt (food industry), Aristotle Onassis (ships), Edwin X.

Land (Polaroid Corporation), John D. MacArthur (insurance).

Entrepreneurs as Managers. Since all entrepreneurs are actively involved in shaping the goals of the enterprise or organization and manage this organization at the beginning of its activities, they can all be considered managers. Some turn out to be very successful in their managerial activities, not only at the very beginning of the development of the enterprise, but also during the long period of operation of the enterprise. Mao Zedui, the founder of the PRC, ruled the country in such a way that he created a world power out of it.

Thomas Watson, the founder of IBM, developed and implemented numerous management practices that helped make IBM the undisputed leader in the computer industry. Although Ray Kroc bought the McDonald's name rather than start his own new company, his entrepreneurial move to industrialize hamburger cooking revolutionized the fast food business in the food industry. Catering. This and many other innovative management techniques, introduced during the days when Kroc was at the head of McDonald's, led the company to the success that we know about today. Frederick Smith also clearly demonstrated managerial talent, implementing the idea that led to the success of Federal Express.

Often, however, characteristics such as personal risk, response to financial opportunity, and willingness to work long and hard without taking rest into account, i.e. all that is traditionally considered the traits of a good entrepreneur does not necessarily indicate the ability of the same person to effectively manage the organization as it grows larger. Some entrepreneurs may simply not have the ability or inclination to effectively perform managerial functions such as planning, organizing, motivating, and controlling.

“Successful hierarchs (leaders) in business were able to bring organization into an unstructured situation and see the essence of their organization.

Such leaders are able to make decisions. Entrepreneurs, however, did not follow such a line of behavior”, (in addition) a successful business leader showed a positive attitude towards the authorities. And the entrepreneur, by his nature, in short, does not want to recognize and obey authority, shows an inability to work under guidance and, as a result, seeks to avoid such a situation.

Therefore, there is nothing strange in the fact that an outstanding entrepreneur becomes a not particularly effective manager. The organization created by the entrepreneur may even fall apart as a result. Government-sponsored studies indicate that, in practice, most new businesses fail, and the root cause of their failure is poor leadership, not bad ideas.

Business is an activity aimed at making a profit by creating and selling certain products or services.

A businessman is the owner of capital that is in circulation and makes a profit. This may be a sole proprietor, in whose submission no one is, or a person who is not a member of the organization in which he invested money.

In our opinion, the difference between a businessman and an entrepreneur lies in the fact that a businessman is a subject of market relations who is engaged in business, a specific and already functioning business, previously created for profit.

As for the entrepreneur, this is a subject organizing a new entrepreneurial business. He makes special efforts to ensure that the new business is successful and brings a certain income in the future. And since the organization of a new business requires serious investments of personal capital, the entrepreneur runs the risk of either completely or partially losing it. However, as soon as an organized business begins to function, the entrepreneur, as it were, passes into a new quality: he becomes a businessman.

Entrepreneurship is a special case of business. This concept was introduced in the middle of the 18th century by the French economist Richard Cantelon.

An entrepreneur is a person who takes responsibility for risk in a business, risking his capital by investing money in a new business. However, an effective entrepreneur is not always a successful manager. According to the foreign press, many new enterprises go bankrupt, not because they were based on the wrong idea, but because of bad management. Therefore, often an entrepreneur invites an effective manager.

Institutional and functional characteristics of management.

On the one hand, management is a group of persons that manages other persons within their powers (institutional characteristic of management), on the other hand, the activities and functions performed by the above persons (functional characteristic of management) (see Figure 1).

Figure 1 Institutional and functional characteristics of management

In many Western countries, the main focus is on the institutional significance of management, i.e. the first variant of its interpretation dominates.

In Belarus, literary sources and everyday communication are dominated by an emphasis on the functional significance of management.

At the same time, top (higher), middle (middle) and lower (lower) management are distinguished, which means positions and limitations of responsibility of each specific manager.

Top managers are people who are able to see the business as a whole and make decisions taking into account the entire business and bear personal responsibility for this. (P. Drucker)

Top management - goals and policies of the organization, strategic issues:

development of new markets, relationships with competitors, adaptation of the organization to various changes in the external environment.

If the company is developing, then the work of top managers is assessed as effective.

A strong senior executive leaves the imprint of his personality on the whole image of the company. Example. Ray Hook bought MACDon on the eve of its collapse, introduced the industrial basis of hamburger cooking, which revolutionized the fast food business and led to the flourishing of the company.

The middle link is a relay of management decisions to performers, a driving mechanism for solving the current tasks of the company and achieving its strategic goals.

The top leader is a strategist, the middle one is a tactician.

The average leader is an expert in a certain area, the highest is required to know all the functional responsibilities: management, finance, law, marketing, public relations, production. At the same time, it is necessary to have strategic thinking, a creative character and certain psychological qualities.

Middle managers. The work of junior superiors is coordinated and controlled by middle managers. Typical middle management positions are department head (in business), dean (in college), regional or national sales manager, and branch manager.

Army officers from lieutenant to colonel, priests in the rank of bishops are considered middle managers in their organizations.

A middle manager often leads a large division or department within an organization. The nature of his work is determined to a greater extent by the content of the work of the unit than by the organization as a whole. For example, the activities of a production manager in an industrial firm mainly include coordinating and directing the work of field managers, analyzing labor productivity data, and interacting with engineers to develop new products. The head of external relations at the same firm spends most of his time preparing papers, reading, talking and talking, and attending various committee meetings.

For the most part, however, middle managers act as a buffer between top and bottom managers. They prepare information for decisions made by senior managers and transfer these decisions, usually after their transformation in a technologically convenient form, in the form of specifications and specific tasks to lower line managers. Although there are variations, the majority of communication among middle managers takes the form of conversations with other middle and lower managers. One study of middle management in a manufacturing enterprise found that they spend about 89% of their time in verbal interaction. Another study indicates that the middle manager spends only 34% of their time alone, it also highlights that most of the time these managers spend on verbal communication.

Grassroots leaders. Junior managers, also called first-level (grass-roots) managers or operational managers, are the organizational level directly above workers and other employees (non-managers). Junior superiors mainly monitor the implementation of production tasks to continuously provide direct information about the correctness of the implementation of these tasks. Managers at this level are often responsible for the direct use of resources allocated to them, such as raw materials and equipment. A typical job title at this level is foreman, shift foreman, sergeant, head of department, head nurse, head of the department of management at a business school. Most of the managers in general are low-level managers. Most people start their managerial career in this capacity.

Questions for self-control 1 What is the essence and role of management in modern conditions?

2 Characterize the control and managed subsystems?

3 What is the subject and object of management?

4 How do the concepts of management and management relate?

5 What is the specificity of management as a science and practice of management? 6 Management: science or art, give examples of debatable compromises.

7 What is the difference between the concepts of "businessman", "manager", "entrepreneur"?

8 Explain the difference between an institutional and a functional approach to management?

9 Features

2 Evolution of managerial thought

management revolutions. Approaches to the study of management. Approach in terms of studying different schools. Scientific School of Management: F.U. Taylor, F. Gilbreth, L.

Gilbreth, G. Gantt, G. Emerson, G. Ford. Administrative school: functions of management and 14 principles of A. Fayol., Theory of bureaucracy and rationality M.

Weber. School of Human Relations: E. Mayo and the Hawthorne Studies, M.P.

Follett, School of Behavioral Sciences. Theories of motivation by A. Maslow, Herzberg, McGregor. Quantitative approach in management. Perspective directions of development of the theory and practice of management. The influence of information technology on the development of the theory and practice of management.

A careful look at the history of mankind will reveal certain stages in the development of management (managerial revolution). The history of the emergence and development of management has 7 millennia and 5 management revolutions.

Religious-commercial 1.

The first revolution took place 4 - 5 thousand years ago - during the formation of slave-owning states in the Ancient East.

In Sumer, Egypt and Akkad, management historians noted the first transformation - the transformation of the caste of priests into a caste of religious functionaries, i.e. managers.

This was done because they successfully reformulated religious principles. If earlier the gods demanded human sacrifices, now, as the priests declared, they are not needed. The gods began to bring not human life, but a symbolic sacrifice. It is sufficient if the believers confine themselves to offering money, livestock, butter, handicrafts, and even cakes.

As a result, a fundamentally new type of business people was born - not yet a commercial businessman or a capitalist entrepreneur, but no longer a religious figure, alien to any kind of profit. The tribute collected from the population, under the guise of performing a religious rite, was not wasted. She accumulated, exchanged and set to work.

The resourceful Sumerian priests soon became the wealthiest and most powerful class. They cannot be called a class of owners, since what was sacrificed was the property of the gods, not people. It could not be appropriated for personal use explicitly. Money for the priests did not serve as an end in itself, they were a by-product of religious and state activities. After all, the priests, in addition to observing ritual honors, were in charge of collecting taxes, managed the state treasury, distributed the state budget, and were in charge of property affairs.

Business relations and writing. Clay tablets have survived, on which the priests of Sumer carefully kept legal, historical and business records.

Some of them, says the American historian and author of the famous management textbook Richard Hodgetts, were related to the management practices of the Sumerian priests. The priests diligently maintained business documentation, accounting accounts, carried out supply, control, planning and other functions.

Today, these functions constitute the content of the management process.

A by-product of the managerial activity of the priests is the appearance of writing.

It was impossible to memorize the entire volume of business information, and besides, it was necessary to make difficult calculations. From a purely utilitarian need, a written language was born, which later was mastered by the lower strata of the population.

So, as a result of the first revolution, management was formed as an instrument of commercial and religious activities, later turning into a social institution and a professional occupation.

Secular administrative. Hammurabi (1792-1750 BC) (2123-2081 2.

gg. BC) He developed the code of Hammurabi - the most important contribution of the Babylonians to management thought, which consisted of 282 laws. These laws regulated transactions between people, control over compliance with their conditions, determined the minimum wage, established the responsibility of performers, etc.

The second revolution in management occurred about a thousand years after the first and is associated with the name of the Babylonian ruler Hammurabi (1792-1750 BC).

An outstanding politician and commander, he subjugated neighboring Mesopotamia and Assyria. The administration of vast estates required an efficient administrative system by which the country could be successfully governed not by personal arbitrariness or tribal law, but by uniform written laws.

The famous code of Hammurabi, containing 282 laws governing various spheres of society, is a valuable monument of ancient Eastern law and a stage in the history of management. The outstanding significance of the Hammurabi code, which regulated the whole variety of social relations between social groups of the population, is that it created the first formal system of administration.

Even if Hammurabi had not done anything else, writes R. Hodgetts, then in this case he would have taken a worthy place among the historical personalities of management. But he went further, says the American historian. Hammurabi developed an original leadership style, constantly maintaining in his subjects the image of a caring guardian and protector of the people.

For traditional method leadership that characterized past dynasties of kings, this was a clear innovation.

So, the essence of the second revolution in management lies in the emergence of a purely secular manner of management, the emergence of a formal system for organizing and regulating people's relations, and finally, in the emergence of the foundations of a leadership style, and therefore, methods of motivating behavior.

Production and construction The third managerial revolution is connected 3.

also with the ruler of Babylon - Nebuchadnezzar II (605-562 BC) - and went down in history as a production and construction industry, since it was aimed at combining state management methods with control over activities in the field of production and construction . In the textile factories of this period, there are examples of production control and incentives for workers. As a means of yarn control, a different color label was affixed to each batch of weekly receipts in order to determine how long a particular batch of raw material had been in the factory. The work of women who worked with yarn was paid for with food, and their number depended on the amount of work performed by each worker. King Nebuchadnezzar II also designed some of the Seven Wonders of the World, notably the Tower of Babel and the Hanging Gardens of Babylon.

The fourth most significant management revolution in history 4.

management, since it marks its formation in the very sense that our contemporaries put into it. The catalysts for this revolution were the birth of capitalism and the beginning of the industrial development of European civilization. It was the transition from feudalism to capitalism, the emergence and development of the market, the industrial revolution and further industrialization that had the strongest influence on the development of management.

The fourth revolution in management practically coincides with the great industrial revolution of the 18th and 19th centuries, which stimulated the development of European capitalism.

If earlier certain discoveries that enriched management occurred from case to case and were separated from each other by significant intervals of time, now they have become commonplace. The Industrial Revolution had a much more significant impact on the theory and practice of management than all previous revolutions.

As the industry outgrew the boundaries of first the manufactory (the hand factory) and then the old factory system (the early 19th century machine factory) and the modern system of equity capital matured, the owners moved further and further away from doing business as an economic activity aimed at making a profit.

The owner-manager, that is, the capitalist, was gradually replaced by hundreds, if not thousands, of shareholders. A new, diversified (dispersed) form of ownership has been established. Instead of a single owner, many shareholders appeared, that is, joint (share) owners of capital.

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