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Management organization. Management processes in organizations Organization of management activity system as a process

The organization of the management process involves the distribution and consolidation of work in stages, the regulation and regulation of their sequence and timing, the establishment of measures disciplinary actions, the introduction of mandatory requirements for the implementation of the management process.

Organization of the management process- this is its comprehensive ordering, which determines the clarity, consistency and permissible boundaries of its implementation. In other words, this is an expedient construction of the management process in time and space in accordance with the needs of coordinating joint work in the socio-economic system with the tasks of increasing the efficiency of organization management.

The organization of the management process involves the establishment of:

the necessary sequence for the execution of its various cycles, stages, stages and operations, as well as the possible and necessary parallelism in certain conditions for the execution of various works;
time limits for the performance of works of a certain type and their grouping according to the factors of management intensification;
a clear order of receipt of the necessary and sufficient information for the normal and timely implementation of each of the stages of the management process and all its operations;
the order of participation of various levels of management in the stages of the management process;
procedures of the management process as mandatory operations for a certain type of work (operations of coordination, discussion, approval, approval, informing, etc.).

There is a fairly large group of principles that reflect the dynamics of management and serve as the basic rules for building the organization of the management process.

The main ones are.

These and other principles of organizing the management process should be taken into account in the whole complex and in interrelation.

The current state of the country's economy and the need to bring it out of the economic crisis pose a number of problems, among which the requirements to improve the efficiency of production management are one of the main ones. These requirements in the leading sectors of the country's economy include:

intensification and acceleration of the management process based on its scientific organization, wide and integrated use of personal computers to perform routine operations;
strengthening the target orientation of the management process, ensuring the target sequence in solving production problems;
reduction of cycles of development of management decisions due to the possible simplification of procedural operations of the management process;
information ordering of the management process according to the temporal and qualitative characteristics of the management decision, the widespread use of modern computing, multiplying technology and communication technology.

An organization is a relatively autonomous group of people whose activities are consciously coordinated to achieve a common goal. It is a planned system of cumulative (cooperative) efforts, in which each participant has his own, clearly defined role, his own tasks or responsibilities that must be fulfilled.

These responsibilities are distributed among the participants in the name of achieving the goals that the organization sets for itself, and not in the name of satisfying individual wishes, even though the two often overlap. The organization has certain boundaries, which are determined by the types of activities, the number of employees, capital, production area, territory, material resources, etc. Usually they are fixed, fixed in such documents as the charter, memorandum of association, regulation.

Organizations are private and public firms, government agencies, public associations, institutions of culture, education, etc. Any organization consists of three main elements. These are the people included in this organization, the goals and objectives for which it is created, and the management that forms and mobilizes the organization's potential to solve the challenges.

Any organization is an open system built into the external environment with which the organization is in a state of constant exchange. At the input, it receives resources from the external environment; at the output, it gives the created product to the external environment. Therefore, the life of the organization consists of three main processes:

1) obtaining resources from the external environment;

2) transformation of resources into a finished product;

3) transfer of the produced product to the external environment.

At the same time, the management process plays a key role, which maintains the correspondence between these processes, and also mobilizes the resources of the organization for the implementation of these processes.

V modern organization the main ones are the processes carried out at the inputs and outputs that ensure the correspondence between the organization and its environment. Implementation of internal processes, production function subordinated to ensuring the long-term readiness of the organization to adapt to changes in the external environment.

Management levels

The division of labor allows the employees of the enterprise to perform their functions much more qualified, making less of their own efforts, and helps to reduce the costs of the organization. The division of labor can be horizontal or vertical. The horizontal division of labor provides for the creation in the organization of units specializing in various activities. Vertical - separates the direct performance of work from the work of coordinating the activities of performers; reflected in the hierarchy of management levels. The result of the vertical division of labor is the formation of different levels of management.

Organization management levels

Most often, there are three levels of control:

Technical level (lower level of management) - managers are in direct contact with employees-performers, solve specific issues;

Management level (intermediate) - managers are responsible for the course production processes in divisions consisting of several structural units; staff and functional services management apparatus, heads of auxiliary and service industries, targeted programs and projects;

Institutional level (highest) - the administration of the enterprise, carrying out general strategic management; resolves issues strategic management- financial management, selection of sales markets, enterprise development, at this level only 3-7% of the total management personnel are employed.

Highest level management develops long term plans, formulates tasks for the middle level. A significant place in the institutional level of management is occupied by the adaptation of the company to changes in the market environment, the management of relations between the enterprise and the external environment. The top leadership may be represented by the president, CEO and other board members.

Middle managers coordinate and supervise the work of junior managers. They determine the problems of a production, organizational, financial nature, develop creative proposals, prepare information for management decisions made by top managers. These are the heads of individual divisions, services, departments of the enterprise.

The lower level of control is correspondingly subordinate to the middle one. Lower-level managers include production foremen, foremen, and group leaders. These are highly specialized professional managers who perform well-defined responsibilities for production, sales, marketing, material supply management, etc. They are responsible for rational use allotted to them material resources, workers, equipment. Such a construction organizational structure ensures clarity of management, uses the advantages of a narrow, in-depth specialization of managers. However, at the same time, it makes it difficult to determine the contribution of each manager to the overall result of entrepreneurship, his responsibility for the decisions made.

At small and medium-sized enterprises, the management system has a slightly different organizational structure. Managers of such enterprises are more likely to face the problems of an unstable external environment, with unpredictable results of their activities. Therefore, in small and medium-sized businesses, managers are supposed to perform several management functions at the same time (interchangeability of individual managers).

The construction of the organizational structure of management in this group of enterprises depends on the legal form entrepreneurial activity relationships between owners and managers. Under these conditions, the effectiveness of management as a whole depends on the entrepreneurial abilities of managers, their ability to work as one well-coordinated team. Therefore, the organizational structure of management in small and medium-sized businesses is built on a horizontal principle.

characteristic feature The horizontal management structure is the focus of all managers without exception on solving a specific problem, for example, on the success of the company. This means that in small and medium-sized businesses there may not be a strict distinction between entrepreneurs in terms of their powers and responsibilities. Only a few senior managers have financial and labor resources. Others are working together to resolve critical issues. Thanks to this, it becomes possible to achieve the following benefits: Reducing management costs; Reducing the production cycle; Increased responsiveness to consumer and market needs.

Separate groups of managers may be responsible for certain areas of activity. Within these groups, personal success is determined by the ability to work at the intersection of various functional processes, with specialists of different profiles.

Management is the implementation of several interrelated functions (BASIC!):
planning, organization, employee motivation and control.

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

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

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

Control. This management function involves the evaluation and analysis of the effectiveness of the results of the organization. With the help of control, an assessment is made of the degree to which the organization has achieved its goals, and the necessary adjustment of the planned actions. The control process includes: setting standards, measuring the results achieved, comparing these results with the planned ones and, if necessary, revising the original goals. Control links together all the management functions, it allows you to maintain the desired direction of the organization's activities and correct wrong decisions in a timely manner.

LECTURE №6. Internal environment organizations

All enterprises operate in a certain environment, which determines their actions, and their survival in long term depends on the ability to adapt to the expectations and requirements of the environment. Distinguish between the internal and external environment of the organization. The internal environment includes the main elements and subsystems within the organization that ensure the implementation of the processes occurring in it. The external environment is a set of factors, subjects and conditions outside the organization and capable of influencing its behavior.

Elements of the external environment are divided into two groups: factors of direct and indirect impact on the organization. The direct impact environment (business environment, microenvironment) includes such elements that directly affect the business process and experience the same impact of the functioning of the organization. This environment is specific to each individual organization and, as a rule, is controlled by it.

The environment of indirect impact (macro environment) includes elements that affect the processes occurring in the organization not directly, but indirectly, indirectly. This environment is generally not specific to a single organization and is usually outside its control.

Any organization has two management systems: the object of management and the subject of management. The object of management includes working personnel, intra-organizational relations, economic mechanisms, structures, marketing, information, and much more. The subject of management is the management personnel that performs all actions in relation to the object of management.

Definition

Management personnel are employees of the management apparatus, employees belonging to the administration of an enterprise, organizations, office workers, directorates of enterprises and institutions. The main task of the management personnel is to ensure coordinated, purposeful activities and individual areas of work, and the entire team as a whole.

Achieving the goal is carried out by preparing and implementing a set of decisions taken by management personnel. Thus, a managerial decision is a specific product of managerial work. This speaks of the informational nature of managerial work.

Functional division - the allocation of functions assigned by production to certain employees or departments of the management apparatus.
Hierarchical - distribution of work according to management levels.
Technological - differentiation of management processes into operations for the collection, transfer, storage and transformation of information.
Professional - differentiation of managerial employees on the basis of their professional training.
Qualification - distribution of work in accordance with qualifications, work experience and personal abilities.
Position - distribution of managerial employees in accordance with their competence.

Within the framework of this categorical division, management personnel can also be divided into managers, specialists and technical performers. This is the most common approach. Thus, the activity of managerial personnel is a specific type of human activity, isolated in the course of the division and cooperation of social labor.

Features of the activities of management personnel

As you know, the main role in the management of the company is played by the leader (manager, administrator, boss), who is at the head of the team. The manager is distinguished by giving him the necessary authority to make decisions on emerging situations, specific types of company activities, and also bears full responsibility for his management. In the first category of managerial personnel, i.e., a manager, several levels can be distinguished according to their place in the company's management system: top, middle, and grassroots. The content of the activities of managers at various levels is the process of implementing management functions: planning, organization, coordination, motivation and control.

The second category is specialists who perform certain management functions. Their tasks include the analysis of the collected information necessary for managers of the appropriate level, for joint decision-making with them on the task at hand. This category includes: economists, accountants, financiers, analysts, lawyers, etc. The main feature of the activities of specialists is the strict regulation of their work. In their actions, they rely on the orders and instructions of the leaders, technological and legal standards. They also have clear qualification requirements and the availability of special knowledge on the implementation of logical operations.

The third category is technical performers serving the activities of specialists and managers, performing information and technical operations in order to relieve managers and specialists from laborious work. This category includes secretaries, typists, junior technicians, etc. Features of their activities - the implementation of standard procedures and operations, are mainly amenable to rationing. As well as for employees of the previous category of managerial personnel, logical and technical operations dominate (see table):

Roles of management personnel

Each employee of the management team may have certain roles in the organization. Let's list them:

Interpersonal roles:

chief leader;
leader;
connecting link.

Information roles:

information receiver;
distributor of information;
representative.

Decision roles:

businessman;
eliminating violations;
resource distributor;
leading the negotiations.

Any employee from any category of managerial personnel works with his assistants, with his team, thereby providing a certain function, performing a certain role. Implementation common functions and roles of management personnel determines the success of management activities and leads to the achievement of the stated results of the organization.

Conclusion

Thus, management is carried out through the division and cooperation of managerial labor, which is an objective process of isolation certain types into independent areas of management.

The management process today is subject to changes, primarily related to the fact that the staff is considered as the main resource of the organization. And at the same time, not only managers, but also the entire staff are involved in the process of making managerial decisions. Under these conditions, the manager works in management team both as a leader and as a team member, which, in turn, increases the requirements for his business and personal qualities.

Management functions, their classification and relationship.

Topic 5. Functions and technology of management

1. Management functions, their classification and relationship.

2. The process of managing the organization.

3. Process control technology

When studying this issue, the student should pay attention to the fact that management is a process aimed at achieving the goals of the enterprise. This process is a sequence of managerial actions to solve a number of specific production and social problems of the company. These actions are called managerial functions. The word “function” is of Latin origin and means performance, activity, duty. Management functions can be defined as the types of activities necessary for the organization and management of a particular object.

Management functions were formed in the process of distribution and specialization of labor, since any management processes in the enterprise occur on the basis of functional distribution. Management functions reflect the essence and content of management activities at all levels of management.

Functions should be classified according to their place in the management system:

1) general management functions- functions typical for any management process, performed by the management bodies of all organizations, regardless of their purpose, forms of ownership. General functions express the content of the management process in any organization and do not depend on the specifics of the management object. These include: planning; organization; motivation; control; regulation.

2) private management functions- are characterized by the features of the implementation of general management functions, and are performed by specialists based on the characteristics of the field of activity and the scale of management. The number of private management functions and their varieties are determined by the volume of functional activity, its final and intermediate results, and the depth of the division of labor. Private functions include: management commercial activities, marketing management, purchasing management, sales management, personnel management, etc.

3) unifying function of management- management - permeates all management processes in the organization.

The management process can be represented as a combination of both general and private management functions. Each general control function can be represented as a set of private functions and vice versa.

The distribution of functions into general and particular is conditional, since they are closely intertwined, mutually penetrating and complementing one another (Figure 5.1)

Rice. 5.1 - Interrelation of particular management functions

General management functions are performed at any enterprise, regardless of its purpose and characteristics of activity. The content of each general management function is determined by many factors and characteristics of the firm. First of all, from the above factors affecting the elements management technology. A specific change in the content of general management functions is manifested in the technology for performing a specific function. Thus, management technology is described both by general functions (the nature of management actions) and specific functions (the object on which the management action is performed).

General management functions characterize only certain areas of management activity (for example, planning, accounting, control, etc.) and cannot be considered in isolation (separately) from each other. In the process of control, they, interacting, penetrate each other. The specific content of management is manifested only through management tasks.

Let us give a brief idea of the content of the general functions of management.

Planning- this is a type of management activity associated with the development of a set of measures that determine the sequence of achieving the goals of the enterprise, taking into account the most effective use resources.

The planning function follows from the content of management processes and is: a set of actions and decisions taken by managerial employees that lead to the development of strategies for achieving the organization's goals; development of current and short-term programs, policies, procedures and rules explaining how the goals of the organization should be achieved.

Organization- a type of management activity aimed at forming the organization's management structure, establishing a certain system of connections and relationships in it, which makes it possible to work effectively to achieve the goals.

The function of the organization follows from the need to coordinate the joint actions of people in the process of achieving common goals. It includes the following sets of actions:

§ Ensuring dynamic balance of internal processes occurring between the managed and managing subsystems, i.e. connection of people and means of production;

§ establishment of relations between the organization (enterprise) and the external environment to ensure dynamic balance;

§ organization own production, i.e. the process of converting resources into finished products;

§ organization of the control subsystem;

§ organization of people's actions to perform other management functions.

It is the last set of managerial actions that determines the specifics of the organization's function. It consists in the fact that this is the only function that ensures the interconnection and efficiency of all other management functions.

Motivation- the process of motivating oneself and others to act in order to achieve personal goals and the goals of the organization

In the process of motivation, unmet needs are identified and evaluated; goals are formulated that are aimed at meeting needs; the actions necessary to meet the needs are determined.

Control is the process of measuring (comparing) the results actually achieved with the planned ones.

Well-planned plans and the organization of their implementation does not at all guarantee the effective achievement of results. The implementation process of plans is constantly affected by both internal and external external factors. Comparing the actual results achieved with the planned ones, i.e. answering the question: how far we have advanced towards our goals, the management of the organization gets the opportunity to determine where the organization has succeeded and where it has failed.

Regulation- a type of management activity aimed at eliminating deviations, failures, shortcomings, etc. in the managed system by developing and implementing appropriate measures by the management system.

This type of activity is aimed at ensuring that the organization maintains its dynamic stability, at maintaining and improving the state, its orderliness, maintaining links between the subject and the object of management.

The considered general control functions do not exist by themselves. They appear as types of management activities only when interacting with private functions.

Private functions are due to the need to manage a complex organization. They arise as a result of the horizontal division of human labor. Such a division can be carried out according to the purpose of the main processes occurring in the organization.

Based on the study of the relationship of functions, management is being improved. Formation effective system management. elimination of redundant links. bureaucratic barriers. Overcoming resistance to change. The relationship between private and general management functions can be seen in Table 5.1.

Shared functions are abstract. They turn into real managerial activity only when they are used to implement private management functions. Therefore, general functions are considered as the basis for the implementation of any management process.

Table 5.1 - The mechanism for implementing private management functions through general functions (example)

Private management functions	Implementation of private management functions through the use of general functions
Human Resources Management	· Scheduling the work of the HR department. · Formation of the organizational structure of the personnel department and the selection of workers with the necessary qualifications. · Motivating employees of the personnel department. · Monitoring the results of work (the results of the selection of the necessary specialists for the organization, the execution of documentation in accordance with the norms established by law, the effectiveness of measures to improve the skills of employees, etc.). · Regulation by eliminating the deficiencies identified in the control process in the management of the personnel department.
Sales management	· Planning of product sales. · Organization of relevant services, departments (sales department, marketing department, etc.). · Stimulation of employees involved in marketing activities. · Monitoring the results of marketing activities (sales volumes, volumes of products in warehouses, etc.). · Regulation (elimination) of deviations revealed in the control process.

When studying the second question of this topic, the student must learn that the implementation of control functions always requires a certain amount of time and effort, as a result of which the controlled object is brought to a given or desired state. This is the main content of the concept of "management process".

The management process in its simplest form is the activity of the leader in the team subordinate to him, through which the work in the team is combined. Such a connection is achieved not by single acts, but by a continuous process of managerial activity, which includes not only the current orders of the head, but also permanent regulations and standards, with the help of which he also exercises his influence.

Participants in the management process- leaders, executors and controllers.

Purpose of the management process– combining the efforts of participants to achieve a specific result.

The subject of the management process- information that performers, controllers and managers use in their activities.

Process means- these are documents and various means of receiving, transmitting, registering, storing, processing and issuing information.

The management process has specific properties , each of which has an impact on the formation and development of the management system.

1. Dynamism manifests itself in the constant change in the management process in terms of direction, issues, nature of the flow, as well as in the dynamism of the interaction of its various stages and operations.

2. Sustainability manifests itself in the emergence of certain channels for the flow of the management process, which form the natural structure of the management system, fixed in organizational acts.

3. Continuity reflects the need for continuous implementation of activities for the management of a trading enterprise.

4. cyclicality manifests itself in the fact that the management process is a regular repetition of the main stages and stages of its continuous implementation.

5. discreteness It is manifested in the fact that in its internal features the management process proceeds unevenly.

A consistently implemented and completed management process forms a management cycle (Fig. 5.2). At the same time, the organization is modeled as an open system that has inputs and outputs and consists of control and managed systems that closely interact, since they are organically interconnected. control system form the elements that provide the management process, managed- elements that provide a direct process of production, economic, commercial and other activities.

The organization management process covers several successive stages:

1. Implementation of management functions, which include all types of management activities (planning the sale of goods, managing the development of new technologies, organizing personnel work, accounting, etc.). about management at all levels. control system organizations: heads of organizations and their deputies, heads of departments, specialists in all areas (economists, technologists, lawyers). This means that the management apparatus concentrated in the management system in the process of management activities must fulfill its main task: to create a system of management methods - a set of ways to influence the management system on the managed one in order to ensure the production and economic activities of the organization and obtain specific results (production, provision of services and etc.).

Rice. 5.2 - Graphical model of the control process

2. Formation of management methods as the results of the implementation of management functions. These include a sales plan, material incentives to work, pricing. However, the resulting management methods, as a rule, cannot exercise managerial influence, since in most cases they do not take the form of administrative levers. In order to give management methods an effective managerial impact, it is necessary to formalize them, i.e. turn into managerial decisions.

3. Formalization of management methods into management decisions. The peculiarity of this stage is the creation of mechanisms for the transformation of management methods into orders, instructions, instructions, etc. after that, management decisions (formalized management methods) through direct communication channels come from the management system to the managed one, exercising the necessary management impact that ensures the performance of business operations, production goods, provision of services, achievement of commercial, financial and other results.

If management decisions in the controlled system do not work enough (not implemented, partially implemented, performed with deviations), then information about all inaccuracies, shortcomings through feedback channels enters the control system (regulation procedure is carried out), in which the control apparatus develops the necessary measures.

4. Providing managerial impact through leadership. Management of an organization is a type of management activity that combines labor processes all employees, ensures the implementation of functions and the formation of management methods, the development and adoption of management decisions, and also formalizes the impact of the management system on the managed one. Management is a unifying factor in the structure of management categories, since it determines the direction of the management apparatus, the effectiveness of management decisions, the degree of achievement of the organization's goals.

The implementation of the management stages is accompanied by communications, i.e. information exchange processes between employees, departments and other organizations.

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

The essence of management

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

The management process includes the solution of a tactical and strategic task:

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

Characteristics of management processes

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

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

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

Management principles

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

purposefulness;
feedback;
information transformation;
optimality;
perspective.

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

Division of labor	Management functions are separated from each other and become the basis for the management structure. There are departments, teams that perform different, but common types of work.
Consolidation of functions	Combination of operations in managerial functions. Relationship between the functions of governing bodies and the internal structure.
Centrism and independence	The management process and organizational structure remain centralized and independent of the external environment.
Submission in the control system	The information flow links the higher, middle and lower levels of management by steps.

The implementation of the principles contributes to the effective unification of managerial functions, the strengthening of ties at all levels of management bodies.

Management functions

The professional activities of managers are gradually reflected in managerial functions.

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

According to the nature of the activity, the functions used in various fields associated with production, economic part, economy, technology.

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

Stages of the management process

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

The management process includes stages that alternate continuously.

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

7 stages of the personnel management process

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

Planning staffing for all functions of the enterprise.
Recruitment of personnel, formation personnel reserve, selection and hiring.
Labor motivation. Creation of material (salary, bonuses) and non-material system of motivation for the formation of a stable team.
The system of adaptation and career guidance of employees. As a result, everyone must quickly get to work, know corporate goals, understand the essence and requirements for their activities.
Evaluation of employees and work. Assessment of knowledge, skills, skills for effective work. The system for evaluating the work of each and informing the team as a whole.
Relocation, career planning, staff rotation.
Training of staff to replace leaders. Raising the qualifications of managerial employees.

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

Project management

Project management processes are a set of functions and certain types activities.

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

Project management processes are associated with the following tasks:

formulating the goals of the project;
search and selection of solutions for the implementation of the project;
creation of structure (team of performers, resources, timeline and budget);
connection with the external environment;
managing a team of performers and coordinating the progress of work.

Information management

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

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

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

Management of risks

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

V practical activities these processes are not always performed in this order or may be performed simultaneously.

The overall picture needs to be completed feedback for each of the stages, meaning a return, if necessary, to the passed stage. The final stage is related to the conclusions and the final assessment. The results should be used when working on assessing and minimizing risks in the future.

Production technology management

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

The centralized method of management involves the concentration of functions in departments. In production, in fact, there is only a line management. Therefore, centralization is applicable only in small production.
Decentralization - the structure of the management process is associated with the transfer of all functions to the shops. Workshops become partly independent units.
The combination of centralization and decentralized system is used by most manufacturing enterprises. Operational issues are resolved in workshops or bureaus, while management methods and quality control remain with the management departments. The workshops have their own administrative apparatus and conduct the entire technological process.

Financial management

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

Business process control	Helps identify possible cash losses
Creation of the finance department	And the allocation of financial departments is a clear distribution of responsibility, effective control of cash flows.
Controlling the movement of money and goods	Carried out with the help financial plan cash flows.
Implementation of management accounting	It is implemented after the development of indicators to assess the state of finances, the effectiveness of departments.
budget management	The management process includes financial departments based on analytical information.

Analysis of the management process

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

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

Improving the management system

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

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

1) audit of the management system;

2) verification of compliance with the law, international standards, recommendations of the Bank of the Russian Federation;

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

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

The current state of society and the economy contributes to the rethinking of management and managerial professionalism. It becomes relevant for the leader active work on the development of personnel, the main resource of the enterprise. A successful manager is able to look to the future, be flexible in making decisions in the face of complete unpredictability of the external environment.