1. How is current control carried out in the organization?

1. By listening to the organization’s employees at production meetings;

2. By observing the work of workers;

3. + Using a feedback system between the governing and managed systems;

4. Through reports at gatherings and meetings;

5. Higher structure.

2. Test. Who should monitor the implementation of assigned tasks for the team?

1. Specialists;

2. Employees;

3. + Leaders;

4. Individual managers;

5. Ministries.

3. Control is:

1. + Type of management activity to ensure the fulfillment of certain tasks and achievement of the organization’s goals;

2. Type of human activity;

3. Monitoring the work of the organization’s personnel;

4. Monitoring the performance of individual tasks by personnel;

5. Constantly reviewing how the organization achieves its goals and adjusts its actions.

4. To reduce the need for control, it is advisable to:

1. + Create organizational and socio-psychological conditions for personnel;

2. Create appropriate social conditions for staff;

3. Create appropriate organizational conditions for personnel;

4. Constantly improve the system of personnel incentives;

5. Constantly improve staff qualifications.

5. Control should be:

1. Objective and transparent;

2. Visible and effective;

3. + Objective, businesslike, effective, systematic and transparent.

4. Effective;

5. Current.

6. What is the basis of labor motivation in Japanese corporations?

1. Receiving high material rewards;

2. + Harmonization between labor and capital;

3. Recognition of merit;

4. Continuous professional development of personnel;

5. Achieving a competitive advantage.

7. What main groups of needs were identified by the Ukrainian scientist Tugan-Baranovsky?

1. Physiological and altruistic;

2. Sexual and physiological;

3. + Physiological, sexual, symptomatic instincts and needs, altruistic;

4. Physiological and symptomatic;

5. Physiological, needs for security, for relationships of belonging, for self-expression, for self-actualization.

8. When did the issue of labor motivation arise historically?

1. Since the advent of money;

2. Since the emergence of organizations;

3. Since the appearance of the head of the organization;

4. + Since the birth of organized production;

5. During the bourgeois revolutions in Europe.

Test - 9. How should we understand the motives of prestige?

1. An employee’s attempts to occupy a senior position in the organization;

2. + The employee’s attempts to realize his social role and take part in socially important work;

3. The employee’s attempts to receive a high salary;

4. Attempts by the employee to take part in social work;

5. The employee's attempts to influence other people.

10. What main groups of motives for work were identified by the Ukrainian scientist V. Podmarkov?

1. Security and recognition;

2. Recognition and prestige;

3. + Security, recognition, prestige;

4. Security and prestige;

5. Image, prestige.

11. Operational plans are developed for a period of:

1. + Six months, a month, a decade, a week;

2. On weekdays;

12. Planning means:

1. Type of activity;

2. + A separate type of management activity that determines the prospects and future state of the organization;

3. Development prospects;

4. State of the organization;

5. Integration of activities.

13. Organizational planning is carried out:

1. Only at the highest level of management;

2. At the highest and middle levels of management;

3. At the middle level of management;

4. + At all levels of management;

5. Determining the needs of subordinates.

14. If you have to explain what the planning function is, then you will say that it is:

1. + Establishing goals and objectives for the development of management objects, determining ways and means to achieve them;

2. Setting the goals of the organization;

3. Determining ways and means of completing tasks;

4. Determining ways to achieve the organization's goals;

5. Modeling of the organization's actions.

15. One of the forms of monopoly, an association of many industrial, financial and commercial enterprises that formally retain independence, but are actually subject to financial control and management of the leading group of enterprises in the association:

1. + Concern;

2. Cartel;

3. Consortium;

4. Corporation;

5. Association.

16. A type of economic activity in which some of the participants are liable for debts with all their property, and some only within the limits of their contributions to the authorized capital

1. Subsidiary partnership;

3. Full partnership;

4. + Limited partnership;

5. Joint stock company.

17. A type of economic activity in which its participants are responsible for the debts of the enterprise with their contributions to the authorized capital, and if these amounts are insufficient, additional property that belongs to them:

1. Full partnership;

2. Limited liability partnership;

3. Limited partnership;

4. + Partnership with additional liability;

5. Production cooperative.

18. A type of economic activity when all its participants are engaged in joint entrepreneurial activity and bear joint liability for the obligations of the company with all their property - this is:

1. Partnership with additional liability;

2. Limited liability partnership;

3. + Full partnership;

4. Limited partnership;

5. Joint stock company.

19. An organization that has unambiguous internal relationships and strict regulation of all aspects of its activities is:

1. Primary organization;

2. Organic organization;

3. Secondary organization;

5. At the corporate level.

20. Work motivation means do not include:

1. Rewards;

2. Conducting production meetings;

3. Improvement of personnel qualifications;

4. + Providing conditions for self-expression;

5. Declaration of gratitude.

21. The following theory of motivation is based on the confidence that a person will receive a reward for certain work performed:

1. Justice;

2. Needs;

3. Rewards;

4. + Expectations;

5. Assumptions.

22. In accordance with the Meskon concept, the main (general) management functions are implemented in the following order:

1. + Planning, organization, motivation, control;

2. Organization, planning, control, motivation;

3. Planning, organization, control, motivation;

4. Motivation, control, planning, organization;

5. Strategy, planning, organization, control.

23. When is final control carried out in the organization?

1. Before the actual start of work;

2. + After completing the planned work;

3. During certain work;

5. After achieving your goals.

24. When is current control carried out in an organization?

1. After completing certain work;

2. Before the actual start of certain work;

3. + During certain work;

4. When it is convenient for the manager;

5. When it is convenient for the team.

25. What does the management function “motivation” provide?

1. Achieving personal goals;

2. + Encouraging employees to effectively complete assigned tasks;

3. Execution of adopted management decisions;

4. Ensuring undeniable influence on the subordinate;

5. Encouraging employees to work.

26. If you have to explain what the motivation function is, then you will say that it is:

1. The process of achieving the goals set for the administration;

2. Encouraging oneself to perform effectively;

3. + The process of motivating oneself and others to effectively achieve the goals set for the organization;

4. A way to influence personnel in order to achieve goals;

4. + Mechanistic organization;

5. Dynamic organization.

27. The following phases of the organization’s life cycle are defined:

1. Creation, formation, development, revival;

2. Birth, maturity;

3. + Birth, childhood, youth, maturity, aging, rebirth;

4. Birth, maturity, rebirth;

5. Creation, development, maturity, aging.

28. The main constituent elements of the organization’s internal environment do not include:

1. Consumers, competitors, laws;

2. + Goals, objectives;

3. Personnel, technology;

4. Management structure;

5. Consumers.

29. What should be understood by the mission of the organization?

1. The main tasks of the organization;

2. Main functions of the organization;

3. Main activity;

4. + Clearly expressed reasons for existence;

5. Basic principles of organization.

30. If you have to explain what is meant by organization, you will say that it is:

1. Uniting people to perform certain jobs;

2. + A conscious association of people that acts on the basis of certain procedures and rules and jointly implements a certain program or goals;

3. A group of people who jointly implement certain programs; .

4. A group of people who unite on the basis of sympathy for each other to achieve personal goals;

5. Uniting people by interests.

31. The internal environment includes:

2. State of the economy, changes in politics, social culture, scientific and technological progress, technology, group interests, international environment;

3. + Goals, personnel, tasks, structure, technology, organizational culture;

32. Management test. The external environment of an organization of indirect action includes:

1. Suppliers, labor resources, laws and government regulatory agencies, consumers, competitors;

2. + State of the economy, changes in politics, social culture, scientific and technological progress, technology, group interests, international environment;

3. Goals, personnel, tasks, structure, technology, organizational culture;

4. Plans, forecasts, organizational structure, motivation, control;

5. Partners, personnel, socio-psychological conditions.

33. What management principles did the ancient Greek philosopher Aristotle substantiate in his book “Nicomachean Ethics”?

1. + Ethical and aesthetic principles;

2. Organizational;

3. Corporate;

4. Moral principles;

5. Specific principles.

34. How can you explain the essence of the principle “subordination of personal interest to the general”?

1. In an organization, only the personal interests of the organization’s leaders should always be taken into account;

2. The interest of one employee must prevail over the interests of the organization as a whole;

3. The interests of individual managers must prevail over the interests of individual groups of workers;

4. + In an organization, the interests of one employee or group should not prevail over the interests of the organization as a whole;

5. The interest of the organization should not prevail over the interests of the team.

35. What does discipline provide for as a management principle?

1. Fulfillment of assigned tasks by all employees;

2. + Strict adherence by the administration of the enterprise and its staff to the concluded collective agreement and contract;

3. Fulfillment of assigned tasks by managers;

4. Fulfillment of assigned tasks by employees of the management apparatus;

5. Complete subordination of workers to the management apparatus.

36. What should modern management principles reflect?

1. Basic principles of management;

2. The main connections that develop in the system;

3. The main relationships that develop in the system;

4. + Basic properties, connections and control relationships that develop in the system;

5. Mandatory presence of goals in management.

37. What is the basis for managing any system?

1. + Principles that reflect market business conditions;

2. Management methods;

3. Management functions;

4. Financial resources;

5. Management object.

38. Where, in the opinion of domestic and foreign management specialists, was the practice of managing an organization formed?

1. In Sumeria, Macedonia, Rome, Kievan Rus;

2. In Kievan Rus;

3. + In Rome and Sumeria;

4. In Sumeria and Macedonia;

5. In the Russian Empire.

Test. 39. An approach that requires making an optimal decision, which depends on the relationship between interacting factors, is:

1. + Situational approach;

2. Systematic approach;

3. Process approach;

4. Behavioral approach;

5. Current approach. ;

40. If management considers all processes and phenomena in the form of an integral system that has new qualities and functions that are absent in the elements that make them up, then we are dealing with:

1. Behavioral approach.

2. Process approach;

3. Situational approach;
4. + Systematic approach;

5. Current approach.

41. What is the component control?

1. + Marketing;

2. Management;

3. Economic processes;

4. Socio-economic processes;

5. Finance.

42. What methods of management of organizations play a leading role in modern conditions?

1. + Economic;

2. Social and psychological;

3. Organizational and administrative;

4. Administrative;

5. Socio-economic.

43. Primary needs include:

1. Psychological;

2. + Physiological;

3. Economic;

4. Material;

5. Social.

44. Needs are:

1. Primary and internal;

2. Internal and secondary;

3. + Primary, secondary, internal and external;

4. Internal and external;

5. Primary and external.

45. Motivation is based on:

1. Needs and self-expression;

2. + Needs and rewards;

3. Rewards and satisfaction of individuals;

4. Satisfaction of all people;

5. Self-expression and rewards.

46. ​​The main form of material incentives for the organization’s personnel is:

1. Awards;

2. Prizes and valuable gifts;

3. Valuable gifts and salary;

4. + Salary;

5. Bonuses and salary.

47. What creates the management structure of an organization?

1. A set of linear controls;

2. A set of functional services;

3. A set of linear and functional services (bodies);

4. + Set of controls;

5. A set of software-targeted services.

48. An analysis of the organization’s competitors is carried out with the aim of:

1. Definition of their strategy and strengths;

2. Determining their goals and strengths;

3. + Determine their goals, strategies, strengths and weaknesses;

4. Definitions of strategy;

5. Determine their goals and weaknesses.

49. The goals of the organization must satisfy the following basic requirements:

1. + Achievability, specificity, time orientation;

2. Reachability and time orientation;

3. Time orientation and specificity;

4. Reachability;.

5. Orientation in time.

50. When did the term “organization” become widespread in economic literature?

1. In the 20s of the XX century;

2. In the 30s of the XX century;

3. + In the 60s of the XX century;

4. In the 70s of the XX century;

5. In the 80s of the XX century.

51. Organization as an object of management:

A. Acts as the basic unit of a market economy within which management decisions are made

b. Serves as a link between the state and consumers of produced goods and services

V. Helps the state in collecting and accumulating various types of taxes

52. Which of the listed management functions are based on the needs and interests of employees?

A. Control

b. Planning

B. Motivation

53. Management practice arose:

A. During the rapid industrialization of industrial production

b. Simultaneously with the emergence of a systematic approach to management

B. Simultaneously with the unification of people into organized groups

54. The ultimate goal of management is:

A. Rationalization of production organization

B. Ensuring the profitability of the enterprise

V. Increasing employee motivation

55. What is the most important function of management?

A. Creation of favorable conditions for the further development and functioning of the enterprise

b. Increasing employee productivity

V. Continuous implementation of scientific and technological progress achievements in production

56. Is management productive work?

A. No. Managers and executives do not directly participate in the production process.

b. Depending on the form of ownership and specialization of the organization

V. Yes. Because management is an integral part of the production process

57. What is not a product of a manager’s labor?

A. Goods and services

b. Decision on choosing sales markets

V. Preparation of a business plan

58. The size of an organization in management is determined by:

Number of departments and structural units

The number of people working in it

Number of regular clients and/or customers

59. The purpose of stabilization management is:

Development of measures that can influence the stabilization of the financial condition of the company

Wedging a company into industry and inter-industry structures to stabilize its financial condition

Constant implementation and implementation of measures aimed at stabilizing the financial, personnel, technical and technological, internal and external structure of the organization

60. What characterizes the standard of controllability?

The total number of people who report to one manager

The number of responsibilities specified in the job description for each individual employee

Time during which the employee completed the manager’s task

61. Management is a science that studies:

Human potential

Interaction of employees within the team

Processes for managing materials, raw materials, labor, etc. company resources

62. Research methods in management:

They represent specific ways to implement management decisions that lead to the achievement of set goals and objectives

These are specific ways of knowing, techniques, approaches and principles that make the impact on the control object effective

A set of rules, regulations and scientific techniques that are used to study the motivational characteristics of employees

63. Management as a science is:

A set of interdisciplinary studies aimed at studying the principles of making effective management decisions

Specific economic knowledge that studies all types of resources and their management

Area of ​​knowledge about how to effectively influence the resources available in an organization

64 - test. Management methods are:

Approaches to selecting and discarding resources

Ways to increase the efficiency of the resources used

Techniques and methods of influencing the team, as well as individual employees, to achieve the goals and mission of the organization

65. Planning as a management function consists of:

Formulating the organization’s development goals, as well as determining ways to achieve them

Development of tactical and strategic plans for the organization’s economic activities

Drawing up production plans for each employee

66. The decision-making process in management is:

Chaotic process

Systematized process

Routine activities

67. The criterion for management effectiveness is:

The period during which the organization operates on the market

A set of indicators that characterize how effective the operation of systems and subsystems managed in an organization is

Continuous profit growth

Test. 68. The objectives of management are:

Development and scientific justification of management decisions

Creating the necessary conditions for making rational and effective management decisions

Development, testing in practice and implementation of scientific methods, approaches and principles that ensure coordinated and uninterrupted work of the team and its individual members

69. What is the object and subject of management?

Objects – management decisions, subjects – managers, subordinates

Objects – production activities and interaction with contractors, resources of all types, market, information, subject – manager

Objects – money, labor resources, market, subject – market economy

70. Management is in management:

The main method of work of a manager

The process of organizing information and managing it competently

The process of forecasting and planning, organizing, coordinating, motivating and controlling, which allows you to formulate the goals of the organization and outline ways to achieve them

71. Organization is in management:

A group of people who work together to achieve a specific goal, acting on the basis of certain rules

Main control system

Main managed subsystem

72. Founder of management science:

F. Taylor

73. The basis for motivating the workforce in Japanese companies is:

Equilibrium between capital and labor

Continuous improvement of qualification level

Bonuses for unusual approaches to solving labor problems

74. Who implements the control function?

Line managers

All team members

Top management of the company

75. What determines the number of subordinates a manager has?

Type of organization

Hierarchical level

Position held

76. By what principle cannot management decisions be classified?

Level of responsibility

Time

Degrees of formalization

Ministry of Education and Science of the Samara Region

Ministry of Property Relations of the Samara Region

Togliatti Industrial Pedagogical College

Practical work on the discipline

"Management".

Completed

Checked:

Grade _______________

Tolyatti.

Practical work No. 1.

1. Translated from English, what does the word “management” mean?

2. Basic functions of management.

3. Who was the founder of the school of human relations?

4. List the advantages of the linear type of organizational structure.

5. What is motivation?

Situational task.

Formulation of the problem:

1. Which of the known management methods give the company a greater degree of freedom?

2. What are the common and specific features of each of the known groups of management methods?

Practical work No. 2.

1. What is delegation of authority?

2. The main components of the management cycle.

3. List the disadvantages of the functional type of organizational structure.

Situational task.

Formulation of the problem:

1. What, in your opinion, is included in the concept of “making a rational decision”?

2. Is the company's vice president of marketing correct in his statements? If not, what is wrong?

Practical work No. 4.

Situational task.

Formulation of the problem:

1. Which investment option is the most profitable?

2. Is your conclusion confirmed by practical activity? (formulate situational examples).

Practical work No. 1.

1. Translated from English, the word “management” means “management”.

2. Main functions of “management”:

Planning is the stage of the management process at which the goals of the activity and the necessary means and actions are determined

Organizing - this function aims to put plans into action, forming the structure of the organization or determining who exactly should perform each specific task

Motivation - to ensure successful completion of work and progress towards planned goals

Control is a management activity that consists of checking the comparison of actual results with data.

3. Mary Parker Follett and Elton Mayo are considered the founders of the school of human relations.

4. Advantages of a linear structure:

A clear system of mutual connections between functions and departments;

A clear system of unity of command - one manager concentrates in his own hands the management of the entire set of actions that have a common goal;

Clearly expressed responsibility;

Rapid reaction of executive departments to direct instructions from superiors.

5. Motivation is the process of encouraging oneself and other people to achieve personal and organizational goals. Motivation to work is thus understood as reasons, arguments, grounds in favor of work. We can say this: motivation is a position that predisposes a person to act in a specific, purposeful manner. This is an internal state that determines human behavior.

Situational task.

1. A greater degree of freedom is given to the company by organizational and socio-psychological methods of management etc. Economic methods are based on the rules of behavior of the management system, and these two methods do not contain strict and definitely established rules. They promote management and do not require strict adherence and rules.

2. Economic:

general management method, specific economic management features

Organizational:

General - management method, special - organization of personnel work.

Social – psychological:

The general method of management is specific to the psychological and social sphere of life of personnel.

Practical work No. 2.

1. Delegation of powers - transfer of powers to an employee who takes full responsibility for their implementation. A method of distributing tasks among a company's employees, the completion of a portion of which by each will allow them to achieve the intended goal. The main idea is that if you give employees partial ownership of their jobs, they are more likely to work hard to satisfy customers and participate fully in the life of the organization.

2. The main components of the management cycle: planning, organization, motivation and control.

3. Disadvantages:

difficulties in maintaining constant relationships between various functional services;

Lengthy decision-making process;

Lack of mutual understanding and unity of action between functional services;

Reduced responsibility of performers for work as a result of the fact that each performer receives instructions from several managers;

duplication and inconsistency of instructions and orders received by employees, since each functional manager and specialized department raises their questions on first place.

Situational task.

1. I believe that making a rational decision is the choice of those decisions that are currently the most appropriate and most important for solving the assigned problems.

2. The vice-president of the company is right in his statements because if a manager makes mistakes in the performance of his powers, then his professional activities will not be of very high quality, and he will not be able to become a good manager.

Take advanced training courses;

Hold a meeting with more experienced employees in order to improve and exchange experience;

Practical work No. 3.

Incorrect statements:

2. The concept of “decision making” is broader than the concept of “solving a problem.”

5. Making the right decisions is only a field of management science.

9.Implementing a solution creates new problems.

12.Intuition is more problem-solving oriented.

Practical work No. 4.

Situational task.

1.The most profitable option is to invest funds in trading.

2.Yes, practical activity is confirmed because in trading the probability of making a profit B2 = 0.8-0.9

Two investors Ivanov and Smirnov invested their funds in various types of investments. Ivanov invested in construction, and Smirnov in trade. After 1 year had passed, Smirnov had a network of his own stores, Ivanov completed his construction. The market for ready-made residential buildings at that time was overcrowded, in the conditions of the economic crisis there were few people willing to purchase apartments, and the retail network was always developed.

As a result, Ivanov did not fully receive his invested funds, but Smirnov did not receive the full calculated amount.

Bibliography.

1. Management. Tutorial. Edition 3 Rostov n/a “Phoenix”, 2004.

Leadership style, but depending on the situation, the leadership style can be adjusted. 2. Power, influence and authority. 2.1 Brief theory of the issue. The next most important aspect of management theories is the issue of power, influence and authority. Power is the ability of an individual or group to influence other people. Power is a very complex concept that includes...

And priorities (Fig. 1.3). Rice. 1.3. Classification of management Depending on the range of issues considered, general and special management are distinguished. General management includes a description of its subject and methods, history of development, terminology, classification and other issues that are common to management as a whole. Special management includes issues arising during...

Pleha. COM munity wishes you good luck in your exam. http://www.pleha.com

Answers to exam questions on management.

The answers were prepared using lecture notes kindly provided by students of the Faculty of Economic Physics, 3rd year, 4th stream.

Lectures were written by: gr. 9316 – Julia; gr. 9317 – Natasha; gr. 9315 – Lisa.

Lecturer: Elena Vladimirovna Popova.

Material searched on the Internet: Hothead,Sabaka,Tarantino, ]enjoy[

All other work was done by the Pleha.COMmunity team

Send us your wishes, questions and complaints by email: [email protected]

A list of questions:

1. Basic concepts of management. 2

2. Conditions, prerequisites for the emergence of management. 2

3. What is a system? Its main properties? 2

4. Managerial relations. 3

5. Principles of management. 3

6. Manager principles. 4

7. Basic principles of a market economy. 4

8. Management functions. 4

9. Scientific school of management. 5

10. Business planning. Its main directions. 5

11. Control as a management function. 6

12. General goal management (tree of goals). 7

13. Types of relationships. 8

14. Basic management structures. 9

15. Modern organizational structures. 14

16. Linear. 15

17. Matrix. 16

18. Progressive-target. 17

19. Principles of successful work. 19

20. Participants in the enterprise’s activities (external). 19

21. Participants in the activities of the enterprise (internal). 20

22. Management styles. 20

23. Time management. 22

24. Principles of decision making. 23

25. Types of solutions. 24

26. Decision-making technology. 24

27. Centralization and delegation of the decision-making process. 25

28. Principles of delegation. 26

29. Negotiations, their classification. 26

30. Main stages of negotiations. 26

31. Technologies, techniques, negotiations. 27

32. Risk management. Risk classification. 27

33. Risk management. 28

Moscow, 2006-2007

1. Basic concepts of management.

Management– (in the narrow sense) organization + management: system of organization and management of a company (enterprise); (in a broad sense) a section of economic science that studies the theory and practice of organizing and managing production (services) and implementing its results. From a scientific point of view, this is the process of integration and the most effective use of material, financial, technical, technological, information, human resources to achieve the goals of the organization.

Manager- a hired person, a manager, has a permanent place of business (place of work). A person endowed with a certain amount of power who voluntarily undertakes obligations to achieve set goals.

Entrepreneur– a business person who runs his own business and implements innovations, investing his own funds and taking on a certain risk.

Businessman- a business person who has no subordinates, or a major owner who does not hold a specific position in the organization, but is the owner of its shares, co-founder, etc.

2. Conditions, prerequisites for the emergence of management.

Within the framework of modern science of organizational management, one can take different approaches to identifying its various directions. One of the common classifications involves consideration of four important approaches that have made a significant contribution to the development of management theory and practice.

The first of them laid the foundations of management science and affects various aspects of organizational management. This is an approach from the standpoint of identifying the so-called schools in management actually contains four different approaches that formed the basis of these schools.

school of scientific management,

administrative or classical school,

school of human relations or behavioral school,

quantitative school of management.

Process The approach views management as a continuous sequence of interrelated management functions.

Within systemic approach focuses on the integrity of the organization and the management process, on the inextricable connection of the organization with its environment, on the achievement of numerous goals by the organization in a changing external environment.

3. What is a system? Its main properties?

A system is a collection of elements that have different properties than its individual constituent elements.

A system is a certain integrity consisting of interdependent parts, each of which contributes to the characteristics of the whole. All organizations are systems. There are two main types of systems: closed and open.

A closed system has rigid fixed boundaries, its actions are independent of the environment surrounding the system. An open system is characterized by interaction with the external environment.

Large components of complex systems are often systems themselves. These parts are called subsystems. In an organization, subsystems are various departments, levels of management, social and technical components of the organization.

4. Managerial relations.

The management structure of an organization is understood as an orderly set of interconnected elements that exist among themselves in a stable relationship that ensures their development flowing and functioning as a single whole.

Within the framework of the structure, a management process takes place, between the participants of which functions and management tasks are distributed. From this position, the organizational structure is a form of separation and cooperation of management activities, within the framework of which the management process takes place, aimed at achieving the goal th organization. Hence, the management structure includes all goals distributed among various units, the connections between which ensure coordination for their implementation.

The elements of the control structure are:

management worker - a person performing a certain management function;

control body - a group of workers connected by certain relationships, consisting of primary groups;

primary group - a team of management workers who have a common leader, but no subordinates.

The control structure is characterized by the presence of connections between its elements: horizontal connections have the nature of coordination and are, as a rule, one-level. Vertical connections - connections of subordination, arise when there are several levels of control. Vertical connections can be linear and functional in nature. Linear communications mean subordination to line managers, that is, on all management issues. Functional connections take place when a specific group of problems is subordinated to a functional manager.

The management structure must reflect the goals and objectives of the company, be subordinate to production and change with it. It should reflect the functional division of labor and the scope of powers of management employees; the latter are determined by policies, procedures, rules and official regulations and expand, as a rule, towards higher levels of management. The powers of managers are limited by factors of the external environment, the level of culture and value orientations, accepted traditions and norms. It is important to implement the principle of correspondence between functions and powers, on the one hand, and qualifications and level of culture, on the other.

1. The essence and concept of management as a science, its place in the system of scientific knowledge

Management - (from the English. Management, management of an organization) is a special form of management activity and is used in relation to people, teams, organizations. Management is influencing people to encourage them to direct their thinking and resources where they will produce the greatest results. The term “management” is essentially an analogue of the term “management”, its synonym. Management technology is a system of effective management methods, certain methods of collecting and processing information, the development and implementation of control systems, certain principles of personnel management.

The objects of study of management are people, organizations, and society. The subject of management study is managerial interaction.

The semantic content of management is presented in 4 forms: 1) management as the science and practice of management. 2) M, as the organization of company management. 3) M, as an organization of structure management. 4) M, as a process of making management decisions. Management is an independent type of professional activity aimed at achieving intended goals in market conditions through the rational use of material and labor resources using the principles, functions and methods of the economic management mechanism.

2. Goals and objectives of management

The main goal of management is to ensure profitability or profitability in the company’s activities through the rational organization of the production process, including production management and the development of the technical and technological base, as well as the effective use of human resources while simultaneously improving the skills, creative activity and loyalty of each employee. The intermediate goal of management is to constantly overcome risks. A task is a prescribed job that must be completed in a predetermined manner within a predetermined time frame. Management tasks: tactical - maintaining the sustainable functioning of the organization; strategic - this is the development of the enterprise and its transfer to a higher and qualitatively different level. Management tasks: organizing the production of goods and services taking into account the needs of consumers; ensuring production automation and the transition to the use of workers with higher qualifications; stimulating the work of company employees by creating better working conditions for them and setting higher wages; coordination of the work of all departments of the organization, constant search and development of new markets, etc.

3. Linking science to practice management

In practice, managers are in constant contact with a changing environment and are required to make management decisions taking into account random phenomena and specific situations based on their own experience and intuition. In management, when the result of group activity any decision differs from alternative options, the ability to find a reasonable compromise with minimal costs is a manifestation of the manager’s art. A leader must be an extraordinary person; masterfully mastering the art of communication, persuasive dialogue; have a sharp, extraordinary mind; solid erudition in many areas of life and knowledge. The art of management is a person’s ability to make non-trivial decisions in conditions of scarcity of information and time. It is based on the methodology and principles of management science, which in turn is a discipline of integration of sciences and is based on the achievements of the theory of automatic regulation, information theory, cybernetics, economics and responds to changes in the basic concepts of the political life of society. At the same time, the art of management has absorbed the world achievements of psychology, logic, rhetoric, ethics, philosophy, law, as well as methods of influencing greed and society of various religious denominations.

4. Management theory. The Art of Management

Control theory is the science of the principles and methods of managing various systems, processes and objects.

The foundations of control theory are cybernetics and information theory. The laws of organization of the management process and the relationships between people that arise during this process are studied by management theory. It develops a system and methods for actively influencing control objects, determines the methodology for the specifics of the research object, and determines methods for predicting the processes being studied.

Management theory applies scientific methods of analysis to develop specific methods and recommendations for management practice. However, these methods and recommendations are not recipes; they cannot be absolute. The effective use of these methods and recommendations depends on a combination of specific circumstances and conditions.

The art of management is a person’s ability to make non-trivial decisions in conditions of information deficiency.

It is based on the methodology and principles of management science, which in turn is a discipline of integration of sciences and is based on the achievements of the theory of automatic regulation, information theory, cybernetics, economics and responds to changes in the basic concepts of the political life of society.

At the same time, the art of management has absorbed the world achievements of psychology, logic, rhetoric, ethics, philosophy, law, as well as methods of influencing greed and society of various religious denominations.

5. Management functions

Management functions are a type of management activity aimed at solving a specific management problem, which is carried out using special techniques and methods. Functions: - basic (planning and forecasting, organization, motivation, coordination and control) - specific (specific management activities of employees not designated by the main functions) The planning function is a management function with the help of which the goals of the activity are determined, the means necessary for this, as well as methods that are most effective in specific conditions are being developed. In other words, this function is based on an understanding of what the organization's goals should be and what needs to be done to achieve them. The function of an organization is a management function whose task is to form the structure of an object, as well as provide everything necessary for its normal operation - personnel, materials, equipment, premises, and funds. To organize means to create a certain structure. Function of motivation. In order for the organization’s activities to proceed normally, accompanied by high activity of participants and good quality of work, people need to be interested in the work, they need to be motivated. Motivation is the process of stimulating people, encouraging them to work through material, moral or administrative influence. Control function. Almost everything a leader does is focused on the future, because... he plans to achieve goals over a period of time - a week, a month, a year. During this time, a lot can happen, including unfavorable changes. Control is designed to identify impending dangers in advance, detect errors, deviations from the plan and eliminate them in a timely manner.

6. Types of modern management

There are more than 20 types of modern management: -production; - strategic; -marketing; -financial; -ecological; - personnel (personnel management); -quality management; -innovative, etc.

Administrative management is the development and adoption of management decisions, the distribution of tasks among performers and monitoring their implementation. Innovation (IT) management is the organization and management of research, development, development and distribution of innovations in accordance with long-term goals, the organization's NT potential and the results of marketing research. Production management is the organization and management of the supply of material resources, production and its preparation in order to comply with established technology and product quality requirements. Personnel management (moral and ethical) is the organization of selection, training, placement, evaluation and incentives of personnel, as well as the creation of a favorable climate in the team. Environmental management is the organization of prevention, prevention and identification of the consequences of the harmful effects of production on the environment.

. Management principles

Generally accepted principles. Management principles are among the most important categories of management. They are understood as the main fundamental ideas, the idea of ​​management activities, arising directly from the laws and patterns of management.1. The principle of centralization (unity of command). Unity of command means granting the top manager such complete power as is necessary for decision-making and personal responsibility for the assigned work. 2. The principle of decentralization (collegiality). Collegiality presupposes the development of a collective decision based on the opinions of managers at different levels. 3. The principle of combining centralization and decentralization is basic. The optimal option is considered to be an approach where decisions related to the development of policies, goals and strategy of the company as a whole are centralized, and decisions related to operational management are decentralized. 4. The principle of orientation towards long-term development goals, i.e. a clear vision of what the company should be like in the future. 5. The principle of democratization, i.e. participation of employees in top management. For example, in Sweden, Denmark, Austria, and Holland, legislation was adopted on the mandatory participation of workers in Boards of Directors with voting rights, in France - without voting rights. 6. The principle of combining science and creativity. 7. The principle of consistency. 8. The principle of continuity. 9. The principle of competition among management participants. 10.Principle of purposefulness, etc.

8. Functions and tasks of a manager in company management

In the modern understanding, a manager is a person who occupies a permanent management position and has the authority to make decisions on certain types of activities of an organization operating in market conditions.

The term manager can be applied to a fairly wide category of enterprise employees: - group leaders; - head of laboratories, departments, functional services of enterprises; - head of production departments; - administrator at various levels; - head of enterprises and firms in general.

An organization cannot exist without managers. They are traditionally divided into 3 types: 1) the lowest level - a manager who subordinates performing workers, i.e. junior chief. They are: the head of a department in a department store, a sergeant in the army, and a senior nurse. 40-60% of the organization are lower-level managers. 2) middle level - managers responsible for the progress of the production process in departments. These include: the sales and supply manager of the organization, in the army - an officer from lieutenant to colonel, director of a branch at the university. 50-60% 3) the highest level - the administration that carries out the strategic management of the organization and its functional and production functions. These include: president, vice-president of a corporation, general director, treasurer, minister, rector of a university. 3-7%

9. The main roles performed by modern managers, the nature of their work

The manager’s activities are aimed at ensuring that employees become not just a sum of people with their own problems and interests, but a united team aimed at creation, at completing tasks, in order to achieve all the positive effects of social organization. The manager is also organized to perform other functions that complement each other: - act as an administrator, organizer, general figure, teacher, psychologist and educator. The main roles performed by modern managers can be divided: 1) roles related to decision making. 2) information roles. 3) interpersonal roles. In his professional activities, a manager, both a functional employee and a system manager of corporate management, performs different roles: - idea generator, - conceptologist, - innovator, - organizer, - orbital expert, - consultant. Finally, a manager is a leader, a leader who makes decisions and takes responsibility. The specificity of a professional manager is mental work of an analytical nature, the creation of material wealth.

10. Professionalism of the manager. Basic requirements for the professional competence of a manager

The professionalism of a manager is determined by the following factors: 1) the professional training of the manager himself. 2) professionalism of all personnel of the managed organization. 3) organizational and socio-economic conditions in which the manifestation of professionalism and its practical organization are possible. 4) an incentive to realize a potential manager in work, spirituality, tolerance and the search for truth. 5) a creative manifestation of love for the homeland.

A manager at any level has high requirements: - general knowledge in the field of management; - competence in matters of production technology; - possession of administration and entrepreneurship skills; - making informed and competent decisions based on agreement with lower-ranking managers and employees and the distribution of everyone’s participation in their implementation; - presence of practical experience and knowledge in the field of analysis of the economic situation; - ability to analyze the actions and activities of competing firms; - ability to foresee economic development trends. market conditions, demand characteristics; - ability to manage people.

11. Historical periods of management

There are 4 periods of development of management theory and practice: 1) Ancient (from 9000 BC to the 18th century) period of knowledge accumulation: - transition from appropriating economy to production; - first experience in management; - developed state apparatus; - Socrates formulated the principle of universality of management; - Plato made an attempt to distinguish between management functions; - Alexander the Great created the theory of command and control. 2) Industrial (from 1776 to 1830) the beginning of the formation of scientific directions and schools of management: - Adam Smith (1723-1790) analyzed various forms of division of labor, characterized the responsibilities of the sovereign and the state; - Robert Owen (1771-1858) formulated ideas for the humanization of production, put forward a program for creating self-governing “half-hundreds of community and cooperation”, founded communist colonies in the USA, failed.; - Babidzh Ch. 1833 developed a project for an analytical engine, which later revolutionized management decision-making. 3) The period of systematization (1856-1960) - new directions, schools, trends in management were formed during the industrial revolution in the 19th century due to the need to manage the work of large groups of people, owners moved away from direct monitoring of the activities of workers. The first managers appeared. Over time, managers switched to studying management methods, to searching for systematized approaches to management based on experience, and the main scientific schools of management emerged. 4) Information (1960-present) begins the broad development of management concepts based on the use of mathematical apparatus, with the help of which the integration of mathematical analysis and subjective decisions of managers is achieved. At this time, system analysis and the theory of contingency emerge. In the 70s and 80s of the twentieth century, the concept of an organization as an open system was formed. From the point of view of organizational economics, significant results were obtained within the framework of the situational approach, the idea of ​​which made a great contribution to the development of management theory.

12. Scientific concepts and approaches to management

The concept of systematized management of an organization began to emerge in the mid-nineteenth century. The main force that shaped interest in scientific management was the Industrial Revolution. Advances in management theory have always depended on advances in other management-related fields, such as engineering, psychology, sociology, mathematics, etc. As these areas of knowledge have developed, management theorists and practitioners have learned more and more about the factors influencing to the success of the organization. Leaders of organizations, entrepreneurs, and scientists have become more aware of the influence of forces external to the organization. Special research has made it possible to develop new approaches to management. In this case, approaches can be called groups of management methods united by a common idea or hypothesis. To date, there are four main approaches that have made a significant contribution to the development of management theory and practice. 1. The school of thought approach looks at management from four different perspectives. These are schools: a) scientific management; b) administrative management; c) human relations and behavioral science; d) management science or quantitative methods. 2. The process approach views management as a continuous series of interrelated management functions: planning, organization, motivation, control and connecting processes - communication and decision making. 3. In the systems approach, an organization is viewed as a system of interconnected elements, such as people, structure, tasks and technology, which are focused on achieving certain goals in a changing external environment. 4. The situational approach focuses on the fact that the suitability of various management methods is determined by a specific situation. Since there is such an abundance of factors and their combinations that determine the situation, both in the organization itself and in the environment, there is no one-size-fits-all “best” way to manage an organization. The most effective method in a particular situation is the method that is most appropriate for that situation. The task is to find and be able to implement this method.

Complementing each other, these approaches form modern management science and practice. However, it should be borne in mind that there are no universally applicable techniques or principles that would guarantee effective management in all cases. However, approaches and methods that have already been developed can help managers increase the likelihood of effectively achieving organizational goals.

13. School of Scientific Management

School of Scientific Administration (1885-1920). F. Taylor, F. and L. Gilbert, G. Emerson, G. Ford, G. Gantn belonged to this school. Its founder was F. Taylor, whose book “Principles of Scientific Management” is considered the beginning of the recognition of management as a science and an independent field of study.

In general, the merit of Taylor et al. lies in the approval of the following principles of scientific management: - the use of scientific analysis to determine the optimal ways to perform a task; - selection of workers most suitable for performing certain tasks and their training; - providing employees with the resources required to effectively perform tasks; - systematic and correct use of material incentives to increase productivity; - separating planning into a separate process; - approval of management as an independent form of activity and science.

14. School of classical (administrative) management

15. School of management from the perspective of behavioral science

Study of such fields as psychology and sociology. The school of behavioral sciences moved significantly away from the school of human relations and formed into an independent scientific direction. If the first (human relations) was based mainly on methods of establishing interpersonal relationships, then the second seeks to help the employee understand his own capabilities based on the application of the concepts of behavioral sciences, as well as building the management of the organization. In very general terms, the main goal of this school is to improve the effectiveness of an organization by increasing the efficiency of its human resources.

. School of Psychology and Human Relations

School of Human Relations and Behavioral Sciences (1930-1980). Representatives: G. Munsterberg, M. Follett, R. Likert, E. Mayo, A. Maslow. Shifting the center of gravity in management with the distribution of functions and tasks to relationships between people is the main distinguishing characteristic of the school of human relations. Researchers of this school used the achievements of psychology and sociology in management. The art of communicating with people, Mayo concludes, should become the main criterion for selecting administrators, starting with the master. Appeal to the human factor is a revolutionary revolution in management science. The “human factor” in psychology is understood as the inner world of people, their needs, interests, attitudes, experiences, etc. Since the late 50s. the school of human relations will transform into a school of “behavioral sciences”. The largest representatives of this direction: R. Likert; D. McGregor; A. Maslow. Representatives of this direction were no longer interested in methods of establishing interpersonal relationships, but in increasing the efficiency of the individual employee and the organization as a whole. The main goal of the “behavioral” school was to help employees understand their personal capabilities and unleash their creative potential.

. Management Science (Cybernetics)

The school of quantitative methods (1950 - to the present) arose as a result of the rapid development of the exact sciences, which created a favorable environment for the use in management science of the latest achievements in the field of computerization, mathematics, physics, etc. The essence of the quantitative scientific approach is as follows. To solve the problem of managing any object, a model of the management process is developed. The model is a schematic representation of the future real situation.

18. Modern concepts (new approaches) to management

"New school" of management . It reflects the latest trends in the theory and practice of management in the United States. The “New School” is based on a systematic study of decision-making processes using mathematical methods and the latest technical means, including computers. Using these methods, the school strives to achieve increased rationality of decisions. General methodological concepts of the systems approach were developed by L. Bertalanffy, A. Rapoport, K. Boulding.

Systems approach: Consists in analyzing objects not in isolation. Based on the unification of all schools, while the organization is considered as a social system. The most important feature of a system is its integrity. Social systems differ in the conditions of their association, i.e. those factors that form the system.1) The common goal of all elements. 2) Subordination of each link to a common goal. 3) Awareness of each element of its tasks and understanding of the common goal. 4) Fulfillment of assigned tasks by each element. 5) The relationship between the elements of the system. 6) Availability of a governing body. 7) Mandatory feedback.

It is believed that people unite into a team because... a person himself cannot satisfy any need or solve a certain problem. Situational approach: The point is that each organization and each production situation has its own management methods, they are influenced by both the internal and external environment, and since the organization is under the influence of external factors, there cannot be a single best way to manage it. This approach does not deny the correctness of theoretical management concepts, but it is believed that many of them are contradictory and these contradictions need to be eliminated, i.e. Theoretical concepts are linked to specific situations. It is believed that a manager must be able to manage professionally or know the principles of professional management. When applying any of the theoretical concepts, it is necessary to take into account only the advantages that it can give to the organization and ultimately be guided only by the situation. Process approach:The point is that the organization is viewed as a permanent mechanism. Rights and management, respectively, all processes must be analyzed and adjusted.

During the 20th century. views on management as a special type of activity changed as social relations developed, business changed, production technologies improved, and new means of communication and information processing appeared. Along with views on management, management science also developed. The practice of management changed, and the doctrine of management also changed. The science of management has moved forward following the development of the art of management, and the art of management is being improved on the basis of the latest achievements of management thought.

In the activities of the head of a modern company, creative operations play a significant role, but they cannot be formalized, since the mechanisms of intellectual activity have not yet been studied. Consequently, the activity of leading an organization and people in this organization represents a special form of art - it is free creativity based on a scientific foundation.

19. The main achievements of Russian scientists in the field of management

Domestic scientists have made a significant contribution to the formation and development of the theory and practice of management in our country. In the history of management, the works of such scientists as A.A. Bogdanov, A.K. Gastev, O.A. Yermansky, P.M. Kerzhentsev. The construction of socialism in the USSR required the creation of a new public organization for the management of socialist production. Among the scientists whose efforts were aimed at finding new ways to develop the scientific organization of labor, production and management under socialism, one should first of all name A.A. Bogdanov (1873-1928). According to Bogdanov, any management problem that requires resolution consists of a number of elements. Achieving success lies in finding the most rational arrangement of these elements. This is the content of organizational activity. Bogdanov based the construction of a universal organizational science on universal organizational principles that were equally suitable for all spheres of human activity. Despite the shortcomings of “universal organizational science,” Bogdanov can rightfully be considered the founder of a new science - organization. Another famous Soviet scientist, A.K. Gastev (1882 - 1941), dealt with issues of improving the theory and practice of labor organization. He formulated and substantiated a concept called “labor attitudes”. Gastev considered the main task of the concept of labor attitudes to be the need to “restructure production in such a way that in its very organizational technology one can constantly hear a call for continuous improvement, for continuous selection, for continuous improvement of both production as a whole and the limited field in which each individual works.” manufacturer". An important role in the development of the scientific organization of labor and management in the USSR belongs to the prominent economist O.A. Yermansky (1866 - 1941), who made a significant contribution to the creation of the theory of socialist rationalization. The main provisions of this theory were revealed by him in the book “Scientific Organization of Labor and the Taylor System”. Yermansky based the theory of socialist rationalization on the fundamental differences in the purpose and principles of implementation of socialist and capitalist rationalization. He saw these differences as follows: - socialist rationalization is carried out in the interests of the working class, in contrast to capitalist rationalization, which is directed against the workers; - socialist rationalization takes into account the interests of the entire national economy and its part - the enterprise, while capitalist rationalization takes into account the interests of only an individual enterprise. Problems of scientific organization of labor received wide coverage in the works of P.M. Kerzhentsev (1881 - 1940), whose main works are the books: “NOT”, “Principles of Organization”, “The Struggle for Time”, “Organize Yourself”. He developed the theory of “all organizational activity.”

20. Features of the development of Russian management during the period of growth of the Russian economy

During the reforms in Russia, fundamental changes took place in all areas of life and society, including in the economic sphere. Transformations in various areas of management are especially important, since the socio-economic system is changing, new requirements for enterprise management arise, determined by market relations. Competent, qualified management is the basis for the successful operation of enterprises. From a management point of view, at the moment in Russia three approaches to its understanding and application can be distinguished. First approach:based on the intuition and ingenuity of entrepreneurs. . Most of the leaders of these companies were teachers, programmers, engineers, and doctors in their previous lives. These managers have not studied the theory and practice of management, so they make management decisions based on their own intuition and ingenuity. This approach is typical for the management of companies that grew out of commercial structures. Second approachrepresented by Western companies operating on the Russian market. This is an attempt to adapt Western management to Russian conditions. This approach is distinguished not so much by design or technological delights as by the introduction of any foreign management technologies. The reasons for this lie in the reluctance of foreign companies to “spend money” on the future in the conditions of Russian instability. The third approach is “Soviet” management, which is followed by the majority of managers of large Russian enterprises who also led them in Soviet times. This approach is based on the concept of production for production's sake.

21. Organization as a subject and object of management

An organization is a group of people whose activities are coordinated to achieve common goals.

The organization is part of the “State-organization-employees” system. In relation to the state, the organization is an object of management - part of the management system, the state of which leads to the desired result. Control influences: laws, codes. In relation to employees, the organization - the subject of management - is the managing part of the system, the management of the organization develops control influences and submits them to the object - the employees of the organization. Control influences: orders, instructions, job descriptions. According to the legal form, four types of organizations can be distinguished: 1. A legal entity is an organization that has a seal, a bank account, owns separate property, is liable for its obligations with this property, can exercise property and personal non-property rights in its own name, fulfills assigned duties, has an independent balance, can be a plaintiff and defendant in court, and is registered with state authorities. 2. Non-legal entity - divisions of an organization - legal entity (not registered). 3. Non-legal entity - an entrepreneur without organizing a legal entity (registered). 4. An informal organization of citizens is an association of people who are not bound by formal agreements on rights and responsibilities; they are not registered with government bodies.

There are commercial and non-commercial organizations.

22. Organizational and legal forms of doing business

OPF is a way of securing and using property by an economic entity and the ensuing legal status and goals of business activity. In the All-Russian Classifier of Organizational Legal Forms (OKOPF), each OPF corresponds to a two-digit digital code, the name of the OPF, and a collection algorithm. There are different types of OPF of business entities: 1) OPF of households. subjects that are legal entities - commercial organizations. 2 Legal entities - non-profit organizations. 3) organizations without the formation of a legal entity. 4) state and municipal institutions: -OPF state. institutions; - OPF of educational institutions; - OPF of healthcare institutions; - OPF of cultural institutions. 5) unusual OPFs. 6) OPF unitary enterprises.

23. Classification of organizations

1) According to the criterion of formalization, there are: -formal, -informal. 2) By form of ownership: - private, - state, - municipal, - public. 3) For the intended purpose: - production of products, - performance of work, - provision of services. 4) By breadth of production profile: - specialized, - diversified. 5) By the nature of the combination of science and production: - scientific, - production, - scientific-production. 6) According to the number of stages of the production process: - single-stage, - multi-stage. 7) By location of enterprises: - on the same territory, - in one geographical point, - in different geographical points. 8) By size: - large, - medium, - small. 9) By the nature of economic activity: - industrial companies, - trading companies, - transport companies, - insurance companies, - insurance companies, - freight forwarding companies. 10) By organizational and legal forms: - commercial, - non-profit.

24. External environment of the company

One of the most significant characteristics of an organization is its relationship with the external environment. No organization can be an “island in itself.” Organizations depend on the environment, i.e. from the external environment, both in relation to their resources and in relation to consumers, users of their results, whom they seek to win. The term “external environment” includes: economic conditions, consumers, trade unions, legislation, competing organizations, the value system in society, scientific and technological progress, technology, international events and many other components. These factors influence everything that happens within the organization. The external environment is everything that surrounds the organization. It is divided into the environment of direct and indirect influence. The direct environment includes factors that directly affect the activities of the organization. The indirect impact environment consists of factors that do not have a direct and immediate impact on the activities of the organization, but nevertheless the organization must take them into account in its activities.

25. Internal environment of the company

The internal environment of an organization uses the following main variables: goals, objectives, structure, technology, people. The internal environment is understood as the interaction of its interconnected elements to achieve the goals of organizations. Goals are the desired outcome that a group working together strives to achieve. During production, planners develop goals and communicate them to organizational members. Tasks are prescribed work that must be completed in a predetermined manner and within a predetermined time frame. From a technical point of view, tasks are not assigned to the employee, but to his position. Structure. All organizations, with the exception of small ones consisting of several levels of management and divisions. Technology. Most people understand technology as something to do with inventions and machines. However, sociologist Charles Perrow describes technology as a means of transforming raw materials—whether people, information, or physical materials—into desired products or services. People - labor resources, full-time employees.

26. Goal setting in management. Requirements for it

A goal in management is a desired state achieved through others. Any managerial influence presupposes the mandatory presence of 3 types of goals: 1) goals-tasks - the goals of the manager, the goals of management, the goals of organizations. 2) goals-conditions - related to the interests of the employee/subordinate. 3) means-goals - ensure the subordination of one to the other and mutual understanding of the object and subject of management. Therefore, the essence of management should be defined as a process of combining, coordinating the goals of organizations with the goals of employees. Goals can be long-term or short-term. When setting goals, it is necessary to adhere to clear requirements for the quality of goals. Goals should: - contain deadlines, - be brief, - call for exceeding standards, - be realistic, - be flexible, - be acceptable, - be effective. In organizations, to facilitate goal setting, they develop a “goal tree” - this is a structured and hierarchical list of organizational goals, in which lower-level goals are subordinated and serve to achieve higher-level goals. The concept of a “goal tree” was first proposed by Churchman and Anaffor in 1957 and was an ordering tool used to formulate elements of a company’s overall target development program and correlate it with various levels and areas of activity of the organization.

27. Company mission. Goals, content, development, requirements for description

The mission of the organization is the expression of the abilities and intentions to satisfy or create socially significant and aesthetically acceptable needs of humanity, i.e. it is a public benefit that intends to bring or is already bringing to others. Mission goals. The mission shows how the company's products shape and enhance qualitative changes in the everyday life of the consumer and the worldview of society, i.e. the mission should be directed outward, and not towards the company and its stakeholders. There are several approaches to the content of missions: 1) 4-aspect - involves taking into account the formulation of the mission. aspects: market, social, private, quality. 2) Advises to take into account the main strategic goals facing any company in any market and voice business priorities regarding each of them: public, consumer, administrative-territorial, entrepreneurial. 3) Scientific and logistics approach. The mission statement involves the inclusion of the purpose of the companies, the identification of the companies and the values ​​of the companies. There are several approaches to developing missions: 1) The mission is developed by the owner and top. company manager. 2) Top. Company managers consider many options for mission statements proposed by each employee. 3) The mission is compiled exclusively by the company’s top managers together with the owners using the “brainstorming” method. 4) A working group is formed from managers, specialists, innovative-thinking employees and the mandatory participation of a coordinator-consultant. 5) The company’s mission is formed personally by the business owners with the unobtrusive participation of a personal consultant Requirements for mission descriptions: 1) must answer questions (why, who, what, how, why, by what means, in the name of what) but do this as succinctly and simply as possible. 2) logical presentation of the text. 3) the result is 1-3 sentences. 4) do not mention material benefits. 5) avoid obscure terms. 6) the formulation should not be fabulous, unrealistic, wretched, clumsy, or funny. 7) should begin with the words: “we do, we teach, we improve, we care..”

28. Basic approaches and principles for choosing a company strategy

Strategy is an important tool for managing the development of a company, the formation methodology of which is based both on classical approaches to the process of choosing alternatives, known in the theory of management decision-making, and on modern methods of strategic analysis based on the concept of competitive advantages, determining the strategic area of ​​business and the strategic potential of the enterprise . The chief strategist's approach. In this approach, the manager, serving as the chief strategist and chief entrepreneur, has a strong influence on the assessment of the situation, the selection of strategic alternatives, and the details of the strategy. An approach that involves delegating authority to others. In this case, the manager delegates the authority to formulate strategy to others, perhaps a strategic planning department or a task force composed of trusted subordinates. Collaborative approach. In this approach, which occupies a middle position between the previous two, the leader involves his main subordinates in developing a strategy that would be supported by all participants, and therefore each of them would try to implement it successfully. Competitive approach. In this style, the manager is not interested in significant personal involvement in developing the details of the strategy, nor in tedious and time-consuming guidance of employees in brainstorming or group discussions.

29. Concept and classification of management structures

Management structure is understood as an ordered set of steadily interconnected elements that ensure the functioning and development of the organization as a single whole. The management structure is the composition of the divisions of the management apparatus, the forms of their specialization and the relationships that determine the relationships of their subordination, both vertically and horizontally. The main elements of the organizational structure are the management unit (link), the management level and the connection between management bodies and employees vested with certain functions. Communication ensures the interaction of elements of the organizational structure, focused on achieving specified goals. Classification of management structures: 1) Bureaucratic: functional, divisional (product, regional, consumer-oriented). Characteristics of a bureaucratic structure: 1. clear division of labor, 2. hierarchy of management levels, 3. the presence of a system of rules and standards that ensure uniformity in the performance of their work by employees, 4. formal impersonality, 5. selection of personnel based on business qualities. Negative characteristics of bureaucratic structures: 1. Excessive formalization of procedures, rules and norms leads to loss of flexibility, 2. resistance to innovation is observed, 3. solving complex and complex problems often becomes impossible.

) Adaptive: matrix, project. Adaptive structures (organic) are more flexible and better adapted to changes in the external environment and production requirements. Adaptive structures are focused on the implementation of complex problems and projects within large organizations, associations, industries and regions. As a rule, they are created on a temporary basis, i.e. for the period of implementation of the project, program or goal achievement. Adaptive structures are characterized by: lack of hierarchy; change of leaders according to the situation; a changing system of norms and rules; assigning functions to groups; staff development; self-organization; employee initiative. Varieties of adaptive management structures are matrix and project. management management company behavior

30. Types of management structures. Advantages and disadvantages

Management structures are classified depending on the nature and objectives of the research, identifying typical ones based on various characteristics. Linear- each manager manages lower-level units in all areas of activity. Advantages: simplicity, specificity of the tasks of its performers. Disadvantages: high qualification requirements for managers and high workload for managers. Line-staff- as the enterprise grows, the linear one turns into a linear-staff one. Advantages: it is much easier for a manager to make informed management decisions. Disadvantages: increased costs and production costs, which affects financial results. FunctionalI - the creation of functional management units responsible for certain types of management activities. Advantages: deepening specialization and improving the quality of management decisions; ability to manage multi-purpose and multi-disciplinary activities. Disadvantages: insufficient flexibility of the structure; poor coordination of the actions of functional departments; low speed of making management decisions; lack of responsibility of managers for the final result of the enterprise. Linear-functional. It has the properties of a linear and functional structure.

DivisionalI - the allocation of autonomous units to manage the production of individual products and individual functions of the production process. Advantages: effective response to changes in the external environment; ensuring management of multidisciplinary organizations; ensuring a close connection between production and consumers; improving coordination of activities. Disadvantages: increased costs for management personnel; complexity of information connections.

Single enterprises include enterprises that employ up to 50 people and do not have a complex and hierarchical structure. These include: a) owner-managed firms. b) a growing company. The expansion of the company begins with the owner hiring two new employees. (for performing sales functions, for financial activities). c) if the enterprise continues to grow, then soon production managers will be added to the 3rd management staff, who are equated to sales and finance specialists. D) if an enterprise turns into a corporate association, then their management structure expands even more, both in breadth and depth. And, in addition, each of the divisions or structures of the organization begins to create its own structure within its own competence.

32. Management structures of corporate associations

Corporate governance is a system of relationships between managers and shareholders, as well as other interested parties on issues related to ensuring the effective operation of the company and ensuring the interests of its owners and other interested parties. The corporate governance regime is determined by: the structure of shareholder ownership; legal regulation of the functioning of joint stock companies; relationships between shareholders and between managers. The essence of corporate governance is the implementation of the corporate governance cycle to achieve maximum efficiency of the corporation. There are two schemes that characterize the management cycle of a company: 01. Option of Western scientists (Meskon, Albert, Khedouri). Planning - Organization - Motivation - Control (the cycle diagram is looped). 02. Option proposed by Russian scientists: Analysis of opportunities - Planning - Organization - Motivation - Dispatching - Control - Regulation (circuit diagram - looped).

The list should contain a sufficient amount of information to obtain a complete and reliable picture of the situation at the enterprise, and at the same time be brief. 1 lever of influence on the head of a subordinate enterprise is the procedure for distributing profits from the project to participating enterprises. Lever 2 - delegation of specific powers from the corporation to the enterprise.

The management company determines the policy of the corporation, and the managers determine the policy of their enterprises in accordance with general policies and interests. The corporation, in turn, can act as a representative of enterprises before the state, for example, a single taxpayer. Because Each corporate association has certain operating goals, and it must be managed in accordance with these goals.

33. Structures of the highest management bodies of a joint stock company

The General Meeting of Shareholders is the supreme governing body of the joint stock company. Supreme, but not omnipotent. In practice, four options for managing a joint stock company are usually used, presented in the following figures. In all options for managing a joint stock company, it is mandatory to have two management bodies: a general meeting of shareholders and a sole executive body, as well as one controlling management body - the audit commission. Since the task of the audit commission is to control the financial and economic activities of the company, it is, as a rule, not considered as a direct management body of the joint-stock company. However, effective management cannot be ensured without a reliable control system. The difference in management options for a joint stock company is manifested in a certain combination of individual and collegial management bodies.

. Communications and information support in management

Communication is a stable connection between participants in the management process, representing the interdependence of the stages of working with information.

Communication goals:1. Organize information exchange between the subject and the object of management. 2. Establish the process of emotional and intellectual exchange of management information. 3. Establish relationships between people in the organization. 4. Formulate common views on the internal environment of the organization. 5. Organize the joint work of teams in order to accomplish the organization’s tasks. The importance of communication in an organization: 1) Communication is the main condition for the existence and development of an organization. 2) Communication interacts with the external environment, determining the level and quality of management decisions. 3) Communication characterizes the state of the internal environment of an organization by ensuring the functioning and interaction of people, structures, goals, technology and objectives of the organization.4) Communication creates an informal structure in the process of functioning of the organization and contributes to the convergence of the formal structure with it. Communication process in management- this is the exchange of information (in any form) between elements of the organizational system through direct and feedback channels. In a market economy, information support for management is of utmost importance for the dynamic development of the enterprise as a whole, because it is objective financial information that is the basis for the financial reporting that is so necessary for the manager. Such information should provide information to reflect the current financial position of the enterprise, the flow of all cash flows and investment decisions. Information support for management must meet the following tasks and goals:

satisfy the information needs of management structures, providing them with documented information; - form, fill, support, post, update and use information resources of the enterprise; - create and develop a system for processing, using and transmitting the necessary information; - develop a system of high-quality and fast provision of information. Information support for management must take into account legislative and regulatory state restrictions and ensure a sufficient level of security in the use of technical advances and means. Information should include: - state legislative acts; - decrees, resolutions and orders of the president and government;

legal acts adopted by executive authorities; - materials set out in the methodological documentation; - state specialized standards. The information basis of financial management must provide all the necessary information to both users of the enterprise’s external environment and internal ones. After all, any company exists simultaneously in both the external and internal environment. The external environment is formed by the state, various organizations, society, and various associations. The internal environment is formed by the structural divisions of the organization and the personnel working in them. Therefore, information resources in management are divided into internal and external sources. These sources of information generate control, scientific, analytical, planning, technical and other information.

2. History of the development of management and its “school”.

3. Composition of the organization's management complex.

4. Systematicity in management.

5. The main differences between Russian and foreign management.

6.Relationship of management with economics and other sciences.

7.Democratization of management is a way to increase the efficiency of the organization.

8. Distinctive features of modern management.

9.The meaning of the situational concept of management.

10. The role of organizational culture in the success of an enterprise.

11. The role of technical progress in management.

12. Management resources and the efficiency of their use.

13.The mission of the organization and its choice.

14. Internal and external environments of the organization.

15.0main management constraints.

16.The essence of the organizational management structure.

17.Practical types of organizational structures.

18.Characteristics of basic management functions.

19. Raising the question of management methods.

20.Characteristics of management methods.

21. System of methods for managing a social organization.

22.Management style/leadership/ and its impact on the effectiveness of the organization.

23.Typical leadership styles.

24. Practical work of a manager to develop a leadership style.

25.Foreign approaches to the analysis of leadership style.

27.Democratic leadership style.

28.Management “grid” by R. Blake and D. Mouton.

29. Models of leadership styles proposed by Rancis Likert.

30.Passive and liberal leadership styles.

33. Main requirements for managers.

35. Goal setting in planning.

36.Strategic and tactical planning.

37. The essence and basis of planning: the advantages of planned work.

38. Types of plans.

39.Principles of rational planning.

40. Types of management decisions.

41.The essence of the process of preparation, adoption and execution of management decisions.

42.0Features of management decision-making in Japanese management.

43. Requirements for management decisions.

47.Human needs.

49.Principles of ensuring effective financial incentives.

50. The influence of the work situation on the attitude towards work.

51. The purpose and essence of work motivation.

52.Motivational theory of expectations.

54.Motivational theory of justice.

55.0 bases of manager's power.

56.Motivation of group behavior.

57. The meaning and content of the organization function.

58.Delegation of powers/goal and basic conditions for effectiveness.

59.Efficiency of the control function.

60. Control function in management.

61. Main stages of the control procedure.

62. Worker control measure.

63. Innovation management.

64. Methods of persuasion in the work of a manager.

65. The most important socio-psychological phenomena in the organization.

67. Criticism in the work of a manager.

68. Interaction of a manager with informal leaders.

70. Manager’s work and rest schedule.

71.Image of a manager.

72. The manager’s work to improve business skills.

73.Organization of the manager’s workplace.

74. Planning of personal work and analysis of the use of a manager’s working time.

75. Manager’s work with information and interaction with the secretary.

Management - from English, means management. Management (management process) - organization of influences aimed at achieving goals. Management is a sphere of human activity and a corresponding field of knowledge, which includes, as a mandatory element, the management of people, social organizations or structures. How the science of M. Appeared 100 years ago. Main directions (schools) of M. During this period: 1) school of scientific management (1885-1920) of Taylor, Gilbert and others - rationality of labor plus math. engagement leads to increased efficiency; 2) administrative (classical) school of Fayol, Weber and others (1920-50) - a universal principle of management; 3) school of human relations (1930-50) Maslow et al. - interpersonal relationships between people; 4) behavioral school of Argyris, Likert - maximum use of human potential based on psychology and sociology; 5) quantitative school of Wiener, Ackoff - computer mathematical modeling of situations.

There are several definitions of M. Various authors: 1) the Parker-Rollette definition from the school of human relations - M. - “ensuring the performance of work with the help of other persons”; 2) definition from the textbook “Fundamentals of M.” Meskona, Alberta and Khedouri - M. - “the process of planning, organization, motivation, control necessary for the formation and achievement of the organization’s goals”; 3) Winan “Fundamentals of M.” - “the theory and practice of managing a company and its personnel in market conditions.” 4) “a set of principles, methods, means and forms of production management with the aim of increasing its efficiency” - from the 1988 dictionary of foreign words; 5) “the sphere of human activity and field of knowledge, which includes management of people as a mandatory element” - from the American Encyclopedia; 6) setting and their effective achievement with the help of people,” connects the 3 main factors of M. - goals, efficiency, people.

In a competitive environment, efficiency is the main condition for the survival of a company. Effective marketing, ensuring the success of a company, requires a focus on people: in terms of the external environment - on the consumer, in terms of the internal environment - on the staff.

2. History of the development of M. and his school

As a science, M. Appeared 100 years ago, and at the beginning of the century F. Taylor formulated and published the principles of management. Schools of Moscow: 1) school of scientific management (rationalist school) 1885-1920 - Taylor, Gilbert, Gaitt. The basic principle, the main idea - the rationalization of labor in labor production plus the material interest of workers leads to increased labor productivity; 2) administrative (behavioral) school - 1920-50. - A. Fayol, Urwick, Weber. The main idea is that there are “universal” management principles, the application of which guarantees success in any organization; 3) school of human relations (1930-50) Mayo, Follett, Mslow - to effectively achieve the goals of the organization, it is necessary and sufficient to establish interpersonal relationships between employees; 4) behavioral school (1950-present), representatives - Argyris, Likert, McGregier, Blake - “the effectiveness of achieving organizational goals requires the maximum use of human potential based on data from psychology and sociology; 5) quantitative school (1950-present) - Wiener, Ackoff, Bertalanffy - optimal management decisions are sought with the help of computers based on the use of mathematical models of the situation.

This is how modern science was formed, the application of the principles of which in practice brings an increase in production efficiency. Symbolic key M. “person-efficiency goals”. The golden rule of M.: “effective M., ensuring survival and success in conditions of market competition, requires a focus on the person: in the external environment - on the consumer, in the internal environment - on the staff”

In the science of modern M. the following features stand out: 1) a systematic approach to management; 2) situational management principle; 3) the determining role of organizational culture; 4) mechanization and automation of management processes; 5) democratization of management; 6) internationalization of M.

3. Composition of the M complex in the organization

M.'s complex consists of traces. components: strategic management, personnel management (or personal or personnel management), management of technological processes and operations, financial management (financial management), logistics management, product sales management, real estate management, innovative management (management development), product or service quality management.

1.Strategic.M. - setting and achieving the main strategic objectives, includes: mission selection, situational analysis, strategic marketing, strategic planning of activities, creation and adjustment of organizational structures, management of strategy implementation.

2. Personnel management - all goals of the organization are achieved through people - the most important component of M.

3.Management of technological processes - carried out by people using machines, mechanisms, equipment and devices, including computers and other special devices.

4. Financial management - through the distribution of finances and their dynamics, the production and economic activities of the enterprise are regulated to ensure efficiency.

5. Logistics management - supplies of raw materials, materials, equipment, tools and other necessary products are ensured.

6. Sales management - carried out on the basis of marketing activities, including monitoring of the external environment.

7. Real estate management - this refers to the operation, purchase, sale, exchange, rental and other actions with real estate.

8. Innovative M. - development management - is necessary to maintain and increase the efficiency of the organization in changing conditions. Innovations are planned, organized, motivated and controlled.

9. Quality management is mandatory to maintain the competitiveness of the company in a competitive market environment.

4. Systematicity in M.

A system is a collection of individual elements considered in interaction as a single whole. Systematicity is present in all control elements. Various systems used to ensure planning, control, organization, motivation, decision making are the most effective tool of the company.

The goal system includes business guidelines, principles, spiritual values, and long-term goals.

The company's planning system as a whole. Levels of planning: 1) strategic plans; 2) tactical plans; 3) operational plans; 4) analysis, development, marketing.

The system of indicators that the company strives for: 1) growth of the company; 2) profitability; 3) solvency; 4) market share; 5) flexibility, stability.

A system of company success factors, for example: 1) selection of a product with growth potential; 2) selection of a product with high competitiveness.

System of company performance indicators: efficiency, effectiveness, quality; performance; working conditions, innovation; profitability.

Control system, motivation system.

Management systems are systems that implement the management process to achieve goals.

Organization management system:

The control system consists of:

· from the subject of control - the control part of the system, which generates control actions and supplies them to the object;

· control object - a controlled part of the system, which is a part of the system whose state leads to the desired result.

If the subject of control controls his own actions, that is, the subject and the object are one, then in this case we are dealing with self-government.

Picture 1

5. The main differences between Russian and foreign M.

The difference is on the following points: 1) external environment (due to differences in historical development); 2) the mentality of the people (views, habits, psychology, moral level). Hence the following differences:

1. Predominant management method. In the USA and Western Europe - economic, supplemented by team and socio-psychological. In Russia - team, supplemented by economic and a little socio-psychological.

2. Predominant leadership style. In the USA and Western Europe - consultative-democratic or benevolent-authoritarian. In Russia - exploitative-authoritarian or authoritarian-passive. Japan - participatory or consultative democracy.

3.Managers' focus. In the USA and Western Europe - in deeds or in people, or both. In Russia - on oneself or in reality, or on both. In Japan - in public and in practice.

4. Predominant type of management decisions. In the USA and Western Europe - sole-consultative or compromise. In Russia - purely sole or sole-consultative. In Japan - consensus or compromise.

5.Structure of management decisions. USA and Western Europe - short preparation phase, long execution phase. In Russia there is a very short preparation phase, a very long execution phase. In case of failure, the excuse is: “we wanted the best, it turned out as always.” In Japan there is a long preparation phase, a short execution phase.

6. The predominant type of motivation as a process of attuning to work. In the USA and Western Europe - motivation of specific employees based on economic and non-material incentives. Russia - motivation of specific employees with material incentives based on idle speculation of managers, motivation by coercion and lack of motivation. Japan - motivation to work for the company. Formation of corporate consciousness.

7.Planning. USA and Western Europe - emphasis on long-term strategic planning. Russia - work based on short-term plans or unplanned. Japan - careful strategic and tactical planning.

8. Democratization of production. In the USA and Western Europe - moderate involvement of workers in management. Russia has a very weak involvement in governance. Japan - active involvement of workers in management.

9. Automation of management decisions. USA and Western Europe is high and very high. Russia is very low and low. Japan is very tall and tall.

10.Organizational culture. USA and Western Europe is high. Russia is very low and low. Japan is tall.

11. Appointment to a high management position. USA and Western Europe - requires high professional qualifications and experience of successful work. Russia - personal connections are necessary, sometimes formal grounds are required in the form of a diploma or some experience in a leadership position. In Japan, a basic higher education (preferably university) is required, plus a degree as a result of defending a new scientific and practical work.

6. Correlation of M. with other sciences.

M. Operates with three concepts: goals, efficiency, people. These concepts also affect other sciences: economics, law, ethics, sociology, psychology, computer science and other sciences. Let us depict on a diagram the position of mathematics in the social process, among other sciences.

Figure 2

The figure shows a single social process in which mathematics is important along with other sciences and is in close relationship with all elements of this process. Next, briefly reveal the essence of the process (management has turned into a special type of activity when production, economic and other processes have become more complex, embraced the entire social process, and it has become obvious that it is impossible to do without competent management of this process, it is necessary to streamline everything that happens in the system, coordinate all the actions of individual participants. Management sets its immediate task to bring a certain orderliness to the process, organize joint actions of people, achieve consistency, coordination of actions. Science of management - M.

7.Democratization of management is a way to increase the efficiency of the organization.

Democratization of management is a distinctive feature of modern capital. Democracy in economics is the development of cooperation between managers and staff. The forms of democracy are as follows:

1. The right of employees to participate in the management of the enterprise during decision-making (investment, sales, production, program. This is the most powerful opportunity to influence).

2. The right of workers to participate in decision-making on economic and labor issues, management issues and social policy.

3.The right of workers to information, discussion and justification of decisions.

4.Implementation of dem. management principles instead of hierarchical leadership styles.

5. Taking into account the social and personnel consequences of planned decisions.

Participatory management systems in Japan operate at all levels of the national economy:

1. At the level of the workplace, site, workshop - in the form of quality circles and autonomous teams. 2. At the enterprise level - in the form of production committees, including representatives of staff and management, as well as “worker-directors”. 3. At the industry level, where there are industry advisory committees consisting of representatives of trade unions and managers. 4. At the level of the national economy, within which there are a number of government advisory councils of labor and capital.

In Europe, the participation of workers in management is legally enshrined in the Netherlands, France, and Germany. In Germany in the 50s, a number of laws were passed requiring workers to participate in boards of directors with voting rights.

The difference between M. in Russia and abroad in terms of democratization of management is as follows: in the USA and Western countries. Europe - moderate involvement of workers in management. In Japan, there is active involvement of workers in management. Russia has a very weak involvement in governance. Hence the conclusions: the high competitiveness of Japanese firms, Japanese managers believe that the potential of the company is the skill of its employees.

8. Distinctive features of modern M.

1. A systematic approach to management consists of the following: it involves making decisions based on taking into account the most important circumstances and possible methods of influence in their interaction;

2. The situational principle of management - asserts the absence of recipes suitable for any occasion. Recognizes the existence of principled approaches to management. Requires making specific decisions only in connection with a specific situation;

3. The determining role of organizational culture is the forms of activity and norms of behavior that have developed in business practice and the consciousness of employees. It is based on the value system adopted in the organization. Plays a leading role in the development and fate of the organization due to its profound influence on the effectiveness of all aspects of its activities.

4. Mechanization and automation of the management process - represents the introduction of mechanical devices into management work: computers, modern communications, duplicating machines and other office equipment;

5.Democratization of management - manifested in the active participation of ordinary workers in production management based on the submission of proposals, participation in the work of quality circles, and assistance to managers in collegial forms of preparing decisions.

6. Internationalization of M. means strengthening the role of the international factor in the management of an organization due to the growing interstate division and cooperation of labor, as well as intensifying international competition.

9. the meaning of the situational management concept.

3. The manager must interpret the sieves correctly. It is necessary to correctly determine which actors are the most important in a given situation and what is the likely outcome ect Maybe entail a change in one or more variables. 4. The manager must be able to link concrete techniques that call and would be the least negative eff project with specific situations, thereby ensuring the achievement of goals org-tions most ff active p those.

73.Organization of M’s workplace.

There are two types of office organization: closed (office) and open office layout systems.

1. Traditional closed (office) office layout.

Has the following advantages:

conditions for confidential conversations

· work with closed documents

· gives a special status to the leader.

The work of a manager requires conditions different from those of team work. Therefore, high-ranking managers usually have separate offices.

2.Open-plan offices have the following. advantages:

· eye contact, verbal communication

economical use of space

· information exchange leads to a reduction in the number of meetings.

Combined office layout:

1) a workplace in a room for several people, for example, 4 (4 compartments). Desk and desktop PC, modern means of communication, office equipment, storage space for documentation. In the middle is a place for communication.

2)room for receiving public visitors

3)room for individual creative work.

During the working day M. does different things. The concept of a combined office is the allocation of permanent and temporary jobs to employees.

74. Planning of personal work and analysis of the use of manager’s working time

A manager's readiness to operate effectively is largely determined by his daily work. The rational use of working time is crucial for the formation of a leadership style and the effectiveness of a manager. An important step for a manager is to determine performance goals for both short and long periods. The goals set by the leader not only determine the actions that should be carried out, but also stimulate their implementation. Setting goals means for a manager to carry out his actions.

The goals should be:

realistic and specific;

· focused not on carrying out activities, but on achieving a specific result;

· measurable and time-limited specific deadlines.

Every day, a manager must make decisions about how to best use his or her time at work. It is very important to link the planning of working time and the desired results. When planning working time, it is necessary to use concepts such as “planning periods”: day, week, month, year. Each planning period must be considered separately. When developing a plan for each period, the manager must answer the following questions:

What is the main purpose of this period?

How much time does he have?

· in what order should the main tasks of the period be completed?

· what preparations must be made?

The most important thing is to have a plan for the day. Determines the final goals of the work in order of importance. Formed at the end of the previous day or at the beginning of the planned day. The weekly plan is presented in three groups:

· Mandatory work (important and urgent)

· Work is important, but not urgent, and should be started if there is enough time in the coming week

· Works are less complex and non-urgent. They will be completed if there is time left in the week.

At the end of the work week, it is necessary to evaluate the plan for using time for the week and the final goals achieved. The most important part of the annual plan is the identification of key areas of activity. On this basis, the manager’s personal plan and budget for the coming year are developed.

After the goals are determined, the manager needs to decide how monitoring of progress will be organized. Control over the completion of tasks and the use of working time is the last point in the individual planning system. Control allows you to obtain information to analyze and determine ways to improve your work. Control allows the manager to determine how successful the planning of working time was in relation to various planning periods.

And electronic forms of transmitting information to the practice of everyday activities of computers and office equipment. For timely Processing incoming information and documentation, the manager interacts with the secretary. Secretary functions: printing documents, registration, accounting and storage of documents, copying and duplicating documents, processing information.