Topic 10. Labor organization and management activities in government institutions
Fundamental Concept
Organization of managerial work as a system of organizational and technicalski measures
Division of labor in a government agency
The main directions for improving the organization of labor of the apparatusgovernment agencies
Organization of management activities across the entire public administration system
Organization of labor in groups of structural divisions
10.1. Fundamental Concept
Let's consider basic concepts topics and their relationship.
Labor in V. I. Dahl’s explanatory dictionary is explained as “work, occupation, exercise, business - everything that requires effort, effort, care; any tension of bodily or mental strength; everything that tires" 52. This interpretation is supported by a long series of folk sayings and proverbs.
It is obvious that work is eternal Wednesday person, way existence and satisfaction of natural material needs (“Pray to God, and work yourself,” “You can’t pull a fish out of a pond without labor,” “Work feeds and clothes”).
Labor is necessary eternal resource human development (“Work feeds a person, but laziness spoils”, “Patience and work will grind everything down”).
The same eternal, natural properties of labor include its expediency, its focus on the good of the working person and loved ones (“Useless labor is not service”, “Without labor there is no good”, “For a loved one, even labor is not labor”).
Labor has always been measure assessments of a person, his social recognition (“Working well, there is something to boast about”). For a modern developed person, work is natural need self-actualization of being, and this is recognized by many as maturity criterion person.
So, work can be defined as follows: expedient, purposeful work (occupation, business), requiring exertion of physical and mental strength and satisfying various types and levels of human needs and interests.
The concept of “work” is often explained through “activity” 1. In this regard, it is necessary to clarify the content of the definition of “activity” - one-order, close, but not synonymous with “labor”.
The modern philosophical dictionary defines activity as a penific form of a person’s active relationship to the world around him, the content of which constitutes his purposeful treasontion and transformation 53 (emphasis mine. - N.G.).
Activity presupposes a certain opposition of subject and object: a person opposes the object of activity to himself as a material that must receive a new form and properties, turn from a material into a product of activity.
The concept of activity as an ideological and world-transforming principle has been affirmed since German classical philosophy, when a new concept of personality, characterized by rationality, diverse areas of activity and initiative, triumphed in European culture (Kant, Fichte). To rank universal foundation culture activity was first erected by Fichte, considering the subject (“I”) as pure amateur activity, as free activity, which creates the world (“Not-I”) and is oriented towards an ethical ideal.
If labor is the driving force, the resource for the development of every person (and not only a person, but any living creature), then activity as a form of active creative interaction between the individual and socialnew environment is the real driving force of social progress and a condition for the very existence of society.
There are various classifications of activity - dividing it into spiritual and material, production, labor and non-labor, etc. From the point of view of the creative role of activity in social development Of particular importance is its division into reproductive, i.e., aimed at obtaining an already known result using well-known methods, and productive or creative, associated with the development of new goals and corresponding means, or with the achievement of known goals with the help of new means.
So, activity - This human labor, transformative nature, the surrounding world, these are consciously carried out various kinds actions aimed at production material, spiritual good And satisfaction of personal and social needs.
While noting the discrepancy between the terms “labor” and “activity,” we nevertheless emphasize their substantive similarity. If the subject of labor is a person, his work and activity have the same structural components - purpose, motives, conditions, methods, result. And it is quite acceptable to use terms both in conjunction with “work activity” and as interchangeable words. We can, for example, say: creative work is distinguished by the fact that it leads to non-standard, original results of activity in the form of the creation of fundamentally new material and spiritual values. Important ro l in work activity, the abilities of the individual, his imagination, play a roleknowledge, skills, intuition, as well as the need for self-actualization,tions.
The work of civil servants is all work (occupations, operations) performed by them in public administration institutions on duty as usual, not distinguished by science intensity, creativity, but necessary and expedient, and activeawnings, creating a system of subject-object relations and oriented towards changes and transformations of the control object.
The work of a state (municipal) employee and managerial work are not the same concepts and phenomena.
Managerial work - this is a type of mental work, this labor spent on organizational, coordination,regulatory actions (management functions).
In “the activities of managerial workers, in addition to managerial work itself, there are other types of mental work that do not have a direct managerial impact: the study and processing of information, executive, technical work, etc.
Managerial work is aimed at organizing and managing various processes and relationships and thus takes up only a part (for some employees more, for others less) of working time.
Thus, in the work activity of a senior official (for example, a minister) and a primary-level manager, the actual management functions in the total volume of work are approximately 60-80% for the first, 10-20% for the second, and the share of managerial labor fluctuates within the range of 40, respectively. -60 and 5-10%. It should be noted that this theoretical judgment about the direct dependence of the share of managerial labor on the rank of a professional worker and the level of the body in which he serves is devalued by vicious practice. Observations have shown that sometimes higher levels perform the functions of subordinate bodies, and the manager performs the work of subordinates, as a result of which they do not have time to fully implement their managerial functions, i.e. set goals, organize, direct, regulate, control basic (subordinate) processes and relationships. In addition, officials one level having the same responsibilities, the volumes of management labor costs also do not coincide, which, in turn, is due to the individual abilities of professional workers, the different level and specialization of their knowledge and competence, as well as the state of labor organization in interconnected management units. All this, of course, is one of the important reasons for the lack of management efficiency.
Let us also note that management activities and management functions are, to one degree or another, carried out by people who are not directly involved in the sphere of management, in the state and municipal service: engineering and technical workers in production, teachers in educational institutions, educators in children's institutions, clergy in religious institutions, sergeants and officers in the army, etc. Consequently, a certain proportion of their work can also be attributed to managerial work. And the process of democratization of our society involves more and more citizens in the management of the state and public affairs. Thus, not only full-time employees of government bodies, not only state and municipal employees carry out management activities. , .
So, it is necessary to comprehend and distinguish between the concepts: managerial work and work in management, as well as managerial activities and activities in governing bodies.
Management activities in the totality of government bodies are of a general political, state, directive, large-scale organizational nature and are aimed at solving important national, socio-economic problems, affecting all aspects of regional, sectoral and intersectoral management. At the same time, in relation to each management body, it is advisable to formulate its specific, legally established activities through competence.
So, government carries out multifaceted organizational expedient activities for the management of executive authorities of all organizational and legal forms and levels, as well as targeted influence directly and through the relevant state administrative bodies on the comprehensive economic, social and cultural development of regions (territories), taking into account their characteristics and conditions.
In relation to ministry management activities can be characterized as conscious and systematically implemented methodological guidance and ensuring the rational functioning of public administrative bodies of the relevant industry national economy(or socio-cultural life).
Management activities territorial(federal-district, regional, local) governing body can be defined as a multifaceted organizational expedient provision of comprehensive economic and socio-cultural development of regions (territories), taking into account regional characteristics and conditions.
If management activity is a certain view labor activity in management, is it possible (and how?) to carry out analysis labor activity of employees of the management apparatus in order to ensure the focus of managerial work on its direct purpose - the organization of management? Such an analysis can be carried out even by young specialists, and even more so by the heads of a government agency (division).
To do this, you need to solve the following problems:
determine the organizational and managerial functions actually performed by management employees and all their varieties, rationally allocate time for performing functions and compare them with data from chronometric measurements of labor costs;
identify the share of executive, operational and technical functions and compare calculation and analytical costs with the actual time for performing these functions;
identify the share of creative activity in the performance of all types of management functions, comparing it with standards for the implementation of specific procedures;
give a qualitative and quantitative assessment of work various categories workers, determine their abilities, propensity for organizational or executive work, creativity or strict adherence to procedural norms. Give reasons for recommendations on the selection, placement of personnel and their effective mobilization;
classify labor activity according to the same type of labor input elements, identify the main management operations, the degree of their importance, the order of priority in the management and technological process, and justify the established (proposed) conditionally normative volumes of work in relation to various categories of workers.
So, analysis job responsibilities, studying the nature of the work actually performed, identifying the share of actual managerial labor in it, establishing the optimal labor (time) costs for these works and their compliance - this is the path on which there can be * The issues of scientific organization of labor of state (municipal) employees are hidden and resolved.
In order for management activities to be positive and creative, the work of state (municipal) employees must be organized accordingly.
Issues of organizing managerial work have always attracted the attention of researchers. However, it should be noted that some authors define labor organization unilaterally, they reduce it, in essence, to the distribution of the total fund of working time costs between functions, operations, and various activities. At the same time, such important aspects managerial work in government bodies, such as focus, issues of material and moral incentives, organizational culture.
Labor organization in a government agency, meanwhile, involves putting into action the entire control mechanism, the main components of which are:
focus (goals, objectives, content of work);
availability of professional staff;
division of labor and cooperation, interaction;
means and objects of labor;
working conditions;
motivation and stimulation of work;
work environment (organizational culture, relationship style, moral and psychological climate in the team).
The organization of labor is aimed at the rational connection of the actions of a person - a state (municipal) employee with “things, means and objects of labor; economical and expedient (effective, optimal) spending humanskoy energy - living labor, means and objects of labor."
The task of the labor organization process is not only the rational combination of all its components in the internal activities of the management body, it is subordinated to the main goals - rational use of managerial labor for satisfactionneeds of society, its members, i.e. for the organization external activities of the body for managing management objects. The solution to the first problem is actually aimed at solving the second.
Thus, organization of managerial work - This is a system of organizational-technical, organizational-ideological, organizational-psychological measures in a specific government institution, aimed at organizing the rational functioning and highly efficient use of labor of state (municipal) employees in order to most fully and efficiently fulfill the tasks facing the team of employees given by the government authority. ,
Organization of management activities. This concept reflects a more capacious content than the organization of managerial work. If the labor activity of a state (municipal) employee presupposes his functioning within the narrow framework of a team, then management activity has wide boundaries of public functioning and influence within the framework of many tens, hundreds of teams, institutions, hundreds of thousands citizens, and in connection and interaction with all internal and external objects. The aspect of external relations is of great importance here.
The organization of management activities includes relatively constant and variable elements (components). TO first include: body, management objects, goals, objectives, legally regulated in the regulations, competence, functions, powers regulated by job descriptions. Co. second - the technological process of activity itself, forms, methods, operations, techniques, etc. Many of the variable elements almost every time have to be adapted to the new content of the management process, which is characterized by the variety of issues being resolved, as well as the fact that each subsequent management cycle is covered in a different way time period, in other conditions, etc.
If we assume that in each subsequent time period the means and technology of managerial work are improved, its conditions are improved, personnel improve their skills, etc., then logically each subsequent process of management activity should proceed more efficiently and better than the previous one. However, this is not always the case, since the composition of the employee cadre may change, and their level of professionalism may be lower than the previous level, or the purchased new organizational equipment has not yet been brought to the required level, etc. Thus, each time the task of organizing management activities in basically remains the same, but is solved in a new way. This must be taken into account and anticipated in advance in order to successfully organize the activities of governing bodies.
Organization of management activities is a process of streamlining, establishing and coordinating relationships, ensuring the rational functioning of the management system in all its manifestations and connections.
Thus, the organization of management activities is complex process, which covers many aspects of human activity and is aimed at improving the forms and methods of its implementation. In general organization of management activitiesflatness can be defined as a scientifically based, systematically implemented system of socio-economic, organizational, legal and technical measures aimed at improving the forms, methods and style of work of government bodies, management to ensure high quality services provided to the population, to better meet the needs of our society.
To ensure the scientific organization of management activities everyone body, it is necessary to study it in dynamics, systematizing both constant and variable elements, identifying more stable forms and methods of resolving issues, and on this basis justify the appropriate recommendations.
Of course, when distinguishing between the concepts of “organization of managerial work” and “organization of management activities,” it is hardly appropriate to contrast them meaningfully. From now on, we can use them as one-order, considering managerial work as an activity that ensures the purposeful influence of the subject of management on the object of management.
A researcher of the problems of theory and practice of organizing management activities at the present stage faces the following questions: do the quality and level of organization of management activities meet modern requirements, do the measures taken to improve management activities contribute? These questions are complex and await young enthusiastic researchers who are concerned about the problem of the effectiveness of public administration and the prospects of our country.
Some areas of solution will be discussed below.
In the vast majority of cases, management deals with various organizations. Firstly, it is carried out in the organizations themselves - production, credit and financial, trade, scientific, educational, etc. Secondly, it can exert its influence on many more or less homogeneous organizations, for example, construction or trade organizations, and then we have before us the phenomenon of sectoral management. It can include in its orbit many organizations that differ significantly from each other in their goals, content and methods of activity, the essence of the tasks being solved, the position they occupy in society, etc. In this case, we are talking about intersectoral, including state, management. However, in any case, the object of management most often turns out to be a certain social organization or a set of organizations.
What is an organization?
In the sociology of management, a social organization means a group of people created specifically to achieve a specific goal and perform a specific social function. Therefore, an organization can be seen as a means to an end that allows people to accomplish collectively what they could not achieve individually. Therefore, a goal is a specific end state or desired result that a group of people working together and making up a given organization seeks to achieve.
In their daily lives, people find themselves involved in the activities of many organizations, including a kindergarten, school, industrial team, sports team, etc., and all these organizations are divided into two main types - formal and informal.
An informal organization is usually understood as a system of interpersonal connections that arises on the basis of mutual interest of individuals in each other without connection with functional needs, i.e. a direct, spontaneously arisen community of people based on personal choice of connections and associations with each other (comradeship, mutual sympathy, amateur interests, etc.). It is these types of organizations that social psychology most often studies, although it is also interested in formal organizations. Sociology, unlike social psychology, gives priority attention not to such informal organizations, but to social organizations of a formal type.
What are the essential features of a formal organization? These include the following features:
- The presence of a specific goal(s) of action of a given organization.
- The set of functional positions occupied by members of a given organization, embodied in their characteristic social statuses and roles.
- The specific embodiment of the relationship between these statuses (positions) through the distribution of relations of power and subordination.
- A set of rules and regulations governing the relationship between people occupying certain statuses in a given organization and performing certain roles in it.
- Formalization of a significant part of the goals of this organization and normative regulation of behavior and relations between members of this organization.
From a sociological perspective, the social structure of a formal organization is determined by three main factors. Firstly, it depends on the purpose for which the organization was created. Secondly, it is determined by value-normative standards that regulate the distribution and interaction of social positions (positions) and the role prescriptions inherent in these positions. Thirdly, it is due to the hierarchical ordering and subordination of the named statuses and roles, the associated levels of job duties and responsibilities, which does not depend (or little depends) on the personal qualities and characteristics of the members of a given organization.
Thus, the formal organization represents a specific social community and is united:
- common goals;
- common interests;
- common values;
- general standards;
- joint activities.
The main function of such an organization is to achieve its goal by increasing the orderliness and efficiency of the actions of its members in vital spheres of life for individuals or society as a whole. One of the decisive conditions for the successful functioning of an organization is a well-established system of communication between its members and the associated streamlining of information flows circulating between various parts of the organization, without which effective management of the organization and rational coordination of the activities of the people included in it are impossible. Another important condition for the effective functioning of an organization is the creation of real conditions for the career advancement of its employees along the hierarchical ladder of positions, the so-called " vertical mobility"statuses and roles within a given organization. The third essential condition for the successful functioning of an organization is the formation and purposeful implementation of a system of social control in it, which is a set of rewards and sanctions applied for the conscientious and effective performance of official duties or, conversely, for inaccurate, irresponsible performance assigned task.
In the process of its functioning, a social organization develops two sets of requirements, one of them is the organization’s requirement for each individual within it, and the other is the individual’s requirement for the organization. The essence of the organization’s requirements for individuals can be summarized as follows:
- active and effective activities aimed at successfully achieving the goals of the organization;
- requirements for individuals, formulated without regard to their personal characteristics, i.e. impersonal (the university, for example, makes its own demands on students, regardless of the personality characteristics of each of them);
- requirements for individuals as members of a certain social community (say, requirements for students of a certain university, a certain faculty, a certain course, etc.).
In turn, for its successful functioning, the organization must meet a certain set of requirements from the individual. They are:
- ensuring the stability of the social status of a given individual;
- the possibility of an individual’s self-affirmation in society as a member of a given organization (member of a party, religious organization, football club, etc.;
- providing conditions for his self-development as an individual. The stability of a given organization, its dynamics and the effectiveness of its activities depend on the interaction and mutual satisfaction of these mutual requirements.
From the described features of the functioning of a formal organization and its interactions as an integral community with its members, one can derive its characteristic features.
Formal organization:
- rational, i.e. at the basis of its formation and activity is the principle of expediency, rationality, conscious movement towards a specific goal;
- impersonal, i.e. indifferent to the individual personal characteristics of its members, since it is designed for their relationships, established according to a drawn-up program (for example, relationships between soldiers and officers in the army, between directors, engineers, accountants, factory workers, etc.);
- provides for and regulates only official relations;
- is subordinated in its activities and in communications, interactions of its members to functional goals;
- has (in most cases) administrative personnel constantly responsible for maintaining the sustainability of the organization, coordinating the interactions of its members and the effectiveness of its activities as a social whole.
We have outlined in sufficient detail the main features, conditions for successful functioning, and characteristic features of a formal organization, which provides sufficient grounds for its definition.
Social organization is a community of people that develops into a certain system of relations to achieve certain goals through distribution functional responsibilities, coordination of efforts and compliance certain rules interactions during the functioning of the control system.
In the process of managing an organization, it is necessary to take into account that its employees are most often distributed among functional areas of activity. The concept of functional area refers to the work performed by a department or organization as a whole, such as marketing, production, personnel training, or financial planning.
The interdependence of management levels and functional areas, built in such a form that allows you to most effectively achieve the intended goals, constitutes the structure of the organization. There are several components in the structure of the organization, among which the specialized division of labor, the scope of control and coordination are of utmost importance. joint activities people working in this organization. All this forms the internal environment of the organization. But the latter operates in a certain external environment.
Social factors external to the organization are woven into a complex tangle of political, economic, legal, social and socio-cultural influences that are constantly present in the life of the organization and significantly influence the formation of its activities. The external environment affects not so much the daily work of people, but their attitude towards their organization and the behavior of the organization itself as a whole. In particular, a positive image in the eyes of public opinion gives people pride in belonging to the organization. In this case, it is easier to attract and retain employees. When does public opinion develop distrust or even negative attitude to the organization, people come to it without much satisfaction, rather driven by considerations of profit, lack of choice, etc.
The internal environment of an organization is the immediate environment in which people united by common goals, interests and activities have to work. You should always keep in mind that both the organization and its management, both managers and subordinates are people united in certain groups. When an enterprise is opened, a specific person or a specific group of people makes the appropriate decision, and not at all an abstract leadership. When low-quality products are produced, the culprit is not the abstract “workers”, but a few specific people who are not sufficiently motivated, stimulated, poorly trained or irresponsible in their duties. If management—individual employees of the management system—does not understand or recognize that each employee is an individual with unique demands, interests, needs, and expectations, the organization's ability to achieve its goals will be jeopardized.
The huge variety of organizations that exist in society can be typologized in a certain way. One of the widespread types of organizations are voluntary associations, for example, the association of entrepreneurs, the Belarusian Sociological Association, the Bar Association, etc. The following features are characteristic of voluntary associations:
- it is organized to protect and express the common interests of its members;
- membership in it is voluntary - it does not impose certain requirements on people (which is strictly observed during conscription) and it is not assigned at birth (such as religion or citizenship);
- it is not associated in its activities with local or state authorities.
The second type of social organizations consists of production and economic associations, i.e. organizations specializing in the production of goods and services - factories, factories, agricultural cooperatives, trading companies, consumer service plants, etc.
The third type of organizations is formed by credit and financial organizations - banks, insurance companies, etc.
The fourth type of organizations includes research and educational institutions whose goal is the production and dissemination of new scientific knowledge, its implementation in technical schools, training of younger generations - research institutes, technical colleges, universities, schools, etc.
The fifth type of organization is healthcare institutions, social security, physical culture and sports, which aim to protect and strengthen people’s health, recreation (restoration) of human strength expended in the process of labor.
The sixth type of organizations consists of cultural and leisure institutions serving the population (theatres, museums, libraries, philharmonic societies, cinemas, etc.).
The seventh type of organizations includes law enforcement agencies - courts, prosecutors, militia (police), state security agencies, etc.
The eighth type consists of administrative and managerial organizations, which include legislative and executive branch various levels (from republican to regional and district), local governments.
In the process of transition to a state-regulated market economic system, several new types of organizations are emerging. The most common of these are rental businesses. They are created by passing state enterprise for rent on the basis of an agreement between government agencies and the tenant community. The organizational structure of management of such organizations is built taking into account full cost accounting and self-government principles in economic activity, and the scope of centralized management is sharply narrowed.
Joint ventures, which are created on the basis of the investment of capital by domestic and foreign partners who jointly carry out economic activities, manage the organization and distribute profits, are becoming quite widespread.
Along with these organizations, in a society undergoing a transition to a market economy, joint stock companies. This - specific form pooling funds of organizations and citizens in order to implement economic activity. There are open joint stock companies, where shares are freely bought and sold, and closed ones, in which shares are distributed only to the founders. Such an organization is governed by a board elected general meeting shareholders and regulating all types of activities (investments, production, distribution of profits, etc.) in accordance with the general principles and directions determined by such a meeting.
In the process of market transformations in countries with transition economies, holding companies emerge - specific organizations created for the purpose of acquiring and subsequent ownership of controlling stakes in securities, mainly issued by industrial firms. In this case, from a wide range of management functions, the control function takes priority, since it is this function that provides regulatory influence on all enterprises, firms, etc. that have provided securities at the disposal of the holding company.
But people unite in organizations in order to make their activities more effective. This requires coordination and coordination of their actions in time and space, which cannot be accomplished without managing the organization, without the administrative aspects of its activities. The outstanding German sociologist M. Weber designated these administrative aspects of the activities of a social organization with the term “bureaucracy.” Most often, this term means red tape and low efficiency, however, in Western sociology, according to the tradition coming from M. Weber, this term does not carry negative political and moral aspects, but is used in a neutral meaning. It rather indicates the efforts required to maintain and ensure its effective operation.
In his classical theory of bureaucracy, M. Weber proceeded from the need to rationalize all aspects of the life of modern society. He rightly believed that the diverse human activity, including management, becomes more systematized and effective if it is organized according to rules established on the basis of rational analysis. In the sphere of management activities, the main aspect of rationalization is the formation of an effectively functioning management apparatus - the bureaucracy. To isolate the basic principles of its activity, he constructed an ideal type of bureaucracy, its theoretical model. Such an ideal type practically does not occur in social reality, but it serves as a model, by reference to which it is possible to increase the efficiency of management activities in an organization.
The theory of bureaucracy, developed by M. Weber, is considered the most effective model for the functioning of the administrative apparatus of a social organization. Any management model can be applied effectively only if the type of organization, the degree of complexity of its structure, and the characteristics of its connection with the surrounding social environment are taken into account. Therefore, in the sociology of organizations, the so-called “complex organizations” are identified as a specific object of management. Complex organizations are distinguished by the fact that, firstly, they have not one goal, but a certain set of interrelated goals of their activities, and secondly, they carry out a clear horizontal division of activities through the formation of divisions, each of which performs specific specific tasks and achieves specific goals. specific goals. Like whole organization, the units that are its parts are groups of people whose activities are consciously directed and coordinated to achieve common goal. For example, in such a complex organization as the Minsk Automobile Plant, there are various divisions (chief technologist department, marketing department, production departments etc.), whose activities are aimed not only at achieving specific goals, but are also coordinated to successfully achieve a single goal common to all divisions of this complex organization. Therefore, in complex organizations there are three levels of management.
The effectiveness of management, like all activities of an organization, depends critically on its interaction with the external social environment. No organization can exist and function as an isolated “island within itself.” Each organization depends on the surrounding social environment both in relation to attracting personnel and in relation to all its other resources (material, financial, spiritual, etc.) and, finally, in relation to consumers, users of the results of its activities, be it goods, services, ideas, knowledge, beliefs, etc. The external social environment includes economic conditions, the social structure of society, the education and training system, psychological state population, technological systems various types of activities. Therefore, in the activities of an organization, especially complex ones, a comprehensive analysis of all components and dynamics of the external social environment and the implementation on this basis of a strategic planning process designed to control factors external to a given organization in order to determine the scale of existing opportunities are becoming increasingly important in modern conditions. and dangers. Only in this way can one determine the development trends of an organization and the prospects for its activities in changing environmental conditions.
In order for the influence of the external social environment on the life of an organization to be identified more clearly and accurately, all factors of this environment are divided into factors of direct and indirect impact. The direct impact environment includes factors that directly affect the activities of the organization and are directly affected by the operations carried out by the organization. The indirect impact environment refers to factors that may not have a direct immediate impact on the organization's activities, but nevertheless affect them. Here we are talking about factors such as the state of the economy, scientific and technological progress, political transformations, sociocultural changes, the influence of group interests, and events significant for the organization in other regions and countries. All these factors together constitute a multifaceted system of influence of the external environment on the organization, interconnected in its components (see diagram No. 9).
However, a social organization not only experiences the influence of the external social environment, but also through its activities is capable of exerting a reverse influence on the environment, sometimes very significantly. This influence on the external environment especially increases if the organization carries out innovations that, spreading beyond its borders, can cause not only quantitative, but also qualitative changes in the environment and in society as a whole.
Based on the above, we can draw the following general conclusion. The effectiveness of any organization is influenced by many factors, both those operating within it (the presence of clear goals and objectives, good motivation and stimulation of personnel, cohesion and teamwork, etc.), and those influencing it from the external environment (the state of the economy , degree of competition, hard or soft regulation by the state, social attitudes and life plans various groups population, the impact of energy and technology suppliers, the level of culture existing in society, etc.). Therefore, the effective functioning of any organization is determined not only by the ratio of the cost of input resources (costs) and the cost of output products, but also by comprehensive consideration in the development and implementation management decisions the entire set of actions of internal and external factors. And this presupposes the implementation of the principles of systematicity and complexity, which, when all these factors are implemented, give rise to a fundamentally new, emergent quality that cannot be reduced to a simple sum of effects caused by the actions of certain factors. This emergent quality of an organization’s activities, expressed in the high efficiency of its activities (economic, social, sociocultural, etc.), arises only when the management of this organization is effective, which is possible only with a systematic, integrated approach to this complex and multifaceted activity.
Management activity is a type of professional activity, the specifics of which are determined by its main and most general task - the need to co-organize the activities of other people in the direction of achieving common goals, as well as relying on the principle of hierarchy. (INSTEAD OF THIS DEFINITION, WRITE THE DEFINITION FROM THE NOTES).
Management activity is a set of management processes. Management processes- these are targeted decisions and actions that are carried out by managers in a certain sequence and combination. It is worth noting that not all managers play the same role in an organization. There is a hierarchy in an organization, managers perform different functions, and there are also different types of management activities.
Any management activity consists of the following stages:
1. planning;
2. organization;
3. motivation;
4. coordination;
5. control and evaluation;
6. adjustment (possibly).
At the planning stage, the problems of determining the future strategy are addressed. At its core, the planning function must answer three questions: how close is the organization to achieving the established goal; in what direction the organization needs to develop; in what ways she intends to achieve her goal.
At the organization stage, the structure of the enterprise is formed, operating modes are developed, and the availability of all necessary resources is ensured.
At the motivation stage, it is necessary to personally interest employees in achieving the organization’s goals. It is necessary to decide how the successful activities of employees will be encouraged, as well as how unscrupulous activities will be punished.
At the coordination stage, regulation and constant diagnostics of the control system are extremely important. Coordination may include the activity of a manager who oversees the process. There may be something that needs to be adjusted in the activity to ensure the process is as efficient as possible. It is also worth noting that one of the forms of coordination can be a meeting.
Monitoring and evaluation is a form of feedback. It is necessary to timely check the quality of activities at each stage. It is also worth maintaining the optimal speed of activity. If the monitoring and evaluation system is well established, the efficiency of the organization increases.
Adjustment stage - perhaps something in the organization’s activities is not going quite right, perhaps it is necessary to take some measures, perhaps the structure is unsatisfactory or the motivation system is not working.
These processes develop and improve along with the organization.
We can conclude that the implementation of management activities, as well as its orderliness, requires the manager to have a wide range of knowledge and certain management skills. These components play an important role when it comes to the professional training of a modern manager.
Managerial workers play a major role in management activities. Their number depends on the size of the organization, the type of its activities, the specifics of the tasks facing it, its financial condition, and its stage of development. Managerial workers can be divided into three categories:
· managers – their work is the highest level of management, they make decisions on the main issues of the organization’s activities, and they also direct and coordinate the work of lower levels;
· specialists - they perform functions related to the preparation and implementation of management decisions, their activities combine the functions of management and execution;
· support staff – they provide information services to the management apparatus (for example, secretaries, cashiers).
Persons engaged in management activities can also be classified according to other criteria. For example, by the composition and profile of the teams they lead, the level and place they occupy in the management system. If we consider this characteristic, we can distinguish managers of the highest, middle and lower levels.
Several important principles can be identified as features of management activities:
1. the principle of science (it is necessary to identify and understand the reasons for the discrepancy between the goal and the result, to see the differences between theoretical and practical activities, to know the features of large systems and methods of working in them);
2. the principle of consistency and complexity (this principle presupposes the ability to see the most significant complex of interconnected and interdependent subsystems included in the organization). A striking example of the implementation of a comprehensive system in labor relations is the experience of Japanese corporations. In many ways, it is on this basis that the so-called “Japanese miracle” is built - a major breakthrough in industrial development and Japan’s entry into the ranks of the most developed countries in the world. The comprehensive labor relations system in Japan is built on five components:
· lifetime employment system;
· a remuneration system depending on how long an employee works in the organization, as well as what qualifications he has;
· the system of personnel rotation is that an employee changes positions every 2-3 years, moving horizontally and vertically, thereby gaining experience and developing new skills;
· the reputation system is that each employee has his own written description, which records all his advantages and disadvantages, which allows the employee to evaluate himself more objectively and contributes to rapid movement up the career ladder;
· on-the-job training system – vocational education is based on it.
3. the principle of unity of command and collegiality in the development of decisions (the head of the organization is responsible for the implementation of a collectively made decision);
4. the principle of democratic centralism (rational combination of centralized (leadership senior management reserves most of the powers) and decentralized (distribution of powers to lower levels of management) principles in management, correspondence of rights and responsibilities between the manager and the team);
5. the principle of balance of power (the basic law is that the level of influence of management on subordinates is equal to the degree of dependence of subordinates on management);
6. the principle of optimal combination of sectoral (interests of organizations) and territorial interests (ecology, employment, social problems, also much more);
7. the principle of priority (sequence) of actions, taking into account the significance of the stages of work;
8. the principle of an optimal combination of positive synergy in the activities of the organization (consists in a common interest in the results of work) and rational competition (competition) between its participants;
9. constant consideration of the psychological, age, gender and cultural-ethnic characteristics of employees and their motivation.
Also in this section it is necessary to consider such a question as psychological characteristics management activities, because management presupposes maximum consideration of the characteristics of the object and an understanding of the totality of its capabilities.
If we talk about methods for assessing and selecting candidates for leadership positions, we can highlight the following:
· interview – it is necessary to understand how suitable the employer and the applicant are for each other, especially when it comes to a leadership position;
· studying biographical information – this helps to obtain information about the applicant’s activities, possibly considering personal qualities through biographical information.
Success in any area of an organization’s activities largely depends on the manager’s ability to rationally utilize the energy and abilities of employees. Management activities are carried out through the interaction of people, so the manager must take into account the following psychological characteristics that determine the processes of interpersonal relationships, as well as group behavior:
1. subordinates perceive external influences depending on the differences in their psychological structures, that is, different people react differently to the same influences;
2. a person cannot understand another person fully, completely reliably, because a person is super complex system. It is included in the hierarchy of social relations, being their expression and reflection;
3. Human self-esteem is always a subjective process. When a person tries to evaluate himself, he is hampered by the same limitations as when analyzing other people;
4. the content of management information (this can be regulations, orders, instructions, instructions) often changes its meaning in the process of its movement. It is worth noting that changes in the content of information directly depend on the number of people through whom it passes: the more employees become acquainted with management information and passes it on to other people, the more likely it is that it will be different from the original;
5. preservation of personal status, personal viability, and self-dignity of a person is the leading motive for the social behavior of team members;
6. implementation of a compensatory mechanism - an insufficient amount of any abilities for the successful implementation of a specific activity can be compensated for by other abilities or skills and the ability to work. This mechanism can work unconsciously and the person gains the necessary experience. It is important to note here that a person can use this mechanism and consciously, which will enhance the implementation effect.
The mental work of a manager consists of three main activities:
1. organizational, administrative and educational;
2. analytical, constructive and creative;
3. operator, that is, information and technical.
The manager takes part in the creation of material goods and the provision of services indirectly, with the help of the labor of other workers. The subject of labor is information, and the means of labor are organizational and computer technology.
It is also worth noting the fact that the result of management activities is management decisions. It is management decisions that will be discussed further.
1. Management activity is a type of professional activity, the specifics of which are determined by its main and most general task - the need to co-organize the activities of other people in the direction of achieving common goals, as well as relying on the principle of hierarchy. (INSTEAD OF THIS DEFINITION, WRITE THE DEFINITION FROM THE NOTES).
2. Features of management activities include:
The mental work of a manager, which consists of three main types of activities: organizational, administrative and educational; analytical, constructive and creative; operator, that is, information and technical.
The manager takes part in the creation of material goods and the provision of services indirectly, with the help of the labor of other workers.
The subject of labor is information, and the means of labor are organizational and computer technology.
The result of management activities is management decisions.
In the world around us there are many enterprises, firms, associations, engaged in various activities and having different legal status and form of ownership. The appearance of such production and economic objects is determined by their purpose to satisfy certain needs of society. Each such object, in the process of functioning, enters into certain relationships with a changing environment (the environment for these objects is government bodies, suppliers, consumers, etc.) and consists of many different elements (divisions, independent organizations), the interaction of which ensures its existence and fulfillment of its purpose. We will call any such object, regardless of its size, form of ownership, organizational and legal status, an organization.
Organization - it is a stable formal social structure that receives resources from the surrounding world and processes them into the products of its activities. Organizations have both a number of common features inherent in all of them, as well as many individual characteristics. Every organization needs management.
Control-- purposeful impact on the organization, which ensures the achievement of set goals, allows them to stabilize in accordance with the characteristics of specific organizations and management goals, maintain their qualitative certainty, maintain dynamic balance with the environment, ensure the improvement of the organization and achieve one or another useful effect. Thus, the task of management is to coordinate the activities of people and departments to effectively solve the strategic, tactical and current problems of the organization.
Management in any organization is distinguished by special function, the implementation of which is oriented by some elements (divisions) of organizations. These are the controls. All actions of governing bodies to carry out their functions can be defined as management activities.
Thus, within the organization, we can distinguish the controlled process (control object) and the control part (control bodies). Their totality is defined as control system.
Control bodies have certain influences on the controlled process, formalized in the form of certain decisions. For this to happen, they need to compare the actual state of the controlled process with the required state, the achievement of which is the goal of management. To do this, it is necessary to obtain information about the controlled process. In other words, the control and controlled parts interact with each other, and such interaction is implemented in the form of information transfer via information circuit(Fig. 1.1), which is formed by sources and consumers of information and information channels for transmitting this information. Within the information circuit, information about control goals, information about the state of the controlled process, and information about control actions is available and transmitted. The information circuit, together with the means of collecting, transmitting, processing and storing information, as well as the personnel carrying out these actions with information, forms information system this organization.
An information system exists in any organization, since no organization can do without information, and therefore, without procedures for its formation, processing and use. Purpose of information systems- production of information necessary for the organization, creation of information and technical environments for the management of the organization.
At the same time, it is not necessary that the information system be automated; it can also be based on paper media. The formation of an organization's information system involves the formulation of the goals for the functioning of this system, which predetermine its properties and the nature of its construction. In general, an information system has the components shown in Fig. 1.2.
In any automated information system we can distinguish:
personnel collecting, generating, distributing and using information. In addition, he is entrusted with the tasks of ensuring the functioning and development of the information system;
users of the information system - consumers of information;
procedures and technologies for the functioning of the information system;
the technical component of the information system in the form of equipment (information tools and systems - computer equipment, information and computing complexes, networks, communication and data transmission systems that receive, process, store and transmit information);
software(software - operating systems, database management systems, other general system and application software, automated systems management, etc.);
the entire available amount of information in the information system - information resources organization (an organizationally formalized and systematized set of targeted information that ensures interaction between elements of the organization, as well as between the organization and external environment to create conditions for the functioning of this organization).
All processes of information transformation in the information system are carried out using information technology. Information technology is a system of methods and methods for collecting, transmitting, accumulating, processing, storing, presenting and using information.
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Each of the phases of transformation and use of information listed in the definition of information technology is implemented using a specific technology. In this sense, we can talk about information Fig. 1.3. Management and information pyramids
technologies as a set of technologies - technologies for collecting information, technologies for transmitting information, etc.
Information technologies exist in automated and traditional (paper) forms. Scope of automation, type and nature of use technical means depend on the nature of the specific technology.
The purpose of any information technology- obtain the necessary information of the required quality on a given medium. At the same time, there are restrictions on the cost of data processing, the labor intensity of the processes of using an information resource, the reliability and efficiency of the information processing process, and the quality of the information received.
Thus, information technology is implemented within the information system. Information technology is a way of transforming information. There are many such technologies that can be used in an information system. This system is the environment for implementing the technology. However, the concept of information technology is broader than the concept of an information system. Information technology can exist outside the information system. For example, the word processing information technology used to write this book is not part of an information system and operates outside of such a system.
Most management systems are multi-level, or hierarchical. Typically, there are three levels of management in the management part of the organization - higher, middle and lower (Fig. 1.3). Each of them is characterized by its own set of functions, level of competence and needs relevant information. At the highest level of management, strategic management is provided, the mission of the organization, management goals, long-term plans, strategy for their implementation, etc. are determined. Intermediate level- level of tactical management. Here tactical plans are drawn up, their implementation is monitored, resources are tracked, etc. lowest level management, operational management is carried out, volume-calendar plans are implemented, operational control and accounting are carried out, etc.
A certain division of labor at each level of management leads to the assignment of the management part of organizations to individual elements individual functions management: planning, organization, accounting and control, motivation, analysis and regulation. These functions are performed to varying degrees at different levels of management (in terms of strategy, tactics and operational actions of the organization), to the point that some of them may not be carried out at any level of management.
Availability functional elements in the management part of organizations leads to the emergence of corresponding subsystems in their information systems(for example, planning subsystem, personnel subsystem, etc.).
Depending on the sector of the economy where the organization operates and the level of the control part in the hierarchy of management bodies, information about changes in the control object arrives at this control part with different frequencies. In mechanical engineering, the director of the enterprise receives information about production every day, the head of the workshop - every shift, the foreman - oversees this production. In construction, the frequency of obtaining information about the control object will be less. If we talk about the management of various technological processes, for example in petrochemicals, then information is constantly received there.
It is obvious that in different sectors of the economy, at different levels of management The discreteness (frequency) of obtaining information about the controlled process will be different. Accordingly, the need to adjust this process on the part of the organization’s management body, depending on its goals, will or will not arise with the frequency of receiving information. Thus, different character discreteness of management determines the procedures for the formation and discreteness of collection, transmission, processing and use of information in the organization’s information system.
An important part of management activity is making management decisions. The process of purposeful influence on a controlled process, based on information about it, a previously defined goal and a developed program for achieving this goal, is called management decision, and the process of forming a decision is decision making process. In accordance with the division of labor within the management of an organization, decisions made relate to one or another management function. Management decisions cover all aspects of the organization’s activities - production preparation, production, sales, personnel work, finance, etc.
Thus, a manager at any level, unlike a worker or employee, is forced to carry out his functions based only on the information available to him about the object of management. He carries out ongoing activities, organizes control, analyzes the state of the organization, evaluates trends in its development, etc. All this requires the organization of information services (providing the necessary information to the right time and place), creation information environment that contributes to the achievement of set goals. Carrying out such actions is called information support for management activities.
All actions in the organization must be predetermined and formally specified. This means that if the organization is well managed (it carries out regular management - regular, systematic performance of the functions of managing the organization in market conditions), then there are formally defined procedures for any actions in it - working with clients and staff, logistics, etc. . The presence of such procedures facilitates management activities in the organization, as well as information support for such activities. Typical information requests are typical for all levels of management, but are more common at lower and middle levels (see Fig. 1.3). In addition to standard predefined actions with predetermined information needs for their implementation, random events are possible in an organization, the response to which will require specific information for any level of management. In addition, it is possible that non-standard information requests may arise, which is typical for senior management.
INFORMATION
So for effective management An organization needs reliable information about its activities. It serves as the foundation for the formation of any documents (reports, reports, proposals, etc.) that form the basis of management. Any actions of managers (defining the strategic goals and objectives of the organization, coordinating the actions of departments in achieving common goals, etc.) are based on information. It can be argued that almost any human activity is based on information.
What is information? How are data and information related?
Information - information about the surrounding world (objects, phenomena, events, processes, etc.), which reduce the degree of uncertainty existing in relation to it, incomplete knowledge, alienated from their creator and become messages (expressed in a certain language in the form of signs, including and recorded on a tangible medium), reproduced by transmission by people orally, in writing or in another way (using conventional signals, technical means, computing means, etc.). From this definition it follows that:
information is not just any information, it carries something new that reduces existing uncertainty;
information exists outside its creator, it is knowledge alienated from its creator, knowledge that reflects reality in human thinking;
information has become a message because it is expressed in a certain language in the form of signs;
the message can be recorded on a tangible medium (i.e. it is a form of information transmission);
the message is available for reproduction without the participation of the author, it is transmitted to public communication channels.
Lack of information causes information need - conscious understanding of the difference between individual knowledge about a subject and knowledge accumulated by society.
When they talk about information, they mention a number of its properties.
The information is reliable, if it does not distort the true state of affairs. The information is adequate if, using the information received about an object, process or phenomenon, their image of a certain level of compliance is created. The information is complete if it is sufficient for understanding and making decisions. Information is expressed concisely and clearly, if it does not contain unnecessary information. The information is clear and understandable, if it is expressed in the language spoken by those for whom it is intended. Information is timely(timeliness of information), if it has not lost its relevance and contains information necessary at the moment for understanding and making decisions.
In addition to these properties of information, you can evaluate it value - the measure of expansion of the totality of information available to the consumer of information when receiving and interpreting it, the degree of reduction in the state of uncertainty.
The effectiveness of management and management activities directly depends on these qualitative characteristics of information.
In defining information, we used the concept of message. One way to turn information into a message is to record it on a tangible medium. The process of such recording is called encoding. If we use tangible media intended for use in computer technology, we are dealing with data. In this case, encoding information is its transformation into conditioned signals in order to automate the storage, processing, transmission and input-output of data. Data is a computer image of information.
We are dealing with organizations working in the economic field, and therefore, when speaking about information and information support for management activities, we mean economic information.
Economic information - a set of information that reflects socio-economic processes and serves to manage these processes and groups of people in the production and non-production spheres. What is characteristic of economic information? Typically, a number of distinctive features are distinguished:
large amounts of information;
repeated repetition of cycles of obtaining and converting information within established time periods (month, quarter, year, etc.); variety of sources and consumers of economic information;
significant share of routine procedures in processing economic information.
Since we are talking about information support for management activities, we should note that within any organization, management information is used in two forms (Fig. 1.4): it is either formatted as documents (plans, applications, orders, etc.), or has an undocumented form (speech information, etc.).
Rice. 1.4. Information resources of the organization
Document - an information message in paper, audio or electronic form, drawn up according to certain rules and certified in the prescribed manner. How are documents generated? Information about the work of an organization in any aspect is characterized by a set of indicators. Any indicator has economic sense(for example, the sales volume of a product), has its own name and numerical characteristics (how many were sold at some point in time). Based on the indicators, documents are created that may include one or more indicators.
Moving documents and working with them in an organization is its document flow. Document flow - a system for creating, interpreting, transmitting, receiving and archiving documents, as well as monitoring their execution and protecting them from unauthorized access (i.e., procedures for generating and using documents for management).
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INTRODUCTION
In the modern world, the problem of illiteracy in relation to management activities in an enterprise has become very acute. Many business managers explain their failures by the current crisis situation in the market. But their main problem is that the hired leader (manager), regardless of whether the enterprise he leads is in crisis or not, is trying to make a profit not for the benefit of the enterprise, but for his own benefit. Consequently, such a manager, managing an enterprise in a crisis situation, will destroy it without leaving any chance of survival. Thus, the topic of management activities in an enterprise is relevant in that in every modern organization or a company will find problems related to organizational aspects of management, both the enterprise and smaller units that make up the structure of the organization.
Among the variety of problems in the theory and practice of management, an important place, of course, belongs to a set of issues related to the role of management activities. The solution to all other management problems, the formation general idea about the "science of management". Therefore, the main goal of this work is to show how important the role of enterprise management is in modern economic activity. To do this, we will consider what management activities are aimed at, what they are intended for, what tasks they are designed to solve and what functions they perform in the enterprise. Let's consider its features in conditions different from the conditions of the daily activities of the enterprise, namely in conditions of difficulties and crisis.
In order to determine the role of management activities, one must know exactly the structure of this activity, all its features and problems. Defining this structure is the task of my essay. The second task of my work is to find and define the tasks that the company sets for itself to make a profit, and the functions with the help of which these tasks of the organization will be solved. Also, to properly manage an enterprise in a crisis, you should know what a crisis is, how to deal with it, and whether the enterprise is in a crisis situation. For all this there are special moves and methods in management activities that will help give stability to a company in crisis. Talking about these methods, describing their operating principle is the last task of my essay.
1. PURPOSE OF MANAGEMENT ACTIVITIES IN THE ENTERPRISE
For the most complete understanding of management activity, it is necessary to consider what activity is in general. Activity is defined as a form of a person’s active relationship to reality, aimed at achieving consciously set goals and associated with the creation of socially significant values and the development of experience accumulated by society. The main means of implementing activities are actions and operations. Actions are voluntary activities aimed at achieving a conscious goal, and operations are unconscious elements of actions that are ways of performing the latter.
The subject of our consideration is management activities. This is a special type of professional activity aimed at achieving optimal economic results by enterprises operating in market conditions based on the application of diverse principles, functions and management methods. Management activities combine two main types of activities, namely individual and joint. The specificity of management activity is that it affects people and individuals. The essence of management activity, therefore, is the organization of the activities of other people, i.e. “activity of organizing activities.”
Management activity is an integration process through which trained specialists form and manage organizations by setting goals and developing methods for achieving them. W. Rice-Johnson noted: “when you are given a goal, you take full responsibility for completing the task and successfully achieving this goal.” Management activity is a flexible and creative process, which, in accordance with new challenges in a rapidly changing world, is transformed into completely new forms and directions.
One of the main links in the economy is enterprises whose activities are aimed at meeting the various needs of people. The enterprise has economic independence and is fully responsible for the results of its economic activities. In conditions market economy the enterprise makes its own decisions, independently formulates goals and objectives, develops a strategy and policy for its development, finds the necessary funds, recruits employees, purchases equipment and resolves many internal issues of life. That is, the activities of the enterprise must be organized. Organization at an enterprise is one of the foundations of management. Thus, an enterprise is a production and economic unit consisting of material and human resources, organized in a certain way to achieve specific results. The effectiveness of management activities at an enterprise is determined by the effectiveness of organizational culture, that is, a set of the most important provisions accepted by members of the organization and expressed in the values stated by the organization, which give people guidelines for their behavior and actions. A group of people must meet several mandatory requirements in order to be considered an organization. It must consist of more than two people who consider themselves part of the group, must have a single goal that would be perceived as common to everyone, and the desire to work together to achieve this goal. W. Rice-Johnson noted that: “every member of the organization - an ordinary employee, a supervisor, a manager, and an administrator - must clearly understand what his work is aimed at and how it relates to long-term and short term goals organizations". An organization is a group of people whose activities are consciously coordinated to achieve common goals. The goals of any organization are aimed at transforming various resources (human, technical, information, natural, etc.) to achieve results. The organization interacts with the external environment (economic conditions of activity, the current regulatory framework, competitors, equipment and technologies, etc.), it is completely dependent on the outside world, both in relation to its resources and in relation to consumers-users of the results of its work enterprises. An organization is characterized, as a rule, by a horizontal division of labor, that is, division into main activities (production, marketing, finance) that must be successfully completed. Due to the presence of interrelated and interdependent goals in the activities of an enterprise, it must have a complex organization. Management activity, therefore, is the management of complex organizations.
One of the first purposes of management activity at an enterprise is its internal organization (so-called intra-company management). The efficiency of any enterprise or organization is influenced by the management system in place at the enterprise. Its effectiveness depends on how clearly defined, balanced and interconnected all parts of the management system are. The basis for its formation is the determination of long-term (strategic) and medium-term and short-term (operational) development goals based on potential capabilities. In general terms, the enterprise development strategy is aimed at preserving the independence of the enterprise, its continuous growth and maintaining financial balance, long-term insurance of the enterprise, and securing the achieved profit. Within the framework of these goals, tasks are set and functions are defined. Based on the development strategy, tasks and functions, the management apparatus and divisions of the management apparatus, as well as management levels, are formed. Next, internal relationships are established, and the management system as a whole is determined.
Management activities at the enterprise are aimed, secondly, at the effective organization of the production of goods and services, in accordance with the needs of consumers. In this block, management activities should be aimed at developing scientific and technical policy, carrying out research and development work. The result should be technological support for production, increasing its efficiency, development and introduction of new competitive products.
Another important block in the application of management efforts is working with human resources, that is, working with personnel or personnel. The main management task here is the most effective use of employee abilities in accordance with the goals of the enterprise. At the same time, the health of workers must be ensured and cooperative relationships must be established between team members. For the staff to work fruitfully, it is necessary to create an atmosphere of constructive cooperation, in which each member of the team is interested in the fullest realization of their abilities. Creating the necessary socio-psychological atmosphere is one of the most complex tasks control in this block. Management activities are aimed at solving a number of both internal and external issues, such as: determining the needs of the enterprise for certain personnel, based on the company’s strategy, analyzing the labor market. Selection and adaptation of personnel, employee career planning, labor productivity management, development of motivation for effective work, analysis of labor costs and results, retraining and retraining, improvement of leadership style. Forming teams and ensuring human resources are decisive factors in production efficiency and product competitiveness.
Thus, the purpose of management activity is to determine the strategy of the enterprise and intra-company organization, the rational organization of production, including its management and development of the scientific and technological base, as well as the effective use of human potential, stimulating its creative activity and loyalty. The main purpose is to ensure maximum profitability of a particular enterprise, the achievement of optimal economic results by this enterprise, expanding the circle of clients, the basis for the further existence of the enterprise.
2. TASKS AND FUNCTIONS OF MANAGEMENT ACTIVITIES AT THE ENTERPRISE
Based on the purpose of management activities, one can derive the goal that every enterprise sets for itself. It is defined as achieving maximum profitability of an enterprise of one type or another, production high performance economic activities of this enterprise, expanding the circle of partners and clients. Based on the goal, the enterprise sets tasks, determines directions and ways to solve them.
In order to achieve maximum profitability of the enterprise, the production system should be adapted to the requirements and demands of the market. This is one of the tasks of management activities in an enterprise. This task is implemented through the marketing function. The purpose of the marketing function is to ensure the activities of the enterprise based on a comprehensive, in-depth study and careful consideration of market demand, the needs and requirements of specific consumers for the product, so that it becomes realistically possible to obtain the highest specific results, namely maximum and sustainable profits. The essence of this function of management activity is that it is aimed at orienting production towards the creation of such types of products that reflect the requirements determined by the market. Market demand is studied and placed as the basis for the activity of the enterprise with the expectation that the created product will be sold and will be able to satisfy human needs for something.
For a more complete and in-depth understanding of the essence of this management function, it is necessary to emphasize that the most important integral feature of marketing is a certain way of thinking, an approach to making design, production and sales decisions from the standpoint of the most complete satisfaction of consumer requirements and market demand. Thus, marketing is not only a function, a method used by an enterprise, but also a mandatory marketing thinking. Without this, it is not possible to achieve high quality, competitiveness of products, or consolidate positions in the markets.
The next task of management activity is to reasonably determine the main directions and proportions of development material production, taking into account the origins of its provision. This problem is intended to be solved by the planning function, the mechanism of which is to form means of influence that ensure the achievement of set goals. Planning is applied to important decisions that determine the future development of the company. According to the concept of the German professor D. Hahn, planning is a future-oriented systematic decision-making process. The essence of planning is manifested in specifying the development goals of the company and each division separately for a specified period: defining business objectives, means of achieving them, timing and sequence of implementation, identifying material, labor and financial resources to solve the assigned tasks. V.I. Arbuzov noted that the planning process is a very painstaking process that requires knowledge of the strategy of the enterprise entrusted to you: “Management of documentation and data, their registration during planning is carried out according to established procedures (registration of data on the quality of management, information, etc.), the enterprise has interconnected system plans, the basis of which are strategic business- plan - documented confirmation of the presence of business ideas and strategy of the enterprise." Planning makes it possible to take into account in advance internal and external factors that provide favorable conditions for the normal functioning and development of a company, enterprise, or other. structural unit. Depending on the content of goals and objectives, we can distinguish following forms planning and types of plans: forms of planning: long-term, medium-term, current (budgetary, operational).
Any enterprise sets itself the task of establishing organizational relations between various departments to implement decisions and planned indicators of economic activity. To establish organizational relationships as effectively as possible, the organizational function of management activities is used. This function is expressed in establishing permanent and temporary relationships between all divisions of the company, determining the order and conditions for the functioning of companies. Organization as a process is a function of coordinating many tasks. The function of the organization is implemented in two ways: through administrative and organizational management and through operational management.
Administrative and organizational management involves determining the structure of the company, establishing relationships and distributing functions between all divisions, granting rights and establishing responsibilities between employees of the management apparatus.
Operational management ensures the functioning of the company in accordance with the approved plan. It consists of periodic or continuous comparison of the actual results obtained with the results planned by the plan, and their subsequent adjustment. Operational management is closely related to current planning. There are two main aspects to consider when implementing an organizational function: when the organization is divided into units according to goals and strategies, and when delegation of authority occurs. Delegation, as a term used in management theory, means transferring tasks and authority to a person who accepts responsibility for their implementation.
Any enterprise sets itself the task of establishing organizational relations between various departments to implement decisions and planned indicators of economic activity. To establish organizational relationships as effectively as possible, the organizational function of management activities is used. This function is expressed in establishing permanent and temporary relationships between all divisions of the company, determining the order and conditions for the functioning of companies. As noted by V.I. Arbuzov motivation: “the current motivation system at the enterprise is aimed at increasing the readiness of employees for production work and continuous improvement of quality.” Research into human behavior at work provides some general explanations of motivation and allows for the creation of pragmatic models of employee motivation in the workplace. Motive is an incentive, a reason for action. You can encourage action by enriching ideas, ... will, knowledge, determining the amount of remuneration, linking it with the result of the activity, as well as identifying a person’s value system, satisfying the need for power depending on a person’s ability to influence other people.
The most important task in an enterprise is to check the implementation of activities, as well as compare the intended goals with the directions of development. The control function ensures that the entire enterprise management system runs smoothly. Control is a systematic monitoring of the implementation of plans, tasks and results of economic activity, providing feedback with the controlled object using information. V.I. Arbuzov noted that: “Based on the results of the monitoring, functional plans and project plans are adjusted.” Accounting and control are necessary to manage planning, financial, production and labor disciplines at the enterprise. Control as the main function of management unites all types of management activities related to the generation of information about the state and functioning of the management object (accounting), the study of information about processes and results of activities (analysis), work on diagnosing and assessing development processes and achieving set goals. The control process consists of setting standards, changing the actual results achieved, and making adjustments if the results achieved differ significantly from the established standards. With the help of control, problems and the causes of their occurrence are identified and active measures are taken to correct deviations from the goal and activity plan.
There are three main types of control. These are preliminary control, as well as current and final control. Preliminary controls are usually implemented in the form of specific policies, procedures and regulations. First of all, it applies to labor, material and financial resources. Current control is carried out when work is already in progress and is usually carried out in the form of monitoring the work of a subordinate by his immediate superior.
Final control is carried out after the work is completed or the time allotted for it has expired. Current and final control is based on feedback.
Thus, the five functions of management - marketing, planning, organizing, motivating and controlling - have two general characteristics. All of them require decision-making, and all require communication, exchange of information, i.e. daily and continuous research activities to obtain information to make the right decision and make that decision understandable to other members of the organization. Because of this, and also because these two characteristics link all five management functions, ensuring their interdependence, communication and decision making are often called connecting processes.
Decision making is the choice of how and what to plan, organize, motivate and control. In the most general terms, this is precisely the main content of a leader’s activity.
The basic requirement for making an effective objective decision, or even understanding the true extent of the problem, is the availability of adequate, accurate information. The only way obtaining such information is communication, that is, the process of exchanging information and its semantic meaning between two or more people.
3. SPECIFICITY OF MANAGEMENT ACTIVITY IN CONDITIONS OF CRISIS MANAGEMENT
For a better understanding of what and how to do in crisis management conditions, it is necessary to define the concept of a crisis state of an enterprise and in what cases the fight against it will be most effective.
The crisis state of an organization is its situation in which the basic parameters - balance of payments, production and sales volumes, staff employment - are in an unstable state, from which it can be removed by relatively minor internal or external influences, resulting in its transition to another quality.
Exists large number various ways to solve complex management problems that contribute to the successful management of an enterprise in a crisis management environment. Decisions based on the right to dispose of property are that the enterprise can be sold - as a whole or in parts. But the sale of the enterprise as a whole makes sense as an anti-crisis action only if the new owner is able to better use the property. Many enterprise managers in crisis management complain about a decline in demand, and, accordingly, a decline in production, considering this situation in a purely quantitative aspect, i.e., without assuming any qualitative changes in management activities. Thus, an increase or decrease in demand, respectively production, leads to quantitative changes without qualitative transformation. You can combat production shortages by reducing production costs. By resorting to traditional methods of reducing costs (for example, by reducing personnel, leasing excess space, etc.), it is possible to shift the break-even point to lower sales volumes to a certain extent. In such cases, make the enterprise more profitable without qualitative changes: repurposing activities, changing sales methods, etc. Thus, the path of purely quantitative changes cannot be rejected unconditionally. The effect that they can bring, in some cases, can, within an acceptable period of time, improve the financial condition of the enterprise to a level that makes it possible to begin qualitative changes in activities in a planned manner, and not in an emergency manner.
In conditions of crisis management, an enterprise can behave more profitably, but the obstacles that arise can disrupt the existing functioning and lead to losses. To prevent such a situation, emerging or existing obstacles should be eliminated. Removing obstacles - traditional method economic regulation, otherwise called “patching holes”, it is capable of restoring the profitability of the enterprise for some time.
Also, crisis management can contribute to certain qualitative changes in the enterprise - the so-called produced changes. At the same time, through energetic management intervention, new structures are created, activities are repurposed, new regulatory foundations and new stereotypes are laid (in particular through personnel training) - thereby launching a new operating process that is effective in the conditions in which it was designed and launched, and as long as these conditions persist. W. Rice-Johnson noted that: “...to more fully meet the emerging needs, the functional area should be improved, the structures will also have to be changed so that they correspond to the new functions.”
After changes in conditions, it is necessary to produce new changes, i.e. again redesigning activities, retraining staff and launching new operations for another period of stability.
The two main options for change as a result of management activities in a crisis management environment differ in that it is assumed that the existing technological potential will be preserved. The nature of the products can be very diverse. Optimization of repurposing is associated with large-scale marketing research. This option requires improving the organizational structure and increasing organizational and management potential. It is necessary to create a professionally strong and influential marketing service in the enterprise management structure, working in close connection with technological departments and capable of having a significant impact on the range of products, their properties, and the efficiency of promoting products to the market. In general, this option can be characterized as a change in the organization’s production orientation to a market one without significant changes in technology.
The second option represents a significant repurposing of the enterprise with a complete replacement of the production apparatus. This option requires large-scale investments, radical organizational and management decisions and readiness for political opposition from a significant part of the enterprise’s employees, whose interests are significantly affected by the changes being carried out. To assess the effectiveness of changes, it is necessary to consider different project options, which may have very different indicators. In relation to each project one of the most important characteristics is an assessment of feasibility, determined by the development process. When the “core” that initiates change is created on a voluntary basis within a developing organization and consists of managers - not only managers, but managers in the broadest sense - people who want and have the opportunity to influence the situation in the organization in any way. This “core” develops and implements influences on ongoing processes, based on an analysis of situations existing in the organization, stereotypes of activity, the availability of material, personnel, intellectual, financial, energy and information resources, possible resistance to changes on the part of certain individuals or groups, possible side (unplanned) effects of ongoing activities and other factors in the feasibility of decisions made. W. Rice-Johnson noted that: “workers and, accordingly, trade unions welcome the introduction of the most rational methods and standards of the time, since they have been developed scientifically.”
Organizing development processes is the most difficult path, requiring a special combination of formal and informal structures in the management system and the involvement of a special kind of consultants - the so-called process consultants, but leading to the creation of an organization that is the most dynamic, adaptable to a changing situation and economical in the use of resources, in, including investments. In economically developed countries it is well known that the creation of dynamic, developing enterprises makes it possible to recoup the costs of the enterprise by the effective use of investments. However, since in this option the enterprise acquires a high degree of autonomy in matters of development and chooses ways of repurposing, changing the organization, etc. in the process of its own activities, it is impossible to calculate in advance the effectiveness of this option in purely economic indicators. One can only assess the possibility of creating potential, primarily human resources, to give the enterprise the properties of a developing organization.
The development process, when the management core, initiating changes and bringing them to life, is created within a developing enterprise, requires special organization and selection of personnel. The peculiarity of such a group is that it should not be a regular formation, part of the organizational structure, but should unite on a voluntary basis those employees who are not indifferent to the state of the enterprise and who are able to actually carry out management developments and organize their implementation. The development group can include representatives of any position level. The work of the group is carried out in a club mode, when there is a free discussion of any issues raised by group members. The principles of equality of all members are observed, regardless of position, age and other characteristics. The first leader should be part of the group not for leadership, not to push his position, but to implement through formal structures everything valuable that the group develops; in the group he is an ordinary member. The group should include people performing special roles that do not coincide with their professional focus: a generator of ideas, a developer of ideas put forward by the generator, a methodologist, an analyst, a critic, etc. As for the professional composition, it is desirable to have specialists in marketing, economics, finance management, production technology. Necessary professional specialists: financiers, marketers, etc. - if the relevant specialists of the enterprise are not included in the group, they are invited from outside. A special kind of risk is created by the fact that the development process covers the entire organization, transforms and changes the core - and in the event of insufficient managerial professionalism of the core, this process can destroy itself. Therefore, it is necessary to train core members management technologies. If research of the situation and design in financial, marketing, technological and other special fields are carried out by specialists, then such procedures as the formation of problems, the search for solutions, the determination of criteria, strategic guidelines, etc. group members perform independently, for which they need high management qualifications. Even more important than management knowledge and skills themselves is the level of intellectual capabilities of group members.
Thus, all the measures I have named (reducing production costs, changing management, eliminating obstacles, making changes, reprofiling production, optimizing reprofiling, creating a development group) contribute to the simplification, improvement and stabilization of management activities, by improving and coordinated by the management of the “core” group. all management events at a lower level.
CONCLUSION
Having studied the proposed topic, it should be noted that management activities play an important role in enterprise management, the implementation of which requires knowledge of both the psychology of personnel and the specifics of actions in the event of a crisis situation in the enterprise.
Thus, in order to achieve the main goals of the enterprise, it is necessary to solve the main tasks, which in turn are derived from the set goals. The tasks of each enterprise are different, their essence depends on the type of enterprise (firm), the size of the enterprise, the internal structure of the management apparatus and many other factors. To solve each problem, there is its own function through which the enterprise will be managed.
In conditions of crisis management, the goals and objectives of the enterprise do not remain unchanged, but the methods of achieving these goals change under the influence of the crisis situation. To increase production volume, strengthen market position, and achieve greater profits, it is possible next steps: reducing production costs, changing management, eliminating obstacles, repurposing production, optimizing repurposing, creating a development group. W. Rice-Johnson noted: “... since goals are rarely achieved within the established deadlines, you understand that something needs to be changed. You can still lead with your own personal, open style. However, it is quite possible to increase your work efficiency if you check the execution of your tasks more often and more often demand a report to you for the work done, so as not to go beyond the approved schedule.” Such actions can both give the enterprise stability in a crisis and bring it closer to achieving its goals.
Thus, competent management of an enterprise in the modern world is one of the most important conditions for its prosperity.
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