Features of the study of control systems at the present stage. control systems research functions. Methodological basis for the study of management systems educational issues

Types of control systems research

The objectives are divided into practical and scientific-practical research. Case studies are designed to provide quick, effective solutions and achieve desired results. Scientific and practical research is focused on the future, a deeper understanding of trends and patterns of development of organizations, and increasing the educational level of employees.

According to the methodology, a distinction is made between studies of an empirical nature and those based on a system of scientific knowledge.

The studies are varied in terms of resource use, labor intensity, duration, information support, and organization of implementation. In each specific case, based on the goals set, the required type of research is selected.

The study of control systems, as a rule, consists of seven sequential stages.

At the first stage of research, problems and the totality of all factors that need to be identified and taken into account when solving problems are analyzed.

An identified specific problem that is hindering the effective functioning of the organization.

At the third stage, it is necessary to select a research methodology, which is understood as a set of goals, methods, management techniques when conducting research, as well as the approach of managers to decision making and taking into account the traditions of the organization.

At the fourth stage, the resources required to conduct the research are analyzed. Such resources include material, labor, financial resources, equipment, and information. Resource analysis is essential to successfully conduct research and achieve its results.

The fifth stage involves choosing research methods taking into account available resources and research goals.

The sixth stage is to organize the research. Here it is necessary to determine the procedure for conducting research, distribute powers and responsibilities and reflect this in regulatory documents, for example, in job descriptions. Here it is also necessary to clarify or determine the technology for preparing and approving management decisions when conducting research.

At the seventh (final) stage, the results obtained should be recorded and analyzed. Such results may be individual recommendations, a new model of the management system, improved controllability standards, more advanced techniques that contribute to the prompt and successful resolution of the problem. At this stage, it is necessary to first calculate the effectiveness of the research, i.e., compare the costs of conducting the research and the results obtained.

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And finally sixth stage - direct development of all documentation that regulates the activities of the management apparatus of a separate division of the organization.

Let us dwell briefly on the task of designing an organization's management system.

The primary task is the formation of its functioning goals. The problem of forming operating goals is of fundamental importance when designing organizational systems for many reasons. Firstly, because by their nature all real organizations are multi-purpose. Secondly, the validity period of the operating goals is different, and therefore, it is necessary to design an organization only on the basis of goals whose validity period is comparable to the period of design of the organization. Thirdly, designing a management organization for all operating goals is too labor-intensive, and therefore, the number of operating goals should be as limited as possible.

Selecting targets using expert methods requires the use of a special technique. First of all, global operating goals are assessed and selected. The most acceptable method of assessment from a practical point of view is an anonymous survey, since it ensures the greatest independence of judgment. The structuring of operating goals should be carried out by studying management functions that implement specific goals at each level of management. The task of designing a management system also involves modeling management decisions, the structures of which we identified at the survey stage.

Modeling of the composition of management decisions is carried out to substantiate the decisions that should be made in a specific department. The composition of the decision group is determined by the number of structural divisions. The optimality of the process of preparing management decisions is achieved by identifying and eliminating deviations in the existing process when comparing it with the normative process, determined in a sense by the ideal model chosen by the authors at the preliminary stage. As such a model, it is possible, with partial modification, to use the standard information model, known as the Deitch model.

Modeling the work rules of performers and managers in procedures using computer technology is part of the general process of forming an organizational management mechanism and distributing management decisions across management levels; determining the optimal number of executors and managers required to prepare and approve these decisions; determining the list of documents necessary for making management decisions, developing documentation regulating the activities of the unit.

Modeling the rules of work for performers consists of analyzing the process of preparing a management decision sequentially at all levels of management, up to the adoption of the final decision, and is carried out on the basis of an information model.

The methodology for modeling the rules of work for performers in the procedure is recommended for the practical implementation of the “regulation” stage in the process of forming a general management structure. When modeling the management structure, it is necessary to solve the problems of modeling functional groups of management decisions and modeling the distribution of decisions across management levels to ensure the development of management schemes.

Formal statement of the problem modeling of functional groups of management decisions that's how it is. A complete list of management decisions necessary to implement operational goals is known, as well as their information support (documents used for making management decisions). Some documents are common when preparing various management decisions. The number of functional groups of management decisions that must be formed is also known. It is necessary to form groups of management decisions in such a way that each group consumes the minimum number of documents necessary for preparing decisions. The problem is solved on a computer using methods of analysis and logic.

Distribution of decisions by management levels carried out with the aim of forming groups of decisions, the preparation of which is the responsibility of the head of the appropriate management level. The problem of optimal distribution of management decisions is formed as follows: for each selected management level, taking into account its load and capacity, it is necessary to determine a list of management decisions, the approval of which is the competence of this management level. At the same time, each employee must make decisions that correspond to his competence, and he must be provided with a work regime in which all decisions are made in the optimal time frame. The problem is solved consistently for all levels of management.

Formation of an organization's management scheme always based on standard control schemes. A matrix-staff management scheme is proposed as a standard scheme within the framework of the proposed concept. The formation of a management scheme involves the distribution of management decisions across management levels, calculation of the management level load for the coordination, problem or functional level, which will ultimately provide justification for the choice of the type of management structure. The final choice of the structure scheme option and all further calculations are carried out within the framework of the selected management structure. At the final stage, documents are developed that regulate the activities of the management system: regulations on the unit, job descriptions, work rules for performers.

So, the system concept of improving the organizational management mechanism involves solving the problems of analyzing the management system as a decision-making system and its comprehensive design based on selected qualitative performance goals.

Solving the problem of analyzing a management system involves studying the management process and management structure at the level of management decisions. When solving an analysis problem, a number of issues are not considered. The purpose of operation is not justified, the composition of decisions is determined with the help of experts, the management structure is not assessed, i.e., a comprehensive design of the management system is not achieved.

Integrated control system design involves the selection of operational goals, the formation of a set of decisions that implement the operational goals, the decision-making process (modeling of the organizational technology for preparing a decision), the formation of a management structure, and the development of documentation regulating management activities.

The advantage of the proposed concept is that a number of stages are solved using computer technology, which simplifies system design. Solving these problems contributes to a better organization of management and, as a result, an increase in the organization of management and the quality of decisions made.

3.3. Characteristics of research stages

Any research is carried out in several stages, the sequence of which can be expressed by the diagram presented in Fig. 3.1.

Let's look at these stages.

At the first stage, it is necessary to identify the needs for research, analyze the problems facing a specific management system, and select the main one that determines the importance and priority of the research. To do this, the problem must be clearly formulated.

Under a problem is understood as a discrepancy between the actual state of a managed object (for example, production) and the desired or specified (planned) one. It is precisely in connection with deviations from planned (or normative) states, which are noted at a certain point in time or predicted for the future, that problems most often arise in organizations. But their source can also be a change in the goals or standards themselves. For example, if, as a result of analyzing information about sales of a product, the management of an enterprise decides to discontinue it and switch to another type of product, this can radically change the targets of all departments associated with these types of products. Managers must re-create plans, find and reallocate resources, organize staff training, etc.

Rice. 3.1.Stages of research of a control object

It is quite obvious that the introduction of changes that require resources and time for implementation must be justified by an analysis of factors influencing the state and position of the organization.

A set of factors and conditions, causing the appearance of a particular problem is called situation, and considering the problem taking into account the situational factors influencing it allows us to describe the problem situation. Description of the problem situation, usually contains two parts: characteristics of the Problems(place and time of its occurrence, essence and content, boundaries of distribution of its impact on the work of the organization or its divisions and situational factors leading to the emergence of a problem (they can be external and internal to the organization).

Internal factors depend to the greatest extent on the enterprise itself. These include: goals and development strategy, the state of the order portfolio, the structure of production and management, financial and labor resources, volume and quality of work, including R&D, etc. Internal factors influence the management system and significantly contribute to the achievement of worthwhile goals. goals in front of her. Therefore, a change in one or more factors simultaneously necessitates the urgent adoption of measures aimed at maintaining the equilibrium state of the system.

For example, if there has been a change in the strategic direction in the development of the organization, it is necessary to determine how this will affect the activities of such subsystems as production and release of new products, personnel management, etc. In other words, the system manager must develop a plan of organizational activities aimed at achieving the goals of the new development strategies.

External factors are less susceptible to influence by the organization's managers, since they are formed by the external environment in which the organization operates. In modern conditions, this environment is characterized by great complexity, dynamism and uncertainty, which significantly complicates the consideration of external factors when making management decisions. External factors have different impacts on the performance of organizations. For example, suppliers, consumers, competitors, regulatory authorities, creditors, other organizations and public institutions directly related to the area of activity in which this organization is engaged provide direct influence on its work, the nature of the problems encountered and their solution. As an example, we can point to the problems of domestic enterprises that arose during the period of destruction of the previous system of economic relations; The relationship between suppliers and consumers of products has changed. In a number of cases, this led to production stops, a radical change in the range of products, and the search for new suppliers. Changing consumer tastes and priorities also causes many problems in an organization that previously focused its production on satisfying one type of need. It is necessary to answer the questions: should we look for new markets; whether to introduce new types of products and services, etc.

Another large group of external factors that are practically beyond the control of the organization’s managers, but have an indirect (mediated) impact on the organization’s activities that must be taken into account. This group of factors includes the state of the economy of the country (or region), the level of scientific, technical and social development, sociocultural and political situation, events significant for a given organization in other countries, etc. For example, the economic state of the country (region) affects the work organizations through such environmental parameters as the availability of capital and labor, price and inflation levels, labor productivity, customer income, government, financial and tax policies, etc. Thus, inflation leads to a reduction in purchasing power and reduces the demand for products produced by the organization. An increase in the price level for products of related industries causes a corresponding increase in production costs in the organization, which results in an increase in prices for its products, which can cause an “outflow” of a certain group of consumers. As their incomes decrease, buyers change the composition and structure of consumption, which also affects demand. The level of scientific and technological development in the country affects the structure of the economy, the processes of automation of production and management, the technology with which products are produced, the composition and structure of the organization’s personnel and, most importantly, the competitiveness of products and technologies. Taking into account numerous and varied environmental factors, choosing the main ones among them and anticipating possible changes is the most difficult task facing managers.

Analysis of situational factors allows you to consider the problem in connection with the events that caused it and changes in the internal and external environment and begin to search for a solution.

Thus, to define a problem means to establish the boundaries of the system within which it is considered, the level at which it should be solved. The subject analyzing the situation identifies the problem within the boundaries of the system he controls. However, it is also important for him to understand how the system manifests itself in systems and adjacent systems and, most importantly, what significance it has for the supersystem into which the given (controlled) system is included as an element. This ensures that the decision being made is linked to the general tasks and decisions of higher management, and the organization of an integrated process for solving this problem.

When defining a problem, a purely logical difficulty arises in identifying causes and consequences. A manager may face several problems in a particular situation. It is very important to establish their hierarchy, that is, to determine which of them is the main one, and which are subordinate or derivative of it. Determining the main problem will allow you to correctly formulate purpose of the decision tasks.

Defining a goal is associated with limiting the directions and means of achieving it. These restrictions play a determining role in the choice of solution options. In relation to a particular system, restrictions can be divided into are common And private. The general restrictions imposed on the functioning of a given system represent objective conditions of the external environment or are the goals and compelling connections of some large system for which the system in question serves as an element (subsystem). Sometimes limitations for a given system are a manifestation of unresolved problems in more general systems.

So on first stage conducting research, problems and the totality of all factors that need to be identified and taken into account when solving problems are analyzed.

On third stage it is necessary to choose a research methodology, by which we mean a set of goals, methods, management techniques when conducting research, as well as the approach of managers to decision making and taking into account the traditions of the organization.

On fourth stage an analysis of the resources required to conduct the research is carried out. Such resources include material, labor, financial resources, equipment, and information. Resource analysis is essential to successfully conduct research and achieve its results.

Fifth stage involves choosing research methods taking into account available resources and research goals. Research methods will be discussed in detail in Chapter. 4.

Sixth stage is to organize research. Here it is necessary to determine the procedure for conducting research, distribute powers and responsibilities and reflect this in regulatory documents, for example, in job descriptions. Here it is also necessary to clarify or determine the technology for preparing and approving management decisions when conducting research.

On seventh At the (final) stage, the results obtained should be recorded and analyzed. Such results may be individual recommendations, a new model of the management system, improved controllability standards, more advanced techniques that contribute to the prompt and successful resolution of the problem. At this stage, it is necessary to first calculate the effectiveness of the research, i.e., compare the costs of conducting the research and the results obtained.

Sometimes the process of studying a specific object is carried out in accordance with the selected (recommended) model of the control system, often called the standard. The stages of the study in accordance with the reference model are presented in Fig. 3.2.

Figure 3.2. Study of the control object in accordance with the reference model

3.4. Sources of obtaining information about the activities of the organization

The main sources of information about the activities of the organization are:

Various types of documents - the organization’s charter and other regulatory documents; provisions on the functions and responsibilities of departments; job descriptions; other descriptions of the system (in reports, publications);

Employees of the organization describing its activities during conversations and surveys;

Direct observations of systems specialists over the process of the organization’s activities.

However, none of these sources separately can provide the necessary completeness and reliability of information about the operation of the system. Documents become outdated relatively quickly and do not always reflect the actual state of affairs; employees may unintentionally (or intentionally) distort the status quo; observation may be distorted by random circumstances. Therefore, at all stages of the study, it is necessary to integrate methods for obtaining information about the operation of the system, checking them, comparing information obtained from different sources, returning to the already studied process in order to correct, correct previously obtained information, and detail previously unspecified important aspects. Comparing information and identifying the true state of affairs is greatly facilitated by systematizing and grouping the information received and formalizing its presentation.

You can finally verify the completeness and correctness of the information obtained after a system model has been built and its adequacy has been verified by comparison with the existing system.

It is usually useful to start studying with documents, first looking at the organizational chart. If there is no such scheme, it must be drawn up, for which it is convenient to use the staffing table. In many cases, it is useful to indicate on this diagram the superior and subordinate organizations and connections with them.

Study, as a rule, must begin with the highest levels of the apparatus, sequentially moving to the lower ones.

Documents related to the system can be divided into the following groups:

1) official regulations and instructions regulating the functions of an organization or division and defining the timing and procedures for processing information and making decisions;

2) input documents arising outside the system;

3) systematically updated records (arrays) in the form of card files or books, used in the process of work;

4) intermediate documents received and (or) used in the process of data processing;

5) output documents.

After the analyst has obtained a general idea of the organization or division being studied based on the documents, he proceeds to the stage of surveys and conversations with employees.

The first contact with employees is carried out with the participation of the head of the department being studied, who informs the employees of the purpose of the work being carried out, interest in its implementation, the presence of orders or other official documents on the basis of which the work is carried out, and indicates the necessary assistance and cooperation with the developers.

Collection of information through surveys must be selective and targeted. When solving some problems and at the first stages of work, generalized data is needed; for other tasks and at later stages - detailed ones. Therefore, it is necessary to first outline the range of issues of interest, and after each conversation, evaluate the information received and adjust the plan for further conversations.

Collecting information “blindly”, simply collecting it, leads to the accumulation of detailed information, which in the future is practically impossible to analyze and use.

It should be noted that obtaining and subsequent processing of information is very important, but at the same time very labor-intensive work. We must always remember that studying an existing system is not an end in itself, but a means of knowledge and requires balancing the degree of detail of the data and the corresponding costs with possible efficiency.

Survey and study, detailed information about the system can continue indefinitely, especially if you consider that the system lives and develops simultaneously with the survey and at the end of the survey differs from the original version. Therefore, it is very important to complete the study of the organization on time. In the process of studying, it is necessary to find out not only how the system works, but also why it works this way and not otherwise. The ability to select the necessary information develops as experience is gained.

Brief conclusions

1. It is advisable to conduct a systematic study on the basis of the chosen methodology, which is a set of goals, methods and means necessary for a comprehensive study.

2. The general concept, built on the basis of a system of scientific knowledge in the field of management, as well as the theory and practice of organizational design, becomes important when conducting research.

3. The system concept involves the comprehensive design of management systems, including the selection of operational goals, the formation of a set of solutions that implement the selected goals, the design of technology for preparing management decisions, the formation of a management structure, and the development of regulatory documentation.

Control questions

1. What is the essence of the methodology for researching management systems?

2. What is the essence of the general concept of control systems research?

3. What is the significance of the general concept for the analysis and design of an organization.

4. Name and explain the main stages of the general concept.

5. What is the significance for research of such characteristics of the management process as the goals of the organization, management functions, management decisions, organizational structure.

chapter4. Methods for conducting research on control systems

4.1. Structuring methods for researching control systems

The effectiveness of control systems research is largely determined by the research methods chosen and used.

Research methods are methods and techniques for conducting research. Their competent use contributes to obtaining reliable and complete results from the study of problems that have arisen in the organization. The choice of research methods and the integration of various methods when conducting research are determined by the knowledge, experience and intuition of the specialists conducting the research.

The entire set of research methods can be divided into three large groups: methods based on the use of knowledge and intuition of specialists; methods of formalized representation of control systems (methods of formal modeling of the processes under study) and integrated methods.

First group - methods based on identifying and summarizing the opinions of experienced specialists and experts, using their experience and non-traditional approaches to analyzing the activities of an organization include: the “brainstorming” method, the “scenarios” type method, the expert assessment method (including SWOT analysis), the “Delphi” type method, methods such as the “goal tree”, “business game” ", morphological methods and a number of other methods.

Second group - methods of formalized presentation of control systems, based on the use of mathematical, economic-mathematical methods and models for studying control systems. Among them the following classes can be distinguished:

analytical(include methods of classical mathematics - integral calculus, differential calculus, methods for searching for extrema of functions, calculus of variations and others, methods of mathematical programming, game theory);

statistical(include theoretical sections of mathematics - mathematical statistics, probability theory - and areas of applied mathematics that use stochastic representations - queuing theory, methods of statistical tests, methods for putting forward and testing statistical hypotheses and other methods of statistical simulation modeling);

set-theoretic, logical, linguistic, semiotic views (sections discrete mathematics, constituting the theoretical basis for the development of various types of modeling languages, design automation, information retrieval languages);

graphic(include graph theory and various kinds of graphical representations of information such as charts, graphs, histograms, etc.).

The most widespread in the economy at present are mathematical programming And statistical methods. True, to present statistical data and to extrapolate trends in certain economic processes, graphical representations (graphs, diagrams, etc.) and elements of the theory of functions (for example, the theory of production functions) have always been used. However, the targeted use of mathematics for setting and analyzing management problems, making economic decisions of various kinds (distributing work and resources, loading equipment, organizing transportation, etc.) began with the introduction of methods of linear and other types of mathematical programming into economics (the work of Rovich, and etc.). The attractiveness of these methods for solving formalized problems, which are usually the above and other economic problems at the initial stage of their formulation, is explained by a number of features that distinguish the methods of mathematical programming from the methods of classical mathematics.

When trying to more adequately depict a problem situation, in some cases it is advisable to use statistical methods by which, based on a sample study, statistical patterns are obtained and extended to the behavior of the system as a whole. This approach is useful in displaying situations such as organizing the repair of equipment, determining the degree of its wear, setting up and testing complex instruments and devices, etc. Statistical simulation modeling of economic processes and decision-making situations is increasingly used.

Recently, with the development of automation tools, attention has increased to methods discrete mathematics: knowledge of mathematical logic, mathematical linguistics, set theory helps to accelerate the development of algorithms, languages for automating the design of complex technical devices and complexes, languages for modeling decision-making situations in organizational systems.

Currently, almost all groups of methods for formalized representation of systems are used in economics and production organization. For the convenience of their selection in real conditions, applied methods are developed on the basis of mathematical directions and their classifications are proposed.

To the third group include integrated methods: combinatorics, situational modeling, topology, graphosemiotics, etc. They were formed through the integration of expert and formalized methods.

Methods for studying information flows stand somewhat aside.

The scheme for structuring the methods is shown in Fig. 4.1

Rice. 4.1. Structuring methods for researching control systems

A systems analyst must understand that any classification is conditional. It is just a tool that helps you navigate a huge number of different methods and models. Therefore, it is necessary to develop a classification, but this should be done taking into account specific conditions, features of the systems being modeled (decision-making processes) and preferences that can be asked to choose a classification.

4.2. Methods based on the use of knowledge and intuition of specialists

The development of systems analysis is inextricably linked with such concepts as “brainstorming”, “scenarios”, “goal tree”, morphological methods, etc. The listed terms characterize one or another approach to enhancing the identification and generalization of the opinions of experienced specialists (the term "expert" in Latin means "experienced"). Sometimes all these methods are called “expert”. However, there is also a special class of methods related directly to the survey of experts, the so-called method of expert assessments (since in surveys it is customary to give ratings in points and ranks), therefore the above-mentioned and similar approaches are sometimes combined with the term “qualitative” (noting the convention of this name, since when processing opinions received from specialists, quantitative methods can also be used). This term (albeit somewhat cumbersome) to a greater extent than others reflects the essence of the methods that specialists are forced to resort to when they not only cannot immediately describe the problem under consideration with analytical dependencies, but also do not see which of the methods of formalized representation of systems discussed above could would help to obtain a model for decision making.

The appearance of the listed terms is usually associated with specific research conditions, or even with the name of the author of the approach. However, the options for subsequent application of the methods are so diverse that it is now difficult to talk about the unambiguous use of the given terms.

Let's give a brief overview of expert methods.

Concept brainstorming has been widely used since the early 50s as a “method of systematic training of creative thinking” aimed at “discovering new ideas and achieving agreement among a group of people based on intuitive thinking.” Methods of this type are also known as brainstorming, idea conferences, collective idea generation (CGI).

Usually, when conducting a brainstorming session, or CGI sessions, they try to follow certain rules, the essence of which boils down to ensuring as much freedom as possible for the CGI participants to think and express new ideas; To do this, it is recommended to welcome any ideas, even if they seem dubious or absurd at first (discussion and evaluation of ideas is carried out later), criticism is not allowed, an idea is not declared false, and discussion of no idea is stopped. It is required to express as many ideas as possible (preferably non-trivial ones), try to create chain reactions of ideas.

Depending on the adopted rules and the rigidity of their implementation, there are different direct brain attack, method exchange of views, methods like commissions, courts(when one group makes as many proposals as possible, and the second tries to criticize them as much as possible), etc. Recently, sometimes brainstorming is carried out in the form of a business game.

In practice, various kinds of meetings are similar to the sessions of the OCG - design meetings, meetings of scientists and scientific councils, specially created temporary commissions.

In real conditions, it is quite difficult to ensure strict implementation of the required rules, to create an “atmosphere of brainstorming”; the influence of the official structure of the organization interferes with the design teams and councils: it is difficult to gather specialists on interdepartmental commissions. Therefore, it is desirable to use methods of attracting competent specialists that do not require their mandatory presence in a specific place and at a specific time and verbal expression of their opinions.

Methods such as "scripts". Methods of preparing and coordinating ideas about a problem or an analyzed object, set out in writing, are called scenarios. Initially, this method involved the preparation of a text containing a logical sequence of events or possible solutions to a problem unfolded over time. However, later the mandatory requirement of time coordinates was removed, and a script began to be called any document containing an analysis of the problem under consideration and proposals for its solution or for the development of the system, regardless of the form in which it is presented. As a rule, in practice, proposals for the preparation of such documents are first written by experts individually, and then an agreed text is formed.

The scenario not only provides meaningful reasoning that helps not to miss details that cannot be taken into account in a formal model (this is, in fact, the main role of the scenario), but also, as a rule, contains the results of quantitative technical-economic or statistical analysis with preliminary conclusions. The group of experts preparing the scenario usually enjoys the right to obtain the necessary certificates from enterprises and organizations and the necessary consultations.

In practice, forecasts in industrial sectors were developed based on the type of scenarios. A variety of scenarios can be considered complex programs of scientific and technological progress and its socio-economic consequences.

The role of system analysis specialists in preparing the scenario is to help the involved leading specialists in the relevant fields of knowledge to identify general patterns of the system; analyze external and internal factors influencing its development and formation of goals; identify the sources of these factors; analyze the statements of leading experts in periodicals, scientific publications and other sources of scientific and technical information; create auxiliary information funds (preferably automated) that contribute to solving the corresponding problem.

Recently, the concept of a scenario has been increasingly expanding in the direction of both areas of application and forms of representation and methods of their development: quantitative parameters are introduced into the scenario and their interdependencies are established, methods for preparing a scenario using computers (machine scenarios), methods for targeted management of scenario preparation are proposed .

Any research is carried out in several stages. At the first stage, it is necessary to identify the needs for research, analyze the problems facing a specific management system, and select the main one that determines the importance and priority of the research. To do this, the problem must be clearly formulated.

A problem is understood as a discrepancy between the actual state of a managed object (for example, production) and the desired or specified (planned) state. It is precisely in connection with deviations from planned (or normative) states, which are noted at a certain point in time or predicted for the future, that problems most often arise in organizations. But their source can also be a change in the goals or standards themselves. For example, if, as a result of analyzing information about sales of a product, the management of an enterprise decides to discontinue it and switch to another type of product, this can radically change the targets of all departments associated with these types of products. Managers must re-create plans, find and reallocate resources, organize staff training, etc.

The introduction of changes that require resources and time for implementation must be justified by an analysis of factors affecting the state and position of the organization.

The set of factors and conditions that cause the emergence of a particular problem is called a situation, and considering the problem taking into account the situational factors influencing it allows us to describe the problem situation. The description of a problem situation, as a rule, contains two parts: a description of the problem itself (the place and time of its occurrence, essence and content, the boundaries of the distribution of its impact on the work of the organization or its divisions and situational factors leading to the emergence of the problem (they can be external and internal in relation to the organization).

Internal factors depend most on the enterprise itself. These include: goals and development strategy, the state of the order portfolio, the structure of production and management, financial and labor resources, volume and quality of work, including R&D, etc. Internal factors influence the management system and significantly contribute to the achievement of worthwhile goals. goals in front of her. Therefore, a change in one or more factors simultaneously necessitates the urgent adoption of measures aimed at maintaining the equilibrium state of the system.

For example, if there has been a change in the strategic direction in the development of the organization, it is necessary to determine how this will affect the activities of such subsystems as production and release of new products, personnel management, etc. In other words, the system manager must develop a plan of organizational activities aimed at achieving the goals of the new development strategies.

External factors are less susceptible to influence by the organization's managers, since they are formed by the external environment in which the organization operates. In modern conditions, this environment is characterized by great complexity, dynamism and uncertainty, which significantly complicates the consideration of external factors when making management decisions. External factors have different impacts on the performance of organizations. For example, suppliers, consumers, competitors, regulatory authorities, creditors, other organizations and public institutions directly related to the area of activity in which this organization is engaged have a direct impact on its work, the nature of the problems that arise and their solution. As an example, we can point to the problems of domestic enterprises that arose during the period of destruction of the previous system of economic relations; The relationship between suppliers and consumers of products has changed. In a number of cases, this led to production stops, a radical change in the range of products, and the search for new suppliers. Changing consumer tastes and priorities also causes many problems in an organization that previously focused its production on satisfying one type of need. It is necessary to answer the questions: should we look for new markets; whether to introduce new types of products and services, etc.

There is another large group of external factors that are practically beyond the control of the organization’s managers, but have an indirect (mediated) impact on the organization’s activities that must be taken into account. This group of factors includes the state of the economy of the country (or region), the level of scientific, technical and social development, the sociocultural and political situation, events significant for a given organization in other countries, etc. For example, the economic state of the country (region) affects the work organizations through such environmental parameters as the availability of capital and labor, price and inflation levels, labor productivity, customer income, government, financial and tax policies, etc. Thus, inflation leads to a reduction in purchasing power and reduces the demand for products produced by the organization. An increase in the price level for products of related industries causes a corresponding increase in production costs in the organization, which results in an increase in prices for its products, which can cause an “outflow” of a certain group of consumers. As their incomes decrease, buyers change the composition and structure of consumption, which also affects demand. The level of scientific and technological development in the country affects the structure of the economy, the processes of automation of production and management, the technology with which products are produced, the composition and structure of the organization’s personnel and, most importantly, the competitiveness of products and technologies. Taking into account numerous and varied environmental factors, choosing the main ones among them and anticipating possible changes is the most difficult task facing managers.

Analysis of situational factors allows you to consider the problem in connection with the events that caused it and changes in the internal and external environment and begin to search for a solution.

Thus, to define a problem means to establish the boundaries of the system within which it is considered, the level at which it should be solved. The subject analyzing the situation identifies the problem within the boundaries of the system he controls. However, it is also important for him to understand how the system manifests itself in systems and adjacent systems and, most importantly, what significance it has for the supersystem into which the given (controlled) system is included as an element. This ensures that the decision being made is linked to the general tasks and decisions of higher management, and the organization of an integrated process for solving this problem.

When defining a problem, a purely logical difficulty arises in identifying causes and consequences. A manager may face several problems in a particular situation. It is very important to establish their hierarchy, that is, to determine which of them is the main one, and which are subordinate or derivative of it. Determining the main problem will allow you to correctly formulate the goal of solving the problem.

Defining a goal is associated with limiting the directions and means of achieving it. These restrictions play a determining role in the choice of solution options. In relation to a particular system, restrictions can be divided into general and specific. The general restrictions imposed on the functioning of a given system represent objective conditions of the external environment or are the goals and compelling connections of some large system for which the system in question serves as an element (subsystem). Sometimes limitations for a given system are a manifestation of unresolved problems in more general systems.

So, at the first stage of research, problems and the totality of all factors that need to be identified and taken into account when solving problems are analyzed.

At the third stage, it is necessary to select a research methodology, which is understood as a set of goals, methods, management techniques when conducting research, as well as the approach of managers to decision making and taking into account the traditions of the organization.

At the fourth stage, an analysis of the resources required to conduct the research is carried out. Such resources include material, labor, financial resources, equipment, and information. Resource analysis is essential to successfully conduct research and achieve its results.

The fifth stage involves choosing research methods taking into account available resources and research goals.

The sixth stage is to organize the research. Here it is necessary to determine the procedure for conducting research, distribute powers and responsibilities and reflect this in regulatory documents, for example, in job descriptions. Here it is also necessary to clarify or determine the technology for preparing and approving management decisions when conducting research.

At the seventh (final) stage, the results obtained should be recorded and analyzed. Such results may be individual recommendations, a new model of the management system, improved controllability standards, more advanced techniques that contribute to the prompt and successful resolution of the problem. At this stage, it is necessary to first calculate the effectiveness of the research, i.e., compare the costs of conducting the research and the results obtained.

Sometimes the process of studying a specific object is carried out in accordance with the selected (recommended) model of the control system, often called the standard.

Conducting any research based on the scientific apparatus of system analysis in general terms includes a set of the following sequential works:
In a number of literature sources, for the general case of research, it is recommended to carry out the following work:
The given compositions of research works are largely identical. However, their specific list largely depends on the purpose and type of research being conducted, the nature, content and specifics of its object under study. Control systems for which research is of an applied nature (such research constitutes the vast majority of all research work of management subsystems of organizations) are intended for use or function mainly in the following conditions:
There may be other conditions (for example, during the reconstruction of an organization, a change in the production profile, etc.), but all of them are a special case of the previous conditions.
When approaching applied research as work that ends not with the formulation of its results (as is provided for by the composition of the work of classical research), but with their implementation (implementation), it is advisable to consider all stages and phases of CS research within the framework of organizational design (organizational design) of socio-economic systems .
Organizational design received its development from technical design. Both types of design, along with many common features (especially in procedural terms), have their own characteristics, and in terms of content they differ significantly from each other. The most important difference is that organizational design does not cover parts, units and complexes of technical devices, but such elements as management and production functions, production and organizational structures, management technology, labor processes, methods, information, etc., that is, their main thing difference in design objects.
Design allows you to cover almost all aspects of work and relationships in an organization, which makes it possible to implement a systematic approach when organizing and improving any element, subsystem or system as a whole. The result of the design is the development of a system project and a set of measures for its implementation.
Thus, organizational design is a special type of activity consisting in the research, development and implementation of organizational projects for the creation and improvement of elements, subsystems and control systems as a whole based on new results in order to increase the efficiency of their functioning.
In order to research, develop and implement a new or improved management system in a specific organization, it is necessary to carry out rather complex work on their organizational design. This is one of the most important tasks of organizational management.
Organizations that have relatively effectively operating management systems have a more solid basis for their research and further improvement. At the same time, organizing research into these systems requires organizational managers to have both an exceptionally creative and thoughtful approach and necessarily deep knowledge and experience in organizational design. Management systems implemented according to rationally developed research projects are, as a rule, an effective system management tool.
Organizational design as a tool for studying management systems has proven itself quite positively in recent decades. At the same time, the possibility of using a systems approach in organizational design has been confirmed as an objective necessity determined by market relations, increased competition, increased production volumes, product complexity, production technology and other elements of systems.
Thus, in the process of research (taking into account the design and implementation work) of the control system, the following successive stages of work can be distinguished: preparatory, research and design, implementation (implementation) and improvement, including a number of relevant stages. The preparatory stage of research in cases involving the implementation of its results, that is, including the implementation of work on the design of systems and the implementation of all design solutions, can be called pre-design without reason. The specific composition of the stages of work at each stage of systems research largely depends on the conditions in which they are carried out.
Obviously, research, development and implementation of CS require certain costs. However, world practice shows that all resource investments in CS should be considered not as costs, but as investments. This is due to the fact that management activities, including ensuring the quality and competitiveness of products, within the framework of management systems are mainly of an entrepreneurial and innovative nature. Therefore, it is necessary to more deeply substantiate the feasibility of this type of investment and its effectiveness. A methodological tool that can be constructively used to solve this problem is the so-called business planning, known in a market economy. Therefore, at the preparatory stage of research, instead of a feasibility study, in some cases it is necessary to develop a business plan for CS research.
General management of all work related to research and creation of control systems should be carried out by senior managers. Moreover, for our conditions it will be more effective if these works are led directly by the first manager (CEO) of the organization. Of course, the role of senior managers in the creation of a management system is very significant. It largely depends on them to what extent and in what compliance the procedures developed in accordance with the principles of system management, international standards, other scientific and technical documentation and technical documentation will be incorporated into the system and will be carried out in reality.
The development of the management system should include the participation of the vast majority of departments and services of the enterprise. A special role in this case belongs to specialized units that directly carry out work in the organization to improve the management system. Along with regular departments, consulting, research and other specialized external organizations, as well as individual professional workers in system analysis and organizational design of the control system, should be involved in the creation of these systems.
When carrying out work on research, creation and improvement of control systems, it is necessary, as mentioned earlier, the widest range of methods that are objectively capable of achieving the set goals. Among the most widely and frequently used methods in CS research, the following can be noted, depending on the purposes of their use:
Of course, this list of methods used at one or another stage of research and organizational design is far from complete, since in actual work of a similar kind a significantly larger number of different methods and their combinations can be used.
It is very important to objectively evaluate the results of the SU study. For this purpose, it is necessary to select the necessary nomenclature of indicators, which in general must meet certain requirements. Among these requirements it should be noted:
In this case, the nomenclature of indicators should, at a minimum, reflect:
When choosing the last group of indicators, it is extremely important to know in advance the principles that should be followed when determining the effectiveness of CS research.
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