1. Management as a kind of activity

1.1. Characteristics of the main categories of management theory and practice

1.2. The position of management in a modern organization

1.3. The structure of the corps of managers according to P. Drucker

1.4. Managerial roles in the organization according to G. Mintzberg

1.1. Characteristics of the main categories of management theory and practice

There are several definitions of management by various authors:

the definition of Parker-Rollet from the school of human relations - management - "ensuring that work is done with the help of others";

definition from the textbook "Basics M." Mescona, Albert and Khedouri - M. - "the process of planning, organization, motivation, control necessary for the formation and achievement of the goals of the organization";

Vinan "Foundations M." - "theory and practice of management of a company and its personnel in the market conditions";

“A set of principles, methods, means and forms of production management in order to increase its efficiency” - from the dictionary of foreign words in 1988;

“The sphere of human activity and the area of knowledge that includes the management of people as an obligatory element” - from the American encyclopedia;

staging and their effective achievement with the help of people ”, - connects 3 main factors of M. - goals, efficiency, people.

In a competitive environment, efficiency is central to the survival of the firm. Effective M., ensuring the success of a company, requires a focus on the person: in terms of the external environment - to the consumer, in terms of the internal environment - to personnel.

Management(management) - the influence of one person or a group of persons (managers) on other persons to induce actions corresponding to the achievement of the set goals when managers assume responsibility for the effectiveness of the impact.

Control(management process) - the organization of actions aimed at achieving goals.

The term "management" is, in fact, an analogue of the term "management", its synonym, but not fully. The term "driving" is much broader as it applies to different types of human activities (eg driving a car); to different spheres of activity (management in inanimate nature, in biological systems, government management); to governing bodies (subdivisions in state and public organizations, as well as in enterprises and associations). The term "management" is applied only to the management of socio-economic processes at the level of the firm, operating in market conditions, although recently it has begun to be used in the United States and in relation to non-entrepreneurial organizations.

However, under the term"management" (« management») It is customary to understand the professional activity of managing a commercial, that is, profitable, organization. Professional management as an independent type of activity presupposes the presence as a subject of this activity of a specialist - a manager and as an object - an organization, its independent activity of the firm as a whole or its specific area (production, sales, finance, R&D, etc.)

Under economic activities in the definition of management, the activity of a firm is understood:

In any branch of the economy: industry, trade, construction, transport, banking, insurance, etc.;

In any area of the firm's activity: R&D, production, sales, finance, if it is aimed at making a profit as an end result or entrepreneurial income, depending on the ultimate goals of the firm.

Thus, "management" refers only to those categories of firms or enterprises that carry out their activities in order to obtain profit (entrepreneurial income), regardless of the nature of such activities. Management covers not only the activities of industrial companies, but also banks, insurance companies, travel agencies, hotels, transport companies and other economic units that act on the market as independent economic entities.

Management is often associated with business. However, there are significant differences between them. Business is an income-generating activity, a businessman makes money, owns capital, puts it into circulation in order to make a profit. At the same time, a businessman himself may not be involved in this business, but hire a professional manager. A businessman may have a purely representative position in the firm's management apparatus, or may not have a position at all. That is, the term "business" means the function of owning capital, and "management" - the function of managing it.

Another concept quite close to management is "entrepreneurship" ("entrepreneurip"). This term was coined by the French economist Richard Catillon at the beginningXVIIcentury. Entrepreneurship is a special type of activity associated with innovation, that is, organizing the production of new goods and services, entering new markets, introducing new system management.

When starting a new business, an entrepreneur invests his own funds and takes personal risk. For him, such qualities as independence and independence, unconventional thinking, high efficiency and perseverance, and the ability to take reasonable risks are especially important.

However, these qualities are not enough for a manager. He must be able to work with people, get along in the management hierarchy, have professional knowledge in the field of management, be a leader.

The ideal option is when a manager combines the qualities of a leader and an entrepreneur in one person, but this is quite rare. Usually an entrepreneur starts a new business, and a good manager makes it effective and profitable. For example, the inventor of the first personal computer and founder of Apple Computers, Stephen Jobs, did not achieve any significant business success, and his successor John Scully took the firm to the second place in the computer business after IBM.

The term "management" is closely related to the figure of management - a professional manager with an appropriate diploma and specially hired for a managerial position, performing specific management functions in accordance with job responsibilities and having subordinates.

Management as an independent type of professional activity assumes that the manager is independent of the ownership of the capital of the firm in which he works. He may or may not own shares in the firm, working for hire as a manager. The labor of a manager is a productive labor that arises in the conditions of a combination of high-tech production with a high level of specialization of workers. Providing communication and unity of the entire production process, management brings together workers of various specialties: engineers, designers, marketers, economists, statisticians, psychologists, planners, accountants, etc., working under the guidance of a manager who runs an enterprise, production department or company as a whole.

The main goal management - ensuring harmony in the development of the organization, that is, the coordinated and effective functioning of all external and internal elements of the organization.

Object management, its fundamental category, is the organization - as a consciously coordinated community of people to achieve the set goals.

Organization- a social community consisting of a group of people whose activities are deliberately aimed at achieving a common goal or a system of goals.

Organization requirements:

having at least two people who consider themselves to be part of the group;

the presence of at least one goal, which is accepted as common by all members of the group;

the presence of group members who deliberately work together to achieve a goal that is meaningful to everyone.

Types of management- special areas management activities associated with the solution of certain management tasks. By object distinguish between general and functional management.

General management - consists in managing the activities of the organization as a whole or its independent economic units.

Functional(special) management is the management of certain areas of the organization or its links.

In any organization, general and functional management exists in an organic unity, making up the whole management system. By content distinguish between normative, strategic and operational management.

Normative management - provides for the development and implementation of the philosophy of the organization, its business policy, determination of the organization's position in the competitive market niche and the formation of common strategic intentions. Strategic management - involves the development of a set of strategies, their distribution in time, the formation of the organization's success potential and the provision of strategic control over their implementation.

Operational management - provides for the development of tactical and operational measures aimed at the practical implementation of the adopted strategies for the development of the organization.

Subject management - manager - a leader at various levels who holds a permanent position in the organization and is empowered in the field of decision-making in certain areas of the organization.

Management subject- This is the study of the laws and patterns of the life of organizations, relations between people in the management process. These are the laws of ontogenesis, synergy, proportionality, real conditions, administrative capacity, regularity of work rhythm, work front, etc.

The content of science management is based on basic categories. Management Categories- these are the most general and fundamental concepts that reflect the essential properties and stable relationships in the processes of managing an organization. The main categories of management include: objects and subjects of management, management functions, types of management, management methods, management principles.

Any management takes place within a certain organization. At the same time, they manage: the creation of this organization, the interaction of its parts, the production process, the development of the organization, its relationships with other subjects of the market environment. Thus, object of management its fundamental category is organization - as a community of people deliberately coordinated to achieve set goals. Organization is a social community consisting of a group of people whose activities are consciously aimed at achieving a common goal or a system of goals. The nature and properties, formal structure and behavioral aspects of an organization as an object of management depend on its type, hierarchical level and functional area of activity. In a more detailed projection, the object of management can be a part of the environment, the personnel of the company and other objects to which specific management processes are directed (enterprise, technology, product quality, team, group, personality).

Regardless of the level of management, the division of labor inevitably leads to the implementation of the principle: "who produces, does not manage, who manages, does not produce." If an employee has no subordinates, and he organizes his work himself, he is a production worker. If an employee manages subordinates, then he assigns them tasks, instructs them, transfers experience, provides funds, information, delegates authority and controls (summarize the process).

Thus, he is viewed as a subject of management. By subjects of management(managers) can be called leaders of various levels who hold a permanent position in the organization, are empowered in the field of decision-making in certain areas of the organization. The category "manager" applies to the heads of the organization, heads of structural divisions, organizers of certain types of work (administrators). In addition to the head, the subject of management, in some cases, may be a group of persons, an organization, a department and other subjects in charge of management.

Management is carried out within the framework of a single management process, the so-called "control ring", which is schematically shown in Fig. 1.2.5. The management process involves the execution of repetitive types of work, which together define the functions of management.

Rice. 1.2.5. Control ring

Management functions it is a stable composition of specific types of management activities, characterized by the homogeneity of goals, actions or objects of their application. Distinguish between general (goal formation, planning, organization and control), technological (decisions and communications) and socio-psychological (delegation and motivation) functions of management.

The rules and methods for managing the activities of an organization are defined in such categories of management as methods and principles of management.

Management methods it is a system of rules and procedures for solving various management problems in order to ensure the effective development of the organization. Management methods make it possible to reduce the intuitive nature of management, bring orderliness, validity and effective organization to the construction and operation of management systems at the enterprise.

Management distinguishes between:

methods of management of functional subsystems of the organization (associated with the structure of the organization, in which there is a functional division of managerial labor in such types of work as marketing, innovation, production, finance, personnel, etc. The methods used in the relevant structural divisions reflect their specifics in setting goals and determining the scope of work necessary to achieve them).

methods of performing management functions (they are based on the presentation of the management process as a process of performing a set of interrelated management functions. Here, the methods of planning, organization, coordination and control are distinguished, respectively).

methods of preparation and adoption of managerial decisions (description of the management process from the standpoint of the decision-making process).

The fundamental basis of modern management is the use of scientific approach, systemic orientation of management and modeling of controlled processes. The methods of management also include organizational, administrative, economic and socio-psychological methods of management.

General patterns and stable requirements, subject to which the effective development of the organization is ensured, are determined by the category - management principles... The most important principles of effective management: integrity, hierarchical orderliness, purposefulness, scientific validity and optimality, a combination of centralization and decentralization, democratization. Integrity defines the need to consider the organization as a coherent socio-economic system. Hierarchical ordering regulates the level of differentiation of management processes in an organization. The target orientation postulates the priority of the target strategic orientation of the organization and the achievement of goals as the most important criterion for the effectiveness of management. Scientific validity and optimization formulates the need to use a scientific approach, a wide range of methods and tools to justify management decisions. The combination of centralization and decentralization establishes the requirement for a rational separation of management procedures and decisions based on reasonable delegation of authority and responsibility of managers. Democratization involves the use of behavioral management tools to motivate productive collaboration among managers.

Introduction ………………………………………………………………… .3

1. Management as a special kind of activity, its specificity ………… ..5

2. Elements of the management process. Management functions …………… ..12

Conclusion ……………………………………………. ………………… .17

References ……………………………………………………… .19

Introduction

V general view management / management / should be presented as the ability to achieve goals, using labor, motives of behavior and intelligence of people. It is about the purposeful impact on people in order to transform unorganized elements into an effective and productive force. In other words, governance is the human capability through which leaders use resources to achieve the strategic and tactical goals of the organization.

In the economy, various objects of both state social management and horizontal management are formed, function and develop. market structures... Private, non-state and mixed property are the objects of management of horizontal market structures.

Consequently, management is the coordination of the efforts of a team of people to achieve certain goals.

The growing interest in management speaks of significant social and economic changes that have taken place in society.

“Management is a special kind of activity that transforms a disorganized crowd into an effective, focused and productive group. Management as such is both a driver of social change and an example of significant social change ”(Peter Drucker).

Management acts as an entrepreneur, directing thinking and resources to where they will produce the greatest results, the greatest contribution to the public good.

Management is a specific type of work activity. It stood out as a special kind of labor, together with cooperation and division of labor. In terms of cooperation, each manufacturer performs only part of the common work, therefore, in order to achieve a common result, efforts are required to unite, coordinate the activities of all participants in a joint labor process... Management establishes consistency between individual jobs and performs general functions arising from the movement of the organization as a whole. In this capacity, the management establishes general connection and the unity of actions of all participants in the joint production process to achieve the common goals of the organization. This is the essence of the management process.

1. Management as a special kind of activity, its specificity

In order for an organization to achieve its goals, its tasks must be coordinated. Therefore, management is essential important activity for the organization. It is an integral part of any human activity, which in one way or another needs coordination. Not only manufacturing is in need of management, but also states, cities and territories, industries, hospitals and universities, churches and social welfare agencies.

Ancient philosophers believed that the reason for the plight of society, as a rule, was a lack of proper governance or a violation of seniority between people.

The English word "management" comes from the root of the Latin word "manus" - hand; it originally belonged to the field of animal management and meant the art of managing horses. Later, this word was transferred to the sphere of human activity and began to denote the field of science and practice of managing people and organizations.

Thus, it turns out that management and administration is practically a game in definition. Therefore, in the translated literature, "management" and "management" are defined as synonymous words.

At the same time, it should be noted that the concept of "management" has an interdisciplinary character and the semantics of this word is very complex.

In the Dictionary of Foreign Words "management" is translated into Russian as production management and as a set of principles, methods, means and forms of production management in order to increase production efficiency and profitability.

In modern theory and practice, management refers to the process of leadership (management) of an individual employee, a working group and an organization as a whole. Almost all well-known foreign encyclopedias interpret the concept of "management" as the process of achieving the goals of an organization by the hands of other people. The subject of this process is the manager.

Governance is an integrated process of planning, organizing, coordinating, motivating and controlling necessary to achieve the goals of an organization.

The most obvious characteristic of organizations is the division of labor. As soon as there is a horizontal and vertical division of labor in the organization, there is a need for management.

So, in the organization there are two internal organic forms of the division of labor. The first is the division of labor into components that make up parts of the overall activity, that is, the horizontal division of labor. The second, called vertical, separates the work of coordinating actions from the actions themselves. The activity of coordinating the work of other people is the essence of management.

Management is seen as a type of human activity aimed at achieving a specific goal or goals. Management must give direction to the firm it manages. He must think through the mission of the firm, set its goals and organize the resources to obtain the results that the firm should deliver to society.

As a specific area of activity and knowledge, management has its own basic problems, its own specific approaches and difficulties.

In the special management literature, various interpretations of management in the broad sense of the word are given. The most commonly used approaches to defining the essence and content of management are shown in Fig. 1.

As you can see, the concepts of "management" and "management" can be viewed from different points vision, each of which opens up new facets of the subject of management science research.

1. In the twentieth century, management has emerged as an independent area of knowledge, a science that has its own subject, its own specific problems and approaches to their solution. The scientific foundations of this discipline are presented in the form of concepts, theories, principles, methods and control systems. Management as a science focuses its efforts on explaining the nature of managerial labor, establishing links between cause and effect, identifying factors and conditions under which the joint work of people is both more useful and more effective. The definition of management as a science emphasizes the importance of structured knowledge of management. They allow not only to timely and efficiently manage current affairs, but also to predict the development of events, and in accordance with this to develop the strategy * and policies of organizations. Therefore, the science of management develops its own theory, the content of which is laws and patterns, principles, functions, forms and methods of purposeful activity of people and management processes.

Understanding management as the art of management practice is based on the fact that organizations are complex socio-technical systems that are influenced by numerous and varied factors of both external and internal environment. Therefore, management is also an art that can be learned through experience and which is perfectly mastered only by people who have a talent for this. Managers must learn from experience and modify subsequent practice accordingly to reflect the implications of theory. This approach allows you to combine science and art of management into a single process that requires not only constant replenishment of scientific knowledge, but also development. personal qualities managers, their ability to apply knowledge in practical work... Hence the need arises for a more detailed consideration of the content of the manager's work * as a subject of the management process.

2. Management as a kind of human activity. In the XVII - XVIII centuries. management is separated into an independent type of activity, into a separate function, which in its purpose and the content of the work performed is fundamentally different from the production function. During this period, the emergence of professional management began.

Management as a type of activity is implemented through the implementation of a number of management actions, called management functions. The most important management functions include: forecasting, planning, organization, coordination and regulation, activation and stimulation, accounting and control. Consideration of management as a function is associated with the development of the composition, content of all types of management activities and their relationship in space and time. It is management that creates economic and social development.

“Wherever we invested only economic factors of production, especially capital, we did not achieve development. In the few cases where we have been able to generate management energy, we have generated rapid development. Development, in other words, is a matter of human energy rather than economic wealth. Generating human energy and giving it direction is the task of management. Management is an engine, development is a consequence "- this is how Peter Drucker characterizes the social function and significance of management, the man who was the first to recognize, generalize and describe the emergence in the world of a powerful new factor of development, a man who, perhaps, can be called the founder of management as a systematized discipline ...

Rarely has a new social institution, a new, leading group in society, a new key social function emerged as rapidly as management has in our century. Rarely in human history has a new institution become so quickly indispensable. And never before has a new institution embraced Earth with such ease, crossing the boundaries of races and cultures, languages and traditions, as management has done for one generation. Indeed, wherever it was possible to introduce competent management, rapid development began. We are apparently dealing with the largest social innovation.

The only thing that distinguishes one enterprise in this industry from another is the quality of management at all levels.

In domestic management literature, in many cases, when they talk about management, they usually mean two sides of this concept - management as a structure (statics of management) and management as a process (dynamics of management).

3. Management as a process. The management process involves the implementation of the functions of planning, organization, coordination, motivation, control, through which managers provide conditions for productive and efficient work of employees employed in the organization and obtaining results consistent with the goals. Thus, the content of the management process is manifested in the implementation of its functions.

The process approach to management allows you to integrate all types of management activities into a single logically interconnected chain. This approach allows us to represent management as a process of implementing interrelated functions that change in space and time, the purpose of which is to solve the problems and tasks of the organization.

The management process is an information process, that is, the process of formation, perception, transmission, processing and storage of information. It should be especially noted that management is not limited to information, but also unthinkable outside of information. These five stages of the emergence, passage and use of information are implemented in a number of actions of managers and executives in accordance with their job responsibilities.

Thus, management can be viewed as an information process through which professionally trained professionals shape and manage organizations by setting goals and developing ways to achieve them. This is the basis for considering management as a process of influencing the activities of an individual employee, group and organization as a whole in order to achieve maximum results... This influence is carried out by a certain category of people - managers *. Therefore, management is often identified with managers, as well as with the bodies or apparatus of management.

4. Management as a category of people engaged in management. The ability to set and realize goals was defined by the founder of the school of scientific management, F.W. Taylor, as the art of knowing exactly what is to be done and how to do it in the best and cheapest way. This art must be possessed by a certain category of people - managers * whose job is to organize and lead the efforts of all personnel * to achieve goals. Therefore, management is often identified with managers. They provide the conditions for productive and efficient work of the workers employed in the organization and the receipt of results consistent with the goals. Hence, management is also the ability to achieve set goals, directing labor, intelligence, and the motives of behavior of people working in the organization. The new role of a person as a key resource requires managers to make efforts to create conditions for the realization of the potential for self-development inherent in people. Effective use and building of this potential becomes a central task of management. This implies the need to shift the center of gravity from an autocratic management style towards a democratic relationship between the manager and other employees. it required condition improving the quality of decisions made, the effectiveness of the organization and improving the quality of life of employees.

The main task of people engaged in management is efficient use and coordination of all resources of the organization (money, buildings, equipment, materials, labor, information) to achieve the goals.

All organizations have access to roughly the same resources, but their productivity varies. This difference is determined by the quality of management.

The productivity of a firm means that balance between factors of production (material, financial, human, informational, etc.), which gives the greatest output with the least effort. Therefore, increasing productivity is one of the main tasks of managers.

5. Management is identified with the body or apparatus of management. Without it, any organization as an integral entity cannot exist and work effectively. Therefore, the management apparatus is an integral part of any organization and is associated with the concept of its management.

The apparatus approach to management focuses attention on its hierarchical structural composition, on the nature of connections between departments and elements of the management structure, on the degree of centralization and decentralization, on the powers and responsibilities of employees.

Management functions are implemented within the hierarchical structure of the administrative apparatus. In turn, the hierarchy of the management apparatus is specifically reflected in the management scheme of a particular organization. In fact, the management structure is an organizational form of the division of labor for the adoption and implementation of management decisions.

It is difficult to give a complete definition of management, since it is a very complex, multifaceted phenomenon.

Management as a special kind of labor differs from labor that creates material goods and services. It does not directly participate in the creation of goods, but is, as it were, next to this process, guiding it.

The specifics of management are:

1) the subject of labor, which is the labor of other people;

2) means of labor - organizational and Computer Engineering, information, the system of its collection, processing and transmission;

3) the object of labor, which is a collective of people within the framework of a certain cooperation;

4) a product of labor, which is a management decision;

5) the results of labor, expressed in the final results of the activities of the team.

2. Elements of the management process. Control functions

Management is a single process that is represented by different management personnel or bodies. The purpose of their interaction is to develop a single control action on the control object. Management personnel include managers (managers), specialists and employees (technical executors). The manager is central to management. He heads a certain team, he has the right to make and control management decisions, it is he who bears full responsibility for the results of the team's work.

Manager - a leader, professional manager holding a permanent position and empowered to make decisions on specific activities of the organization. Specialists are workers who perform specific management functions. They analyze the information and prepare solutions for the leaders of the appropriate level. Difficult workers are served by technical performers: secretaries, assistants, technicians, etc.

So, the control process includes the following elements: a control system (a control subject), a controlled system (a control object), a control action in the form of a management decision, an end result, a common goal and feedback, which is the transfer of information about the results of a control action from a control object to his subject.

Management as a single process ensuring the consistency of the joint labor process is carried out in different forms, through different management functions. They represent a form of achieving communication and unity of the joint labor process and are implemented through certain types of activities. The allocation of individual functions in management is an objective process. It is generated by the complexity of production and management. The composition of management functions should ensure an effective response of the control system to any change in the controlled system and the external environment.

Direct control action on the control object is the interaction of three functions: planning, organization and motivation. The feedback is carried out by the control function. These are the main management functions, they take place in any, even a small enterprise. In addition to the main ones, there are specific or specific management functions. Their set and content depend on the specifics of the managed object. These functions are related to the management of a specific area, area of the organization. These include: main production management, auxiliary production management, human resource management, financial management, marketing management, innovation management, etc.

In real economic life, the functions of the management process are manifested in the functions of management bodies, and the latter in the functions of their employees. Therefore, management functions act as purposeful types of labor, and management itself - as their totality. The labor of specific management workers is actions, operations related to the preparation, adoption and implementation of management decisions. It embodies the impact of the subject of control on the controlled object.

Since management is a specific type of work, a special profession, there must be general characteristics in the content of the work of managers. They are short duration, diversity and fragmentation.

The study of management functions is of great practical importance, since they largely determine the structure of management bodies.

The most common classification of management functions distinguishes the following groups of functions:

1. General management functions are indispensable for the success of any organization. This includes planning, organizing, motivating and controlling. These functions were highlighted by the French practitioner and scientist Henri Fayol in his work "General and Industrial Management" in 1916, which was the result of a process of research into factors that have a motivating and demotivating effect on human behavior.

The sequence of performance of these management functions ensures the management of any object (national economy, industry, enterprise).

The "planning" management function is of particular importance and includes the following processes:

Based on the analysis of the external environment and interests of the groups, the organization's mission is formed;

Objectives are determined based on the analysis of market requirements and the capabilities of the organization itself;

Based on the established goals of the organization and the state of the external and internal environment, alternative strategies are outlined;

To implement strategies, policies and procedures are developed by which employees of the organization act;

Work is carried out in subdivisions based on operational plans;

The organization's plans are aligned with performance and financial resources.

2. Concrete management functions (specific) are determined by the management object.

The management functions of a modern enterprise include the following:

Scheduling (resource used - time);

Marketing (used resource - consumer);

Entrepreneurship (the used resource is a business);

Finance (the resource used is money);

Organization (used resource - people);

Production (used resource - technology);

Innovation (resource used - ideas);

Information (resource used - data);

Social development (used culture resource).

The process of implementing a function answers the question: what is the logical sequence of actions for the function to be carried out without interruption.

The structure of the function answers the question: how or how all actions are related to each other.

As a rule, in an enterprise, the planning function is performed not by one unit, but by several.

And the leading role is played by the planning department (service). At the same time, one should not detract from the contribution of the finance department, accounting department, supply department, sales, marketing, etc.

In addition, this activity allows you to allocate new management functions or, conversely, remove functions as unnecessary.

The business management process is about performing general and specific functions. In the practice of management, functions are distributed unevenly between the controls: sometimes they are sprayed or duplicated.

Conclusion

With the transition of the Russian economy to market mechanisms of management, along with the term “management”, the term “management” began to be actively used, which is used as a synonym for enterprise management.

encyclopedic Dictionary defines management as a function of organized systems of any nature (biological, technical, social). Management is identified with people and is an attribute exclusively social systems and their varieties (socio-technical, socio-economic).

Management is the management of socio-economic and socio-technical systems to obtain a specific result.

Thus, management and management in the modern management literature are considered interchangeable concepts.

Any activity requires management. Management is a special type of activity, the specific nature of which is associated with the implementation of managerial actions - management functions. For the first time, the composition of management functions was proposed by A. Fayol: "To manage is to foresee, plan, organize, manage, coordinate and control."

Performing management functions requires time and resources. The scarcity of resources requires their effective distribution and use, taking into account the interdependence and interconnectedness of management functions. That is why all management problems are considered through the prism of management processes, that is, the sequence of actions to transform resources into results. Some examples: communication and management decision-making processes, production (technological) processes and the procurement process, and many others.

Management is often identified with people (managers) who professionally perform managerial functions. As subjects of management, managers play a number of roles in an organization.

Depending on the position of the manager in the organization, the nature of the functions implemented may be different, but each manager makes decisions based on the information collected and manages the implementation organization. the decision interacting with staff.

The apparatus approach to management focuses on the structure and connections between links and levels of management, on the powers and responsibilities of employees occupying various positions (positions) in the apparatus.

Bibliography

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Question 2 - Management as a type of management activity: functions, principles and methods of management, their characteristics

Management begins with its definition through other concepts accepted in the modern business turnover in Russia. At the same time, traditionally, the main concept that anticipates the understanding of management is the concept of management.

Control Is the process of influencing the subject of control (that is, the one who controls) on the object of control (that is, what is being controlled) to achieve a given goal.

Example: control is the process of influencing a driver on a car in order to move from point A to point B.

Management as a concept is narrower than management.

Management Is the process of influencing the head (that is, the subject of management) on people in their most different states (objects of management) to achieve a given goal.

Example: management is the process of assigning tasks and setting production standards by the foreman for construction site for the most efficient use of the brigade's capabilities and the fastest completion of construction.

The concept of management can have four interpretations:

· Management is the process of managing people, organizations of people and people in organizations, mainly in a market economy;

· Management is a science, an area of knowledge about the management of organizations and socio-economic processes;

· Management is the art and practice of managing organizations and socio-economic processes;

· Management is the body (bodies) of management of any organization and the people that make it up.

Generally main goal management is to meet the constantly changing needs of people through the use of mainly market mechanisms (demand, supply, profitability, profit, etc.). Of course, such a goal is extremely multifaceted and complex. Therefore, each specific organization formulates narrower and more specific goals for itself within the framework of the main goal of management and moves towards them in stages, solving individual management tasks or, as they say more often, by implementing management functions.

All management functions, that is, what he performs and decides, in principle are divided into two categories. The first one is general management functions, that is, those that in one form or another are implemented in the management of any organization; these include:

· goal setting(mission, philosophy, goals and objectives of the organization), that is, determining the purpose, meaning and end result that must be achieved by the organization, as well as ways of moving towards them;

· forecasting and planning, that is, the forms and methods of anticipating problem situations and the development of a sequence of actions to smooth them out;

· organization(more precisely - organizing)and coordination, that is, the structure of the organization, its constituent elements, connections between them and their effective interaction;

· development and adoption of management decisions, that is, the theory and practice of finding and developing the best solution in specific conditions;

· motivation and stimulation, that is, methods and techniques of internal and external influence on people;

· control and accounting, that is, the formation and maintenance of clear and uniform forms by which the activities of people and organizations are assessed.

The second one is special (private) management functions, that is, those that are implemented in solving issues related to the management of a particular organization;

Management principles- these are the fundamental ideas and rules of conduct for managers in the implementation of their management functions. These principles are a reflection of the objective laws of management practice. They define the requirements for a specific system, structure and management organization. In accordance with these requirements, governing bodies are formed, relationships are established between its levels, between organizations and the state, and certain management methods are applied.

The leading management principle is the optimal combination of centralization and decentralization of management. Its application in practice means that strategic issues are assigned to the highest level of management, and operational management is assigned to the lower levels. The implementation of this principle solves the problem of the optimal distribution of powers when making managerial decisions.

Others follow from this basic principle:

1.the principle of skillful use of one-man management and collegiality in management. It means that each employee is strictly responsible for his area of work, for making decisions at his level. All responsibility for the work of the organization is borne by one person - the manager, director, president of the corporation. At the same time, managers of different levels and different departments, as well as executors of specific decisions, are involved in the development of management decisions. This ensures objectivity, greater validity of the decisions made;

2. the principle of scientific validity of management. He means that management should be carried out on the basis of the application of science;

3. the principle of planning, meaning that the activities of the organization, both current and future, should be planned;

4. the principle of combining rights, duties and responsibilities, i.e. the employee should be responsible only for those tasks that fall within the scope of the powers granted to him (the right to make decisions);

5. principle of democratization of governance... In today's economy, performers have a high level of professionalism, education and qualifications, as well as a common culture and need to participate in production management. The attraction of personnel to the management of the organization is the implementation of this principle.

Management methods- these are ways of influencing the control object to achieve the goals set for it. But at the same time, one and the same goal can be achieved using different methods, or several goals can be achieved using any one method. They also allow you to manage production and sales activities, build them in accordance with the requirements of the market.

the main objective the organization's activity is making a profit. The work should be structured and should not be governed by the principles of management activities, in accordance with which methods of achieving goals are developed.

Management methods are divided into administrative, organizational and legal, economic and socio-psychological.

1. Administrative method of management... This method is based on the fact that all activities of the organization are carried out under the strict subordination of employees and on their unquestioning fulfillment of instructions.

This method is used if the weight of traditions is great, according to which only an unambiguous decision can be made.

As a result of applying the administrative method, the set result is achieved, but the opportunity for its development is not provided. One more hallmark this method is to encourage diligence, not initiative. The effectiveness of this method is significantly limited, since it does not take into account and does not use all the capabilities of the organization.

2. Organizational and legal method... Determines the organizational and legal form of the company, the conditions of functioning, the structure of the organization, regulates the rights and responsibilities of personnel, etc. This method is a kind of framework within which the enterprise operates.

3. The economic method. The method is based on the material interest of employees and allows them to intensify their activities. The firm receives additional profit by reducing costs, from which bonuses are paid to employees. To make employees more interested, cash payments (wages, bonuses) are tied to profits or achieved results.

4... Socio-psychological methods.

Subdivided into types of impact:

1) creating a favorable moral and psychological climate in the team and trusting relationships between the leader and subordinates;

2) providing opportunities for the development and implementation of the personal abilities of employees, which will lead to an increase in the satisfaction and efficiency of employees and the enterprise as a whole.

All of these methods are not opposed, since a firm can achieve the greatest result only through their interaction.

A manager in an organization is responsible for ensuring that the organization functions to achieve its objectives, taking into account the various actors, regulators and laws. Management activities include setting goals, monitoring performance, analyzing results, applying corrective actions, and providing an environment that is stimulating and motivating.

Management as an activity is classified by experts in different ways. The overall work of management can be grouped into the following four functions.

Planning (also called decision making);
Organization (including staffing);
Motivation (and leadership);
Control.

Management as a kind of activity

Management, along with other activities performed by people, is also considered a separate type of professional activity, because manager (leader) is the person whose tasks include the fulfillment of the goals of the organization, coordinating and managing the efforts of other people (employees and other stakeholders).

Information activity. When carrying out the activities of the organization, the manager needs to carry out information activities. The manager constantly works with streams of information received orally or in writing, from the internal or external environment. In the internal environment, communication is carried out with employees (subordinates), as well as with higher management. Such activities are necessary for the effective functioning of the enterprise.
Making decisions. Almost all types of management activities are based on one or other types of decisions. Therefore, managers are constantly involved in making decisions of various kinds, since the decision made by one manager becomes the basis for the actions that other managers must take.
Interaction between people. Management as a type of professional activity involves the achievement of the goals of the organization through the management of the activities of other people. Therefore, the tasks of managers include interaction with the highest level of management, as well as with subordinate managers and other subordinates. Managers must be able to maintain relationships with different levels. Interpersonal relationships include working with subordinates and solving their problems.

Functional tasks of management

The functional tasks of management as the main activity may include the following questions:

Are the activities carried out correctly? Often the time spent on management activities is inversely proportional to their importance, for example, when an excessive amount of time spent on insignificant expenses is spent compared to the time given to determine where the organization sees itself ten years from now. Management should evaluate its performance to see which of the functions performed are needed. The question should be asked: "How much time and effort do we spend on a specific question that is worth more than the results obtained?" If not, why would it be such a function? For example, if employees were allowed to spend money on expenses without prior authorization and only spot checks were carried out, how much money would the company lose versus the management time savings?
Definition different types activities. Management activities are not the same as managerial activities. The latter can carry out many other activities, as well as the management of work and people. Indeed, some "managers" are not associated with any management at all. These other activities may include professional work, be a media representative or sit on various external committees. They do fall under the category of support or casual action.
Assessment and analysis. An important management activity is the assessment and comparative analysis, that is, comparing various aspects of the organization with internal objectives, other similar organizations, or government-set standards.

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Introduction

Throughout the life of human society, there have been those who lead and those who are led. But until the beginning of the 20th century, people attached little importance to the very concept of management. Leaders (clerks, managers, and others) ruled based on intuition. At that time, they did not think about it seriously. From the beginning of the 20th century, management began to stand out in independent science and continues to evolve at the present time. Throughout the development of this science, the focus has been on how a leader must lead in order for an organization to function effectively.

The modern development of society shows that the successful activity of an organization largely depends on a skillful and competent leadership.

In general terms, management / management / should be presented as the ability to achieve the set goals, using labor, motives of behavior and the intellect of people. We are talking about a purposeful impact on people in order to transform unorganized elements into an effective and productive force. In other words, governance is the human capability through which leaders use resources to achieve the strategic and tactical goals of the organization.

In the economy, various objects of both state social management and the management of horizontal market structures are formed, function and develop. Private, non-state and mixed property are the objects of management of horizontal market structures.

Consequently, management is the coordination of the efforts of a team of people to achieve certain goals.

The growing interest in management speaks of significant social and economic changes that have taken place in society.

"Management is a special kind of activity that transforms a disorganized crowd into an effective goal-oriented and productive group. Management as such is both a stimulating element of social change and an example of significant social change" (Peter Drucker).

Management acts as an entrepreneur, directing thinking and resources to where they will produce the greatest results, the greatest contribution to the public good.

Management is a specific type of work activity. It stood out as a special kind of labor, together with cooperation and division of labor. In conditions of cooperation, each manufacturer performs only a part of the total work, therefore, to achieve a common result, efforts are required to connect, coordinate the activities of all participants in the joint labor process. Management establishes consistency between individual jobs and performs general functions arising from the movement of the organization as a whole. In this capacity, management establishes a common connection and unity of actions of all participants in the joint production process in order to achieve the common goals of the organization. This is the essence of the management process.

1. Management as a special kind of activity, its specificity

In order for an organization to achieve its goals, its tasks must be coordinated. Therefore, management is an essential activity for an organization. It is an integral part of any human activity, which in one way or another needs coordination. Not only manufacturing is in need of management, but also states, cities and territories, industries, hospitals and universities, churches and social welfare agencies.

Ancient philosophers believed that the reason for the plight of society, as a rule, was a lack of proper governance or a violation of seniority between people.

Thus, it turns out that management and administration is practically a game in definition. Therefore, in the translated literature, "management" and "management" are defined as synonymous words.

At the same time, it should be noted that the concept of "management" has an interdisciplinary character and the semantics of this word is very complex.

In modern theory and practice, management refers to the process of leadership (management) of an individual employee, a working group and an organization as a whole. Almost all well-known foreign encyclopedias interpret the concept of "management" as a process of achieving the goals of an organization by the hands of other people. The subject of this process is the manager.

Control is an integrated process of planning, organizing, coordinating, motivating and controlling necessary to achieve the goals of the organization.

The most obvious characteristic of organizations is the division of labor. As soon as there is a horizontal and vertical division of labor in the organization, there is a need for management.

As a specific area of activity and knowledge, management has its own basic problems, its own specific approaches and difficulties.

As you can see, the concepts of "management" and "management" can be viewed from different points of view, each of which opens up new facets of the subject of research in the science of management.

In the twentieth century, management has emerged as an independent area of knowledge, a science that has its own subject, its own specific problems and approaches to their solution. The scientific foundations of this discipline are presented in the form of concepts, theories, principles, methods and control systems. Management as a science focuses its efforts on explaining the nature of managerial labor, establishing links between cause and effect, identifying factors and conditions under which the joint work of people is both more useful and more effective. The definition of management as a science emphasizes the importance of structured knowledge of management. They allow not only to timely and efficiently manage current affairs, but also to predict the development of events, and in accordance with this to develop the strategy * and policies of organizations. Therefore, the science of management develops its own theory, the content of which is laws and patterns, principles, functions, forms and methods of purposeful activity of people and management processes.

Understanding management as the art of management practice is based on the fact that organizations are complex socio-technical systems that are influenced by numerous and varied factors of both external and internal environment. Therefore, management is also an art that can be learned through experience and which is perfectly mastered only by people who have a talent for this. Managers must learn from experience and modify subsequent practice accordingly to reflect the implications of theory. This approach allows you to combine the science and art of management into a single process that requires not only constant replenishment of scientific knowledge, but also the development of personal qualities of managers, their ability to apply knowledge in practical work. Hence the need arises for a more detailed consideration of the content of the manager's work * as a subject of the management process.

2. Management as a speciesflaccidity of people

In the XVII - XVIII centuries. management is separated into an independent type of activity, into a separate function, which in its purpose and the content of the work performed is fundamentally different from the production function. During this period, the emergence of professional management began.

“Wherever we invested only economic factors of production, especially capital, we did not achieve development. In the few cases where we were able to generate management energy, we generated rapid development. Development, in other words, is more a matter of human energy than economic wealth. Generation of human energy and giving it direction is the task of management. Management is the engine, development is the consequence "- this is how Peter Drucker characterizes the social function and significance of management, the man who was the first to recognize, generalize and describe the appearance in the world of a new powerful factor of development, man, which, perhaps, can be called the ancestor of management as a systematized discipline.

Rarely has a new social institution, a new, leading group in society, a new key social function emerged as rapidly as management has in our century. Rarely in human history has a new institution become so quickly indispensable. And never before has a new institution spanned the globe with such ease, crossing the boundaries of races and cultures, languages and traditions, as management did for one generation. Indeed, wherever it was possible to introduce competent management, rapid development began. We are apparently dealing with the largest social innovation.

The only thing that distinguishes one enterprise in this industry from another is the quality of management at all levels.

3. Management as a process

The management process involves the implementation of the functions of planning, organization, coordination, motivation, control, through which managers provide conditions for productive and efficient work of employees employed in the organization and obtaining results consistent with the goals. Thus, the content of the management process is manifested in the implementation of its functions.

Thus, management can be viewed as an information process through which professionally trained professionals shape and manage organizations by setting goals and developing ways to achieve them. This is the basis for considering management as a process of influencing the activities of an individual employee, group and organization as a whole in order to achieve maximum results. This influence is carried out by a certain category of people - managers *. Therefore, management is often identified with managers, as well as with the bodies or apparatus of management.

4. Management as a categoryOriya of people involved in management

The ability to set and realize goals was defined by the founder of the school of scientific management, F.W. Taylor, as the art of knowing exactly what is to be done and how to do it in the best and cheapest way. This art should be possessed by a certain category of people - managers * whose job is to organize and lead the efforts of all personnel to achieve goals. Therefore, management is often identified with managers. They provide the conditions for productive and efficient work of the workers employed in the organization and the receipt of results consistent with the goals. Hence, management is also the ability to achieve set goals, directing labor, intelligence, and the motives of behavior of people working in the organization. The new role of a person as a key resource requires managers to make efforts to create conditions for the realization of the potential for self-development inherent in people. Effective use and building of this potential becomes a central task of management. This implies the need to shift the center of gravity from an autocratic management style towards a democratic relationship between the manager and other employees. This is a prerequisite for improving the quality of decisions made, the effectiveness of the organization and improving the quality of life of employees.

The main task of people involved in management is the effective use and coordination of all resources of the organization (money, buildings, equipment, materials, labor, information) to achieve goals.

All organizations have access to roughly the same resources, but their productivity varies. This difference is determined by the quality of management.

5. Management is identified withorgan or control apparatus

Without it, any organization as an integral entity cannot exist and work effectively. Therefore, the management apparatus is an integral part of any organization and is associated with the concept of its management.

It is difficult to give a complete definition of management, since it is a very complex, multifaceted phenomenon.

The specifics of management are:

1) the subject of labor, which is the labor of other people;

2) means of labor - organizational and computer technology, information, a system for its collection, processing and transmission;

3) the object of labor, which is a collective of people within the framework of a certain cooperation;

4) a product of labor, which is a management decision;

5) the results of labor, expressed in the final results of the activities of the team.

6. Manager skill

The work of a manager does not fit into any one plane in any way and requires an individual to possess a wide range of skills. Some researchers have long lists of skills and abilities that must be possessed by leaders of organizations or departments, but we will group them into three categories: conceptual, human and technical, the degree of need for which varies depending on the manager's position in the career ladder. But regardless of her, an effective leader must possess all three basic types of skills.

Conceptual skills- these are the cognitive (cognitive) abilities of a person to perceive an organization as a whole and at the same time clearly distinguish the interrelationships of its parts. These skills include the manager's mindset, his ability to process incoming information, and his ability to plan. The manager must understand both the role of each department of the firm in the organization, the position of the company in the industry, and its role in society and the wider business and social environment. This, among other things, also presupposes the ability to think strategically, that is, to assess the long-term prospects of the organization.

Conceptual skills are necessary for all managers, but they are of particular importance for leaders at the highest levels of the organization, who must be able to grasp the essence of each emerging situation, highlight its most important factors and predict further development events. For example, the structure and organization of the main manufacturer software Microsoft Corporation reflects the conceptual skills of its founder, Bill Gates. With clear business goals that are known to all of its employees, Microsoft generates billions of dollars in revenue and solidifies its reputation as an industry leader. W. Gates himself is actively involved in coordinating the activities of the company's business units (specializing, for example, in programming or marketing) and at the same time develops his concept of the company, delegating additional powers to the most powerful managers. As Scott Okey, senior vice president of sales and marketing at Microsoft in the United States, noted: "Every part of the company has its own life, and Bill [Gates] acts as the glue that holds them together."

As a manager progresses to the top levels of the organization's hierarchy, he must pay more and more attention to developing conceptual skills. Otherwise, his way to the top of the "pyramid" may end at the distant approaches to its top. For example, a senior engineer who is immersed in technical problems without thinking about the organization's development strategy is unlikely to achieve success if he is entrusted with the leadership of the company, because such responsibilities of top managers as making decisions, allocating resources and making changes require broader views.

Under human skills understand the manager's ability to work with people and through people, as well as the ability to effectively interact as a team member, manifested in how the manager treats employees: how he motivates them, how he facilitates and coordinates their activities, sets an example of how he communicates and resolves conflicts. A manager with developed human skills motivates subordinates to self-expression, stimulates their involvement in the activities of the organization. For example, Rita Bailey, HR manager at Southwest Airlines (a company that connects its success primarily with its employees), uses human skills in daily communication with employees of the organization and those who want to take vacant places in its ranks, seeking to determine the prospects for their adaptation to the internal company culture. Conducting friendly and at the same time informative interviews requires from R. Bailey well-developed human skills and knowledge of people. A manager like Rita Bailey loves other people and enjoys reciprocity. Consider, for example, Barry Merkin, chairman of the board of directors of Dresher (America's largest supplier of furniture components), a favorite of his workers. He regularly visits factory workshops, exchanges jokes with employees, motivating them to work. On "big holidays" in the dining room, managers in chef's hats bring fried chicken to their employees.

The role of human managerial skills is growing steadily, fueled by both globalization and the increasing diversity of the workforce. So, in order to strengthen the relationship between the Singapore pager plant and a similar plant in Florida (USA), Motorola organizes joint vacations for their employees in Colorado, where they not only have fun, but also improve team interactions. A good manager is always considerate of people. John Vanderpole, Team Leader at American Express Financial Advisors, celebrates common achievements by hosting dinners for all 20 of its members. Former race car driver Roger Penske, who bought the troubled Detroit Diesel from General Motors, chose employee motivation as his first anti-crisis measure. Resolving issues that arose, he answered hundreds of employee questions, met regularly with union representatives, using his human skills to motivate staff to serve customers promptly and courteously. And in his first year under his leadership, truck engine sales increased by 25%. Effective managers play the roles of captains of their teams, assistants to subordinates, and coaches and educators at the same time. They trust their employees, help them unleash their potential and master management skills.

technical skills is the specialized knowledge and skills required to perform work tasks, that is, the skills to use the methods, technologies and equipment necessary for the performance of specific functions, such as research and development, manufacturing or finance. A manager's possession of technical skills presupposes the presence of professional knowledge, analytical skills and the ability to correctly apply tools and other means to solve problems in this particular area. Drawing on his technical skills, Rodney Mott, chief engineer at the new Nucor steel plant in Arkansas, USA, decided to install new foundry equipment worth more than $ 50 million, which made it possible to double production (to 36 thousand tons of steel per week). ... Technical skills are especially important at lower organizational levels. Many workers get their first management position (i.e. become managers) thanks primarily to their skills in technical area... However, as you move up the hierarchy, the need for them decreases, and the importance of human and conceptual skills increases.

7. Ffunctional division of labor in management

It was already noted above that the content of the labor of managers are functions that are homogeneous types of work related to planning, organizing, motivating, controlling, etc. All these functions, due to the fact that they constitute the content of the management process, are called general. However, they require special knowledge and the professionals who perform them must be familiar with the methods for solving the corresponding problems.

Managers specialized in performing functions management

In large organizations, where managerial work is specialized, you can find managers who perform one or another management function. Some of them are responsible for the planning function and are responsible for the system of plans in accordance with which the organization operates. In the practice of domestic enterprises, they are called planners, although other managers take part in the planning process, for example, the management of the organization, which develops strategic development plans.

Similarly, other managers specialize in performing functions related to the organization of labor, production and management, with control, as well as with the development of incentive systems aimed at enhancing the motivation of employees of the organization.

General (line) managers

The functional division of labor involves the separation from general composition managers of specialists who are responsible for the management process as a whole, and not for any one function. These managers are called general managers, and they the main task is to ensure the integrity of the functioning of the organization. Therefore, the general manager is the head of the enterprise as a whole or managers separate parts enterprises that integrate the work of functional managers and specialists. Their tasks include: developing a vision of the future, that is, a picture of what the organization should be in the future and how this can be achieved; developing the capacity of the organization and the people working in it; taking the necessary actions to achieve the set goals. In accordance with this, general managers concentrate their attention on the formation and preservation of the values of the organization, on the determination of strategic goals and directions of development, on the organization of work and the allocation of resources, on monitoring the progress of the implementation of plans.

8. Requirements for managers

At the end of the XIX - beginning of the XX century. there has been a paradigm shift in management thinking. Hierarchical management theory has given way to dominance the theory of "managerial chaos"... At the same time, the orientation of managers towards strict rules, procedures, and work plans of the organization was replaced by an orientation towards working in teams, continuous learning and permanent innovations in the field of management. In this case, managers from bosses turn into coordinators, assistants, partners of subordinates. They must be able to take calculated risks and develop the ability to unleash the potential of their employees. The manager of a new pharmacy must be a good diplomat, have an informal authority and be able to convince people.

Globalization is the most important factor in business development for the next 10-20 years. The world economy is developing towards the elimination of customs barriers, immigration barriers, barriers to financial flows. Therefore, capital, labor, goods move across borders at an unprecedented speed, transaction costs are sharply reduced. Under these conditions, a modern manager must know foreign languages well. In addition to the art of communication, the manager must have the ability to work with computer networks... It is no secret that virtual corporations exist today.

In modern conditions, the most effective are the so-called self-learning organizations in which all employees have the ability and desire to receive and reproduce new information, are able to independently identify and solve management problems.

Vision and organization. Every employee modern organization must have the so-called vision, i.e. understanding of the long-term development goals of the organization, which allow the employee to independently, without the help of a manager, solve non-standard problems that have arisen before him. Each employee of the company must have a system of cultural values, an organizational culture that allows you to effectively organize and stimulate the work of employees without following the job descriptions regulating the activity.

Deliving concept means the development of the so-called "flat" governance structures, i.e. self-governing, competing teams, staffed by multifunctional specialists, whose activities flexibly adapt to the pressing problems of the company.

Reasons for the unsuccessful career of a modern manager.

American sociologist Susan Donell for 5 years, she studied the activities of 2,500 managers of different levels, which made it possible to formulate 5 reasons leading to an unsuccessful managerial career:

The main motive behind the activity of a loser manager is the ineffective work of the unit he heads, not the encouragement of the employees of the unit, but personal comfort and high salary.

Failure managers usually emphasize their high official position, they surround themselves with attributes and symbols of high status.

Failure leaders don't care about their subordinates. Their communication with subordinates is purely formal, they try to appropriate the merits of their subordinates.

Unsuccessful leaders isolate themselves, try to limit contact with other people, like to spend time in their office, gradually losing all communication with others, and cease to possess current information.

A loser manager hides his thoughts and feelings. Subordinates want and need to know what their leader thinks and feels.

The concept of "manager" has a very broad meaning and is used in relation to:

To the organizer specific types work within the framework of individual departments or program-target groups;

The head of the enterprise as a whole or its subdivisions (departments, divisions, departments);

Leader in relation to subordinates;

Administrator of any management level, organizing work, guided by modern methods, etc.

In world practice, it is customary to distinguish between managers of three levels:

Lower;

Average;

Higher.

According to these levels, different requirements are imposed on managers. These requirements are high for any level of managers. In general, line managers at the middle level are engaged in solving the assigned tasks, at the lower level - in eliminating problems related to the achievement of goals, and at the top level - in setting common goals. Thus, although it seems that responsibility is evenly distributed, it most of all rests with leaders of the highest order. It just so happens that if some enterprise fails, then the head is blamed for everything, and if the company succeeds, then this success belongs exclusively to the employees of this organization.

However, you can list the general requirements for managers of any level. So, the requirements can be divided into 6 main blocks:

1. Knowledge of the specialty:

Knowledge of the technology of the production process and its functioning;

Knowledge of management theory, basic laws and techniques;

Knowledge of general economic theory;

Knowledge of marketing theory;

As well as general erudition in the specialty;

Knowledge of the science of psychology (very important when working with people);

2. Personal qualities:

Ability to be in shape;

Endurance in a state of uncertainty and stress;

Endurance in any conflict situation;

Communicativeness;

Listening skills;

Intuition;

Adaptability to the situation;

Susceptibility to criticism, self-criticism;

Striving for success and willingness to work for it;

Age and appearance;

Strength of will;

3. Personal abilities:

Ability to persuade, push through your ideas (charisma);

Ability to distribute responsibilities and give clear instructions;

Ability to stimulate and motivate employees;

Ease of communication, tact and diplomacy;

4. Intellectual ability:

Intelligence and prudence;

Creative potential;

Ability to make the right decision;

Logical, structural, systems thinking;

Intuition;

5. Working methods:

Rationality and consistency in work;

Ability to concentrate as much as possible;

Ability to make decisions and solve problems;

Self-management;

Ability to express your thoughts, negotiate;

6. Physical capabilities:

Activity and mobility;

Energy;

Strength and health.

The personality of the leader, his experience, business and character characteristics play a leading role in the management of organizations. But the requirements and qualities of the leader's personality cannot be considered separately from the type of his activity. So, for example, some of the qualities encountered in the analysis of the activities of production managers are absent in the characteristics of the leaders of research teams, and vice versa. In addition, the mutual correspondences between the personality of the leader and his activities are characterized by certain dynamics. The issue of the manifestation and formation of the qualities of the leader's personality and his activities should be considered in direct connection with the fact that the very activity of the leader also changes significantly as a result of his acquiring new qualities and changing existing ones. However, what has been said does not exclude the possibility and the need to define in the most general form the requirements that must be met by a leader of any managerial rank in various social organizations. Consider the main properties of a leader:

1) Social orientation of activities

A leader as an official must be well aware of the legislative and regulatory acts that govern the activities of social organizations. He should have a good understanding of the main trends in the development of modern politics, economics, law and other spheres of state life.

2) High competence in a certain professional activity in accordance with the profile of the team to be led (politics, science, production, law enforcement system, etc.), since the leader does not generally manage people, but manages their activities to solve professional problems. However, due to his work related to the organization of people, the leader must own a system of knowledge in a number of related areas: modern economics, law, philosophy, pedagogy, psychology, etc. Such leaders are able to communicate with people, combining word and deed. They often set goals for their activities, know how to justify them, make people believe in the need to achieve them.

3) Organizational skills

One of the main qualities of a leader is the ability to organize the joint work of people. However, it is not so easy to combine solutions to organizational and technical problems with people. Many leaders find it easier to do something on their own than to get others to do it. This is the easiest, but the most hopeless way, because you cannot do everything yourself, and over time, the manager discovers that his subordinates have lost the habit of independence, cannot or no longer want to make decisions on their own. Meanwhile, at present, one of the central tasks that managers have to solve in their teams is to create conditions for the manifestation of activity, initiative, creativity of people, the development of their active motivation.

A number of studies have shown that organizational abilities include the following psychological personality traits:

Ability to reflect with sufficient completeness the psychology of the controlled group in the course of solving joint problems;

The practical orientation of the mind is the mastery of knowledge and skills in the field of practical psychology, the readiness to apply them in the process of solving organizational problems;

Psychological tact - the presence of a sense of proportion in relationships with people;

The presence of energy - the ability to charge the organized people with their energy;

Demandingness - the ability to make adequate demands on people, depending on the specifics of the situation;

Criticality - the ability to detect and express deviations from the conditions dictated by the task that are significant for a given activity;

The inclination to organizational activity is the need for it.

4) High moral qualities: fairness and objectivity in assessing employees, humanity, sensitivity, tact, honesty. Not only in terms of his business competence, but also in his moral qualities, a leader should be a model for subordinates. It would be a mistake to limit communication with subordinates only to official matters. One should be interested in their personal problems, family, living conditions, health, the opinion of employees on various issues, listen carefully to them, even if their opinion seems to be wrong.

The character of the leader is manifested in the style of leadership, for he also serves as a standard of behavior for subordinates. Therefore, it is so important to take into account character traits when appointing a person to a leadership position. Workers in production teams believe that it is difficult and unpleasant to work with a manager if he is not balanced, rude, and unfair. This significantly reduces labor productivity.

5) Emotional-volitional character traits: purposefulness, adherence to principles, perseverance, determination, discipline, enthusiasm, the ability to show these qualities to their subordinates and lead them. The strong-willed qualities of a person have long been considered his main management skills. Socrates, for example, believed that the main merit of a leader is to be able to command people, and the main enemies of a leader are gluttony, laziness, a passion for wine, and a weakness for women. Volitional qualities include self-criticism, which is necessary to realize one's weaknesses, and self-control, which is necessary to suppress them. An important role in the structure of these qualities is played by a sense of responsibility, which the leader must constantly experience, for moral and the physical state his subordinates, for the results of the activities of the team led by him.

6) Intellectual abilities: observation, analytical thinking, ability to predict situations and results of activity, efficiency and consistency of memory, stability and distribution of attention.

The leader must constantly replenish and update his knowledge and be able to creatively, quickly use it in frequently changing, sometimes extreme situations characteristic of his non-standard activities.

It is believed that people with high creative intelligence prefer to work in solitude. People of average ability are more inclined to work in a team, to lead people. In difficult modern conditions, a person claiming leadership must have highly and harmoniously developed characterological and intellectual properties.

The official status held by the head (position and power);

Recognition of his superiority and the right to make responsible decisions in the context of joint activities.

8) The image of a leader is an important component of his authority. The concept of the image reflects the modern requirements for the external appearance of the leader, who not only communicates with his subordinates, but also performs the function of representing the group he leads in the face of other social organizations. Therefore, the leader's appearance, speech culture, manners are all elements of his image. In modern conditions, there are image-makers who create the image of a leader, shaping this image in accordance with the expectations of the public.

9) Good health. Activity modern leader characterized by extremely high nervous and physical stress. The causes of occupational diseases of managers are increased nervous excitability, sleep disturbances, and cardiovascular disorders. Therefore, it is believed that no matter how strong a person is, his health in a managerial position will last no more than 8 years. But many managers treat their health with disdain, trying to show the team an example of service zeal, not taking into account that their health is a factor that largely determines the effectiveness of the activities of the teams they lead. In addition to the fact that the leader must lead a healthy lifestyle, he must undergo systematic medical examinations. After all, the health of a highly competent, experienced leader is not only his personal property, but also a social value for the team, organization and state.

An important problem is the selection and certification of management personnel. The tasks of studying the personality traits of leaders, their psychological suitability to perform complex functions of managing people acquire special significance in modern conditions of allocation social theory management (management) as a special applied field of psychology. The most reasonable ways to assess the personality of a leader are to use a set of methods, among which should be highlighted:

Observation and analysis of the specific activities of the head;

Poll - a questionnaire to identify the manager's self-esteem and his assessment by the group;

Natural experiment (business, role-playing games);

Expert assessments of management specialists;

Psychological testing using intelligent personality and professional tests;

Sociometry in order to establish prestige in the group and psychological compatibility;

Biographical method (study of documentation, personality analysis).

It is known that there is a personality a complex system diverse properties, therefore, the use of one method, even such as testing, cannot give a correct prediction about the suitability of a person to perform leadership functions.

In the light of recent years, the requirements for a manager's personality have increased significantly. The world practice of training and retraining of managers includes active teaching methods.

In the process of solving experimental problems, group members establish certain relationships, due to which role differentiation of people is determined:

Leaders who are able to lead, organize and direct the actions of the whole group, set a personal example;

Collectivists who care about the success of the whole group;

Individualists who prefer to work in isolation;

Persons capable of being led only.

The use of such active methods helps to accelerate the adaptation of managers to changing working conditions or work in a new place, allows to more reasonably establish the organizational potential of applicants for a certain leadership role, helps managers in organizing their activities and self-education. And here is exactly what an experienced manager should and should not do:

1. The leader is the manager, not the driver, so he must:

Lead the team, not drive;

Rely on the cooperation and assistance of employees, and not only on their authority;

Keep employees in the loop, motivate them to solve problems, and not solve everything on their own;

To say "we", uniting oneself with the collective, and not always to say "I";

By setting an example to come on time, and not demand it from others;

Correct your mistakes, and not look for those responsible for them.

2. A leader needs faith in his work, courage, purposefulness, determination and the ability to show these qualities to his subordinates.

3. Must be able to appreciate the time of subordinates.

4. Be strict and demanding, but not picky.

5. Must be able to accept criticism and criticism, as well as be able to encourage and punish.

6. Be friendly and tactful, have a sense of humor.

7. Be able to debate and negotiate.

A manager must serve his organization to the best of his ability if he is to seek personal success in a leadership position. If there is a desire to serve his organization well, the manager must reckon with colleagues. Demanding on oneself is necessary from the point of view of attitude to business and to the rights of other people. This is exactly what requires initiative, determination of a personal goal and determination to achieve it. If others are striving for the same goal, then the manager must show more perseverance and perseverance in achieving it.

9. Henry manager rolesMintzberg

management type of activity

Renowned Management Specialist Henry Mintzberg Considering the content of managers' activities, he pointed out that each leader, depending on the position held, the specifics of the firm's activities, plays a certain role in the management process, by which Mintzberg understood a set of principles, rules, procedures of behavior, the sequence of their implementation by a particular leader.

The activities of each manager can be described using 10 manager roles:

Manager roles
1. The main leader (boss)	It symbolizes the company headed by him, approves the most important production, economic, social decisions, performs ceremonial actions, carries out VIP-representation.
	Leadership, instruction, motivation and activation, control and assessment of the activities of subordinate employees. Responsible for all managerial actions with the participation of subordinates, forms and implements personnel policy, promotes subordinates up the career ladder, makes decisions on their placement and rotation.
3. Mediator (link)	Provides contacts between employees, organizes the work of information systems and services, establishes information flows, and resolves conflicts.
4. Analyst (receiver of information)	Collects and analyzes management information, identifies management problems, analyzes the causes of their occurrence.
5. Informant	Transmits external information, establishes information contacts between levels, management links, individual employees, implements information policy, and protects information.
6. Representative	Transmits internal information to external users: financial authorities, shareholders, partners, customers. The main function is PR activities.
7. Entrepreneur	Responsible for the development and implementation of various innovations at the enterprise, the development of new products, services, markets, information systems, carries out management decisions associated with risk.
8. Eliminating violations.	Develops and implements measures to adjust the activities of the company in the event of serious problems or threats to the activities of the enterprise, carries out anti-crisis management.
9. Resource allocator.	Responsible for the distribution between departments, activities, projects of material, financial, labor, technical, scientific resources, takes part in the formation of the budget of the enterprise and its departments, controls their implementation.
10. Negotiator	Responsible for internal and external negotiations, participates in the conclusion of transactions, the settlement of conflicts.

10. Management levels inorganizations: grassroots, middle, higher

In relation to the management structure, the main levels of management in the organization are distinguished: higher, middle and lower. The division into levels is based on the difference in the work performed by managers, the distribution of powers, the management process, functions and goals.

The entire management process (including decision-making and the movement of information flows) is determined by the framework of this structure, which is often compared to a pyramid.

The shape of the pyramid corresponds to the quantitative ratio of personnel, i.e., as the level rises, the number of officials decreases. As elements of the management structure, both individual employees (managers, specialists, employees) and specialized services, or branches. Let's consider the levels of management in more detail, each individually. The highest level - it is here that the goals and objectives of the enterprise, its main direction are determined.

Managers of this level devote most of their time to the formation of strategic business development, establishing contacts with government officials, suppliers of raw materials, materials, etc. They are also in charge of implementing work plans and monitoring the work of subordinates. Managers of course top level should be guided in production technology, but more important is the ability to select and distribute personnel (meaning middle and lower-level executives). The middle level - here the main area of responsibility is the practical implementation of solutions.

Mid-level managers are involved in changing organizational structures, developing production systems, marketing products, providing senior managers with the necessary information in a timely manner, and coordinating the work of lower-level managers. The qualities that representatives of this level should possess: analytical thinking, flexibility, the ability to quickly grasp the essence of an idea and implement it in a timely manner. Grassroots level - employees occupying these levels of management in the organization, direct the activities of direct performers of work. The range of their responsibilities is quite extensive and depends on the specifics of the enterprise, however, the main functions can still be distinguished.

As a rule, lower-level managers are involved in organizing production processes, motivating personnel, collecting and providing higher-level managers with information about the direct activities of the subordinate department. Large and small businesses in this respect have their own specifics. In large business, the management structure has a clear separation, while in small business there is a confusion of functions, and the gradation is not so clear. This is due to the fact that each form of business strives for the optimal distribution of areas of responsibility, functional responsibilities and internal forms of interaction, which, in turn, is the key to the successful operation of the enterprise. Hence the attention that is caused by the levels of management in the management structure of the organization.

Zconcluding

During the formation of the market, it became necessary to link the new quality of labor of management personnel, to increase the role of its creative, intellectual component with the changing conditions of economic growth, with an awareness of the objective nature of development. public organization labor.

Among the methodological problems of labor efficiency, an important place is occupied by the question of the very principle of its definition. Various opinions are expressed on this matter. The most reasonable is the view of efficiency as a comparison of the results of labor of management personnel, expressed by a useful (technical, technological, organizational, social, economic, etc.) effect.

The ratio of the elements of efficiency (effect and costs) indicates the following possibilities of its increase: at constant costs and increasing the effect; with constant effect and cost reduction; with a faster increase in the effect compared to the increase in costs. Which of the listed possibilities will be acceptable for this or that enterprise will be dictated by the market.

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