Law- always an abstraction, more or less accurately reflecting the essential relationships (patterns) in management, or rather, the relationship of entities.

1. Law of unity of control (basic)

2. The law of integrity.

3. Law of correlation.

4. Law of consistency.

5. Law of interest.

6. The law of systematic and proportional distribution of work.

7. The law of increasing efficiency and economy of operation.

8. Law of balanced planning.

9. Law feedback.

10.Law of responsibility.

11. The law of balance of the control mechanism.

Each of the laws is reflected in one or more management principles.

1. The principle of compliance of the enterprise structure with its goals: Any enterprise (firm) must be constantly focused on achieving its goals. The general goal determines the structure of the enterprise. The goal is a system-forming factor. When the goal changes, the structure changes. This achieves the efficiency of the enterprise in the context of constantly changing goals and its adaptability to environmental variability.

2. The principle of correspondence between the structures of the managed and control subsystems: This principle provides for a clear dependence of the structure of the management subsystem on the type of elements and their combination in the socio-economic system, that is, on its composition and principles of construction. This also entails the requirement for a certain degree of authority of management levels in relation to the principles of building an enterprise according to territorial, production or other characteristics.

3. Principle of target functionality: Employees of the enterprise are obliged to functionally know their goal, that is, to work with the desire to adequately solve the tasks assigned to them, and not just perform job responsibilities. Naturally, they should have a clearly formulated goal, and not a general idea of ​​\u200b\u200bthe direction of activity.

4. The principle of motivational conditioning of activity: The set of incentives and sanctions operating at the enterprise must be oriented toward the effective achievement of its goals. This complex is based on the use of a balanced set of management methods. Such a management mechanism should be created taking into account the theory and specific operating conditions of the enterprise. Accordingly, you will need scientific knowledge, and intuition.

5. The principle of rationing and proportionality: The distribution of work between individual elements of the socio-economic system and employees must be carried out based on existing norms, standards or benchmarks. The time intervals of the work stages are determined similarly. It must be taken into account that this distribution must be correlated with the possible volumes of financing, both in general and by stages. Before starting work, it is necessary to establish the required volumes of funds and determine guaranteed sources of their receipt within a given time frame. If there is a lack of funds, it will be necessary to reduce the amount of work performed in accordance with established priorities.

6. Development principle: The main requirement of this principle is a constant increase in the efficiency indicators of the socio-economic system. If the growth of their indicators stops, gradually accelerating degradation of the system begins. Failure to take prompt measures will lead to its collapse.

7. Security principle: When considering the principle of rationing and proportionality, the need for financial support for work has already been noted. But this is not only what is implied in the security principle. In addition, the required material resources must be provided for each stage of work. The same applies to human resources. To carry out work at each stage, a certain number of relevant specialists is required. Perfect option management, when the required quantity (without excesses) and quality of resources are in the right place and at the right time.

8. Principle of effective control: The management process is unthinkable without monitoring the results of the socio-economic system, including the management subsystem. As soon as the deviation of the system indicators during its operation exceeds the permissible limits, a control action on it will be required in order to return them to a given level, if the previous influence does not automatically eliminate them. Without this discrepancy in the operation of the system, it can reach a critical level and lead to its collapse.

9. The principle of matching duties and responsibilities: It is understood that the level of responsibility depends on the priority of responsibilities. The lack of such conformity leads either to irresponsibility or to the suppression of initiative.

10.Scientific principle: Making rational management decisions and providing effective management influences are unthinkable without scientific support. Only the use of a modern scientific base is the path to high quality management decisions.

11. Principle of communication: Without timely and necessary information about the state of the socio-economic system and the environment, it is impossible to provide effective control. Required systems approach to information support of enterprise activities, including the management process.

Let us recall that the laws of management science include general, essential and necessary connections studied by management science. Management laws express important internal stable features and features of the management process. They are objective in nature and do not depend on the will of people; on the contrary, they determine their will, consciousness and intentions. Conscious use of laws makes it possible to bring people's activities into line with the objective requirements of life.

Control laws include:

The law of necessary diversity according to which the diversity of the control system must be no less than the diversity of the controlled object. The more complex the control object, the more complex the body that controls it should be.

Consequently, the essence of this law is that the control subsystem must have a sufficient variety of control actions and throughput for processing information and issuing control decisions in order to successfully cope with the diversity of the system and ensure its functioning and development in accordance with a given program. This means that the information should contain a maximum of information that allows for the formation of control actions in accordance with the diversity of the control object.

Law of management specialization assumes that the management of modern public affairs leads to the division of its functions, to their specific manifestation in specific conditions, on different management levels, various directions. Therefore, management requires high professionalism in various fields: economic, social, political, psychological, organizational and technical, legal, environmental, demographic, etc. The subject of management, mastering various areas of professional knowledge and relying on their diversity, integrates, unites multi-knowledge into adopted management decisions, projects, programs and concepts.

Law of Management Integration means the unification in management of various specialized actions at different levels and areas of management in unified management process within the framework of a single social organism - a system. The integrating factors are the goals, objectives and interests of society, which require the maintenance of normal life activities and the development of a complex social system in accordance with constant changes in internal and external environment.

One of the fundamental laws of management is law of saving time which characterizes the effectiveness of management, therefore, the achievement of the set goal, taking into account the least temporary losses: material, human and financial resources, which largely depends on the speed and adequacy of the reaction of the subject of management to the object of management, the solution of any issue in management in a shorter time, provides timely positive impact on the final result.

The fundamental laws of social management also include:

The law of priority of social goals, determining in goal setting. It is not production, not politics, not economics that are the goal of the development of society and the condition for maintaining its balance and development, but the constant improvement of the quality of life of its members, their well-being, social well-being, and the continuous improvement of their lifestyle.

Awareness of this pattern has led civilized countries to build a social state, a socially oriented market, and social partnership. Moreover, the identification of this natural connection led to the establishment of not only qualitative, but also quantitative characteristics in achieving social justice: stability in society cannot allow a 10-fold difference in the incomes of the richest and poorest. For objective reasons, no more than 10% of the population can live on the threshold of poverty. This is a critical point for most developed countries. Otherwise, stagnation, stagnation, and growing crisis phenomena are observed in society; development, including economic development, is impossible here.

At the end of the 20th century, the paradigm of social development changed - it is not the economy that determines the vector of development, not the economy itself, the increase or decrease in its volume, but the development of all economic life to improve the quality of life of all citizens. Improving social parameters, primarily the health of citizens (physical and spiritual), is also the main source of increasing the efficiency of economic results: product reliability, its quality, and therefore more high efficiency production.

The law of increasing subjectivity and intellectuality in management anticipates the nature of managerial influence. The pattern of managerial relations is that, being essentially relations between people that develop in the process of management, all of them in one form or another pass through the consciousness of people, are created and improved by people, of course, depending on objective changes in production and society. Therefore, the nature of management relations is dual - objective-subjective.

We must never forget that management relations are ultimately generated by the method of production, the economic basis of society, but equally harmful is the failure to understand that under certain conditions, especially the scientific, technical and information revolutions that have taken place, management relations themselves acquire a basic character and have a huge impact. backfire on all sides public life, and not just economic, largely determine the overall pace of social progress.

Consequently, it is very important to recognize as an indisputable fact that management, being a subjective activity of different subjects of management (state body, public institution, individual), bears the stamp of this subjectivity in the form of general and management culture (its presence or absence), the specifics of traditions and historical experience, interests, needs, attitudes, positions of a particular person who is a leader, etc. Therefore, the higher the level of management at which the subject of management, an individual leader, is located, the greater the scope for the manifestation of both positive and negative subjectivity.

The nature of subjectivity in management largely depends on the choice and justification of the general goal of society. The law of dominance of the global goal in the development of the social system is fundamental for social management. Its essence lies in the fact that each social system consists of a number of subsystems: economic, political, technical, organizational, social, spiritual and cultural. In their unity they constitute an integral organism, but maintaining integrity is possible only with the dominance of the general main goal over the goals of each subsystem.

In general, in control theory the concept pattern usually considered as the initial stage of formulating a law at the beginning of its theoretical study. It should be emphasized that this part general theory management seems to be the least studied. A more thorough study of the laws of social development and management is necessary complex systems, social and biological world, social and technical, informational, spontaneous and conscious processes. An integral study of these patterns is largely a matter for the future, but today we can say that ensuring balanced development of social and biological, achieving harmonious development of social and natural environment, preventing environmental disaster is one of the most important principles of social management.

This, in turn, actualizes such a pattern of social management as its doctrinal nature, the development and implementation of which in the management process makes it possible to actually implement the systemic nature of management influence. Therefore, its development and implementation are a universal pattern of modern social management.

Doctrine social- a type of global technology that determines the place of a social system in geopolitical space, - identifies priorities in the implementation of the fundamental social interests of a particular nation, contains mechanisms for their implementation (economic, international, cultural-spiritual, environmental, military) and is fundamental for determining strategic goals of social policy, determining social guidelines for reform, developing any type of policy that expresses the interests of citizens. The process of its development involves an objective scientific analysis of the current socio-economic situation, a sober assessment of past historical experience, the study of external factors, leading trends in world development, and the formation of geopolitical space. On this basis, social doctrine, firstly, identifies the main national interests that correspond to the long-term goals of a given country and all of humanity; secondly, among them it defines a number of interests, the satisfaction of which, first of all, depends the national security of a given country and the possibility of the existence of an independent national state; thirdly, it determines those priority resources that can be used to achieve strategic social goals, preserve and develop the nation’s gene pool, increase people’s life expectancy, reduce mortality, increase the birth rate, in a word, to improve the quality of life of its citizens.

It should be noted that in Russia there is a process of formation of a modern social doctrine of the development of society as a theoretical basis for the general starting points of not only social, but also other types of policies. Social doctrine reveals the most general ideas about the social sphere, about the social goals of society and the fundamental mechanisms for its implementation.

The logic of constructing a social doctrine includes several stages:

1) defining the boundaries of the social sphere, which is the object of management influences;

2) assessment of the problematic situation in this area;

3) disclosure of the algorithm for developing a social program of action, both long-term and medium-term;

4) identification of the fundamental mechanisms of social organization of society, which guide the development of the concept of social security.

The general vector for the development of the modern social doctrine of Russian society and the way for its implementation, in our opinion, is corporatism.

The word “corporatism” itself comes from “corporation” (Latin corporatio - association, community). In the literature, a corporation has so far been predominantly known as an economic one, that is, a type of interaction between people that is characterized by shareholder principles, where capital is formed through the sale of shares and bonds. However, with the development and establishment of corporate property as one of the leading in all the diversity of its forms, the corporation is increasingly viewed not only as a certain type of economic and social organization, with its own norms, specific interests and goals of activity, but also as a special type of arrangement of the entire social life (not only economic, but also political and spiritual). It is based on the principles of co-ownership and co-disposal of corporate property, truly popular self-government, contractual relations between central and local authorities, the revival of spirituality and culture in each local community, to which the center delegates all rights to manage resources, including intellectual ones. Thus, corporatism today is understood by us as a way of organizing social life, where the pyramid of social life finally takes a stable position, not only the center initiates development, but local communities themselves, social organizations, economic entities, people living in the territories are included in active social life. Having become co-owners of property, shareholders, they themselves create power structures, earn money for their social needs, finance science, culture, education in the territories and, finally, solve local problems themselves under their own responsibility, having the necessary powers and resources.

It is clear that the modern doctrine of social management in Russia should be based on a different paradigm of social development, not a liberal market one, but a corporate one.

From our point of view, it is corporatism that is the theory and methodology of modern social management in Russia; it is it that determines the social goals of its revival and subsequent development. While the social goals in the Russian Constitution are only declared (the social state), but are not implemented, there is a constant decline in the standard of living of the majority of the population and a decrease in the quality of their life. Corporatism as the main method of implementing social doctrine has become a world practice of social development. It was on its principles that “breakthrough” projects were developed and implemented to bring countries out of devastation and crises (Germany, Japan, South Korea and etc.). Currently, these ideas have penetrated to all corners of the globe. Corporatism, as the most dynamic force in the history of civilization, is now an international system that determines the economic, social, political and cultural fate of most of humanity. Of the great countries, only Russia has not taken advantage of corporate experience, continuing today a thoughtless search for “borrowed experience.”

An important, largely determining law of social development, primarily related to the main subject of today's management, is the development and implementation of social policy as the main mechanism for implementing the principles of a “social state” and a “socially limited market”. It, in turn, is developed and implemented only on the basis of the general doctrine of the development of society - corporatism, which is its general unifying goal, and its part - the social doctrine, the implementation mechanism of which, in turn, is social policy.

One of the most important laws of modern social management is transfer of management functions(functions, rights, powers, resources) people's organs of self-government, the development of their amateur activity in managing public affairs, the full deployment of the forces of self-regulation and self-development.

In our opinion, the corporate way of organizing social life in modern conditions allows us not just to declare these goals, but to realize them. Why? First of all, because these concerns are taken upon not only by the state and the central government, but also by local governments, municipalities, and the population of territories, cities and regions. Therefore, the center of gravity in the field of national health throughout the world is moving to municipalities, which, through corporate management, are able to rationally solve these issues and ensure a healthy lifestyle for their population.

The solution to these problems is possible under one condition: the population is the master and owner of the territory in which it lives.

Therefore, self-government is basis for the development of municipalities. The population of cities and regions acts as the owner, co-owner of financial institutions, enterprises, commercial and non-profit organizations. It is clear that there is still a long way to go to achieve these goals throughout the world. In Russia, for example, the income of the population is extremely low (up to 80% of the family budget consists of food costs), living conditions do not correspond to the modern level of civilized development, the younger generation does not have a favorable “launching pad” for life, the property of the majority of the population is reduced to the presence of privatized apartments. Summarizing what has been said, we can conclude: the attempt to reform Russia in the interests of society has reached a dead end; the theory and practice of social management are still extremely imperfect.

Special attention one should pay attention to the unity of theory and practice: in the practice of social management such patterns of management should be implemented;

The social management system is holistic, which is determined by cultural, political and economic factors social development. This is manifested in an unbroken chain of management relations (from the highest management bodies to its lower links), in the unity of social management with all its components based on the harmonization of different goals and interests of society, in the combination of basic functions and methods of management;

Between the managed and managing subsystems of the social system, proportionality must be observed, implying a rational correlation within them, as well as between them, in order to ensure the most effective functioning of these subsystems;

An optimal balance must be maintained between centralization and decentralization of social management functions. The level of centralization of management changes in the process of social development, and this change is the law of social management. For each stage of social development there must be its own optimal level of centralization (decentralization);

Various segments of the population must take part in social management, in increasing its efficiency and responsibility, since the social production of material and spiritual goods is subordinated to the goal of meeting the needs of the population.

Under the principles of social management you should understand the rules, basic provisions and norms of behavior that govern governing bodies in social conditions, established in society. They define the requirements for the system, structure, process and mechanism of social management. Management principles are the result of people’s generalization of objectively valid laws and patterns, their inherent common features, characteristic facts and characteristics, which become the common principle of their activities. Consequently, the principles of social management are guiding ideas, starting points that reflect the laws of development of management relations. The relationship between principles, laws and patterns can be presented in the following sequence: laws social development®social laws of the corresponding period (stage) of social development ® laws and patterns of social management ® principles of social management. At the same time, an important difference between the principles and methods of social management is that the principles of management are not chosen - they are followed.

The basic principles of social management include the following principles:

Unity of command in decision-making and collegiality in their discussion;

The unity of impact of all management methods to maintain the integrity of the social system;

Combinations of sectoral and territorial management;

Priorities in achieving strategic goals;

Science of Social Management;

Forecasting social management;

Motivation (stimulation) of work;

Responsibility for the results of social management;

Rational selection, training, placement and use of personnel;

Cost-effectiveness and management efficiency;

Systematicity (considering an object or subject of management as a system consisting of various links);

Hierarchy (considering systems as multi-stage, multi-level, which require division into elements; each level controls the lower level and at the same time is the object of control in relation to the higher level);

Necessary diversity (the control system must have no less complexity and diversity than the controlled system);

Mandatory feedback (obtaining information about the results of the influence of the control system on the controlled system by comparing the actual state with the specified one);

Combinations of unity of command and collegiality;

Situational management for forecasting disturbances;

Target software;

Delegation of powers;

Humanism and morality in management;

Transparency in decision making.

Management principles allow you to form a system of methods and select each method separately; however, each individual method does not have the same impact on management principles.

Thus, the principles of social management should:

Be based on the laws of social development, on the laws of management;

Comply with the goals of social management and reflect the basic properties, connections and relationships of management;

Take into account the temporal and territorial aspects of social management processes;

If necessary, have legal registration and be formalized in various regulatory documents.

Systems of management principles change in the process of development of social management. However, the basic principles of management cannot completely disappear, since they express General requirements to the social management system. The forms and methods of using these principles in various stages social development can and should be different.

conclusions

1. The laws of management include the most general, essential and necessary connections that are studied by management science. These include the laws of necessary diversity, integration and specialization of management, the priority of social goals, increasing subjectivity and intellectuality of management, the dominance of the global goal of the system, doctrinality, and the development of amateur activity of each substructure.

2. Based on the knowledge and use of control laws, principles are formed management activities as guiding ideas, starting points that make it possible to form a management system and select a set of methods necessary to achieve set goals.

3. Being to a certain extent an art, living creativity, effective rational management is impossible without knowledge of its basic laws and principles, which make it possible to reduce the social time for making and implementing management decisions.

Questions for Review and Reflection

1. What is the law and patterns of management? Name them.

2. Management principles. Name those that are considered the most important...

3. Show the connection between laws and principles of management. How does it manifest itself?

4. Can laws and management principles change? If yes, then how?

5. Which of them are priority today, ignorance or poor use of which increases the crisis state of Russian society?

Literature

Afanasyev V.G. Scientific management of society. M., 1973.

Kerzhentsev P.M. Principles of organization. M., 1968.

Moiseev N.N. Man, environment, society. M., 1982.

Slepenkov I.M., Averin Yu.P. Fundamentals of the theory of social management. M., 1991.

Social management / Responsible ed. V.N. Ivanov, V.I. Patrushev. M., 1998.

Social technologies. Dictionary/Ans. ed. V.N. Ivanov. M. - Belgorod, 1995.

Shchekin G.V. Theory of social management. Kyiv, 1996.

Management is based on a system of economic laws, patterns and principles of management in market conditions. Laws and patterns are objectively existing, constant, repeating cause-and-effect relationships of economic phenomena and processes in the field of production, distribution and circulation (exchange) of material goods and services. They act independently of the will and desire of people, moreover, they determine the behavior of people in the economic sphere.

All laws and patterns of management can be divided into two groups. The first includes the laws inherent in management in general as a targeted influence, the second - the laws of management.

The laws of control (they are called general laws) include the following:

Law of management specialization;

Management Integration Law;

Law of saving time.

Law of management specialization. Modern production of goods and services is characterized by the use of the latest technological processes, a high degree of labor organization and information systems. Such production requires highly specialized management, deep knowledge in various fields of science and technology, which inevitably leads to the division of general management functions into private types of activities, to their manifestation in specific conditions, on various levels. Management in these conditions becomes a type of professional activity that requires special education and the possession of certain abilities.

The law of management integration follows from the unity of production and management. On the one hand, this is a union structural divisions, workshops, production into a single production organism - an enterprise, a company, on the other hand, is the combination of highly specialized management actions into a single management process.

Organizations, enterprises, firms in market conditions can unite into various new forms of economic complexes: concerns, associations, joint stock companies, holding companies. The integrating factors are goals, objectives, interests, the need to maintain the life of the organization, and market requirements. Integration is carried out by establishing connections at all levels of management and appropriate information support.

Law of saving time. The effectiveness of management actions taken, and therefore the achievement of set goals, is determined by the speed of management’s response to market needs. Making a decision by a manager in a shorter time compared to a competing party provides a positive impact on the final results of the organization. The law of saving time is of utmost importance in managing an organization, a sector of the national economy, and the state as a whole.

Control patterns are a logically consistent manifestation of the basic laws of control.

Management principles are the starting points of management theories, the basic rules of activity in this area for the management of an organization.

The general principles of management are: objectivity (scientific), systematic (considering the management of an organization as an integral phenomenon), efficiency, specificity, the principle of the main link, a rational combination of centralism and democracy, unity of command and collegiality, sectoral and territorial management.

The leading principle of management is the principle of an optimal combination of centralization and decentralization in management. The most acceptable option is the distribution of decision-making powers, in which strategic decisions are made centrally, and operational management is carried out decentralized. The principle of combining centralization and decentralization presupposes the skillful use of unity of command and collegiality in management.

Unity of command, in essence, is granting the manager the right to independently resolve issues within his competence, with personal responsibility for the assigned area of ​​work. Collegiality presupposes the development of a collegial decision based on the opinions of managers at different levels, as well as the opinions of the executors of specific decisions. Maintaining the best balance between unity of command and collegiality ensures the efficiency and effectiveness of decisions made.

The principle of scientific validity of management ultimately comes down to the fact that all management actions are carried out on the basis of the use of scientific methods and approaches.

The essence of the principle of hierarchy and feedback is the creation of a multi-stage management structure, when the primary management links are subordinate to the management bodies of the next level, etc. Accordingly, management goals for lower levels of the structure are set by bodies of a higher management body in the hierarchy. Control over the activities of all levels of management of the organization is carried out on the basis of feedback, making it possible to adjust the progress of the management process.

The principle of planning consists in establishing the main directions and proportions of the development of the organization. The plan is a set of economic and social tasks for solving them in the near and more distant future (in the long term).

The principle of combining rights, duties and responsibilities presupposes that each subordinate is obliged to perform the tasks assigned to him and periodically report for their implementation.

The essence of the principle of motivation is the use of motives of human behavior in the practice of managing his activities. Motives are determined by human needs. In addition, a person also has interests. The realization of interests accompanies any human activity - stimulation, one of the main functions of management, is built on this.

The most important principle management in modern production is the principle of democratization of management. The essence of this principle is the participation of all employees in the management of the organization, in the partnership between the entrepreneur and the employee. The forms of participation can be very different - from broad participation of workers in property, profits and to decision-making at all levels of management.

Management implements a system of principles of microsocial management:

The principle of “humanization of industrial relations”, requiring maximum consideration of the individual potential of each employee;

The principle of “business partnership”, which involves uniting different groups of workers in the name of the prosperity of the company;

The principle of “economic decentralism”, which relies on the independence of making administrative and economic decisions by each link of the organization.

7. General characteristics of management models.

The evolution of management thought is most clearly reflected in management models that scientists and specialists develop and then put into practice in order to solve emerging problems.

The answers to the questions that life poses constitute a set of principles, approaches, and conceptual views on how to solve operational, tactical and strategic problems. All this determines the “flesh” and “soul” of management models. The models themselves do not become rigid, but are transformed and transformed along with and in accordance with the changes that occur in society and productive work. The model may not adequately reflect needs, and then it will hinder (or even set back) economic and social development. the main task The job of a leader is to correctly integrate all the main trends and adopt the most effective model.

The concept of “control model” allows us to reveal the main control systems. In essence, a control model is a copy of a real object (control system), possessing its real characteristics, and capable of simulating and reproducing its actions and functioning. Any manager is faced with the problem of choosing the most pressing issue: how to manage the object entrusted to him, what arsenal of management strategies, levers and technologies to use. The management model allows you to do this.

We can say that the management model is nurtured and formed over decades and even centuries. It should not be imported, but only our own - native, hard-won, organic, corresponding to the culture, traditions and spirit of its people.

All this does not mean that the management model should not be receptive to positive foreign trends. Receptivity to everything positive, the ability to join world Knowledge is one of the most respected qualities of any person, any organization, any management system. At the same time, any changes make sense only under certain mandatory conditions:

Firstly, changes should not destroy the foundations on which the existing management model rests;

Secondly, changes, even the smallest ones, should not cause allergies in those who manage, and especially in those who are managed.

The issue of management models is one of the most pressing. In fact, the vast majority of managers attribute their own or others’ successes to a certain model management.

Dictionaries give several meanings of the word “model”. IN in a broad sense“model” is an analogue (image, description, diagram, plan, etc.) of any object, process or phenomenon, which for the one who carries out the modeling is the original.

A model is, first of all, a product of modeling, that is, a process in which the object of modeling (the original) and the subject (the one who directly carries out this modeling) “participate”. Depending on the criteria, political and economic preferences, attitudes and objectives that guide the author (creator), the management model and economic models can also differ significantly from each other, more or less correspond to the original and reflect the author’s point of view. Whose model will be better is revealed by comparing it with a really existing original and how correctly it reflects and explains actually occurring phenomena.

Everything is much more complicated when there is no real existing original at all, but it exists only in the imagination of the author. Then, relying on accumulated experience, intuition, scientific knowledge, trends and patterns of development, it is necessary to make a forecast as to what the object (phenomenon) of interest will look like in the future, create new model management of it (sample, standard) and rebuild the current management system under this model.

Management provides in certain purposes continuous impact on socio-economic processes. Thus, management is a process, and the management system is a mechanism that ensures the effectiveness of this process. Hence, a management model is understood as a theoretically constructed set of ideas about what a management system looks like, how it affects the object of management, how it adapts to changes in the external environment, so that the managed organization can achieve its goals, develop sustainably and ensure its viability. It includes basic principles management, strategic vision, goals and objectives, jointly developed values, structure and order of interaction of its elements, organizational culture, analytical monitoring and control of the situation, driving forces development and motivational policy.

A model that seems ideal or most suitable to a manager or management team can, firstly, be taken ready-made, bearing in mind that the world experience of practical management has produced a considerable number of models, which in due time and under certain conditions gave positive result; secondly, to construct a model using the “assembly method” from ready-made parts and blocks, which will be the most efficiently operating elements of various control models; thirdly, select a basic management model that meets the requirements to the maximum extent, exclude undesirable elements from it, develop and integrate into it new elements that meet the specific features of the managed object and the conditions of its functioning; and fourth, to create and launch a fundamentally new model, based on a completely new paradigm, capable of capturing subtle changes in the external environment that are destined to become dominant in the future.

The task of describing the management model of, for example, the national economy of a country, region, national economic (industrial) complex, and even a municipal entity or corporation in the fullness and breadth of external and internal relations seems extremely difficult, if at all feasible. Therefore, most often when studying management models, a rather limited perspective is taken into account. It is the author’s point of view - political, economic, social, technocratic, organizational, territorial, divisional, operational - and the associated analysis and evaluation criteria that underlie the classification of management models.

In this regard, the following main management models can be distinguished:

By type of predominant ownership of the means of production: capitalist, socialist, corporate.

According to the degree of market influence on the economy: market (liberal), market with elements of government regulation, social market, model of government with developed market relations, model of centralized management with elements of the market (planned).

By the nature of the implementation of power by management: authoritarian, democratic.

According to the criterion of a person’s “embeddedness” in the system of productive forces: pre-industrial, industrial, post-industrial.

By territorial origin and place of adaptation: Russian, American, Japanese, Swedish, German, Brazilian.

By affiliation with the relevant management schools:

1) school of scientific management (R. Owen, F. Taylor, F. Gilbreath, G. Emerson)

2) school of rational bureaucracy (M. Weber)

3) administrative school (A. Fayol)

4) “classical school” (Mooney, Reilly, Urvik, Gulik)

5) NOT school (A. Bogdanov, A. Zhuravsky, F. Dunaev, A. Gostev, N. Vitke, F. Dunaevsky, P. Kerzhentsev)

6) school of “human relations” (E. Mayo)

7) motivational school (A. Maslow, F. Herzberg, V. Vroom, Adams, W. James, D. McLelland)

8) school " organizational behavior"(K.Argyris, R.Likert, A.Etzioni, B.Base, R.Blake, J.Mouton).

According to the role and place of a person in the management system: D. McGregor’s model (Theory X and Theory Y), U. Ouchi’s model (Theory Z).

For individual management characteristics: model 7C “Happy Atom” (W. Peters, R. Waterman), results-based management model (T. Santalainen), situational model.

In relation to changes in the external and internal environment: static (traditional, conservative, current state), adaptive (advanced, innovative), dynamic (forecast, probabilistic, development).

The management model must reflect the real needs of economic development. It must also be appropriate to the economic, social and cultural-historical environment in which it is applied. The degree of adequacy of the reflection of current and future needs, as well as the degree of compliance with specific conditions of application, determine the value of the model and its effectiveness.

Science and practice have offered society quite a lot of management models. If we take the place of a person in production and management as a criterion, then they can be conditionally combined into the following basic models: a rigid model that professes aggressive management; a soft model based on democratic management methods, total creativity, employee participation in management and collective decision-making, collectivism, economic and social incentives for work; a combined model that combines elements of a hard and soft model. Each of these models has its own objective prerequisites and optimal conditions applications.

Russia (as well as any other country) can adopt only that model and only those management methods that most fully correspond to its historical experience, traditions and culture. Blind copying of foreign experience without critical reflection and strict (biased) evaluation real possibilities adaptations of it are unacceptable and should be strongly condemned.

Questions for Review and Reflection

1. What is the law and patterns of management? Name them.

2. Management principles. Name those that are considered the most important...

3. Show the connection between laws and principles of management. How does it manifest itself?

4. Can laws and management principles change? If yes, then how?

5. Which of them are priority today, ignorance or poor use of which increases the crisis state of Russian society?

Literature

Afanasyev V.G. Scientific management of society. M., 1973.

Kerzhentsev P.M. Principles of organization. M., 1968.

Moiseev N.N. Man, environment, society. M., 1982.

Slepenkov I.M., Averin Yu.P. Fundamentals of the theory of social management. M., 1991.

Social management / Responsible ed. V.N. Ivanov, V.I. Patrushev. M., 1998.

Social technologies. Explanatory dictionary / Answer. ed. V.N. Ivanov. M. - Belgorod, 1995.

Shchekin G.V. Theory of social management. Kyiv, 1996.

Chapter 5

The implementation of the previously discussed laws and principles of management is carried out using various management methods.

Control method - This is a set of techniques and methods of influencing a controlled object to achieve set goals.

The word “method” is of Greek origin (methodos - translated means a way to achieve a goal). The main content of management activities is realized through management methods.

When characterizing management methods, it is necessary to reveal their focus, content and organizational form.

Focus management methods expresses their focus on a specific management system (object).

Organizational form - specific impact on the actual situation. This can be direct (immediate) or indirect (setting the task and creating stimulating conditions) impact.

In management practice, as a rule, they simultaneously use various methods and their combinations (combinations), which organically complement each other, are in a state dynamic balance.

The following management methods can be distinguished:

- social and socio-psychological, used to increase people's social activity;

- economic, driven by economic incentives;

- organizational and administrative, based on direct directives;

- self management as a type of self-regulation of the social system.

In a more general form, all control methods can be divided into two groups: basic and comprehensive. The main ones include those in which the content aspect is clearly distinguished based on the compliance of management methods with the requirements of certain objective laws (for example, social, economic, organizational and technical, etc.). Complex, or complex, methods of social management are combinations of basic methods.

Social methods management are associated with ways to achieve the social goals of society not only by economic, organizational and administrative methods of motivating human behavior, but also directly: through setting social goals, improving the quality of life, strengthening social organizations, increasing the social maturity of society, its individual structures, managers, in the first place queue. Being basic, social methods also act as complex, but in this complex in accordance with the requirements of objective laws (increasing role social factor) they largely determine the substantive aspect of management and set the vector of development for all other methods of influence. For example, along with economic incentives, incentives for creative work, greater social security, the quality of social impact, a sense of social involvement in the affairs of the company, etc. are widely used today.

Social methods include a wide range methods of social regulation, social regulation, moral stimulation and etc. Methods of social rationing allow us to streamline social relations between social groups, teams and individual workers by introducing various social norms. Socio-political methods include social education and involvement of workers in social management. Specific methods of social regulation include internal labor regulations, rules of intra-company etiquette, and forms of disciplinary action. Methods of social regulation used for organizing social relations by identifying and regulating the interests and goals of various groups, groups and individuals. These include contracts, mutual obligations, systems of selection, distribution and satisfaction of social needs. Methods of moral stimulation are used to encourage teams, groups, and individual workers who have achieved certain successes in their professional activities.

Social methods of management include socio-psychological methods and techniques of influencing the process of formation and development of a team, the processes occurring within it. These methods are based on the use of socio-psychological mechanisms operating in a team, which includes formal and informal groups, individuals with their roles and statuses, connected by the system relationships and social needs, etc. Social-psychological methods controls are primarily distinguished by their motivational characteristics, which determine the direction of influence. Among the methods of motivation are suggestion, persuasion, imitation, involvement, coercion and coercion, inducement, etc. The goals of using socio-psychological methods are to ensure the growing social needs of a person, his comprehensive harmonious development and, on this basis, increasing the labor activity of the individual and the effective performance of teams.

Psychological methods management is aimed at regulating relationships between people through optimal selection and placement of personnel. These include methods of recruiting small groups, humanization of labor, professional selection and training, etc. Methods of recruiting small groups make it possible to determine optimal quantitative and qualitative relationships between employees, taking into account psychological compatibility. Methods of humanizing work include the use of the psychological influence of color, music, eliminating the monotony of work, expanding creative processes, etc. Methods of professional selection and training are aimed at professional guidance and training of people who, in their own way, psychological characteristics best suit the requirements of the work being performed.

In general, social and psychological methods include methods of control influence based on the objective laws of social development and the laws of psychology. The object of influence here is social and psychological processes at the level of the population, the production team or its structural link, the individual worker.

Economic methods management are ways to achieve economic management goals (means) based on the implementation of the requirements of economic laws. In other words, economic methods in the modern sense mean economic calculation based on the conscious use of the entire system of economic laws and categories of a market economy.

Among the diversity economic methods management can be distinguished, for example, methods of economic stimulation. Economic incentives are a management method based on the economic interests of workers. It is based on the formation of income of enterprises and organizations, as well as each employee, depending on personal contribution. The economic incentive system is a set of measures developed and implemented aimed at increasing the interest of personnel and each employee in obtaining the highest possible profit. Economic incentives are based on the following basic principles:

Interrelation and consistency of economic incentive goals with the organization’s development goals;

Differentiation of economic incentives aimed at implementation necessary changes in the structure of production;

Combination of economic incentives with other methods of motivation;

A combination of economic incentives with economic sanctions providing for financial liability of organizations and individual workers.

Organizational and administrative methods based on authority, discipline and responsibility. Organizational and administrative influence is carried out in the following main types:

A direct administrative instruction, which is mandatory, is addressed to specific managed objects or persons, and affects a specific situation;

Establishment of rules governing the activities of subordinates (normative regulation), development of standard procedures for administrative influence;

Control and supervision of the activities of organizations and individual employees.

The main form of implementation and application of organizational and administrative management methods is management and operational intervention in the management process in order to coordinate the efforts of its participants to fulfill the tasks assigned to them.

In general, the objective basis for the use of organizational and administrative management methods is organizational relations, forming part of the control mechanism. Since through them one of the essential functions management - function of the organization, the task of organizational and administrative activities is to coordinating the actions of subordinates. Often, and rightly, attempts to absolutize administrative management are criticized, but it should be borne in mind that no economic methods can exist without organizational and administrative influence, which ensures clarity, discipline and order of work. It is important to determine optimal combination, rational correlation of organizational, administrative, economic and social methods.

The approach according to which the sphere of influence of economic methods is expanding only due to the displacement of organizational and administrative methods of management cannot be considered legitimate either from a scientific or from a practical point of view. Organizational and administrative methods are mainly based on the power of the leader, his rights, the discipline and responsibility inherent in the organization. However, administrative methods should not be identified with strong-willed and subjective methods of leadership, that is, administration.

Organizational and administrative methods have a direct impact on the managed object through orders, instructions, operational instructions given in writing or orally, control over their implementation, a system of administrative means of maintaining labor discipline, etc. They are designed to ensure organizational clarity and labor discipline. These methods are regulated by legal acts of labor and economic legislation, social regulation.

Within an organization, the following forms of manifestation of organizational and administrative methods are possible:

1) mandatory instruction (order, prohibition, etc.);

2) conciliatory measures (consultations, compromises);

Organizational and administrative methods are distinguished from others by the clear targeting of directives, the mandatory implementation of orders and instructions: their failure to comply is considered as a direct violation of executive discipline and entails certain penalties. These are methods of predominantly coercion, which remain in force until labor becomes the first need of life.

One of the main tasks modern system management is to create the most favorable conditions for realizing opportunities managed systems s that appear through the use different methods control influence, expanding the rights and responsibilities of various subjects of self-government.

When studying the problem of self-government, a number of questions arise: how to understand self-government and what are the external and internal forms of its manifestation? What is the level of development of self-government in modern conditions? How do the planning system, organizational structure, cost-accounting relations, wages and other management subsystems depend on the degree of development of self-government?

Self-government appears as a process of transformation of a person, a work collective, from an object of management activity into its subject. This is a special option for organizing management, when each of them independently resolves issues within the allocated powers, distribution of resources, labor functions and joint earnings. It's about about workers' associations that regulate the actual connection of workers with the means of production and distribution according to work, that is, carrying out key organizational and economic processes. Self-government in this sense combines labor and management, in other words, a new type of socio-economic relations is emerging between equal subjects in the process of their joint work regarding management. Such relationships can be conventionally called a “bottom-up” approach. It is at this level of self-government that those directions and methods of its further development and deepenings that can be extended to “higher” levels of management.

The transformation of the economic mechanism of the organization objectively presupposes the democratization of management (self-government). Today, issues of improving management efficiency can only be resolved through interest and creative activity all workers who have realized themselves as full and real participants in the management of production and social processes. The new economic mechanism provides for a high degree of decentralization of management is a guarantor of the formation and development of self-government at different levels of social organization. At the same time, self-government is considered not as the antithesis of management, but as a real means of involving not only a large number of employees, but also all levels of management in management activities.

Under the current conditions, it is necessary to move away from discussions about how much centralism should be weakened or strengthened. We need an approach to centralization and decentralization in management, according to which centralization will ensure harmonious, systemic development as a whole, and decentralization - the adoption and implementation of “free decisions” by each management entity working on the principles of self-government. In other words, we are talking about recognizing the rights of the subject of management not only for government bodies and public organizations, but also for social groups and labor collectives. It should also be taken into account that “direct” democratic principles have their limits of effectiveness and cannot influence the solution of all management issues without exception. As a result, functions (responsibilities) and their distribution among management levels are identified, at which self-government can be most effective. This approach reflects the tactics and strategy of the leadership, where various forms of progressive organization of labor and all social life were born and spread. Under these conditions, the principle of democratic centralism turns into the principle democratic governance, which ideally corresponds to self-government.

The nature of self-government in market structures, regardless of its manifestation, objectively contributes to the development and improvement of self-government, since the personal economic and social interest of each participant in the production process is made dependent on the effectiveness of management of the organization as a whole. Collective material and moral interest encourages all management subjects to participate in the discussion of all aspects social activities, adoption and implementation management decisions on a collective basis. Participation in accounting and control over the measure of labor and consumption and the preservation of inventory items also becomes mandatory. Thus, the control function is transformed into self-control.

Self-government involves not only the choice and independent adoption of certain decisions by the subject of management, but also their mandatory implementation. In addition, each team member is personally responsible for implementing decisions. On the one hand, it presupposes a certain independence of the organizational and economic links of the institution in relation to the highest management bodies, that is, vesting with the right to make independent decisions on a number of issues (in this case we are not talking about self-government, but about participation in management), and on the other hand, complete independence based on the merger of the subject and the object of management.

Self-government is possible only in such economic conditions in which each employee and work collectives realize themselves as subjects of property. In conditions of self-government, labor is combined with management through property relations. Since the economic form of their implementation is corporatism, more favorable conditions for the development of self-government develop at the lower level, where corporate relations manifest themselves most significantly; their development and implementation provides a solid economic foundation for the processes of self-government and democratization of all activities of local government entities.

However, corporate self-government is implemented with great difficulty. Along with the general reasons for slowing down the process (preservation of old methods of leadership (administration) caused by the inertial nature of public consciousness), there are also individual reasons within work collectives (conflict, different professional suitability). Moreover, it is actually difficult to define the relationship between autonomy and self-government. These concepts are not identical. Behind the term independence ambiguous, heterogeneous phenomena are hidden. Thus, in the vast majority of cases, the expansion of independence in certain forms meant strengthening the economic power of the administration at different levels, and not the development of self-government. This is one of the main contradictions in the formation of self-government in an organization.

An analysis of participation in team management shows that one part of the workers is actively involved in management, while the other (most) is passive. This is explained by their unequal access to management activities due to differences in competence, which presupposes, in addition to professional qualities, the awareness of members of the work team about the current production process. economic processes. Without sufficient information, society labor collective(its individual members) are deprived of the opportunity not only to make management decisions, but also to participate in their preparation and implementation, and to efficiently perform the control function.

In general, the methodology complex motivation of people includes three main groups of techniques:

1) methods of motivating employees: setting clear and achievable goals for the employee (for example, bonuses are paid to workers who exceed the agreed production rate); behavior modification (using punishment and rewards to improve a person's behavior); retraining (completing a training course in promising specialties at the expense of the organization);

2) methods of motivating work: improving jobs and expanding the scope of workers’ activities (i.e., such a distribution of responsibilities in the organization in which workers are given more responsibility for its activities as a whole); flexible work schedule (i.e., a work schedule in which employees can independently plan the start and finish time of work); telecommunications and home offices (i.e. working from home with a telephone, computer and fax machine connected to the office); reducing working hours and dividing the functional load as a way to minimize the number of layoffs;

3) methods of motivating organizational activities: empowering employees (providing employees with greater opportunities to participate in everyday affairs organizations); participation in achieving goals (receiving regular cash rewards for successful results teamwork) and etc.

Overall, it is very important to understand that the possibilities of using various management methods are inextricably linked with the self-development of social systems, which are increasingly becoming subjects of management, solving an increasing number of pressing issues on the basis of self-government.

It is important to note that the use of complex management techniques aimed at self-development of the management system is possible: a) using a set of methods (economic, administrative-organizational, social, political, spiritual and cultural); b) filling them with scientific content, primarily social design.

The strength of scientific methods lies in the fact that they allow us to obtain reliable information about the scope of analysis, provide a reliable test of knowledge, make it possible to predict the future state of an object, and indicate the means of influence that ensure the desired change in it. They can streamline the social decision-making process.

Scientific methods such as modeling, forecasting, expert assessments, have a centuries-old history. And yet there are sufficient grounds to organically link modern management tools with the scientific and technological revolution, with its epoch-making achievements.

It not only innovates and improves the effectiveness of traditional methods and tools used for centuries, but also provokes a revolution in management methods and means. All higher value plays in management decision making modeling of social processes.

Sometimes a model is understood as a prototype, or template, which is mechanically applied to various specific phenomena and processes. This understanding is wrong. For achievement good results When solving practical problems, it is always necessary to “work to order,” that is, the model must reflect the specific features of a certain process. Of course various models may have common features as a reflection of the real properties of objects and phenomena. This implies the importance of isomorphism for modeling and control.

Great opportunities management optimization reveals cybernetic modeling. According to prominent scientists, a characteristic feature of the cybernetic approach is the tendency to simplify (approximate) complex objects in order to study their basic parameters and, on this basis, reveal their deep essence. The main way of modern scientific characterization of such objects is associated with the construction of models for them with a subsequent increase in the information content of these models.

It is useful to consider the process of improving models as a process of their gradual enrichment or elaboration, usually starting with the simplest models.

Currently, science and practice have methods and forms of modeling that are very diverse in nature and purpose. In this case, we are interested in those models that directly serve control and create the prerequisites for its optimization. To manage complex systems, qualitatively new models should be developed, but it is useful to use both semantic and pragmatic relationships.

There is no doubt that the introduction of mathematics into this area has great value. Math modeling makes it possible to use modern methods and technical devices in cognition and improve the accuracy of models. Along with this, it is necessary to model the qualitative side of social phenomena, the specifics of which are fully revealed by philosophy, sociology and a whole complex of social sciences.

Important place in the management of social systems currently occupies forecasting. Every decision, even the most elementary one, presupposes a certain foresight, since this decision projects action in the future. Sample effective solutions, especially of a global and strategic nature, requires the ability to foresee the main directions of development in a given area of ​​society as a whole and act in accordance with their patterns. All other things being equal, the greater the probability of a certain event occurring in the future, the more solid the basis for making a decision, naturally. Only on the basis of correct, scientifically based forecasts can one act with perspective, and the results of the activity of the subjective factor will coincide to the greatest extent with the intention of state policy, with the goals pursued by the subject of management. Forecast as a form of social foresight describes the possible degree of achievement of certain goals depending on the method of our actions. Moreover, it can and should cover both controlled and relatively uncontrollable (spontaneously occurring) processes.

Forecasts perform a number of functions: indicative, normative, preventive, etc. They aim management bodies at solving promising problems, determine the conditions under which the forecast model can be implemented, and warn about possible deviations from it. Thus, forecasts act as a necessary element of the entire management process and contribute to its optimization.

The role and importance of forecasting are especially pronounced in the conditions of the scientific and technological revolution, which complicates connections in the social organism and increases the dynamics of society. The scientific and technological revolution requires, even more than before, ideal anticipation, correct anticipation of the possible development of the consequences of the activities of the subject of management.

Forecasting, like modeling, is a complex research and logical-constructive activity. It should be organized in such a way as to provide the necessary information when preparing management decisions. The importance of forecasts in managing social processes lies primarily in the fact that they act as pre-planning documents. Forecasting has the task not of stating a possible future, but of helping planned activities and promoting their optimization. Of course, it should be borne in mind that to perform this function, serious theoretical and applied work is required, through which the knowledge contained in the forecast is transformed in such a way that it can serve as the basis for optimal planning.

Modeling and forecasting of social systems are closely related activities. In a sense, a forecast can be considered a model of the future. On the other hand, a model of a system inevitably increases its cognitive and managerial role if it is based on promising changes in it, and therefore on predictive information. The modeling method is widely used in forecasting activities.

Various methods are known to science and practice expert assessments, which are successfully used in forecasting and in making management decisions. A comparison of various judgments, careful analysis, analysis of the arguments they contain, and synthesis of assessments provide the necessary reliability of the forecast and contribute to the preparation and adoption of optimal decisions.

In modern conditions, due to the increased complexity of the management process, a specific type of labor serving management is being formed - advisory work and corresponding management method. In developed capitalist countries there are many societies, bureaus, and organizations that develop expert assessments and provide advice to managers. Prominent scientists advocate the creation of a communication system between management specialists and organizational leadership.

A figure (informal man) is increasingly being introduced into the management structure of companies, who is not given power and who is not responsible for any sector of work. This is the adviser to the president or general manager, independent expert, assessing the state of affairs in companies not from the position of any department or service, but on a broad, strategic scale. Unlike specialists brought in from contractual management consulting firms, this expert is like a confidant of senior management, privy to all the intentions and secrets related to long-term strategy and upcoming tactics. He is not burdened by the burden of current operational work, the burden of previous traditions and mistakes, he is not limited by the narrow confines of the service hierarchy. He is required to make objective assessments and bold, large-scale recommendations that can significantly affect the state of affairs.

Variety independent examination serves as an introduction to the boards of directors of companies of scientists who specialize in economics, market relations, finance, investment, and social management. A scientist who permanently works at a university or research center is also one of the directors of the company. Without being responsible for a specific area of ​​work and without being associated with any separate production function, he can influence the nature of the decisions of senior management.

When ways and means of optimizing the work of preparing governing decisions are considered, the role of specific social and sociological research should also be kept in mind. Through them, the collection of representative information about the object being studied is ensured, its character traits and development trends, conclusions and recommendations are formed that help the manager in his activities.

The process of collecting and processing information changes qualitatively as a result of the use of electronic computer technology, the significance of which is that it serves as a technical basis for resolving the historical paradox - the presence of information hunger against the backdrop of an abundance of primary information. Modern production, technology and science require from a person such speed and accuracy of reactions that are beyond the limits of his physiological and psychological capabilities. Electronic computer technology provides accelerated processing of huge volumes of information and thus helps managers in preparing and making management decisions.

Great opportunities are most fully realized in automated control systems(ASU). They increase the degree of scientific validity of management, since decision-making does not depend on the subjective opinion and intuition of the manager, but is based on quantitative characteristics the existing and expected situation, which are formed on the basis of the used social models and computer technology. ACS help free management from mechanically performing large tasks current work and focusing on creative solutions to the most important future management issues. By increasing the efficiency of management, an automated system assumes the active participation of a person in the management process. It is the person who makes the final decision based on the assessment various options, taking into account additional information.

Modern science and technology, without canceling or replacing humans, play a huge and ever-increasing role in the management of social processes. Epochal scientific and technical achievements open up fundamentally new opportunities for rationalizing management, overcoming subjectivism and voluntarism in leadership activities, and optimizing the process of solving management problems. Naturally, these possibilities are realized in different ways depending on the nature of social relations and the political superstructure.

conclusions

1. Social management methods are the most important means of implementing laws and management principles. All their diversity (economic, social, psychological, organizational and administrative, etc.) is effective only when the subject of management, based on system analysis, uses the combination of them that is necessary in a given specific management situation, which today represents a complex of complex phenomena (economic, social, political and spiritual-cultural).

2. One of the main tasks of a modern management system is to create favorable conditions for the realization of the capabilities of the managed system, which appear only with the expansion of initiative and responsibility of each subject of self-government, the wider use of methods of self-development and self-government.

3. To achieve these goals, more is needed wide application scientific management methods (modeling, programming, experiment, information technology, etc.).

Every leader must know and be aware of the fact that his activities are connected with the actions of the laws of nature and society - the laws of management. The leader's understanding of these laws and coordination of his actions with the manifestations of the laws will contribute to the effectiveness of his activities, otherwise failure awaits him.

Law- this is an immutability that does not depend on anyone’s will, an objectively present immutability, a predetermined state that has developed in the process of the existence of a given phenomenon, its connections and relationships with the outside world.

There are general and specific control laws.

TO general laws of control relate:

• law of management specialization;
• law of management integration;
• law of saving time.

Specific control laws express the most significant connections and relationships various sides control among themselves and with elements of the external environment. These laws affect those aspects of management that are characterized by mutual influence: when a change in the form and content of one side of management causes stable and well-defined changes in the other. At this level of theory development, among the control laws we can distinguish:

• the law of unity and integrity of the management system;
• the law of conservation of proportionality and optimal correlation of all elements of the control system;
• the law of dependence, the effectiveness of solving management problems on the volume of information use;
• the law of correspondence between required and available time when solving management problems;
• law of compatibility technical means and control systems of subordinate and interacting systems.

Management principles reflect the most general patterns, relationships and interconnections between elements of the management system. They are Starting point when solving any management issues, they reflect the general approach to solving various management problems in the current specific conditions and situations.

The system of management principles includes general and specific principles. General principles significant for management as a whole social phenomenon, are implemented in it regardless of the level and specifics of the management sphere. Following them is mandatory for a leader at any level. General principles of management are specified, developed and supplemented by specific principles. Particular (functional) principles are applied when implementing individual management functions. Thus, particular principles are of great importance for management practice: development and adoption of management decisions; planning; control; business etiquette, etc.

The general principles were formulated by the French mining engineer, management theorist and practitioner, founder of the administrative (classical) school of management, Henri Fayol. Until now, they are considered classic and fundamental in the study of control systems.

Fayol's principles of management:

• division of labor - delegated to workers of individual operations and, as a result, increased productivity, due to the fact that staff have the opportunity to focus their attention on specific operation;
• power and responsibility - the right to give orders must be balanced with responsibility for their consequences;
• discipline - the need to comply with the rules established within the organization. To maintain discipline, it is necessary to have leaders at all levels capable of applying adequate sanctions to those who violate order;
• unity of command - each employee reports to only one manager and receives orders only from him;
• unity of action - a group of workers should work only according to a single plan aimed at achieving one goal;
• subordination of interests - the interests of an employee or group of employees should not be placed above the interests of the organization;
• remuneration - availability of fair methods of stimulating employees;
• centralization is the natural order in an organization that has a control center. The degree of centralization depends on each specific case;
• hierarchy - an organizational hierarchy that should not be violated, but which, if necessary, can be reduced to avoid harm;
• order - a specific place for each person and each person in his place;
• justice - respect and fairness of the administration towards subordinates, a combination of benevolence and justice;
• staff stability - staff turnover weakens the organization and is a consequence of poor management;
• initiative - providing employees with the opportunity to demonstrate personal initiative;
• corporate spirit - cohesion of workers, unity of strength. Currently, as additions and clarifications, other management principles:
• the principle of unity of purpose and leadership (focus). Management should always be oriented towards achieving its goals. The types of work that arise as a result of the division of labor must be coordinated and directed towards achieving a common goal. This means that activities with a common goal must be carried out according to a single plan and managed by one leader. The principle essentially justifies the need for a leader to coordinate the activities of various entities that have a common goal;
• the principle of balance between centralization and decentralization. The principle states that for every situation there is an optimal balance between centralization and decentralization. This ratio is determined mainly by the figure of the leader. The degree of centralization reflects the distribution of management functions along the vertical organizational structure of the management system. Excessive centralization in the management of an organization results in insufficient consideration of the specifics of the local business situation; the complication of intrasystem relations fetters creativity at lower levels of management, restrains the development of their independence and responsibility, and limits efficiency in solving emerging problems. In turn, exceeding reasonable limits of decentralization leads to loss or weakening of controllability;
• principle of connections. The point is that every manager takes into account the existence of not only vertical, but also horizontal connections, made necessary contacts with colleagues, at least at the same level of management, and used the information received in the performance of their official duties;
• principle of legality. Various aspects of the principle of legality are reflected in the following provisions:
  • - law supremacy. All regulatory legal acts of the organization must be based on current legislation and not contradict it;
  • - equality of all subjects and objects of management activities before the law;
  • - uniform understanding and application of laws and other regulations in the management of the organization throughout the territory of their operation;
  • - ensuring systematic monitoring of employees’ compliance with the requirements of laws and other regulations, prevention and timely suppression of possible offenses;
• the scientific principle presupposes knowledge by the subject of management of the objective laws of management and trends in the development of society, science, and technology. The ability of a manager to act taking into account these patterns, trends, to direct and coordinate the efforts of employees (participants) of the organization to achieve the required final result;
• The principle of public relations is becoming increasingly important for managing an organization in modern conditions. Without communication with public organizations, primarily with local territorial communities, with the media, which largely shape public consciousness and opinion, a modern organization often cannot count on success in its activities, and sometimes even on normal functioning;
• the principle of flexibility obliges the manager to provide for the possibility of maneuvering with available forces and means, using those forms and methods of management that best suit the changed situation, the possibility of adjusting the tactics for implementing decisions made in order to ensure consistent progress towards the intended goal even in the event of an unfavorable situation, unforeseen obstacles and complications;
• the principle of ethics presupposes compliance by the manager and subordinates with a certain set of ethical rules, which ensures the moral nature of relationships in the sphere of organization management.

Control functions- This special types specialized management activities that emerged in the process of division of managerial labor.

Management functions must provide direction, management and service to the organization economic activity. Each function is characterized by purpose, repeatability, uniformity of content, and the specifics of the personnel required to perform it. Management functions are objective in nature, which is determined by the need for the management process itself in conditions of joint work of people.

There are various classifications of management functions. Moreover, the differences are determined, as a rule, by the characteristics that form the basis of the classification.

The simplest and easiest to understand is the division of management functions into two groups: general and special.

General control functions formulated by A. Fayol. He identifies five management functions, which are independent areas, but at the same time related to other areas of the management process. To manage, according to Fayol, means: to plan (prevoir); organize (i organizer); give orders (put into action) ( commander); coordinate ( coordonner); control ( controller). They manifest themselves in fundamentally the same way in the management of an organization in any field of activity.

Among the general functions of management, the main one is considered planning. By implementing it, an entrepreneur or manager formulates goals and objectives for the coming period; develops an action strategy ( strategic planning); amounts to necessary plans and programs for their implementation (current planning).

The practical implementation of plans and programs is undertaken by organizational function. It is implemented through the creation of the organization itself, the formation of its structure, the distribution of work among departments, employees and the coordination of their activities.

Coordination function The activities of the organization are carried out in order to ensure the coordinated and well-coordinated work of the production and functional divisions of the enterprise and workshops participating in the process of fulfilling planned tasks. This function is implemented in the form of influence on a team of people, individual workers involved in the production process, from line managers and functional services.

Control function manifests itself in the form of influencing a team of people through identifying, summarizing, accounting, analyzing the results of production activities of each workshop and bringing them to managers, departments and management services in order to prepare management decisions. This function is implemented based on operational, statistical, accounting, identifying deviations from established performance indicators and analyzing the causes of deviations. Control is designed to identify impending dangers in advance, detect errors, deviations from existing standards, and thereby create the basis for improving work.

A special place in the management system is occupied by specialized functions, i.e. functions for managing certain objects (divisions of the organization, the main functions of the organization and business processes occurring in the organization).

Each of these control objects includes many of its own control objects. Thus, the main functions of an enterprise include the following elements (management objects): production; logistics; Research and development; marketing and sales of finished products; personnel; finance, including accounting and analysis of business processes, etc.

Management of these objects constitutes the content of specialized management functions (Table 14.1).

Table 14.1

	Name special
	Control production	Planning of production volume. Arrangement of equipment and creation of jobs. Organization of work performance (providing workplaces with materials, raw materials, components, information). Organization of timely repair of equipment and machinery. Prompt elimination of failures and problems in the technical process. Quality control
	Control materially technical supplies	Conclusion of supply contracts. Organization of purchase, delivery and storage of inventories
	Research and development (innovation) management	Organization scientific research and applied developments. Creation of prototypes. Organization of the introduction of new products into production
	Marketing and sales management of finished products	Market research. Formation of sales channels. Organization of sending finished products to customers