The division of labor in any society follows two different directions:
1) horizontal division, which differentiates the entire volume of labor performed by the organization into separate "portions", tasks given to individuals or groups (departments). Each task corresponds to the number of individuals in the group, and each individual “portion” corresponds to their ability to work, work skills, etc .;
2) the vertical division of labor arises from the need to coordinate the work of individuals and groups.
Social management is the social activity of people to coordinate the work of individuals, social groups, organizations, society as a whole.
With the growth and differentiation of society, it is more and more difficult to carry out its management activities unprofessionally, “casually”. Hence the need to separate management activities. Even in a separate organization, for its smooth functioning, management activities must be separated from other types of labor. Moreover, the creation of large organizations only became possible when management activities, management structures were clearly separated from technical, commercial, and other structures that produce the products of this organization.
American sociologist P. Drucker believes that management is special kind activity that transforms the disorganized crowd into an effective, focused and productive group.
It is the management - characteristic feature organization, that is, the presence of management, as well as structure and purpose, turns a social group into an organization.
The larger the organization, the more management work must be done to achieve its goals. Hence, it is believed that the leaders themselves need to be structured, and such structuring will be both horizontal (that is, the arrangement of heads of related departments) and vertical (the arrangement of leaders) (Fig. 6).
The vertical separation of the level of management activity is called the level of management.
How many levels of management are required for an organization to function effectively?
The Roman Catholic Church, which has hundreds of millions of people, has only 4 levels of government between the pope and the parish priest.
The US Army has 7 levels and 20 ranks, separating the generals of the committee of chiefs of staff from the private. The Russian army has 9 levels of command and 20 ranks.
Rice. 6. Levels of management of the organization
Regardless of the levels of management, managers are traditionally divided into three categories. T. Parsons examined these categories of leaders in terms of the functions they perform in the organization (Fig. 7):
at the technical level, people are involved in the day-to-day operations necessary to ensure efficient work without disruption;
at the managerial level, managers are engaged in the coordination and direction of the activities of individual links within the organization;
at the institutional level, managers develop long-term plans, formulate goals, that is, they adapt the organization's activities to the external environment (nature and society). 
Rice. 7. Categories of leaders (according to I Parsons)
In addition, all management personnel are subdivided into:
grass-roots managers. These are operating rooms, primary supervisors, immediate supervisors of workers, performers (foreman, department head, department head, department commander). This is the majority of the leaders. A characteristic feature of their work is tension and frequent changes in actions. The implementation period for decisions is short, usually around two weeks. The focus of their activities - on subordinates, to a lesser extent - on communication with peers, even less - with a superior boss; middle managers. They coordinate and supervise the work of the grassroots leaders. Over the past time, in all organizations, the role of this link has increased significantly, and the number of middle managers has also grown. In some organizations, middle managers are divided into:
upper middle level;
the lower level of the middle link.
Thus, a four-tier control scheme is formed. Practice shows that for effective implementation of decisions one should have no more than three or four levels of management. Therefore, in large and super-large organizations it is necessary to compile complex circuits management, to set separate tasks for independent units.
Typical positions of middle managers are: head of department (in industrial organizations), dean of the faculty (in educational institutions), in the armed forces - all officer positions from lieutenant to colonel, in the church - to bishop.
The nature of the activities of middle managers varies greatly depending on their rank and type of organization. In some cases, it is similar to the nature of the activities of grassroots leaders, in others it approaches the work and responsibility of top managers.
The typical role of such a leader is the role of a transmission line, a buffer between top and bottom managers. Middle managers spend most of their time in communication with other middle and lower managers.
Computerization and, in general, the development of office equipment reduces the number of middle managers; computers take on such a function as preparing information for decision-making, transferring decisions to the lower level. In the late 1980s. corporation
Krayer, due to the introduction of office equipment, has reduced the number of middle managers by 40% without reducing production efficiency. In general, this category of leaders primarily falls under layoffs when campaigns to de-bureaucratize state organizations both in Russia and in the West. She is most often accused of the ineffectiveness of the organization's work, of failures in carrying out reforms (for example, Gorbachev in the late 1980s - early 1990s in the USSR).
Senior managers are responsible for making critical decisions about the organization as a whole or parts of it. Authoritative senior executives leave their personality imprint on the activities of any social organization, whether it be a state, Political Party or an industrial corporation. Their role in the efficiency of organizations is very high, in fact, decisive. Their activities are very intense. Neither at home nor on vacation, senior executives can not get away from problems, they are constantly connected with it mentally and by means of communication. A working week of 60-80 hours is not uncommon for them.
We got acquainted with the structure of social management, now we will consider the functions, or roles, of managers.
Sociologist G. Mintzberg identified ten such roles:
the main leader, that is, the symbolic head of the organization;
leader, that is, responsible for motivation, stimulating the activity of subordinates, recruiting and training new employees;
connecting link, which ensures the operation of the network of external contacts, obtaining information;
"Receiver of information" - a kind of "nerve center", he receives all external and internal information, which he uses in the interests of the case;
distributor of information - transfers and interprets external and internal information;
representative - transfers information for external contacts regarding plans, policies, actions, results of the organization's work;
entrepreneur - seeks opportunities inside and outside the organization, develops reform projects, controls certain projects;
eliminating violations - corrects the actions of individual units, eliminating social conflicts, violations in the activities of the organization;
resource allocator;
negotiator.
An individual person can influence the nature of the performance of a role, but not its content, notes G. Mintzberg. He differentiates all roles in three categories:
Interpersonal roles derive from the status and powers of the leader in the organization and cover the sphere of his interaction with people (see roles 1-3).
Informational roles arise from interpersonal roles, from the position of the manager as an information processing center (see roles 4, 5, 6).
3. Decision-making roles are the product of the first two categories of roles (see roles 7-10).
The founder of the classical, or administrative, school of management was the head of a large French coal company, Henri Fayol. Representatives of this school were themselves administrators-managers and sought to maximize the efficiency of their companies, with little concern for the social problems of employees. This school was actively developing in 1920-1950. She set as her goal the creation of universal principles of management, which were supposed to clarify two aspects:
development of a rational organization management system, i.e. the best way its differentiation into subdivisions, coordination and control over the efficiency of each of them;
building the structure of the organization and management of employees, that is, the practical implementation of rational schemes and principles.
A. Fayol, as a result of his theoretical and practical activities, formulated 14 principles of management:
division of labor;
authority and responsibility, that is, where there is authority, there is responsibility;
discipline. Obedience and respect for agreements between management and employee. Fairly applied sanctions;
one-man management. Each employee receives orders and reports to only one boss;
unity of direction. Each department must have one plan and one leader;
subordination of personal interests to general;
staff remuneration. Fair salary;
centralization, understood as proportion with decentralization;
scalar chain, that is, a single control signal from a top manager to a lower-level manager;
order: everything is in its place;
Justice. Combination of kindness and justice;
stability of the workplace for staff. Lack of staff turnover, that is, those who hold on to their place are needed, even if they are less talented;
initiative. Developing a plan and ensuring its implementation;
corporate spirit. The union of managers and governors as a result of harmonious work.
These principles form the basis of the classical (scientific) school of management.
Apart from a set of interrelated roles, managerial activity, social management can be viewed as a process that consists not in the simultaneous, but in the sequential implementation of managerial functions - planning, organization, motivation, control. In this case, social management should be understood as a process or a dynamic system with feedback (Fig. 8).
Rice. 8. The social management process
Let's consider how the individual functions are implemented in the management process.
Planning. This function decides what goals the organization faces and what departments and people must do to achieve the goals. The plan is the direction of the efforts of all members of the organization to achieve the set goals. Planning must be constant as goals change and the future is uncertain.
Organization. To organize is to create some kind of structure. Each structural element must receive a task that is distributed among specific people. The manager delegates tasks and authority, as well as the right to use resources, and distributes responsibility for the task. Delegation is a way of managing, carrying out work with the help of others.
Motivation. The purpose of this function is to ensure that members of the organization perform work in accordance with delegated tasks, in accordance with the plan, with diligence and responsibility.
Leaders have always performed the function of motivation, regardless of whether they were aware of it or not. WITH late XVIII At the beginning of the 20th century, for example, it was believed that the more opportunities there are to earn, the more people will work more. This approach to motivation was developed by the school scientific management(1885-1920). The founders of this school, Frederico Taylor, Frank and Lilia Gilbert, started out as ordinary workers. Therefore, their scientific management methodology was based on the analysis of labor operations and the identification of their most rational types. F. Taylor, for example, meticulously measured the amount of iron ore and coal that a nut can lift on shovels of various sizes. The Gilberts invented the microchronometer for recording time intervals up to 1/2000 s. They used it in conjunction with a movie camera to determine the time an employee spent on each movement. Stimulation of labor consisted in the establishment of a completely feasible science-based norm; when the norm was exceeded, employees were awarded bonuses.
The American sociologist Elton Mayo (1880-1949), during the famous Hawthorne experiments (they took place at the Western Electric plant in the Chicago suburb of Hawthorne in 1927-1932), found that well-designed work operations and good salary did not always lead to an increase in labor productivity. The forces that arose in the course of the interaction of the performers sometimes exceeded the efforts of the leaders, that is, the workers reacted much more strongly to the pressure from the team members than to the improvement of working conditions. Productivity did not rise when others believed that the employee did not want to “give all the best” to the end, so that the salaries of others did not suffer. Rather, productivity increased simply because the team members knew they were participating in the experiment. At the same time, labor productivity was almost not influenced by such incentives of the scientific school of management as changing the frequency of breaks, illumination of the workplace, bonuses for overfulfillment of the norm, etc. From E. Mayo's studies, another paradigm in management theory originates - the school of "human relations".
Subsequently, the studies of Abraham Maslow (1908-1970) helped to better understand and appreciate the importance of the "human" factor. A. Maslow created the so-called hierarchy, that is, vertical correspondence, of human needs, which shows the consistency of the emergence of the next needs while satisfying the previous ones (Fig. 9). 
Rice. 9. The hierarchy of human needs (according to A. Maslow)
Human needs, especially high level are not satisfied only with money and better working conditions. Each person needs recognition of his successes and merits, a certain communication environment that contributes to the realization of his creative aspirations. The more satisfied the primary material needs, the more people need to realize their higher needs.
From the point of view of the school of human relations, labor motivation should include not only material, but also moral incentives: recognition of the authority of leading workers, consultations with them, direct communication between bosses and performers, democratization of management style and relations in organizations in general, etc.
Control. This is not about social, but about production control, which is understood as the process of comparing the results of labor and the goals set. However, production control is somehow included in the system of production, that is, social, relations and in this sense can be considered a part of the system of social control.
Control includes the correction of initial plans as a response to changes in external (in environment, in society) or internal conditions... Revision of plans, goals of activities is always carried out in the direction of their realism, adequacy, compliance with changing conditions.
4. Statistical collection of the Republic of Moldova.
BASIC DIRECTIONS RESTRUCTURING OF BRANCH OF PLANT GROWING IN REPUBLIC MOLDOVA
N. Mokanu, the candidate of economic sciences, the docent of Moldavian State Agrarian University
Annotation. Prime objective of work is development of theoretical and methodological bases of process of restructuring of agrarian sector and a countryside as a whole, Carried out in conditions of market attitudes, predominances of a private property over manufacture and focused on the most advanced achievements European Economic Cosociety in the given area of economic activities.
The keywords: agrarian sector, a countryside, a cost chain, integration, restructuring, risks, corporate sector, monetary streams, methodology of modeling of the integrated systems
ORGANIZATIONAL AND INFORMATION STRUCTURES OF ENTERPRISE MANAGEMENT AND THEIR ROLE IN INTENSIFICATION OF THE MANAGEMENT PROCESS
A. V. Pavlov, Director of LLC "New Lyskovskaya Knitted Fabric Factory" Ph.D.
Annotation. The article discusses the general problems of improving the efficiency of management activities, the quality of implementation of management decisions, organizational structures management and their impact on the results of production activities, proposed ways to improve the efficiency of management processes.
Key words: management process, information flows, organizational structure, production efficiency, management factor, information potential.
At present, in our country there is a lot of talk about the role of management and the need to improve its efficiency. However, despite the vast flow of information of this kind, many enterprises are unable to solve these problems. One of the main reasons for this situation, along with the lack of various types of resources, insolvency of debtors, etc. is the inability of managers to rationally organize the management process, correctly design the organizational structure of management, information flows, and effectively use their working time.
The urgency of this problem is due to the following reasons. First, the growing importance of the management factor in increasing production efficiency, which requires a fuller use of the organizational and informational potential. Secondly, the need to intensify managerial activity based on the growth of managerial labor productivity. Third, a significant increase in the requirements for the quality of management. Fourthly, and this is especially important, a significant increase in the information load on management personnel. Fifthly, the complication of the management process itself, caused in turn by the complication of the organizational structure and a significant increase in information coming to the enterprise.
A modern industrial enterprise is a complex production system organizational type. The latter means that its functioning is determined by the behavior of people in this system.
in the production process. In modern conditions, when the production management system at industrial enterprises has become much more complicated, when the number of structural units with their goals and objectives has grown significantly, there is a real danger of system inertia and duplication of functions, which cannot but affect the speed and quality of management processes, but, therefore, on the results of the enterprise. Therefore, it is necessary - to clearly distinguish between the functions of each management link, to determine the principle of interconnections and relationships between them.
An important problem of the organization of management is the creation of an effective organizational structure of enterprise management. At the same time, the organizational structure of management is one of the main factors that significantly affect the complex and dynamic work of the entire enterprise. However, a leader should not focus solely on structure, which is often the case in practice. This problem must be constantly considered in conjunction with others, for example, registration and transmission of information. When designing an organizational structure, a leader should remember that an effective organizational structure should avoid losses and mistakes, ensure job satisfaction, have clear reporting lines, allow subordinates to participate in problem solving, instill confidence in the future and present certain status and opportunities for career development. ... Each top manager of the enterprise and the head of each functional service of this enterprise should strive to create such a management structure. To do this, the leader must determine the goals, objectives, priorities and it is on their basis to create an organizational management structure,
and not vice versa - to adjust goals and objectives to the existing structure. At one of the enterprises where the research was carried out, the management developed a program for overcoming the crisis. The goal was set for the enterprise - to increase the volume of production in two years by 10 times and at the same time to actively pursue a policy of saving resources. The following changes have been made to the organizational structure. First, in order to save costs, the procurement department was almost completely downsized, and the remaining employee began to report directly not to the sales director, but to the production director. As a consequence of all this, failures began in the provision of production with raw materials and materials, conflicts between the commercial director and the production director over what, how much and when to produce. Secondly, in order to increase the volume of sales of manufactured products, 4 new employees were additionally hired into the sales department. The marketing department, which would have to study the position of the enterprise in the market, market opportunities, etc. and other services (for example, information and analytical department, etc.) was not created. As a result, the company has accumulated large stocks of finished products in the warehouse. Thus, the management not only failed to correctly set goals for the enterprise, but also failed to carry out (and one might say did not carry out) the changes necessary for their implementation in the organizational structure of the enterprise.
P. Drucker sees three ways to determine the type of organizational structure required for a particular enterprise: performance analysis, decision analysis and relationship analysis. Indeed, only by carefully analyzing the activities of the enterprise, the manager can determine what work needs to be done, how certain types of work can be combined and how
Therefore, each type of activity should be reflected in the organizational structure. Decision analysis helps determine what kind of decisions need to be made, what part of the organizational structure and how much each manager should take in their implementation. Linkage analysis should help determine how each manager should contribute to the implementation of programs, with whom he should act, and what should be the contribution of other managers. After conducting this analysis, the leader can choose a certain type of organizational structure.
In the theory and practice of managing industrial enterprises, the following organizational management structures are used: linear, functional, linear-staff or linear-functional, program-target structures (design, matrix, etc.). Each management structure has certain advantages and disadvantages, and its choice is dictated by the specific conditions of the enterprise.
The linear structure implements the principles of one-man management and centralism. Provides for the performance by one leader of all functions at each level of management, with full subordination to him on the basis of one-man management of all subordinate divisions. This type of structure is typical for the lower levels of management: section manager - senior foreman - foreman. The linear structure first appeared in the army of Ancient Rome more than two thousand years ago and was widespread in industrial enterprises at the end of the last century.
The advantage of this type of structure is simplicity and low cost. However, it has a big drawback, namely, that the head of each department must have a variety of knowledge, have rich experience and cover all aspects of the activity.
ness, since he does not use the help of specialized departments to perform certain functions. For this reason, linear organization can only be applied in enterprises with simple activities or, this type of structure is effective only for small enterprises.
Today linear system organizations are much less common than in the past. In the conditions when the complexity and scale of the enterprise's activities have increased, the need to create a functional apparatus that would take over the performance of specialized functions has become tangible.
The functional structure is based on the division of functions between structural divisions with subordination to them of all subordinate divisions. It provides for the subordination of one employee to several higher-level managers who carry out their functions. The internal structure of divisions, as a rule, is built on a linear basis. For example, the site manager is simultaneously subordinate to the deputy directors for production, commerce and economics. The functional structure was developed by W. Taylor in the early twentieth century.
Under this system, each of the heads of functional departments directly gives orders to production departments on issues related to their specialty.
The advantage of this system is that due to the existence of departments specializing in certain functions, it ensures the performance of the corresponding functions at a high quality level, which is impossible in the case of a linear organization. The disadvantages of the functional structure are that it assumes the existence of a large number of
the number of departments, which leads to an increase in the cost of the apparatus. Another extremely important negative feature is the existence of many hierarchical lines through which orders of production departments are given, instead of one single line, as is the case with a linear structure. Under such circumstances, performers may receive sometimes conflicting orders, leading to disruption of production.
The functional structure is less common and has theoretical and historical rather than practical significance.
For these reasons, as a compromise between the two systems - linear and functional - a new way of organization has emerged, called the linear-functional structure.
The linear-functional structure is based on the observance of one-man management, the linear construction of structural units and the distribution of management functions between them. It implements the principle of democratic centralism, in which the preparation and discussion of the decision is carried out collegially, and the decision-making and responsibility - only by the first leader alone.
It synthesizes the best properties of a linear structure (clear connections of subordination, centralization of management in the same hands) and a functional structure (division of labor, qualified preparation of decisions). It arose in a feudal state and then spread in the army with the appearance of headquarters, and in production with the appearance of specialists. The linear-functional structure is the most common, especially for middle management levels. At the lower levels of management, linear subordination links are more characteristic, and at the upper levels, functional ones.
The correct combination of linear and functional leadership in a management system is an important task when building a management structure.
The disadvantages of a linear-functional system include:
The number and complexity of business ties increases markedly in comparison with purely line organization;
Communication channels can be overwhelmed with information necessary for the coordination of line and staff elements, which reduces efficiency in management;
Growth of administrative expenses, imbalance between administrative expenses and the scale of activities.
For industrial enterprises operating in a stable mode, that is, having established the production of serial and mass products, developing evenly, not experiencing serious influences from the external environment, horizontal ties are established for a relatively long period and their regulation usually does not require significant intervention from higher management bodies. Under these conditions, the linear functional structure is quite effective. At the same time, in the event of situations that are non-standard for the activities of this industrial enterprise, which requires a special approach to decision-making and the involvement of specialists from various services for this purpose, the stability of the functioning of a production facility may be impaired. Such situations include, for example, the transition to the release of substantially new products, a radical change in technology, technical
technical re-equipment, reconstruction, target reorientation, solution of original or especially complex design, technological, economic problems. Their appearance requires a significant redistribution of the existing horizontal ties or their formation in new versions. In such conditions, it is of fundamental importance to create a flexible and dynamic system of cross-functional coordination of management work aimed at combining the diverse and heterogeneous efforts of individual links in the management of a production facility into a single program, the implementation of which is subordinated to the achievement of a specific specific goal.
A successful solution to this kind of tasks can be achieved under the conditions of a kind of organizational management structures that cooperate with linear functional structures, complement them, but are not identical to them. Such management structures, in accordance with their purpose and forms of functioning, are called target-oriented.
As you know, the main feature of linear functional management structures is that they are focused on the coordinated management of all aspects of the activities of each relatively independent production and economic facility - a workshop of the main or auxiliary production, a department of material and technical supply, etc. In contrast to linear functional software -target structures are created to manage the implementation of the implementation of any special task or a group of tasks that go beyond the normal, standard activities of all or a group of subdivisions of a controlled object in their content and certainly provide for the achievement of a certain non-standard goal.
Taking into account that the program-target management structures are designed and actually operate within the existing linear-functional structures, the existing vertical links between management and subordination are preserved. Thus, the communications of management units, as well as individual persons of management personnel, regarding the implementation of target programs with all units and performers included in the linear-functional structure, are, first of all, functional. This ensures the unity of management on the part of the managers of the managed object regarding the implementation of both regular plans and special targeted programs. The unity of management, in turn, makes the work of the controlled object more stable, less affected by the external environment.
Program-targeted organizational structures began to be used in the early 50s in the USA and the USSR for the implementation of atomic and space projects, and then became widespread in large international companies.
The process of development of organizational structures of management, discussed above, indicates that at industrial enterprises there is a process of complication of the management system caused by the development of production. Improvement of organizational, and, consequently, information management structures, should be aimed primarily at improving the quality and quantitative characteristics management, to intensify the management process itself.
V last years improvement of management structures was mainly quantitative in nature - the layering of new divisions with the emergence of new problems, management functions. This led to the fact
that in many enterprises several departments are engaged in the same function, each of which strives for independence and often solves the same issues. The consequences of such a scattered, closed formation of functional production services are making themselves felt. In pursuit of independence, functional services sometimes forget about the interests of the main production services, for which they, in fact, must work. All this taken together leads to the fact that an unreasonably cumbersome staff appears at enterprises, the main weakness of which is incomplete workload and lack of qualified coordination.
One of the main features of an optimal control structure is smallest number steps and links, as this leads to a reduction in the time for passing information and to a decrease in the cost of maintaining management personnel. This makes control systems easier to control, shortening the path of information and the time for making decisions. The fewer hierarchical levels in the management structure, the less opportunities for dispersion of responsibility. Therefore, the determination of the composition and relationships of linear and functional links of management, the number of steps is one of the main tasks in the development of the organizational structure of management.
Thus, all of the above and many other problems associated with the organizational structure of management significantly reduce the effectiveness of management. At the same time, effective management is understood as such management in which the enterprise in the optimal way (in terms of time, labor, material resources and other costs) achieves its goals (increase in the volume of products sold, increase in profit from sales, release of a new type
products, opening new production, reducing costs, etc.), while providing conditions for continuous self-development.
The increasing complexity of management requires active improvement of the organizational structure in order to intensify the management process. The manager must understand that the efficiency of the functioning of the information structure, the process of making managerial decisions, depends on how optimally the organizational structure of the enterprise is built. Consequently, in order to intensify the management process at the enterprise, it is necessary, first of all, to improve the organizational and informational structure of management, that is, to make them more effective.
Research by specialists and our own research have shown that the present stage managers understand that in order to solve the problems facing the enterprise, it is necessary to increase the productivity of managerial work. That is, in other words, to increase the number of error-free management decisions made to the maximum extent per unit of time. But for this, the manager must have information at the time of making a decision. High Quality, which should be provided by an efficiently functioning information structure that provides information exchange at the enterprise.
The organizational structure predetermines the number of services and departments in the enterprise, and therefore, predetermines the informational links between them, total amount these links, the speed of information passing through information channels. Thus, the organizational and informational structure of management
niya determine the level of intensity of management activities at an industrial enterprise.
By far the most valuable commodity today is information. The use value of a given product arises from the fundamental role of information for the implementation of management processes, and the value is expressed in the costs incurred for its collection, processing, transfer. Information is an internal product of any industrial enterprise and the quality of this product must constantly grow if the manager is interested in increasing the efficiency of management. But as noted above, the amount of information in the enterprise is constantly increasing, therefore, when developing an information structure, it is necessary to take into account the management principle based on "information about deviations". Its essence lies in the fact that the manager should receive only that information that requires a decision and when it carries information about the need to make changes in the state of the control object, aimed at reducing the uncertainty of this state, at reducing the level of entropy. Thus, the control process presupposes the possibility of mismatches in the controlled object in advance, without which it is meaningless to talk about control. But since the need for management arises every time when information about deviations comes in, then, therefore, the more often it appears, the more complex the functions of the governing body.
Thus, the need to intensify the management process generates among managers the need for high-quality information and in accelerating information exchange at the enterprise, which in turn entails complication and further improvement.
development of the organizational and informational management structure.
ORGANIZATIONAL BOTH INFORMATION STRUCTURES OF OPERATION OF BUSINESS AND THEIR ROLE IN THE INTENSIFICATION OF MANAGERIAL PROCESS
A. V. Pavlov, director of "New Lyskovsky knitting factory", the caadiddte of eeconmic ssiencce, the ddcent of NGIEI
Annotation. In article the general problems of increase of efficiency of administrative activity, workmanship of administrative decisions, organizing structures of management and their influence on results of industrial activity are considered, ways by efficiency of managerial processes are offered.
Keywords: managerial process, streams of information, organizational structure, production efficiency, the administrative factor, information potential.
FORMATION OF INFORMATION AND CONSULTATION SERVICE IN AIC
T.V. Rogozhina, PhD applicant
Annotation. This article discusses the formation of an information and consulting service in the agro-industrial complex. The necessity of creating an information and consulting service of the agro-industrial complex has been identified. The relevance of information and consulting activities in the agro-industrial complex of the country is noted.
Key words: information activities, consultations, consulting centers.
The information structure is one of the most relevant and technologically difficult problems modern public administration. The information structure, acting as the framework of the public administration system, affects the state of the subject and object, the implementation of the main functions, the choice of forms and methods of communication with the public. The subject of management - a structurally organized social community that performs the functions of leadership and impact on an object in order to transfer it to a new state - uses state information as the main resource of management impact. The object of management is a structured social community that also uses information and functions under the directing influence of the subject to achieve common goals. Mechanisms and technologies that ensure effective subject-object interaction are included in the information structure as forms and types of connections.
In the former management system of a totalitarian society, the information structure traditionally dominated and prevailed, which was formed under the influence of the dominant state ideology and was characterized by the unconditional belief of an official of any rank and civilian population in the truth of its provisions. A one-sided ideological vision of reality led to the emergence of an internally contradictory information system that eroded the ground for a holistic understanding of socio-political processes. This led to the inevitable one-sided selection of facts and information by the administrative apparatus and the emergence of fatal errors. As for the civilian population, the suppression of objectionable facts, misinformation and embellishment of the real socio-economic situation gave rise to a duality of public consciousness, when there was one thing in thoughts, another in words, and a third in real activity.
The peculiarity of the modern political situation is that there is a transition from a rigidly centralized structure to the division of power into several branches, from a single state ideology to political pluralism, from the old "human" technology of spoken and written words to the widespread use of information technologies, the formation of modern information structure government controlled.
Public administration as an executive and administrative activity of the apparatus presupposes a positive, organizing and creative activity of the legislative, executive and judicial authorities. They carry out on legal basis economic, socio-cultural and administrative-political functions. Effective implementation of the above functions is impossible without a branched, flexible and dynamic information structure.
In order for the power-sharing to be protected from abuse, error and amateurism, a balance is needed in the possession of information and social knowledge. Therefore, the Presidential Administration, the Government and the bicameral Parliament of the Russian Federation concentrate material, financial and administrative resources and direct them to the formation of the information structure of public administration. The creation of the country's information infrastructure is complicated by such factors as geographical extent, insufficiently developed infrastructure, a transitional state of the economy, the collapse of the old system of values and low computer literacy of the population.
The modern information structure of Russia includes information, information resources, software for computing and telecommunications technology, information networks and systems, banks and databases, intelligent information technologies, highly professional personnel ensuring their creation and use.
Information circulating in the apparatus of power at the federal and regional levels is a complex and diverse type of information. It is huge in volume, varied in content and characterized by variability in dynamics. A significant part of it is associated with the formation and implementation of management influences. Another, no less significant, expresses the relationship between the state apparatus and the needs and interests of millions of citizens.
All information flows included in the management communication process can be divided into three groups:
1) information circulating within public authorities;
2) information flows between control bodies of different levels;
3) information flows between management bodies and management objects in the external information environment.
The movement of information is regulated by special management structures. These can be structural units inside and outside government bodies. They provide monitoring activities, collect information for the development of models and options for management decisions. These include information and analytical centers, public relations departments, press centers, information retrieval systems, information agencies, committees on statistics, mass media.
Today, the public administration system has significantly changed the attitude towards analytical services at the federal and regional levels, the very understanding of the essence of analytical and expert work is expanding. The role of various types of expertise is especially growing - legal, macroeconomic, international, scientific and technical, criminal, etc.
The majority of experts of federal analytical services refer to analytical activities as those processes and procedures of intellectual activity that have signs of creativity, which allows creating new information, revealing hidden problems or their aspects, and proposing unconventional ways to solve them. All this makes it possible to reduce the search for managerial decisions and the time for making positive decisions.
Specialists of information and analytical services in regional administrations put very different content into the concept of "analytical activity":
Informatization of management processes;
mastering a computer for typewritten work;
creation of reference and information systems and technologies.
All information and analytical services of the regions can be divided into three classes:
Services of the first class are engaged in the ordering of information resources and create for this the corresponding reference arrays (legal information, letters from residents of the region, various information and documents on the situation, prepared traditional methods).
Services of the second class are engaged in analytical processing using databases ("press", "statistics", "reforms", create municipal information systems).
Third-class services develop analytical and experimental technologies to serve emergencies as well as election campaigns.
The normal operation of analytical services depends not only on the professional training of the heads of these departments, but also indirectly on top managers - governors, mayors and their assistants, assistants, press secretaries, business managers, managers, organizational departments. Here it is possible to underestimate the role of analytical research at the stages of considering regional problems and ways to solve them, one-sided specialization of analytical departments, analytical monitoring of only current problems, staffing analytical services with specialists of only one profile (economists, sociologists, administrators). The movement of information is regulated by special management structures. These can be structural units inside and outside government bodies. They provide monitoring activities, collect information for the development of models and options for management decisions. As the main elements, various organizational structures can be named, which are divided into information and analytical (analytical centers and departments), information and reference (press services, information and reference departments), information and technical (information retrieval systems, computer services), mass media (television, radio, periodicals). These include also public relations departments, press centers, news agencies, committees on statistics, etc.
In the information support of the state power, the greatest importance belongs to information and analytical services. Analytical activity is “built into” the management process. Organizational, technical and personnel issues are resolved here. It is they who identify and formulate the management information needs for management. The most accurate and complete coverage of the functions assigned to the authority or an individual employee, taking into account the specifics of the types of information inherent in individual levels of management, establishing the grounds and types of responsibility of employees of the apparatus for the provision and processing of information depends on the work of information and analytical centers.
In the modern system of public administration, the attitude towards analytical services at the federal and regional levels has changed significantly. The very understanding of the essence of analytical and expert work is expanding. The role of various types of expertise is especially growing - legal, macroeconomic, international, scientific and technical, criminal, etc.
Specialists for information and analytical centers are trained at the Institute of Control Sciences of the Russian Academy of Sciences and undergo training at the Analytical Center under the President of the Russian Federation and the Center for Economic Conjuncture.
The tasks of the information and analytical centers include:
Information and analytical monitoring of the economic, socio-political, environmental, crime situation in the region;
analysis, diagnostics, modeling and forecasting of the management process;
search and detection of problem areas in the field of federal and regional government, as well as methods of their solution;
examination of the most important management decisions, investment projects;
preparation and justification on the basis of information of alternatives of management decisions for the decision-maker and their justification;
preparation of forecasts, analytical reviews and retrospective references.
The place of the information and analytical service in the system of modern public administration can be examined using the example of the work of the information and analytical department of the Office of the Federation Council. Its main task is to provide effective and analytical support for the work of the Federation Council.
The upper house of the Russian parliament, the Federation Council, does not pass laws, but only approves or rejects the texts adopted by the State Duma. The effective performance of this function requires the organization of regular interaction of the bodies of the Council of the Federation with the State Duma, and, if necessary, with other authorities at all stages of the preparation of draft laws. Thus, it performs the function of a link between the federal system of power and the authorities of the subjects of the Federation. The chamber is formed from the current leaders of the constituent entities of the Federation, i.e. from practitioners who are constantly faced in their regions with all the variety of socio-economic, political and other problems. The leaders of the regions get the opportunity to directly participate in the formation of the policy of the federal authorities, and the decisions of the federal level agreed with them receive additional support when implementing it in the regions of Russia.
The Federation Council also participates in programs of interaction with parliaments of other countries and with international organizations.
In this regard, the main task of analytical activity is to ensure all the functions of the Federation Council - in terms of the formation of both internal and external socio-economic state policy.
Particularly important is the task of providing the members of the Federation Council with an objective and complete information required to make an informed decision taking into account the interests of the Russian Federation.
The following can be distinguished significant species information:
On the situation in the area regulated by the draft law;
on the concepts of the law put forward in the course of work on it in the State Duma;
to what extent the positions and interests of the subjects of the Federation were taken into account in the final version of the draft law;
what consequences, both positive and negative, can its implementation lead to.
The information and analytical department of the Federation Council is working in several areas:
Prepares analytical and informational materials for members of the upper chamber;
promptly disseminates information on the most pressing issues;
actively participates in all parliamentary hearings;
organizes the release of the Analytical Bulletin on critical issues the jurisdiction of the Federation Council;
develops information and analytical reports on the most important, promising problems of ensuring economic recovery, the development of federalism, improving the basic, system-forming laws;
makes conclusions on bills prepared as a legislative initiative by members of the Federation Council.
In particular, the information and analytical department of the Council of the Federation participated in the organization and information and analytical support of the St. Petersburg Economic Forum, held at the initiative of the Federation Council and the Interparliamentary Assembly of Member States of the Commonwealth Independent States... The department has developed all the necessary information and analytical materials, the topic " round tables". For the centenary of the sessions of the World Parliamentary Assembly, the department prepared information that allowed the world community to fully present all the multifaceted activities of the Federation Council and its role in the life of Russia.
The activities of information and analytical centers are closely related to press services - a new and no less significant element of the information structure for the process of state management.
One aspect of the division of labor is the division into managers and subordinates. For a long time in our literature, management was considered only as a kind of socio-political and legal activity... Now the activity of a leader is considered as professional, namely managerial, which has its own psychological, ethical and pedagogical characteristics. The activity of a leader is defined as a type of professional executive and administrative work in the field of managerial relations.
Leadership means being able to manage the people, economic resources, and time that an organization has to fulfill its goals. specific tasks... A team leader in our society is an employee with clearly defined functions, rights and responsibilities, as well as professional principles work. Solving the problems of management optimization, both in theoretical and practical aspects, begins with the study of the functions of the leader. A function in this case is a set of homogeneous tasks that are repeated and that need to be solved in order to ensure normal life a particular system and its transfer from one state to another, which is more consistent with the requirements. Klimov E.A. Introduction to the psychology of labor. - M .: Culture and sport, 2010. - S. 165..
There are several classifications of managerial functions, where different criteria are used. Many researchers talk about function, sequentially examining the stages of the management cycle. This approach was started by the founder of the scientific organization of labor in the West, A. Fayol, who identified the following elements of the so-called administrative operations: foresight, organization; order, coordination, control Ilyin E. Differential psychology of professional activity. / E. Ilyin. - SPb .: Peter, 2011 .-- S. 243.
Researcher Yu.S. Tikhomirov refers to the functions of a leader: the organization of the management system, the choice of goals; forecasting planning; information, decision making; organizational and mass activities; control; assessment of management efficiency Ilyin E. Differential psychology of professional activity. / E. Ilyin. - SPb .: Peter, 2011 .-- S. 245.
V.S. Afanasyev names the following main management functions: development and adoption management decision; organization; regulation and adjustments, accounting and control. The author adds to this list one more function that permeates the entire management cycle as a whole. This is the function of collecting and processing information Omarov A.M. Supervisor; reflections on management style. - 2nd ed., Add. - M .: Politizdat. 2010 .-- P. 168.
V.S. Afanasyev and Yu.S. Tikhomirov emphasizes the relativity of the solution of the above functions based on the division into management cycles, since in real management practice all these functions are inextricably linked, or, in other words, are closely related and interdependent.
Psychologists and sociologists (as opposed to management specialists), highlighting the functions of a leader, take as a basis for classification not only the management cycle, but the entire structure of the leader's activity in the work collective. The leader is not only viewed as an administrative role, but the variety of social and educational responsibilities that he or she performs is also taken into account.
Considering the general structural diagram of the functions of the head of organizational systems, general and special functions are distinguished. General management functions:
1. Implementation of decisions of state bodies;
2. Determination of the goal and main directions of activity, as well as the prospects for the development of the organization, team and production as a whole;
3. Creation of a close-knit, efficient team;
4. Formation of a rational organizational structure;
5. Distribution of functional responsibilities, available resources and funds within the team;
6. Development and implementation efficient organization labor and management Borozdina O.Yu. Development of methodological support assessment and rational use of the labor potential of the company: Author's abstract. dis…. Cand. tech. Science. - Kostroma, 2010 .-- S. 11..
Special functions are economic planning, personnel, technology and management.
The economic planning function is associated with:
1. Determination of the need for human and material resources, control over their availability and use;
2. General coordination of the activities of subordinates in order to ensure the effective use of human, material resources, technology;
3. Forecasting possible so-called bottlenecks and planning measures to eliminate them;
4. Self-control of their work;
5. Social planning of production in general BA Dushkov. Psychology of labor, professional, informational and organizational activity: dictionary / B.A. Dushkov, A.V. Korolev, B.A. Smirnov - M .: Academic project, 2010 .-- P. 151..
The personnel function is associated with:
1. Recruitment of personnel and general management of personnel in the performance of their functional duties;
2. Organization of work in order to study personnel and determine the prospects for their further use;
3. Provision of professional development of personnel, optimal conditions labor and safety;
4. Development of a system of moral and material incentives for subordinates;
5. Elimination of industrial conflicts;
6. Caring for consumer services for employees' problems Ibid. - S. 152.
Technological and management function includes:
1. Definition of tasks and assessment of the production situation;
2. Determination of methods and means of performing tasks in accordance with the capabilities of the production team (quantity, qualifications, time, material, technology);
3. Making decisions, defining tasks for subordinates;
4. Implementation of coordination in a team, in an organization;
5. Control of implementation with the definition of tasks;
6. Maneuvering available reserves;
7. Evaluation, summing up, solution of the assigned tasks BA Dushkov. Psychology of labor, professional, informational and organizational activity: dictionary / B.A. Dushkov, A.V. Korolev, B.A. Smirnov - M .: Academic project, 2010 .-- P. 156.
As you can see, the subject of management activity is forecasting, organization, administration, coordination and control. Particular importance in the implementation of these functions is given to the processes of decision-making, coordination and communication of all links of production.
In general, the activities of the head are determined by two components: the managerial, associated with the general organization of the production team, and the organizational, associated with the implementation of production tasks, which are cyclically repeated G. Kolesnikov Strategic management and organizational culture / / Personnel. - I .: 2010. - No. 3. - P. 41..
So, management activity is multi-level and diverse, it comes down to the continuous solution of a certain set of tasks.
There are the following general psychological characteristics of management activities:
1. Management activity has a socio-technical nature, associated with management, management of technical and technological systems and social and production organizations.
2. Mediation and remote control of real objects and processes.
3. Large volume and variety of operational tasks and actions.
4. Non-algorithmic nature of many operations, which is associated with a lack of information and activities in conditions that often change.
5. Rigid determination of parts of operations by the time parameters of the organizational system as a whole.
6. High mental stress associated with high responsibility for decision making. Note that the activity of the leader is socially conditioned to the greatest extent. It is based on the widespread use of social information, as well as socio-psychological knowledge about the team in which management Ivanova A. The tension of the labor process (Economics and organization of labor) // Economics and labor accounting. - 2010. - No. 11. - P. 7..
Performing his functions in accordance with the various interests of employees, each manager influences their behavior in accordance with the requirements of society, involves them in the process of social development, in management and forms public consciousness and ensures high efficiency of the activities of each employee.
Some researchers note that the effectiveness of the leader's activity depends on the efficiency and stability of the team of lower-level managers and the quality of relationships in the team Ilyin E. Differential psychology of professional activity. / E. Ilyin. - SPb .: Peter, 2011 .-- P. 164.
Other researchers, such as L.P. Umansky, consider organizational activity as the final chain in the system of people management. He notes that in the primary team, leadership is combined with organizational activity in the same place. - S. 165.
The first function of organizational activity is the integration of individuals by familiarizing employees with common tasks, goals, determining the means and conditions for achieving them, as well as through planning, coordination working together, accounting and control.
The second function is communication. This refers to the establishment of horizontal communications within the primary team and external vertical communications with the highest levels of management.
The third and fourth functions of organizational activity are training and education (in a broad sense).
In each specific organizational activity, all of the above functions are in unity and interdependence.
E.R. Kuzmin, I.K. Volkov, Yu.O. Emelyanov distinguishes the following functions:
1. Administrative (orders for work, coordination of individual actions and control over execution);
2. Strategic (defining goals and choosing methods to achieve them, planning and forecasting);
3. Expert and advisory;
4. Communicative and regulatory;
5. Representations of the group in the external environment;
6. Disciplinary;
7. Educational;
8. Psychotherapeutic Klimov E.A. Introduction to the psychology of labor. - M .: Culture and sport, 2010. - S. 193..
Analyzing the structure of a manager's activity, it is also necessary to take into account subjective elements, that is, the manager's own needs in such activities, and the formation on their basis of a system of attitudes towards his work, towards himself, subordinates and top managers. As special studies show, the indicator of the activity of managers in communication and contacts with subordinates, in informing, and in making decisions, significantly depends on the content of the manager's work and experience, the degree of independence in the performance of certain functions. Consequently, with an increase in the level of leadership in the structure of the leader's activity, there is a redistribution of its components and functions to expand independence in decision-making Gibson L. Organizations: behavior, structure, processes / Gibson L., Ivantsevich D., Donnelly D. - M .: INFRA- M, 2010 .-- P. 105.
The structure of an information system is made up of a set of its individual parts, called subsystems. A subsystem is a part of the system, selected according to some attribute. The general structure of an information system can be considered as a set of subsystems, regardless of the scope. In this case, they talk about a structural feature of the classification, and the subsystems are called providing (Fig. 7.6).
Rice. 7.6.
Technical support Is a set of technical means intended for the operation of an information system, as well as the corresponding documentation for these means and technological processes. The complex of technical means usually consists of computers of any model, devices for collecting, accumulating, processing, transmitting and outputting information, devices for transmitting data and communication lines, office equipment and devices for automatically retrieving information, operating materials, etc.
Documentation is drawn up: preliminary selection of technical means, organization of their operation, technological process data processing, technological equipment. Documentation can be roughly divided into three groups:
- system-wide, including state and industry standards for technical support;
- specialized, containing a set of techniques for all stages of development of technical support;
- normative reference used when performing calculations for technical support.
To date, there are two main forms of organization of technical support (forms of using technical means): centralized and partially or completely decentralized.
Centralized technical support is based on the use of large computers and computing centers in the information system.
Decentralization of technical means involves the implementation of functional subsystems on personal computers directly at the workplace.
Mathematical and software Is a collection mathematical methods, models, algorithms and programs for the implementation of the goals and objectives of the information system, as well as the normal functioning of the complex of technical means. The means of mathematical support include: tools for modeling control processes; typical management tasks; methods of mathematical programming, mathematical statistics, queuing theory, etc.
The software includes system-wide and special software products, as well as technical documentation. System-wide software includes software complexes aimed at users and designed to solve typical tasks of information processing. They serve to expand the functionality of computers, control and manage the data processing process.
Special software is a collection of programs developed to create a specific information system. It includes applied software packages (APPs) that implement the developed models of varying degrees of adequacy, reflecting the functioning of a real object.
Technical documentation for the development of software should contain a description of the tasks, an assignment for algorithmization, an economic and mathematical model of the problem, test examples.
Organizational support - is a set of methods and means that regulate the interaction of employees with technical means and among themselves during the development and operation of the information system.
Legal support - a set of legal rules governing the creation, legal status and the operation of information systems that regulate the procedure for obtaining, transforming and using information. The main goal legal support is to strengthen the rule of law. The legal framework includes laws, decrees, decisions of state authorities, orders, instructions and other normative documents of ministries, departments, organizations, local authorities. In the legal framework, one can distinguish a general part that regulates the functioning of any information system, and a local part that regulates the functioning of a specific system. The legal support of the stages of development of an information system includes regulations related to the contractual relationship between the developer and the customer and the legal regulation of deviations from the contract. Legal support of the stages of functioning of the information system includes: the status of the information system; rights, duties and responsibilities of personnel; legal provisions of certain types of management process; the procedure for creating and using information, etc.
The information system in structure is always the same and is determined by the fact that at any production facilities, with any control technique, collection, storage, updating, processing and transmission of information will take place.
The growth of production volume, the complication of the management structure increase the amount of information that the manager must process in order to make a decision and develop a team. Accelerating dynamism in production requires further shortening the time it takes to process information and build teams. Information communications of the head of the enterprise can be represented in the form of the following diagram (Fig. 7.7).
Rice. 7.7.
Determining the need for information is an essential prerequisite for creating effective system information and guidance. When determining the need for information, it is necessary to establish the necessary minimum of political, economic, natural science, technical, social and other knowledge that each member of the team should have in order to optimally fulfill the tasks assigned to him, as well as expedient forms, suitable times, intervals at which it is necessary carry out information.
The output information is transmitted to the executors for making decisions. Internal information of the enterprise characterizes various aspects of industrial and economic activities. It is operational in nature, reflects the economic results of the enterprise. The transfer of information to performers is carried out in the form of orders, instructions, instructions, programs, techniques, etc. An important role in the transmission of information is assigned to a special apparatus under the head (secretary, assistant secretary, etc.), which is called upon to collect, register, sort, analyze and prepare information for decision-making.
