Presentations of classes in the discipline management presentation of a lesson for an interactive whiteboard on the topic. Concept of management Presentation on management topic organization
Management functions
Slides: 9 Words: 245 Sounds: 0 Effects: 60The essence of management. Key concepts. Management Manager Basic functions of management Functions of management Hierarchy of management. Management. XX century. Manager. Basic functions of management. Planning. Organization. Motivation. Control. Management process. Communications (feedback). Management functions: Organization. Motivation. Planning. Hierarchy of management. Institutional level. Management level. Technical level. - Management functions.pptx
Management
Slides: 29 Words: 1538 Sounds: 0 Effects: 0Fundamentals of management. Basic concepts. Basic concepts of management. Meanings of the term "management". Subject of management. Management object. Model and roles of the manager. Manager model. Management roles. Manager functions. Goals, objectives and principles of management. Management tasks. Principles of management. A combination of specialization and universalization. Classification of management methods. General scientific methods. Modeling. Economic methods. Social-psychological methods. Management functions. Planning tasks. Planning principles. Strategic planning. Function of the organization. Management and leadership. - Management.ppt
Fundamentals of Management
Slides: 35 Words: 885 Sounds: 0 Effects: 0Fundamentals of management. Recommended reading. Additional literature. Introduction to management. Lecture plan. Management is about achieving goals effectively and efficiently. Controls. The subject of study of management science is relationships between people. A management method is a set (system) of management techniques. Management methods. Regulations on the division. Wage. Experience exchange. Management principles are a set of certain rules and regulations. Process approach to management. Basic management functions. A system is a certain integrity. Systematic approach to management. - Fundamentals of Management.ppt
General Fundamentals of Management
Slides: 37 Words: 1835 Sounds: 1 Effects: 4General fundamentals of management. Management is both a science, an art and a practice. Management. Stages of development of management theory. Prephase. School of Scientific Management. Taylor Frederick Winston. School of Administration (classical school). Fayol Henri. Neoclassical school of management. Behavioral School (school of behavioral sciences). School of System Management (modern phase). Modern management concepts. Process approach. Systems approach. Management systems. Situational approach. Practical application of the situational approach. Situational conditioning theory. - General fundamentals of management.ppt
Management Studies
Slides: 22 Words: 1665 Sounds: 0 Effects: 0Guide to studying the course "Management". The evolution of management thought. History of management development. Organization theory. Organizational goals. Formation of interaction and organization building. Management functions. Staff motivation. Connecting processes in the organization. The essence of marketing. Product promotion methods. Attendance at lectures. Business games. Student portfolio for the course “Management”. Portfolio by discipline. Portfolio structure for the discipline “Management”. Criteria for assessing learning outcomes. - Management Studies.ppt
Management principles
Slides: 32 Words: 725 Sounds: 0 Effects: 124Economic development. Features of economic development of countries. Basic principles of management. Management. Business. Management concept. Definition of the concept. Science and art of management. Levels of management. Organization. Determining the structure of the company. Types of organizational structure of companies. Supervisor. Planning. Management. Situation. Control. Marketing concept. Marketing. Principles of Marketing. Stages of market research. Segmentation. Contents of market segmentation criteria. Market segmentation criteria. Geographic segmentation. Market penetration. Pricing methods. - Principles of management.ppt
Organisation management
Slides: 63 Words: 3191 Sounds: 0 Effects: 4Organisation management. Statement of the group's task. Requirements for results. Program development. General professional discipline. Course "Management". Studied by specialties. Specialty standard. Standards. Positions common to all programs. Accounting, analysis and audit. Accounting. Economist-manager. General theory of management. Strategic and tactical plans in the management system. Bachelor of Management. A core common to all specialties. The topics we have highlighted. Course topics. Cybernetic foundations of control. Management of socio-economic systems. Approaches to defining the essence of the concept of “management”. - Organization Management.ppt
Management approaches
Slides: 18 Words: 522 Sounds: 0 Effects: 0Integration of different approaches to management. Efficiency and quality of management. Analysis of the theory. Scientific approaches. Systems approach. Structural approach. Marketing approach. Functional approach. Reproductive-evolutionary approach. Normative approach. Integration approach. A complex approach. Dynamic approach. Process approach. Optimization approach. Directive approach. Behavioral approach. - Approaches to management.pptx
Management problems
Slides: 48 Words: 1754 Sounds: 0 Effects: 51Use of scientific knowledge in management. The world. Management. Problems. Solution to the problem. Questions. Desired state. How to formulate problems. Problems do not exist in isolation from context. A look at the situation. How and why. Why exactly? How to solve problems. Synthesis methods. Empirical synthesis. Thesis. Dialectical synthesis. Antithesis. Hermeneutic synthesis. Motives of behavior. Metaphorical synthesis. Employee behavior. Critical synthesis. Contractual relations. Study. Reactive research. Solutions. Proactive research. Organization theory. Basic philosophical problems. - Management problems.ppt
Modern management models
Slides: 13 Words: 992 Sounds: 0 Effects: 0Management models. Methodological approach. Japanese management model. Main characteristics of the Japanese model. American management model. Main characteristics of the American model. European management model. Main characteristics of the European model. Arabic management model. Arabic management style. Individual. Change world. - Modern management models.pptx
Management in Russia
Slides: 17 Words: 487 Sounds: 0 Effects: 55Specifics of management in Russia. Features of the formation of a national management model. Structure of the national Russian management model. Requirements for the national management model in Russia. Basic types of management. Survival strategy. Features of the personnel component. The main directions of the production strategy for survival. Components of an investment strategy for survival. Market strategy in conditions of survival. Stabilizer system. Evolution of the strategy of Russian enterprises. Modern crisis management. Changing goals. Russian experience. Restructuring planning scheme. - Management in Russia.ppt
Nursing management
Slides: 46 Words: 2278 Sounds: 0 Effects: 0Management in nursing. The concept of "management". A set of principles, methods, means and forms of enterprise management. Management. Rating of representatives of various professions. Every cook can rule the state. Successful management of an organization. Schools of Management. School of Scientific Management. Proper organization of work. Administrative or classical school. Harrington Emerson's Principles of Management. Norms. To manage means to predict and plan. Principles of management by Henri Fayol. Subordination of personal interests to general interests. Order. School of Human Relations. -
"ORGANISATION MANAGEMENT" Goals:1. Introduce listeners to the basic concepts, principles and
problems of organization management.
2. Help listeners form a holistic vision of problems and
organizational management trends.
3. Help students identify control system problems
organization.
Expected results:
1. Understanding the essence and methods of managing an organization.
2. Understanding the process of forming a management system
organization.
3. Understanding the goals and objectives of improving the system
management of the organization.
2
V. G. Rozhdestvensky Course content:
1. Management as a type of professional activity…. 4
2. Control functions…………………………………………..….. 21
3. Management infrastructure. System elements
management………………………………………………………... 32
4. Organizational structure as an element of the system
management…………………………………………………………... 42
5. Factors influencing people's behavior in
organizations………………….……………………………………………………… 89
6. Organization of the communication process…………….… 127
7. Conflict management………………………… 141
3
V. G. Rozhdestvensky Topic 1. Management as a type
professional
activities.
4
V. G. Rozhdestvensky ORGANIZATION AND MANAGEMENT
Components of an organization
Goals
Organization
People
Management
The main components of any organization:
People included in the organization
The purposes for which it was created are
Management that forms, mobilizes and sets in motion the organization's potential to solve its problems.
5
V. G. Rozhdestvensky PEOPLE CREATE AND JOIN ORGANIZATIONS TO ACHIEVE GOALS
WHICH THEY CANNOT ACHIEVE ALONE WITHOUT ORGANIZATION
Joint and organized action
people should give greater results than
it would be done by each individual
(1+1 > 2) – SYNERGY EFFECT
Organization is a systematic, conscious
Union
actions
of people,
haunting
achieving certain goals
If there are established boundaries of the organization, its
place in society, then the organization acts as a social
Institute.
If the organization is not institutionalized, then
organizing the process (meeting, performance).
speech
coming
about
6
V. G. Rozhdestvensky The organization is an open system built into
external world.
At the input, it receives resources from the external environment,
at the exit he gives her the product created in the organization.
Life activity
organizations
fundamental processes:
consists of
from
three
obtaining resources from the external environment,
product manufacturing,
transfer of the product to the external environment.
Key role in organizing these processes and maintaining
the balance between them belongs to management.
It is to solve these problems that management exists and
This is precisely its key role.
7
V. G. Rozhdestvensky Management is a type of professional activity,
which is aimed at achieving the goals of the organization
through the coordination of people's activities and
rational
use
material
And
information resources of the organization.
Managing an organization is a special type of activity
for targeted coordination of employee actions.
It is responsible for what and how is done in the organization, as well as
resolves issues regarding the relationship between management and the system
relations in the organization, external environment and issues
leadership.
8
V. G. Rozhdestvensky Purpose of management:
coordination of actions of participants in the joint process
labor activity (what and how is done in management)
interaction of the organization with the external environment
the relationship between management and the system of relations in the organization
maintaining a balance of opinions, interests and needs of people
(if everyone did what they wanted, there would be chaos)
motivation of people's actions
It is necessary to organize work in such a way, to balance opinions,
interests and needs of people, so that everyone involved in
we worked together in the process and would be happy with it. The very same
the organization must be useful to society, and its result
work - necessary for a specific target group.
9
V. G. Rozhdestvensky Management process - cyclically repeating
actions
receiving
information
control
analysis
Circle of Control
action
Adoption
solutions
10
V. G. Rozhdestvensky Manager Roles
According to Mintzberg, this is a set of behavioral rules
relevant
institution
And
positions.
They
determined by his job descriptions, but all
can be reduced to three categories:
Interpersonal
Information
Related to decision making
Interpersonal roles are associated with power and status.
leader. They cover the area of interaction with people. Connection
with people makes the leader a point of concentration and processing
information – informational role. With information and
interpersonal
connections,
supervisor
Maybe
accept
conscious decisions on resource allocation, settlement
conflict
situations,
searching for opportunities
and negotiations.
According to P. Drucker
- supervisor
turns
unorganized crowd into an effective one
11
V. G. Rozhdestvensky What is considered management success?
Organizations are created and exist to implement
certain goals.
successful
OrganizationComponents
achieves success,
if she controls:
achieves its goals.
Survival
Efficiency
Efficiency
Performance
Quality
Practical implementation
12
V. G. Rozhdestvensky Survival is the ability of an organization to exist as long as possible
longer is the primary management task. To stay strong
Over the years, organizations have had to change their goals in
in accordance with the needs of the external environment, create new types
products and services, change the type of activity, technology, structure, etc.
Efficiency and efficiency - the right thing
doing the right things. The organization must produce a product
which is in demand. To be successful, she must
do it better than your competitor.
Productivity is relative efficiency.
The ratio of the number of units at the output to the number of units at the input
(profitability). Large sales volume from the productive
organization allows it to receive more money to invest in
development of production, which leads to even greater growth
productivity.
Less productive organizations gradually fail. High
productivity allows for higher exports,
than imports.
13
V. G. Rozhdestvensky Quality is the ability of an organization's product to satisfy demand.
A consumer who has freedom of choice will prefer products over
productive organization, because it has great value.
Practical implementation - management goal - execution
real work by real people. The best solutions of all
just ideas and thoughts. For them to be successful they need
practical implementation of decisions, turning them into actions.
14
V. G. Rozhdestvensky Levels of Management
Higher
(institutional)
responsible for accepting
solutions for the entire organization
(type of activity, vision, mission, strategy, structure, corporate culture,
type of production, etc.)
Middle (managerial)
transforms top management decisions into tasks understandable to technical level managers
Grassroots (technical)
responsible for completing tasks and using resources
15
V. G. Rozhdestvensky Organization management system
includes 2 complementary types of guidance:
Strategic
Operational
directed to
future development
company potential
implements
existing
profit potential
In market conditions for successful existence and
development organizations need to create such
a structure that will allow you to combine both types of management
16
V. G. Rozhdestvensky Strategic level of management
Analyzed:
development trends in the external environment of the organization
dangers and opportunities arising from the external environment
the company's position in competition
In his actions and decisions, the leader of this
level strives:
to change
to anticipate dangers and opportunities
to develop and search for many alternative solutions, choosing from them
optimal
to create a flexible organizational structure that can change
adequate to external conditions
17
V. G. Rozhdestvensky The desire for a continuous chain of changes is this
effectiveness and success of strategic management
there is no assumption that the future can be studied and
predict by extrapolation methods that it will certainly be better
The main tasks of the manager:
ensure the organization's continued profitability potential
identify needs and implement strategic changes
create a structure capable of strategic change
select and train personnel capable of carrying out such changes
Strategic management is aimed at achieving a position
which will ensure the long-term viability of the company in
changing conditions
18
V. G. Rozhdestvensky Operational level of management
Decisions are made on:
profit optimization
creating stable structures
conducting work in accordance with the progress of the technological process
saving resources
Head in charge of operational management
opposes changes
not inclined to take risks
competent in analyzing, coordinating and controlling complex activities
19
V. G. Rozhdestvensky Manager's tasks:
turn the company's potential into profit
define overall operational objectives
exercise motivation, coordination and control
managers and performers
20
V. G. Rozhdestvensky Topic 2. Management functions.
21
V. G. Rozhdestvensky Management - working to achieve goals with the help of
others.
The management process is a series of continuous interrelated
actions, each of which is also a process.
Control processes (functions) include:
planning, organization, motivation and control, the connection between which
carried out through connecting processes of decision making and exchange
information - communication
Management process
Planning
Control
Organization
Motivation
22
V. G. Rozhdestvensky Planning - deciding what the goals should be
organization and what members of the organization should do to
achieve these goals
This is the answer to 3 questions:
Where are we currently?
Assessing the strengths and weaknesses of the organization in the field of finance,
marketing, production, personnel management, research and
developments.
The goal is to determine what can actually be achieved
organization.
Where do we want to go?
Selection of goals taking into account opportunities and threats emanating from the external
environment.
How to achieve this?
The actions of the organization, its divisions and individuals in relation to
achieving goals. Planning provides unified direction
efforts of all members of the organization.
23
V. G. Rozhdestvensky Planning must be carried out continuously
two reasons:
many organizations, after achieving the goals for which
they were created, strive to prolong their existence,
setting new goals for yourself;
constant uncertainty of the future due to
changes in the external environment of the organization and errors in
judgments, force us to reconsider plans, linking them
with reality
24
V. G. Rozhdestvensky Organization
Includes 2 aspects:
Creation of structures, structuring of individual elements,
components of the organization (work, tasks, performers and
etc.) to implement plans and achieve goals.
The beginning of the industrial revolution is associated with the realization that organizing work in a certain way allows workers
achieve greater results than without proper organization
Determining who should perform each specific task
assignment, including management work.
A manager selects people for a specific job, delegating to them tasks and authority or rights to use resources. These
people accept responsibility for the successful performance of their duties and agree to consider themselves subordinates
in relation to the leader.
Delegation is a means of getting work done with the help of others.
25
V. G. Rozhdestvensky Motivation is the consciousness of an internal urge to act.
- the result of a complex set of needs that
are constantly changing.
To motivate employees, the manager must determine what
their needs and provide a way for workers to meet these
needs through good work.
A purely economic approach turns out to be untenable for
labor motivation.
Even perfectly laid out plans and the most
perfect structure has no meaning unless someone
does the actual work.
Motivation task:
performance of work by members of the organization in accordance with
responsibilities delegated to them and in accordance with the plan.
26
V. G. Rozhdestvensky Control is the process of ensuring the goals of the organization.
Everything a manager does is focused on the future (planned goals
are in the future) may occur during the implementation of plans
many changes:
- workers may refuse to perform their duties
- laws may change
- a strong competitor may appear
- people can make mistakes when performing duties, etc.
Unforeseen circumstances may force an organization
change original course
If management proves unable to identify changes and
make the necessary changes in a timely manner, the organization can
serious damage may occur.
27
V. G. Rozhdestvensky Three aspects of control:
Setting standards - precise definition of goals,
which must be achieved within a certain period
time (based on plans developed during
planning);
Measuring what needs to be achieved and
comparing it with reality. Proper execution
these components allows you to identify problems and
establish the source of their occurrence. This information
necessary for successful completion of the third phase
Carrying out the necessary correction of deviations from
original plan. It is possible to revise the goals for
increasing their realism and relevance to the situation.
28
V. G. Rozhdestvensky Communication is a process of exchange
information
The strength and quality of relationships between people depend on
clarity and honesty in interpersonal relationships. Exchange
information allows you to make sound decisions and
carry them out
For example, plans cannot be carried out if they are not
performers were introduced
Communication by management to subordinates
justifying your decisions increases your chances
their successful implementation.
29
V. G. Rozhdestvensky Decision making is choosing how and what to plan,
organize, motivate and control.
Management work is like trying to put together a complex mosaic
a pattern of individual pieces belonging to five different subjects.
Managers have to go through numerous combinations
potential actions to find the right one for a given
organization at a given time and place.
For the smooth operation of the organization, the manager must make a series of
correct choices from several alternative possibilities.
The choice of one alternative is the decision.
This is precisely the main content of managerial work.
The basic requirement for taking correct and effective
solutions, understanding the true scale of the problem - the presence
adequate information.
The only way to get it is through communication.
30
V. G. Rozhdestvensky Features of the management process
It is a mistake to think that the routine work of a manager is not much different.
from the work of subordinates, although they constantly interact and receive
almost equal remuneration for work. Boss's job
division has more in common with the work of the president of the company,
than with the work of subordinates. Any work requires concentration and
specializations.
Features of managerial work -
short duration, variety and
fragmentation of activity.
While the performer's work is rational,
repeats, is not interrupted, is executed in
steady and unchanging rhythm.
31
V. G. Rozhdestvensky Topic 3. Management infrastructure.
Control system elements.
32
V. G. Rozhdestvensky Management infrastructure
Internal variables - situational factors
Organizations requiring management attention:
goals
tasks
technology
structure
People
Organization
technology
People
goals
structure
tasks
Relationship between internal variables
33
V. G. Rozhdestvensky Goals
An organization is a group of people with conscious common goals,
a means to achieve goals that allows people
collectively accomplish what they cannot achieve
individually.
Goals are specific end states,
desired result sought
achieve group working together
Goals are developed by management during planning.
They are then communicated to members of the organization. This process is a powerful coordination mechanism. It gives an opportunity
members of the organization know what they should strive for.
34
V. G. Rozhdestvensky Organizations have many different goals: level
costs, profits, services, etc.
Divisions included in the organization, and
which are also an organization, but more
small ones have their own goals that differ from the goals of others
divisions.
finance - reduction in credit losses by 1%,
marketing - reduction by 20% in the number of complaints from consumers.
Successful work requires coordination and coordination
goals of individuals and departments. Key
moment in this process belongs to common goals
organizations. Coordination presupposes the absence
conflicting goals.
35
V. G. Rozhdestvensky SYSTEM OF ORGANIZATIONAL GOALS
Vision
Mission
Strategic Goals
Goals of individual CoEs
Goals of functional units
Personnel goals
36
V. G. Rozhdestvensky The goals should be:
clear and understandable
realistic and achievable
specific and measurable
coordinated and mutually supportive
motivated
logically constructed
Goals should include:
content (what do I want to achieve?)
volume (how much do I want to achieve?)
time (when do I want to achieve?)
reflect the level to which it is necessary
bring the enterprise's activities to
customer service
37
V. G. Rozhdestvensky Tasks - assigned work
a series of work or part of a job to be completed
in a certain way at a certain time.
Both are determined in advance.
Tasks are prescribed not to the employee, but to his position. According to the structure of the organization, each position includes a number of tasks,
ensuring the achievement of the organization's goals.
Characteristics of tasks: (three categories)
work with people,
working with objects
working with information.
The work of people on a conveyor belt is working with objects, the work of a foreman is working with people, the work of an accountant is working with information.
Execution time and repetition frequency are characteristics of tasks. As management work moves from lower to higher levels
the time required to complete the work increases, monotony and repetition decreases. The machine turning operation is repeated dozens of times per
day, and the work of developing a new organizational structure takes several hours or days.
38
V. G. Rozhdestvensky Technology is a means of converting raw materials into desired products
or services
Tasks and technology are interconnected. Completing the task includes
the use of a specific technology as a means of transforming the material,
information received at the input into the form obtained at the output. Most
the significant component is the process by which the initial
materials are converted into the desired output product, not machines,
equipment or raw materials.
Technology is the way to make this transformation possible.
The content and nature of the work changed in accordance with the development of specialization. Specialization of tasks leads to increased profits, as labor productivity increases and,
therefore, costs are reduced. Therefore, there is a tendency to expand specialization and fragment the work into smaller and smaller operations.
Without division of labor, a worker would hardly make more than one pin a day. At
corresponding division of labor at workplaces there are 18 separate
operations: pulling, straightening, cutting wire, sharpening ends, curling
heads, even putting pins on paper. Ten people working together
They produce 48 thousand pins per day, 4800 per worker.
If they did all this independently of each other, without corresponding
division of labor, they would produce only 10 pins in total.
39
V. G. Rozhdestvensky Standardization
stimulated
promotion
specializations
And
allowed
apply
unskilled and semi-skilled labor,
on which mass production of goods and
services.
Even in customized products
order, use standard components.
Conveyor assembly lines proposed by G. Ford in
1913, allowed to significantly reduce assembly time
and total costs. Model car on Ford assembly line
“T” now costs $290 at retail price, instead of $2100 at
the wholesale price of a car from a competitor, the assembly of which
was carried out on a stationary basis.
Further
development
conveyor
40
production
V. G. Rozhdestvensky Technology classification:
Single, small-scale and individual production - one or a small series of identical
products for a specific customer or as an experienced
sample.
Mass or large-scale production is carried out
a large number of identical or very similar products. For him
characterized by mechanization, standardization and conveyor method
assemblies.
Continuous production - uses automated
equipment operating around the clock for continuous
manufacturing in large volumes with identical characteristics
product (oil refining, steel and copper smelting
production, operation of power plants).
Each of the above types of technologies has its own advantages and is best suited to perform certain tasks and
achieving goals.
The Ferrari car, produced to individual orders, is superior in its
characteristics of any mass-produced car. However, the latter are worth
much cheaper and more suitable for the average driver and average roads. Such
machines satisfy the needs of many people.
41
V. G. Rozhdestvensky
The consumer determines the final suitability of a particular technology Topic 4. Organizational structure as
control system element
42
V. G. Rozhdestvensky ORGANIZATIONAL STRUCTURE
Arises from the division of labor
Horizontal
separation
labor
–
separation
technological process by functions (types of activity) and
assigning these functions to specific specialists. It
ensures an increase in labor productivity, a reduction in labor intensity,
standard performance of work at the appropriate workplace, growth
professionalism and quality of work at every workplace.
Vertical division of labor - separation of work according to
work management from the direct execution of tasks. It
identifies management work as an independent activity,
creates an opportunity to train people in this type of activity,
improves the quality and productivity of managerial work.
43
V. G. Rozhdestvensky Organizational structure - logical relationships
management levels and functional areas built in
form that allows you to effectively achieve the goals of the organization.
(Functional area - division).
The structure of the organization implies
specialized division of labor and sphere
control
Specialized division of labor - consolidation
work is left to specialists who can do it better
everyone from the point of view of the organization as a whole.
Example: division of managerial labor between specialists
marketing, finance, production, etc., specific division
labor for car assembly operations: installation of headlights, cab,
wheels It existed even among primitive tribes: hunters, warriors,
manufacturers of hunting tools, labor tools, etc.
The specific division of labor in an organization is one of the most
significant management issues and determines how much
the organization will be productive.
44
V. G. Rozhdestvensky Sphere of control (scope of management) - number of persons subordinate
one leader.
The main characteristics of the division of labor:
number of tasks (subordinates) assigned to one
workplace (sphere of control)
hierarchy of management levels (formal
subordination at every level), which permeates
organization down to the level of non-managerial personnel.
Flat control structure:
reports to one manager
many faces
the scope of control is wide,
few levels of management.
Multi-level structure
controls:
the manager is subordinate
few performers
the scope of control is narrow.
There is no ideal sphere of control for all situations.
It depends on external and internal environmental factors
organization and how the number of management levels does not depend on
size of organization (Church and military unit)
45
V. G. Rozhdestvensky The need for coordination becomes truly urgent
with a clear division of work horizontally and vertically
If this is not the case, then people cannot do work together. Separate
people, functional areas, management levels in this case are easy
focus on their own problems rather than interests
organizations.
A leader should always ask himself the question:
“What are the obligations for coordination and what is needed for this
do? “
Each control function plays a specific role in coordination
divided labor.
There are no uniform standards for the scope of control, since it depends on
complexity of work, its importance, training of managers and subordinates.
Recommended values for the scope of control:
Highest level
Technical
- 7 subordinates
- up to 30 subordinates
46
V. G. Rozhdestvensky Pros and cons of narrow and wide span of control
Narrow span of control
+
-
Minimum number of subordinates, simplification of control over
their work, improving the quality of control, quick exchange
information with a small number of subordinates.
Increasing number of levels in the hierarchy, bulky, long and
expensive communication links, distortion and delay
information, rising management costs, desire
To
interference of the manager in the affairs of direct
subordinates.
Wide scope of control
+
-
Delegation of authority to a large number of subordinates,
strong and qualified team of assistants, availability of
manager time to make important decisions, little
number of control levels – fast and undistorted
passing information.
Manager overload and loss of control, high
requirements for managerial competence.
47
V. G. Rozhdestvensky Selecting the scope of control and the number of levels
management (centralization and decentralization of power)
depends on many factors:
level of work specialization,
organization size,
the importance of the decisions made,
employees' readiness
powers and responsibilities,
To
organizational culture
48
V. G. Rozhdestvensky Organization design
ORGANIZATIONAL SEPARATION
Existing approaches to grouping and organizational
isolation of specialized work can be divided into 4 types in
depending on the orientation of grouping work around resources or
result:
Narrow
spice
lization
works
Grouping
works
around
resources
Wide
specialization
works
2
4
- by function
- by process
- by technology
- projects
- innovation
performing
matrix
- by number
- by time
- by territory
- by product
- by consumer
- according to the market
1
object
linear
Grouping
works around
result
3
Narrow
specialization
works
49
V. G. Rozhdestvensky 1. LINEAR ORGANIZATION - when grouping work there is no bright
expressed preference for their specialization.
Approaches based on simple principles of linear
division of the organization by number, time, territory.
Director
Supervisor
Supervisor
Supervisor
Performers
50
V. G. Rozhdestvensky This approach to grouping jobs and people is used when
the organization produces a standard product for the production of which
required
performance
of the same type
works,
interchangeability
workers. Often in medium and large organizations linear division
applied at the group and brigade level. As soon as workers start
to specialize, it is necessary to move on to other types of organizations.
Characteristics of the organizational structure:
simple one-dimensional connections (vertical);
the possibility of autonomous self-government (harvesting, working in a brigade, soldiers on the battlefield);
in any situation, a standard course of action is defined;
work according to strict rules and methods;
it is indicated who is connected with whom;
each workplace receives instructions from a strictly defined place;
there is an unambiguous directive-reporting connection from bottom to top;
the general task is the goal of all activities;
there is nothing that is not provided.
51
V. G. Rozhdestvensky Structure:
- does not allow any flexibility;
- market and client positions are not taken into account;
- informal organization is not considered;
- the employee’s personality, his motives, goals, needs and expectations
remain out of sight.
CONCENTRATION OF POWER POWERS in one hand in
small organizations creates visible and clear boundaries, in
large - practically unacceptable, because communication routes and
information becomes too long.
The organization does not answer the following questions:
How to reinforce the employee’s personal interest?
how to cause employee identification with the organization and its
task?
What are the opportunities for personal variability in behavior on
work?
52
V. G. Rozhdestvensky 2. EXECUTIVE OR FUNCTIONAL ORGANIZATION specialization of work around the acquisition and distribution of resources
MANAGEMENT
R&D
Supply
Preparation
production
Production
Basics
production
Sales
Auxiliary
production
Administration
Finance
Accounting
Grew out of a linear organization as a reaction to the increasing complexity of production
Grouping specialized work around core fields
activities of the enterprise: research and development; supply;
production; sales, etc.
Types of functional specialization: grouping of work
by process (piece, mass, pilot); by type of production; By
technologies (casting, welding, assembly).
53
V. G. Rozhdestvensky The resources of the main activities are:
technology, supplies, production equipment, products, personnel,
finance, etc.
Types of functional specialization:
grouping of work: by function;
by type of production (piece, mass, pilot);
by technology (casting, welding, assembly).
3 principles of performing organization:
1. Execution principle - similar operations are combined into
organizational unity (workplaces engaged only in sales,
only installation and, accordingly, sales departments, installation departments, etc.).
2. Single-line system - each subordinate place receives
instructions from only one higher place.
3.
Availability
staff
places
- provide consultations
managers. Headquarters do not have administrative powers.
54
V. G. Rozhdestvensky ORGANIZATION AS A SYSTEM FOR EXECUTION OF TASKS –
concept of technically and economically efficient operation
Founder: Frederick Winslow Taylor (1856-1915). Developed by
scientific management methodology for effective formation
work in production.
The work was dissected and studied down to the smallest element in order
find the best way to accomplish it. The result is the invention of the conveyor belt.
The main principles on which the concept was built:
Concentration of economic efficiency is the focus of all efforts.
A worker is a creature driven by fear, hunger, thirst for profit,
incapable, unmotivated, lazy, lacking initiative. Lives
proprietary interests and the growth of their income. His personal goals
basically contradict the goals of the organization.
All responsibility rests with the management of the organization and
management.
Efficiency is maximized if standards and procedures are developed
in accordance with technical logic and contain a control mechanism.
The individuality of the employee is ignored.
55
V. G. Rozhdestvensky ADVANTAGES OF THE EXECUTION ORGANIZATION:
Thanks to the simplification of work, the progress of work is well programmed;
Through
development
functional
specializations
carried out in the most effective way;
work
Qualified service to other parts of the organization;
Resources are used efficiently, because duplication of efforts reduced
and works;
Separation of functional services immediately below the highest level
management gives weight to these divisions, strengthens vertical
communication and strengthens control;
The need for skilled labor and costs are reduced
for personnel;
High vertical efficiency is achieved.
56
V. G. Rozhdestvensky DISADVANTAGES OF THE EXECUTION ORGANIZATION:
Overload
manuals,
adductor
To
hasty,
unreasonable
decisions
neglect
long-term
planning;
Attempts to solve strategic problems are drowned in routine;
Possibility of growth for staff is low (only a narrow circle
employees have personal responsibility);
High level of division of labor and standardization of production
processes makes it difficult to identify the employee and the enterprise;
Functionalism - over-specialization creates impenetrable
partitions between departments;
The overall organizational goal is blurred, it is pulled apart
functional divisions.
57
V. G. Rozhdestvensky This type of organization developed successfully until the 20s
last century.
Organizations successfully carried out their technical and
financial development, satisfied the needs
mass consumer in quantity, quality and cost
products.
Combined with a mechanistic approach, performance
the organization played a decisive role in the transition from
agricultural to industrial society.
These schemes made it possible to move from patriarchal relations
craft workshop "master - slave" to industrial
"boss - subordinate." This relationship is more
defined, predictable and civilized.
58
V. G. Rozhdestvensky By importing everything from abroad, including technology, we, in
Russia, we often wonder “why the enterprise doesn’t
produces competitive products?
The outcome cannot be determined by technology alone.
Much of it depends on organizational
relationships. If a boss does not respect a subordinate, but
he is the boss if their relationship is not built on
calculation, then there is nowhere to appear competitive
products.
Organizations passing through the development stage through
performing organization is necessary
period.
“Jumping over” it deprives the opportunity
work out the boss-subordinate relationship.
59
V. G. Rozhdestvensky At the beginning of the 20th century, performing arts organizations
developed into giant corporations that were engaged in
production from raw materials to finished products.
The increase in the scale of controllability has led to
unmanageability of organizations.
Vertical growth has limited the development of efficient
horizontal connections.
Attempts to adapt to changes in the external environment
led to the closure of production and the dismissal of workers.
Solving problems that arose if necessary
growth of the organization and its changes, it was found
management
"General
Motors"
V
form
divisional (object) structure.
60
V. G. Rozhdestvensky 3. OBJECT (DIVISIONAL)
ORGANIZATION
Management
Passenger cars
Omnibuses
Trucks
EXTENDED OBJECT ORGANIZATION
Management
Finance
Personnel
R&D
Topic A
Topic B
Supply
Supply
Production
Production
Sales
Sales
61
V. G. Rozhdestvensky The company is divided into:
products, product groups, customers or groups
clients, geographical orientation.
The purpose of this division of work is to provide
responsibility for profit to the management of the relevant
divisions - “profit center”.
In product department management
performing organizations predominate.
Specialized departments (financial,
accounting, human resources, research and development),
serving
Presentation on the topic "Management" in economics in powerpoint format. This presentation for schoolchildren tells about what management and a manager are, about the main functions of management and effective organization of work. Author of the presentation: Savka N.V., teacher of history and social studies.
Fragments from the presentation
Factors of production - resources needed to produce goods and services
- labor resources, or labor;
- investment resources, or capital (the totality of goods created by human past labor. Factors of production include not all capital, but only real capital - buildings, structures, machines, machinery and equipment, tools, etc. - that is, everything that is used for production and transportation of goods and services. Financial capital (stocks, bonds, bank deposits and money) is not considered a factor of production, since it is not associated with real production, but acts as a tool for obtaining real capital);
- natural resources, or land (all agricultural land and urban land that is allocated for residential or industrial development, as well as the totality of natural conditions necessary for the production of goods and services);
- raw materials;
- entrepreneurial talent, or entrepreneurial abilities;
- information; a specific form of information is technology;
- knowledge or management abilities.
Factors of production can be connected in various ways; the decision on the method of connection is made by the manager
Management
- Activities for managing and coordinating the work of the enterprise and its divisions
- The Science of Organization Management
- "Team" of enterprise managers
Manager- A person who holds a certain position in an enterprise and has the power and right to make decisions
Management levels
- Highest – Chairman of the Board of Directors, General Director, President of the company
- Middle – deputy managers: “Marketing Director”, “HR Director”, shop managers, department heads.
- Grassroots - heads of primary, grassroots units - heads of sections, laboratories, sectors, foremen
Basic functions of management
Organization
The process of creating an enterprise structure and performing its functions by its employees:
- Determine the structure and subordination of departments
- Determine the place, time of production of products, routes of their movement in the enterprise.
Planning
The process of studying and solving problems of the future: determining the goals of the organization and how to implement them.
- Strategic – determining the main directions of development for 10-15 years.
- Medium-term for 3-5 years (specification of objectives of strategic plans).
- Current planning for a period of up to 1 year (broken down by quarters), covering all aspects of activity)
Effective labor organization
- Organizational methods represent the establishment of connections and relationships between positions of workers. These methods are passive in nature. They ensure staff development and streamline management.
- Administrative methods– this is the management and regulation of personnel activities on the basis of orders, instructions, and specific tasks. These methods may be accompanied by rewards and penalties for successful or unsuccessful performance. There are three possible forms of manifestation of these methods: Mandatory order, conciliation (consultation, compromise), recommendations (advice, order).
- Economic methods– indirect impact on the control object. These methods do not work automatically; it is difficult to determine the strength of their influence on the result. With their help, material incentives are provided; they can act as planning, analysis, pricing, financing, and providing economic independence.
- Psychological methods– encouraging employees to perform effectively through psychological influence. Aimed at creating a favorable climate in the team.
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“When there is no agreement among comrades, their business will not go well...” I.A. Krylov The term management (from English management - the art of breaking horses) appeared in a meaning close to modern with the beginning of the industrial revolution of the 18-19 centuries in England, and then spread throughout the world.
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MANAGEMENT is the activity of managing an enterprise in market conditions. The ability to achieve set goals using work, intelligence and the motives of behavior of other people. Control.
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Management as a type of activity has several meanings Management of production personnel Enterprise management Organization of production in market conditions
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Objects and subjects of management information management production finance personnel market innovations supply and sales Objects of management Subject of management - specialist manager
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TASKS OF MANAGEMENT To stimulate people and guide them so that they act within the framework of the work assigned to them, while understanding all the relationships, reasons, consequences of their actions and decisions. To unite the actions of all people within the organization, so that when these actions merge, they turn into an effective business for the company. make what you want possible, and then real.
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Stages of management development Ancient (7 thousand years BC - 18th century) Industrial (1776 - 1890) Systematization (1890 - 1960) Information (1960 - present)
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SCHOOLS OF MANAGEMENT Scientific school (classical) Behavioral and human relations school (neoclassical) School of management science (modern)
Slide 9
SCIENTIFIC SCHOOL (1890-1920) Theory of scientific management basic. Frederick Taylor - Cost of production was calculated mathematically; - Created a rational labor system: timing, standards, rest breaks; - Each employee should be assigned the work for which he is best suited; - Wages are paid to the person, not the place; - The employee needs to be stimulated to increase productivity; - For the first time, ff control was highlighted. Theory of administrative management basic. Henri Fayol Management is a universal process consisting of interrelated ff. Management principles: Division of labor. Authority and responsibility. Discipline. Unity of command. Staff remuneration. Order. Justice. Corporate spirit, etc. Formulated ff management.
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Behavioral school and school of human relations (1930-1950) The founders of the development of this school are considered to be Mary Parker Follett and Elton Mayo. If the organization of work is rational and effective, then labor productivity is influenced by social and psychological factors. People are very responsive to: a favorable moral and psychological climate; care from management. The forces that arise between people can exceed the efforts of leaders. Sometimes employees react more strongly to pressure from their colleagues than to the wishes of management and material incentives. If management cares about its employees, then the level of job satisfaction increases, and this leads to increased productivity.
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The behavioral approach to management is based on helping employees understand their own capabilities. The attention given to workers gives them status and a sense of importance. The motivational approach is that the basis of the motives of people’s behavior are needs. The founder of this approach is Abraham Maslow, who created the hierarchy of needs.
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SCHOOL OF MANAGEMENT SCIENCE There are 3 main approaches to management: process system situational
Slide 14
The process approach is based on the fact that management is a continuous chain of functions. Management functions are united by connecting processes: Communications Decision making
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System approach Based on the fact that an organization is a system, i.e. a single whole consisting of interconnected parts. The system can be: a) open Interacts with the external environment; Has the ability to adapt to changes in the external environment. b) closed Has rigid fixed boundaries; All actions are relatively independent of external factors.
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Situational Approach A situation is a set of circumstances that greatly influence an organization at a particular time. The manager must: be familiar with the management process; be able to foresee the likely consequences (+ and -) of using any technique in a specific situation; be able to correctly interpret the situation and identify important factors; be able to select specific techniques that would cause the least negative effect and give the least amount of disadvantages in a given situation.
