Management processes in organizations. Management organization Participants in the enterprise management process

11.03.2022

Management process- is the impact on the object in order to change its state or shape.

Control system is divided into two subsystems: managed and managing.
Control subsystem performs production management functions. It includes the management apparatus with all employees and technical means. Managed Subsystem performs various management functions. It includes workshops, sections, brigades.

On a functional basis, the control system is divided into subsystems:

technical (machinery and equipment);
technological (a number of processes, stages of production);
organizational;
social (unity of social relations);
economic.

The control system includes:

structural and functional subsystem (implements the principle of unity of the structural and functional elements of the system);
information-behavioral subsystem (providing actions with the necessary information);
a subsystem of self-development (the principle of independence, independence of the development of individual elements).

Subject of management

Appointment of the subject of management- to ensure the controllability of the system as a whole.

Controllability- the ability of the system to perceive the control action and respond to it appropriately.

Subjects of management centers of activity, centers of responsibility.

Subject of management is a leader, collegiate body or committee exercising managerial influence. The leader can be both formal and informal leader of the team. In turn, the subject of management can also be the object of management (for senior managers).

The main goal of the functioning of the subject of management is to develop a management decision that ensures the efficiency of the functioning of the system as a whole.

The goals of the subject of management are considered at 2 levels:

at the integrative level - the subject of management functions in order to bring the system to the goals set for it, therefore the degree of achievement of the goals of the system as a whole is a criterion for the effectiveness of the functioning of the subject of management;
at the local level (at the level of the system itself).

Requirements for the subject of management:

the subject of management must implement the law of necessary diversity (quantitative side);
the control system must have all the properties and characteristics that are inherent in a cybernetic system (these requirements characterize the qualitative side):
- unity;
- integrity;
- organization;
- emergence.
the subject of management must be fundamentally active, who knows the goals, knows the ways to achieve them and constantly generates functions. A fundamentally active system consists of active elements;
the management system should always be the center of responsibility;
the subject of management must be law-abiding;
the subject of management must be of a higher socio-cultural level in relation to the external environment in order to be able to adequately respond to the impact of the external environment and influence the development of this level;
the subject of management must have a higher creative and intellectual potential in relation to the object.

As part of the subject of management, when considering the aspect of elements, it is necessary to distinguish the following subsystems:

system of management goals;
functional model of the control system;
structural model;
information model;
model of communications (system of relations);
efficiency model;
control mechanism;
operational (technological) model.

Control object

The object of management is the socio-economic system and the processes that take place in it.

Control object- this is an individual or a group that can be combined into any structural unit and which is subject to managerial influence. At present, the idea of participatory management is spreading more and more, i.e. such management of the affairs of the organization, when all members of the organization, including ordinary ones, participate in the development and adoption of the most important decisions. In this case, the control objects become its subjects.

Management process in an organization

Management process- this is a certain set of management actions that are logically connected with each other in order to achieve the goals set by transforming input resources into products or services at the output of the system.

The management process is a set of actions related to identifying problems, finding and organizing the implementation of decisions made.

All management processes are divided into two groups:

permanent processes - represent the functional areas of human activity to achieve current goals;
periodic processes are an active form of management caused by unforeseen situations and requiring the development of operational management decisions.

The main stages of the management process are shown in the figure.

The creation and stages of the management process determine its elements:

Target- each management process is carried out to achieve a specific result, goal. Goals in the management process should be of an operational nature and be transformed into specific tasks. They are a guideline for specifying the use of the necessary resources.

Situation- represents the state of the managed subsystem.

Problem is a discrepancy between the actual state of the managed object and the desired or specified state.

Solution- represents the choice of the most effective impact on the existing situation, the choice of means, methods, the development of specific management procedures, the implementation of the management process.

Stages of the management process:

setting a specific goal;
Information Support;
analytical activity is a set of operations associated with assessing the state of a managed object, finding ways to improve the existing situation;
choice of options for action;
implementation of solutions;
feedback - compares the result obtained from the implementation of the solution with the goal, for the sake of which the management process was carried out.

Management mechanism

Management in the organization is carried out with the help of management mechanisms. The economic mechanism solves specific problems of interaction in the implementation of socio-economic, technological, socio-psychological tasks that arise in the process of economic activity.

control mechanism is a subsystem of the control system, the purpose of which is to ensure the controllability of the system as a whole.

Components:

methodology (regularities, principles, policies, rules);
decision-making bodies;
executive bodies;
selected point of influence;
method of influence;
protective mechanisms that are built into any system (self-regulators);
tools of influence;
feedback;
responsibility centers and control centers;
forms of manifestation of influence.

The economic mechanism of management consists of three levels:

intracompany management;
manufacturing control;
personnel Management.

Intracompany management:

marketing;
planning;
organization;
control and accounting.

Principles of intracompany management:

centralization in management;
decentralization in management;
combination of centralization and decentralization;
focus on long-term development goals;
democratization of management (participation of employees in the top management).

Manufacturing control:

R&D;
ensuring the development of production;
sales assurance;
selection of the optimal organizational structure of management.

Personnel Management:

principles of selection and placement of personnel;
terms of employment and dismissal;
training and professional development;
assessment of personnel and its activities;
forms of remuneration;
relationships in the team;
involvement of workers in management at the grassroots level;
system of labor motivation of employees;
organizational culture of the firm.

Methods of influence in management

Management considers management methods as a combination of various methods and techniques used by the administration of firms to enhance the initiative and creativity of people in the process of work and meet their natural needs.

The main goal of management methods is to ensure harmony, an organic combination of individual, collective and social interests. A feature of methods as tools of practical management is their interrelation and interdependence.

Management methods can be:

economic;
organizational and administrative;
socio-psychological.

Economic Methods affect the property interests of firms and their personnel. They are based on the economic laws of society, the market and the principles of remuneration for the results of labor.

Organizational and administrative methods are based on the objective laws of the organization of joint activities and its management, the natural needs of people in a certain order to interact with each other.

Organizational and administrative methods are divided into three groups:

organizational and stabilizing - establish long-term connections in management systems between people and their groups (structure, staff, regulations on performers, activity regulations, management concepts of firms);
administrative - provide operational management of the joint activities of people and firms;
disciplinary - designed to maintain the stability of organizational ties and relationships, as well as responsibility for certain work.

Socio-psychological methods are ways of influencing the social and psychological interests of firms and their staff (the role and status of an individual, groups of people, firms, psychological climate, ethics of behavior and communication, etc.). They consist of social and psychological and must comply with the moral, ethical and social norms of society.

Control functions

Control function- this is a type of human labor activity aimed at balancing the state of the organization with the external environment, while entering into a system of managerial relations.

According to these features, two main groups of control functions can be distinguished:

general management functions are functions that determine the type of management activity, regardless of the place of its manifestation;
specific functions are functions that determine the direction of human labor on a specific object. They depend on the organization, directions of its activity. Specific management functions arise as a result of the horizontal division of labor.

TO general management functions relate:

planning;
organization;
coordination;
motivation;
control.

Planning function involves deciding what the goals of the organization should be and what the members of the organization should do to achieve those goals. Planning is one of the ways in which management provides a unified direction for the efforts of all members of the organization to achieve its overall goals.

The purpose of planning as a management function is to take into account in advance all internal and external factors that provide favorable conditions for the normal functioning and development of enterprises (divisions) included in the firm. This activity is based on the identification and forecasting of consumer demand, analysis and assessment of resources, prospects for the development of the economic situation.

Organize means to create a structure. There are many elements that need to be structured so that an organization can carry out its plans and thereby achieve its goal.

Since people do the work in an organization, another important aspect of the organization's function is to determine who should do each specific task. The manager selects people for a specific job, delegating tasks and powers or rights to individuals to use the resources of the organization. These delegates take responsibility for the successful completion of their duties.

Coordination as a function of management, it is a process aimed at ensuring the proportional and harmonious development of various aspects (technical, financial, production and others) of the management object under optimal labor, monetary and material costs for the given conditions.

According to the method of implementation, coordination can be vertical or horizontal.

Vertical coordination acquires the significance of subordination - the subordination of the functions of some components to others, and in management - the official subordination of juniors to seniors, which is based on the norms of official discipline. The task of vertical coordination is the organization of effective communication and balancing of structural units and their employees of various hierarchical levels.

Horizontal coordination consists in ensuring the cooperation of managers, specialists and other employees of departments between which there are no subordination relations. As a result, an agreed unity of views on common tasks is achieved.

Motivation The process of motivating oneself and others to act in order to achieve a common goal. The manager must always remember that even the best plans and the most perfect organization structure are of no value if someone is not doing the actual work of the organization. Therefore, the task of this function is to ensure that the members of the organization perform the work in accordance with the duties delegated to them and according to the plan.

Control is the process of ensuring that the organization actually achieves its goals. Circumstances can cause the organization to deviate from the main course outlined by the leader. And if management fails to find and correct these deviations from the original plans before serious damage is done to the organization, the achievement of goals will be jeopardized.

Topic 2 Psychological characteristics of the management process

1. The concept of the management process

2. Management organization

3. Basic principles of management activity

4. Management methods and their characteristics

5. Psychological patterns of managerial activity

Basic concepts and terms:control, control subsystem, controlled subsystem, direct information impact, feedback information communication, internal noise, internal disturbances, external disturbances, management organization, management principles, management methods, administrative and legal methods, economic methods, socio-psychological methods.

The concept of the management process

Management is an integral component of any joint activity in any historical period of the development of society. With the development of society, management activities became more complicated. But the realization that management is a special kind of human activity occurred only in the nineteenth and early twentieth centuries. The fundamental concept of "management" is considered in the science of management in the broad and narrow sense of the word [Weinstein].

Management in the broad sense of the word is a purposeful impact on a specific object or process [Urbanovich]. This definition is applicable to both social and biological, technical and other objects. It includes not only the impact itself, but also preparation for it, control over the activities of the control object and analysis of the results obtained [Weinstein].

The concept of management in the narrow sense of the word, which can be applied to social objects, was proposed by M.A. Kremen.

Control- this is a purposeful information interaction between the subject and the object of control in order to transfer the latter from one state to another (from a lower to a higher one) or to compensate for disturbances acting on the object ( F possible), both internal and external The control process can be visually represented in the form of a diagram (Fig. 2.1) [Kremen, p. 245].

Initial conditions F possible

control subsystem control subsystem

Problem Purpose Direct link

Feedback channel

Rice. 2.1 Control process diagram

VS - internal noise, F pos - external and internal disturbances

Management is a professional human activity in which there are two subsystems - the managerial one (the subject of management, the head) and the managed one (the organization or a specific subordinate). The subject of management exercises a managerial influence on the object of management through the channel direct information impact through commands and directives. This impact is purposeful, i.e. aimed at achieving the goals of the organization, and systematic, characterizing continuous activity.

To optimize the management process, it is of great importance feedback. It informs about the effect of directive information (orders, instructions, etc.) and provides interaction between the subject and the object of management. As a result, the manager can take additional measures to improve the management object, as well as self-improvement measures. Feedback helps the leader to understand not only the effect of solving a particular problem, but also the changes that may occur in the social and psychological relationships of team members. Therefore, without a full-fledged feedback of information, effective management cannot be.

The organization of the management process can be hampered by internal noise in management activities and organizational disturbances.

Internal noise- these are factors that constrain the potential and results of a person's work when performing certain managerial activities: limitations of personal knowledge, skills, abilities and abilities of a leader that impede effective management. These include insufficient understanding of the characteristics of managerial work, poor leadership skills, a person’s inability to manage himself, stopped self-development, etc.

Internal disturbances- these are the restrictions that exist within the organization or enterprise itself, for example, conflict situations in the team. TO external disturbances the organization includes restrictions caused from the outside, for example, the economic crisis, late payment of salaries.

Thus, management performs an important socio-economic function, providing the relationship and interaction between the subject and the object of management, and largely predetermining the effectiveness of their joint actions.

2. Management organization [Flint]

Management organization- a set of actions leading to the formation and improvement of the relationship between the parts of the whole, allowing to realize the goals of management [Kremen, p. 19].

The management organization is considered in the form of a specific algorithm that can be used for practical work on the study of management systems and serve as a convenient way to determine the sequence of work when improving the management process.

The algorithm considered below includes seven blocks denoting the constituent parts of the organization of the control system and the relationship between them (Fig. 2.2) [Kremen, p. 19].

Figure 2.2 Organization of the management system

Block 1. Studying the goals of the organizational system and defining the processes needed to achieve these goals. The organizational system is usually multi-purpose. Its elements are built and coordinated from the very beginning in such a way as to ensure the achievement of the entire set of goals.

These goals from the position of the management organization mean that for each of them the processes must be determined, the implementation of which will ensure their achievement; these processes must be controlled. Consequently, there are people, bodies, structures that will work to achieve these goals, etc.

Block 2. Determination of the composition of the control system. Knowing the goals allows you to determine the necessary production processes (functions), i.e. certain types of work that must be performed in order to achieve the goals. On this basis, the composition and structure of the organizational system as a whole are determined. Moreover, the nature of the organization of any institution is determined by the content of the activities of this institution.

Block 3. Determination of the structure of the control system. The necessary management subsystems, the number and levels of management bodies are determined, connections and communications are identified, and the appropriate type of structure is substantiated in relation to specific conditions.

At the same time, areas of competence are established, tasks, rights and obligations of governing bodies are formulated and distributed, their internal structure is developed, the required number of employees is determined, the staffing table is drawn up, etc.

Block 4. Development of control technology. Management technology is the methods, techniques, procedure for performing management functions at all levels, in all subsystems of the management system. It should be analyzed in parallel with the governance structure.

Block 5. Determination of links, ways and volumes of information flow, development of forms of documents and the order of document circulation, organization of office work. These tasks can be solved when the decisions made in the field of the structure of the control system and control technology are obvious.

Block 6. Preparation and use of technical means. This is a labor-intensive work, solved in the process of creating automated control systems. The complex of means of organizational technology makes it possible to solve the problems of mechanization of information processing and, on this basis, to improve the technology and methods of management, and to increase the efficiency of managerial work.

Block 7. Selection, placement and training of management personnel to work in the created control system. The selection and placement of people can be carried out when all the previous blocks are clear, otherwise everything will be done at random.

When analyzing the organization of management, it is important to take into account the connections and interdependence of individual blocks. Taking them into account significantly affects the quality of solving the problems of management organization, and makes it possible to provide a systematic solution to the problem.

Relationship (1) determines the priority determination of the goals and objectives of the organizational system as a whole, so that practical actions for the organization of management systems proceed from given (known) and conscious goals.

Relationship (2) reflects the principle of necessary and sufficient diversity, which states that for the optimal functioning of the organizational system, it is necessary to create a management system that would allow managing all its elements.

Links (3,4). Between the structure of the control system and control technology, there must be mutual correspondence and interrelationships. The structure of the management system lays down the distribution of tasks, rights and obligations of the management bodies. These rights and obligations are determined and methodically equipped in the process of developing management technology. And vice versa, when developing management technology, it is necessary to take into account the proposed structure of management bodies, the degree of centralization of management that is being established, etc.

Relationship (5) testifies to the influence of the structure, composition and features of the controlled system on the control technology. For example, the type of production process plays a decisive role, etc.

Links (6.7) show the influence of the structure and technology of management on the forms, the order of workflow, the flow (volume) of information.

Links (8, 9) emphasize that the choice of technical means depends on the amount of information and management technology, and vice versa, technical means affect the management technology, the forms and order of workflow.

Relationship (10) indicates the influence of technology on the structure of the control system (for example, the centralization of decisions in the field of control).

Relationship (11) shows the totality (amount) of knowledge required by managers and management personnel.

The analysis of connection (12) can lead, for example, to the conclusion that in some cases it is necessary to adapt the structure to the available frames. This is extremely undesirable, although it happens often, so the task of training (retraining) personnel becomes more urgent.

These are the interrelations of problems in the process of analyzing the organization of management. Their correct accounting will allow you to confidently study a management system with a developed structure, a complex network of communications and information flows, document management, the necessary technical means, etc.

Basic principles of management activity

A principle is the basic, initial position of a certain theory, doctrine, guiding idea, the main rule of activity.

Management principles- these are the fundamental truths on which the management system as a whole or its individual parts is built [Weinstein].

If the management functions are focused on the organizational structure and show what should be done by the leader in the organization, then the principles of management are aimed at the behavior of people and determine how he must do it. The principles of management, unlike functions, are not rigidly interconnected, they embody the subjective experience of the leader and therefore can be enriched, significantly transformed depending on the specific situation, from the new managerial experience of the leader.

The management of a modern organization is based on the following basic principles [Meshcheryakov]:

1) principle of conformity of personnel to the structure: you can not adjust the organization to the abilities of working people, you need to build it as a tool to achieve a clearly defined goal and select employees who can ensure the achievement of this goal. Initially, a well-thought-out structure is created, in which there are no extra departments or levels of management, and then the appropriate personnel are selected;

2) principle of unity of command, or administrative responsibility of one person: each employee must report on his activities to one leader and receive orders only from this leader. If one performer receives consistent orders from two leaders at once, then this is inefficient, since there is unnecessary duplication. But if the orders are different or contradictory, then the execution itself becomes ineffective. In addition, the responsibility of administrative persons is scattered, it is not clear who should be responsible for the wrong order;

3)principle of departmentalization– creation of new subdivisions (departments): the organization is built from the bottom up, at each stage the need to create new subdivisions is analyzed. It is necessary to precisely establish the functions and role of the unit, its place in the overall structure of the organization;

4) management specialization principle: all regularly repeated actions must be distributed among the employees of the administrative apparatus, without duplicating them;

5) control range principle: one leader should not have an average of more than 6-12 subordinates. When performing physical work, up to 30 people can be subordinate to the manager, but the higher the level of management, the smaller the range of control that the manager can exercise. At the top of the management pyramid, there are 3-5 people directly subordinate to the manager;

6) vertical hierarchy principle: the fewer hierarchical degrees, the easier it is to manage the organization, because management becomes more mobile;

7) principle of delegation of authority: the head should not do what his subordinate can do, while managerial responsibility remains with the head;

8) correlation principle: at all levels of management, power and responsibility must coincide. Within the framework of his powers, the leader bears full personal responsibility for the actions of people subordinate to him;

9) principle of subordination of individual interests to a common goal: the functioning of the organization as a whole, and each of its divisions separately, must be subordinated to the strategic goal of the organization's development;

10) remuneration principle: each employee should receive remuneration for his work, and it should be assessed by him as fair.

Management processes

In its most general form, the project management methodology includes procedures, methods and tools for implementing the processes of initiating, planning, organizing execution, monitoring execution and completing the project.
Project initiation is the process of project management, the result of which is the authorization of the start of the project or the next phase of its life cycle.

Project initiation may include the following procedures:

Development of the project concept:

Consideration and approval of the concept.

Making a decision to start a project:

- Identification and appointment of a project manager;
- Making a decision on providing resources for the implementation of the first phase of the project.

Project planning is a continuous process aimed at determining and agreeing on the best course of action to achieve the set goals of the project, taking into account all factors of its implementation.

Planning processes are carried out throughout the life cycle of the project, starting with the preliminary grand plan as part of the project concept, and ending with a detailed work plan for the final phase of the project. At the same time, plans are refined and detailed as the project progresses.

The main output of this stage is the Project Plan.

The planning process does not end with the development and approval of the initial project plan. During the course of the project, changes can occur both within the project and in the external environment, which require clarification of plans, and often significant rescheduling. Therefore, the planning process can continue throughout the project.

Project implementation planning may include the following procedures:

Planning goals and scope of the project
Project scheduling
Cost planning and project financing
Quality planning
Organizational planning
Communication planning
Risk management planning
Contract planning
Development of a master plan for the project.

Organization of project execution - the process of ensuring the implementation of the project plan by organizing and coordinating the implementation of the work included in it.

Organization of project execution may include the following procedures:

Distribution of functional duties and responsibilities
Setting up a reporting system
Organization of control over the implementation of the project schedule
Organization of project cost control
Organization of quality control
Operational management of risk mitigation measures
Responding to negative risk events
Project team management
Distribution of information in the project
Preparation and conclusion of contracts
Project Change Management

Project execution control - the process of comparing actual performance and plans, analyzing deviations, evaluating possible alternatives and taking corrective actions, if necessary, to eliminate undesirable deviations.

Project control may include the following procedures:

Collection of project progress reports
Analysis of the current state of the project in relation to baseline indicators (results, cost, time)
Forecasting the achievement of project goals
Preparation and analysis of the consequences of corrective actions
Making decisions about impacts and changes

Completion of a project is the process of formally completing a project.

Project completion may include the following procedures:

transferring to the customer a description of the project products, testing protocols, reports on the checks carried out;
final assessment of the financial situation (post-project report);
final project report and project documentation;
a list of open questions and final papers;
resolution of all disputes
Documentation and analysis of the experience of this project.

Within the framework of these processes, the functions of managing goals and scope of work, managing deadlines, costs, managing risks, quality, interaction, supplies, and personnel are distinguished.

Project participants

Project participants– individuals and/or legal entities that are directly involved in the implementation of the project and whose interests may be affected during the implementation of the project.
According to the degree of involvement in the project, three groups of participants can be distinguished:

core team - a group of specialists and organizations directly working on the implementation of the project in close contact with each other;
extended team - more extensive than the main group, brings together specialists and organizations that provide assistance to members of the main group, but are not directly involved in the implementation of the project and the achievement of its goals;
Stakeholders are people and organizations that influence core and extended team members and the progress of the project, but do not interact directly with them.

As a rule, the main participants of the project are:

Customer- a party interested in the implementation of the project and the achievement of its goals. Future owner of the project results. The customer determines the main requirements for the results of the project, provides financing for the project at the expense of its own or borrowed funds, and can conclude contracts with the main project executors.
In the company that initiated the project, the roles of the initiator and / or sponsor (curator) of the project may be allocated.

Initiator of the project is the person who identifies the need for the project and makes a "proposal" to initiate the project. This person can be from any function or level within or outside the organization.
Sponsor (curator) of the project- an employee (usually a senior manager) of the organization implementing the project, who supervises the project on the part of the organization (project owner), provides overall control and support of the project (financial, material, human and other resources).

The sponsor (curator) of the project is responsible for the achievement of the project's final goals and the realization of benefits for the organization. The project sponsor is accountable to the CEO/President or the Governing Board.

The project sponsor appoints the project manager and provides him with the necessary support.

Project manager (project manager) - the person responsible for project management. The project manager is responsible for achieving the project objectives within the budget, on time and with the specified level of quality.

The project manager provides daily management of the project, the project team, in the context of all the main management functions (management by deadlines, costs, risks, etc.). Depending on the size of the project, the project manager may receive support from the project administrator, or the support team (project office).

Possible project participants, depending on its type, type, complexity and scale, can be:

Investor- the party investing in the project, for example, through loans. If the investor and the customer are not the same person, then banks, investment funds and other organizations usually act as investors.
Contractor (general contractor) - a party or participant in the project, entering into relations with the customer, and taking responsibility for the performance of work and services under the contract - this can be the entire project or part of it.

Subcontractor enters into a contractual relationship with a contractor or sub-contractor of a higher level. Responsible for the performance of works and services in accordance with the contract.

Suppliers - subcontractors that carry out various types of supplies on a contract basis - materials, equipment, vehicles, etc.

Authorities– parties that put forward and support environmental, social and other public and state requirements related to the implementation of the project.

Consumers of the final product - legal entities and individuals who are buyers and users of the result of the project, determine the requirements for the products and services provided, and form the demand for them.

Project manager- main responsibilities
The main strength of the project management concept lies in the delegation of power and the assignment of responsibility for achieving goals to certain leaders - the project manager and key members of the project management team.

The responsibility and authority of the project manager is determined by the contract with the Customer and / or the project charter (for internal projects).

The project manager usually performs the following functions:

Forms the organizational structure of the project and the project management team;
Resolves issues of attracting resources for the project;
Participates in the selection, training and motivation of staff;
Determines the responsibility, scope of work and goals for each team member;
Develops and agrees on a project plan, including schedule, budget, risk management plan, communications plan, and possibly other elements;
Ensures the execution of the project plan;
Coordinates and takes part in the work on concluding contracts in the project and controls their timely execution and closure;
Establishes all necessary communication links;
Ensures the formation of effective information flows in the project, compiling and reporting;
Maintains constant communication with the customer, resolves all his questions and ensures that he receives all the necessary information from him for the high-quality implementation of work on the project;
Controls and analyzes the current status of the project, predicts possible problems and takes corrective actions;
Coordinates the activities of all participants and controls changes;
Ensures complete and timely completion of the project.

The project manager must understand and be able to analyze the interests of key stakeholders and the characteristics of the project environment.

Project team and project management team

To achieve the goals of the project, the manager creates special organizational structures: the project team and the project management team. The success of the entire project largely depends on the effectiveness of the functioning of these organizational structures.

Project team- a temporary organizational structure that unites individual specialists, groups and / or organizations involved in the implementation of project work and responsible to the project manager for their implementation. Created in a targeted manner for the period of the project. May include both internal and external executors and consultants. There are different approaches to the formation of a project team (for example, matrix structures), which differ in the forms of attracting performers and exercising the power of the project manager.

The project management team brings together the members of the project team who are directly involved in project management and management decision making. The ability of the project manager to identify and involve the right people in the project management depends on the reduction of project risks and potential problems.

Managers and team members (executors) report to the project manager and are responsible for the implementation of the planned work and results (responsibility can vary from a single highlighted result (document, decision) to a completed subproject). It is important to sum up the experience of all team members from the very beginning to solve possible problems of the project. On large projects, the project manager may assemble a small team of key people, each responsible for their own subteam (structured by work packages or subprojects).

It is essential that each person working on a project has clearly defined:

role and line of accountability to the project manager when working on the project (he/she may follow the usual lines of accountability for other types of work);
scope of work and requirements for delivered results (final and intermediate products);
level of responsibility (decisions that he/she has the right to make within the framework of his/her functions).

The project team and the project management team exist only for the duration of the project or its phase.

Project office

In large projects, a project administrator and office may be allocated to support the project manager in collecting and processing information and performing managerial functions.

Project office is a specialized (physical or virtual) organizational structure designed to support the implementation of projects at different levels of management in an organization.

“The project office can handle a wide range of tasks, from supporting project managers in the form of training, software, templates, and up to taking responsibility for project results” (PMBoK).

Depending on the type and purpose, the project office can occupy an appropriate position in the organizational hierarchy, both at a level close to the company's management, and at the level of management of individual large divisions.

Support offices for individual projects or programs are quite often created for large, complex projects and programs in order to centralize and streamline project and subproject management processes. Such project offices (project headquarters) are part of the management systems for specific projects and their need, as a rule, is not in doubt. The functions of the office may include the integration of calendar and financial plans of subprojects, ensuring the control and coordination of the activities of subproject managers, supporting communications, document flow, change management and quality control.

Project offices at the level of individual departments of the organization are also quite common. Project offices of this type are common in large corporations and state organizations at the level of departments that carry out a significant number of their own projects or significant amounts of work in corporate projects (for example, the Department of Information Technology, the Department of Capital Construction) in order to ensure multi-project planning, optimize the allocation and coordination of their own resources involved in various projects.

Experience shows that the most difficult, in terms of creation and implementation, is the corporate project office (KPO). At the same time, it is the creation of a corporate project office that makes it possible to fully realize the benefits of applying project management approaches at the corporate level.

The corporate project office can provide the implementation of both support and development functions of the corporate project management system:

Support and development of methodology, standards and project management processes;
Ensuring the development of personnel in the field of PM;
Support and development of PM tools and infrastructure;
Audit of project management processes,

and directly implement managerial functions, including:

Administrative support for project managers and implementation of individual management processes at the project level;
Support for management processes at the level of programs and project portfolios;
Support for decision-making processes on projects by senior management.

An organization is a relatively autonomous group of people whose activities are consciously coordinated to achieve a common goal. It is a planned system of cumulative (cooperative) efforts, in which each participant has his own, clearly defined role, tasks or responsibilities that must be fulfilled.

These responsibilities are distributed among the participants in the name of achieving the goals that the organization sets for itself, and not in the name of satisfying individual wishes, even if the two often overlap. The organization has certain boundaries, which are determined by the types of activities, the number of employees, capital, production area, territory, material resources, etc. Usually they are fixed, fixed in such documents as the charter, memorandum of association, regulation.

Organizations are private and public firms, government agencies, public associations, cultural institutions, educational institutions, etc. Any organization consists of three main elements. These are the people included in this organization, the goals and objectives for which it is created, and the management that forms and mobilizes the organization's potential to solve the challenges.

Any organization is an open system built into the external environment with which the organization is in a state of constant exchange. At the input, it receives resources from the external environment; at the output, it gives the created product to the external environment. Therefore, the life of the organization consists of three main processes:

1) obtaining resources from the external environment;

2) transformation of resources into a finished product;

3) transfer of the produced product to the external environment.

At the same time, the management process plays a key role, which maintains the correspondence between these processes, and also mobilizes the resources of the organization for the implementation of these processes.

In a modern organization, the processes carried out at the inputs and outputs are the main ones, which ensure the correspondence between the organization and its environment. The implementation of internal processes, the production function is subject to ensuring the long-term readiness of the organization to adapt to changes in the external environment.

Management levels

The division of labor allows the employees of the enterprise to perform their functions much more qualified, making less of their own efforts, and helps to reduce the costs of the organization. The division of labor can be horizontal or vertical. The horizontal division of labor provides for the creation of divisions in the organization that specialize in various activities. Vertical - separates the direct performance of work from the work of coordinating the activities of performers; reflected in the hierarchy of management levels. The result of the vertical division of labor is the formation of different levels of management.

Organization management levels

Most often, there are three levels of control:

Technical level (lower level of management) - managers are in direct contact with employees-performers, solve specific issues;

Management level (middle) - managers are responsible for the course of production processes in departments consisting of several structural units; managers of staff and functional services of the administrative apparatus, heads of auxiliary and service industries, targeted programs and projects;

Institutional level (highest) - the administration of the enterprise, carrying out general strategic management; solves the issues of strategic management - financial management, choice of sales markets, development of the enterprise, only 3-7% of the total management personnel are employed at this level.

The highest level of management develops long-term plans, formulates tasks for the middle level. A significant place in the institutional level of management is occupied by the adaptation of the company to changes in the market environment, the management of relations between the enterprise and the external environment. Top management may be represented by the president, general director, and other members of the board.

Middle managers coordinate and supervise the work of junior managers. They determine the problems of a production, organizational, financial nature, develop creative proposals, prepare information for management decisions made by top managers. These are the heads of individual divisions, services, departments of the enterprise.

The lower level of control is correspondingly subordinate to the middle one. Lower-level managers include production foremen, foremen, and group leaders. These are highly specialized professional managers who perform clearly regulated duties for production, sales, marketing, material supply management, etc. They are responsible for the rational use of material resources, workers, and equipment allocated to them. Such a construction of the organizational structure ensures the clarity of management, takes advantage of the narrow, in-depth specialization of managers. However, at the same time, it makes it difficult to determine the contribution of each manager to the overall result of entrepreneurship, his responsibility for the decisions made.

At small and medium-sized enterprises, the management system has a slightly different organizational structure. Managers of such enterprises are more likely to face the problems of an unstable external environment, with unpredictable results of their activities. Therefore, in small and medium-sized businesses, managers are supposed to perform several management functions at the same time (interchangeability of individual managers).

The construction of the organizational structure of management in this group of enterprises depends on the organizational and legal form of entrepreneurial activity, the relationship between owners and managers. Under these conditions, the effectiveness of management as a whole depends on the entrepreneurial abilities of managers, their ability to work as one well-coordinated team. Therefore, the organizational structure of management in small and medium-sized businesses is built on a horizontal principle.

A characteristic feature of the horizontal management structure is the focus of the efforts of all managers without exception on solving a specific problem, for example, on the success of the company. This means that in small and medium-sized businesses there may not be a strict distinction between entrepreneurs in terms of their powers and responsibilities. Only a few senior managers have financial and human resources at their disposal. Others are working together to resolve critical issues. Thanks to this, it becomes possible to achieve the following benefits: Reducing management costs; Reducing the production cycle; Increased responsiveness to consumer and market needs.

Separate groups of managers may be responsible for certain areas of activity. Within these groups, personal success is determined by the ability to work at the intersection of various functional processes, with specialists of different profiles.

Management is the implementation of several interrelated functions (BASIC!):
planning, organization, employee motivation and control.

Planning. With the help of this function, the goals of the organization's activities, the means and the most effective methods for achieving these goals are determined. An important element of this function are forecasts of possible directions of development and strategic plans. At this stage, the firm must determine what real results it can achieve, assess its strengths and weaknesses, as well as the state of the external environment (economic conditions in a given country, government acts, trade union positions, actions of competing organizations, consumer preferences, public opinion, development technologies).

Organization. This management function forms the structure of the organization and provides it with everything necessary (personnel, means of production, cash, materials, etc.). That is, at this stage, conditions are created to achieve the goals of the organization. Good organization of the work of the staff allows to achieve more effective results.

Motivation is the process of inducing other people to act in order to achieve the goals of the organization. Performing this function, the manager provides material and moral incentives for employees, and creates the most favorable conditions for the manifestation of their abilities and professional "growth". With good motivation, the personnel of an organization perform their duties in accordance with the goals of this organization and its plans. The process of motivation involves creating opportunities for employees to meet their needs, subject to the proper performance of their duties. Before motivating staff to work more efficiently, the manager must find out the real needs of his employees.

Control. This management function involves the evaluation and analysis of the effectiveness of the results of the organization. With the help of control, an assessment is made of the degree to which the organization has achieved its goals, and the necessary adjustment of the planned actions. The control process includes: setting standards, measuring the results achieved, comparing these results with the planned ones and, if necessary, revising the original goals. Control links together all the management functions, it allows you to maintain the desired direction of the organization's activities and correct wrong decisions in a timely manner.

LECTURE №6. Internal environment of the organization

All businesses operate in an environment that drives their operations, and their long-term survival depends on their ability to adapt to the expectations and demands of the environment. Distinguish between the internal and external environment of the organization. The internal environment includes the main elements and subsystems within the organization that ensure the implementation of the processes occurring in it. The external environment is a set of factors, subjects and conditions outside the organization and capable of influencing its behavior.

Elements of the external environment are divided into two groups: factors of direct and indirect impact on the organization. The direct impact environment (business environment, microenvironment) includes such elements that directly affect the business process and experience the same impact of the functioning of the organization. This environment is specific to each individual organization and, as a rule, is controlled by it.

The environment of indirect impact (macro environment) includes elements that affect the processes occurring in the organization not directly, but indirectly, indirectly. This environment is generally not specific to a single organization and is usually outside its control.

After completing this chapter, the student should:

know

The main characteristics of group processes in the organization;

be able to

Identify different organizational structures;

own

Interaction technologies in companies with different organizational structures.

The content of management activities and the main management functions

The leader plays an important role in any organizational system. Its activities are closely related to all aspects of the functioning of the organization. The study of the psychology of managerial activity presents a certain difficulty. At present, the external manifestations of managerial activity, rather than its internal content, have been studied to a greater extent.

It is advisable to study the psychology of management based on an activity approach. The concept of activity has the status of a general scientific category and is studied by such sciences as philosophy, sociology, psychology, economics, engineering disciplines, physiology, etc.

Activity is defined as a form of the subject's active attitude to reality, aimed at achieving consciously set goals and associated with the creation of socially significant values and the development of social experience. The subject of the psychological study of activity is the psychological components that induce, direct and regulate the labor activity of the subject and implement it in performing actions, as well as the personality traits through which this activity is realized. The main psychological properties of activity are activity, awareness, purposefulness, objectivity and systemic nature of its structure. The activity is always based on some motive (or several motives).

Activity involves two main plans for characterization - external (subject-effective) and internal (psychological). The external characteristic of activity is carried out through the concepts of the subject and object of labor, the subject, means and conditions of activity.

The subject of labor- a set of things, processes, phenomena that the subject must mentally or practically operate in the process of work. Means of labor- a set of tools that can enhance a person's ability to recognize the features of the object of labor and influence it. working conditions - system of social, psychological and sanitary-hygienic characteristics of activity. The internal characteristic of activity involves a description of the processes and mechanisms of its mental regulation, structure and content, operational means of its implementation.

TO structural components of activity include: goal, motivation, information basis, decision making, plan, program, individual psychological properties of the subject, mental processes (cognitive, emotional, volitional), mechanisms of control, correction, arbitrary regulation, etc.

Anatoly Viktorovich Karpov classified the types of activities as follows:

on the subject area of labor (profession and specialty);
by the specifics of the content (intellectual and physical);
according to the specifics of the subject ("subject-object" types, where the subject of activity is any material object, and "subject-subjective", where people are the subject of labor influences);
according to the conditions of implementation (activities in normal and extreme conditions);
by general nature (labor, educational, game), etc.

The complex nature of managerial activity as an individually-joint activity determines not only its belonging to a special, specific type of activity, but also predetermines the presence of a number of basic psychological characteristics in it. Management activity is characterized not by direct, but by indirect connection with the final results of the functioning of an organization. The more management activity is concentrated around non-executive functions and freed from directly performing work, the higher its efficiency.

The essence of management activity- organization of the activities of other people, i.e. "activities of organizing activities" (activities of the "second order"). This property is considered in the theory as the main attribute for management activity (that is why it is denoted by the concept of metaactivity).

The purpose of management activities- ensuring the effective functioning of a certain organizational system. The content of managerial activity is uniform in its essence and represents the performance of a number of standard managerial functions: planning, forecasting, motivation, decision making, control, etc.

The manager's work is aimed at solving two aspects of activity - ensuring the technological process and organizing interpersonal interactions. The activity of a manager is more effective if the manager is not only a formal boss, but also a leader and knows how to combine hierarchical (“keeping distance”) and collegial (coordinating) principles.

According to A. V. Karpov, managerial activity is quite specific in terms of typical conditions, which are divided into external and internal. TO external conditions relate:

hard time limits;
chronic information uncertainty;
high responsibility for the final results;
unregulated work;
constant lack of resources;
frequent occurrence of so-called extreme - stressful situations.

TO internal conditions relate:

the need to simultaneously perform many actions and solve many problems;
inconsistency of normative (including legislative) prescriptions, their uncertainty, and often their absence;
lack of formulation in a clear and explicit form of performance evaluation criteria, and sometimes their absence;
multiple subordination of the head to various higher authorities and the resulting inconsistency of requirements on their part;
almost complete non-algorithmic activity, etc.

In management theory, there are three basic approaches to the consideration of the management process: process, system and situational.

According to process approach the management process is considered as a chronologically ordered and cyclically organized system of management functions. Thus, the condition for successful management is not only the effectiveness of management functions, but also their precise organization within a single process.

According to A. Fayol, there are five basic management functions: predict, plan, organize, manage, coordinate and control. Subsequently, such functions as goal setting, forecasting, planning, organization, management, leadership, motivation, communication, coordination (integration), research, control, evaluation, decision making, correction, recruitment, representation, marketing, innovation management and others

At the same time, everything managerial functions can be grouped into four basic categories:

planning;
organization;
motivation;
control.

In addition, there are two so-called linking functions(aimed at harmonizing basic functions) - decision making and communication.

Planning- this is a system of ways by which management ensures a unified focus of the efforts of all employees of the organization to achieve the goals, including the development and implementation of means of influence: concept, forecast, program, plan.

Organization- a system of measures aimed at optimizing the joint activities of employees to achieve goals, including the development of work modes, adaptation to changes in external and internal relations in the management system, and coordination of activities.

motivation- Encouraging employees to qualitatively perform assigned tasks in accordance with delegated responsibilities.

Control includes setting standards, measuring performance, comparing what has been achieved with what is expected, and taking action to correct deviations from the original plan.

Decision-making is the choice of how and what to plan, motivate, organize and carry out.

Communication - it is a process of information exchange between people in the process of joint activity.

Systems approach proceeds from the fact that any organization is a system consisting of interdependent parts.

The main task of the leader in this case is to see the organization as a single organism, a single system, the constituent parts of which interact both with each other and with the outside world.

However, it must be taken into account that modern organizations are so-called socio-technical systems, i.e. they are internally heterogeneous and include qualitatively different components. They consist of a complex subsystems, which must be coordinated hierarchically (by type of subordination) and "horizontally" (by type of coordination).

The systems approach formulated a new understanding of organizations as sociotechnical systems, and also contributed to the strengthening of interdisciplinary links between management theory and other sciences and areas of research (general systems theory by L. von Bertalanffy, "industrial dynamics" by D. Forrester, studies of "administrative systems" by C. Barnard, research on the theoretical foundations of management (cybernetic direction) N. Wiener).

In addition, the systematic approach demonstrated the need for an integrated approach to management theory based on the integration of various management schools.

situational approach is a unified methodology, a way of thinking in the field of organizational problems and ways to solve them. According to this approach, any organization is open system, in constant interaction with the external environment, when the main reasons for what happens in the organization must be sought in the situation in which the organization operates. From the point of view of this approach, the situation is defined as a specific system of circumstances and conditions affecting the organization at a given time.

In accordance with this approach, the management process includes four main macro-stages:

1. Formation of managerial competence of the head.
2. The ability to foresee the consequences of certain steps in a given situation and conduct their comparative analysis.
3. Adequate interpretation of the situation and selection of external and internal situational variables; assessment of the effects of exposure to them.
4. Coordination of management techniques chosen by the manager with specific conditions based on the requirement to maximize positive and minimize negative effects.

The third stage is the main one in this process. It should be borne in mind that specific sets of situational variables can vary greatly. However, there are a number of basic variables that are relevant for most management situations (Fig. 1.1). The situational approach showed that the effectiveness of any approach is determined by the situation of management.

Rice. 1.1. Structure external organization environment

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