Management processes in organizations. Organization of management Participants in the enterprise management process

11.03.2022

Management process- this is an influence on an object in order to change its state or shape.

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

Based on functionality, the control system is divided into subsystems:

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

The control system includes:

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

Subject of management

Purpose of the subject of management— ensure the controllability of the system as a whole.

Controllability— the ability of the system to perceive control input and respond to it accordingly.

Subjects of management- centers of activity, centers of responsibility.

Subject of management is a manager, collegial body or committee that exercises managerial influence. A manager can be either a formal or informal leader of a team. In turn, the subject of management can also be an object of the board (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 system as a whole.

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

at the integrative level - the management subject functions in order to lead 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 management subject's functioning;
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 those 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 influence of the external environment and influence the development of this level;
the subject of management must have higher creative and intellectual potential in relation to the object.

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

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

Control object

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

Control object- this is an individual or group that can be united into any structural unit and which is subject to managerial influence. Currently, the idea of participative management is increasingly spreading, i.e. such management of the affairs of the organization, when all members of the organization, including ordinary people, participate in the development and adoption of the most important decisions. In this case, 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 to ensure the achievement of set goals by converting resources at the input into products or services at the output of the system.

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

All management processes are divided into two groups:

constant processes - represent functional areas 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 are determined by its elements:

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

Situation— represents the state of the controlled subsystem.

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

Solution- represents the choice of the most effective influence on the existing situation, the choice of means, methods, the development of specific management procedures, and 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 and finding ways to improve the existing situation;
choice of action options;
implementation of solutions;
feedback - compares the result obtained from the implementation of the decision with the goal for the sake of which the management process was carried out.

Management mechanism

Management in an organization is carried out using management mechanisms. The economic mechanism solves specific problems of interaction in the implementation of socio-economic, technological, socio-psychological problems 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 (patterns, 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 management mechanism consists of three levels:

intra-company management;
Production Management;
personnel Management.

In-house management:

marketing;
planning;
organization;
control and accounting.

Principles of intra-company management:

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

Manufacturing control:

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

Personnel Management:

principles of selection and placement of personnel;
terms of employment and dismissal;
training and professional development;
personnel assessment and performance;
forms of remuneration;
team relationships;
involving workers in management at the grassroots level;
employee labor motivation system;
organizational culture of the company.

Methods of influence in management

Management is considering management methods as a set of various methods and techniques used by the administration of companies to enhance the initiative and creativity of people in the process of work and satisfy their natural needs.

The main goal of management methods is to ensure harmony, an organic combination of individual, collective and social interests. Features of methods as tools practical management is their interconnection 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 labor results.

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

Organizational and administrative methods are divided into three groups:

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

Social-psychological methods represent ways of influencing the social and psychological interests of firms and their personnel (the role and status of individuals, 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 is a type of human labor activity aimed at balancing the state of the organization with external environment, while entering into a system of managerial relations.

Based on these characteristics, two main groups of management functions can be distinguished:

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

TO general functions management relate:

planning;
organization;
coordination;
motivation;
control.

Planning function involves deciding what the organization's goals should be and what members of the organization should do to achieve those goals. Planning is one of the ways in which management ensures that all members of the organization are aligned in their efforts to achieve common goals.

The purpose of planning as a management function is to strive 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 company. This activity is based on identifying and forecasting consumer demand, analysis and assessment of resources, and prospects for the development of economic conditions.

Organize- means creating a certain 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 perform work in an organization, another important aspect of an organization's function is determining who exactly should perform each specific task. A manager selects people for a specific job, delegating tasks and authority or rights to individuals to use the organization's resources. These delegates accept responsibility for the successful performance of their responsibilities.

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

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

Vertical coordination subordination takes on the meaning - 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 to organize effective communication and balance structural divisions and their employees at various hierarchical levels.

Horizontal coordination consists of ensuring cooperation between managers, specialists and other employees of departments between whom there are no subordination relationships. As a result, a coordinated unity of views on common tasks is achieved.

Motivation- the process of motivating oneself and others to act to achieve a common goal. A leader must always remember that even the best plans and the most perfect structure organizations have no meaning unless someone does the actual work of the organization. Therefore, the purpose of this function is to ensure that members of the organization perform work in accordance with the responsibilities delegated to them and according to the plan.

Control is the process of ensuring that an organization actually achieves its goals. Circumstances may force an organization to deviate from the main course planned by the leader. And if management fails to identify and correct these deviations from original plans before the organization is seriously damaged, achieving its goals will be jeopardized.

Topic 2 Psychological characteristics of the management process

1. Concept of the management process

2. Management organization

3. Basic principles of management activities

4. Management methods and their characteristics

5. Psychological patterns of management activities

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

Concept of management process

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

Management in the broad sense of the word is a purposeful influence on a specific object or process [Urbanovich]. This definition applies to both social and biological, technical and other objects. It includes not only the impact itself, but also preparation for it, monitoring 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. Flint.

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

Initial conditions F maybe

Control subsystem Control subsystem

Problem Purpose Direct communication channel

Feedback channel

Rice. 2.1 Control process diagram

VS – internal noise, F possible - external and internal disturbances

Management is a professional human activity in which there are two subsystems - the manager (the subject of management, the manager) and the managed (the organization or a specific subordinate). The control subject exercises managerial influence on the control object through the channel direct information impact with the help of orders and instructions. This impact is targeted, i.e. aimed at achieving the goals facing the organization, and systematic, characterizing continuous activity.

To optimize the management process, it is of great importance information feedback. It informs about the effect of directive information (orders, instructions, etc.) and ensures interaction between the subject and the object of control. As a result, the manager can take additional measures to improve the management object, as well as measures for self-improvement. Feedback helps the manager understand not only the effect of solving a certain problem, but also the changes that may occur in the social and psychological relationships of team members. Therefore, without full feedback information communications there can be no effective management.

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

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

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

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

2. Organization of management [Kremin]

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

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

The algorithm discussed below includes seven blocks indicating the components of the organization of the management system and the relationships between them (Fig. 2.2) [Kremen, p. 19].

Fig 2.2 Organization of the control system

Block 1. Exploring goals organizational system and defining the processes needed to achieve those goals. An organizational system is usually multi-purpose. Its elements are structured and coordinated from the very beginning to ensure the achievement of the entire set of goals.

From the perspective of management organization, these goals mean that for each of them processes must be defined, the implementation of which will ensure their achievement; these processes must be controlled. Consequently, people, bodies, structures appear that will do the work to achieve these goals, etc.

Block 2. Determining 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 need to be performed 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 management 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 justified in relation to specific conditions.

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

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

Block 5. Determination of connections, paths and volumes of information passage, development of document forms and document flow procedures, organization of office work. These problems can be solved when the decisions made in the field of control system structure and control technology are obvious.

Block 6. Preparation and use of technical means. This is a labor-intensive task that is solved in the process of creating automated control systems. A set of organizational equipment makes it possible to solve issues of mechanization of information processing and, on this basis, improve technology and management techniques, and increase the efficiency of managerial work.

Block 7. Selection, placement and training of management personnel to work in the control system being created. 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 management organization, it is important to take into account the connections and interdependence of individual blocks. Taking them into account significantly influences the quality of solving problems of management organization and allows us to provide a systematic solution to the problem.

Connection (1) determines the priority determination of the goals and objectives of the organizational system as a whole, so that practical actions for organizing management systems are based on given (known) and conscious goals.

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

Connections (3,4). There must be mutual correspondence and relationships between the control system structure and control technology. The structure of the management system lays down the distribution of tasks, rights and responsibilities of management bodies. These rights and responsibilities 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 intended structure of management bodies, the established degree of centralization of management, etc.

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

Connections (6,7) show the influence of the structure and technology of management on the forms, the order of document flow, and the flow (volume) of information.

Connections (8, 9) emphasize that the choice of technical means depends on the amount of information and management technology, and vice versa, technical means influence management technology, the forms and order of document flow.

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

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

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 personnel. This is extremely undesirable, although it happens often, so the task of training (retraining) personnel becomes more urgent.

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

Basic principles of management activities

A principle is the basic, initial position of a certain theory, teaching, a 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 management functions are focused on the organizational structure and show What should be done by a leader in an organization, then the principles of management are aimed at the behavior of people and determine How he must do this. Management principles, unlike functions, are not strictly connected with each other; they embody the subjective experience of the manager and therefore can be enriched and significantly transformed depending on the specific situation and the new managerial experience leader.

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

1) principle of personnel compliance with structure: you cannot adjust the organization to the abilities of the working people, it is necessary 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 unnecessary divisions 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 manager and receive orders only from this manager. If one executive receives consistent orders from two managers at once, then this is ineffective, 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 officials is scattered; it is unclear who should be responsible for an incorrect order;

3)principle of departmentalization– creation of new divisions (departments): the organization is built from the bottom up, at each stage the need to create new divisions is analyzed. The functions and role of the unit, its place in the general structure organizations;

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

5) control range principle: one manager should not have an average of more than 6-12 subordinates. When performing physical work, the manager can have up to 30 people subordinate to him, 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) principle of vertical hierarchy limitation: the fewer hierarchical degrees, the easier it is to manage the organization, because management becomes more mobile;

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

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

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

10) reward principle: Every worker must receive remuneration for his work, and it must be assessed by him as fair.

Management processes

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

Project initiation may include the following procedures:

Development of the project concept:

Review and approval of the concept.

Deciding to start a project:

- Determination 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 identifying and agreeing the best way actions to achieve the project’s goals, taking into account all the factors of its implementation.

Planning processes are carried out throughout the entire project life cycle, starting with a preliminary large-scale 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 clarified and detailed as the project progresses.

The main deliverable 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 implementation of the project, changes may occur both within the project and in the external environment, which require clarification of plans, and often significant re-planning. Therefore, the planning process can continue throughout the project.

Project planning may include the following procedures:

Planning project goals and scope
Scheduling of project work
Planning costs and project financing
Quality planning
Organizational planning
Communication planning
Risk management planning
Contract planning
Development of a master project plan.

Organization of project execution is 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
Organizing control over the implementation of the project schedule
Organization of cost control for the project
Quality control organization
Operational management of risk mitigation measures
Response to negative risk events
Project team management
Distribution of information in the project
Preparation and conclusion of contracts
Project change management

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

Project control may include the following procedures:

Collecting reports on the progress of work on the project
Analysis of the current state of the project relative to basic 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

Project completion is the process of formally completing the work of a project.

Completion of a project may include the following procedures:

transferring to the customer a description of the project products, testing protocols, reports on inspections carried out;
final assessment of the financial situation (post-project report);
final project report and project documentation;
list open questions and final works;
resolution of all controversial issues
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, risk management, quality, interaction, supplies, and personnel are highlighted.

Project participants

Project participants– physical and/or legal entities who are directly involved in the implementation of the project and whose interests may be affected during the implementation of the project.
Based on 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 - larger than the main group, it unites specialists and organizations that assist members of the main group, but are not directly involved in the implementation of the project and achieving its goals;
Stakeholders are people and organizations that influence members of the core and extended teams and the progress of the project, but do not directly collaborate with them.

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

Customer- a party interested in implementing the project and achieving its goals. Future owner of the project results. The customer determines the basic requirements for the results of the project, ensures financing of the project at the expense of its own or borrowed funds, and can enter into contracts with the main implementers of the project.
The company that initiated the project may have the roles of initiator and/or sponsor (curator) of the project.

Initiator of the project is the employee who identifies a need for a project and makes a “proposal” to initiate the project. This person can be from any functional unit 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 general control and support of the project (financial, material, human and other resources).

The project sponsor (curator) is responsible for ensuring that the project achieves its final goals and realizes benefits for the organization. The project sponsor is responsible to general director/ president or before the governing board.

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

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

The project manager provides daily management of the project, the project team, in the context of all main management functions (management of 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 participants in the project, depending on its type, type, complexity and scale, may 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) is a party or participant in the project who enters into a relationship with the customer and assumes responsibility for the performance of work and services under the contract - this can be the entire project or part of it.

Subcontractor– enters into contractual relations with a contractor or subcontractor of a higher level. Responsible for performing work and services in accordance with the contract.

Suppliers are subcontractors carrying out different types supplies on a contract basis - materials, equipment, vehicles and etc.

Authorities– parties putting forward and supporting environmental, social and other public and government requirements related to the implementation of the project.

Consumers of final products – legal and individuals, who are buyers and users of the project result, determining the requirements for the products produced and services provided, and creating 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 specific leaders - the project manager and key members of the project management team.

The responsibility and powers of the project manager are 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 personnel;
Determines responsibility, work content and goals for each team member;
Develops and coordinates the project plan, including schedule, budget, risk management plan, communications plan and possibly other elements;
Ensures execution of the project plan;
Coordinates and takes part in the work on concluding contracts in the project and monitors their timely execution and closure;
Establishes all necessary communication connections;
Ensures the formation of effective information flows in the project, preparation and provision of reports;
Maintains constant contact with the customer, resolves all questions he may have and ensures that he receives all necessary information from him for high-quality performance of work on the project;
Monitors and analyzes the current state of work on the project, predicts possible problems and takes corrective actions;
Coordinates the activities of all participants and controls changes;
Ensures complete and timely closure of the project.

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

Project team and project management team

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

Project team- temporary organizational structure, uniting individual specialists, groups and/or organizations involved in the implementation of project work and responsible to the project manager for their implementation. It is created in a targeted manner for the period of the project. May include both internal and external performers and consultants. Exist different approaches to the formation of a project team (for example, matrix structures), differing in the forms of attracting performers and exercising the power of the project manager.

The project management team brings together project team members who are directly involved in project management and management decision making. Reducing project risks and potential problems depends on the project manager’s ability to identify and attract the necessary specialists to manage the project.

Managers and team members (performers) report to the project manager and are responsible for the implementation of planned work and results (responsibility can vary from a single selected result (document, decision) to a completed subproject). It is important from the very beginning to summarize the experience of all team members to solve possible project problems. On large projects, the project manager may assemble a small team of key employees, each of whom is responsible for their own sub-team (structured into work packages or subprojects).

It is necessary that each employee working on the project has clearly defined:

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

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

Project office

Large projects may have a dedicated project administrator and office to support the project manager in collecting and processing information and performing management functions.

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

“The project office can operate in a wide range of tasks, ranging from supporting project managers in the form of training, software, templates, and up to being responsible for the results of the project” (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.

Project or program support offices are often created for large-scale, 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 beyond doubt. Office functions may include integration of calendar and financial plans subprojects, ensuring 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 organizational units are also quite common. Project offices of this type are common in large corporations and government organizations at the level of departments that carry out a significant number of their own projects or significant volumes of work in corporate projects(for example, Department information technologies, Department of Capital Construction) in order to ensure multi-project planning, optimize the distribution and coordination of its own resources participating in various projects.

Experience shows that the most difficult, in terms of creation and implementation, is the corporate project office (CPO). At the same time, it is the creation of a corporate project office that makes it possible to fully realize the benefits of using 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 project management methodology, standards and processes;
Ensuring personnel development in the field of PM;
Support and development of PM tools and infrastructure;
Project management process audit,

and directly implement management functions, including:

Administrative support for project managers and implementation of individual management processes at the project level;
Support of management processes at the level of programs and project portfolios;
Supporting 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 performed.

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

The 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 problems at hand.

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 an organization consists of three main processes:

1) obtaining resources from the external environment;

2) transformation of resources into finished product;

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

In this case, a key role is played by the management process, which maintains consistency between these processes, and also mobilizes the organization's resources to implement these processes.

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

Levels of Management

The division of labor allows the company's employees to perform their functions much more efficiently, using less personal effort, and helps reduce the organization's costs. Division of labor can be horizontal or vertical. Horizontal division of labor involves the creation of divisions in the organization that specialize in various types activities. Vertical - separates the direct execution 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.

Levels of organization management

Most often, there are three levels of management:

Technical level(lower level of management) - managers have direct contact with performing employees and resolve specific issues;

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

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

Highest level management develops long-term plans, formulates tasks for the middle level. A significant place at the institutional level of management is occupied by the adaptation of the company to changes in the market environment, managing the relationship between the enterprise and the external environment. The senior management team can be represented by the president, general director, and other members of the board.

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

The lower level of management is accordingly subordinated to the middle one. Lower level managers include production masters, foremen, group leaders. These are highly specialized professional managers who perform clearly regulated responsibilities for production, sales, marketing, materials management, etc. They are responsible for rational use allocated to them material resources, workers, equipment. This type of organizational structure ensures clarity of management and 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 overall result entrepreneurship, its responsibility for decisions made.

In 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 and unpredictable performance results. Therefore, in small and medium-sized businesses, managers are expected to simultaneously perform several management functions (interchangeability of individual managers).

The construction of an organizational management structure in this group of enterprises depends on the organizational and legal form entrepreneurial activity, relations between owners and managers. In these conditions, the effectiveness of management as a whole depends on the entrepreneurial abilities of managers and 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 a horizontal management structure is the concentration 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 access to financial and labor resources. Others work together to resolve critical issues. Thanks to this, it becomes possible to achieve the following advantages: Reduced management costs; Reduction production cycle; Increased responsiveness to consumer and market demands.

Separate management groups 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 (MAIN!):
planning, organization, employee motivation and control.

Planning. With the help of this function, the goals of the organization’s activities, means and most effective methods to achieve these goals. An important element of this function are forecasts of possible development directions and strategic plans. At this stage, the company 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 regulations, trade union positions, actions of competing organizations, consumer preferences, public attitudes, technological developments).

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 for achieving the organization’s goals. Good organization staff work allows you to achieve more effective results.

Motivation is the process of encouraging other people to act to achieve organizational goals. Performing this function, the manager provides material and moral incentives to 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 motivation process involves creating opportunities for employees to satisfy their needs, subject to the proper performance of their duties. Before motivating staff to do more effective work, the manager must find out the real needs of his employees.

Control. This management function involves assessing and analyzing the effectiveness of the organization's performance. With the help of control, the degree to which the organization has achieved its goals is assessed, and the necessary adjustments to the planned actions are made. The control process includes: setting standards, measuring results achieved, comparing these results with planned results and, if necessary, revising original goals. Control ties together all management functions; it allows you to maintain the desired direction of the organization’s activities and promptly correct incorrect decisions.

LECTURE No. 6. Internal environment of the organization

All enterprises operate in a certain environment, which determines their actions and their survival in long term depends on the 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 that are outside the organization and can influence its behavior.

Elements of the external environment are divided into two groups: factors of direct and indirect impact on the organization. The environment of direct influence (business environment, microenvironment) includes elements that directly influence the economic process and are similarly influenced by 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 influence (macroenvironment) includes elements that influence processes occurring in the organization not directly, but indirectly, indirectly. This environment is generally not specific to an individual organization and, as a rule, is beyond its control.

After mastering this chapter, the student should:

know

Main characteristics of group processes in an organization;

be able to

Identify different organizational structures;

own

Technologies of interaction in companies with different organizational structures.

Contents of management activities and main management functions

The leader plays an important role in any organizational system. His activities are closely related to all aspects of the organization's functioning. Studying the psychology of managerial activity is somewhat difficult. Currently, the external manifestations of management activity have been studied to a greater extent, rather than its internal content.

It is advisable to study the psychology of management based on the 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 relationship 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 encourage, direct and regulate the subject’s labor activity and realize 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 consistency of its structure. An activity is always based on some motive (or several motives).

Activity involves two main levels of characterization - external (objectively active) and internal (psychological). External characteristics of activity are carried out through the concepts of subject and object of labor, object, means and conditions of activity.

Subject of labor– a set of things, processes, phenomena that a 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 characteristics of the subject of labor and influence it. Working conditions - system of social, psychological and sanitary-hygienic characteristics of activity. The internal characteristics of activity involve a description of the processes and mechanisms of its mental regulation, structure and content, and 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, voluntary regulation, etc.

Anatoly Viktorovich Karpov classified types of activities in the following way:

by subject area of work (profession and specialty);
according to the specifics of the content (intellectual and physical);
according to the specifics of the subject ("subject-object" types, where the subject of activity is a material object, and "subject-subject" types, where people are the subject of labor influences);
according to the conditions of implementation (activity in normal and extreme conditions);
By general character(work, study, play), etc.

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

The essence of management activities– organizing the activities of other people, i.e. "activity of organizing activities" ("second order" activity). This property is considered in theory as the main one - attributable to management activity (which is why it is designated by the concept of meta-activity).

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

The work of a manager is aimed at solving two aspects of activity - ensuring technological process and organization of interpersonal interactions. The activities of a leader are more effective if the leader 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, management activities are quite specific according to typical conditions, which are divided into external and internal. TO external conditions relate:

strict time restrictions;
chronic information uncertainty;
presence of high responsibility for the final results;
unregulated labor;
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;
the inconsistency of regulatory (including legislative) regulations, their uncertainty, and often their absence;
lack of clear and explicit formulation of evaluative criteria for performance effectiveness, and sometimes their absence;
multiple subordination of the manager to various higher authorities and the resulting contradictory demands on their part;
almost complete non-algorithmization of activities, etc.

In management theory, there are three basic approaches to considering 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, the following functions were identified: goal setting, forecasting, planning, organization, management, leadership, motivation, communication, coordination (integration), research, control, evaluation, decision making, correction, personnel selection, representation, marketing, innovation management and etc.

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

planning;
organization;
motivation;
control.

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

Planning is a system of ways by which management ensures a unified focus of the efforts of all employees of the organization to achieve its 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 operating modes, adaptation to changes in external and internal connections in the management system, and coordination of activities.

Motivation– encouraging employees to perform high-quality tasks in accordance with delegated responsibilities.

Control includes setting standards, measuring what has been achieved, comparing what is 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 execute.

Communication – This is the process of information exchange between people in the process of joint activities.

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

The main task of the manager 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 sociotechnical 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 has formulated a new understanding of organizations as sociotechnical systems, and also contributed to the strengthening of interdisciplinary connections 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 theoretical foundations control (cybernetic direction) N. Wiener).

Besides, systems approach demonstrated the need for an integrated approach to management theory based on the integration of various schools of management.

Situational approach represents 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 being 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, a 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 a manager.
2. The ability to foresee the consequences of certain steps in a given situation and conduct a comparative analysis of them.
3. Adequate interpretation of the situation and identification 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 must be taken into account that the specific sets of situational variables can vary greatly. However, there are a number of basic variables that are relevant for most management situations (Figure 1.1). The situational approach showed that the effectiveness of any approach is determined by the management situation.

Rice. 1.1. Structure external organization environment

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