What subsystems is the control system divided into. Subsystems of the control system. Methods of influence in management

The totality of the means of production and production processes for the transformation of objects of labor into finished products is a physical (material), or production, system. A feature of the production system in market conditions is that it also includes intangible elements: permanent business ties, market position, acquired reputation, clientele.

The control system is divided into two subsystems: control and managed. For the implementation of management functions, the management subsystem must have the necessary resources (material, labor, financial) that ensure the implementation of management actions. The control subsystem performs the functions of production control. It includes the management apparatus with all employees and technical means: communication devices, alarm systems, counting equipment, etc. In each economic link, management is solved differently, i.e. the number of stages and the number of governing bodies at each stage is determined by the goals, objectives and functions of management.

Each organization, association, branch and national economy as a whole is controlled only by a specific body. This body is endowed with full rights and property independence required for management. A minimum of management instances is needed to quickly resolve issues. This requires a clear delineation of the responsibility of individual levels of management and their functions.

In turn, the control subsystem consists of two parts: the control of production and the control of the processes of further improvement, both of production and of the control subsystem itself.

The following elements are distinguished in the control subsystem: planning (determines the development prospects and the future state of the production system); regulatory (aimed at maintaining and improving the established mode of operation of the enterprise); marketing; accounting and control (obtaining information about the state of the control subsystem). The need for these elements in the system is based on the essence of management and the need to perform the corresponding functions.

The controlled subsystem carries out various production processes. It includes sites as part of certain groups of jobs, workshops as part of production and auxiliary sites, enterprises as part of the main and auxiliary workshops, industries as part of enterprises, etc.

Their functioning is interconnected and interdependent. The managing and managed subsystems form the management system of the economy.

The control subsystem continuously sends information to the controlled subsystem in the form of management decisions. The basis for the development of management decisions is the information of the managed subsystem and the information coming from external environment. Under the influence of decisions, the interaction between the elements of the system is carried out.

Each of the subsystems is self-governing, but constantly under the influence of higher-level systems. They are characterized by the presence of a structure, the level of organization, the ability to perceive the impact from the external environment and, in turn, influence it.

The structure is understood as the ratio of the system units, their interconnection and subordination, under the organization - the creation of units, ensuring their interaction, functioning and development of the system.

The complexity of the national economy implies the need for a systematic approach to the formation and solution of management problems. With a systematic approach, firstly, each control object is considered as a system consisting of many subsystems; secondly, the goals of the system and its subsystems are clearly defined; thirdly, the achievement of these goals is effectively ensured. An important feature of the system approach is that neither the tasks are adapted to the existing organization, but the organization is built on the basis of the nature of the tasks and methods for their implementation.

Management acts as a property of a system that constantly strives to maintain its structure, develop internal communications and improve on this basis.

The complexity of the degree of influence of management on production can be reflected in the relationship between management processes and production transformation processes, shown in Figure 7.

Figure 7 - The relationship of management processes and production transformations.

The control system meets a number of requirements. First, there are causal relationships between elements (subdivisions) that must be established between the control and managed subsystems. These subsystems respond to changes that occur in one of them, which is possible only if there is feedback. In its absence, the effectiveness of management is reduced to a minimum. Secondly, the management system is dynamic, i.e. has the ability to change the qualitative state. Thirdly, control is carried out only if there is a parameter in the system, in case of influence on which it is possible to change the course of the process.

The management system is holistic. It creates conditions for the transfer, accumulation and transformation of control information.

On a functional basis, the controlled system is divided into a number of subsystems: technical, technological, organizational, economic, social.

The technical subsystem is an interconnected, interdependent complex of machines and equipment, with the help of which specific tasks can be solved. For this, it is necessary that their individual types be located in a certain way on the production areas and combined with each other in terms of power. Directly at the enterprise, the technical subsystem is production facilities. Compared to others, the technical subsystem is less mobile. Its mobility is determined by physical and moral depreciation, technical progress, and funds allocated for reconstruction.

A technological subsystem is a series of processes and stages of production sequentially proceeding according to certain rules and norms. Its elements are objects of labor, individual operations and processes. Compared with the technical technological subsystem, under the influence of scientific and technological progress, it changes faster, which makes it possible to more rationally and efficiently use equipment, factory space and people's labor. Modern production diverse, complex, it requires appropriate support and maintenance. Therefore, the most important place is occupied by the organizational subsystem, which consists in the unity of technical and economic processes and is expressed in the streamlining of all processes. The purpose of the organization is to provide the highest production effect with the lowest labor costs.

The economic subsystem must be considered in a broad and narrow sense. In a broad sense, it is presented as a subsystem of social production, i.e. set of productive forces and production relations. It is based on the type of production relations, which determines the nature of the links between the individual elements of the subsystem. The links themselves act as processes of production, exchange, distribution and consumption. In a narrow sense, the economic subsystem refers to the relations of production that correspond to a given mode of production. The economic subsystem includes natural, labor, material, information resources and economic and control converters. As a result of the functioning of the economic subsystem, the national economy of the country receives various benefits intended for consumption by the population, defense of the country, accumulation, compensation and export.

The economic subsystem is always purposeful, acts as a single integral organism. It is created according to a complex hierarchical structure, which provides for a combination of centralized control with the independence of individual elements and the presence of vertical hierarchical links and horizontal links between elements of the same level. The economic subsystem, like the entire system of production, is constantly undergoing changes, moving from one quality to another. Moreover, each change in one element leads to a change in a number of elements associated with it.

Constantly influencing other subsystems, the economic subsystem is simultaneously under the influence of these subsystems. The controlled (production) subsystem can be considered as the labor collective of a brigade, section, enterprise. The unity of social relations constitutes a social subsystem. Production goals are determined by social and economic subsystems that reflect the socio-economic side of production management.

The presence of technical, technological, organizational, economic and social subsystems implies their joint functioning, which allows you to create a system in its finished form. Each of the functional subsystems is analyzed within the hierarchical stage of production, which provides a link between the hierarchical and functional structures of production.

The control system is built on the basis of two leading principles: hierarchy and feedback. The principle of hierarchy is to create a multi-stage management system, in which the primary production links are managed by bodies that are under the control of the bodies of the next level. Those, in turn, are subordinate and controlled by the next level authorities, and so on. .

When forming and improving management systems, they proceed from the fact that they correspond to the goals of functioning as much as possible. The production system must comply with all five classes of goals: technical, technological, organizational, economic, social. Goals may change over time. Therefore, when creating a specific organizational structure, this must be taken into account. It should be mobile, easily respond to changes.

Continuous monitoring of the system activity is carried out using the feedback principle. Feedback is a signal that expresses the reaction of an object to a control action. Through feedback channels, information about the operation of the controlled subsystem continuously enters the control subsystem, which, due to this, has the opportunity to check the response of the control object to commands and correct them. In the event of a discrepancy between the actual and specified state of the system, measures are taken to eliminate this discrepancy. Feedback is provided through reporting data on labor productivity, stocks of raw materials, work in progress, production reserves.

The use of different management methods in a situational approach depends on the situation. The system is influenced by many factors in the organization itself and in the external environment, so the most effective method will be the one that is most appropriate for this situation. Situational theory has found wide application in management practice, as it has made it dependent on emerging situations and conditions. In management practice, managers consider only those factors that affect production in each specific situation.

In management, new concepts and criteria are used to characterize the management system: incremental and entrepreneurial types of organizational behavior, strategic and operational management, types of enterprises' reactions to changes in the external environment.

With an incremental type of organizational behavior, an orientation towards stability is carried out, i.e. control over the maximum deviations both within the organization and in relations with the external environment. The entrepreneurial type, on the contrary, is characterized by the desire for change, the ability to take conscious risks, and alternative choices when making decisions.

Current and strategic programs are highlighted. The implementation of current programs is provided by operational units and operational management. This makes it possible to achieve the implementation of the indicators of the current profitability of the enterprise laid down in the program. At the same time, strategic programs are being developed that provide for new types of activities for the future and provide them with new connections.

With planned production and a constant nomenclature in the administrative-command system, the manager's efforts were concentrated within the enterprise. In the conditions of the market, the activities of management structures branch out. On the one hand, they are obliged to ensure a high level of production and product quality, and on the other hand, to satisfy the interests of the enterprise outside of it (sales of products, meeting consumer demand, ensuring delivery times, maintaining competitiveness and caring for the reputation of their enterprise).

The organizational structure is an ordered set of stable interrelated components that ensure the functioning and development of the organization as a whole. .

Elements of the management structure - employees (managers, specialists, employees, as well as units that employ a certain number of employees performing their functional duties).

Management level - a set of structural units (elements) that are at the same level of the organizational hierarchy. The allocation of these structural units is carried out in accordance with general and specific forms of management. There are horizontal and vertical links between structural units. Horizontal links are in the nature of coordination - these are links of coordination and cooperation. Vertical links organize subordination relationships. Within the framework of vertical relationships, linear and functional relationships are distinguished. Linear relationships are characterized by subordination to all management functions. Functional - subordination to a specific management function.

Despite the fact that all managers play certain roles or perform some management functions, their work in different organizations is very different. At the same time, in large organizations there is such a large amount of managerial work that it has to be divided.

There are two forms of division of managerial labor, similar to the forms of division of any labor:

Horizontal division of managerial labor - placement of specific managers at the head of individual departments;

The vertical division of managerial labor is the coordination of the activities of individual managers into a single whole.

The vertical division of managerial labor gives the levels of management. In practice, regardless of the number of levels of management, they are divided into three categories depending on the functions that managers of this level perform. The description of these categories and their content are different in different approaches.

The stage of the life cycle at which the organization is located has a significant impact on the construction of the management structure for the choice of its type. The fact is that as an organization grows from a small size to a large company, from simple to complex, the problems of the division of labor and its cooperation must be reviewed again and again in order to have a clear idea of:

Does the previously chosen structure meet today's conditions;

Are changes necessary in existing formal relations, delegation of rights and obligations;

Whether changes or additions to existing guidance materials and procedures need to be introduced;

What needs to be done to improve the mechanisms for coordinating the division of labor.

The answers to these questions most often cause the need for changes in the structure of the organization itself and its management subsystem.

Let us briefly trace what structural innovations become necessary when an organization moves from one stage of the life cycle to another.

At the stage of formation. If the organization is small and produces one type of product, then at the initial stage of its life it most often forms a centralized functional structure: the highest level of management in it is represented, as a rule, by the founder, to whom the most important functional links are directly subordinated to production. e.g. sales and finance.

At the growth stage. As the organization grows, the processes of division of functions and work intensify in it. This leads to the formation of new divisions and services and means a transition to a more complex management structure. New subdivisions and services appear in it, which perform a narrower and more focused type of work. They are delegated some powers to make operational decisions and at the same time control over their activities is strengthened by establishing rules, procedures, instructions, and standards.

At the stage of maturity. As the volume and variety of products produced increases, medium and large companies begin to actively change their structures, creating relatively independent divisions specializing in certain types of products, markets or regions. At the same time, on early stages restructuring most often retains centralized management and all newly formed units report directly to the top management of the organization. At the same time, the top manager relieves himself of responsibility for the operational control of the activities of the departments and, due to this, is more involved in the strategy and policy of the organization's development.

As the organization develops further, it reduces the level of centralization and moves to a decentralized divisional structure, in which product and market decisions are delegated to the level of the respective departments. Highest level management focuses on administrative and financial control, development of strategies and policies for personnel management. There are many opportunities at this stage to experiment with flexible organic structures and reduced management hierarchies.

The transition from one type of management structure to another occurs differently in different organizations. Its speed is largely determined by the growth rate of the industry to which the organization belongs: the higher it is, the faster organization enters a new stage in its life cycle, and vice versa, the total lifespan and the duration of each stage can increase at low rates. In this case, the corresponding changes in organizational structures occur more slowly. A radical restructuring of management structures is usually associated with major changes in the management system as a whole, in terms of pure leadership style, performance appraisals, incentive systems, etc. This takes time and is often overcoming the resistance of personnel who are accustomed to the current organization and do not want to change her. Therefore, in the stages of growth, periods of evolutionary and revolutionary development are distinguished.

With regard to practice, the impact of management on production at Ruzhkhimmash OJSC and Uralvagonzavod OJSC, using the example of increasing the level of product quality, will be expressed as follows.

The product quality management systems of JSC Ruzhkhimmash and JSC Uralvagonzavod reflect the stages of production of tank cars that coincide with the practical stages of their manufacture, and therefore approaches to regulating the quality management system of tank cars will be identical to the work that can be carried out at the stages of their production. manufacturing.

Based on the assessment of the manufacturing process of tank cars of models 15–1200–02, 15–1200–01, 15–740 manufactured by Ruzhkhimmash OJSC and 15–144 manufactured by Uralvagonzavod OJSC, it can be concluded that product quality is formed at the following stages :

1) product design (development of design and technical documentation necessary for the production of products (the implementation of the proposed measures will be carried out by OJSC Ruzhimmash and OJSC Uralvagonzavod in accordance with the requirements of the law reforming transport system countries, - "On Amendments to the Decree of the Government of the Russian Federation" dated December 5, 2001 No. 848 (Part I));

2) supply of raw materials necessary for the manufacture of tank cars;

3) production of semi-finished products for tank cars (the measures proposed in paragraphs 2 and 3 will be carried out by OJSC Ruzhkhimmash and OJSC Uralvagonzavod, quality control by OJSC TransContainer, a company being created as part of the reform of OJSC Russian Railways, the purpose of which is container transportation);

4) assembly finished products;

5) control tests of the quality indicators of tank wagons (all members of the teams of both OJSC Ruzhkhimmash and OJSC Uralvagonzavod will be involved in the implementation of these areas);

6) checking the quality of tank cars by an independent expert of one of the subsidiaries spun off from Russian Railways (JSC Refsiver or JSC Transcontainer).

Within the framework of the same stages, the quality of products is also formed at OAO Uralvagozavod named after V.I. F. E. Dzerzhinsky. But in practice, the technological process of manufacturing models of tank cars of Uralvagonzavod OJSC, Ruzhkhimmash OJSC differs in that automatic lines for the production of a number of spare parts were purchased and introduced at the first enterprise.

At each of these stages, there are opportunities to influence the quality indicators of products.

At the design stage, a number of works should be carried out to improve the level of product quality. They should have a positive impact on the level of competitiveness. And some of them are already being implemented:

1. The policy of the enterprise in the field of quality. The quality policy is constantly in the center of attention of the management of JSC "Ruzkhimmash" and JSC "Uralvagonzavod".

2. Structure, responsibility and authority. In general, the distribution of powers and responsibilities of managers and specialists in the field of quality adopted at enterprises makes it possible to effectively solve the problems of managing the production and economic activities of an enterprise. Responsibility and authority in the field of quality officials and personnel of various categories are determined by the relevant Regulations on structural divisions, job descriptions and standards of the enterprise, which are constantly reviewed in order to clarify the participation of each employee in the implementation of the functions provided for by the quality system.

3. Documentation of the quality system. In matters of document management, the most difficult is the organizational mechanism for ensuring timely familiarization of executors with all regulatory documents and changes made. Measures are also needed to familiarize the performers in a timely manner.

a) ensuring compliance with the requirements of design and technological documentation for the manufacture and testing of products in the workshop;

b) increasing the efficiency of carrying out work to eliminate design technological flaws in products;

c) checking the quality level of manufacturing products and components for compliance with the requirements of the current regulatory and technical documentation;

d) determining the nature and causes of nonconformities (if any);

e) development of corrective measures to prevent inconsistencies in the technological process.

At the stage of supply of raw materials, it is necessary to carry out a number of actions that provide for the organization of work to stabilize and improve the quality of logistics, providing for:

1) development of measures for planning supplies, selecting suppliers and interacting with them;

2) improvement of the input control system in order to ensure that only suitable materials and components enter the production;

3) increasing the level of automation of solving problems of material and technical supply and the introduction of labor mechanization means;

4) implementation of an action plan to improve the production support system technological equipment, for the replacement of metal-cutting equipment, for the provision of production with technological packaging;

5) carrying out work on the analysis of the technical equipment of control operations and processes, efficiency technical control with the development of a plan of measures to eliminate deficiencies.

At the stage of production of semi-finished products, the management of OJSC “Ruzkhimmash” carries out the involvement of the entire labor collective and each employee individually in solving quality problems through the organization of plant-wide “Quality Days”. At the same time, the management of the enterprise can be tasked with directly conveying to the entire team information about the omissions that arise both in the production process and at all stages of preparation and release. finished products.

The product quality management system in place at OJSC Ruzhkhimmash and OJSC Uralvagonzavod is not currently capable of raising product quality to the proper level without significant restructuring. That is why JSC "Ruzkhimmash" and JSC "Uralvagonzavod" are certifying the quality management system for compliance with international standards ISO 9000 series. It covers all stages of the product life cycle, which helps to improve the quality of goods.

It is very important to create conditions for training, advanced training and training of personnel in the field of quality management. It is necessary to carry out training and advanced training not only for managers and specialists, engineering and technical workers and employees, QCD controllers, but also workers of the main and auxiliary production, laboratory assistants. Personnel training should be carried out according to the methods and programs developed by the personnel department together with the relevant departments of the quality control department, OS and UK. Training should be carried out at the enterprise's advanced training courses, at advanced training institutes, and at workplaces. Also, within this direction, it is necessary to correct job descriptions and regulations on subdivisions. Measures are also needed to ensure the interconnection of the technical system "man - tank car".

In the absence of the interest of employees in ensuring the quality of labor, no quality system gives the desired effect. Therefore, a well-thought-out motivational mechanism is the most important factor that creates conditions for quality work. In order to develop an effective motivational mechanism for ensuring the quality of labor, which is a means of implementing the Company's Quality Policy and one of the most important elements of the quality management system, it is necessary to rely on knowledge of the interests of various categories of workers (skilled and unskilled workers, employees, engineers, managers at various levels ), various age groups and social movements. In this case, the motivational mechanism for ensuring the quality of work should contain three interrelated aspects:

1) a set of economic and moral incentives;

2) methods for assessing the quality of work various groups workers;

3) a method of accounting for the purpose of stimulating the length of service at the enterprise.

It would be useful to conduct a questionnaire survey of team members in order to identify the most popular forms and methods of economic and moral incentives.

Accounting for work experience at the enterprise is conveniently carried out through the ranking of various forms of economic and moral incentives according to work experience.

Thus, in the motivational mechanism for ensuring the quality of labor, each method of stimulation presupposes the achievement of a certain level in terms of the quality of labor and this indicator.

The organization of accounting, processing and analysis of data on quality costs includes the following:

a) the allocation by each unit (service) of the cost of quality assurance as a separate item from the total amount of production costs;

b) classification of quality costs (industrial, non-industrial, including expenses for preventive measures, etc.);

c) determination of the cost center;

d) establishing the procedure for collecting and accounting for quality costs and reporting forms;

e) development of a methodology for calculating and evaluating quality costs;

e) issue of organizational and administrative documents on the organization of systematic accounting and use of data on the costs of quality assurance.

At the stage of product assembly, it is necessary to carry out a number of measures to maintain product quality.

1. Organization of work to bring the Quality Policy to the attention of the plant's employees. The forms and methods of communicating the Policy are varied. They may include: special reminders for new employees, designing special stands, issuing orders, publishing the main provisions of the Policy in a large-circulation newspaper, including obligations to implement the Policy in the regulations on structural divisions and job descriptions of specialists. A specific list of applied methods should be determined by the management of the enterprise.

2. Carrying out work to increase the responsibility of the management and all personnel of the enterprise for product quality. As part of this direction, it is necessary to revise the regulation on structural divisions and job descriptions with the introduction of more complete and specific requirements for duties, powers and responsibility for quality.

3. Development and implementation of measures aimed at ensuring the quality of packaging, storage and transportation of products, providing for the mechanization of loading and unloading operations, transferring the processing of documents for receiving and sending finished products into electronic form.

4. Carrying out work on the systematization of the entire workflow on product quality with the definition of feedback and standardization of management decisions; development of new, revision and adjustment of existing documents of the enterprise's quality system.

At the stage of control tests, work with consumer complaints should be effective. The main task of the management when working with consumer claims in accordance with the STP RZKhM-14-01-2003 in force at the enterprise is to develop corrective measures aimed at increasing the responsibility of each team member for fulfilling the duties assigned to him to manufacture products that meet all customer requirements.

In Figure 8, we present the relationship between the stages of product creation, at which quality is formed, and the main directions for its improvement.

1. Design: implementation of the quality policy; differentiation of powers; copyright supervision.

2. Supply of raw materials: supply planning; improvement of the input control system; increasing the level of supply automation; improving the provision of technological equipment; analysis of the technical equipment of the enterprise.

3. Production of semi-finished products: involvement of the entire labor collective in improving the level of product quality; adjustment of the quality management system in place at the enterprise; creation of conditions for staff development.

4. Assembly of finished products: bringing the quality policy to each employee; carrying out work to increase the responsibility of everyone for improving the quality of products; work to improve the quality of packaging, storage and transportation of products.

5. Control tests of finished products: dealing with customer complaints; introduction of new, more rational methods of quality control.

6. Conducting an independent examination.

Figure 8 - Stages of formation of product quality at the stages of its life cycle , .

To improve the production process at modern enterprises, focal automation is used, that is, individual parts of the processes carried out at the enterprise are automated.

IN Lately there is a tendency to integrate systems that can be the core of integration: ERP systems and PDM systems.

If ERP systems do not adhere to common standards, then the STEP standard is defined for PDM systems. Based on it, you can create a complex of databases that will store all the information that exists in the enterprise.

Maximum automation of processes significantly improves the quality of processes, as it reduces the likelihood of operator errors and speeds up the execution of operations. Automation implies the formalization of the process, an accurate representation of it, the fixation of knowledge about the process.

Automation of the process can be carried out in several ways:

1) implementation of process automation by own means. As a result, a unique information system appears;

2) purchase of a ready-made solution; a commercial product is purchased that solves the problem of automating this process;

3) implementation of the solution; a commercial product is bought, which is then built on according to the requirements of the process.

It often happens that some parts of the process remain non-automated. In such cases, operations in this section of the process are performed manually by the personnel serving this process. Moreover, the knowledge necessary to perform these operations may not be explicitly fixed, but stored only in the minds of the personnel themselves. Moreover, if the person performing the operations leaves this section of the process, then the person replacing him has to re-acquire the knowledge necessary for the implementation of the process.

There are the following reasons why the process section was not automated:

1) creative nature of operations; is characterized by the fact that each time the operation is performed, in the general case, we obtain a new result.

If, for example, a new product is being designed, automation of such an operation is not possible. But it is possible to automate some supporting operations: searching for information, analyzing numerical data, etc.;

2) the insignificance of the operation; characterized by the fact that this operation is an auxiliary or linking operation. In this case, there is a situation that during the introduction of an automated system, this operation was forgotten or it was not implemented in the implemented system;

3) the uniqueness of the operation for this enterprise; characterized by the fact that this operation is carried out only at this enterprise. As a result, the implemented automated system may not implement this operation;

4) the operation appeared after the introduction of the system; as a result, there is no means to automate this operation;

5) the operation is difficult to formalize; in this case creation mathematical model requires informal solution methods or the model is time-consuming and inefficient.

To automate such operations, you need an automation tool that meets the following requirements:

1) easy integration into the existing information structure;

2) ease of implementation of the operation;

3) support for the implementation of complexly formalized operations;

4) ease of commissioning.

Requirements 1, 2, 4 are introduced to ensure the cost-effectiveness of the automation of the operation. Requirement 3 was introduced to allow automation of those operations that would normally remain non-automated.

Production management will be successful if it is based on the optimal ratio of what was conceived and what was done.

Success is the achievement of goals in a conceived business, a positive result of something, public recognition of something or someone.

American psychologists D.I. Toych and Ch.K. Teutsch analyzed the factors that can help a person create positive programs in his life. This gives the prerequisites for success in all matters, allows you to consider yourself a lucky person. First of all, you need to stop judging yourself as a loser or a bad person. Constantly blaming yourself for some violations and shortcomings, presenting yourself as a victim creates and attracts a similar type of relationship with other people.

Similar statements of other people should be taken critically, not included in the information database. Contacts and services of such people must be excluded, these are negative programs of the brain. Remember that failures are always temporary and their life experiences will serve to achieve success.

Focus your attention on those aspects of your activity that can already present you as a high-class professional. Constantly, in detail, recall those episodes of your life that ended successfully and brought success. Imagine in detail your clothes, environment, people who were nearby. They all radiated good luck, rejoiced with you, rejoiced at her. At this moment, your brain produces hormones, neuropeptides of success and good luck.

Try to train your brain with signals for the production of such neuropeptides, as it were, in a conditioned reflex way. Let it be some kind of impulse that will appear in the mind from a meeting with a person or piece of furniture that could accompany you in the past. In general, “seize the moment of luck” and your brain will learn to respond to it, creating a program for you to succeed in real life.

Prosperity doesn't have to be all about money. You should always feel that you have free time to fulfill your plans and desires. The ability to accept its beauty from the world, to feel the love of the people around you, to feel the joy of health, to show generosity in calculations and breadth of outlook in relation to all life events - this is the program of a person’s behavior, which is expected by luck and success, including complete material well-being.

After creating this attitude, act in all matters as if luck always accompanies you. Feel the delight of a lucky person, the unique aroma and mood of success. During this period, be interested in the features and details of the lives of those who have managed to achieve success, who are known throughout the world. Associate yourself with these people, find common features in behavior, habits, abilities, origins.

A prerequisite for success is the ability to make decisions; this process cannot be avoided. Only in this case, active action in the right direction begins. You must learn to stick to your decisions, be able to defend them if necessary, always believe in them. The formation of an appropriate program in the information field allows you to apply the universal formula "I can" in real life.

Psychologically, there is a certain phasing in decision making. First, they try to consider all the positive and negative results that may accompany the decision. There is a tradition of settling for less and worse than for more and better. It is well expressed by the well-known proverb "Better a titmouse in the hands than a crane in the sky." Try to avoid this mistake. Make a definite and final decision, and then act on it. Stand up for your decision, fight for it, remember the facts that led you to accept it. With perseverance, eliminating all negative factors that interfere with you, success will come to you without a doubt.

The decision-making process trains the brain to focus thinking on those problems that you directly need to solve. In this case, real actions begin to coincide with the brain program that you have chosen. Such a process must be repeated very often in order to achieve automatic playback of the program in all, even the most difficult situations. To consider yourself worthy of always achieving success is possible only if you have internal respect for yourself. You need to learn to love yourself.

You can avoid constant misunderstandings through strict adherence to your promises, accuracy, tact, caring, sincerity. The implementation of such a program of behavior immediately attracts a similar attitude from other people.

The relationship between people is given the main attention in the formation of programs for success and good luck. It is necessary to avoid the fear of communicating with people due to the fact that they will observe too closely the shortcomings that you attribute to yourself. Self-affirmation and false pride all the time makes you thoughtlessly overestimate your personal abilities and capabilities in front of others, which ends in a deterioration in relations with employees and leaders, a collapse of hopes.

In personal relationships with close people, it is necessary to recognize the right of everyone to be himself, and not the set of dubious virtues that you would like to see in him. Each person can find something good in another, discover unexpected abilities, a bright personality. Give your loved ones a chance to change. Good thoughts when communicating with them normalize any conflicts. Do not hide your intentions from them, learn to have a friendly discussion of all problems.

The goal achievement program forms a favorable course of affairs in real life and brings good luck. C. Teutsch considers the words “I simply cannot fail” and “I simply cannot bear losses” to be the formula for success. All events that happen to people can be viewed from the standpoint of the formula "everything that is not done, everything is for the better", "without knowing the taste of bitter, you will not appreciate the dignity of the sweet." To implement various programs, a person must learn to implement all his plans at any level, even in small things. To achieve success in business and in relationships with loved ones, C. Teutsch offers a whole set of ethical standards of behavior that, as it were, program a successful solution to many life problems. They will determine your success.

Such rules include the concept of "living in a big way." You need to constantly avoid thinking about your lack of time, money, success, energy. Tell yourself that you are rich. Let the money lie in various places in your home, determining their constant presence.

Eliminate stinginess from your behavior, try to buy everything for future use and spend money with pleasure. Try to implement the formula - "money is needed in order not to think about it." In this case, you are not their slave, but they are your servants and a means to get the opportunity to own everything you want.

The second important formula is “the more I rest, the more opportunities I have to earn money.” Creating an aura of usefulness, attractiveness, accessibility around money, the desire to accept it in your life - this is a program that, in real life events, will allow you not to think about them. You cannot mentally create digital values ​​of some minimum amount of money that you can or want to have. Your idea of ​​the possible receipt of money to you should not be limited to a certain amount, you need to use the maximum values.

You can stop thinking about money if you have the ability to cover any expenses or if you lead a lifestyle that does not require much money. At the same time, your comfort is achieved by special requirements for life, determined by the worldview, created by the love of the people around you. Only in this case can we accept the famous aphorism that "being content with the small, we know the great." This statement has to do with the worldview of a person, and not with the creation of programs for success and good luck for their implementation in real life.

The social environment of your childhood could have formed in you the idea that a person should get by with minimal amenities, pleasures, and achievements in everything. Such a program needs to be eliminated, it prevents you from enjoying the fruits of civilization and living a full life. Even the Buddha could not use the rules of behavior for ascetics.

Wishing well-being and prosperity to other people, the desire to see other people happy, make the law of similarity work and attract such a situation into your life. This includes the possibility of receiving various amounts of money.

Another way to invoke the law of similarity is to create for yourself the ideas and sensations that could appear in the presence of material well-being. It can be a feeling of peace, comfort, trust, self-confidence, love for others. The creation of such thought forms will also contribute to the solution of many issues related to the improvement of living conditions, service and creative success.

Relationships with other people often get in the way of achieving positive results. Many of them only express their sympathy to you, but in fact they think about the accident of your successes, they envy you. For them, you are not smart enough and educated. They form these ideas about you in the form of their program. When meeting such people at the level of a banal exchange of pleasantries, these programs do not matter to you.

But there are times when you tell such people about your successes in business and in your personal life. They may not express their opinion on this issue, but their negative thought forms in the form of a program may begin to operate in real life, preventing a favorable solution to your problems. Meetings and communication with people of this type attract negative results into your life, interfere with fate. Because of this, your personal life, affairs should be known only to you or to those whom you can trust in this difficult life.

A serious obstacle to success is the habit of many people to come up with excuses for their failures. In this case, you unwittingly create unreal programs in your life that you cannot control, but introduce them into real life events.

The system of "justification" shifts responsibility for the events in one's life to others. This causes helplessness and complete dependence on people and circumstances. At the same time, the psychology of success is created in those people who control their own destiny, have confidence and independence of judgment. During any discussions, they express their opinion calmly and decisively. People of this type do not coordinate their opinions with others, but defend their rights even in small things.

This line of behavior helps them express their feelings, and not suppress them, which leads to a variety of diseases. As C. Teutsch notes, the direct expression of emotions protects humanity from alcoholism, crime, interest in gambling, and serious illnesses.

It is necessary to think about the fact that each person should have a kind of psychological filter that allows you to critically treat or eliminate negative information. We are talking about any bad news or other people's problems that they try to impose on us.

IN family life success is guaranteed to those who communicate with happy married couples, where bad information is rarely exchanged or any unpleasant events are predicted to others. Remember that advice can only be given to people who ask for it. If someone brings them down on you on their own initiative, then only criticality saves you from assimilating a program that is completely unnecessary to you. These people simply do not understand that they are trying to inspire others with something that will later be relevant to themselves.

Often we try to rush certain events, but according to the law of similarity, we cause the same situation on ourselves from other people. First of all, you need to learn to be patient with yourself, to have confidence in yourself and your endeavors, to be confident in yourself. Think about your abilities, skills, specialties. Try to inspire yourself with pleasant thoughts about yourself and your loved ones.

C. Teutsch and his teachings allow a person to learn how to be happy in everyday life. To do this, every day you need to try to accept everything as it really is. Learn to be content with what you have. Fight the tendency to return to fears, depression, communicate with happy people. You need to learn to do for yourself only pleasant, to think about the good. Treat the events with humor, do not dramatize them, stop repenting and regretting. More often express gratitude to those people who surround you, show attention to those who expressed their gratitude to you. Let it be a smile, a word of approval, a sign of attention.

Also, not only a person, but entire enterprises can achieve success. On industrial enterprise The key to success is the competent launch of financial stabilization mechanisms presented in Table 8.

Table 8 - Internal financial stabilization mechanisms.

Stages of financial stabilization	Internal financial stabilization mechanisms
	Operational	Tactical	Strategic
Elimination of insolvency	A system of measures based on the use of the principle of "cutting off the excess"
Recovery financial stability		A system of measures based on the use of the principle of "compressed enterprise"
Ensuring financial balance in the long run			A system of measures based on the use of the "sustainable economic growth model"

The key to success in the enterprise is the strict orderliness of the process of making managerial decisions (Figure 9).

Figure 9 - The process of making managerial decisions.

Here are some examples of success in the production of products.

Success at JSC Ruzhimmash was achieved thanks to the expansion of the network of cooperation and contacts. For example, the first supplier conference was recently held at Ruzkhimmash ( October 21, 2011). Issues of further development of mutually beneficial cooperation became the main ones at the conference of suppliers of OJSC "Ruzkhimmash" held on September 20, 2011. This is the first time such an event has been held at the enterprise. The conference brought together over 30 representatives of 25 partner enterprises from various parts of our country in Ruzaevka. The conference participants discussed the joint work of "Ruzkhimmash" and partners for 2012, the procedure for changing contracts for next year and interaction between the enterprise and manufacturers of products needed in the car building industry in new projects.

Marat Nabiullin, Managing Director of Ruzhkhimmash OJSC, addressed the audience with a welcoming speech, who noted that such communication is very fruitful. “It is very important for us that you personally get acquainted with the work of our enterprise, see the progress of transformations in production over the past year.” In addition, he introduced the partners to the history of the development of railcar production in the republic, spoke about the present and shared long-term plans for the future.

Commercial director Daniil Orlov, development director Vyacheslav Mishin, quality director Andrey Novoselov, heads of a number of subdivisions of JSC Ruzhimmash made presentations. Daniil Orlov spoke about the supplier evaluation methodology developed in the commercial service and emphasized that the criteria for selecting kits for railcar production are very clear and transparent: quality, price, loyalty, and a number of others. He acquainted the participants of the conference with the results of the first study, which assessed the activities of about a hundred partners of the enterprise. As a result, only 12 were classified as unreliable. Commercial Director The enterprise assured the audience that the evaluation of suppliers will be carried out quarterly, and the best of the partners will be necessarily noted.

V. Mishin made a presentation on innovation activities enterprise, and also announced the main requirements for the supplied materials.

Andrey Novoselov gave an assessment of the quality of products supplied to Ruzhimmash OJSC.

Within the framework of the conference, round tables were held with the participation of the main specialists of the enterprise, as well as a tour of the car building production of JSC "Ruzkhimmash".

In our opinion, Uralvagonzavod's success was achieved not only due to the tireless work to improve the quality of products and the search for orders, but also due to the activities of structural divisional unification and centralized management at this enterprise. Here is what the Kommersant newspaper writes about this.

OAO NPK Uralvagonzavod (UVZ) creates a management company, which must "coordinate the work of all subsidiaries to fulfill the general mission of the corporation." As it became known to Kommersant, the board of directors of UVZ recently approved the creation of a corporate governance center. Experts note that the only problem that UVZ may face is the opinion of minority shareholders of the factories that are part of the corporation.

As follows from the reference materials prepared for the meeting of the board of directors of UVZ last Friday (available to Kommersant), the new structure should be engaged in "strategic planning and implementation of a unified development strategy for all enterprises included in the corporation." In this case, the center will have fairly broad powers. In particular, he will be able to manage the technical development of enterprises, investment activities, financial and economic processes (through the development of a unified approach to the formation of budgetary and financial policy), commercial processes (through the organization of a unified system for the procurement of strategically important raw materials and materials), as well as to coordinate candidates for key positions in structural enterprises. In addition, according to the project, the activities of the entire corporation are supposed to be divided into four main divisions by types of products: special products, railway equipment, road construction and agricultural equipment, and equipment for the mining industry. UVZ's Board of Directors has approved the proposed management changes.

Igor Fomin, Deputy General Director for Corporate Affairs of UVZ, confirmed the creation of the division, specifying that the new structure will deal with " strategic management assets included in the corporation. “It turns out that instead of blocks of shares, we have been given the authority to manage the assets included in the corporation. We will determine the vector of their development,” Mr. Fomin explained. According to him, the center will start working soon.

OJSC "Scientific and Industrial Corporation "Uralvagonzavod" was established in March 2008 on the basis of Federal State Unitary Enterprise "Uralvagonzavod". It produces railway equipment (wagons and tanks), military products (T-90 tanks, demining vehicles, combat recovery vehicles, etc.), as well as road construction and agricultural equipment. It unites 19 enterprises and research institutes, including JSC Muromskoe Design Bureau, JSC RMZ (Rubtsovsk, Altai Territory), JSC Spetsmash (St. Petersburg), JSC KULZ (Kamensk-Uralsky, Sverdlovsk Region), JSC NPO Elektromashina (Chelyabinsk), OAO Uraltransmash (Yekaterinburg). The authorized capital is 20.56 billion rubles. 100% of the shares belong to the state. Revenue in 2009 - 36.2 billion rubles, net loss - 7.16 billion rubles. Accounts payable - 50.2 billion rubles.

The heads of enterprises belonging to the corporation said yesterday that they had already been informed about the formation management company, but the procedure for working with it has not yet been determined. “As far as I know, a single management company is being created to coordinate the work of the entire corporation, as well as lobbying the interests of enterprises at the federal level. For example, when receiving a state defense order. The operational management and financial and economic activities of the enterprise will be carried out independently,” he said. CEO OAO NPO Elektromashina Hanif Mingazov. Alexander Polyavkin, the head of OAO Uralkriomash, agrees with him: “We have not yet seen the real mechanism of the operation of the management company. It is clear that management will be based on the divisional principle. But who will head the divisions and how the relationship between their leaders and specific enterprises will be established is not clear. There is no full-fledged management company yet, and in order for it to work, the consent of minority shareholders or the buyout of their stakes is also needed, but this is not planned yet.”

Recall that at present, according to the reports of Uralvagonzavod, the corporation includes about 10 plants in which UVZ owns less than 100% of the shares, of which the share of the Nizhny Tagil enterprise in five enterprises is lower than the controlling stake. In particular, OJSC RMZ (38%), OJSC VNIITransmash (39.15%), OJSC Spetsmash (29.99%), OJSC UralNITI (25.5%) and LLC ChTZ - Uraltrak "(17.33%). At the same time, the Uralvagonzavod corporation already had problems in relations with minority shareholders. So, at the end of May, the shareholders of OAO Elektromashina (part of OAO NPO Elektromashina, controlled by UVZ) rejected the issue of an additional issue of shares by closed subscription for 200 million rubles. “It was planned that the money would be used to finance the investment program of the enterprise, its technical re-equipment. But we, as minority shareholders, did not see a plan for the implementation of these projects, ”Oleg Mayorov, a member of the Board of Directors of Electromashina OJSC, commented on the situation then. According to him, the decision did not pass, since it was the minority shareholders who own 25% of the company's shares that blocked it.

Control questions:

1. Define the concept of "management".

2. Describe the main approaches to production management at an industrial enterprise.

3. What is the importance of management in the modern world?

4. Describe the specifics of human resources.

5. Define the essence of the principles of production management.

6. Tell us about the main methods of production management at the enterprise.

7. What is the staff structure of the organization?

8. Describe the main types of relationship between the production process and its management.

9. Tell us about the main forms of division of managerial labor in the enterprise.

10. What stages of the production process can be managed to achieve success?

11. What is the importance of management in achieving success in a particular type of production?

12. Describe the degree of influence of management on the industry.

13. Give specific practical examples of the impact of management on production.

14. Why do you think OJSC "Uralvagonzavod" achieved greater production results than OJSC "Ruzkhimmash"?

Previous

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:

1. structural and functional subsystem (implements the principle of unity of the structural and functional elements of the system);
2. information-behavioral subsystem (providing actions with the necessary information);
3. 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:

1. 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;
2. at the local level (at the level of the system itself).

Requirements for the subject of management:

1. the subject of management must implement the law of necessary diversity (quantitative side);
2. 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.
3. 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;
4. the management system should always be the center of responsibility;
5. the subject of management must be law-abiding;
6. 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;
7. 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:

1. system of management goals;
2. functional model of the control system;
3. structural model;
4. information model;
5. model of communications (system of relations);
6. efficiency model;
7. control mechanism;
8. 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:

1. ongoing processes are functional areas human activities to achieve current goals;
2. 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:

1. setting a specific goal;
2. Information Support;
3. analytical activity is a set of operations associated with assessing the state of a managed object, finding ways to improve the existing situation;
4. choice of options for action;
5. implementation of solutions;
6. 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:

1. intracompany management;
2. Production Management;
3. 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 support;
• choice of optimal organizational structure 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 set of various methods and techniques used by the administration of firms to enhance the initiative and creativity of people in the process of labor activity and satisfy 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 practical management is their relationship and interdependence.

Management methods can be:

1. economic;
2. organizational and administrative;
3. 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 personnel (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 the system of managerial relations.

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

1. general control functions are functions that define the form management activities regardless of the place of its manifestation;
2. 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 functions management 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 company. 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 meaning 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 to organize effective communication and balance structural divisions 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 leader must always remember that even the best plans and the best perfect structure organizations 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.

The control system combines linear, target, functional and supportive control and the corresponding interrelated control subsystems: general linear, target, functional and providing.

In the subsystem of general linear control all general managerial activities of the heads of the organization are carried out, who have the right to make final decisions in relation to their subordinate personnel and for the results of whose activities they must be responsible.

Target subsystems: 1 - quality management; 2 - management of the implementation of the plan for production and supply of products; 3 - cost control and resource management; 4 - management of the development of production and improvement of management; 5 - management of the social development of the team; 6 - environmental protection departments.

Complex functional subsystems: 1 - production management (organization of the main, supporting and servicing production; operational management of production; 2 - technical management (organization of work on standardization; management of the technical preparation of production; management of technological processes; organization of metrological support; technical control and testing of products); 3 - economic management (perspective and current technical, economic and social planning; organization of labor and wages; organization of financial activities; accounting and reporting; economic analysis); 4 - management of foreign economic relations (material and technical supply; sales of products); 5 - management of capital construction (own and contracted): 6 - management of personnel and creative activity of the labor collective (organization of work with personnel; organization of creative activity of the labor collective).

Supporting subsystems: 1 - equipment with technical means and office equipment; 2 - office work; 3 - organization and management of the normative economy; 4 - information management support; 5 - legal support; 6 - economic service.

General management functions in the subsystems of the management system: forecasting and planning; organization and coordination of work; motivation (activation and stimulation); performance of work; regulation; control; accounting; analysis.

6. Production management methods

Production management methods- this is a set of methods and techniques of management activities aimed at implementing the functions and tasks facing each cell of production. Management methods constitute the main content of management activities. With their help, the leader influences the consciousness and emotions of people, achieving the greatest labor activity in solving the problems facing the team.

In socialist production, methods of organizational and administrative influence, material and moral stimulation, and socio-psychological influence are used.

Organizational and administrative impact consists in a clear definition of the production task and the deadline for its implementation, timely provision of everything necessary for work. Organizational tasks also include the selection of people, the distribution of work, taking into account the individual characteristics of each, the systematic verification of performance. Organizational measures are based directly on the administrative rights of the leader, whose orders are binding on subordinates. Failure to comply with these orders entails certain administrative sanctions.

Material and moral stimulation is aimed at creating the interest of employees in the performance of a labor task. To stimulate labor means to implement a set of measures, thanks to which, both as a result of work and in its very process, people satisfy their own needs.

Financial incentives are achieved first of all, by establishing a strict correspondence between the quantity and quality of labor, on the one hand, and the amount of payment, on the other. The stimulating effect of payment is the greater, the clearer and clearer this correspondence is. The clarity of the task, a clear understanding of the payment system are essential for the effectiveness of material incentives.

With a brigade organization of labor, it is especially important that the amount of remuneration of an employee correctly reflects both the overall result of the work of the team and the labor contribution of each. If payment is made without due regard for individual labor participation, dissatisfaction with the most qualified members of the team, a decrease in their labor activity, and a general decrease in interest in the growth of qualifications are inevitable. However, if a significant part of the workers believe that the differences in the size of the labor participation rate (LFC) are excessive, then tension arises, productivity falls, and staff turnover increases.

Moral stimulation is carried out clarification of the social significance of the work performed, publicity of socialist competition, awarding the winners.

To achieve unity of material and moral incentives means to ensure the unity of criteria for material and moral incentives, to take care of the moral validity of all types of incentives, to reinforce moral rewards with material incentives.

Decisive factor socio-psychological impact- team influence. Promoting the growth of team cohesion, skillfully directing public opinion, the leader achieves the creation of a healthy moral and psychological climate. The moral norms of such a collective are obligatory for all its members and coincide with the principles of socialist morality.

Various management methods are closely interrelated. Good (organization of work, timely preparation of production, uninterrupted supply of materials and tools, serviceability of equipment, correct placement of people, strict adherence to socialist principles of remuneration according to work, the use of collective forms of remuneration for the final result contribute to a healthy psychological climate of the site. At the same time, the cohesion of the team significantly facilitates the solution of labor organization problems.

Leadership methods cannot be opposed to each other. The greatest effect is given by their complex use. The leader must skillfully combine methods of influence, correctly determine their proportion depending on specific conditions.

A system is a set of interrelated elements that form a single whole; the whole performs some function.
The essential point here is that the elements must be interconnected or interacting. The most diverse parts can be combined into a whole. Any system can be considered as a subsystem of some larger system.

The control system is divided into two subsystems: control and managed. To carry out management functions, the management subsystem must have the necessary material, labor, financial resources that ensure the implementation of management actions.

The control subsystem performs the functions of production control. It includes the management apparatus with all employees and technical means.

In turn, the control subsystem consists of two parts: the control of production and the control of the processes of further improvement of both production and the control system itself. In the control subsystem, the following elements are distinguished: planning, regulatory, marketing, accounting and control elements. The controlled subsystem carries out various production processes. This includes workshops as part of production and auxiliary sections, enterprises as part of the main and auxiliary workshops. The control subsystem continuously sends information to the controlled subsystem in the form of management decisions.

The managing and managed subsystems form the management system of the economy.

There are two main types of systems: closed and open.

An open system is characterized by interaction with the external environment. Energy, information, materials are objects of exchange with the external environment through the permeable boundaries of the system. Such a system is not self-sustaining; it depends on energy, information and materials coming from outside. In addition, an open system has the ability to adapt to changes in the external environment and must do so in order to continue its functioning. Managers are mainly concerned with open systems, because all organizations are open systems. The survival of any organization depends on the outside world.

Table 1

Organization as open

If the organization of management is effective, then the process of transformation creates an additional value of inputs, and as a result many possible additional outputs appear, such as:

Profit;

Implementation of social responsibility;

Implementation of employee satisfaction.

The definition of variables and their impact on the effectiveness of the organization is the main contribution of the situational approach, which is a logical continuation of systems theory.

Closed systems are characterized by feedback. This means that at the input of the system, the values ​​of the parameter chosen as the controlled one are constantly measured, and at the output of the system such changes are made, the purpose of which is to eliminate possible errors or deviations from a predetermined value. However, not in all cases automatic system able to make a complete correction.

Part of the information flows that take place in the management system of organizations has the form of a closed loop. This statement will become clear if we agree that any system that strives for a predetermined goal must at any time have an indicator of the measure of achieving this goal. In general, each closed system has closed control circuits inside it, i.e. feedback.

Feedback control is used in systems where errors can be expected and therefore require corrective action. The goal of such systems is to make the error as small as practicable.

open and closed control systems can be classified according to the nature of the control action or the sensing element, or both. For example, the function of a sensor may be performed not by one, but by several sensing elements or by several persons.

To increase the reliability of the system, the flow of information can be distributed not through one, but through several feedback channels. Similarly, the control action can come from one or more sources. In the "man - man" system, both formal and informal relationships influence management.

In some cases, input data from many sources (sensing elements) arrive at some center. Some of these connections carry quantitative, objective data, but there are also systems in which most of the information is subjective, it creates a picture of the state of the system, depending on the personal impressions or prejudices of the person or the prejudices of the person who prepared the information. It is possible to correct the work of the system by direct or indirect influence, by means of “informal” pressure, coercion. For example, managers often rely on the interaction of team members to induce workers to increase output, improve product quality, and reduce costs.

It is also possible to classify control processes depending on at what point in the system the control action is generated. At one extreme of this classification are systems that have either devices such as a "black box" or people who are able to perceive it directly at the place of origin of primary information, compare it with standards and correct deviations; on the other - systems where all control is concentrated in the center. At the same time, information through feedback channels comes from peripheral points to the center. From the center, when necessary, a corrective action is transmitted to the place of the operation. In a system that includes people management can only be decentralized if the goals of its peripheral elements are consistent with the goals of the entire organization. This means that those involved in management must learn the goals and objectives of the system.

1.2 Evolution of control systems

In the past, as noted by Ansoff I. (1989), control systems were invented by the most advanced firms. If they were successful, they were accepted by the majority. In the 1980s, professional management consultants, as well as scientists, took part in the creation of new systems. As it emerged, each new system was declared to be the final and complete solution to all the problems of the company, better than all previous ones. Taking advantage of the fact that we have a historical retrospective, we see that these systems cannot be considered either mutually exclusive or comprehensive. Each is designed to solve a particular problem and is auxiliary to solve other problems. Over time, management practice has developed a number of methods for organizing the activities of the company in the face of growing unpredictability, novelty and complexity of the external environment. The more complex and unexpected the future became, the correspondingly more complicated the systems, with each subsequent one supplementing the previous one.. The systems that succeeded each other were counting on the growing level of instability in the external environment, and in particular on the increasing unfamiliarity of events and the ever-less predictability of the future. Can be distinguished four stages in the evolution of control systems: management based on performance control (post factum); management based on extrapolation when the pace of change is accelerating, but the future can still be predicted by extrapolating the past; · management based on the foresight of change arose when unexpected phenomena began to appear, and the pace of change accelerated, but not so much that it was impossible to foresee future trends in time and determine the reaction to them. · management based on flexible emergency solutions, which is currently being developed, in conditions where many important tasks arise so rapidly that they cannot be foreseen in time. Early origin systems, including long-term planning, are now widely used in management practice. Strategic planning has been slow and difficult to implement for 20 years, but now it is increasingly becoming part of the practice of firms. From time to time, firms that face difficulties in implementing fundamentally new strategies become interested in strategic planning. Rank Based Management strategic objectives has its supporters in Japan and the USA. Control by weak signals is still being formed (Ansoff I., 1989). Retrospective analysis of management development, according to Ansoff I. (1989), allows you to make two conclusions: · the development of management systems is subject to the logic dictated by the changing nature of the tasks facing management; Each subsequent system, as a rule, did not simply replace the previous system. She absorbed her achievements, expanded and enriched them. These conclusions allow us to consider the accumulated experience not as a set of disparate methods for solving various problems, but as a methodological array.

1.3. Place and role of the management system in the organization

The management system is an integral part of the organization and, at the same time, a relatively independent system in the totality of systems that make up (updating) the organization. Management activity is the dynamics or process of management carried out by the management system. Based on this definition, it is reasonable to management of the organization is considered in statics and dynamics. In static the subject and object of control are considered separately as relatively independent systems. The subject of control is actually the control system. And the object of management is the organization itself or the elements that make it up. But the object of management is not equal to either the management system or the organization itself. In dynamics the subject and object of management are considered in the aggregate of their connections and interactions in the management process (this is not the subject of this course). This probably explains the variety of options for structuring management systems, which we will consider below. There are several approaches to determining the role and place of the management system in an organization. Vikhansky O.S. and Naumov A.I. (1994) see it as a process. Fatkhutdinov R.A. (1997) prefers to consider the control system in terms of its interaction with the external environment, calling it production management. Let's take a closer look at these approaches.

1.4 Fundamentals of a systematic approach to management

The systems approach attempts to consider the organization and the environment in which it functions as a whole.

The firm is seen as a network of decisive centers interconnected with the outside world through communication channels. The organization in this approach is focused on the decision-making process, motivation and control.

In recent years, the word "system" has become a household word and has lost its meaning. A new term has emerged systems approach". The wider the scope of the problem, the wider the system under study, and the more variables that need to be taken into account. For example, the problem of discrimination in employment may be perceived as one aspect of a larger problem requiring action in the areas of legislation, education, housing, and so on. If the resources are insufficient, then the main goal is divided into sub-goals, which facilitates the approach to solving the main task.

1.5. Production as a system "resources - products"

From the point of view of systems theory, any ideal formation is organizational system on the transformation of resources in order to obtain output products (services) for the final non-productive consumer.

A team, a workshop, a site, a functional subdivision are organized systems of the "resources - products" type. Through the supply service, the functions of which are different for different systems (procurement, relationship with suppliers, receipt of goods and services, quality control), the input of the "resources - products" system receives different kinds resources: energy, finance, material, labor, information at a price per unit. These types of resources are transformed in the production process (in the "black box") into products - goods and services. Products - the essence of the same types of resources received at the input of the system, but in a transformed form.
These products are distributed, sold, delivered through the sales service at a price per unit, which is set by the sales service. The price is determined by the cost of the costs and the added value of the conversion.

The ratio between the volumes of input resources and output products determines the results of the functioning of the production system.

Each specific system has specific features: a combination of types of resources and their costs; a combination of transformation processes; combination of product types; types of environmental impact, etc. Here it is important to understand that any production - economic system is characterized by all these elements and the relationship between them.

The control system is divided into two subsystems: control and managed. To implement the management function, the management subsystem must have the necessary resources (material, labor, financial) to ensure the implementation of management actions.

Control subsystem performs production management functions. It includes a control apparatus with all employees and technical means: communication devices, alarms, counting equipment, etc. First of all, this linear control: the president of the joint-stock company, the director of the enterprise, his deputies, heads of workshops, foremen. This also includes functional or headquarters organizations: the plant management service and workshops. In each economic link, management is solved differently, i.e. the number of stages and the number of governing bodies at each stage is determined by the goals, objectives and functions of management.

Managed Subsystem carries out various production processes. It includes sites as part of certain groups of jobs, workshops as part of production and auxiliary sites, enterprises as part of the main and auxiliary workshops, industries as part of enterprises, etc. Their functioning is interconnected and interdependent.

The managing and managed subsystems form the management system of the economy.

The control subsystem continuously sends information to the controlled subsystem in the form of management decisions. The basis for the development of management decisions is the information of the controlled subsystem and information coming from the external environment. Under the influence of decisions, the interaction between the elements of the system is carried out.

Each of the subsystems is self-governing, however, constantly under the influence of higher-level systems. They are characterized by the presence of a structure, the level of organization, the ability to perceive the impact from the external environment and, in turn, influence it.

Under the structure understand the ratio of system units, their relationship and subordination. Under the organization - the creation of units, ensuring their interaction, functioning and development of the system.

On a functional basis, the controlled system is divided into a number of subsystems: technical, technological, organizational, economic, social.

Technical subsystem is an interconnected, interdependent complex of machines and equipment that can solve specific problems. For this, it is necessary that their individual types be located in a certain way on the production areas and combined with each other in terms of power. Directly at the enterprise, the technical subsystem is production facilities. Compared to others, the technical subsystem is less mobile. Its mobility is determined by physical and moral depreciation, technical progress, and funds allocated for renovation.

Technological subsystem- this is a series of processes and stages of production sequentially proceeding according to certain rules and norms. Its elements are objects of labor, individual operations and processes. Compared to the technical subsystem, the technological subsystem changes faster under the influence of scientific and technological progress, which allows for a more rational and efficient use of equipment, factory space and human labor.

Modern production is diverse, complex, it requires appropriate support and maintenance. Therefore, the most important place is organizational subsystem, which lies in the unity of technical and economic processes and is expressed in the streamlining of all processes. The goal of the organization is to provide the highest production effect with the lowest labor costs.

economic subsystem should be considered in a broad and narrow sense. In a broad sense, it is presented as a subsystem of social production, i.e. set of productive forces and production relations. It is based on the type of production relations, which determines the nature of the links between the individual elements of the subsystem. The links themselves act as processes of production, exchange, distribution and consumption. In a narrow sense, the economic subsystem refers to the relations of production that correspond to a given mode of production.

Managed (production) subsystem can be considered as a labor collective of a brigade, section, enterprise. The unity of social relations constitutes a social subsystem. Production goals are determined by social and economic subsystems that reflect the socio-economic side of production management.