Basic approaches to assessing the effectiveness of management. A systematic approach to assessing the effectiveness of company management. Economic criteria for management efficiency

14.03.2020

Quality assurance

Activities aimed at creating such conditions for medical care for the population that would make it possible to fulfill the declared guarantees and ensure the expected results of medical care in the most effective and safe way.

Determining the actual level of service quality and taking action to change the service in accordance with the results of this determination.

Quality control approaches:

1) Structural- licensing and accreditation of institutions, attestation and certification of specialists. The meaning is a quality institution, ensuring the quality of medicines, mater. Equipment, quality specialists provide quality medical services.

2) Procedural - control over the service delivery process. Most often - according to the documentation. Requires the participation of experts (i.e. the opinion is partly subjective). Based on the assessment of compliance with the technology of the treatment and diagnostic process.

3) Productive - assessment of quality according to the degree of achievement of the result.

Requirements for systems and methods for evaluating cMYP

1) Reflect the essence of medical activity, i.e. evaluate the quality of the main elements of interactions

2) Be accessible to a wide group of doctors

3) Used to assess continuity between stages of care

4) Evaluate the doctor's actions aimed at eliminating the errors of the previous stages of medical care.

5) Install typical mistakes medical practice

6) Be used regardless of changes in the elements of medical care technology and registration of examination data.

7) Minimize the subjectivity of the evaluation of the ILC and the registration of the examination data.

8) Provide the ability to quantify quality.

9) Provide an opportunity to justify any medical error

10) Establish the rationality of the use of real-life resources of a medical institution.

11) Be accessible to a wide range of consumers of medical care.

Key components of the WHO cMYP:1) doctor's qualification 2) optimal use of resources 3) risk to the patient patient satisfaction from interaction with the medical system

KMP is the content of the interaction between the doctor and the patient, based on the qualifications of a professional, i.e. his ability to assess the risk of progression of the patient's existing disease and the emergence of a new pathological process, optimally use resources and ensure patient satisfaction from contact with the medical system.

The ILC largely depends on the interaction of the following factors:

Resource availability

Organization of medical care

The interest of institutions and medical personnel in optimizing the final results of their activities

Conditions and behavior of consumers of medical care.

CONTROL SYSTEMS

Any research has a specific goal. The ultimate goal of the study control systems is to increase the efficiency of the organization under study.

Only a purposeful organization is able to succeed, since its activities become meaningful, productive.

Actually "effect" (from lat. effectus) means efficiency, effectiveness, productivity. Effect - the absolute value of any purposeful changes in the system.

There is no consensus in the scientific literature as to what efficiency means in both the theoretical and practical senses. The best known and most widely used approach to performance evaluation is the target approach, which is dominated by the criterion of goal achievement.

Efficiency - the degree to which the organization's goals are achieved with minimal, but necessary costs. This is the ratio of the result of the organization's activities to the costs of its qualitative achievement. Efficiency is a relative value, that is, the result is compared with the costs of achieving it. At the same time, the results (P) and costs (3) can be compared in various combinations:

P / 3 - the result obtained per unit of costs;

3 / P - specific value of costs per unit of the result obtained;

(P - 3) / P - specific effect value per unit of results obtained.

These simple ratios are basic in the development of performance indicators.

The criterion reflects the essence of efficiency and predetermines a set of indicators that characterize the achievement of goals. The criteria for evaluating the effectiveness of the organization's activities for all stakeholders (owners, management, creditors, personnel) may differ.

The efficiency of a production organization is a multicriteria concept. The organization's goal tree is a hierarchical, multidimensional model of goals. The choice of criteria and indicators for goal setting determines the content of the hierarchical multidimensional model of efficiency.

The classification of the goals of the organization provides the basis for the classification and types of efficiency:

§ according to the degree of importance for the organization, strategic and tactical efficiency are divided;

§ in relation to the external environment - external and internal efficiency;

§ by scale - company-wide, intra-company, group and individual efficiency;

§ in terms of system-wide characteristics - the effectiveness of the organizational structure and the effectiveness of the management mechanism;

§ in relation to the object and subject of management, production efficiency and management efficiency are singled out.

The effectiveness of the management system is the degree to which the goals set for the production organization are achieved at minimal but necessary costs. In this case, the results are correlated with the costs of the system as a whole (production costs + commercial costs + administrative and management costs).

Very often the concept of "efficiency" is identified with the concept of "effectiveness", which is fundamentally wrong. Efficiency - the ability to achieve results (R / C), but how much this result cost the organization (R / 3) - cost-effectiveness. Efficiency is a more capacious concept than efficiency. Production organizations occasionally face a situation where there is a shift in focus on getting results at “acceptable” (but not minimal) costs.

Thus, "efficiency" is a multidimensional concept, and the assessment of the effectiveness of an enterprise depends on the degree of knowledge of the essence of this phenomenon.

The problem of assessing the effectiveness of the management system is still one of the most difficult in both domestic and foreign practice, which is primarily due to the lack of an acceptable methodology for assessing the effectiveness of the management system and clear criteria for measurement and evaluation. An analysis of the various points of view that exist regarding the criteria for the effectiveness of the management system makes it possible to single out several approaches that are fundamentally different in their focus.

First approach. The most widespread point of view is that the effectiveness of the management system should be assessed through indicators that characterize the activities of the managed object. This opinion was shared, in particular, by well-known scientists I. N. Kuznetsov, A. V. Tikhomirova, B. Z. Milner, G. Kh. Popov, R. M. Petukhov, E. S. Lazutkin, N. G. Chumachenko , O. A. Deineko, I. Ya. Kats (40; 26; 27; 28; 39; 10; 16). This point of view is based on three essential arguments:

1. In the unity of the production system and management system, organizational and production structure and organizational structure enterprise management, the first are decisive. The production process is the basis, the basis of the organizational system. Management process as an information display production process, as a superstructure factor, is secondary to the production process.

2. The management system ensures the formation and implementation of such a development option that predetermines the best final results in the current situation, therefore, its effectiveness should be evaluated according to the performance indicators of the system as a whole.

3. Since the resource provision, regulation of the process of formation of total costs and control over their level is carried out by the management system, its efficiency (whatever definition of efficiency is used) “is the efficiency of the organization that the apparatus manages, and vice versa, the efficiency of the organization is the efficiency of its management "(5, p. 206).

A variety of criteria-evaluative indicators of the enterprise's activity were offered. This is the volume of production in value terms, the volume of sales, balance sheet and net profit, the cost indicator, as reflecting the degree of intensification of production, the performance of contractual deliveries and even the national economic effect. Under the conditions of the command-administrative system, the list of indicators by which the enterprise determined the effectiveness of its activities was close to 500 (42, p. 22). But already in 1978, L. I. Abalkin proposed to consider the profit indicator as a synthetic indicator of production efficiency (1, pp. 34-51).

The second approach also considers the efficiency of the enterprise as a whole, but at the same time, efficiency is understood as “the ratio of production results and costs taken in a certain social form” (4, p. 174; 37, p. 37-39). The main problem with this approach is how to reduce many different private indicators to a single quantitative measure. Most often, this problem is solved by developing a comprehensive (integral) assessment of the effectiveness of an enterprise, in the numerator of which is profit, and in the denominator - indicators of the use of funds for wages, fixed and current assets. Sometimes a complex indicator includes all possible indicators: net profit, the percentage of return of low-quality products, the ratio of the range and quantity of products sold, the coefficient of scientific and technical equipment of production, the utilization rate of production assets, the total number of employees at the enterprise, the cost of unused equipment, etc. ( 5, pp. 174-182).

Within the framework of the third approach, a comprehensive performance indicator is determined for the enterprise as a whole, but not according to specific formulas, but through the ranking of a certain set of individual indicators characterizing the activity of the enterprise, using index and matrix methods.

The fourth approach, defining the criterion of efficiency quantitatively, proposes to evaluate the effectiveness of the control system separately according to a general criterion that combines both indicators of the efficiency of the control system and indicators of production efficiency (5, p. 204]. The efficiency of the control system (E c) is determined through the ratio of costs management to the cost of fixed production assets and working capital. The indicator of production efficiency (E p) is calculated through the ratio of labor productivity to the number of employees. Then the general criterion for the effectiveness of the control system is calculated as E s / E p.

The fifth approach involves evaluating the effectiveness of the management system mainly by qualitative criteria, the set of which is quite diverse. This is simplicity, characterized by the number of hierarchical levels of the management structure, saving communications, the number of departments and communication bridges, the profile and uniformity of the tasks of each department, the method of coordination, etc. (5, p. 205). In connection with the advent of system audit, when assessing the value of organizations, the managerial aspect is also taken into account. The assessment of the effectiveness of the management system is carried out by an expert method according to the following list: a set of general and specific goals and management functions, organizational structure of management, characteristics of the management process, methods of management and development of management decisions, composition technical means management, etc. (41, p. 12).

Within the framework of the sixth approach, a complex indicator of the efficiency of the enterprise's functioning is determined through the established goal that it seeks to achieve with minimal total costs. The efficiency of the functioning of the system as a whole largely depends on the operation of the control system, which is created for the smooth operation of the production system in the direction of the goal (31; 3). A complex concept of efficiency was proposed through the allocation of need (P), goal (T), result (R), costs (3), effective (C / P and R / C) and cost (R / 3) efficiency (18, p. 161-163):

E \u003d C / P * R / C * R / 3.

The formula is interesting in that the concept of efficiency is no longer the ratio C/3, but the target (R / C) and resource efficiency (R / 3). This point of view is most widespread and can be expressed as follows: target efficiency (the ratio of results achieved to the set goal) and cost or resource efficiency (the ratio of results to the costs that are necessary to achieve them) exhaust any efficiency of management processes. “The system will be effective if it contributes to the achievement of the maximum result that determines the goal of management, with the minimum necessary and sufficient expenditure of all resources used to achieve this goal” (31, p. 193).

Foreign economists also distinguish two aspects of efficiency (36, p. 117): target as a measure of achieving the goals of the organization and cost as the efficiency of converting resources into production costs. Considering that setting goals and developing strategies to achieve them are the prerogative of strategic planning, and the choice of technology for converting resources into desired results is a tactical task, it is proposed to call target efficiency strategic, and costly - tactical, especially since the term "strategic efficiency" is used by specialists , although without a strict definition of its content.

Recent times when evaluating the effectiveness of the functioning of a production organization, in addition to the two above, two more factors are distinguished: environmental efficiency and management efficiency (38, p. 96). For the greening of the management of domestic enterprises, it is necessary that all services of the enterprise take into account environmental issues in their activities. Measures to ensure environmental safety, being one of the elements of costs, are part of them, so the environmental optimization of the entire life cycle of products (raw materials, semi-finished products, production, marketing, use and disposal of waste) should be organically combined with the optimization of the cost structure. The allocation of environmental efficiency in assessing the effectiveness of the management system is hardly appropriate. The activities of the relevant block (element) for the implementation of the environmental safety function should be evaluated, which, however, does not exclude the evaluation of the environmental safety system as a whole.

The effectiveness of management as an integrated system for ensuring the competitiveness of an organization necessarily includes the ability to set goals and choose a course of action to achieve them, and determine ways to convert resources into production results. In fact, the effectiveness of management is the effectiveness of the management system in mobilizing all resources to achieve the goal, i.e., to ensure target and resource efficiency.

The focus of the seventh approach is to identify three interrelated criteria - quantitative and qualitative for assessing the effectiveness of both the "management apparatus and its organizational structure" (22, pp. 286-288). The indicators of the first group characterize the effectiveness of the management system, expressed through the final results of the organization's activities and management costs. As an effect due to the functioning or development of the management system, an increase in the volume of output, a decrease in production costs, an increase in profits, an increase in product quality, savings on capital investments, etc. are considered.

The second group of indicators includes qualitative indicators that can be used to evaluate the organization and content of the management process. These are productivity in the field of management, adaptability of the organizational structure, efficiency and reliability of the management system, etc.

The third group of indicators characterizes the rationality of the organizational structure and its technical and organizational level. These include: the linkage of the management system, the level of centralization management functions, accepted norms of manageability, balance in the distribution of rights and responsibilities, the level of specialization and functional isolation of subsystems, the ability to develop, the correspondence of formal and informal structures, the impact on social development, etc.

Eighth approach. The assessment of the effectiveness of the organization's activities is carried out on the basis of the resource-potential approach (32, pp. 289-290), according to which the integral efficiency of the system as a whole (E) is a function of realizing the potential of the system:

E \u003d f (P in - And in) → max Un,

where: P in - the potential of the system;

And in - the level of use of the system's capabilities;

At n - satisfaction of needs.

Potential opportunities include personnel, finance, means of production, information resources, organizational potential, innovative potential, etc., which together constitute the strategic potential of the organization.

Basic approaches to performance evaluation organizational system controls are shown in Table 3.

An analysis of the various points of view expressed regarding the criterion of the effectiveness of the management system allows us to conclude that the search for universal, generalizing, synthetic, easily calculable and rational in terms of economic sense indicators for assessing the effectiveness of the management system, which combines both production efficiency indicators and management systems, is still did not give acceptable results and is still debatable. The effectiveness of the management system, in principle, cannot be assessed outside of the effectiveness of the functioning of the production system. Each link in the hierarchical management system, as a rule, is forced to solve a whole range of tasks, which makes it necessary to evaluate their activities according to indicators inherent only to them, many of which are not amenable to unambiguous formalization. Therefore, the effectiveness of management can and should be evaluated based on the results of the operation of the control system, which gives grounds for improving the organization and ensuring the efficiency of management.

The central concept of efficiency is the criterion of efficiency (indicator of success) of management.

Criteria (indicators) of management effectiveness - these are quantitative indicators (numbers) that characterize its effectiveness and efficiency.

As performance criteria, indicators should be selected that make it possible to:

- predict the expected result - the achievement by the organization of its goal;

- evaluate the actual degree of achievement of the goal;

- compare different options for achieving the goal with each other.

To do this, the performance criteria should reveal the essence of the task being solved by the organization, determine the main, decisive links and ways to improve management.

Basic requirements for criteria (indicators) of management efficiency:

1. Be consistent with the goals of the organization. So, if the goal commercial organization is profit, then it is natural to take profit as an indicator of its success, and if the goal non-profit organization- decision of a certain social problem(for example, a decrease in the unemployment rate), then the success indicator should indicate its solution (this may be the number of unemployed on a certain day).

2. Be connected with the external and internal environment in which the organization solves its problems. So, if the organization is in a state of crisis, it is appropriate to use such indicators as stability, liquidity, etc. as performance criteria. If the organization is flourishing, indicators such as profitability, profitability, etc. come to the fore.

3. Be complete enough to make the necessary decisions. For example, the well-known indicator “tonne-kilometers” does not allow us to judge how the required result was achieved: either due to tons (overload?), or due to kilometers (did you drive far?).

4. Be usable, i.e. simple, understandable (make physical sense) and quantifiable. It is hardly possible to consider qualitative characteristics of the type " hot commodity", "high quality", " high demand" etc.

5. Be available to receive. Thus, some performance criteria that have a statistical basis (for example, the probability of achieving a certain goal) are impeccable from the point of view of theory, but require long and expensive experiments and complex calculations, which makes them unsuitable for practice.

Basic principle of choosing the efficiency criterion founded in 1945 by academician A. N. Kolmogorov and consists in establishing a strict correspondence between the goal that can be achieved by the organization as a result of its actions, and the accepted measure of success. In this sense, the success rate (performance criterion) is called objective function .

Management performance indicators can be classified:

1. General indicators economic efficiency controls:

The ratio of the overall result of all activities of the organization to the costs of obtaining this result;

The ratio of the costs of maintaining the management apparatus to the income of the organization, etc.

2. Generalizing indicators of social efficiency of management:

The ratio of the number of decisions made at the suggestion of the executors (employees) of the organization to the total number of decisions made;

The ratio of the number of personnel involved in management activities to the total number of all personnel of the organization.

3. Partial indicators of economic efficiency of management:

The ratio of the management costs of the shop to the total amount of all costs of the shop;

the complexity of processing management information of the personnel department.

4. Private indicators of social efficiency:

The ratio of the technical equipment of the managerial work of the shop to the general technical equipment of the entire shop;

· comparison of the turnover rate of employees of the management apparatus of our organization with the turnover rate of employees of the management apparatus of a competitor organization.

The system of performance indicators of the organization should provide a comprehensive assessment of the use of all resources and contain all socio-economic indicators: generalizing , as well as private (functional) characterizing any specific aspect of the activity.

The effectiveness of management as a whole can be characterized quantitative (economic efficiency ) and qualitative (social efficiency) indicators.

When assessing the effectiveness of management, it is necessary to use the entire system of generalizing and particular indicators - both quantitative and qualitative.

The system of indicators for assessing the effectiveness of the management apparatus can be classified in the following way:

I. A group of indicators characterizing the effectiveness of the management system, expressed through the final results of the organization, and management costs , For example:

· profit;

actual net income.

II. Group of indicators, characterizing the content and organization of the management process, including the immediate results and costs of managerial labor . Management costs are taken into account current expenses for the maintenance of the administrative apparatus, the operation of technical means, the maintenance of buildings and premises, the training and retraining of management personnel, etc.

When evaluating the effectiveness of the management process, indicators are used that acquire a normative character:

1. Labor productivity of employees of the administrative apparatus can be defined as the amount of final products produced by the organization or the volume of information generated in the process of management on average per employee of this apparatus.

2. Under efficiency of the control apparatus refers to the relative costs of its operation. Efficiency can be measured using indicators such as specific gravity the cost of maintaining the management apparatus in the total amount of all costs, the share of managerial employees in the total headcount, the unit cost of performing the volume of certain types of managerial work.

3. Adaptability of the control system is determined by its ability to effectively perform the specified functions in a certain range of changing conditions. The relatively wider this range, the more adaptive the system is considered.

4. Flexibility characterizes the property of the organs of the administrative apparatus to change their roles in the decision-making process in accordance with emerging tasks and to establish new connections without violating the orderliness of relations inherent in this structure.

5. Efficiency in making management decisions characterizes the timeliness of detection managerial problems and such a speed of their solution, which ensures the maximum achievement of the set goals while maintaining the stability of established production and support processes.

6. Reliability of the control apparatus generally characterized by its trouble-free functioning. To assess the reliability of the performance of the control apparatus and its subsystems, the level of task completion and compliance with approved standards, the absence of deviations in the execution of instructions can be used.

III. Indicator group characterizes the rationality of the organizational structure and its organizational and technical level:

The linkage of the management system,

the level of centralization of management functions,

Adopted management standards

Balanced distribution of rights and responsibilities.

In market conditions, the role of optimal management of labor efficiency increases sharply, which should be considered not only as the ratio of processing incoming resources into the final product to labor costs, but also as a process that has a wide range of external influences (business and background environment).

Diagnostics of the organization's management system is designed to identify the symptoms and causes of existing problems. During the diagnostics, weaknesses (symptoms) of the existing management system are identified, their causes are analyzed and identified (see Fig. 5).

Rice. 5.Scheme of diagnostics of the control system

For a comprehensive assessment of the current state of the control system, the following blocks are analyzed:

Assessment of investment activity;

Financial management;

Efficiency of internal management processes and business processes;

Innovation and infrastructure development;

Staff training and development;

Relationship with clients.

An analysis of the organization's management process in the context of these aspects will provide the most complete answer to the main questions (Fig. 6).

Rice. 6. The main questions in the analysis of the organization's management process

In modern practice the concept of management effectiveness is expressed in two key terms:

1. managerial effectiveness- “systemic” efficiency.

System efficiency depends on how rationally the management is organized, i.e. on the composition and number of links, their subordination, distribution of functions. In other words, the effectiveness of the management system is determined by the quality of the organizational structure, management processes, and almost does not depend on the qualifications of specific managers.

2. management efficiency- "operational" efficiency.

Operational efficiency, i.e. the ratio between the results of managerial activity and the efforts expended, on the contrary, is primarily determined by the business qualities of managerial managers, as well as how rationally their potential is used.

The assessment of the quality and effectiveness of the manager's activities should be considered as a step-by-step process:

First stage. Evaluation of the manager's professional qualities and their compliance with the tasks and functions of the manager. Studied: level and profile of education; seniority and work experience; skills and abilities; personal qualities and ethics of behavior; career and potential. The composition and priorities of professional qualities depend on the level of management, the complexity of the tasks to be solved, the degree of responsibility and the level of risk.

According to the results of the assessment, the compliance or non-compliance of the manager with professional qualities position and the question of how to acquire the required qualities or transfer to another position is being decided.

Second phase. Assessment of the professionalism of the management apparatus. The development of professionalism of managerial personnel is one of the goals of the manager's activity, therefore, the positive dynamics of qualitative characteristics is considered as a basic condition for effective activity.

Third stage. Evaluation of the activities of the management apparatus. The apparatus headed by the manager, which implements his ideas, is evaluated from the standpoint of the quality and effectiveness of labor.

Performance indicators of the management apparatus: efficiency; quality of output documentation; profitability; sociability; partnership; responsibility; motivation; image; business culture.

Fourth stage. Evaluation of the quality of the manager's work. Typical labor characteristics: level of creativity; complexity and variety of tasks to be solved; the nature and degree of responsibility; share organizational work in its total volume; scope of leadership; risk level; labor intensity and labor costs.

Fifth stage. Evaluation of the manager's influence on the formation of the internal atmosphere of the organization. Evaluated: leadership style; management culture; ethics of activity; methods of resolving conflict situations; organizational culture; compatibility; socio-psychological climate; focus of the team on development; awareness and publicity; democracy; social justice.

Sixth stage. Assessment of the quality, effectiveness and efficiency of external relations and communications provides for a comprehensive assessment of each type of relationship.

The economic assessment takes into account influence of risk factors, conjuncture, inflation, investment climate. Organizational assessment includes taking into account time factors, stability, reliability of relations and behavior of subjects of external relations, the level of organizational culture. The social assessment takes into account social significance of communication, activity, social risk, resilience.

It should be noted that it is in the external environment that the sale of products or services takes place, the identification of the final results of activities and the evaluation of its individual types. Working with external partners, government agencies, organizations and entrepreneurs is a priority area for a manager, which largely determines the effectiveness of management as a whole.

Seventh stage. Evaluation of the effectiveness and efficiency of the manager's activities. The methodology for assessing the development and implementation of decisions on the management of production and social activities, marketing, innovation and investment processes, ecology, and safety is applied.

Efficiency is considered as the level of achievement of the result corresponding to the purpose of the solution.

Efficiency is evaluated through the quality of the result, i.e. the effect obtained, correlated with the management costs (management resources).

To assess the effectiveness of the functioning of the subsystems of the management system of the organization and the system as a whole, efficiency ratio- a conditional value that makes it possible to quantify the result of the enterprise (organization) in the main areas of production, economic and social activities, analyze the state of affairs in dynamics to develop a control action.

All levels of management of the organization are evaluated according to the achieved indicators of production efficiency and quality of work (Fig. 7).

The effectiveness of the functioning of management as a whole and of each subsystem is determined as the sum of the weights of the corresponding performance indicators, provided that they are fulfilled according to the formula:

where K e - coefficient of efficiency;

P i - weight of the i-th performance indicator.

Rice. 7. Evaluation of the effectiveness and quality of management in the organization

The conclusion about the performance or non-performance of the performance indicator is given on the basis of a comparison of the actual value of the indicator with the base, established annually by the order for the organization. The management of this type of activity is considered effective if there is a steady improvement trend in the indicator.

Ensuring high management efficiency in many modern companies is carried out on the basis of the "standard-organization" management method. The essence of the "standard-organization" method is to develop a basic model for managing an organization (firm, corporation), standards for certain types of activities and based on them - integrated management system of the organization (KSUO), the provisions and requirements of which are binding on all organizations.

The organization standard is a regulatory act on management, which regulates the main parameters of the entire life cycle of creating a product or service - marketing, technical preparation of production, pilot (trial) and mass production, sales, rational use factors of production, efficiency and quality of work of personnel in the processes of economic and other activities of the organization (association).

The standard sets general provisions, goals, objectives, functions, organization and technology of work performance, assessment of the effectiveness and quality of work, monitoring, analysis and responsibility for the functioning of individual subsystems. A recommended list of performance indicators for the functioning of the entire organization and individual subsystems, as well as methods for calculating performance indicators are given in the enterprise standard.

The block diagram of the evaluation of the efficiency and quality of work is shown in fig. eight.:

Rice. 8. Structural diagram of the organization standard

The effectiveness of organization management is influenced by measures to improve the management system. At the same time, it should be taken into account that the changes made and the costs and the results obtained can be completely different, not coinciding.

The result of the activities carried out can appear immediately or after a while, sometimes after a significant period of time. This significantly complicates the assessment of the effectiveness of measures to improve management. An objective and complete assessment of the effectiveness of management requires consideration, first of all, of its economic component.

At present, due to the specifics of managerial work and the complexity of calculating its results and costs, it is extremely difficult to determine many qualitative indicators, for example, qualifications, culture of managerial work, to assess the effectiveness of management. Therefore, it is recommended to use a more aggregated and somewhat conditional assessment method. total savings from the implementation of measures for the scientific organization of managerial work (Eob) according to the following formula:

Eob \u003d Ev + Ems + Eot - Z,

where Ev - savings achieved through the release of managers, rub.

E ds - savings achieved through changes job structure managers in functional and production divisions, rub.;

E from - savings achieved through the rational use of office equipment, stationery, etc., rub.

Z - costs for the implementation of measures for the scientific organization of managerial work, rub.

Rational and timely assessment of management effectiveness and economic justification of measures to improve management will improve its efficiency and competitiveness of both management and the organization as a whole.

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The quality of medical care is a set of characteristics that confirm the compliance of the provided medical care with the existing needs of the patient, his expectations, the current level of medical science, technologies and standards.

The following characteristics of the quality of medical care are distinguished:
. professional competence;
. availability;
. interpersonal relationships;
. efficiency;
. continuity;
. security;
. convenience;
. meeting patient expectations.

Professional competence

It implies the availability of theoretical knowledge and practical skills of medical workers, support staff and how they use them in their work, following clinical guidelines, protocols and standards.

If we talk about the competence of the head, then this is, first of all, professional skills in the development and adoption of managerial decisions. For doctors, this is knowledge and skills in diagnosing and treating a patient. The set of necessary skills and knowledge of support staff depends on the specific position held. For example, a professionally trained receptionist in a polyclinic must provide the necessary information in response to any request from a patient. Flaw professional competence can be expressed both in small deviations from existing standards, and in gross errors that reduce the effectiveness of treatment or even endanger the health and life of the patient.

Availability of medical care

This characteristic means that health care should not depend on geographic, economic, social, cultural, organizational or language barriers. Geographic accessibility is measured by the availability of transportation, distance, travel time, and other circumstances that may prevent a patient from receiving the care they need. Economic accessibility is determined by the possibility of obtaining the necessary assistance of a guaranteed volume and quality, regardless of the financial situation of the patient. Social, or cultural, accessibility refers to the perception of medical care in the light of the patient's cultural values, his religion.

For example, a family planning service may not be requested by patients as contrary to their moral values and religion. Organizational accessibility implies optimization in the mode of operation of individual medical services. For example, the schedule of the polyclinic should provide the opportunity to contact at a convenient time for patients. Insufficient number of evening appointments reduces availability for those people who work during the day. Language accessibility means using the language of patients seeking medical care in the work of medical services, etc.

interpersonal relationships

This characteristic of the quality of care refers to the relationship between health professionals and patients, health professionals and their management, the health system and the general population. Correct relationships create an atmosphere of psychological comfort, confidentiality, mutual respect and trust. Important elements of this relationship are the art of listening and responding appropriately. All this contributes to the formation of a positive attitude of the patient to the treatment.

Efficiency

Efficiency should be considered as the ratio of the achieved economic effect to the costs. The importance of this characteristic is determined by the fact that health care resources are usually limited.
at the same time, an effectively functioning health care system should ensure the optimal quality of medical care through the rational use of available resources.

Continuity

This characteristic means that the patient receives all the necessary medical care without delay, unjustified interruptions or unreasonable repetitions in the process of diagnosis and treatment. Usually, this principle is ensured by the fact that the patient is observed by the same specialist, ensuring continuity in work with colleagues. Failure to comply with this principle negatively affects the effectiveness, reduces efficiency and worsens the interpersonal relationship between the doctor and the patient.

Security

As one of the characteristics of quality, safety means minimizing the risk of side effects of diagnosis, treatment and other manifestations of iatrogenic. This applies to both healthcare professionals and patients. Compliance with safety measures is very important when providing not only specialized, but also primary medical care.

For example, while waiting for a doctor's appointment, patients can be infected by other patients if the necessary anti-epidemic measures are not observed. When deciding on the choice of a particular medical technology, the expected results must necessarily be commensurate with the potential risk.

Convenience

This characteristic refers to a system of measures aimed at creating an optimal medical and protective regimen: ensuring comfort and cleanliness in medical institutions, rational placement of wards and diagnostic and treatment units, equipping them with modern functional medical furniture, organizing a patient’s daily routine, eliminating or minimizing the impact adverse factors external environment and etc.

Meeting Patient Expectations

For patients in a particular medical institution, the quality of medical care is determined by how it meets their needs, expectations and is timely. Patients most often pay attention to convenience, effectiveness, accessibility, continuity of care, relationships, between them and medical personnel. Patient satisfaction with medical care depends on the assessment of health-related quality of life.

The quality of medical care includes three main components, essentially corresponding to three approaches to its provision and evaluation:
. quality of structures (structural approach to assurance and evaluation);
. technology quality (procedural approach to assurance and evaluation);
. the quality of the result (an effective approach to assurance and evaluation).

The quality of the structure characterizes the conditions for providing medical care to the population. It is defined in relation to the health care system as a whole, a medical institution, its individual structural unit, specific health worker separately. This quality component is characterized by such parameters as the sanitary and technical condition of buildings and structures in which a medical institution operates; availability of personnel and their qualifications; technical condition of medical equipment (its moral and physical deterioration); compliance with the level of provision with medicines, medical products, medical nutrition, established standards; level of service, etc.

When assessing the quality in relation to a medical worker, their professional characteristics are evaluated as the sum of theoretical knowledge and practical skills to perform specific medical and diagnostic manipulations.

The quality of technology characterizes all stages of the process of providing medical care. The quality of the technology gives an idea of the observance of the standards of medical care, the correct choice of tactics and the quality of the work performed. It characterizes the extent to which the Complex of therapeutic and diagnostic measures provided to a particular patient corresponded to the established standards of medical technologies. If more funds were spent on providing medical care to a patient than provided for by the current medical and economic standards, such assistance will not be recognized as quality even if the expected results of treatment are achieved.

The quality of the technology is assessed only at one level - in relation to a particular patient, taking into account the clinical diagnosis, comorbidity, age of the patient and other factors. One of the parameters characterizing the quality of technology can be the presence or absence of medical errors.

The quality of the result characterizes the outcome of the provision of medical care, i.e. allows you to judge how the actually achieved results correspond to those actually achievable. Typically, the quality of the result is evaluated at three levels: in relation to a particular patient, to all patients in a medical institution, to the population as a whole. An analysis of the quality of the result in relation to a particular patient makes it possible to assess how close the achieved results of treatment for a particular patient are to the expected ones, taking into account the clinical diagnosis, age, and other factors affecting the outcome of the disease.

For example, for one patient, the planned result of treatment may be his complete recovery with the normalization of all data from clinical, biochemical, functional and other types of studies. For another patient with obliterating atherosclerosis of the vessels of the lower extremities, complicated by wet gangrene, the planned result of treatment may be amputation of the lower extremity.

In hospital treatment, it was previously customary to distinguish three outcomes of hospitalization: “recovery”, “transfer”, “death”. Currently, hospitals have switched to a new, more differentiated system for assessing treatment outcomes, which distinguishes: "recovery", "improvement", "no change", "deterioration", "transfer", "death". Upon completion of outpatient treatment of a patient, possible outcomes can be: “recovery”, “remission”, “hospitalization”, “transfer to another medical institution”, “disability”, “death”. The quality of the outcome in relation to all patients in a medical institution should be assessed over a specific period of time (more often per year).

In the practice of health care facilities, to assess the quality of the result in relation to all patients, various qualitative indicators are usually used: mortality, the frequency of postoperative complications, the discrepancy between clinical and pathological and anatomical diagnoses, neglect in oncology, the ratio of cured and extracted teeth, etc. The quality of the result in relation to the population generally characterize public health indicators.

All components of quality are interconnected and influence each other. With a low level of structure quality, it is quite difficult to ensure an acceptable level of technology quality. Violation of the technology of diagnosis and treatment in most cases leads to unfavorable results of treatment. At the same time, a high level of structure quality is only a potential, but not always realizable, opportunity to have a high level of technology and result quality. This interdependence is often referred to as the "principle of the negative" - you can't make a good photo with a bad quality negative, but you can get a bad picture with a good quality negative.

O.P. Shchepin, V.A. Medic

The main task of any manager is to effective management. Performance criteria allow you to assess in detail the quality of the manager's work in order to make appropriate adjustments. Evaluation work should be carried out regularly in order to identify strengths and weaknesses, followed by timely adjustments.

The essence of the concept

Management effectiveness is an economic category that demonstrates the contribution of the manager and his environment to the overall performance of the organization. Many researchers invest just such a meaning in this concept. In this case, the management efficiency criteria are presented as the results of activities and the degree of implementation of the goals and objectives that were set for the current period. Profit is the main indicator.

It should be noted that the effectiveness of management is one that characterizes management as a whole or its separate subsystem. For this purpose, various integral indicators are used, which give a more accurate numerical definition of the results.

It should be noted that the management process involves a significant part of the economic active population having an appropriate level of education and qualifications. Since a large amount of time and money is spent on training such personnel, it is enough great attention is given to the assessment of such a parameter as management efficiency. Efficiency criteria allow for a more in-depth look at this issue.

In theoretical studies, the following varieties are distinguished:

economic efficiency is the ratio of production and management costs, as well as the results obtained;
social efficiency is the satisfaction of different categories of consumers with the range and quality of goods and services.

The following concepts should also be distinguished:

internal efficiency is the achievement of the organization's own goals at a constant level of costs;
external efficiency - compliance of the enterprise with the demands and requirements of the external environment.

The evaluation algorithm looks like this:

defining the purpose of performance evaluation;
selection of criteria and their detailed justification;
collection of initial data that will be used in the analysis process;
development of requirements for the resulting indicators;
development or selection of a methodology in accordance with which calculations will be made;
carrying out calculations and evaluation of the obtained indicators.

Every organization has specific goals. In the process of evaluating the final results, certain inconsistencies may be identified. Based on the results of the audit, a decision can be made to adjust the management process or to make changes to the plans.

Economic criteria for management efficiency

The main goal of management is the continuous improvement of the performance of the organization. Particularly important is management. Efficiency criteria can be general and particular. In the first case, the global aspect of performance results is considered. It is important to achieve maximum results with minimal cost resources.

Particular indicators of management effectiveness are as follows:

the level of labor costs of workers employed in the production process;
rationality of spending material resources;
minimum costs of financial resources;
indicators characterizing the use and depreciation of fixed production assets;
the size of the cost of production (should be kept to a minimum);
indicator of profitability of production;
technical equipment of production shops (compliance with modern achievements of technical progress);
labor intensity of employees, which is determined by working conditions and organizational structure;
compliance with the cost rate while fully complying with all contractual obligations;
stability of the number and composition of personnel;
compliance with environmental standards at the same level of costs.

In order to evaluate the efficiency of the enterprise, first of all, economic indicators are used. The main one is the ratio of profit to total costs incurred in the reporting period. If deviations or unsatisfactory results were identified, a factor analysis is carried out in order to determine specific causes.

Components of efficiency

In the course of assessing the effectiveness of organization management, the following indicators can be used:

performance, which is manifested in the degree of achievement of the goals that were set by management;
ability to use material and financial resources, fully satisfying the needs of all structures and departments of the organization;
achievement of the optimal ratio of the obtained economic results to the costs that were carried out in the production process;
the degree of influence of direct or indirect factors on the final result.

Criteria groups

Criteria for evaluating the effectiveness of management are specific indicators that allow you to evaluate the feasibility and effectiveness of the implementation of certain activities. Modern economic science divides them into two groups:

private (local) criteria:

labor costs of workers involved in the direct production of goods or services;
expenditure of material resources for managerial and other purposes;
expenditure of financial resources;
indicators that characterize the use of fixed assets (purpose, depreciation, efficiency, etc.);
the speed of turnover of funds;
payback period of investments (its reduction or increase).

quality criteria:

increase in the output of products that belong to the highest category;
environmental responsibility of the organization, as well as the introduction of modern energy-saving technologies;
compliance of products with the urgent needs of society;
continuous improvement of working conditions of employees, as well as their social level;
saving resources.

It is worth noting that all management efficiencies must be accompanied by the maximization of output (or the number of services provided). There should also be an increase in profit levels.

Criteria and indicators of management efficiency

In order to evaluate economic results from conducting management activities or making decisions, appropriate methods are used. Thus, the criteria and indicators of management effectiveness are as follows:

general indicator of management efficiency (the ratio of profit for the reporting period to the costs attributed to management);
managerial staff ratio (the ratio of the number of top managers and the total number of employees employed at the enterprise);
coefficient of management costs (the ratio of the total costs of the organization to the costs of management activities);
the ratio of management expenses to the volume of output (in physical or quantitative terms);
efficiency of management improvement (the economic effect for the year is divided by the volume Money spent on management activities);
annual economic effect (the difference between the total savings due to the implemented management measures and the costs multiplied by the industry coefficient).

Organization management efficiency

Economists distinguish the following criteria for the effectiveness of organization management:

organization of management entities, as well as the full validity of their activities;
the amount that is spent on solving certain issues that are under the jurisdiction of top management;
style of management activity;
the structure of the governing bodies, as well as the smoothness of the relationship between their various links;
the total costs that fall on the maintenance of the administrative apparatus.

Any organization seeks to obtain the maximum benefit. It should be noted that the increase in profit is one of the main parameters, according to which the effectiveness of management is determined. The criteria for the effectiveness of the organization in this context imply the end result of the work of the entire enterprise. This is due to the fact that the implementation of plans largely depends on the quality work of managers.

Basic approaches to performance evaluation

The most important indicator of the functioning of any organization is the effectiveness of management. Performance criteria can be defined and applied according to several basic approaches:

The target approach, as the name implies, is associated with an assessment of the degree of achievement of the planned result. At the same time, the action becomes much more complicated if the enterprise does not produce any tangible products, but is engaged, for example, in providing various kinds of services. It can also be about overlapping goals. Also, the criteria for evaluating the effectiveness of managing an organization quite often represent a set of formal goals that do not reflect the real state of affairs.
A systematic approach involves considering the management process as a combination of input, direct operation, and output. In this case, management can be considered as the highest level, and average. Most often, the system is considered in the context of its adaptation to internal and external conditions, which are constantly changing. No organization can limit itself to just producing products and providing services, because it must act in accordance with market conditions.
The multidimensional approach aims to cover the interests of all groups formed in the organization.
The approach of competing assessments makes it possible to use such criteria for the effectiveness of enterprise management as a control system, as well as internal and external influences. At the same time, the leader quite often faces a mutually exclusive choice.

Evaluation of the effectiveness of personnel management

The criteria for the effectiveness of personnel management include the quality, timeliness, and completeness of the performance of certain work and the achievement of goals. The overall numerical indicator, according to which the performance of employees can be assessed, is the ratio of the achieved indicators to the labor costs for a certain period.

Evaluation of the effectiveness of personnel management is usually carried out in order to assess the feasibility and validity of the introduction of motivational mechanisms or personnel changes. At the same time, it should be borne in mind that personnel costs can be paramount ( wage) and secondary ( social service and other costs provided for at the legislative level).

The work of employees must ensure the achievement of the goal. The criteria for the effectiveness of personnel management are, for the most part, specific indicators that are calculated per unit of production capacity or output.

Evaluation of the effectiveness of the management system

There are the following criteria for evaluating the effectiveness of the management system:

the complexity of the organizational structure and the justification for the expediency of the functioning of each of its links;
the speed of response to newly emerging situations and the adoption of appropriate management decisions;
strategy, in accordance with which the management of the organization as a whole and each of its individual subsystems is carried out;
the costs that fall on the maintenance of the administrative apparatus, as well as their relationship with the results obtained;
results of continuous monitoring of top management activities;
assessment of the impact of the management apparatus on the final result of the enterprise;
the numerical and qualitative composition of the management, as well as the ratio with the total number of employees.

It should be noted that the results of the organization's activities depend not only on the efficiency of the production staff, but also on how competently the organizational structure is built. To do this, a periodic check is carried out in order to identify discrepancies, as well as to bring the parameters to modern requirements and norms (using criteria for the effectiveness of management systems).

Classification of methods for assessing management effectiveness

Criteria and indicators for assessing management effectiveness can be applied in accordance with the following approaches:

orientation to the definition of the initially set tasks in order to determine the degree of their implementation;
assessment of the effectiveness of the administrative apparatus, as well as the degree of provision of managers with information and other resources;
evaluation of manufactured products or services provided in order to determine the satisfaction of the end user;
attraction professional experts to identify weaknesses and strengths in the functioning of the organization;
comparative analysis of different points of view of managers or management systems;
involvement of all parties and participants in the management and production process to determine the degree of efficiency.

Evaluation activity can correspond to one of the following types:

forming:
- determination of the discrepancy between the desired and the actual state of affairs;
- assessment of the production process in order to determine the strengths and weaknesses;
- assessment of the degree of achievement of the set goals.
summarizing:
- determination of varieties of products and services that bring real economic benefits in order to eliminate irrational directions;
- study of changes in the well-being of employees and customers as a result of the organization's activities;
- assessment of the ratio of costs to actually achieved economic results.

findings

Management effectiveness is an economic category that demonstrates the manager's contribution to the resulting indicator of the organization's performance. The determining indicator here is profit (namely, a comparison of the indicator that was achieved and the one that was noted in the plan for the corresponding period).

Management efficiency is critical for several reasons. The first of them is that a lot of time is spent on training this kind of personnel, and their number is quite large. In addition, top management is characterized by the highest degree of remuneration in the enterprise, which should be economically justified.

Management efficiency can be both economic (return on costs invested in production) and social (the degree of satisfaction of the population with the quality, quantity, and range of products and services). It is also worth highlighting the internal and external performance separately.

One or more approaches can be used to evaluate the effectiveness of an organization's management. Thus, the target implies an assessment of the result obtained and its comparison with the planned one for the period. If we talk about a systematic approach, then we are talking about the perception of the work of the organization as a holistic process. Multivariate assessment affects all groups that are somehow connected with the activities of the enterprise or are interested in its results. It is also worth paying attention to the approach of competing estimates, which takes into account factors of the opposite direction.

In the course of assessing the effectiveness of management, a number of criteria are used, which can be used alone or in combination. So, the main indicator is the ratio of costs and profits. Also an important role is played by the optimal ratio of production workers and regular number management personnel, as well as expenses that are regularly assigned to management. The latter indicator is important to correlate not only with the level of profit, but also with the actual volume of production (in physical or quantitative terms). Also, when calculating economic efficiency, it is important to adjust the indicators of the values of the industry coefficient.

It is important to understand that in achieving the success of an enterprise, the main role is played not only by the composition of the production personnel, but the criteria for the effectiveness of management quality are no less important. The correct organizational structure must be selected, which will ensure optimal interaction between all departments of the enterprise, as well as reducing time and communication.