What is management: a detailed analysis of the concept with comments and videos from management experts. Who is management and what does it do?

Types and levels of management is a topic relevant for any company. There is no enterprise where attempts were not made to build an effective personnel management system and, as a result, an algorithm for achieving the set goals. Competent management of various groups of specialists in conditions of constant development is a complex but necessary process.

What is management

This term is relevant when it comes to managing the activities of various groups of employees both within a particular department and the entire enterprise as a whole.

Accordingly, the people responsible for the organization of quality management are called managers. Their key task is the competent formation of the labor process, its planning, control and motivation of personnel. The result of such efforts should be timely achieved goals of the company.

Therefore, modern management is a constant desire to develop and improve the quality of work. It is worth noting the fact that professional management can produce tangible social change. An example is the growing popularity of quality education driven by the desire to get a good job.

Who is a manager

Without effective leadership, the development of modern companies is not possible.

If we use the actual meaning of the terms, then a manager can be called a manager or leader who has sufficient authority to solve various problems related to specific types of enterprise activities.

• heads of the enterprise, as well as its divisions (these can be departments, divisions, etc.);
• organizers of various types of work, acting within the framework of program-target groups or divisions;

• administrators, regardless of the level of management, whose responsibilities include the organization of the labor process, taking into account modern requirements;
• leaders of any group of specialists.

Regardless of the profile, the key task of a manager is always to manage employees for the qualitative implementation of the tasks set.

Key Features

Based on the above information, we can conclude that the essence of management comes down to planning, motivation, organization of the process and its control. In fact, this is the purpose of management.

Thus, the main functions of the leader have the following structure:

• planning;
• organization;
• motivation;
• control.

Regarding planning, it should be noted that within the framework of this function, the most relevant goals for the company are determined and a strategy for achieving them is drawn up, up to the formation of an algorithm for the work of employees at all levels.

Enterprise management at this stage includes work with several key issues:

1. Where is the company currently located?
2. Where do you need to move?
3. What exactly will this movement look like (plan, resources, etc.)?

It is thanks to planning that the company's management determines the key areas in which it is necessary to make the main efforts.

The organization of an enterprise is, in fact, the process of creating and developing an existing, as well as a new structure. In this case, the work of managers is focused on taking into account all facets of the company's internal processes in order to ensure their competent interaction. In the presence of a high-quality formation of all processes and a global algorithm for the progress of the enterprise, all employees and managers will contribute to the effective achievement of the goals set.

Also, the management system allows you to accurately determine who and what functions in the enterprise should perform.

Modern management is difficult to imagine without competent motivation. The bottom line is that the algorithm of actions and development will be successful only if all groups of employees are able to perform the functions assigned to them on an ongoing basis. To do this, managers develop a system of staff motivation, which allows you to maintain a high level of interest in the exact achievement of goals.

Management also includes control. The fact is that due to some circumstances, the processes within the company may deviate somewhat from the original algorithm and the fulfillment of the tasks set will be in question. To avoid such processes, managers pay a lot of attention to monitoring the work of their subordinates.

Top management

There are always few managers representing this category in the enterprise. The duties entrusted to them are significant. But they can be reduced to the following concept: competent development and subsequent effective implementation of company development strategies. As part of this process, senior managers make important decisions that require appropriate competence. This group of leaders may be represented, for example, by the rector of an educational institution, the president of a company, or a minister.

Considering the levels of management, it should be understood that the highest segment is responsible for shaping the course of the entire enterprise. That is, these specialists actually choose the direction of development and determine how to effectively move within the designated course. An error at this level can lead to significant financial and structural losses.

For this reason, a high level of management implies active mental activity and a deep analysis of the work of the company as a whole and each of its departments in particular.

middle link

This group of managers controls the managers of the lower category and collects information about the quality and timing of the tasks they set. Managers in the processed form transfer this information to top managers.

The middle levels of management in a company sometimes require the hiring of so many specialists that they are divided into separate groups. Moreover, the latter may belong to different hierarchical levels. For example, some enterprises form both upper and lower levels of middle management.

Such managers usually manage large departments or divisions of the company.

Lowest link

Managers in this category are also called operational managers. This group of employees is always numerous. The lower level of management is focused on monitoring the use of resources (personnel, equipment, raw materials) and the fulfillment of production tasks. At the enterprises, foremen, the head of the laboratory, the head of the workshop and other managers are engaged in such work. At the same time, within the framework of the tasks of the lower link, it is possible to move from one type of activity to another, which adds many additional facets to the work.

According to studies, due to the variety of tasks and the high intensity of work, the lower levels of management are associated with a significant workload. Those who occupy such a position need to constantly move from the effective performance of one task to the solution of another.

In some cases, one stage of work can take a little more than a minute. With such a frequent change in intraday activities, consciousness is in constant tension, which is fraught with protracted stressful conditions.

Such managers do not communicate with higher authorities very often, but they communicate a lot with subordinates.

General management features

This form of management finds its active implementation within the framework of modern capitalist society.

General management is needed when there is a need for management methods and approaches suitable for any area in various socio-economic systems, regardless of the level of leadership.

This category includes various management methods and functions (accounting, organization, planning, analysis, etc.), as well as group dynamics and mechanisms used to develop and subsequently make decisions.

General management levels

There are several levels of this form of management, which are used depending on the situation. They look like this:

• Operational. The key task in this case is the competent regulation of processes related to the production of a product in conditions of scarcity of resources.
• Strategic. As part of this direction, promising markets and relevant products are identified, the desired management style is selected, and a tool is selected to regulate the process.

• Normative. Here, the management of the enterprise is focused on developing rules, norms and principles of the game that allow the company to gain a foothold in a particular market and strengthen its position over time.

Functional management structure

This system is necessary for the organization of effective management in certain areas of the company. That is, it, unlike the general one, is not universal and covers various functions separately. This approach includes up-to-date schemes for the implementation of the company's goals, depending on the scope of management tools, type of business and social environment.

The functional management system includes the following areas of management:

• financial;
• industrial;
• investment;
• information control algorithm;
• personnel management.

All these areas are more than relevant, since the process of division of labor has led to the emergence of numerous facets of the enterprise as such. In addition, the specifics of each area of ​​business creates its own unique working conditions.

Innovation management

This scheme of management organization should be given special attention. The bottom line is that markets are constantly changing, divided into separate segments and giving life to new directions, there is a need to develop technologies and products that meet today's ever-increasing requirements. This is what this type of management is focused on.

Such a system is needed for effective management of processes related to the creation, dissemination and subsequent application of technologies, as well as products that can meet the needs of a progressive society and will have scientific and technical novelty.

In innovation management, the goal is also to create an environment that allows targeted search, preparation, and implementation of the innovations necessary to maintain competitiveness.

Outcome

Management levels and their characteristics, as well as various types of management, are an integral part of the modern economy, without which companies simply cannot meet the ever-changing market requirements.

Management is the ability to achieve goals, using work,

intelligence, motives of behavior of other people. Management- this is a type of professional activity aimed at optimizing human, material and financial resources to achieve the goals of the organization. Management is a system of scientific knowledge, recommendations based on practice

management. Management is science + experience multiplied by managerial art.

Methodological foundations of management.

General principles of methodology management are 1) dialectical approach, allowing to consider management problems in their constant relationship, movement and development; 2) abstraction, principles: unity of theory and practice, certainty, concreteness, knowability, objectivity, causality, development, historicism.

The specific foundations of the management methodology are:

- economic sciences: economic theory, institutional economics, finance and credit, accounting, marketing, economic statistics, world economy and many others;

- systems approach, which is the methodology of general systems theory. The systematic approach is based on the concept of "system", which is understood as a set of related elements, combined into one whole to achieve a specific goal;

- cybernetic approach, which is the methodology of the general theory of control (cybernetics) and representing the study of the system based on the principles of cybernetics, in particular by representing control as a process of collecting, transmitting and transforming information about the control object and the external environment; identifying direct links (through which the input command information from the control system is transmitted to the control object) and feedback (through which information about the state of the control object is transmitted to the control system): studying control processes, considering system elements as some kind of "black boxes" (systems, which, due to their extreme complexity, cannot receive a specific definition; their behavior is studied by identifying the logical and statistical relationships that exist between the input and output information available to the researcher, and the internal structure may not be known);

- situational approach. The central point of the situational approach is the situation - a specific set of circumstances that significantly affect the organization. The results of the same managerial actions in different situations can be very different from each other, so managers must proceed from the situation in which they act;

- operations research is a methodology for applying mathematical quantitative methods to justify solutions to problems in all areas of purposeful human activity. Methods and models of operations research allow you to get solutions that best meet the goals of the organization. The optimal decision (control) according to the research of operations is such a set of values ​​of variables, at which the optimal (maximum or minimum) value of the efficiency criterion (objective function) of the operation is achieved and the given restrictions are observed;

- forecasting- the science of the laws and methods for developing forecasts of dynamic systems. Various types of forecasts include: determination of future values ​​of quantities based on available data, determination of various scenarios for the development of the situation, determination of development trends in any areas of human activity, goal setting, i.e. determination of the desired future states of the organization, planning of the organization's activities to achieve the goals, etc.;

- decision theory explores how a person or group of people make decisions and develops decision-making methods that help justify the choice of alternatives from several possible ones under various situations of uncertainty and risk;

- organization theory, which answers the questions: why organizations are needed, what they are and how they are created, function, change; studies the impact that individuals and groups of people have on the functioning of the organization, on the changes taking place in it, on ensuring effective purposeful activities and obtaining the necessary results;

- psychology, which studies the patterns, mechanisms and facts of a person's mental life: education, training, motivation, personality realization, perception of the world around, job satisfaction, assessment of actions, attitude to work, forms of behavior;

- sociology, which studies society as an integral social organism; social communities and relationships between them; social processes, social organizations; interaction between the individual and society; patterns of social behavior of people; group dynamics; norms, roles, issues of status and power, conflicts, bureaucracy, organizational culture, socialization, etc.;

- social Psychology- a branch of psychology that studies the patterns of: human behavior in a social organization; relationships between people in the process of joint activities; development of the moral and psychological climate in the team; the emergence and development of collective and personal attitudes, motives, motivations; emergence and resolution of interpersonal conflicts; leadership and individual style of activity; behavior and socio-psychological adaptation of people in stressful situations, etc.;

- anthropology, which explores: the origin and evolution of man as a special sociobiological species; the formation of human races; normal variations in the physical structure of a person within these races, including in connection with the peculiarities of the environment surrounding people; ethnic characteristics, comparative values, norms, etc.,

- legal science, for example, economic and financial law;

In the system of methodology, the central place is occupied by the subsystem of research methods. Methods are methods, techniques for obtaining new and checking the truth of old knowledge. Management methods are a system of rules and procedures for solving various management problems in order to ensure the effective development of an organization. Management methods make it possible to reduce the intuitive nature of management, introduce orderliness, validity and effective organization into the construction and functioning of management systems in an enterprise.

The main general methods of conducting research in management are: 1) experiment; 2) testing, questioning and interviewing and other methods of obtaining expert information; 3) studying the documentation of the organization; 4) modeling.

Basic concepts of management.

Management methodology is based on the definition of the following concepts or

The main goal of management- ensuring the profitability and profitability of the company

through the rational organization of the production process, efficient

use of human resources, application of new technologies. Profitability

is provided by maximizing income from the sale of products/services, other operations and minimizing costs.

The implementation of the organization's goal is ensured by the following management tasks: assessment of the state of the control object; determination of specific goals for the development of the organization and their priority; development of an organization development strategy; determination of the necessary resources and sources of their provision; distribution and coordination of powers and responsibilities; improving the structure of the organization; determining the priority and sequence of decision-making; development of a system of measures in time; selection, training of personnel, stimulation of their work; establishment of accounting and control in solving tasks.

The object of management (what management is aimed at) is the organization -

a group of people whose activities are consciously coordinated to achieve common goals. The nature and properties, formal structure and behavioral aspects of the control object depend on the type, hierarchical level and functional area of ​​activity.

The subject of management(one who manages) are managers,

the entire management team of the organization. Managers are leaders, i.e. employees of the organization who have employees directly subordinate to them, they occupy a permanent position in the organization, are empowered in the field of decision-making in certain areas of the organization's activities.

Management levels. The content, forms and methods of management depend on its

hierarchical level: top, middle or bottom. Every organization is a pyramid based on a vertical and horizontal division of labor. The horizontal division of labor occurs according to the principle of specialization, focusing on the performance of a specific function in the organization (the functional area of ​​the enterprise), the division of management into levels is based on the vertical division of labor according to the principle of power, subordination and division of powers.

The tasks of management determine its functions. Management functions are a stable composition of types of management activities.

4 main control functions: planning, organization, motivation and control. In addition, two more functions are distinguished, calling them connecting processes that occur continuously in the organization and link all types of management activities: communication and decision-making.

Planning- determination of the goals of the activity, the funds necessary for this,

development of methods for achieving goals, forecasting the future development of the organization.

Organization- formation of the structure of the organization, providing it with resources: material, financial, labor.

Motivation- activating employees, encouraging them to work effectively for the sake of

achieving the goals of the organization with the help of economic and moral stimulation and creating conditions for the development of the creative potential of employees.

Control– quantitative and qualitative evaluation and accounting of the results of work,

adjustment of plans, norms, decisions.

Coordination– achieving consistency in the work of all parts of the system by

establishing rational connections between them.

Making decisions- choose from a variety of alternatives.

Communication The process of exchanging information between two or more people.

Types of management– special areas of management activity related to

with the solution of certain control problems. On the basis of the object of management, general and functional management are distinguished. The general one is to manage the activities of the organization as a whole, the functional one is associated with the management of certain areas of the organization's activities: personnel management, financial, production, innovation, international management, etc. In any organization, general and functional management exists in an organic unity, constituting an integral management system.

Based on content management distinguish strategic and operational

management. Strategic management involves the development and implementation of the organization's mission, its entrepreneurial policy, determining the company's competitive position in the market, developing a set of strategies, their distribution over time, building the organization's success potential and ensuring strategic control over their implementation. Operational management provides for the development of tactical and operational measures aimed at the practical implementation of the organization's development strategies.

Principles of effective management- general patterns and sustainable requirements, under which the effective development of the organization is ensured. Management principles include:

- management integrity- a comprehensive view of the activities of the organization as a whole, considering the organization as an integral socio-economic system;

- hierarchical ordering management processes in the organization and the principle of unity of command;

- target orientation of management- orientation of subordinates to achieve the goals of the organization;

- scientific validity and management optimization- the use of scientific methods in making managerial decisions, the search for the best ways to achieve goals;

- combination of centralization and decentralization of management- rational division of managerial labor based on the delegation of authority and the definition of responsibility of managers;

- democratization- productive cooperation between objects and subjects of management, the use of the whole range of methods for stimulating labor.

What is management and why is it needed? Basic concepts: types, functions, methods and principles of management. Management as a profession in the modern world.

Greetings, dear friend! Welcome to Dmitry Shaposhnikov, one of the authors of the HiterBober.ru website.

For more than 10 years I have managed teams of up to 1,000 people in large banks and telecommunications companies in Russia.

Today, my experience, including formed the basis of this article.

I noticed a long time ago that most people do not understand what management is and what it is for.

Below I will share with you a clear theoretical basis for this concept and practical examples from my life.

This information will be useful for both novice managers and those who want to learn more about management and effectively use this knowledge in practice.

1. What is management - a complete overview of the concept

The word "Management" in translation from English literally means "management", "administration", "ability to lead".

However, this word is not an exact synonym for "management". After all, you can manage not only a factory, but also a car or a bicycle. Management is first and foremost managing people. At the same time, a person is also engaged in control, and not an automatic machine or a computer.

The most precise definition of management is as follows:

Management- this is the management, maximum effective use and control of social or economic systems in a market economy. Initially, management developed as the art of production management, but then it was transformed into a theory of human behavior management.

In general, there are several meanings of the term "management". Here are some of them:

1. The type of labor activity, which is a management process: the continuous implementation of actions and the adoption of decisions that contribute to the fulfillment of the tasks set.
2. Actually the process of managing something - forecasting, coordination, stimulating activities, command, control and analytical work, as well as combining various methods of management activity together.
3. An organizational structure designed to manage a company, enterprise, group of people, country.
4. A scientific discipline that studies the problems of managing and managing people.
5. The art of managing people, including operational and under stress. It assumes not only knowledge of the theory, but also an intuitive understanding of human behavior.
6. The art of managing intellectual, monetary, raw materials in order to maximize the efficiency of production activities.

The above definitions of management do not contradict each other, but, on the contrary, are interconnected and reveal various aspects of this concept.

On the one hand, this is a theoretical discipline that studies the laws and principles of management, on the other hand, it is a purely practical activity aimed at the rational distribution of human and / or material resources.

World history of management development

No historian will name the exact (and even approximate) date of the birth of the science of management.

It is logical to assume that management has existed in society since the emergence of social relations. Even in the most ancient communities, people were needed who took on the functions of managing and coordinating the activities of groups.

Ancient managers controlled people in the construction of dwellings, food production, protection from wild animals and enemies.

There are 4 historical periods in the development of management as a science of people management:

1. ancient period(10,000 BC - 18th century AD). Before management emerged as an independent field of knowledge, society accumulated management experience bit by bit for centuries. Rudimentary forms already existed at the stage of the primitive communal system. Elders and leaders were the guiding principle of all varieties of activity. Approximately in the 9th-10th millennium BC, the appropriating economy (gathering and hunting) gradually gave way to the producing one: this transition can be conditionally considered the period of the birth of management. Already in Ancient Egypt (3 thousand years BC) a full-fledged state apparatus with a serving layer was formed. Later, the principles of management were formulated in their works by the philosophers Socrates and Plato.
2. Industrial period(1776-1890). As accurately as possible, the principles of public administration were revealed in his works by A. Smith. He formulated the laws of classical political economy and management, wrote about the duties of the head of state. In 1833, the British mathematician Charles Babbage proposed his "analytical engine" project, which helped to make managerial decisions more quickly.
3. Systematization period(1860-1960). The time of intensive development of management theory, the emergence of new directions, currents and schools. We can say that modern management was born during the industrial revolution. The emergence of factories led to the need to create a unified theory of management of large groups of people. For these purposes, the best workers were trained to represent the interests of local management - they were the first managers.
4. information period(1960 - our time). Today, to make managerial decisions, it is necessary to process a huge amount of information. Management is a logical process that can be expressed mathematically. Various approaches to management are practiced, based on the principles of loyalty to working people and business ethics.

Management as a science and applied activity continues to develop and improve. No leader in our time can manage people, finances, production processes without a theoretical base and practical management skills.

2. Main goals and objectives of management

For those who have not had experience in managing at least 2-3 subordinates, it is difficult to understand what management is and why this science should be studied long and hard. It would seem that everything is extremely simple: subordinates work, and the manager observes and indicates what they should do to increase productivity and increase the company's income.

In fact, everything is much more complicated: in order to give the right indication, you need to clearly understand the essence of production processes. Management must be as efficient as possible, otherwise it will bring losses and harm instead of benefits.

Any manager must base his work on knowledge of scientific principles and understanding of the current situation.

For example

The HR manager in a printing house must not only be able to manage printers and operators of printing equipment, but also be well versed in the printing business.

One more example

It is urgent to take out the goods from the warehouse and load it into the transport. A qualified manager will order the goods to be taken out of the treasure in advance and distributed on the loading area in a certain way - large and durable - closer, fragile and small in size - further. When the truck arrives, the movers will quickly move the goods onto the truck in the order in which they are located.

An inexperienced or lazy manager will not take care of the preliminary work at all, so the loaders will have to drag goods from the warehouse for a long time without any system.

The main goal of management- harmonious and well-coordinated work of the organization, the effective functioning of its external and internal elements.

The specific content of management is influenced by 2 groups of factors:

• General development trends of the company;
• Territorial or national economic factors.

Local management tasks are subordinated to the main goal.

Support tasks include:

• development and survival of the organization, maintaining its market niche and focusing on expanding the sphere of influence;
• achievement of the set results, ensuring a specific level of profit;
• creation of conditions necessary for the stable existence of the organization;
• overcoming risks and forecasting risky situations for the company;
• monitoring the effectiveness of the organization.

The management of the activities of a company or a group of people is carried out taking into account the potential capabilities of the organization and the constant correction of production processes. At large enterprises, management is divided into 3 interacting links - higher, middle and lower.

3. 7 main types of management

Types of management- These are specific areas of management associated with the solution of specific problems. There are 7 main types of management - let's look at each of them in detail.

View 1. Production management

The term "production" should be understood as broadly as possible: it can refer to a commercial firm, a bank, a factory.

Production management is responsible for the competitiveness of the services and goods provided by the company. The effectiveness of such activities is determined by the accuracy of strategic forecasts, the organization of production, and a competent innovation policy.

The production management specialist performs the following tasks:

• monitors the operation of the system, timely detects failures and malfunctions;
• eliminates conflicts within the organization and is engaged in their prevention;
• optimizes the volume of products;
• monitors the rational use, loading and serviceability of equipment;
• controls labor resources, is responsible for discipline and encouragement and takes into account the interests of the employees of the organization.

The main task of such a specialist is the effective combination of the company's capabilities with its long-term goals, as well as the management of the production process.

View 2. Financial management

Enterprise financial management.

The financial manager is responsible for the budget of the organization and ensures its rational distribution. The tasks of such a manager include the analysis and study of the company's profit, its costs, solvency and capital structure.

The purpose of financial management is obvious - to increase the profits and welfare of the organization through an effective financial policy.

Local tasks of the company's money management specialist:

• optimization of expenses and cash flow;
• minimization of financial risks of the enterprise;
• accurate assessment of financial prospects and opportunities;
• ensuring the profitability of the organization;
• solving problems in the field of anti-crisis management.

In other words, the financial manager makes sure that the company does not go bankrupt and brings a stable profit. The principles of financial management can also be used individually, managing your own funds.

Type 3. Strategic management

Strategy– development of methods and ways to achieve goals.

Therefore, strategic management is the development and implementation of ways for the development of the company. A specific plan of action is already determined by tactics.

Suppose the goal of an organization is to maximize revenue. Strategic measures to achieve this goal can be different: to become the best manufacturer in its niche in terms of quality, increase production volume, expand the range. Methods for solving these problems will also be different.

For example, when implementing a product quality improvement program, the enterprise will need to introduce the position of a full-time control manager or open an entire department responsible for the functionality and compliance with product standards (QCD).

View 4. Investment management

As the name implies, the task of investment management is to manage the investments of enterprises. This type of manager is engaged in the profitable placement of existing investments and attracting new ones.

The specialist's work tool is an investment project (long-term business plan). This also includes fundraising.*

Fundraising- this is a search and receiving money from sponsors, attracting grants.

View 5. Risk management

Since commercial activity is inevitably associated with risk, it is necessary to calculate in advance the possible losses from production processes and correlate them with the expected profit.

Risk management is the process of making and implementing management decisions aimed at minimizing losses and reducing the likelihood of adverse consequences.

Risk management is carried out in stages:

1. The risk factor itself is identified and the scale of its possible consequences is assessed;
2. Methods and tools for risk management are selected;
3. A risk strategy is developed and implemented, aimed at minimizing damage;
4. The primary results are being assessed and the strategy is being further adjusted.

Competent risk management significantly increases the competitiveness of the entity and protects it from unprofitable activities.

View 6. Information management

A specific area of ​​management that emerged as an independent industry in the 70s of the 20th century. Information management is responsible for collecting, managing and distributing information. This type of activity is carried out in order to predict the expectations of the client and provide the organization with up-to-date information.

Modern information management is a management activity based on computer technology.

Today it is much more than document management and office work: information management refers to all types of information activities of a company, from internal communication of employees, ending with the provision of information about the organization to society.

View 7. Environmental management

A part of the corporate governance system that has a clear organization and implements programs and measures for environmental protection. The environmental policy of each company is regulated by legislation and various regulations.

This type of management is based on the formation and development of ecological production: this includes the rational use of natural resources, activities aimed at preserving the quality of the natural environment.

This also includes a course to reduce the waste of the enterprise and their rational processing. Environmental management systems operate in most enterprises of the civilized world; Our country does not lag behind: in the Russian Federation, the number of such organizations is growing every year.

4. Disclosure of the main components of management - concepts and definitions

Here we will consider what management actually consists of and what its main functions are.

1) Subjects and objects of management

The subjects of management are the managers themselves - managers of various levels, holding permanent positions and having decision-making powers in various areas of the organization.

Management objects are everything in relation to which management is carried out - production, sales, finance, personnel. Objects have a certain hierarchy: you can direct management to your workplace, structural unit (group, team, site), subdivision (workshop, department), organization as a whole.

2) Functions and methods of management

General functions reflect the main stages of the process of managing the work of the organization at all its hierarchical levels.

Competent and effective management involves the implementation of the following functions:

• goal setting;
• activity planning;
• work organization;
• activity control.

Often include additional functions - motivation and coordination. Functions are also divided into socio-psychological and psychological. Both groups complement each other and create an integral system that allows you to control the work of the organization at all levels.

Management methods are:

1. economic(state regulation of the activities of organizations, market regulation);
2. Administrative(methods of direct action based on discipline and responsibility);
3. Socio-psychological based on the moral stimulation of the staff.

Within the same company, different management methods can be combined and applied depending on the current situation.

3) Models and principles of management

It is more convenient to provide complete information about the principles of management in the form of a table:

5. Profession manager - how to become a successful leader

What is a manager?

The dictionary definition reads:

Managers They are leaders who manage subordinates. Managers can be considered foremen, heads of sections and departments, shop supervisors. This average And inferior(line) link of management. Higher link - heads of enterprises, companies, public authorities. They are also called "top managers".

Top managers make the final decisions, and middle and line managers make those decisions a reality. Top management is also involved in defining the goals of the organization.

Let's say the head of the company makes a decision for the enterprise - to reach the leading positions in its industry in the current quarter. By what methods this task will be implemented, depends on the middle managers and line managers.

Managers are called both managers and managers - persons involved in management. Managers must have a certain number of people subordinate to them.

Today, managers are also called workers whose professional activity is in contact with people. Such specialists often do not have subordinates, but are in direct contact with clients and partners of the organization. This type of activity is carried out, for example, by office managers, sales floor managers.

In fact, any person, with the exception of infants and bedridden patients, is the manager of his own affairs: he is forced to constantly plan, manage his resources.

Time is the main resource for each of us. It can be put to good use, or it can be wasted. It follows from this that knowledge of the theory and practice of management is useful to each of us, and not just to executives.

In the modern business world, the concept of time management or "time management" is distinguished. This area of ​​knowledge involves the effective planning of your time and its competent distribution.

One of the founders of this science is a popular Western author. His book "Effective time management" popular all over the world among managers and just business people who want to competently organize their personal time.

Brian Tracy on time management:

In specialized literature, the concept of "manager" is often opposed to the term "performer". Thus, in a narrower sense, a manager can be called someone who has at least one subordinate under his command.

In production, managers are a kind of frame structure on which the work of the entire company rests. The profits of the enterprise, relations within the team, and the prospects for the development of the company directly depend on the talent of managers.

To become a successful manager, one must have excellent theoretical training and have developed communication skills. The leader must be knowledgeable, fair, reliable and accessible for dialogue with subordinates.

7 golden tips:

1. Build interpersonal understanding. Leaders must be able to understand their subordinates and superiors. To do this, the manager must be able to communicate and take a genuine part in the lives of his employees and colleagues. No wonder this principle is in the first place, because it is precisely healthy relationships between you and the wards will bring the "ripe fruit" of joint activities.
2. Learn to motivate those around you. It is clear that there is no common incentive for all, therefore the principles of employee motivation must be constantly improved and changed. You must be very clear about the wants and needs of the people. Everyone has different values, it is important for someone to get an extra day of rest for a vacation, and someone needs financial encouragement, and the third just needs help to solve a psychological problem.
3. Keep feedback. Constantly interact with subordinates, make communication regular: this will help to keep abreast of production affairs. The ability to communicate and communicate their ideas to the most peripheral employee of the company (including cleaners and watchmen) will ensure that employees understand their tasks and goals.
4. Improve skills and techniques of influence. An effective leader is not one who can force, but one who can convince subordinates that working for the good of the company is beneficial for them.
5. Learn to plan. The ability to work out strategies at the stage of their creation is a necessary quality for a leader. When planning, be sure to discuss your projects with employees - this will make your work easier, and at the same time keep your subordinates interested in the company's affairs.
6. Awareness. A good manager always knows what is happening in the organization, how its structure is arranged, what is the internal culture of the corporation. Knowledge of unofficial methods of work and other "secrets of the inner kitchen" is especially useful.
7. Creativity. Connecting the imagination where the employee sees only the job description is a necessary quality of a successful leader. Sometimes an employee, when a production issue arises, does not see the problem in the future: the manager must have such a vision and be able to make non-trivial and non-standard decisions.

A successful executive never reacts to a situation, he necessarily comprehends it (sometimes it is necessary to do this instantly) and only after that makes a deliberate and competent decision.

Ideal manager- a person who is interested in his work, has stress resistance, self-control, knows the theory of management and knows how to put his knowledge into practice.

2) Where can you learn management

You can learn management professionally today in the leading universities of the Russian Federation - in particular, at Moscow State University, the Financial University under the Government of the Russian Federation, at the Plekhanov Economic University, the State University of Management and other educational institutions.

There are also textbooks (A. Orlov "Management", R. Isaev "Fundamentals of Management"), schools and classes for those who want to improve their skills, as well as video courses that can be watched for free on the World Wide Web.

Separately, it is worth highlighting the online school of Business and Personal Development by Alex Yanovsky (you can find a lot of videos on YouTube). Here you can learn to think in terms of making the right decisions, learn management, entrepreneurship, make new friends and like-minded people.

6. Outstanding managers in the history of mankind

Here I will briefly give a few biographies of prominent managers of the 20th century.

1) Jack Welch - General Electric Company

This man became a legend in American entrepreneurship. After spending exactly 20 years as CEO of General Electric, he turned a hulking corporation into a global player in the world economy and was recognized as the best manager of the 20th century.

Welch's principle states: if a company is not a leader in its industry, it should be sold.

Guided by this principle, the head of GE consistently got rid of unprofitable and unpromising firms owned by the corporation and radically reduced the number of employees.

Welch tried to get more out of fewer people, and he succeeded. There were fewer employees, but they began to work better. To motivate workers, Welch invested millions of dollars in corporate gyms, recreational facilities, and guest suites.

2) Henry Ford - Ford Company

The creator and head of one of the world's largest corporations was the first to put the production of cars on a conveyor basis. He holds the honorary title of father of the modern automotive industry.

As the head of a self-created company in 1903, Ford was the first to understand the importance of good marketing of his products to increase profits.

In those years, the slogan “A car for everyone” was perceived, to put it mildly, without much enthusiasm (the slogan “an airplane for everyone” would look something like this now), but Ford managed to first shake public opinion, and then completely change it.

Ford was one of the first industrialists to understand that in order to increase productivity, one should motivate his workers with the dollar: the salaries of employees at his enterprise were the highest for their time. In addition, he introduced an 8-hour shift and paid holidays at his factory.

3) Konosuke Matsushita - Panasonic

The father of the world famous brand of electronics and household appliances came into big business with a capital of 100 yen. Starting with the production of circuit boards for fan insulation and bicycle lamps, Matsushita has gradually developed his company into a world leader in the electronics industry. He saw the mission of the company in improving the standard of living of people and serving society.

Panasonic Corporation owes much of its success to the creative approach of the head of the company to marketing and product promotion.

In addition, Konosuke was the first among the leaders of Japanese companies of this level to understand that the value of an enterprise is equal to the value of its human factor. Without motivated and properly directed personnel, any firm falls apart and does not work as a whole.

The term "management" has become widespread not only in the economy, but also in the sphere of social and political relations. The word "management" management) is derived from English Manage"manage". In turn, the latter got its root from the Latin word Manus which means "hand". With the development of civilization, the content of the concept of management has been transformed and combined all the variety of requirements for management as the art of doing business and the style of work.

Control- this is a function of biological, social, technical and organizational systems, which ensures the preservation of their structure, supports a certain mode of activity.

Allocate control:

• social system;
• machine control;
• technical management;
• management of production and technological processes;
• organizational management.

Management is at the same time the sphere of human knowledge, and the sphere of managerial decision-making, and the category of people (social stratum) united in an economic, competitive management system in modern society.

It can be viewed from three points of view:

1. as a synonym for the term "organization management" regardless of its size and activities;
2. as an equivalent of the expression "management of the national economy in the highest echelons of administration": in the state, sectoral and regional sections of economic activity;
3. as an analogue of the term "team leadership".

We understand management at the micro level of management as the management of general activities in such socio-economic systems as enterprises and their divisions, firms, banks and other organizations.

In a simplified sense, management is the ability to achieve goals, use labor, intellect, motives for the behavior of other people.

Management is a function, a type of activity for managing people in various organizations. It is also an area of ​​human knowledge that helps to carry out this function. Management as a collective of managers is a certain category of people, a social stratum of those who carry out management work.

The task of management is the creation of conditions under which it is most likely and favorable to achieve the goals of the organization.

The object of management are individual entrepreneurs and labor collectives, which have the form of enterprises, associations, associations, joint-stock companies and the like.

Management subject— the structure of organizational, managerial and interpersonal relations.

Management approaches

In the process of development of management as a science, there were several approaches to management.

Approach in terms of identifying different schools and teachings considers management as an evolution of managerial thought.

Process approach considers management as a process, that is, work to achieve goals with the help of others. It is a series of continuous interrelated actions, each of which is a process in itself. They are called managerial functions, each of which is also a process, because it consists of a series of interrelated actions. The control process is the sum total of all functions.

A. Fayol believed that there are 5 initial functions:

1. anticipate and plan;
2. organize;
3. dispose;
4. coordinate;
5. control.

Systems approach suggests that leaders should view the organization as a collection of interrelated elements such as people, structure, tasks, and technology that are oriented towards achieving different goals in a changing external environment.

situational approach assumes that the suitability of different management methods is determined by the situation. Therefore, the central moment - the situation - a specific set of circumstances that strongly affect the organization at a given time. Since there are a large number of factors both in the organization itself and in the environment, there is no single best way to manage an organization. The most effective in this situation is a method that identifies and takes into account the main internal and external factors that affect the functioning of the organization.

Target approach assumes that the object of orientation - the goal - is a criterion for the effectiveness of the management system. In the process of organizing work, a system of goals is formed in the control object. The main goal is singled out (associated with the conditions of consumption of any product, the existing orientation of needs). The system of subgoals - the activity of the control object is divided into areas: commercial, industrial, economic, financial, social, management activities.

Program-targeted approach assumes that the goal is transformed by management into a program (a list of activities with specific performers). The main activity of the control object is the implementation of the program, and the subject - in its coordination.

Results Approach- freedom of creativity, a high level of responsibility are decisive. Built on the same philosophy of the company (quality-result). At the heart of it is the transformation of a goal into a result.

Personal approach considers a person as an object of orientation. It is important to know the person, the team, to reckon with the opinion of the team. The theory of motivation is used. The problem of social responsibility of the administrative apparatus is of great importance.

Coordination approach. The main task is to bring the complex production system into unity. , balance of goals, results, resources and interests.

A complex approach— synthesis of all approaches.

Since the development of management as a science and art continues, the number of approaches is constantly increasing.

Types of management

Depending on the field of activity, there are different types of management: general (administrative) management, sectoral, organizational, functional, entrepreneurial, international and others. In particular, we can talk about marketing management, financial, personnel, production, transport, operational and strategic.

General management- management, which is carried out by all managers who are responsible for setting goals and formulating policies, for issues related to planning and organization, control and management of the enterprise. In this case, such terms as "top management", "administration" are often used. The role performed by him is the overall management of the organization.

- contains such activities as: determining the financial structure of the company, its needs for financial resources, identifying all alternative sources of financing and evaluating them. Its tasks also include the practical receipt of financial resources from the selected sources of financing and the effective use of the withdrawn funds.

- management activities of managers associated with the formation of the mission of the enterprise, including the definition of its goals, philosophy and long-term strategies, attitudes and orientation of development, the formation of an image that will meet the requirements of the external environment and the internal needs of the enterprise.

Industrial management covers all spheres of the economy: production, distribution, exchange and consumption of material goods. The subject of study is the management systems at the enterprise, management mechanisms for influencing production. The field of study is industrial production.

Operations management- managerial activity, primarily of lower-level managers (foreman, foreman), which consists in direct management of the work of employees in accordance with the enterprise strategy by developing tactical measures, implementing operational plans, production schedules, etc.

One can also talk about business management, construction management, art management, trade management or others. However, despite certain differences, common to all types is that managers have to deal with the same resources: personnel, financial, raw materials and labor resources.