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Introduction………………………………………………………………………..2

The concept of new public management……………………..…3

Basic approaches of public management. Management decisions………………………………………………………………………...3

The concept of new public management……………………..6

New public management: development and formation in the Russian Federation ....9

Conclusion………………………………………………………………………12

List of sources used……………………………………….13

INTRODUCTION

Control. The desire to manage and the ability to manage are like two sides of the same coin, the essence of one, but diametrically opposed. If one does not coincide with the other, then achieving success becomes an unattainable goal.

With regard to the state and the peculiarities of management in public service, as in a service authorized to be a link between the state and society, the desire to manage is observed in the vast majority of those admitted to public service, but this does not add to the ability to manage.

Such methods reflect the true features of the public service and its management in Russia, but in no way contribute to its development and improvement. The organization of mutually beneficial and effective cooperation with the private sector and the public requires a reorganization, or rather, a restructuring of the public administration system.

Public management emphasizes the need to use modern management technologies and the increased role of market relations in the public sector.

Public management is a system of modern approaches to the management of the state, focused on results, rather than procedures, and accumulating the latest management technologies that have shown their effectiveness in business.

THE CONCEPT OF NEW STATE MANAGEMENT.

1. MAIN APPROACHES OF STATE MANAGEMENT. MANAGEMENT DECISIONS

In the theory of public administration, there are four main approaches to formulating the basic principles of public administration:

1. legal approach;

2. political approach;

3. managerial approach;

4. "Pesik's approach";

5. "The Cat Approach"

According to the legal approach, the key values ​​of public administration are the values ​​of the rule of law, the protection of the rights of citizens. A civil servant is subordinate not so much to his leadership as to the requirements of the rule of law and the Constitution.

According to the political approach, the main task of public administration is the best possible embodiment of the will of the people. Civil servants must be politically responsible (accountable), receptive to the current interests of citizens. In order to realize this, it is sometimes proposed to implement the concept of "representative bureaucracy", in which the executive authorities should be a miniature social model of society. It is assumed that in this situation it will be easier for the departments to take into account the interests existing in society, and the opportunities for discrimination of certain groups will be reduced.

According to the managerial approach, the main values ​​of public administration should be efficiency, economy and efficiency, formulated, if possible, in a quantifiable (measurable) form. The main problem posed in this approach is how to provide the desired result at the lowest cost or, alternatively, how to get the maximum result at a given cost. A characteristic feature of this approach is the use of the concept of "public management" as a synonym for the concept of "public administration".

One of the newest approaches to public administration - the "Pesik approach" - was formulated by the Polish political scientist Przech Pesik at the XX World Political Science Congress in 2001. According to this approach, public administration should be convenient for society and not violate the rights of systemic health organizations, which is important for foreign policy stability.

Common to all four approaches is the problem of the compliance of the actions of civil servants with the principles formulated in advance:

adherence to the principle of the rule of law (legal approach);

following the will of the people (political approach);

following the goal of obtaining the desired socio-economic result (managerial approach).

The assessment of how this problem is solved is called the quality of public administration. Each approach uses as the main different indicators of the quality of public administration.

Analysis of public administration is possible through the following classification. Public administration is exhaustively reduced to the adoption of the following three types of public administration decisions:

A decision drawn up in the form of a normative legal act: Constitution, law, etc.;

A decision drawn up in the form of a non-normative legal act, an action (inaction) taken in accordance with a normative legal act;

A decision drawn up in the form of a non-normative legal act, in pursuance of which a decision of the first type is made.

By degree of impact largest scale actions and significance are state management decisions of the first type. This impact can be destructive (when there are destabilizing factors or imperfections in the legislation) or constructive. The collapse of the economy of a modern state goes through the low quality of the three types of state management decisions, and the revival - through their high quality. On the basis of such a classification, in 2012 the Concept of the public administration system was developed, which is fundamentally different from the systems existing in the world today.

CONCEPT OF NEW STATE MANAGEMENT

New public management as a concept and model of public administration took shape in the 80s. It was a response to the crisis in public administration, built on the principles of bureaucracy, hierarchical organization, centralization, stability of the organization and public service, unity of management, administration. In many respects, the concept of new public management and the corresponding reforms were stimulated by criticism of the costly nature of the welfare state policy and a sharp drop in public confidence in public administration.

The most active market concept of public administration is being developed in Great Britain, the United States, New Zealand, Canada and has its supporters in France, Germany, the Nordic countries, and Japan.

The market type of public administration expressed itself quite clearly in the administrative reforms of the 1980s and 1990s in a number of countries around the world. This process has been expressed in terms of the transition from public administration to public management. In relation to the theory of organization, it is characterized by two main points: an increase in the independence of the lower floors of hierarchical state organizations and a shift in emphasis from the actual organization of the organization to its relationship with the environment.

Features of the transition to public management find expression in a new criterion for the effectiveness of the public administration system, focused on the quality of services and profitability.

The new public management opposes the concept of the administrative state and uses the concept of "leadership" rather than "administration" or "management / government" to describe the essence of public administration.

The new nature of public administration is not to provide public services by ourselves, but to skillfully direct this process, involving the forces and resources of the community. It is not administration that is necessary here, but the establishment of interaction between the state and society to satisfy public interests.

Leadership is understood as a system of cooperation between public, state and international institutions, private, state and mixed structures to ensure the satisfaction of public interests and the solution of public problems. The state assumes the initiative function of cooperation, becoming a partner of the emerging cooperation, and not an exclusively dominant and powerful institution that imposes its own standard of activity.

In the theory of public management, market models of regulation are taken as a basis. The market model of behavior is considered acceptable for civil servants at all levels. Motivation and evaluation of their activities is built as if they were participants in market operations. The very structure of the public sector management organization is considered by analogy with the structure of the business organization. Public administration, according to market approach supporters, should be entrepreneurial.

It is argued that in terms of management there are no significant differences between the public and private sectors, and therefore, public and private organizations can be managed more or less equally.

With a new organization of management, it is necessary to move from assessing the effectiveness of the management process to assessing the effectiveness of the result of management, and, consequently, to reduce costs and increase the profitability of state organizations.

Public administration in the organization of public services should give priority to private business, competitive supply and the contract system. At the same time, it is necessary to move from traditional long-term and poorly specified contracts to short-term and more specific contracts.

The attitude towards the consumer of public services presupposes market characteristics. The consumer is treated as a buyer of public services, with all the ensuing consequences.

The main emphasis in reforming the administrative and public administration towards the introduction of managerial methods and structures is placed on decentralization and deconcentration. The principle of decentralization implies the delegation of authority and responsibility to lower levels of management. The principle of deconcentration means the creation of many independent agencies and the weakening of hierarchical ties.

In the concept of new public management, the concept of efficiency plays a significant role. First, we are talking about the economic understanding of efficiency. Public management is "results-oriented management". New public management includes the concepts of productivity and economy in the activities of public administration. This means that with a reduction in public spending, the result of the state's activities (services, quality of life, security, etc.) should increase.

The concept of new public management, developed in the 80-90s, is subject to serious criticism for its economism, lack of interest in ethical issues, and downplaying the importance of the specifics of the public sphere. However, this concept has been at the heart of administrative reforms in many countries; it was an effective response to the crisis of the bureaucratic management model.

NEW STATE MANAGEMENT: DEVELOPMENT AND FORMATION IN RUSSIA

The ideas of the new public administration are quite well known in Russia and were actively used in the formulation and implementation of a number of reforms adopted in the process of reforming the Russian public sector. These include the introduction of top-level hired managers in some municipalities, performance-based budgeting, the transition to program-based budgeting, requiring authorities to declare their goals and results, attempts to intensify competition in the provision of services, including the creation of conditions for this through the transition to normative financing on the principle of "money follows the client" and changes in the organizational forms of public sector institutions. The famous administrative reform of 2004, which is considered to be rather unsuccessful, also belongs to them. Should the New Public Management (NPM) be blamed for this, or was the implementation of the reform insufficiently developed and consistent? The separation of policy-making authorities (ministries) and service-organizing agencies is certainly part of the GPS recommendations. However, such secession must be balanced by measures to prevent independent agencies from being taken over by industry special interest groups, from the possible avoidance of agencies from fulfilling their functions, or, conversely, from overly broad interpretation of these functions in order to expand their scope and influence. Such measures typically include statutory limits on the scope of the agency, control of its budget, a policy of appointments to senior positions, and regular evaluation of their incumbents. The principal in such matters is most often the legislature and its commissions. The weakness of this branch of power in Russia makes it impossible for it to perform these functions, which in this case are assigned, officially or informally, to the ministry and government apparatus. Sooner or later, the question arises of how independent such agencies are and whether it is necessary to "fence the garden" and produce transaction costs of interaction between the ministry and the agency, if one can simply return to the "intra-ministerial" provision of services. Opposition to administrative reform was also based on the widely held view that competition in the provision of public services is expensive and not many countries can afford to improve service quality. This opinion, which was also expressed by representatives of the Russian government, is quite controversial and requires empirical confirmation. It must be admitted, however, that cost reduction is not at all the main goal of introducing GPS elements. Giving choice to the customer, driving innovation and improving quality are indeed priorities. But one cannot a priori speak of high cost if the comparison is with operating system unfunded government obligations. The effective implementation of GPS (as well as any other management system) requires preliminary adjustment of the guarantees provided to the population and the funding allocated to ensure them. It is widely believed that the new public management involves the decentralization of the decision-making system and the search for reserves to improve efficiency at the level of public organizations or even their subdivisions. This is true only to the extent that decentralization correlates with top-down administrative coordination through prescribing a system of target indicators to subordinate organizations, setting rules for budget planning and control, and appointing the heads of these organizations. One of the clearest illustrations of this in the Russian Federation is a set of changes in the management of higher education, implemented since 2006–2007. Although the Ministry of Education and Science of the Russian Federation (MES) did not formally declare the use of GPS methods as a guide to action, the GPS principles already known to us can be used to describe the idea of ​​reforms.

One of the popular recipes for supporting higher education was to maintain autonomy while dramatically increasing federal funding.

CONCLUSION

Public management is the activity of public authorities and their officials in the practical implementation of the political course developed on the basis of appropriate procedures. Activities in public administration are traditionally opposed, on the one hand, to political activities, and on the other hand, to activities to formulate a political course.

Osborne and Gebler identified 10 principles of new public management:

Be based on the principles of competition between suppliers public services, focusing on productivity growth and price reduction with required quality provided public goods.

Transfer control over the activities of government agencies from the hands of officials directly to local communities.

Evaluate work public institutions Not in terms of costs, but in terms of results.

Give consumers the right to choose service providers.

Use strategic planning and forecasting to prevent problems from occurring.

Earn more than spend.

Focus primarily on coordinating the actions of all sectors of society to solve emerging problems, and not on the desire to provide direct services to the population.

Be guided by goals and objectives.

Move from hierarchy to cooperation and teamwork based on decentralized management.

Give preference to market levers over administrative mechanisms.

LIST OF USED SOURCES

1. Abrosimova M.A.: Information Technology in state and municipal administration. - M.: KNORUS, 2011

2. Shilov V.N.: Politic system Russia. - Belgorod: NRU BelGU, 2011

3. Omelchenko N.A.: History of public administration in Russia. - M.: Prospect, 2010

4. Vasilenko I.A.: State and municipal management. - M.: Yurayt, 2010

5. Ivanova E.V.: State management of informatization in Russia. - Belgorod: BelGU, 2010

Quality management at enterprises is carried out with the aim of continuous improvement of products and services provided. It is also aimed at bringing goods in line with state and international standards. The basics of quality management regulate the most important points that allow you to meet the needs of consumers and ensure an appropriate level of safety.

Concept definition

The essence of quality management can be defined as a purposeful activity of managers and employees of an enterprise to influence the production process in order to continuously improve product quality. This activity can be carried out by both senior management and ordinary personnel.

Quality management is an element overall structure management and an integral part of any production. This branch is responsible for developing a clear policy regarding quality, setting goals, as well as defining the tasks through which they will be achieved. There are certainly processes such as planning, as well as ensuring all necessary conditions and supplying resources to meet product standards.

It should be noted that quality control is carried out at each stage. life cycle one product or another. This process starts at the idea and development stage. project documentation. And even after the product is sold and put into operation, quality managers collect certain information in order to improve the next batches.

The object of quality management is directly the production process, which begins from the moment the idea for the manufacture of a particular product arises. And the subjects are the heads of the enterprise, which include both top management and heads of individual departments. The process itself implies the consistent performance of a number of functions: planning, organization, coordination, motivation and control.

Development of quality management

Quality management is constantly being improved. The development of management has gone through several historical stages:

• Until the end of the 20th century, there was individual control. Each manufacturer independently evaluated its product for compliance with the original sample or project.
• Already by the beginning of the 20th century, the need for the distribution of responsibilities became obvious. This is how shop control arises, which implies assigning an individual area of ​​responsibility to each of the workers.
• At the next stage, we can talk about the emergence of administrative control, which implies the direct participation of top management in quality management processes.
• With the growth of the scale of production, it becomes necessary to create separate technical control services at the enterprise, which not only assess the compliance with the standards of the final product, but also monitor the entire production process.
• Since there is a need for a qualitative and quantitative assessment of production results, statistical methods are beginning to be used.
• A system of universal control is being introduced. This refers to the involvement of employees at all levels in quality management.
• At the beginning of the 21st century, the international organization ISO is created, which deals with the standardization and certification of products.

How quality is managed

The process of quality management in each individual company can be carried out in different ways. However, there is a standard scheme that guides the actions of leaders various levels on this issue.

So, speaking of senior managers, it is worth noting that their responsibilities include comprehensive interaction with external environment. It implies a timely response to changes in standards, as well as legislative acts. Also on the shoulders of senior management lies the responsibility for developing policies and defining action plans aimed at improving product quality.

Speaking about the duties of middle managers, it is worth noting that they comply with all decisions and orders of the directorate regarding compliance with quality standards. They directly influence the production process and control all its stages. If top management determines the strategy, then middle management builds operational short-term plans based on it. We can say that certain levels of quality management are formed that correspond to the general hierarchy in the organization.

Such an enterprise policy as total quality management is characterized by a number of features:

• the company's strategy is aimed at improving quality, which is reflected at all levels of management;
• staff motivation is aimed at making them interested in improving product quality;
• the mechanism and process of production is flexible enough to ensure its rapid adaptation to changing standards and customer needs;
• implementation of production activities in accordance with generally accepted international standards;
• compliance of control systems modern theories and approaches;
• mandatory certification of all types of products.

Quality management system

The enterprises have a certain structure, which implies the interaction of all levels of management in order to ensure the proper quality of products. This is one of mandatory conditions dictated by current market conditions. This phenomenon is known as a quality management system, which is guided by a number of principles:

• clear communication should be established between the heads of various departments;
• quality management should use a systematic approach;
• it is necessary to distinguish between the process of product development and the process of its direct production;
• this system should perform a limited number of functions that would clearly separate it from others available in the enterprise.

It is worth noting the annual increase in competition in the market. One of the main aspects of this process is the compliance of goods with quality standards. As a result, enterprises began to pay more and more attention to this aspect of production. In this regard, there is a need for a certain material base, as well as modern equipment and technology. However, the most important point is the staff. It is important to introduce the right system of motivation, as well as such a management philosophy, in which each employee will feel personally responsible for the final characteristics of the product.

Such a quality management system requires significant efforts, which largely depend not only on the scale of production, but also on the type of products produced. Also, management is required to continuously respond promptly to any changes in the international standards ISO 9001, as well as various industry documents.

Quality management methods

Quality is a fairly broad and capacious category, which has many features and aspects. One of these features can be considered quality management methods, the list of which is as follows:

• Administrative methods are some directives that are mandatory. They should include:
  • regulation;
  • norms;
  • standards;
  • instructions;
  • leadership orders.
• Technological method - consists in both separate and cumulative control over the production process and end result. To this end, all kinds of modern engineering tools are used, which are being improved every year. The most objective results are characterized by automated devices that measure and evaluate certain parameters without the participation of the employees of the enterprise.
• Statistical methods - based on the collection of digital data on the output of products, as well as its quality indicators. Next, the results are compared for different periods in order to identify a positive or negative trend. Based on the results of this analysis, a decision is made to improve the quality management system.
• The economic method consists in assessing the cost of measures aimed at improving the quality, as well as the financial result that will be achieved after their implementation.
• Psychological method - implies a certain impact on the workforce, which consists in the desire of workers to the highest quality standards. This is where self-discipline matters. moral atmosphere in a team, as well as an assessment individual characteristics each of the workers.

In order for the actions in the field of quality control at the enterprise to be successful, it is recommended to combine these methods and carry out work on quality management in a comprehensive manner.

Functions

The following quality management functions can be distinguished:

• forecasting - implies the definition based on a retrospective analysis of future trends, needs and requirements in the field of product quality;
• planning - involves the preparation of promising documentation regarding new types of products, future quality levels, improvement of technology and materials (there is a development of a certain reference product or production method, the quality level of which production should strive for);
• technological quality assurance, which implies full preparation for the start of the production process;
• metrological support - implies the definition of standards and bringing to them all objects related to production;
• organization - includes ensuring interaction not only between individual structures of the enterprise, but also between the internal and external environment;
• ensuring stability - consists in the constant striving for a certain level of quality, as well as the elimination of all shortcomings and deviations identified in the production process;
• quality control - aimed at identifying compliance between the planned and achieved level, as well as compliance with its stated standards;
• analytical function - involves the collection and study of information about the results of the enterprise;
• legal support - is to bring all systems and processes in the company in line with the law;
• stimulating the improvement of the quality level - includes the motivation of employees.

It should be noted that the functions of quality management, with the exception of specific items, largely overlap with the basic functions of management.

Basic principles

The principles of quality management are the basis of the system of international standards, and they can be described as follows:

• the production strategy must be entirely consumer-oriented (this applies not only to the range, but also to the level of quality of goods);
• the management of the enterprise is responsible for providing the necessary conditions to achieve a given level of quality;
• all personnel of the company - from the highest to the lowest level - should be involved in the process of improving the quality of products, for which a system of motivation and incentives should be used;
• quality management should be carried out on the basis of a systematic approach, which consists in the perception of all departments of the enterprise in their inextricable relationship;
• it is unacceptable to set the final limits of quality, but should be guided by the principle of continuous improvement of its level;
• the adoption of any decisions related to changes in production technology in order to improve product quality should be justified by figures that characterize the economic feasibility of introducing certain innovations;
• in an effort to improve the quality of the final product, it is worth demanding the same from suppliers of raw materials, materials, as well as machinery and equipment.

Compliance with these principles is the key effective organization quality management.

Conditions

In order to apply these principles in practice, it is necessary that the following quality management conditions be present:

• a plan for improving production must be developed or specific economic indicators to which the enterprise aspires;
• actions to improve the existing system are expedient only if there are significant deviations from the specified parameters;
• these deviations must be clearly measured, it is necessary to obtain a description in the form of specific figures or economic indicators;
• the enterprise must have sufficient resources and a level of capability to improve production and bring it into line with benchmarks.

ISO

Most modern enterprises use international ISO quality management standards in their production activities. This is an organization in which representatives of 147 countries take part. This allows the creation of unified requirements for goods and services that not only provide a high level of quality, but also contribute to the development of international trade.

The ISO-9000 quality standard is the most widespread in the world. It contains 8 basic principles according to which activities should be organized. These include:

• focus on customer needs;
• unconditional leadership of the head;
• involvement of employees of all levels in quality management processes;
• division of the production process into specific stages and components;
• understanding of quality management as a system of interrelated elements;
• continuous striving to improve product quality and improve production mechanisms;
• all decisions should be made only on the basis of facts;
• the relationship of the organization with the external environment should be mutually beneficial.

Speaking about the ISO 9001 system, it is worth noting that it defines specific requirements, which, unlike principles, are mandatory. According to this standard, enterprises receive a certificate that confirms the appropriate level of their products, able to fully meet the needs of customers, as well as ensure safety.

The ISO 9004 system is a guide for those enterprises that seek to improve the quality of their products and improve production. Implies detailed description all stages that will bring production in line with increasing requirements.

It should be noted that bringing production in line with ISO standards is a voluntary decision of the manager. However, for ambitious organizations that do not want to be limited to local markets, following these regulations, as well as obtaining the appropriate certification, is mandatory.

Why quality management is needed

Modern quality management sets many tasks for manufacturers, the implementation of which ensures the appropriate level of product quality. Although following international standards is a voluntary initiative, a growing number of firms are joining it in order to strengthen their position in the market. The objectives of quality management can be described as follows:

• improving the level of quality, as well as ensuring product safety;
• improvement of the production process in order to achieve the highest economic results;
• creating a positive image in the market, which will significantly increase sales;
• obtaining a significant advantage over competitors;
• attraction of investments;
• entering new markets;
• in case of following international standards - export of products abroad.

Every manager of an enterprise must be aware that the provision of high level quality is necessary not only for the end consumer, but also for the enterprise itself. Why? Competent organization quality management, as well as adherence to all national and international standards, open up new markets for products, and therefore, allow you to achieve the maximum profit.

Main problems

Quality management is accompanied by a number of problems and significant obstacles. Among them are the following:

• combining marketing activities with full compliance with all principles and quality standards;
• despite the economic interests of the enterprise, the entire quality assurance system must take into account the requirements and requests of the consumer;
• continuous quality control at all stages of the production process;
• lack of qualified personnel, sufficiently aware of the latest standards.

Quality tools

Can be distinguished following groups quality tools:

• control tools that allow assessing the feasibility of making certain management decisions;
• quality management tools - include comprehensive information about the parameters of a particular product and the features of its production (mainly used at the development stage);
• analysis tools - allow you to identify "bottlenecks" and determine areas for improving production;
• design tools - are used at the stage of product development and allow you to identify the most significant qualitative characteristics of the product for a potential consumer.

It should be noted that ensuring a high level of product quality is the initial task of any modern enterprise that seeks to take a stable position in the market, as well as expand its boundaries. Receipt international certificate quality ISO 9001 allows you not only to improve your reputation, but also to enter the international arena.