Varieties of management a brief description. Characteristics of the main types of management

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1. History of management development

To begin with, let's say that the history of management development is rooted in the distant past. It was born back in the days ancient greece and the Sumerians. The very history of the formation and development of management is rather confused at the first stages, but it is indisputably important for the present.

How did management come about?

The beginning of the history of the development of management was laid by the thinker Plato, who wrote works that there must be a division of labor to achieve high results. Then Socrates made his contribution, noting that regardless of the type of activity, the employee's duties are the same, the main thing is to correctly distribute labor force and empowerment, then the production process will be much more efficient. Later, Cato the Elder described how the managers reported to the owner on the work done and made him profit statements compared to previous results.

Modern scientists and economists bit by bit collected the history of the emergence and development of management, identifying the main factors that influenced the evolution of management from simple ideas to science:

The public developed, and then industrial production;

· Innovators and theorists appeared who collected and generalized the experience gained;

· The logic of management began to develop on the basis of the above two factors, which brought out a system of principles in work and made management a science.

Historical development of management

As you can see, the history of the emergence of management is based on the experience collected by our distant ancestors. It was noticed that using certain rules for the division of labor and the right motivation, any activity began to bring much better results. Over the years, the basic principles have not changed, but only with each round of development of civilization began to grow overgrown with additions and new approaches to subordinates.

The main stages in the history of management development:

1. Ancient period. The longest, from the 9th millennium BC. to the 18th century. The period of accumulation of knowledge and experience.

2. Industrial period from 1776 to 1890 Labor management was classified and divided according to the forms of labor. We owe this to A. Smith. Management becomes a doctrine, and it is actively used in the management of both production and the state.

3. The period of systematization from 1856 to 1960. Management is actively and rapidly developing, new teachings and approaches to issues appear effective management, the countdown of the history of the development of management as a science begins, the first managers appear - representatives of the owner at the workplace.

4. Information period, from 1960 to the present day for. A logical process can be expressed mathematically using computing technology. This makes it possible to quickly choose the program of work. There is a revision of the internal structures of organizations, new forms of internal planning appear in the history of management development: simulation modeling, method of analysis, mathematical assessment of management decisions. Not a single modern direction of science can do without these forms.

Management as a science

Management from the point of view of science solves the following tasks:

· Explains the nature of managerial work;

· Establishes causal relationships in the work;

· Identifies the factors and conditions necessary for joint work;

· Develops effective management methods and strategies;

· Predicts possible further events.

Today, the history of the development of modern management as a science is constantly replenished with new works and directions, this is associated with the rapid development of mankind in all industries.

Management is: a rational way of managing business organizations, management focused on profitability and profitability, supervision activities that use special forms of labor organization, contractual and contractual relations between labor and capital; a special branch of scientific knowledge and professional specialization of managers-managers, are the administrative staff business organization and in. From a scientific point of view, management is the ability to use those objective laws and patterns that express cause-and-effect relationships in the field of management. Management views the enterprise not so much as a technological chain social production, but above all as a social and production subsystem of market relations. The approaches that are most often used in defining the essence and content of management can be represented in the form of the following model.

Features of management as a science. Management is, first of all, the management of people, the science of a person, his interests, behavior and interaction with other people. Generic features of management as a science. First, it is an interdisciplinary science that includes theories and concepts of psychology, sociology, economics, systems theory, operations research, etc. Secondly, the truth of certain theories and concepts of management as a normative discipline depends on the behavior of people, their actions and decisions. Thirdly, management is a practical discipline that has an applied character, expressed in the actions and skills of a person. At the heart of management as a practical management activity is not knowledge, but action, that is, it is not enough to explain a certain phenomenon, it is necessary to show how the theory works in practice.

2. Goals and objectives of management

A goal is the result of an organization's activities, a set point to be achieved. The goals that management sets for the development of the organization are the main guiding lines of the enterprise as a whole. Goal-setting is based on hypotheses and predictions. A positive result in the future will depend on how accurately predictions are made and hypotheses are substantiated. The larger the time component of the forecast, the more difficult it is to make assumptions and put forward hypotheses, the more uncertain the future. The tasks include a specific time period for the implementation or achievement of certain goals. A task is a certain sequence of tasks, the execution of which leads to the achievement of the goal. So, let's consider the goals and objectives of management in more detail. The general goals of management are forecasting, planning and achieving planned results. The fundamental goal of management in any organization is to ensure the profitability of that organization. They also highlight such goals as production management, disclosure of human potential and its use, raising the level of personnel qualifications and stimulating it. The goal of management is management that focuses on the ultimate positive result and the successful operation of the entire organization. Naturally, for each individual organization, the concept of success is associated with different goals and objectives. Therefore, the goals and objectives of management of different organizations can and should be different. Successful company- not necessarily a huge corporation. Perhaps the achievement of "large" size is not one of the priority tasks of the organization, but the fulfillment of the set goals is quite indicative of the success of even small firm... There are even organizations that cease to exist after completing all the tasks. But more often, of course, it is important for an organization to stay on the market for as long as possible. The task of management is to develop and test scientific approaches that are designed to ensure a stable and effective work organizations, in practice. In addition, there are such tasks as: - the formation of production of goods and services focused on consumer demand. - attraction of highly qualified specialists to work. - motivating employees to efficiently perform their duties by improving working conditions, increasing wages. - determination of the development strategy of the enterprise; - development of goals and plans to achieve them. - determination of the required resources and methods of their provision. - implementation of the control function. It should be noted right away that the goals and objectives of management in general and the goals and objectives strategic management have much in common, but at the same time there are significant differences. Strategic management consists of the following: creating a strategic vision for the further development of the organization, setting goals, developing a strategy, analyzing the results obtained and adjusting goals and objectives, as well as a strategic vision.

3. Principles of management according to A. Fayol

1. Division of labor	Increase in the quantity and quality of production under the same conditions. It does this by reducing the number of targets. The result is a specialization of functions and divisions of power.
2. Authority and responsibility	Delegation of authority to everyone working, and where there is authority, responsibility also arises.
3. Discipline	Discipline involves the fulfillment of the terms of the agreement between workers and management, the application of sanctions to violators of discipline.
4. Unity of management, or one-man management	Receiving orders and reporting to only one immediate supervisor
5. Unity of leadership and direction of action	Combining actions with the same goal into groups and working according to a single plan
6. Subordination of private, personal interests to general	The interests of one employee or a group of employees should not prevail over the interests of a larger organization up to the interests of the state as a whole.
7. Reward	Employees receive fair remuneration for work.
8. Centralization	The right balance between centralization and decentralization in order to achieve better results
9. Hierarchy or scalar chain	A hierarchy, or scalar chain, is a series leadership positions, starting with the highest and ending with the lowest. It is a mistake to avoid unnecessarily from the hierarchy, but a much bigger mistake is to maintain it when it can be detrimental to the organization. ("chain of chiefs")
10. Order	A workplace for each employee and each employee in his place.
11. Justice	Fair enforcement of rules and conventions at all levels of the scalar chain
12. Stability of personnel (consistency of composition)	High employee turnover is a cause and a consequence of poor business conditions. A mediocre leader who values his job is definitely preferable to an outstanding, talented manager who leaves quickly and does not hold on to his place.
13. Initiative	Initiative is the development of a plan and its successful implementation. Freedom of proposal and implementation also falls under the category of initiative.
14. Corporate spirit (staff unity)	Harmony, unity of the staff is a great strength in the organization.

Enerson's management principles:

1. Clearly set production goals and clearly defined personnel tasks.

2. Common sense. This means not just everyday sharpness, but the courage to face the truth: if there are difficulties in organizing production - it does not bring profit, the goods produced are not sold out on the market - then there are specific reasons that depend primarily on the organizers and managers. It is necessary to find these causes and boldly and decisively eliminate them.

3. Competent advice. It is advisable and profitable to involve specialists in this field - sociologists, psychologists, conflictologists, etc. - in the continuous improvement of the management system.

4. Discipline. Real discipline requires, first of all, a clear distribution of functions: each manager and performer must clearly know their responsibilities; everyone should be aware of what he is responsible for, how and by whom he can be encouraged or punished.

5. Fair treatment of personnel, expressed in the idea of "the better you work, the better you live." Arbitrariness in relation to employees must be excluded.

6. Feedback. It allows you to quickly, reliably and fully take into account and control the actions taken and the released products. Loss of feedback leads to malfunctions in the control system.

7. Order and planning of work.

8. Norms and schedules. Good results in labor are not associated with an increase, but with a reduction in effort. Reducing efforts is achieved due to the knowledge and consideration of all reserves of productivity, the ability to implement them in practice and avoid unnecessary labor costs, loss of time, materials, energy.

9. Normalization of conditions. It is not necessary to adapt a person to a machine, but to create such machines and technologies that would enable a person to produce more and better.

10. Rationing of operations. Labor must be rationed so that the worker is able to complete the task and earn good money.

11. Written standard instructions. They serve to free the employee's brain for initiative, invention, creativity.

12. Reward for performance. It is advisable to introduce a remuneration system that takes into account both the time spent by the employee and his skills, manifested in the quality of his work.

Taylor Control Principles:

1. Creation of a scientific foundation replacing the old, purely practical methods of work, scientific research of each individual species. labor activity.

2. Selection of workers and managers on the basis of scientific criteria, their selection and professional training.

3. Cooperation of the administration with workers in the practical implementation of NOT. 4. Equal and fair distribution of duties (responsibilities) between workers and managers.

Modern management principles:

1. The wide variety of existing approaches to personnel management, due to (including historical) differences in national, institutional and organizational contexts, has led to the fact that neither a single body of professional knowledge nor a general professional ideology of this management discipline has been did not work out.

2. HR work has traditionally been on the periphery of the attention of corporate executives. The marginal role of HR specialists was determined by the fact that they served as advisers to management and were not directly responsible for the development and implementation of the organization's strategy. And financial and operational considerations, as a rule, always prevailed over the proposals of personnel workers, going against the general strategy of the corporation.

3. From the very beginning, HR specialists had an aura of defenders of the interests of ordinary workers, which, in the opinion of their fellow managers, hindered the achievement of the goals facing the organization.

4. Personnel management was interpreted as an activity that does not require special training; unlike other managerial specialties, it was possible to be content with considerations of common sense, and there was a widespread belief that any experienced leader could easily cope with the functions of a personnel manager.

5. Lack of specialized vocational training and the corresponding professional qualifications reduced the authority of cadres in the eyes of bosses and line managers.

4. Types of management and their characteristics

1. Let's start with strategic management. It is needed in order to plan and ensure the implementation of long-term tasks that are created for a period of more than 1 year. This can be the management of the construction of a large facility, the business plan of an organization, or even the well-known state budget for the next year. In order for the plan to be executed exactly and on time, there are people who control and manage the performers. As a rule, this creates a whole group of managers, the main task of which is to lead the execution strategic plan... Moreover, it is important to understand that far-reaching plans are very approximate, they do not give clear instructions, so managers need to think about how best to fulfill a certain prescription. For example, it was ordered on the second floor of the business center to locate 6 offices, a toilet and a manager's office, but in what order and how to do it, the responsible managers who carry out the management decide.

2. The second type of management is tactical control, it is also medium-term. This includes all plans that have been allocated from a month to a year. For example, it can be a restructuring of departments in an enterprise, marketing campaign etc. To perform such tasks, new groups can be created or cases are entrusted to existing ones (marketing department, labor protection department). The directions in these plans can be both approximate and accurate, so the manager is still required to be able to think and make the right decisions.

3. Operational leadership is the last type of management. Its characteristics are as follows: an operational plan is created with time for its implementation no more than a month, entrusted, as a rule, to a small manager or immediately to an executor, after which it is put into effect. This can include scheduled and unscheduled inspections, small projects at the enterprise, etc.

5. Approaches The effectiveness and quality of managerial work is determined, first of all, by the validity of the methodology for solving problems, ie. approaches, principles, methods; without a good theory, practice is blind. However, to date, only some approaches and principles are applied to management, although more than 13 scientific approaches are currently known:

1. Integrated. When applying an integrated approach, technical, environmental, economic, organizational, social, psychological, political and other aspects of management and their interrelationships should be taken into account. If you miss one of them, then the problem will not be solved.

2. Integration. An integration approach to management is aimed at researching and strengthening the relationships: - between individual subsystems and elements of the management system; - between the stages of the life cycle of the control object; - between the levels of control vertically; - horizontally between control levels.

3. Marketing. Provides for the orientation of the control subsystem in solving any problems on the consumer: - improving the quality of the object in accordance with the needs of the consumer; - saving resources from the consumer by improving quality; - saving resources in production due to factors of the scale of production, scientific and technical process (STP); - application of the management system.

4. Functional. The essence functional approach to management lies in the fact that the need is considered as a set of functions that need to be performed to satisfy it. After the function is established, several alternative objects are created to perform these functions and the one that requires a minimum is selected. total costs per life cycle object per unit of useful effect.

5. Dynamic. When applying the dynamic approach, the controlled object is considered in dynamic development, a retrospective analysis for five or more past years and a prospective analysis (forecast) are performed.

6. Reproductive. This approach is focused on the constant resumption of the production of goods, services to meet the needs of the market in comparison with the best technological object in the given market.

7. Process. Considers management functions as an interconnected management process, is the total sum of all functions, a series of continuous interrelated actions.

8. Normative. The essence of the regulatory approach is to establish management standards for all subsystems of the management system. The standards should be set for the most important elements: - target subsystem; - functional subsystem; - a supporting subsystem.

9. Quantitative. The essence of the quantitative approach lies in the transition from qualitative assessments to quantitative ones using mathematical statistical methods, engineering calculations, expert assessments, scoring systems, etc.

10. Administrative. The essence of the administrative approach lies in the regulation of the functions of rights, duties, quality standards, costs, duration, elements of management systems in regulations.

11. Behavioral. The purpose of the behavioral approach is to assist the employee in realizing their own capabilities based on the approach of modern behavioral sciences. The main purpose of this approach is to improve the efficiency of the firm by increasing human resources. Behavioral science will always improve efficiency as individual worker and the firm as a whole.

12. Situational. Concentrates on what fitness different methods management is determined specific situation... Since there is such an abundance of factors both in the firm itself and in the external environment, there is no better single approach to managing an object.

13. Systemic. With a systematic approach, any system (object) is considered as a set of interrelated elements that have an output (goal), input, connection with the external environment, feedback.

The most important principles: - The decision-making process should begin with identifying and clearly formulating specific goals; - the necessary identification and analysis of possible alternative ways to achieve the goal; - the goals of individual subsystems should not conflict with the goals of the entire system; - ascent from the abstract to the concrete; - the unity of analysis and synthesis of the logical and the historical; - manifestation in the object of different quality connections and interactions.

6. Scientific schools of management

School of the Quantitative Approach (since 1950) A significant contribution of the school has been the use of mathematical models in management and various quantitative methods when developing management decisions. Among the supporters of the school are R. Ackoff, L. Bertalanffy, R. Kalman, S. Forrest, E. Rife, S. Simon. The direction is intended to introduce into management the main scientific schools of management, methods and apparatus of the exact sciences. The emergence of the school was due to the development of cybernetics and operations research. Within the school, an independent discipline arose - the theory of management decisions. Research this direction associated with the development of: methods of mathematical modeling in the development of organizational decisions; algorithms for selecting optimal solutions using statistics, game theory and other scientific approaches; mathematical models for phenomena in economics of an applied and abstract nature; scale models that imitate society or an individual firm, balance models for costs or output, models for making forecasts of scientific, technical and economic development.

Empirical School Modern scientific schools of management cannot be imagined without the achievements of the empirical school. Its representatives believed that the main task of management research should be the collection of practical materials and the creation of recommendations for managers. The prominent representatives of the school were Peter Drucker, Ray Davis, Lawrence Newman, Don Miller. The school contributed to the separation of management into a separate profession and has two directions. The first is the study of the problems of enterprise management and the implementation of the development of modern management concepts. The second is a study of the job responsibilities and functions of managers. "Empiricists" argued that the leader creates something unified from certain resources. Making decisions, he focuses on the future of the enterprise or its prospects. Any manager is called upon to perform certain functions: setting goals for the enterprise and choosing ways of development; classification, distribution of work, creation organizational structure, selection and placement of personnel and others; stimulation and coordination of personnel, control based on relations between managers and the team; rationing, analysis of the work of the enterprise and all those employed on it; motivation depending on the results of the work. Thus, the activity of a modern manager becomes complex. The manager must have knowledge from various fields and apply methods that have been proven in practice. The school solved a number of significant management problems that arise everywhere in large-scale industrial production.

School social systems The social school applies the achievements of the school of "human relations" and considers the employee as a person with a social orientation and needs that are reflected in the organizational environment. The environment of the enterprise also influences the formation of the needs of the employee. The prominent representatives of the school include Jaina March, Herbert Simon, Amitai Etzioni. This trend in the study of the position and place of a person in an organization has gone further than other scientific schools of management. The postulate of "social systems" can be briefly expressed as follows: the needs of the individual and the needs of the collective are usually far from each other. Thanks to work, a person gets the opportunity to satisfy his needs level by level, moving higher and higher in the hierarchy of needs. But the essence of the organization is that it often contradicts the transition to the next level. The arising obstacles on the way of the employee's movement towards his goals cause conflicts with the enterprise. The task of the school is to reduce their strength by researching organizations as complex socio-technical systems.

management science management control

8. Manager in the control system

Among the key roles specific to the HR manager profession are the following:

1) "personnel strategist" - a member management team responsible for development and implementation HR strategy, as well as organizational mechanisms for its provision; systems of management and management of services that carry out the functions of personnel management (usually in an organization this role is most successfully implemented in the position of one of the top managers, for example, vice president for personnel management);

2) "head of the personnel management service" - the organizer of the work of personnel departments;

3) "HR technologist" - a developer and implementer of creative approaches in specific areas of the HR manager, competent in special and technological knowledge, able to attract a variety of internal and external resources and use them effectively, taking into account the business prospects of the organization (head of service organizational development or staff development);

4) "personnel innovator" - a leader, leader - a developer of experimental, initiative or pilot (pilot) projects that require great attention and careful study before they become widespread in the practice of the organization's personnel management;

5) "executor" - a specialist who implements the operational personnel policy;

6) "personnel consultant" (external or internal) - a professional who uses a panoramic vision of the corporation's prospects, practical knowledge in the field of human resource management and expert skills to determine the needs, opportunities and solutions to problems related to the development of organizational and personnel potential.

MANAGER'S FUNCTIONS - a special type of activity that takes place in the control system and is performed by special methods and methods. The management process must be sustainable, i.e. maintain basic properties when changing the external and internal environment. Functions are divided into general and private. Common functions controls do not depend on the control object and reflect the essence of control processes.

These include:

* forecasting

*planning

*organization

*coordination

*motivation

*control.

Private or specific functions reflect the content of the control process for various objects. The allocation of management functions is associated with the division of labor specialization.

PLANNING - activities for the development and adoption of management decisions determine the prospects for development and the future compilation of the production system as a subject and object of management.

It enhances the rate of growth of production, reveals additional resources, material sources, requires the use of advanced methods and forms of influence on the entire production organism. The plan includes goals and objectives; ways and means; resources necessary to achieve the assigned tasks; proportions; organization of plan implementation and control.

ORGANIZATION is the building of an enterprise structure that enables people to work together to achieve their goals. The organizational process includes the following stages:

1) Definition certain types works to achieve the assigned tasks.

2) Assessment of available labor resources.

3) Revealing the degree of responsibility and the nature of the powers of management personnel.

4) Definition of specialized activities. 5) Registration and approval job descriptions, provisions structural units, schemes and standards.

When organizing, it is necessary to be guided by the following necessary principles:

*specialization

* proportionality (departments must be commensurate with each other)

* direct flow (shortest path of information passage)

* uninterrupted (rhythm).

CONTROL is the process of ensuring that the organization achieves its goals.

Control is closely related to accounting and analysis. 3 types of management control:

1) Preliminary. It is closely related to the planning function and is carried out at the planning stage. The purpose of preliminary control is to predict material, financial and human resources so that the goals of the organization are real.

2) Operational (current). Is carried out from the beginning of the managerial or production activities until the result is obtained. The goal is to detect significant deviations from the planned plan in time in order to prevent serious disruptions in the operation of the enterprise.

3) Control of the solved problem and analysis of the effectiveness of the results obtained. The goal is to motivate you for a successful job.

Control should be:

*warning

*timely

*continuous

*tactful.

Stages of the control process:

1) Development of standards and criteria

2) Comparison of real results with planned

3) Correction.

Leadership is an essential component of effective leadership.

Manipulative - characterized by the desire to use employees in their own interests, while the feelings of the partner are indifferent. A very low position is taken by the attitude towards equality, while attitudes towards understanding and creativity occupy the dominant positions.

Comfortable - characterized by uncritical compliance of the subject of the partner's influence. The attitude towards understanding is expressed, and the attitude towards equality and creativity takes low positions.

Alterocentric - the refusal of the subject from his own goals. Attitudes towards understanding and creativity occupy high positions.

Indifferent orientation is characterized by the underdevelopment of each of the three attitudes.

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Lecture 10. The concept and content of various types of management

Types of management are special areas of management activity associated with the solution of certain management tasks. On the basis of the object distinguish between general and functional management (Fig. 1).

Figure 1. Objects and types of management

General or general management consists in managing the activities of the organization as a whole or its independent economic units (profit centers).

Functional or special management is the management of certain areas of the organization or its links. For example, innovation, personnel, marketing, finance, etc.

On the basis of content, normative, strategic and operational management are distinguished.

Regulatory management provides for the development and implementation of the philosophy of the organization, its business policy, determination of the organization's position in the competitive market niche and the formation of common strategic intentions.

Strategic management involves the development of a set of strategies, their distribution over time, the formation of the organization's success potential and the provision of strategic control over their implementation.

Operational management provides for the development of tactical and operational measures aimed at the practical implementation of the adopted strategies for the development of the organization.

Organizations have certain object management processes. These include personnel management, operations management, etc. However, these are at the same time private types of management that take place in organizations. They have corresponding names: personnel management, operational management, etc.

To achieve goals in any type of management, it is necessary to purposefully influence the teams of departments, individual employees, and coordinate their activities.

Operations management. Operations management has always been one of the main factors that determine the efficiency of an enterprise. Various operational management strategies provide significant improvements in productivity, process reliability and overall competitiveness. There are several definitions of the concept of "operational management" (operations management):

This is the activity of managing the process of purchasing materials, converting them into a finished product and delivering this product to the buyer;

This is the management of the production of goods and services;

These are activities related to the development, use and improvement of production systems on the basis of which the main products or services of the company are produced, etc.

Strategic management. A strategic approach to management means the creation of a unified enterprise management system focused on stable operations in the long term, strengthening competitiveness and increasing efficiency. Strategic management is a management activity associated with setting the goals and objectives of the organization and maintaining a number of relationships between the organization and the environment that enable it to achieve its goals, match its internal capabilities and allow it to remain responsive to external requirements.

Innovation management. Innovation management (R&D and the implementation of their results in production) is one of the main areas of activity of any company. In the world economic literature, "innovation" is interpreted as the transformation of potential scientific and technological progress into real, embodied in new products and technologies. There are many definitions of innovation, so, for example, I. Schumpeter interprets innovation as a new scientific and organizational combination of production factors, motivated by an entrepreneurial spirit. Innovation management- a set of principles, methods and forms of management of innovation processes, innovation activities, organizational structures engaged in this activity and their personnel. Innovation management, like any direction of management, is associated with the implementation of management functions (planning, organization, motivation, control). The subject of innovation management is an innovation management system that covers innovation processes at the level of one organization and on the scale of the state economy.

Personnel management. One of the key factors in the production of any type of goods and services, along with investment capital (fixed assets and working capital), are labor resources. Effective management of labor resources as a special function of activities related to the recruitment of workers, their training, assessment and remuneration of their labor, is an important prerequisite for the effective functioning of production. Trained and skilled workers on the staff of the enterprise are called its personnel, or cadres. The main goal of personnel management is to provide the enterprise with employees who meet the requirements of the given enterprise, their professional and social adaptation. Personnel management is an activity in enterprises (organizations) aimed at the most effective use of employees to achieve organizational and personal goals.

Quality management. There is a direct relationship between such categories of management as efficiency and quality. The quality of the manufactured product increases the market share of the enterprise, helps to withstand the competitive environment, leads to lower costs and, ultimately, helps to increase the efficiency of the entire production. Quality management is a system of measures to ensure the guaranteed quality of a product or service.

In contrast to operational management, the concept production management already and is associated only with production activities. However, it should be discussed in more detail, since for manufacturing enterprises, it is important. Production management is an activity that relates to the creation of goods.

The activity of creating goods and services exists in all organizations. In industrial organizations, this is a production activity. It is best to use the term "production management" for such activities. In other organizations that do not create physical goods, production functions are "hidden" from the customer. This could be an activity that takes place at a bank, airline office, or university. Such production activity (service) is usually related to operations or operational management.

In production management, economic managers and numerous management bodies most often act as the subject of management. Management objects are enterprises, labor collectives, workers, factors of production in the form of tools and objects of labor, natural resources, scientific, technical and information potential. Managing influences are represented by laws, decrees, plans, programs, decrees, regulations, recommendations, instructions, materials and financial incentives and levers, moral influence. Feedbacks are the results of direct observation and control on the part of the subject of management: documentation, reporting, etc.

The center of production management is the enterprise. Each enterprise produces products, goods, services, carries out its main activities. This is its main goal and task, the meaning of existence. It follows that the management of the enterprise is based on the management of the production process, regardless of whether the organization produces goods or services, knowledge or information.

In order to produce any economic product, it is necessary to use factors of production, economic resources: labor, equipment, raw materials, materials, information, money. Consequently, enterprise management includes the management of employees, means of production, production resources, finance, technology.

All of the above is the basis of production management, is its subject. Based on this, production management can be defined as a system of forms and methods of managing the economy of an enterprise, aimed at achieving optimal results in its production, commercial and financial activities.

Types of management are special areas of management activity associated with the solution of certain management tasks.

The complexity and variety of management activities allows, according to experts, to single out up to 80 types of management. Consider characteristics the most important and significant types of management.

Depending on the object, the following main types of management are distinguished.

Organizational management manages the processes of creating an organization, developing a structure and a management system for an organization, a management mechanism; systems for the implementation of management functions, the development of norms, regulations, rules, standards, regulations, instructions and others. As a result, the normal functioning of the organization is ensured, the successful achievement of the organization's goals. Achieving the goals of the organization is based on strategic management, tactical or day-to-day management and operational management.

Strategic management is a management activity aimed at setting and realizing long-term goals, maintaining effective relationships between the company and its environment in a strategic aspect.

Strategic management defines human potential as the basis of the organization, orients the organization of production to the needs and desires of consumers, adapts the organization to the external environment, which results in the achievement of the organization's long-term goals. Strategic management is the focus of the top management of an organization. The results of strategic management have not been fully revealed for several years. Within the framework of strategic management, long-term goals of the organization are set, ways to achieve them are determined,

Tactical (current) management is developed in the development of strategy. While strategic management is mainly developed at the highest levels of management, tactical (current) management is developed at the level of middle management. The perspectives of tactical (current) management are designed for a shorter period of time than strategic management. It usually covers a one-year period. The results of tactical (ongoing) management appear quickly and are easily correlated with specific actions.

Tactical (ongoing) management is associated with activities taking place in the given time; refers to daily work. It provides short-term flow of processes in the organization, such as marketing, research and development, production, financial, personnel, social; implementation of short-term plans. Short-term plans are drawn up in organizations for a period of up to one year. Then they are concretized for half a year, quarter, month, decade, depending on production needs.

Operational management is an activity focused on solving current issues that require immediate solutions; includes the organization and management of the implementation of operational plans and dispatching. Actions are carried out by distributing work, resources, making the necessary adjustments to production and financial processes, the progress of current tasks. Operational management boils down to making decisions that can quickly and in time correct or direct the course of labor, production and financial processes in specific situations that are currently developing. Tactical (current) and operational management are associated with the formulation of specific medium-term and short-term tasks, coordination of their solution with the provision of the necessary human, financial, material, information resources, control of the achieved results, their assessment, analysis and implementation of the necessary corrective actions.

Depending on the functional affiliation - a certain area of activity of the organization or its links - management is divided into the following types.

Marketing management deals with the processes of managing the study of markets, the existing and promising market conditions, the creation of sales channels, the formation of a pricing policy, advertising activities... With its help, the study of the latter, assessment of the current and future conditions, selection of target markets, formation of sales channels, development of pricing and advertising policies, etc. is carried out.

Production management includes the management of the main, auxiliary and supporting processes that result in the production of goods supplied by the organization to the market. The objects of production management are setting goals, choosing a strategy, planning, optimizing the volume and structure of output, organizing labor and technological process, their regulation, elimination of failures and malfunctions, control, management of people, stimulation, placement of personnel, etc.

Management in the field of material and technical supply and sales of products consists in managing the processes of registration of business contracts for the supply of materials, semi-finished products, components, their delivery, the processes of incoming control, packaging, storage and delivery finished products consumers.

Personnel management focuses on workforce planning; selection of personnel; evaluation of personnel and selection of the best from the pool created in the course of recruitment; definition wages and benefits; vocational guidance and adaptation, training and advanced training, assessment of work performance.

Financial management aimed at traffic control financial resources and management of financial relations arising between economic entities in the process of movement of financial resources. Financial management is the process of developing a goal for managing the finances of an organization and implementing an impact on finances using methods (planning, lending, payment systems, insurance) and funds (profit, depreciation, prices, rent) to achieve the goal.

Innovation management carries out innovation management. It has as its object the implementation, coordination and control of scientific research, applied development, the creation of prototypes of goods and services, their introduction into production; formation and evaluation of plans and programs of innovative activities, organization of their resource provision; stimulating creativity.

Innovation management is aimed at managing the materialization (reification) of the creative activity of people to create products that are technical, organizational, economic characteristics surpass existing ones or have no analogues.

Investment management is management that specializes in investment management. Since an investment is an investment of capital with the aim of obtaining profit in the future and (or) a positive cash flow in favor of business owners, then the investment manager must have the qualities of a strategic manager. He must correctly identify priorities, organize "long" streams of material and financial resources, inspire staff for long-term goals. Managers investment projects must have a special vision of the future lifestyles of the organization, create an impulse for movement of constant action, be a professional participant in the construction process.

Ekouting management is associated with managing the collection, processing and analysis of data on the organization's performance, comparing it with the baseline and planned indicators of other organizations in order to timely identify unresolved issues and establish reserves for more full use capacity of the organization.

The list of the variety of management types does not end there. Let's consider even the most important and significant types of management.

Adaptive management is a type of management in which the main goal is to adapt to changes external environment... At the same time, a "tracking system" is created, the main indicators of external changes are monitored and a block responsible for the flexibility of the organization is carried out.

So, almost all investment institutions, especially brokerage houses that play on the market valuable papers are adaptive systems. The main thing for them is to notice in time certain trends in the stock market, jumps in the rates of certain stocks, in order to quickly and flexibly respond by concluding adequate deals. Adaptive management is also applicable to those small businesses, the success of which is more than two-thirds dependent on the state of the environment.

In recent years, they have begun to actively talk about knowledge management, which controls the processes of their identification, selection, storage, distribution, giving them additional value, improving their quality through filtration, synthesis, investing in new forms, etc., allowing them to be used more effectively in practice. ... In addition, knowledge management is associated with the creation of a learning environment, including an interactive one, where people constantly exchange information and there are all opportunities for its effective comprehension and assimilation.

The central task in knowledge management is to facilitate the identification, exchange and use of available information resources, best practices, and creative opportunities. This is important, and because in the future, all large organizations should be divided into small self-governing structures, which, due to their relatively small information and intellectual potential, will have to obtain and assimilate other people's knowledge.

Everything listed types management in practice is closely intertwined and interdependent, which significantly complicates management activities, but the use of the possibilities of the species diversity of management systems leads to an increase in their potential and efficiency.

In general, we can state the fact that the variety of types of management is associated, first of all, with a variety of areas of use and implementation features of the management process and that the differentiation of management is objective.

Types and levels of management is a topic that is relevant for any company. There is no enterprise that would not attempt to build an effective personnel management system and, as a result, an algorithm for achieving the assigned tasks. Competent leadership of various groups of specialists in conditions continuous development is a complex but necessary process.

What is management

This term is relevant in the event that we are talking about the management of the activities of various groups of employees both within a particular department and the entire enterprise as a whole.

Accordingly, the people responsible for organizing good governance are called managers. Their key task is the competent formation of the work process, its planning, control and staff motivation. The result of such efforts should be the timely achieved goals of the company.

That's why modern management- this is constant striving to the development and improvement of the quality of work. It is worth noting the fact that professional management can make tangible social changes. An example is the growing popularity of quality education driven by the desire to get a good job.

Who is a manager

Development of modern companies is not possible without effective leadership.

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

heads of the enterprise, as well as of 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 organizing the work process, taking into account modern requirements;
leaders of any groups of specialists.

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

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, these are the goals of management.

Thus, the main functions of a manager are structured as follows:

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 of all levels.

Enterprise management at this stage includes working with several key questions:

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

It is through planning that the management of the company determines the key areas in which it is necessary to make the main efforts.

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 the facets internal processes companies for the purpose of 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 set goals.

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

It is difficult to imagine modern management 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. For this, managers develop a personnel motivation system that allows them to maintain a high level of interest in the exact achievement of goals.

The objectives of management also include control. The fact is that, due to some circumstances, the processes within the company may deviate somewhat from the initial algorithm and the implementation of the assigned tasks will be in question. To avoid such processes, managers pay a lot of attention to monitoring the work of their subordinates.

Top tier

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

Considering the levels of management, it is worthwhile to understand that the upper segment is responsible for shaping the course of movement of the entire enterprise. That is, these specialists actually choose the direction of development and determine how to effectively move within the designated course. A mistake at this level can lead to significant financial and structural losses.

For this reason, a high level of management implies active mental activity and an in-depth analysis of the work of the company in general and each of its departments in particular.

Middle link

This group of managers monitors the lowest category managers and collects information about the quality and timing of the tasks assigned by them. Managers transmit this information in processed form to top managers.

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

These managers tend to run large departments or divisions of the company.

Lower link

Managers in this category are also called operational leaders. This group of employees is always large. The lower level of management is focused on monitoring the use of resources (personnel, equipment, raw materials) and the implementation of production targets. At enterprises, such work is carried out by foremen, the head of the laboratory, the head of the shop and other managers. At the same time, within the framework of the tasks of the lower level, a transition from one type of activity to another is possible, which adds a lot of additional facets to the work.

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

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

Such managers do not communicate very often with their superiors, but they communicate with their subordinates a lot.

Features of general management

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 methods and management approaches that are suitable for any area in various socio-economic systems, and regardless of the level of leadership.

This category includes various methods and management functions (accounting, organization, planning, analysis, etc.), as well as group dynamics and mechanisms used for the development and subsequent decision-making.

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 a shortage of resources.
Strategic... Within the framework of this direction, promising markets and products that are relevant for them are determined, the desired management style is selected and the choice of a tool is made to regulate the process.

Normative... Here, the company's management is focused on the development of rules, norms and principles of the game, allowing the company to gain a foothold in a specific market and, over time, strengthen its position.

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 relevant schemes for the implementation of the company's goals, depending on the field of application of management tools, the type of entrepreneurship and the social environment.

The functional management system includes the following management areas:

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 specificity of each area of entrepreneurship creates its own unique working conditions.

Innovation management

This management organization scheme should be given special attention. The bottom line is that markets are constantly changing, dividing 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 exactly what is focused on given view management.

Such a system is needed to effectively manage the processes related to the creation, distribution and subsequent application of technologies, as well as products that can satisfy the needs of a progressive society and will have scientific and technical novelty.

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

Outcome

Management levels and their characteristics, as well as different kinds management is an integral part modern economy, without which companies simply cannot meet the ever-changing market demands.

The financial manager of the organization directs and plans his activities to implement all resource potential organizations and achievements maximum efficiency production. Management is a variety of forms, techniques and personnel and production.

Several years ago, when the science of management first appeared, it had one indivisible object. Over time, several more objects were isolated from this object, which, in turn, gave birth to several more directions. Moreover, there are even such types of management that are characteristic of a certain country, reflect its specificity (for example, there is a Russian model of management).

The types of management can be different, and their number continues to grow. In real production, new models are tried, specialists use new terms and definitions. Types of management are separate areas of management activity that are designed to solve various problems.

Organizational, strategic, tactical and operational management are distinguished by software. Organizational management stands at the origins of the creation of a structure, a management mechanism, the development of a complex of management functions, rules and standards. Strategic management realizes long-term goals after their preliminary setting. Potential reorientation of consumer needs to an efficient organization of production is the basis of strategic management. There are various Tactical management somewhat similar to the strategic one, it is developed in the development of the strategy. The level of organization of such management methods is the middle link of management, and the period of time for forecasting is much shorter. Operational management solves problems arising in the production process. It is based on the distribution of work and resources, tracking the progress of tasks in this moment time.

Depending on the functional affiliation, such types of management are distinguished as:

Marketing management... He studies financial markets, creates new distribution channels, and develops pricing policy.
Production management allows you to control the production processes of the organization, to carry out the main activities of the enterprise through the coordination of actions and processes.
Sales management - this is the process of organizing the sale of products, participation in the design of economic contracts for the supply of products.
Personnel management - this is a high-quality planning of the use of labor resources, their selection, placement, training. This also includes the development of a system of motivation and organization.
Financial management is the development of goals and objectives for managing the finances of the organization, planning the financial activities of the organization, developing methods for efficient resources organizations. Financial management includes risk management and tax management.
Innovation management- organizes work with innovations, coordinates the use scientific discoveries... This management implies a creative mood in the team, a special attitude of the working staff, ready to constantly experiment and master new technologies.
Investment management- this is the work on investment management, rational investment of capital to make a profit in the future.
Eccouting management- This is a management based on the meticulous collection of information, its processing and analysis, with a further comparison of the indicators of other organizations with a similar type of activity.
Adaptive management aims to adapt to changing environmental conditions. For example, brokerage houses are a prime example.

10. Anti-crisis management- This is the management of the processes accompanying the bankruptcy procedure of the organization. For example, management during bankruptcy proceedings or during the conclusion of a peace agreement.

There is also attack management, viral, communication, mechanistic, problem-oriented, transformative, predictive, project-based, pulsating, liberated, rational, signal, situational, effective, and self-management.

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