Organizational foundations of management. Management functions The concept of management function was first proposed by whom

Control functions - these are various types of work that must be performed in the process of managing an object.

The performance of functions can be considered in relation to the position (functions of an employee, official), division (functions of a department, service, etc.), a governing body (functions of a ministry, state committee, etc.). management functions reflect the division, specialization and cooperation of managerial labor both horizontally and vertically.

Correlation of the concepts "goal", "task", "management functions". Purpose and objectives, as a rule, require a variety of functions to implement. That is, the achievement of a goal, a task consists of determining what functions need to be performed, and their practical implementation (who performs them and how).

Types of functions. Functions are divided into two types - general (basic) and specific (specialized, special).

For the first time, general functions were identified by A. Fayol (1841-1925). Summarizing practical experience activities of leaders, he referred to common functions foresight, organization, leadership, coordination and control. A. Fayolle wrote: “To manage is to foresee, organize, lead, coordinate and control. To anticipate is to explore the future and outline a program of action. To organize is to create a dual organism of the enterprise, material and social. To lead is to make the personnel function. To coordinate means to connect, unite, harmonize all acts and all efforts. To control means to see that everything happens in accordance with the established rules and orders. "

Currently, the general functions are as follows: forecasting (scientific, technical and socio-economic), planning (scientific and technical, socio-economic and organizational), organization (has several semantic meanings), activation (stimulation, motivation), coordination, accounting and control.

The practical meaning of general functions is that they cover the entire management cycle (from setting goals, objectives in planning and subsequent accounting, monitoring actual results) and the variety of specific functions is associated with the implementation of general ones.

Specific functions with with varying degrees of granularity (which is reflected in their formulations) reflect the needs (current and future) of the process of managing a given object, its part or element.

The main problems in the area of ​​specific functions are as follows:

1) determination of the composition of functions that must be performed in the management (management) of this object. For this, an analog approach, recommended sets (lists), a modular principle (quantitative and qualitative characteristics of objects and subjects of management) are used;


2) linking functions and organizational structure or defining organizational forms with the help of which the functions will be performed;

3) consolidation of functions with the help of regulations - provisions on divisions and job descriptions.

Exists organizational mechanism distribution and consolidation of functions. Such a mechanism is considered organizational and executive system(OIC). Its purpose is to create certainty in the work: who should do what and by what time. The elements of the OIP are:

Goals, objectives (what needs to be achieved, completed);

Participants (who is doing the work);

Functions, responsibilities (what to do);

Rights (what you can do);

Responsibility (assessment of actions and inactions, guarantee of work performance);

Time (how long the work is done).

OIS is used both in the formation, clarification of the organizational structure, and in daily activities when organizing the performance of certain tasks.

OIS is created through regulatory means such as unit regulations and job descriptions.

Position - it is an organizational and legal document governing the activities of divisions. As a rule, it consists of sections:

a common part- determination of the status of a unit in the management system; instructions on who it is headed by, to whom it obeys; degree of independence; participation (if necessary) in the implementation target program;

main tasks- the directions of activity of the subdivision are determined, for the implementation of which it is responsible;

functions (responsibilities)- contains a list of functions of the department with the specification of work for each function;

rights- the rights of the unit are indicated, as well as (there is such an option) of its head;

management organization- described organizational structure divisions;

relationships with other units- is developed on the basis of incoming and outgoing documentation with the definition of the main relationships;

a responsibility- the responsibility of the unit and its head for the performance of tasks and the implementation of functions has been established. This section is the most difficult to develop, since it is necessary to indicate the application of sanctions for non-fulfillment or poor-quality performance of tasks, functions, and also to determine the conditions under which this or that responsibility occurs. In this case, the entry is often made: "The unit is responsible for the implementation of the functions and tasks assigned to it."

When developing regulations on subdivisions, standard regulations can be used, which, if necessary, are amended and clarified (Table 1).

Another common regulation by which the place and activity of employees is determined are job descriptions. Distinguish between standard and individual job descriptions.

One of the main laws of the effectiveness of human activity is the need for the division and specialization of labor, since they determine the reason for the appearance of the category “function” in management.

The emergence of management functions is associated with the horizontal division of managerial labor, as well as with the professional specialization of management workers.

Function is content management activities, which is characterized by 2 main features:

  1. Temporary logical sequence of the execution of management work, objectively arising from the essence of the corresponding activity.
  2. The specificity of the control object, which determines its nature and industry affiliation.

Management functions represent the execution of management work, specialized in a temporary logical sequence. The sequence in time is fixed in the first type of functions, which are called general functions.

General and specific control functions

The division into general (universal, basic) and specific management functions is due to the emergence of a process approach in the construction of management technology.

Process approach originally suggested by supporters of the school administration who tried to define the functions of management. Followers this direction considered management functions independently of each other. The process approach considered management functions as interrelated functions.

Composition of management functions

Five functions of management were identified by Henri Fayol, who defined management as predicting, planning, organizing, ordering, coordinating and controlling.

When reviewing modern literature, several similar functions can be distinguished:

  1. planning,
  2. organization and management,
  3. motivation,
  4. guidance and control,
  5. coordination and regulation,
  6. communication,
  7. research, evaluation and decision making.

Most often, the management process is presented as consisting of the main functions: planning, organization, motivation and control. These management functions are combined through linking communication and decision-making processes. At the same time, management is considered as an independent activity, involving the possibility of influencing individual employees and the team so that they carry out work towards achieving goals.

Planning and organization as management functions

Planning as a management function characterizes the development and adoption of a specific resolution (in writing or orally), in which a specific task or goal is set for the management object. Planning is considered to provide a unified direction for all members of the organization to achieve its common goals. This function begins the management process, so the success of operations depends on its quality.

Organization as a function implies a certain set of specialized management works that are aimed at bringing people together to carry out joint activities. Implementation organization function decisions taken includes ensuring the implementation of decisions from the organizational side, that is, the creation of management relations that are capable of providing the most effective connections of all elements of the controlled system.

Motivation and control

The motivating function consists in the performance of work by the personnel of the enterprise, depending on the rights and responsibilities delegated to it, while they must comply with the adopted management decisions. Motivation is the process of encouraging oneself and others to take action.

The monitoring function can be used to prevent the occurrence of crisis situations... Control is a characteristic of management that allows you to identify problems and adjust the activities of the company before the transformation of these problems into a crisis.

Any enterprise must have the ability to fix its mistakes in a timely manner, correcting them before they can harm the achievement of goals. At the same time, control contributes to the fight against uncertain situations of an internal and external nature (changes in legislation, social values, the emergence of new competitors, etc.).

In general, the area of ​​activity called firm management can be divided into separate functions, which are concentrated in three main groups:

General management(establishment of regulatory requirements and management policies, innovation policies, planning, work organization, motivation, coordination, control, responsibility);

Management of the structure of the enterprise (its creation, the subject of activity, legal forms, relations with other enterprises, territorial issues, organization, reconstruction, liquidation);

Specific areas of management (marketing, R&D, manufacturing, personnel, finance, fixed assets).

If the structural aspects of the enterprise are defined, then all management functions are divided into general and specific.

Management function is a type of activity based on the division and cooperation of management and is characterized by a certain homogeneity, complexity and stability of impacts on the object from the side of the subject of management.

Management functions and the establishment of the scope of work for each function are the basis for the formation of the structure of the control system and the interaction of its components.

General functions are distinguished by stages (stages) of management. In accordance with GOST 24525.0-80, these include:

Forecasting and planning;

Work organization;

Motivation;

Coordination and regulation;

Control, accounting, analysis.

The functions allocated by the field of activity are called specific. GOST recommends their typical composition:

Prospective and current economic and social planning;

Organization of work on standardization;

Accounting and reporting;

Economic analysis;

Technical preparation of production;

Organization of production;

Control technological processes;

Operational management production;

Metrological support;

Technological control and tests;

Sales of products;

Organization of work with personnel;

Organization of work and wages;

Material and technical supply;

Capital construction;

Financial activities.

10. Essence, principles and methods of planning

The planning principle is the fundamental rule on the basis of which the planning process is carried out.

For the first time general principles planning were formulated by A. Fayol. he named five principles as the main requirements for the development of an action program or enterprise plans:

need,

unity,

continuity,

flexibility,

accuracy

The principle of the necessity of planning means ubiquitous and mandatory application plans when performing any type of work.

All work, as you know, is a purposeful activity aimed at transforming natural resources v finished products or services and meeting the needs of people. A. Fayol also noted that no one disputes the benefits of an action program: before we act, we must know what we want and what we can.

The absence of a plan or program is accompanied by hesitation, erroneous maneuvers, untimely change of orientation, which are the reasons for the poor state, if not the collapse, of affairs. The question of the need for a plan at each enterprise, apparently, should not be raised: the program of forthcoming actions is, of course, necessary.

Plans can be different: simple or complex, short or very detailed, for a long or short period, carefully considered or hastily adopted, good, mediocre, or bad.

The principle of necessity or obligatoryness of planning is especially important in conditions of free market relations, since its observance corresponds to modern economic requirements rational use of limited resources in all enterprises.

The principle of unity of plans provides for the development of a general or consolidated plan for social economic development enterprises.

At domestic enterprises, along with the so-called technical financial plan, there are separate plans for the production and sale of products, cost and income plans, as well as plans for the technical, organizational and financial development of the entire enterprise or partial plans production units and functional services. However, all these plans should be closely linked with a single comprehensive plan for the socio-economic development of the enterprise in such a way that any modification of various sections of the plan or planned indicators is immediately transferred or reflected in general plan enterprises.

The unity of plans implies the commonality of economic goals and the interaction of various divisions of the enterprise at the horizontal and vertical levels of planning and management. Intrafirm planning is, by design, the basis for maintaining the unity of plans at the enterprise (firm) level.

The principle of continuity of plans lies in the fact that in each enterprise the processes of planning, organizing and managing production, as well as labor activity, are interconnected and must be carried out continuously and without stopping.

So that there are no breaks or stops in production activities, not only the continuity of planning is needed, but also an appropriate justification of the products and work performed. This assumes that one production plan is replaced without interruption by another: one product is promptly replaced at the demand of the market by another.

In addition, the continuity of planning means a gradual transition from strategic plans to tactical, and from them - to operational, as well as the necessary interaction between short-term and long-term plans.

On most domestic enterprises in market conditions, mainly annual plans are in effect. All other ides of programs, both longer and shorter duration, must be strictly coordinated with annual plans and can exist at the same time. Continuity of planning makes it possible to continuously monitor, analyze and modify plans when both internal and external environment changes.

In the process of continuous planning, there is a noticeable convergence of the actual and planned indicators of production and economic activity at every enterprise.

The principle of flexibility in plans is closely related to the continuity of planning and implies the possibility of adjusting the established indicators and coordinating the planning and economic activities of the enterprise.

Constant changes in engineering, technology and organization of production usually leads to a decrease in the consumption of planned resources and to the need to clarify the original plans.

In market conditions, significant fluctuations in demand, changes in current prices and tariffs are also possible, which also lead to corresponding amendments in various plans. Therefore, all plans at our enterprises, as is customary in world practice, must contain reserves. If this requirement is met, it is also necessary to plan the amount of such reserves, because their unreasonable use affects the planning results.

The principle of plan accuracy is determined by many factors both within the firm and its external environment.

A high degree of accuracy of plans, apparently, does not seem to be very necessary for our enterprises in the conditions of free market relations. Therefore, any plan should be drawn up with such accuracy that the enterprise itself wants to achieve, taking into account its financial condition and market position and many other factors. In other words, any degree of accuracy of the plans is possible, but provided that the permissible production efficiency is ensured. It is mainly determined by the systems and planning methods used. With operational or short-term planning, a higher degree of accuracy of planned indicators is required, with strategic or long-term planning, you can limit yourself to choosing a common goal and drawing up approximate calculations.

In the conditions of centralized planning, Lenin's principles of planning were used, some of them remain relevant and are applied at the present time.

one). The principle of allocating the leading link in the plan.

The use of this principle focuses on the allocation of the highest priority goals, problems for the solution of which programs or special sections of the plan can be developed within the framework of planning.

2). The scientific principle in planning.

The plan will be developed on a scientific basis if it is based on high-quality, and therefore reliable, complete, timely information. Also, if using it, modern methods planning, determining the system of planned indicators, standards, norms. And if the development of plans is carried out by qualified specialists.

3). The directive principle.

At present, directiveness can be viewed as the obligatory implementation of a plan developed by a separate independent firm.

4). The principle of the unity of politics and management.

Currently, with the existence of a multi-party system, the parties in power, implementing political ideas, pursue a certain economic policy.

5). The principle of the optimal combination of sectoral and territorial interests.

In market conditions, the solution to the problem of sectoral and territorial planning is based on the development of the legislative framework, financial regulation, lending, a system of penalties and other management levers.

Relatively new planning principles.

6). The principle of strictly targeted orientation formulates the goals of economic development, their division into sub-goals of an increasingly fractional nature and identifies the resources necessary for their coordinated implementation.

7). The principle of complex focus.

Comprehensive plan comprehensively, fully describes all aspects of the proposed activity of the enterprise. The main methodological principle is the adjustment and interconnection, interdependence of plans.

At each enterprise, the results of the economic activities of various departments largely depend on: the level of development of technology, technology and organization of production; applied systems of personnel management, motivation and remuneration; use of available material, labor and financial resources, indicators of productivity, profitability and solvency, etc. All of these factors form an integral complex system of planned indicators, so that any quantitative or qualitative change in at least one of them leads, as a rule, to a corresponding change in many others. economic indicators... In addition, in production, any planning decision affects not only economic results, but also social, technical, organizational, etc., therefore, it is necessary that the applied planning and management decisions are comprehensive, ensuring that changes are taken into account both in individual objects and in the final results. the entire enterprise.

eight). The principle of participation.

Each member economic organization becomes a participant in planned activities, regardless of the position and function performed by him. That is, the planning process should involve all those directly affected by it.

9). The principle of multivariance.

Currently, any problem can be resolved different ways... Already in the course of the decision, the conditions for achieving the goal may change, therefore, other measures should be applied. To take these objective circumstances into account during the development of the draft plan, it is advisable to formulate alternative options. Each alternative option covers the entire range of measures to solve this problem in specific conditions. The challenge for the planners is to find these alternatives. Such work increases the likelihood of better use of resources.

10). The principle of optimality consists in the correct and accurate formulation and detailing of the goals of the socio-economic system as a whole and of each of its links, the selection of optimality criteria for the entire complex of planning tasks and the solution of each task individually is optimal, i.e. find the only correct solution, taking into account the selected optimality criteria, based on solving problems of mathematical programming, economic and mathematical modeling. The criterion for the optimality of various plans can be the minimum labor intensity, material consumption or production cost under existing production conditions and resource constraints, as well as the maximum profit and other end results, the value of which is preliminarily determined in the process of in-house planning at each enterprise.

eleven). The principle of continuity is ensured by the relationship and technology for the development of long-term, medium-term, current, operational plans.

12). The principle of hierarchy.

A prerequisite is hierarchy in the management of the subordinate structure. The principles of hierarchy are subordinate to the plans of higher levels. Associated with the probabilistic nature of the economic system, they allow you to "extinguish" minor deviations from plans within individual links of the socio-economic system. The principles of hierarchy represent a kind of compromise between complete centralization and decentralization of government.

thirteen). The principle of efficiency.

This principle requires the development of such an option for the production of goods and services, which, given the existing limitations of the resources used, ensures the receipt of the greatest economic effect... Any planned effect shows the degree to which a certain planned result is achieved: how will the work on the production of a product or service be performed, whether it will satisfy the needs of the consumer, what is possible total profit etc. When assessing the effect in the planning process, the expected indicators are usually compared with a pre-selected target, established by the rate of return and other comparative data. Estimate real effect at the stage of developing a plan, it is practically not always possible, nevertheless, it must be planned. It is known that any effect ultimately consists in saving various resources for the production of a unit of output. The first indicator of the planned effect can be the excess of results over costs.

Planning methods are ways of developing a plan or a section of it. Depending on the main goals or main approaches, the initial information used, the regulatory framework, the methods used to obtain and agree on certain final target indicators, it is customary to distinguish the following planning methods: scientific, experimental, regulatory, balance sheet, system-analytical, program-target, economic -mathematical, engineering-economic, design-variant, etc. Each of these methods has several predominant characteristics, or priority requirements, for the main planned result. For example, the scientific method is based on the wide use of deep knowledge about the subject of planning, the experimental method is based on the analysis and generalization of experimental data, the normative method is based on the application of initial standards, etc.

11. Strategic and tactical plans in the management system.

Management strategy is the direction of development of the organization (firm, enterprise, etc.) in accordance with the set goal, tactics are the ways and stages of movement within this direction.

The management strategy is manifested not only in the development programs of the company, but also in the special quality of management functions and management decisions, management personnel and management organization.

The management strategy finds its real embodiment in the development program, goals and missions, principles of practical management, requirements for personnel, in methods of developing management decisions.

A strategy can be understood as a set of benchmarks and constraints that determine the direction of the firm's development in accordance with the set goal. A strategy is a kind of "corridor" for the use of various tactics.

First, the concept of strategy must always be correlated with the concept of development. There is no strategy without development. In this respect, strategy is a set of changes that determine the firm's viability and increase the probability of its survival or the potential for survival in a changing environment.

Secondly, the concept of strategy is inseparable from the concept of a goal, which in development acts as a beacon, the main reference point for development, reflects the tendencies of changing interests that determine the activity of a person. The goal focuses the problems, allowing you to highlight the main ones and build on this management tactics.

Third, the concept of strategy cannot be separated from the concept of forecasting. The strategy acts as the result of a meaningful and analytical, or rather scientific, foresight of the future, the realities of its achievement, and understanding of what is necessary.

Fourthly, the concept of strategy cannot be separated from the concept of "mission", which characterizes the purpose of the company and its role in the general trends of development of man, society, civilization and humanity.

Strategy is, like tactics, a category of choice and a subject of development. The strategies can be different. They can be vague and clear, calculated (planned) and in the form of a general presentation, a strategy can reflect economic, social, organizational, technological or scientific and technical development, there can be a production strategy and a marketing strategy, an internal and external development, competition strategy, quality strategy, strategy innovation activities, strategy in work with personnel.

Development of a management strategy. In modern conditions, no solid organization can develop without strategic guidelines or plans. The strategy requires careful design. Key points in developing a strategy are as follows.

1. Analysis of the external environment, its state and development trends. It focuses on the behavior of consumers and competitors, the demand for products and services, the social and political environment, relationships with suppliers and intermediaries, the strengths and weaknesses of the organization in external environment, determination of competitive advantages.

2. Analysis of the internal situation, resources and the possibilities of their use, changes in the structure, their distribution, placement and concentration.

3. Development and formulation of the goal and mission of the organization.

4. Choosing a strategy for achieving the goal while relying on the mission and using the advantages.

5. Determination of priorities, guidelines, restrictions, stages of development of the organization, its movement towards the goal.

6. Assess the critical success factors, possible risks, acceptable and unacceptable deviations.

7. Form strategic plan in the form of consistently solved tasks, step-by-step results and achievements.

Tactics is also one of the characteristics of management, which is associated with strategy and is a necessary complement to it. Implementation of the strategy is impossible without certain tactics. Tactics involves taking into account those circumstances that cannot be taken into account when developing a strategy, these are circumstances associated with specific management conditions, sudden accidents that life is rich in, unexpected contradictions. The real trajectory of movement towards the goal, zigzags of luck and inevitable losses find expression in tactics.

Management tactics are a set of management decisions that reflect the best option implementation of strategic goals in the specific conditions of the firm's functioning. Tactics is the art of what is possible in the current implementation of a strategic plan.

Tactics can be different: waiting, prudence, aggressiveness (there is a concept of aggressive marketing), shock therapy, caution, non-interference, consistency, leap, cyclicity, maneuvering, manipulation (deceiving movements), pressure (continuous pressure), tactics of double measure, decisiveness, persistence. There is a rich variety of tactics. But this wealth must be known and used, one must be able to choose tactics, be able to build it. Much of this depends on the strategy, although different tactics can be used and implemented within the same strategy.

Topic 2.1 Planning as a management function

Lecture 7

Purpose: to reveal the essence of planning as a management function.

1. The concept of management functions and the value of the selection of functions for the theory and practice of management.

2. Classification of management functions: general and specific functions.

3. Planning: concept, types, principles, stages.

4. Planning as a process of determining the goals of the organization and ways to achieve them.

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2. Mescon M. Kh. Fundamentals of management / M. H. Mescon, M. Albert, F. Khedouri; per. from English - M.: Delo, 2005 .-- 720 p.

3. Fundamentals of management theory: textbook for universities / ed. V. N. Parakhina, L. I. Ushvitskiy - M.: Finance and statistics. - 2004 .-- 560 p.

4. Management theory: textbook for universities / ed. A. L. Gaponenko, A. P. Pankrukhina. - 2nd ed. - M.: Publishing house of RAGS, 2005 .-- 558 p.

The study of the management process from the point of view of its functions is the key to disclosing the content of management activities. In its most general form, the category "management function" expresses the content (focus) of the management impact on the management object, the controlled system.

The following basic provisions have received general recognition in control theory:

· The allocation of individual functions in management is an objective process due to the development of production and the complication of its management;

· The natural-scientific basis for the formation and development of management functions is the division of social labor in general and in the field of management activities in particular;

· driving force transformation of management functions at all stages social development there was and remains the need to improve the efficiency of managerial work and the managed system.

For the first time, the school of scientific management advocated the separation of managerial functions from the actual performance of work. A. Fayolle identified five independent management functions: "to manage, it means to predict and plan, organize, dispose of, coordinate and control."

It is important to note that the control functions are objectively determined by the controlled (control object) and control (control subject) subsystems, the current laws of control science, the principles of control used and the relationships established in the control system.

Management functions- these are specific types of management activities, isolated in the process of division of managerial labor, expressing its content in action and aimed at achieving the set goal.



Control function- direction or type of management activity, characterized by a separate set of tasks and carried out by special techniques and methods.

Main characteristics of control functions:

· Homogeneity of the content of work performed within the framework of one management function;

· Target orientation of these works;

· A separate set of tasks to be performed.

A management function should have a clearly expressed content (a set of actions within functions), a process of implementation (a logical sequence of actions carried out within the framework of functions) and a structure within which its organizational separation is completed.

The meaning of the allocation of management functions:

· The distribution of management functions by performer determines the structure and staff of the organization, consolidates the vertical division of labor;

· Any impact on the controlled system can be realized only through the control functions;

Management functions help to improve the management process, enrichment and transfer management experience;

· The study of management functions provides an understanding of the essence of management activities.

Analysis of management functions makes it possible to systematize knowledge about the dynamics, rates and directions of development, causal relationships and interrelationships of functions, reserves for improving their organization. The results of the analysis are the basis for improving the existing management system.

2. Classification of management functions: general and specific functions.

In the definition of management functions, an approach based on the selection general (mandatory in any organizational system) and specific or special (reflecting the specifics of the activities of a particular organizational system) functions.

The composition of the general control functions does not depend on the control object; these functions are performed in relation to all control objects.

The following features of general control functions:

· They are always applied in a comprehensive manner and across the entire spectrum of management actions - in this regard, one cannot speak of the greater or lesser importance of certain management functions, since in different situations its various functions may become dominant;

· Do not depend on its object, as they are applicable: to any socio-economic processes or systems; to the very functions of management as specialized types of activity; to the management process itself (the management process can be considered as the process of implementing management functions and as the process of implementing management decisions), and to the management system;

· There are no rigid, unambiguous boundaries between management functions - the same type of management activity can reveal signs of two or even several management functions, their close intertwining.

Taking into account the listed features, it can be distinguished as the most reasonable classification according to which the management process consists of functions planning, organization, coordination, motivation and control.

Figure 3 - Interrelation of common management functions.

Planning(in the narrow sense) is an activity on the development of a system of measures aimed at achieving the set goals, including answers to the questions: What should be done? By what date? What resources do you need to use? What do you need to get as a result? Who is responsible for this?

Planning(v broad sense words) is a management activity that integrates the functions of goal-setting, forecasting (including analysis), and decision-making.

Organization - it is a management activity that ensures a clear ordering of the management process as a whole, the distribution of both the functions of executing managerial decisions and the actual management functions. The organization provides the basis for the rational construction of each specific management body, defining the competence of its structural divisions.

Coordination - it is management activity, which consists in ensuring the interconnection and consistency of subjects, objects and processes of labor in time and space. Coordination creates conditions for the proportional and continuous functioning of the management system through the establishment of continuous links between individual divisions of the organization and performers.

Motivation (and stimulation) - management activity, carrying out a purposeful impact on the structure of motives (needs, interests) of participants in the process of performing and managerial activities and, with the help of incentives adequate to the motives, encouraging to creatively solve the assigned tasks, to achieve the best final results.

Control - management activity that allows you to identify, correct and prevent deviations of the results achieved from the planned parameters, goals. Control is the observation of an object and processes in order to check the compliance of the observed state of the object with the desired and necessary state provided for by laws, other regulations, as well as programs, plans.

Specific management functions are related to the specifics of the management object. The allocation of specific management functions is necessary for the organization of management, the formation of staff and organizational structure.

Specific functions arise as a result of the imposition of general control functions on the specifics of control objects, therefore the list of such functions depends on the list of control objects (resources, processes and results) and the level of decomposition of the functions themselves.

The classification of specific control functions can be made according to various criteria:

By the organizational role of the function: functions of integration (association), functions of differentiation (division, isolation, specialization).

By area of ​​activity: intra-functions and infra-functions (focus on the external environment).

By stages of the production process: production preparation management, production process management, production assurance management, product sales process management.

By type of production: functions of managing various blocks of diversified production.

By time scale: strategic management, current (tactical) management, operational management.

By stages of the management process: goal-setting, definition of the situation, definition of the problem, solution.

By the main factors of the production process: product management, personnel management, information management.

By objects of management:

· Resource management functions. V Allocate specific functions: inventory management; financial management; personnel management, etc.

Process management functions. In accordance with this, specific management functions are distinguished: material and technical supply management; main production management; management of auxiliary production; service production management; improvement of management; sales management; marketing management, etc.

· Results management functions. The results include: profit, profitability, volumes of production and sales of products, costs, product quality. Accordingly, specific functions are distinguished: quality management; performance management; cost management, etc.

Topic 6

Management functions

In this topic, the interested reader will find answers to the following questions:

    the concept and meaning of the management function;

    the place of the management function among the categories of management;

    types of management functions;

    general (basic) management functions;

    specific (specific) management functions;

    special control functions;

    planning as a management function;

    organization as a management function;

    leadership as a management function;

    motivation as a management function;

    control as a management function;

    carriers of general and specific management functions;

    interconnection of management functions;

    the role of a specific management function in the creation of a management body;

    control function as an object of economic analysis of the control system.

In industrial and economic practice (and in economic literature), we often meet the expressions: such and such a specialist performs his functions well, a specialist does not cope with his job duties, the personnel department performs functions (development of current and future plans for staffing an enterprise, study of business qualities specialists of the enterprise in order to select personnel for filling vacant positions of managers, issuing certificates about the present and past labor activities of employees, etc.).

It turns out that both the specialist and the department perform certain functions. In addition, in one case, an employee of the management apparatus performs functions, and in the other case - official duties. Is this an imprecise expression or some kind of contradiction? Let's try to figure out why we will consider the conceptual apparatus of the studied category.

6.1. The concept and meaning of the control function

Before moving on to the concept of a control function, let us consider the concept of a function in general.

Function(from lat functio - execution, implementation) has a number of meanings

    activity, duty, work;

    work performed by an organ, an organism (function of the liver, salivary gland);

    duty, range of activities (job duties of a labor economist);

    purpose, role of this or that structural element (function of aircraft landing gear, car gearbox);

    role played by a certain social institution in relation to the whole (function of the state, family in society);

    dependent variable (in mathematics, physics).

From consideration of the concept of function, it follows that any work performed by an individual employee or department can be called a function with good reason. But by virtue of the established norms and rules in the execution of organizational documents (provisions on divisions and job descriptions of employees), a list of works performed by a division has been adopted, called functions, and the list of works performed by an employee is job responsibilities... In the latter case, it is emphasized that the official is endowed with a range of duties for the performance of which the employee is responsible, since the job description determines the legal status of the employee.

Now about the function of management as a special category under study, the general concept of which we have already given. It only remains to emphasize the specifics of managerial work, where management functions are implemented.

Control function - the type of management activity with the help of which the subject of management influences the controlled object.

All functions performed by employees of the enterprise are divided into two groups (Fig. 6.1.1.):

Rice. 6.1.1.

Or otherwise, the management functions are performed in the control system, and the production functions - in the controlled system.

The management function answers the question of who does what or should do what in the production management system.

Production functions Is the activity of production personnel for the production of products and services.

The meaning of the control function. In the theory of production management, the issue of management functions is one of the central ones. It reveals the essence and content of management activities at all levels of management.

The emergence of management functions is the result of differentiation of targeted influences, division and specialization of labor in the field of management. The content of management is associated with the content of production, is determined by it and follows from it.

The place of the management function among the main categories of management science is determined by the following scheme (Fig. 6.1.2.):

Fig 6.1.1

Judging by the distribution scheme (see Figure 6.1.1.), The management function occupies a key place among the main categories of management science. This suggests that the development of the structure, the application of management methods and tools, the selection and placement of personnel, etc., should be carried out taking into account the composition and content of management functions and the effectiveness of their implementation, that is, the use of most categories of management involves linking them with management functions.

A control function is a special type of activity that expresses the directions of the implementation of a targeted impact on a controlled object.

Two directions of the implementation of the control function. Formation of the control system and impact on the controlled system are two directions of the control function implementation.

Rice. 6.2.1.

These two directions are in constant communication and interaction, their unity characterizes the stability and correlation of the production process and the management process.

Determination of the control object. In general, any specific joint production and economic activity can serve as a video control object. But since the types of activity in a separate production system are very diverse, and their number is large, it is advisable to single out only structurally isolated production links as an object of management.

The object of control is a structurally separate production link, which carries out one of the stages or part of the stage of the production and economic process and is the receiver of purposeful control action.

The production and economic activities of an enterprise can be subdivided into three stages and eight stages (objects):

1. The preparatory stage contains three stages (object):

1) scientific and technical preparation of production;

2) economic preparation of production;

3) social preparation of production;

2. The production stage contains three stages (objects):

1) main production;

2) auxiliary production;

3) service production.

3. The final stage contains two stages (objects):

1) sales of products;

2) financial activities.

The stages of production and economic activity are structurally isolated and are objects of management.

In turn, each of the stages can disintegrate into smaller structurally separate management objects in accordance with different levels of the management system.

For example, at the stage of scientific and technical preparation of production, the following management objects can be distinguished:

Research and development work;

Development of product manufacturing technology;

Pilot production.

6.3. Classification of management functions

All control functions are divided into three groups (Fig. 6.3.1.):

Rice. 6.3.1.

General (basic) management functions. These include:

1) planning;

2) organization;

3) leadership;

4) motivation;

5) control.

In the literature on management, there is no uniform classification of common (basic) management functions. Various authors have given different names to these functions, ranging from four to seven. So, the function "leadership" is called coordination and regulation, and the function "motivation" - stimulation. In addition, accounting and analysis are often referred to as common functions. But accounting, as we will see below, is a specific function, and analysis is one of the methods for studying economic processes.

All five common (basic) control functions are arranged in a logical sequence.

General management functions are performed by the heads of management units (departments, services) together with their subordinate specialists, as well as heads of production units with their own headquarters. In other words, without exception, all managers and management units perform general (basic) management functions.

Specific (specific) management functions. The content of specific management functions at various enterprises reflects the specifics of production (type, complexity of production and products, specialization, scale, etc.).

Each specific function is closely related to the designated control object. Therefore, the establishment of the quantitative composition of control objects serves as the basis for determining specific control functions corresponding to each selected control object.

Specific functions and the controls assigned to them are formed along the following logical chain (6.3.2.):

Rice. 6.3.2.

The number of specific management functions at the enterprise will be as many as there will be spheres (types) of production and economic activities that serve as objects of management. To manage a particular area of ​​activity, a governing body (department, service, bureau) is created.

 

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