Methodical approaches to evaluating production management efficiency. Modern approaches to evaluating the effectiveness of the organization's activities. Criteria and indicators of management efficiency

Quality assurance

Activities aimed at creating such medical care conditions to the population would allow to fulfill the stated guarantees and ensured the expected results of medical care to the most efficient and safe way.

Definition of the actual level of quality of service and taking measures to change service in accordance with the results of this definition.

Approaches to quality control:

1) Structural - licensing and accreditation of institutions, certification and certification of specialists. The meaning is a qualitative institution, providing the quality of medicines, Mater. Equipment, high-quality specialists provide high-quality medical services.

2) Procedural -monitoring the process of providing services. Most often - according to the documentation. Requires experts (i.e., the view is partially subjective). It is based on an assessment of compliance with the technology of the medical and diagnostic process.

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

Requirements for systems and methods for assessing KMP

1) reflect the essence of medical activities, i.e. Evaluate the quality of the main elements of interactions

2) be accessible to a wide group of doctors

3) Used to assess continuity between stages of medical care

4) Evaluate the actions of the doctor aimed at eliminating the errors of the preceding stages of medical care.

5) Install typical mistakes of medical activities

6) To be used independently of changes in the elements of medical care and examination data registration.

7) Minimize the subjectivism of the assessment of the CMP and the registration of these expertise.

8) Provide the ability to quantify quality assessment.

9) Provide the opportunity to justify any medical error

10) establish the rationality of using actually existing resources of a medical institution.

11) be accessible to a wide range of medical care users.

The main components of the CMP on WHO:1) qualification of the doctor 2) optimal use of resources 3) risk to the patient patient satisfaction from interaction with the medical system

KMP - that's The content of the interaction of the doctor and the patient, based on the qualifications of the professional, i.e. His ability to estimate the risk of progression of the patient's disease and the emergence of a new pathological process, optimally use resources and ensure patient satisfaction from contact with the medical system.

CMP largely depends on the interaction of the following factors:

Providing resources

Organization of medical care

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

State and behavior of medical care consumers.

Ensuring the effectiveness of the organization is the main task and sphere of competence of managers. Depending on the strategic intentions of the highest leadership, it is assessed by various methods and on various criteria. The high efficiency of the organization is achieved through an effective management system aimed at the rational use of all organizational resources and their continuous improvement through the relevant organizational. One of the most important management tasks as an organization management system is to ensure the effectiveness of its activities. Temoraral P. Effective management. -M.: Alpina Business Buks, 2009.

Organizational efficiency (lat. Effectivus - execution, action) (organization efficiency) - the ability of the organization to exist and achieve certain purposes with a favorable ratio of results. Vaskin A.A. Assessment of managers. Training and practical manual. - M.: Company Satellite +, 2010.

The development of the theory and practice of management has always been aimed at finding ways to improve the efficiency of organizations. In particular, the classical school of management focuses on the formation of the theory of scientific resource management, since at the beginning of the XX century. Efficiency was measured by the ability of an economic organization to produce products with the smallest costs. Therefore, among the principles of effective management dominated the rational distribution of labor, hierarchy, unifiedness, centralism (F. Taylor, M. Weber, A. Fayol, etc.). A humanistic school seen an increase in efficiency in improving conditions for the implementation of employees of their abilities and opportunities (School of Human Relations, behavioral school, human resources, human resources, has come to replace the scientific department. The vision of the effectiveness of the socio-technical school (J. Woodward) is directly in between the efficiency and type of technology applied by the firm. Research A. Chandler, I. Ansoff, R. Miles in the field of organizational development indicated that the effectiveness of the organization depends largely on its structure. Turovac O.G. Organization of production and management at the enterprise: studies. For universities / O.G. Turovtsov - M.: Infra-M, 2012. The collapse of the socialist system of economic entity is the end of the XX century. I brought such a factor of effectiveness to the fore as stimulating, and in recent years, informative technologies are hardly an important factor in improving the effectiveness of the organization. So, the problem of improving the efficiency of organizations is relevant and complex. In the post-socialist space, it is complicated by the fact that the receptions and methods of management, to which the older generation managers are accustomed, do not meet the new conditions of business and the management is identified with the ability to "spin", and not to operate according to certain rules that will ensure successful work. In economic literature, there are three approaches to the study of organizational efficiency - target, systemic. Meson M.Kh., Albert M, Hedoury F. Fundamentals: Per. From English- M.: "Case", 2009.

Target approach. It provides for the definition of the effectiveness of an economic organization with its ability to achieve in advance the goals. Uses the logic of the goals and means of the English economist L. Robins. According to this approach, the Group in the organization act rationally to achieve goals. Rationalism is to choose such a variant of the use of resources, which would allow to achieve their goals with the lowest costs. This approach should be used if the objectives are defined, and progress can be accurately fixed.

Each commercial structure begins its activities to establish as the purposes of certain economic indicators; Management efforts are aimed at ensuring certain economic results. Accordingly, the scale of the goals is distinguished by soci-smile, intra-profit and group efficiency. Obohydrated efficiency reflects the dynamics of the general objectives of the organization (for example, in terms of sales or market share, profits, profitability level, etc.); Intercommunicative - dynamics of the objectives of its structural units (profit centers or responsibility), and group-based - completeness of the achievement of group purposes (owners of capital, managers, workers). Meson M.Kh., Albert M, Hedoury F. Fundamentals: Per. From English- M.: "Case", 2009.

However, the same result can be achieved in different ways, with smaller or great efforts, which is affected by many factors. Among them are intuitions of economic conditions (formal - laws, decisions, decrees regulating the activities of economic agents, they introduce them to a clearly discharged legal field; informal - traditions, established practices of activity, mentality, etc., which make their amendments to the action of formal institutes). In particular, if the current system of laws creates favorable conditions for one type of activity (or one firm, for example, through a system of benefits), it will achieve the desired results (for example, the level of profitability or market share) with less effort than others are in the worst Conditions (although the management of them can be carried out according to all the rules and recommendations of the theory and practice of management). This means that when choosing goals, the highest management should take into account the conditions of activity. In some cases, this leads to the desire of managers to establish the "real" goals, which can be achieved under the existing conditions for the functioning of firms. The consequence of this is the loss of the firm of the opportunity to develop with ahead, without adapting to the circumstances, but to affect them. Ivankiewicz J. M., Lobanov A.A. Human management resources: Personnel Management Fundamentals. - M.: Case.-2003.

The target approach is appropriate from the point of view of meeting the interests of each of the stakeholders. However, if you consider the organization as a holistic system, the main purpose of which is to ensure its vital activity (existence), it should be used. Often the interests of individual participants in the organization contradict the interests of others, which adversely affects the wording of strategic goals (for example, in corporations). On the other hand, the motivation of achieving goals dominates rationalism in choosing funds for this, which leads to excessive spending of organization resources. Study of management systems: studies. Handbook for universities / N.I. Arkhipova, V.V. Kulb, S.A. Kosyachchenko et al.; Ed. N.I. Archupian. - M.: Prior, 2004.

According to the target approach, organizational efficiency depends on:

· Quality of setting goals, i.e. compliance with the conditions for the conditions and requirements of the external environment, the possibilities of the enterprise and the interests of the staff;

· The forces and the directions of motivations that encourage members of the Organization to achieve goals;

· Adequacy of selected strategies set goals;

· Volume and quality of resources, uses an organization to achieve goals.

The first three factors characterize the strategic aspects of organizational efficiency, and the last is tacty.

Focusing on the survival of the organization due to the adaptation of it to changes in the external environment entails passive management of it, focused on the reaction to these changes. In addition, the possibility of adapting to changes provides that the effective system has a certain amount of unused resources, which allows it to better resist unpredictable changes in the external environment, and this contradicts the cost minimization criterion. The disadvantage of the system approach is that the assessment of the internal characteristics of the organization requires a certain quantitative determination. Attempts to quantify all the formal and informal characteristics of the organization (the degree of cohesion, the degree of rationality of hierarchical relations) can lead to excessive complication of the procedure for assessing the effectiveness and growth of costs associated with it, and this does not guarantee the effective work of the Organization. Makarevich L.M. Management of company efficiency (reliable business profitability guarantee). -M.: Top, 2007.

Selective approach (from the point of view of meeting the interests of strategic components). The evaluation of the effectiveness uses the criteria corresponding to the "strategic component" of the organization (R. Miles, Minzberg). Spaces the opinion that effectiveness can be estimated on the basis of pre-established criteria or system characteristics alone. Taking the basis of the hypothesis of pleasure (Satisficing) by Satisficing by Satisficing, this approach emphasizes the minimum level of satisfaction of all components of the organization, the motives of activity and the purpose of which are different. If this level is not achieved, tensions and conflicts are paralyzed by the organization, will make it ineffective. Internal components of the organization - employees, managers, shareholders of the company; Exterior - government, local authorities, other institutes interested in the activities of the company. It is important that the organization manage to determine which components should be considered strategic.

So, for its development, the company needs additional funds, to attract which the best is the issue of shares, the shareholders will be one of the strategic components, and therefore, with the criteria of effectiveness, an indicator of the amount of profit per share (dividends) will be made. In addition, the magnitude of this indicator should be attractive to potential shareholders. If this source of investment management of the company does not consider a significant, then the size of dividends may be small. On the other hand, when attracting share capital, the value of profitability indicator (level of profitability) increases. Bovykin V.I. New management. Tutorial. - M.: "Economics", 2011.

An example of a conflict of interest, has an external nature, is the conflict between owners of firms and the state about tax evasion in full. With such a tax system and the mechanism of its implementation, when non-payment of taxes can be hidden, "acquiring" an indulgence from the official, many enterprises transfer their activities in the "Shadow". The state, in turn, is aware that the solid "shaded" will not allow to form a budget, the amount of which would be sufficient to ensure the life of the country, strengthens the control of entrepreneurial activities, which leads to its complication (and therefore reducing efficiency) from - The increase in the number of control checks. Given this situation, none of the domestic companies seek to maximize their profits, but to show it in such a size so as not to cause suspicion of increasing income and not attract attention. Maksimtsev M.M., Ignatieva A.V. Management: Textbook for universities. M.: Uniti, 2008

Consequently, an approach to the assessment of the effectiveness of the organization in terms of meeting the interests of its strategic components requires a clear positioning of these interests and the choice and the wording of the criteria that they were answered (for example, the amount of profit, the amount of dividends, the level of profitability is for owners or shareholders; income on investment capital , liquidity and financial stability indicators - for credit institutions, the amount of profit, the value of wages - for company personnel, etc.). Such criteria should be balanced and directed not only to satisfy the interests of strategic components. Gorphinkel V.I. Economy Enterprise: Textbook. - M.: Banks and Exchange. - Uniti.-2002.

The difficulties of using the electoral approach are to identify the strategic components (from which the organization's activities are most dependent) and in the ability to establish how it is the organization depends on them. In addition, a compromise in the balancing of interest under certain conditions may be disturbed if these conditions and, accordingly, the organizational environment will change. To factors, the impact of which to change the conditions of management in the transitional period is strong, owned by institutional (economic laws, legal field, business practices, political preferences, etc.), since it is their change that the equilibrium often violates the balance and displacement of the economic balance in favor of other interested groups. Module. Each approach has certain advantages and disadvantages, more or less manifested in various conditions. Good results can give a weighted and balanced combination of all approaches, in which the disadvantages of one might be compensated by the advantages. Management of the Organization. / Ed. A.G. Porshnev, Z.P. Rumyantseva, N.A. Salomatina. -M.: Infra-M, 2009.

In modern management, several types of efficiency are distinguished: internal, external, general, market, strategic (target), expenditure, operational, efficiency of the innovation project.

· Internal efficiency - effectiveness from the point of view of using the organization's internal capabilities (management of its internal resources).

· External efficiency - effectiveness from the point of view of using the external opportunities of the organization. This component is largely due to the state of the organizational environment, especially its institutional components and the ability of the Organization to adapt to its changes, so it is also called adaptive efficiency.

· Common efficiency is a set of internal and external efficiency. High overall efficiency can be achieved by a flexible organization management system, which allows you to quickly redistribute its resources in accordance with the changes in the external environment.

Thus, overall efficiency is achieved by combining the two components. It is obvious that the high level of the EC component ensures an increase in efficiency E 3 as a whole. However, even at a high level of internal efficiency, E 2, the organization will not have a high level of overall Efficiency E 3, if its effectiveness is provided in terms of the use of market opportunities (EC). From here, the conclusion: to obtain the organization as high as possible, it is necessary, on the one hand, the most fully implementing its market opportunities, and on the other - to ensure the highest level of its internal efficiency. So, the production of goods that are not in demand in the market makes any attempts to improve the efficiency of this production. On the other hand, the production of goods that uses in demand with a low level of its effectiveness (high production costs) will lead to a decrease in demand for it and the narrowing of the market. In both cases, the level of overall efficiency remains significantly lower than the maximum possible. Motor V.V., Titarenko B.P. Control systems. Tutorial. - M.: "Economics and Finance", 2011.

The efforts of managers aimed at using a favorable market situation will not give maximum return if the organization does not provide high internal efficiency.

One of the main tasks of modern management is to build an effective organizational management structure. Improving the efficiency of the enterprise is largely determined by the organization of a system of management depending on a clear structure of the enterprise and the activities of all its elements towards the selected goal. The need of changes in the organizational structure of managing the majority of Russian ...

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Introduction

1.1 Concept of efficiency

Conclusion

Introduction

One of the main tasks of modern management is to build an effective organizational management structure. Improving the efficiency of the enterprise is largely determined by the organization of the control system, depending on the clear structure of the enterprise and the activities of all its elements towards the selected goal.

The need of changes in the organizational structure of the management of most Russian enterprises, the development of the management system, the transition to new management standards determine the importance and relevance of the problem of the formation of an organizational structure of enterprise management that promotes the most effective achievement of goals.

Modern organizational management structure should contribute to the implementation of strategic objectives that determine the purpose and functioning of the control object. Traditional bureaucratic structures based on the functional specialization and centralization of power functions with a functional hierarchy inherent in them, in which the employee expects a solution from above, are not able to quickly respond to changing external factors and adapt to rapidly changing conditions. Therefore, it is necessary that the structural elements are transformed into changing targets.1

In this regard, issues related to the rational organization of the management system and the organizational structure of enterprises management are of particular importance. All of them are closed on a key issue - analysis and search for ways to increase the efficiency of management, the growth of its effectiveness and efficiency. An important issue is the rationalization of the system and organizational structure of the enterprise management.

Therefore, the relevance of the problem of improving the organizational structure of the enterprise is no doubt. Depending on how the management structure is organized whether it is capable of quickly adapting to changes in the external environment, the success of the enterprise depends.

The purpose of graduation qualifying work is to improve the organizational structure of companies.

To achieve the goal of the following tasks:

Study of types of organizational structures, composition and relationships of elements of the organizational environment, the processes of formation of the organizational structure of the enterprise;

Characteristics of the enterprise and its activities, analysis of the internal potential and the company's market position;

analysis of the organizational structure and functions of the structural divisions of the enterprise;
development of proposals for improving the organizational structure of the enterprise.

The object of the study determines the organizational structure of the enterprise of the oil refining industry.

The subject of the study is organizational relations arising in the process of improving the organizational structure of the enterprise.

Source materials for the development of exhaust qualifying work were: a scheme of the organizational structure of a limited liability company "Garant", provisions on the enterprise and its divisions, staffing, job descriptions and other regulations, reporting and statistical data, special and economic literature, periodicals , Methodical recommendations for the implementation of final qualifying work.

Object of research - enterprises of the Russian Federation.

Subject of research - organizational structures.

The theoretical and practical significance of the study lies in a detailed study of the essence and types of organizational structures and the implementation of the practical task on the example of enterprises.

The theoretical basis for writing the work was the works of domestic and foreign authors, such as Akulov V.B., Bagiyev G.L., Goldstein G.Ya., Mazur, I.I., Morgunov E.B., Non-Qurable E.G. , Tyurina A.D., Nemirovsky I., Shamararina L.V. and etc.

Chapter 1 Essence of Organizational Efficiency

The concept of efficiency

Efficiency (from lat. Effectiveness) is the degree of realization of the organization's goals with minimal, but necessary costs. This is the ratio of the results of the organization's activities to the cost of its qualitative achievement.

Efficiency - relative value, i.e. The result is compared with the cost of its achievement.

The criterion reflects the essence of efficiency and predetermines a set of indicators characterizing the achievement of goals. Criteria for assessing the effectiveness of the organization's activities for all stakeholders (owners, management, lenders, personnel) may differ.

The effectiveness of any organization is a notion of multicriterial. The organization of the organization's goals is a hierarchical, multidimensional model of goals. The choice of criteria and indicators for goaling determines the content of the hierarchical multidimensional model of efficiency.

American economist Y. Schumpeter introduced the concept of static and dynamic efficiency. Static efficiency is the effectiveness of the organization of the organization in the external environment without additional growth. It characterizes the current state of the enterprise, i.e., the solution of issues of tactics. The competitiveness of the organization in the short term depends on static efficiency. Dynamic efficiency is the effectiveness of the development of the enterprise, which actually ensures its competitiveness in the long run.2

The classification of the organization's objectives previously provides grounds for classification and types of efficiency:

- according to the degree of importance for the organization shares strategic and tactical efficacy;

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

- in the content there is a technological, economic, production, scientific and technical, environmental and social efficiency;

- scale - socket, intra-profit, group and individual efficiency;

On system-wide characteristics - the effectiveness of the organizational structure and the effectiveness of the management mechanism;

In relation to the object and the subject of the Office, the efficiency of production and management efficiency is distinguished.

The effectiveness of the management system is the degree of achievement of the objectives set before the production organization, with minimal, but necessary costs. In this case, the results relate to the cost of the system as a whole (production costs + commercial expenses + administrative and management costs).

The first approach. The point of view was the greatest distribution that the effectiveness of the management system and its organizational structure should be assessed through indicators characterizing the activity of the managed object.

The basis of this point of view is the three most significant arguments:

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

2. The management system ensures the formation and implementation of such a development option, which predetermines the best results in the current situation, therefore, it is necessary to evaluate its effectiveness in terms of the efficiency of the system as a whole;

3. Since resource provision, regulation of the process of formation of cumulative costs and control over their level is carried out by the control system, its effectiveness (no matter how defining efficiency) is the effectiveness of the organization that the device is managed, and vice versa, the effectiveness of the organization is the effectiveness of the management of it.3

The second approach. Formation of one final criteria indicator, depending on private performance indicators. The multiplicative criteria can be determined by the formula:

A \u003d Å QI AI,

where: mi is the number of private effects adopted to assess the relevant generalizing indicator;

qi - the indicator's weight factor (it is established by the expert method on the nature of its influence on the results of the company's work, while the condition Å Q \u003d 1 must be observed;

AI - score in points on a scale from 1 to "M".

The third approach provides for an assessment of the effectiveness of the management system and the organizational structure mainly in quality criteria, the set of which is quite diverse. This is a simplicity characterized by the number of hierarchical levels of the management structure, saving communications, the number of departments and bridges of communication, profile, and homogeneity of the tasks of each department, the coordination method, etc. Due to the appearance of a system audit, when assessing the cost of organizations, the management aspect is also taken into account. Evaluation of the effectiveness of the management system is made by the expert method according to the following list: a set of general and specific goals and management functions, organizational management structure, characteristics of the management process, methods of management and management solutions, the composition of technical controls, etc.

Evaluation of the effectiveness of the organizational structure is most often carried out on the basis of the local criteria of an indirect nature: the composition and number of structural links, the number of hierarchy levels, the cost of the content of the control apparatus, etc.

Fourth approach. Evaluation of the effectiveness of the organization's and its organizational structure is made on the basis of a resource-potential approach, according to which the integral efficiency of the functioning of the system as a whole "E" is the function of realizing the potential of the system:

E \u003d F (PV - IV) MAX UE,

where: PV - potential system capabilities;

Yves - the level of use of the capabilities of the system;

UE - satisfaction of needs.

Potential opportunities include personnel, finance, production facilities, information resources, organizational potential, innovative potential, etc., which, in aggregate and constitutes the strategic potential of the organization.

Fifth approach. The approach from the point of view of all economically stakeholders makes the main focus on any group both within the organization and abroad, which is somehow related to this organization and is interested in ensuring its normal functioning. These are lenders, suppliers, and employees, and owners / owners - they are all interested parties. As part of this approach (it is also called the approach of "electoral districts") an indicator of civilization efficiency is the degree of satisfaction of the requests of all interested parties / groups of persons, i.e. Those who have their own interest in this organization. Each such interested parties will have its own (different from other) criteria for effectiveness, which is based on a personal interest in the organization that will be a distinguished person (or person).

Organizational Efficiency Criteria

Organizations depending on the type of interaction with the external environment are classified according to the following types: bureaucratic, functional, divisional, adaptive (design, matrix, conglomerates)

Bureaucratic (classical) organizational structure is characterized by the fact that:

1. Allows you to make a clear division of labor.

2. It has a hierarchical form at which the downstream level is controlled by the higher and subordinate to it.

3. It has unified rules and standards for the execution of work by employees.

4. Provides dismandability of the results of work.

5. Provides reception of employees for formal compliance with technical qualifications.

6. It is based on a rigid formalization of official characteristics and responsibilities.4

Bureaucratic systems of inflexibles are conservative. Providing discomposition prevents lobbyism. Disclinment protects workers from customer claims. The characteristics cannot be estimated uniquely as positive or negative. Thus, inflexibility and conservatism provide organizations stability and ability to resist external and internal adverse effects. In a bureaucratic organization, each employee by virtue of deep specialization performs a strictly limited circle of responsibilities, and, as a rule, does not know anything about the general purpose and objectives of the organization not only in general, but even in neighboring departments.

The traditional organizational structure is a combination of a linear and functional organizational structure. The basis of this scheme shown in Figure 1 is linear units and carrying out their specialized functional units created on a resource basis: frames, plan, raw materials, materials, etc.)

Functional structure, widely used in medium-sized enterprises.

The functional organizational structure is ensured by the division of the organization into separate elements with clearly defined, specific tasks and responsibilities. The staff is grouped into departments for the tasks being performed: marketing, sales, production, finance departments. In large organizations, these departments are divided into smaller with private tasks to maximize the benefits of specialization and prevent management overload.

Functional structures stimulate business and professional specialization; reduce duplication and consumption of resources in functional areas; Thanks to them, coordination in functional areas is improved. However, due to the functional approach, opposition to the general tasks of the organization arises, the chain of teams from the head to the Contractor is extended.

A widely known type of organizational structure is the divisional structure shown in Figure 3, which occurred at the beginning of the twentieth century. In companies or significant in size or geographically located on a large square, or selling products (services) completely different consumer layers.

The divisional structure allows you to organize management of large firms by dividing the organization to elements and blocks by type of goods, services, consumer groups or geographical areas of activity.

In these structures, management powers are given to one leader responsible for the region, product, etc. The heads of auxiliary and providing services are reported to him. Each of the divisions acts like an independent company.

There are three types of this structure.

1) the product, in which the powers to manage the production and sales of the product or services are provided to one leader responsible for this type of product. The leaders of secondary functional services (production, technical and sales) must report to the manager under this product.

2) organizational, oriented to a specific consumer layer (for example, publishing house, investment bank);

2) the regional, in which the territorial office delegates the majority of the Central Office rights to carry out the tasks of the enterprise. The regional structure facilitates the solution of issues related to local legislation, the local government and the regional consumer, with their customs and needs, effective when interacting with the client on financial issues.5

The divisional structure is very effective when implementing new services, it allows you to successfully monitor costs and input to power. Such organizations react effectively to the conditions of competition, technology, purchasing demand. Submission to one leader ensures efficient coordination of work.

A possible disadvantage of divisional management is to increase the costs of management activities due to duplication of the same functions in various enterprise divisions, although such duplication undoubtedly increases the manageability and efficiency of management personnel.

Thus, it can be concluded that the classical (traditional) organizational structures develop well in those countries where the most stable market economy, where there is no fundamental changes in the current legislation. Classical management methods successfully operate in medium-sized enterprises or in slowly changing well-changed industries.

Since the beginning of the 60s. In order to adequate reaction to changes in the external environment, adaptive or organic organizational structures have been developed.

The adaptive structure is built on fundamentally different from the classical principles. If in the classic structure of the task is solved by crushing into a number of smaller tasks, each of which is solved apart from the purpose of the organization, and the decision on the suitability of the result should take someone "upstairs", then in the adaptive structure, the task is solved in general, based on the interests of the enterprise , interacting both vertically and horizontally, adapting to unstable conditions 24.

Today there are three types of adaptive structures.

1) The project is a temporary structure created to solve a specific task: a team of qualified employees fulfills a complex project on a given time with the established quality and within the estimates. Upon completion of the project, the team dissolves. Some of the top management coordinates work within the usual functional structure.

2) Matrix - the most widely known option: The memberships of the project organization are subject to managers and the project, and the department, division. The advantages of it that determined the use in many industries: a combination of advantages both a functional and divisional organization of production, flexibility, high coordination of work. However, when applying vertical and horizontal powers, the management becomes complicated due to uniqueness problems.

3) In the structure of a conglomerate type, there is no single pronounced type of company - each department of the enterprise chooses the organization's form. The central management is responsible for long-term policy planning and development. Enterprises included in the conglomerate are practically not dependent and submitted to the management, as a rule, only in the field of finance, scheduled indicators for profitability and they are established by permissible costs. How to fulfill the duties - entirely the case of the management of the economic unit. These forms of the organization are very popular in high-tech industries, where you need to quickly establish the release of new products and stop the production of old.

Adaptive organizational structures are well developed at a rapidly changing environment, with the introduction of new technologies, the development of new markets. Real structures, as a rule, combine their properties in various ratios.6

It should be noted that the current trend is that each subsequent structure becomes more flexible compared to previously applicable. At the same time, we can allocate ten rules for more efficient functioning of organizational structures:

1) reducing the size of units and staffing them by more qualified personnel;

2) reduction of the number of control levels;

3) group organization of labor as the basis of a new management structure;

4) the orientation of the current work, including graphs and procedures, to consumer requests;

5) Creating conditions for flexible product configuration;

6) minimization of stocks;

7) Fast reaction to changes;

8) flexibly overlap equipment;

9) high performance and low costs;

10) Impeccable product quality and orientation for strong connections with the consumer.

Thus, the main thing in the bureaucratic organizational structures of the Office is the "position", and not the "man" with his individuality. As a result, the organization, using bureaucratic organizational management structures, becomes a "tough", its development is possible exclusively thanks to experts conducted from outside.

In addition, the functional specialization of elements of a bureaucratic type is characterized by unevenness and different speeds of changes in its development, which leads to contradictions between individual parts of the organization, to inconsistencies of their actions and interests.

Organic organizational management structures are more simple, have a wide information network, less formalized. Management in organic structures decentralized. It is characterized by a small number of control levels, higher independence in making management decisions at the lower levels of management, affiliate relations of managers.

Chapter 2 Modern approaches to assessing the effectiveness of the organization's activities

2.1 Target approach and systematic approach to the assessment of organizational efficiency

One of the most important management tasks as an organization management system is to ensure the effectiveness of its activities.

Organizational efficiency (lat. Effectivus - execution, action) (organization efficiency) - the ability of the organization to exist and achieve certain purposes with a favorable ratio of results.7

The development of the theory and practice of management has always been aimed at finding ways to improve the efficiency of organizations. In particular, the classical school of management focuses on the formation of the theory of scientific resource management, since at the beginning of the XX century. Efficiency was measured by the ability of an economic organization to produce products with the smallest costs. Therefore, among the principles of effective management dominated the rational distribution of labor, hierarchy, uniformity, centralism (F. Taylor, M. Weber, A. Fayol, etc.). A humanistic school seen an increase in efficiency in improving conditions for the implementation of employees of their abilities and opportunities (School of Human Relations, behavioral school, human resources, human resources, has come to replace the scientific department. The vision of the effectiveness of the socio-technical school (J. Woodward) is directly in between the efficiency and type of technology applied by the firm. Research A. Chandler, I. Ansoff, R. Miles in the field of organizational development indicated that the effectiveness of the organization depends largely on its structure. The collapse of the socialist management system of the late XX century. I brought such a factor of effectiveness to the fore as stimulating, and in recent years, informative technologies are hardly an important factor in improving the effectiveness of the organization. So, the problem of improving the efficiency of organizations is relevant and complex. In the post-socialist space, it is complicated by the fact that the techniques and methods of management, which are accustomed to the older generation managers, do not meet the new terms of management and management is identified with the ability to "spin", and not to operate according to certain rules that will ensure successful work.

In economic literature, there are three approaches to the study of organizational efficiency - target, systemic.

Target approach. It provides for the definition of the effectiveness of an economic organization with its ability to achieve in advance the goals. Uses the logic of the goals and means of the English economist L. Robins. According to this approach, the Group in the organization act rationally to achieve goals. Rationalism is to choose such a variant of the use of resources, which would allow to achieve their goals with the lowest costs. This approach should be used if the targets are defined and progress can be accurately fixed.

However, the same result can be achieved in different ways, with smaller or great efforts, which is affected by many factors. Among them - in-tituses of economic conditions (formal - laws, decisions, decrees regulating the activities of economic agents, introduce them to a clearly discharged legal field; informal - traditions, established practices of activity, mentality, etc., which make their amendments to action formal institutions). In particular, if the current system of laws creates favorable conditions for one type of activity (or one firm, for example, through a system of benefits), it will achieve the desired results (for example, the level of profitability or market share) with less effort than others are in the worst Conditions (although the management of them can be carried out according to all the rules and recommendations of the theory and practice of management). This means that when choosing goals, the highest management should take into account the conditions of activity. In some cases, this leads to the desire of managers to establish "real" goals, which can be achieved in existing conditions for the functioning of firms. The consequence of this is the loss of the firm of the opportunity to develop with ahead, without adapting to the circumstances, but to affect them.

According to the target approach, organizational efficiency depends on:

quality of setting goals, i.e. Compliance with the objectives of the conditions and requirements of the external environment, the possibilities of the enterprise and the interests of the staff

the forces and the directions of motivations that encourage members of the organization to achieve goals;

adequacy of the selected strategies set goals;

the volume and quality of resources uses an organization to achieve goals.

The first three factors characterize the strategic aspects of organizational efficiency, and the last is tacty.

Systems approach. According to it, the criterion for the effectiveness of the organization is its ability to adapt. This approach focuses on the internal characteristics of the organization and appeals rather to the means of maintaining relations between the participants of the organization than to the goals. The internal distribution of resources, the definition of hierarchical dependencies, the rules for the interaction of participants occupy the central place, and the cost estimate retreats to the background. However, this approach is more suitable for budgetary organizations providing certain social services or are engaged in the system of life support system (power structures, government bodies, etc.). Focusing on the survival of the organization due to the adaptation of it to changes in the external environment entails passive management of it, focused on the reaction to these changes. In addition, the opportunity to adapt to changes provides that the effective system has a certain amount of unused resources, which allows it to better resist unpredictable changes in the external environment, and this contradicts the criterion of minimizing the winct.

The disadvantage of the system approach is that the assessment of the internal characteristics of the organization requires a certain quantitative determination. Attempts to quantify all the formal and informal characteristics of the organization (the degree of cohesion, the degree of rationality of hierarchical relations) can lead to excessive complication of the procedure for assessing the effectiveness and growth of costs associated with it, and this does not guarantee the effective work of the Organization.

Selective approach (from the point of view of meeting the interests of strategic components). To evaluate effectiveness, the criteria corresponding to the "strategic component" of the organization (R. Miles, Minzberg). Spaces the opinion that effectiveness can be estimated on the basis of pre-established criteria or system characteristics alone. Taking the basis of the hypothesis of pleasure (Satisficing) by Satisficing by Satisficing, this approach emphasizes the minimum level of satisfaction of all components of the organization, the motives of activity and the purpose of which are different. If this level is not achieved, tensions and conflicts are paralyzed by the organization, will make it ineffective. Internal components of the organization - employees, managers, shareholders of the company; Exterior - government, local authorities, other institutes interested in the activities of the company. It is important that the organization manage to determine which components should be considered strategic.

An example of a conflict of interest, has an external nature, is the conflict between owners of firms and the state about tax evasion in full. With such a tax system and the mechanism of its implementation, when taxes can be hidden, "acquiring" an indulgence from an official, many enterprises transfer their activities in the "Shadow". The state, in turn, is aware that the solid "shadow" will not allow to form a budget, the dimensions of which would be sufficient to ensure the life of the country, strengthens the control of entrepreneurial activities, which leads to its complication (and therefore reducing efficiency) from - The increase in the number of control checks. Given this situation, none of the domestic companies seek to maximize their profits, but to show it in such a size so as not to cause suspicion of increasing income and not attract attention.9

The difficulties of using the electoral approach are to identify the strategic components (from which the organization's activities are most dependent) and in the ability to establish how it is the organization depends on them. In addition, a compromise in the balancing of interest under certain conditions may be disturbed if these conditions and, accordingly, the organizational environment will change. To the factors, the impact of which to change the conditions of management in the transition period is strong, owned by institutional (economic laws, the legal field, the practice of doing business, political preferences, etc.), since it is precisely their change that the equilibrium often violates the balance and displacement of the economic balance in favor of other interested groups .Module. Each approach has certain advantages and disadvantages, more or less manifested in various conditions. Good results can give a weighted and balanced combination of all approaches, in which the disadvantages of one might be compensated by the advantages.

In modern management, several types of efficiency are distinguished: internal, external, general, market, strategic (target), expenditure, operational, efficiency of the innovation project.

Internal efficiency - effectiveness in terms of using the organization's internal capabilities (management of its internal resources).

External efficiency - effectiveness from the point of view of using the external opportunities of the organization. This component is largely due to the state of the organizational environment, especially its institutional components and the ability of the Organization to adapt to its changes, so it is also called adaptive efficiency.

The overall efficiency is a set of internal and external efficiency. A high overall effectiveness can be achieved through a flexible organization management system, which allows you to quickly redistribute its resources in accordance with the changes in the external heat.

Thus, overall efficiency is achieved by combining the two components. Obviously, the high level of the EC component ensures an increase in the efficiency of the E3 whole. However, even at a high level of internal efficiency, the E2 organization will not have a high level of E3 overall efficiency, if its effectiveness is provided in terms of the use of market opportunities (EC). From here, the conclusion: to obtain the organization as high as possible, it is necessary, on the one hand, the most fully implementing its market opportunities, and on the other - to ensure the highest level of its internal efficiency.

So, the production of goods that are not in demand in the market makes any attempts to improve the efficiency of this production. On the other hand, the production of goods that uses in demand with a low level of its effectiveness (high production costs) will lead to a decrease in demand for it and the narrowing of the market. In both cases, the level of overall efficiency remains significantly lower than the maximum possible.

The efforts of managers aimed at using a favorable market situation will not give maximum return if the organization does not provide high internal efficiency.

2.2 Strategic and value approaches to the assessment of organizational efficiency

Any study pursues a specific goal. The ultimate goal of the study of the management system is to increase the efficiency of the functioning of the organization under study.

Only a purposeful organization is able to succeed, since its activity becomes meaningful, productive.

Actually "effect" (from lat. Effectus) and means efficiency, performance, performance. The effect is the absolute value of any targeted changes in the system.

There is no single opinion in the scientific literature as to what the effectiveness means both in theoretical and in the practical sense. The most famous and most widely applied approach to the effectiveness assessment is the target approach in which the confidence criterion dominates.

Efficiency is the degree of realization of the organization's goals with minimal, but necessary costs. This is the ratio of the results of the organization's activities to the cost of its qualitative achievement. Efficiency is a relative value, i.e. the result is compared with the cost of its achievement. At the same time, the results (P) and costs (3) can be comparable in various combinations:

P / 3 - the result obtained per unit cost;

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

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

These simple ratios are basic when developing performance indicators.

The effectiveness of the production organization is a notion of multicriterial. The organization of the organization's goals is a hierarchical, multidimensional model of goals. The choice of criteria and indicators for goaling determines the content of the hierarchical multidimensional model of efficiency.

The classification of the objectives of the organization gives grounds for classification and types of efficiency:

according to the degree of importance for the organization shares strategic and tactical efficacy;
in relation to the external environment - external and internal efficiency;
in the content, technological, economic, production, scientific and technical, environmental and social efficiency is allocated;
scale - socket, intra-profit, group and individual efficiency;
on system-wide characteristics - the effectiveness of the organizational structure and the effectiveness of the management mechanism;
in relation to the object and the subject of the Office, the efficiency of production and management efficiency is distinguished.

The effectiveness of the control system is the degree of achievement of the objectives set before the production organization with minimal, but necessary costs. In this case, the results relate to the cost of the system as a whole (production costs + commercial expenses + administrative and management costs).

Very often, the concept of "efficiency" is identified with the concept of "effectiveness", which is fundamentally incorrect. Performance - the ability to achieve results (P / C), but how much the organization cost this result (P / 3) is economy. Efficiency is a more capable concept than performance. Production organizations Epizodically face a situation where the accent offset takes place to obtain a result with "acceptable" (but not minimum) costs.

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

The problem of assessing the effectiveness of the management system is still one of the most complex both in domestic and foreign practice, which is primarily due to the lack of an acceptable methodology for assessing the effectiveness of the management system and clear criteria for measurement and evaluation. Analysis of different points of view that existed about the criteria for the effectiveness of the control system allows you to distinguish several approaches that are fundamentally different.

The first approach. The point of view was the greatest distribution, which consisted in the fact that the effectiveness of the control system should be assessed through indicators characterizing the activity of the managed object. This opinion was adhered to, in particular, well-known scientists I. N. Kuznetsov, A. V. Tikhomirov, B. 3. Milner, G. X. Popov, R. M. Petukhov, E. S. Lazutkin, N. G. Chumachenko , O. A. Daeneko, I. Ya. Katz (40; 26; 27; 28; 39; 10; 16). The basis of this point of view is three significant arguments:

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

2. The management system ensures the formation and implementation of such a development variant, which predetermines the best results in the current situation, therefore, it is necessary to evaluate its effectiveness in terms of the efficiency of the system as a whole.

3. Since the resource provision, regulation of the formation of cumulative costs and control over their level is carried out by the management system, its effectiveness (no matter how defining efficiency) "There is an effectiveness of the organization that the device is managed, and vice versa, the effectiveness of the organization has the effectiveness of the management of it "(5, p. 206).

A wide variety of criterion-estimated indicators of the enterprise was proposed. This is the volume of production in value terms, sales volume, balance sheet and net profit, cost indicator, as a reflective degree of intensification of production, indicators of contractual supplies and even a national economic economic effect.

The second approach also considers the effectiveness of the enterprise's activities as a whole, but at the same time, the effectiveness is understood as the "ratio of the results of production and costs taken in a certain social form." The main problem with this approach lies in how to reduce many different private indicators to a single quantitative meter. Most often, this problem is solved by the development of a comprehensive (integral) assessment of the efficiency of the enterprise, in the numerator of which - profits, and in the denominator - indicators of the use of funds for labor, basic and current assets. Sometimes a comprehensive indicator includes all possible indicators: net profit, the percentage of the return of low-quality products, the coefficient of the range and the amount of products sold, the coefficient of scientific and technical armed production, the coefficient of use of production assets, the total number of employees in the enterprise, the cost of unused equipment.

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

The fourth approach, determining the criterion of effectiveness quantitatively, proposes to evaluate the effectiveness of the management system separately according to the general criterion, which combines both the indicators of the management system and production efficiency indicators. The economy of the management system (EC) is determined through the ratio of management costs for the cost of the main production facilities and working capital. The performance indicator (EP) is calculated through the ratio of labor productivity to the number of working. Then the overall criterion for the effectiveness of the control system is calculated as ES / EP.

The fifth approach involves assessing the effectiveness of the management system mainly in quality criteria, the set of which is quite diverse. This is a simplicity characterized by the number of hierarchical levels of the management structure, saving communications, the number of departments and bridges of communication, the profile, and the homogeneity of the tasks of each department, the coordination method, etc. Due to the appearance of a system audit in assessing the cost of organizations, the management aspect is also taken into account. Evaluation of the management system efficiency is made by the expert method according to the following list: a set of general and specific goals and management functions, organizational management structure, control process characteristics, management methods and development of management solutions, composition of technical controls, etc.

Within the framework of the sixth approach, a comprehensive indicator of the efficiency of the enterprise is determined through the established goal that it seeks to achieve with minimal general costs. The effectiveness of the system functioning as a whole largely depends on the operation of the management system, which is created for the smooth operation of the production system towards the goal. An integrated concept of efficiency was proposed through the allocation of the need (P), the objectives (C), the result (P), costs (3), the effective (C / P and P / C) and the cost (P / 3) efficiency:

E \u003d c / n * p / c * p / 3.

The formula is interesting in that the concept of effectiveness is not introduced no ratio of C / 3, but targeted (P / C) and resource efficiency (P / 3). This view was obtained the most distribution and can be expressed as follows: Target efficiency (ratio of the results achieved to the established goal) and costly, or resource, efficiency (the ratio of results to the costs that are necessary for achieving them) exhaust any effective management processes. "The system will be effective if it contributes to the achievement of the maximum result defining the purpose of management, with the minimum necessary and sufficient consumption of all the resources used to implement this goal."

Foreign economists also allocate two aspects of efficiency: the target as a measure of achieving the objectives of the organization and costly as an efficiency of transformation of resources into production costs. Considering that the setting of goals and development of strategies for their achievement are prerogative of strategic planning, and the choice of resource transformation technology to the specified results is a tactical task, it is proposed to target strategic, and spent - tactical, especially since the term "strategic efficiency" is applied by specialists Although without strictly defining its content.

Recently, in assessing the effectiveness of the operation of the production organization, in addition to the two of the above, two more factors are distinguished: the ecological efficiency and efficiency of management. To ecologizing the management of domestic enterprises, it is necessary that all enterprise services take into account in their activities issues of environmental protection. Environmental safety measures, being one of the elements of costs, are included in their composition, therefore the ecological optimization of the entire life cycle of products (raw materials, semi-finished products, production, sales, use and removal of waste) should be organically combined with the optimization of the cost structure. The allocation of environmental efficiency in assessing the effectiveness of the control system is hardly advisable. The activity of the corresponding block (element) to implement the environmental safety function should be estimated, which, however, does not exclude and evaluate the environmental safety system as a whole.

The effectiveness of the management as a comprehensive system for ensuring the competitiveness of the organization necessarily includes the ability to set goals and choose an image of action to achieve them, and determine the ways to transform resources into production results. In fact, the effectiveness of management is the effectiveness of the management system for the mobilization of all resources to achieve the goal, that is, to ensure target and resource efficiency.

The direction of the seventh approach consists of the allocation of three interrelated criteria - quantitative and qualitative to evaluate the effectiveness of both the "management apparatus and its organizational structure". The indicators of the first group characterize the effectiveness of the management system expressed through the final results of the organization and management costs. As an effect due to the functioning or development of the management system, an increase in the production volume of products, a decrease in cost, increasing profits, improving product quality, savings on capital investments, etc.

The second group of indicators includes qualitative indicators with which you can assess the organization and content of the management process. This is productivity in the field of management, the adaptability of the organizational structure, the efficiency and reliability of the management system, etc.

The third group of indicators characterizes the rationality of the organizational structure and its technical and organizational level. These include: the management of the management system, the level of centralization of management functions, adopted manageability standards, balance of rights and responsibility, the level of specialization and functional closure subsystems, developmental ability, compliance with formal and informal structures, influence on social development, etc.

Eighth approach. Evaluation of the effectiveness of the organization's activities is made on the basis of a resource-potential approach, according to which the integral efficiency of the functioning of the system as a whole (E) is the function of realizing the potential of the system:

E \u003d F (PV - IV) → Mach un,

where: PV - potential system capabilities;

Yves - the level of use of the capabilities of the system;

Un - satisfaction of needs.

Conclusion

In the process of performing work, theoretical and methodological aspects are investigatedformation of organizational structures management of enterprises, composition and relationships of elements of the organizational environment, the processes of formation of the organizational structure; An analysis of the organizational structure and functions of the structural divisions of enterprises.

For effective management, it is necessary that the structure of the organization complies with the goals and tasks of its activities and was adapted to them. The organizational structure creates a foundation that is the basis for the formation of administrative functions. The structure establishes the relationship between employees within the organization.

For each organization, there is its own, inherent organizational management structure, so the management of the organization will independently form a management structure, acceptable only for it. The uniqueness of a particular organizational structure of management is achieved on the basis of the use of existing types of linear, functional, divisional, matrix, etc. structures by including or eliminating any divisions, structural units and connections from them.

The specifics of the problem of designing an organizational management structure is that it cannot be adequately represented as a problem of a formal choice of the best version of the organizational structure for a clearly formulated, unambiguous optimality criterion. This is a multi-criteria problem, solved on the basis of a combination of scientific, including formalized, analysis methods, evaluations, modeling organizational systems with subjective activities of managers, specialists and experts on the choice and evaluating the best options for organizational solutions.

List of sources used

1. Braddick W. Management in the organization / W. Breddik - M.: Infra-M, 2011. - 344 p.

2. Volkova K. A. Enterprise: strategy, structure, regulations on departments and services, job descriptions / Volkov K. A., Dejkina I. P. - M.: OJSC Publishing House "Economics", Norm, 2012. - 526 .

3. Verchaigor E.E. Management. Tutorial for media. specialist. educational institutions of the economic profile / E.E. Verchaigor. - M.: Infra-M, 2011. - 256 p.

4. Vikhansky O. S. Management. Textbook. 3rd ed. / O. S. Vikhansky, A. I. Naumov - M.: Gardariki, 2011. - 389 p.

5. Vladimirova I.G. Companies of the future: organizational aspect. - M.: Infra-M, 2011. - 287 p.

6. Gitelman LD. Transforming Management: Reorganization Leaders and Management Consultants: EC Tutorial. Specialist. universities / ld Gitelman - M.: Case, 2011. - 496 p.

7. Dietrich Ya. Design and designing organization: System approach. - M., 2010. - 321 p.

8. Kazantsev A. K. Fundamentals of management. Workshop / A. K. Kazantsev, V. M. Malyuk, L. S. Serov - M.: Infra-M, 2010. - 544 p.

9. Rogozhin S. V. Organization Theory // Management, 2014. - P. 31-39 p.

10. TRAVIN V.V. Basics of personnel management / V. V. Travin, V. A. Dyatlov - M.: Perspective, 2012. - 205 p.

11. Turovets O. G. Organization of production and management at the enterprise: studies. For universities / O. G. Turovets - M.: Infra-M, 2012. - 544 p.

12. Pischnev A. G. Management management. Tutorial, 4th ed. / A. G. Porschnev - M.: Infra-M, 2011. - 501 p.

1 Porschnev A. G. Management management. Tutorial, 4th ed. / A. G. Porschnev - M.: Infra-M, 2011. - P.50

2 Turovets O. G. Organization of production and management at the enterprise: studies. For universities / O. G. Torovtsov - M.: Infra-M, 2012. - p.44

3 Dietrich Ya. Design and designing organization: System approach. - M., 2010. - p.121

4 Rogozhin S. V. Organization Theory // Management, 2014. - P. 31-39

5 Vikhansky O. S. Management. Textbook. 3rd ed. / O. S. Vikhansky, A. I. Naumov - M.: Gardariki, 2011. - s. 89.

6 Braddick W. Management in the organization / W. Breddik - M.: Infra-M, 2011. - p.134

7 Porschnev A. G. Management management. Tutorial, 4th ed. / A. G. Porschnev - M.: Infra-M, 2011. - p.150

8 Turovets O. G. Organization of production and management at the enterprise: studies. For universities / O. G. Turovets - M.: Infra-M, 2012. - p.154

9 Rogozhin S. V. Organization Theory // Management, 2014. - p.139

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The quality of medical care is a set of characteristics confirming the compliance of the medical care provided by the needs of the patient, its expectations, the modern level of medical science, technologies and standards.

The following features of the quality of medical care are distinguished:
. Professional competence;
. availability;
. interpersonal relationships;
. efficiency;
. continuity;
. safety;
. convenience;
. Compliance with patient expectations.

Professional competence

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

If we talk about the competence of the head, then this is, first of all, professional skills in developing and making management decisions. For doctors, this knowledge and skills of the diagnosis and treatment of the patient. A set of necessary skills and knowledge of support personnel depends on the position specifically occupied. For example, a professionally prepared registrar in a clinic must provide the necessary information in response to any patient's appeal. The lack of professional competence can be expressed both in small deviations from existing standards and in gross errors that reduce the effectiveness of treatment or falling under threat of the patient's health and life.

Availability of medical care

This characteristic means that medical care should not depend on geographic, economic, social, cultural, organizational or language barriers. Geographic access is measured by the presence of transport, distance, time in the way and other circumstances that may prevent the patient with the necessary assistance. Economic accessibility is determined by the possibility of obtaining the necessary assistance to guaranteed volume and quality, regardless of the material position of the patient. Social, or cultural, accessibility refers to the perception of medical care in the light of cultural values \u200b\u200bof the patient, its religion.

For example, a family planning service may not be in demand by patients, as contrary to their moral values \u200b\u200band religion. Organizational availability implies optimization in the operation of individual medical services. For example, the work schedule of the clinic should provide the possibility of circulation to a convenient time for patients. Insufficient number of evening techniques reduces accessibility for those people who work during the day. Language accessibility means use in the work of the medical services of the language of patients arising for medical care, etc.

Interpersonal relationships

This characteristic of the quality of medical care belongs to the relationship between health workers and patients, medical personnel and their leadership, health care system and the population as a whole. Correct relationships create an atmosphere of psychological comfort, confidentiality, mutual respect and confidence. Important items of these relationships are the art of listening and adequately react. All this contributes to the formation of a positive patient installation on conducting my treatment.

Efficiency

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

Continuity

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

Safety

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

For example, during the waiting for a doctor's reception, patients may be infected with other patients in non-compliance with the necessary anti-epidemic measures. When solving the question of choosing a particular medical technology, the expected results must necessarily make a potential risk.

Convenience

Under this characteristic, it means a system of measures aimed at creating an optimal medical and security regime: ensuring comfort and cleanliness in medical institutions, rational accommodation of chambers and medical and diagnostic units, equipping them with modern functional medical furniture, organization of the patient's day, elimination or maximum decrease in impact adverse factors of the external environment, etc.

Compliance with patient expectations

For patients in a specific medical institution, the quality of medical care is determined by how much it meets their needs, expectations and turns out to be timely. Patients most often pay attention to the convenience, performance, availability, continuity of medical care, on relationships between them and medical personnel. Satisfaction of patients with medical care depends on the assessment of the quality of life associated with health.

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

The quality of the structure characterizes the conditions for the provision of medical care to the population. It is determined relative to the health care system as a whole, a medical institution, a separate structural unit, a specific medical person, separately. This component of quality characterizes such parameters as the sanitary and technical condition of buildings and structures in which a medical institution functions; provision of personnel and their qualifications; technical condition of medical equipment (its moral and physical wear); compliance with drug availability, medical products, medical nutrition, established standards; Service level, etc.

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

The quality of technology characterizes all stages of the process of providing medical care. The quality of technology gives an idea of \u200b\u200bcompliance with the standards of medical care, the correctness of the choice of tactics and the quality of the work performed. It characterizes how much the complex of medical and diagnostic measures rendered by a specific patient corresponded to the established standards of medical technologies. If the patient has been spent on the provision of medical care more than those provided by the current medical and economic standards, it will not be recognized as high-quality assistance even if the expected treatment results are achieved.

The quality of the technology is estimated only at one level - with respect to a specific patient, taking into account the clinical diagnosis of concomitant pathology, the age of the patient and other factors. One of the parameters characterizing the quality of the technology can be the presence or absence of medical errors.

The quality of the result characterizes the result of the provision of medical care, i.e. Allows you to judge how actually the results achieved are actually achievable. Typically, the quality of the result is estimated at three levels: relative to a particular patient, to all patients in a medical facility, to the population as a whole. Analysis of the quality of the result relative to a specific patient makes it possible to assess how reached the results of the treatment of a particular patient are close to expected taking into account the clinical diagnosis, age and other factors affecting the outcome of the disease.

For example, for one patient, the planned result of treatment may be its complete recovery with the normalization of all data of clinical and biochemical, functional and other research species. For another patient with obliterating atherosclerosis of the vessels of the lower extremities, complicated by a moist gangrene, the planned result of treatment may be amputation of the lower limb.

With inpatient treatment, it was previously made to allocate three outcome of hospitalization: "recovery", "translation", "death". Currently, the hospitals moved to a new, more differentiated system for assessing the treatment outcomes in which they allocate: "recovery", "improvement", "without change", "worsening", "translation", "death". Upon completion of the outpatient polyclinic treatment, the patients with possible outcomes can be: "recovery", "remission", "hospitalization", "translation to another medical institution", "disabledization", "death". The quality of the result in relation to all patients in the medical facility should be assessed for any specific period of time (for the year).

In the practice of LPU to assess the quality of the result in relation to all patients, various qualitative indicators are commonly used: mortality, frequency of postoperative complications, the discrepancy of clinical and pathological and anatomical diagnoses, neglence on oncology, the ratio of cured and remote teeth, etc. The quality of the result in relation to the population In general, characterize public health indicators.

All quality components are related to each other and have each other influence. With a low level of quality, the structure is quite difficult to ensure an acceptable level of technology quality. Violation of diagnostic technology and treatment in most cases leads to adverse results of treatment. At the same time, the high level of structure quality is only a potential, but not always realized the opportunity to have a high level of technology quality and result. Such interdependence is often defined as "the principle of the negative" - \u200b\u200bwith poor quality of the negative, it is impossible to make a good photo, but a bad picture may turn out to be with a high-quality negative.

O.P. Schepin, V.A. Medic

Modern approaches to assessing the effectiveness of the management of the organization

Kazakhstan

almaty city

Kazakh Economic University.T. Ryskulov

Stude n you ii course

Zhumachanovazira, Kelmenbetovaisa

At the present stage of development of economic relations, one of the most important conditions for the implementation of stable activities of organizations is the presence of a highly organized management system, which is characterized by adaptability, flexibility, performance. In theory and practice there are a number of areas of increasing the effectiveness of organizations. However, despite the diversity of these areas, the current level of economic development is contained, including the absence of such a methodology for assessing the effectiveness of the management system, which would allow a comprehensive analysis to actively influence the current state of the organization, and also served as the basis for further improvement of its management system . Analysis and assessment of the effectiveness of the management is based on subject links and knowledge of such objects as: the theory of management, the system of state and municipal management, strategic management, personnel management, the basics of rule-making activities, the regional economy and management, as well as the formation of the effective structure of the organization.

Efficiency of the management organization – Creating favorable conditions for achieving a production team of goals in the shortest possible time with the highest quality and quantitative indicators and the lowest resources costs. Or: The effectiveness of the control is an effective leadership, understood as the ability of the head to force or induce, to interest the workers subordinate to him to work vigorously, more productively, with high impact. Since the management task is a targeted impact on a managed object to ensure the achievement of the goals set, the effectiveness of management can be assessed by the degree of achievement of these purposes: according to the final results of production activities (in terms of profit), on the quality of planning (improved budgeting indicators), on the effectiveness of investments ( Return to capital), and to increase the speed of capital turnover.

Traditional economic theory assumes that in organizing the work of any enterprise, it is necessary to compare the costs and results of the work, to apply certain indicators. At the same time, the criterion for the effectiveness of management as a whole is the maximization of performance and minimizing costs. Moreover, it is necessary to pay close attention when it comes to successful economic activities, about the market promotion, about achieving superiority over their competitors.
In practice, several approaches are applied when evaluating management efficiency:

Target approach - Evaluation according to the degree of implementation of the goals set - the implementation of a program, depending on the solution of specific tasks, achieve the intended economic indicators, forecast projections.

Resource approach - evaluation of management efficiency, depending on the use of resources, both related to the management and applied in the manufacture of products and all the resources involved in.

Evaluation of the reached state of the enterprise, its place in business - Evaluation of the dynamics of the main economic indicators for a comparable period of time, comparison with regulatory quantities, medium-divers, regional indicators similar to those in the industry of companies or major competitors.

A complex approach - One way or another combining all the previous ones.

Analysis of the category of efficiency, the factors of its defining makes it possible to conclude that adequate content and forms of the manifestation of efficiency are groups of economic efficiency indicators that can act as a meter, the organization's effectiveness criterion. As a criterion for the efficiency of production and management, private indicators of the use of certain types of resources are used: material resources, basic production assets, capital investments, labor productivity characterizing the economic activity of personnel, and generalizing indicators characterizing the final results.

Since the task of management is a targeted impact on a managed object to ensure the achievement of the goals, management efficiency can be estimated to achieve these goals: according to the final results of production activities, on the quality of planning, on the effectiveness of investments, to increase capital turnover speed, etc. The easiest example is the assessment of the effectiveness of the management rate in terms of the level of profit, by tendency to increase or decrease this indicator.

Another economic criterion for efficiency subordinate to the criterion of profitability is the productivity characterized by indicators of individual and group productivity, the volume of manufactured

products, product quality. This also includes indicators of the use of material resources, human resources, introducing innovations.

The effectiveness of the management is increasingly identified with the cost-effectiveness: a useful result is compared with the cost of activity, and among the latter the costs that really affect the receipt of a useful result, as well as inevitable and unjustified losses are distinguished.

Modern management theory comes to necessity, first, coordination of indicators of management efficiency with performance indicators and productivity of the company; Secondly, the need to take into account the multilateral impact of management to the company, using a set of additional criteria.

In this way,evaluation of the effectiveness of the management is an important element of the development of project and planning solutions.allowing you to determine the level of progressiveness of the current structure developed by the planned activities of the planned activities, and is carried out in order to choose the most rational version of the structure or method of improving it. The effectiveness of the organizational structure should be assessed at the design stage, when analyzing the management structures of existing organizations for planning and implementing measures to improve management. In the course of writing, the article has been studied and analyzed the procedure for evaluating the effectiveness of management. Starting on materials collected during the study of this topic, in accordance For the purpose and tasks of this course work, the following conclusions can be drawn:

Evaluation of the effectiveness of the management in the organization helps to understand the strengths and disadvantages, compliance with the original plan, leads activities to achieve planned results and what changes should be made to the functioning of the organization to make it more efficient.

The information obtained during the evaluation allows you to make weighted, reasonable decisions about organizational development. The assessment may be useful at various stages of the organization's functioning.

Also, the effectiveness of the control is formed under the influence of a number of factors that can be classified according to the following features: the duration of influence; nature of influence; the degree of formalization; dependence on the scale of influence; content; Form of influence.
The economic efficiency of the management can be determined using the main indicators: the economic efficiency of the use of material resources, industrial funds, capital investments, staff activities, as well as generalizing and dynamic performance evaluation indicators.

Bibliography

1. Analysis and evaluation of management efficiency in the organization: Readings for distance learning. / Compiler O.V. Simagina. - Novosibirsk: Sibugs, 2003.

2. I.V. Assembly analysis and assessment of the effectiveness of public administration: theoretical aspect. The translation and practice of organizing production and management

3. Vasin S.M., Mammon O.A. Nature and the essence of the concept of efficiency of the enterprise management system. Vector science tsu. - 2012. - № 4 (22). P. 232.

4. Rumyantseva Z. P. General management of the organization. Theory and Practice: Tutorial. - M.: Infra-M, 2001.

5. Shemets P.V. Organizing theory: lecture course. - M.: Infra-M; Novosibirsk: Siberian Agreement, 2004.

6. D. Jampalca, M. ZONEC

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