Methodical approaches to assessing the effectiveness of production management. Modern approaches to assessing the effectiveness of the organization. Criteria and indicators of management efficiency

Quality assurance

Activities aimed at creating such conditions for medical care for the population that would make it possible to fulfill the declared guarantees and ensure the expected results of medical care in the most effective and safe way.

Determining the actual level of service quality and taking action to change the service in accordance with the results of this determination.

Quality control approaches:

1) Structural- licensing and accreditation of institutions, attestation and certification of specialists. The meaning is a quality institution, ensuring the quality of medicines, mater. Equipment, quality specialists provide quality medical services.

2) Procedural - control over the service delivery process. Most often - according to the documentation. Requires the participation of experts (i.e. the opinion is partly subjective). Based on the assessment of compliance with the technology of the treatment and diagnostic process.

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

Requirements for systems and methods for evaluating cMYP

1) Reflect the essence of medical activity, 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 care

4) Evaluate the doctor's actions aimed at eliminating the errors of the previous stages of medical care.

5) Install typical mistakes medical practice

6) Be used regardless of changes in the elements of medical care technology and registration of examination data.

7) Minimize the subjectivity of the evaluation of the ILC and the registration of the examination data.

8) Provide the ability to quantify quality.

9) Provide an opportunity to justify any medical error

10) Establish the rationality of the use of real-life resources of a medical institution.

11) Be accessible to a wide range of consumers of medical care.

Key components of the WHO cMYP:1) doctor's qualification 2) optimal use of resources 3) risk to the patient patient satisfaction from interaction with the medical system

KMP is the content of the interaction between the doctor and the patient, based on the qualifications of a professional, i.e. his ability to assess the risk of progression of the patient's existing disease and the emergence of a new pathological process, optimally use resources and ensure patient satisfaction from contact with the medical system.

The ILC largely depends on the interaction of the following factors:

Resource availability

Organization of medical care

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

Conditions and behavior of consumers of medical care.

Ensuring the effectiveness of the organization is the main task and competence of managers. Depending on the strategic intentions of top management, it is evaluated by various methods and according to 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 appropriate organizational resources. One of the main tasks of management as an organization management system is to ensure the effectiveness of its activities. Temporal P. Effective management. -M.: Alpina Business Books, 2009.

Organizational efficiency (lat. effectivus - execution, action) (organizational efficiency) - the ability of an organization to exist and achieve certain goals with a favorable ratio of results. Vaskin A.A. Manager evaluation. Educational and practical guide.- M .: Company Sputnik +, 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 focused on the formation of the theory of scientific resource management, since at the beginning of the 20th century. efficiency was measured by the ability of an economic organization to produce products at the lowest cost. Therefore, rational distribution of labor, hierarchy, autocracy, centralism dominated among the principles of effective management (F. Taylor, M. Weber, A. Fayol, etc.). The school of scientific management was replaced by the humanistic school, which saw efficiency gains in improving the conditions for the employees of the company to realize their abilities and capabilities (school of human relations, behavioral school, theory human resources). The vision of the effectiveness of the socio-technical school (J. Woodward) is in a direct relationship between efficiency and the type of technology used by the firm. Research by A. Chandler, I. Ansoff, R. Miles in the field of organizational development indicated that the effectiveness of an organization largely depends on its structure. Turovets O.G. Organization of production and management at the enterprise: textbook. for universities / O.G. Turovets - M.: INFRA-M, 2012. The collapse of the socialist economic system at the end of the 20th century. brought to the fore such an efficiency factor as incentives, and in recent years, information technology is considered to be perhaps the most important factor in improving the efficiency of an organization. So, the problem of improving the efficiency of organizations is relevant and complex. In the post-socialist space, it is also complicated by the fact that the methods and methods of management to which managers of the older generation are accustomed do not correspond to the new economic conditions and management is identified with the ability to "turn" and not act according to certain rules that will ensure successful work. In the economic literature, there are three approaches to the study of organizational effectiveness - target, system. Meskon M.Kh., Albert M, Hedouri F. Fundamentals of management: Per. from English - M.: "Delo", 2009.

Target approach. It provides for determining the effectiveness of an economic organization by its ability to achieve pre-set goals. Uses the logic of ends and means of the English economist L. Robins. According to this approach, groups in an organization act rationally to achieve goals. Rationalism is the choice of such an option for the use of resources that would allow achieving the set goals at the lowest cost. This approach should be used when goals are defined and progress can be accurately recorded.

Each commercial structure begins its activities to establish certain goals as goals. economic indicators; management efforts are aimed at ensuring the achievement of certain economic results. According to the scale of goals, there are company-wide, intra-company and group efficiency. Firm-wide performance reflects the dynamics of the overall goals of the organization (for example, in terms of sales or market share, profit, profitability, etc.); intra-company - the dynamics of the goals of its structural divisions (centers of profit or responsibility), and group - the completeness of the achievement of group goals (owners of capital, managers, workers). Meskon M.Kh., Albert M, Hedouri F. Fundamentals of management: Per. from English - M.: "Delo", 2009.

However, the same result can be achieved in different ways, with less or more effort, which is influenced by many factors. Among them are the intuitions of the economic conditions (formal - laws, regulations, decrees that regulate the activities of economic agents, introduce them into a clearly defined legal field; informal - traditions, established practices, mentality, etc., which make their own amendments to the action of 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), then 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 they can be managed according to all the rules and recommendations of the theory and practice of management). This means that when choosing goals, top management must take into account the conditions of the activity. In some cases, this leads to the desire of managers to set "real" goals that can be achieved in the existing conditions of the functioning of firms. The consequence of this is the loss by the company of the opportunity to develop ahead of schedule, not adapting to circumstances, but influencing them. Ivankevich J.M., Lobanov A.A. Human resources management: basics of personnel management. - M.: Delo.-2003.

The targeted approach is appropriate in terms of meeting the interests of each of the interested groups. However, if we consider the organization as an integral system, the main purpose of which is to ensure its vital activity (existence), then it should be used. Often the interests of individual members of the organization are contrary to the interests of others, which negatively affects the formulation of strategic goals (for example, in corporations). On the other hand, the motivation to achieve goals is dominated by rationalism in the choice of means for this, which leads to excessive expenditure of the organization's resources. Research of control systems: Proc. allowance for universities / N.I. Arkhipova, V.V. Kulba, S.A. Kosyachenko and others; Ed. N.I. Arkhipova. - M.: Prior, 2004.

According to the target approach, organizational effectiveness depends on:

quality of goal setting, i.e. compliance of the intended goals with the conditions and requirements external environment, the capabilities of the enterprise and the interests of the staff;

The strength and direction of motivations that encourage members of the organization to achieve goals;

adequacy of the chosen strategies for the set goals;

The volume and quality of resources used by the organization to achieve its goals.

The first three factors characterize the strategic aspects of organizational effectiveness, and the last - tact.

Systems approach. According to him, the criterion for the effectiveness of an organization is its ability to adapt. This approach focuses on internal characteristics organization and appeals more to the means of maintaining relations between the participants of the organization than to goals. The internal allocation of resources, the definition of hierarchical dependencies, the rules for the interaction of participants take center stage, and cost estimates recede into the background. However, this approach is more suitable for budgetary organizations that provide certain social services or are employed in the life support system of the state (power structures, government bodies, etc.). Korotkov E.M. The concept of Russian management. - M .: LLC Publishing and Consulting Enterprise DeKA, 2008.

Focusing on the survival of the organization by adapting it to changes in the external environment entails passive management of it, focused on responding to these changes. In addition, the very ability to adapt to changes implies that an efficient system has a certain amount of unused resources, which allows it to better withstand unpredictable changes in the external environment, and this contradicts the cost minimization criterion. The disadvantage of a systematic approach is that the assessment of the internal characteristics of the organization requires a certain quantitative definition. Attempts to quantify all the formal and informal characteristics of an organization (the degree of cohesion, the degree of rationality of hierarchical relations) can lead to an excessive complication of the procedure for assessing the effectiveness and growth of costs associated with it, and this does not guarantee effective work organizations. Makarevich L.M. Company performance management (reliable guarantee of business profitability). -M.: Vershina, 2007.

Selective approach (in terms of meeting the interests of strategic components). To evaluate the effectiveness, he uses criteria corresponding to the "strategic components" of the organization (R. Miles, G. Mintzberg). Disputes the notion that performance can be judged on the basis of pre-established criteria or system characteristics alone. Taking G. Simon's satisficing hypothesis as a basis, this approach emphasizes ensuring a minimum level of satisfaction for all components of the organization, whose motives and goals are different. If this level is not reached, tension and conflicts will paralyze the organization and make it ineffective. Internal components of the organization - employees, managers, shareholders of the company; external - the government, local authorities, other institutions interested in the activities of the company. It is important that the organization is able to determine which components should be considered strategic.

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

An example of a conflict of interest, which is of an external nature, is the conflict between the owners of firms and the state over tax evasion in full. With such a tax system and a mechanism for its implementation, when non-payment of taxes can be hidden by "purchasing" indulgence from an official, many enterprises transfer their activities to the "shadow". The state, in turn, realizing that the continuous "shadowing" will not allow the formation of a budget, the size of which would be sufficient at best to ensure the life of the country, strengthens control over entrepreneurial activity, which leads to its complication (and hence, a decrease in efficiency) from - for the increase in the number of control checks. Given this situation, none of the domestic companies seek to maximize their profits, but show it in such a way as not to arouse suspicion of concealing income and not attract attention. Maksimtsev M.M., Ignatieva A.V. Management: Textbook for universities. M.: UNITI, 2008

Therefore, the approach to assessing the effectiveness of an organization in terms of satisfying the interests of its strategic components requires a clear positioning of these interests and the choice and formulation of criteria that correspond to them (for example, the amount of profit, the amount of dividends, the level of profitability - for owners or shareholders; return on invested capital , indicators of liquidity and financial stability - for credit institutions, the amount of profit, the amount wages- for company personnel, etc.). Such criteria should be balanced and aimed not only at satisfying the interests of the strategic components. Gorfinkelya V.Ya Enterprise Economics: Textbook.- M.: Banks and exchanges.- UNITI.-2002.

The difficulty in using a selective approach lies in identifying the strategic components (on which the organization's activities are most dependent) and in the ability to establish how the organization depends on them. In addition, a compromise in balancing interests under certain conditions can be violated if these conditions and, accordingly, the organizational environment change. Factors whose impact on the change in business conditions during the transition period is strong include institutional ones (economic laws, the legal field, business practices, political preferences, etc.), since it is their change that often upsets the balance and shifts the economic balance in favor of other interested groups. module. Each of the approaches has certain advantages and disadvantages, which manifest themselves to a greater or lesser extent in different conditions. Good results can be obtained by a balanced and balanced combination of all approaches, in which the disadvantages of one could be offset by the advantages. Organization management. / Ed. A.G. Porshneva, Z.P. Rumyantseva, N.A. Salomatina. -M.: INFRA-M, 2009.

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

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

· External efficiency - efficiency from the point of view of use of external possibilities 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.

· Overall efficiency - a combination of internal and external efficiency. High overall efficiency can be achieved through a flexible organization management system that allows you to quickly redistribute its resources in accordance with changes in the external environment.

Thus, the overall efficiency is achieved by a combination of its two components. It is obvious that a high level of the Ex component provides an increase in the efficiency of E 3 as a whole. However, even with a high level of internal efficiency E 2, the organization will not have a high level of overall efficiency E 3 if its efficiency in terms of the use of market opportunities (Eh) is not ensured. Hence the conclusion: in order for an organization to obtain the highest possible results, it is necessary, on the one hand, to realize its market opportunities to the fullest extent, and on the other hand, to ensure the highest possible level of its internal efficiency. Thus, the production of goods that are not in demand on the market makes any attempts by management to increase the efficiency of this production meaningless. On the other hand, the production of a commodity that is in demand, with a low level of its efficiency (high production costs), will lead to a decrease in demand for it and a narrowing of the market. In both cases, the level of overall efficiency remains well below the maximum possible. Mylnik V.V., Titarenko B.P. Control systems. Textbook.- M.: "Economy and Finance", 2011.

Managers' efforts to take advantage of a favorable market situation will not yield maximum returns if the organization does not have high internal efficiency.

One of the main tasks modern management is the construction of an efficient organizational structure management. Increasing the efficiency of the enterprise is largely determined by the organization of the management system, which depends on the clear structure of the enterprise and the activities of all its elements in the direction of the chosen goal. The need to change the organizational structure of management of most Russian ...

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PAGE \* MERGEFORMAT 3

INTRODUCTION

1.1 Concept of efficiency

CONCLUSION

INTRODUCTION

One of the main tasks of modern management is to build an effective organizational structure of management. Increasing the efficiency of the enterprise is largely determined by the organization of the management system, which depends on the clear structure of the enterprise and the activities of all its elements in the direction of the chosen goal.

The need to change 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 forming the organizational structure of enterprise management, which contributes to the most effective achievement of goals.

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

In this regard, issues related to rational organization management systems and organizational structure of enterprise management. All of them close on the key problem - analysis and search for ways to improve management efficiency, increase its effectiveness and efficiency. An important issue is the rationalization of the system and organizational structure of enterprise management.

Therefore, the relevance of the problem of improving the organizational structure of the enterprise is beyond doubt. Depending on how the management structure is organized, whether it is able to quickly adapt to changes in the external environment, the success of the enterprise depends.

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

To achieve the goal, the following tasks were set:

Study of the types of organizational structures, the composition and relationships of the 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 market position of the company;

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 is the organizational structure of the oil refining industry.

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

The starting materials for the development of the final qualifying work were: a diagram of the organizational structure of the Company with limited liability"Garant", regulations on the enterprise and its divisions, staffing, job descriptions and other regulations, reporting and statistical data of the enterprise, special and economic literature, periodicals, guidelines for the implementation of final qualifying work.

The object of the study is the enterprises of the Russian Federation.

The subject of research is 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 a 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., Bagiev G.L., Goldstein G.Ya., Mazur, I.I., Morgunov E.B., Nepomnyashchy E.G. , Tyurina A.D., Nemirovsky I., Shamarina L.V. and etc.

Chapter 1 The Essence of Organizational Effectiveness

The concept of efficiency

Efficiency (from lat. effectiveness) - the degree of implementation of the organization's goals with minimal, but necessary costs. This is the ratio of the result of the organization's activities to the costs of its qualitative achievement.

Efficiency is a relative value, i.e. The result is compared with the cost of achieving it.

The criterion reflects the essence of efficiency and predetermines a set of indicators that characterize the achievement of goals. The criteria for evaluating the effectiveness of the organization's activities for all stakeholders (owners, management, creditors, personnel) may differ.

The effectiveness of any organization is a multicriteria concept. The organization's goal tree is a hierarchical, multidimensional model of goals. The choice of criteria and indicators for goal setting determines the content of the hierarchical multidimensional model of efficiency.

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

The previously given classification of the goals of the organization provides the basis for the classification and types of efficiency:

- according to the degree of importance for the organization, strategic and tactical effectiveness are divided;

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

- according to the content, technological, economic, industrial, scientific and technical, environmental and social efficiency is distinguished;

- in terms of scale - company-wide, intra-company, group and individual efficiency;

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

In relation to the object and subject of management, production efficiency and management efficiency are singled out.

The effectiveness of the management system is the degree to which the goals set for the production organization are achieved, at minimal but necessary costs. In this case, the results are correlated with the costs of the system as a whole (production costs + commercial costs + administrative and management costs).

First approach. The most widespread point of view is that the effectiveness of the management system and its organizational structure should be assessed through indicators that characterize the activity of the managed object.

This point of view is based on three most significant arguments:

1. In the unity of the production system and the management system, the organizational and production structure and the organizational structure of enterprise management, the first ones are decisive. The production process is the 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 that predetermines the best final results in the current situation, therefore, its effectiveness should be evaluated according to the performance indicators of the system as a whole;

3. Since the resource provision, regulation of the process of formation of total costs and control over their level is carried out by the management system, its efficiency (whatever definition of efficiency is used) is the efficiency of the organization that the apparatus manages, and vice versa, the efficiency of the organization is the efficiency of its management. 3

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

A = å qi Аi,

where: mi is the number of partial indicators of the effect taken to evaluate the corresponding generalizing indicator;

qi is the weighting factor of the indicator (it is established by the expert method according to the nature of its influence on the results of the company's work, while the condition å q = 1 must be observed);

Аi - score in points on a scale from 1 to "m".

The third approach involves evaluating the effectiveness of the management system and organizational structure mainly by qualitative criteria, the set of which is quite diverse. These are: simplicity, characterized by the number of hierarchical levels of the management structure, saving communications, the number of departments and communication bridges, the profile and homogeneity of the tasks of each department, the method of coordination, etc. In connection with the advent of system audit, when assessing the value of organizations, the managerial aspect is also taken into account. The assessment of the effectiveness of the management system is carried out by an expert method according to the following list: a set of general and specific goals and management functions, organizational structure of management, characteristics of the management process, methods of management and development of management decisions, composition of technical management tools, etc.

Evaluation of the effectiveness of the organizational structure was most often carried out on the basis of local criteria of an indirect nature: the composition and number of structural units, the number of levels of the hierarchy, the cost of maintaining the management apparatus, etc.

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

E \u003d f (Pv - Iv) max Pack,

where: Pv - potential capabilities of the system;

Iv - the level of use of the system's capabilities;

Wp - satisfaction of needs.

Potential opportunities include personnel, finance, means of production, information resources, organizational potential, innovative potential, etc., which together constitute the strategic potential of the organization.

Fifth approach. The approach from the point of view of all economically interested parties focuses on any group, both inside and outside the organization, that is somehow connected with this organization and is interested in ensuring its normal functioning. These are lenders, and suppliers, and employees, and owners / owners - they are all interested parties. In this approach (also referred to as the constituency approach), the measure of organizational effectiveness is the extent to which the needs of all stakeholders/groups of people are satisfied, i.e. those who have an interest in this organization. Each such stakeholder will have its own (different from others) criterion of effectiveness, which will be based on the personal interest in the organization that distinguishes this particular group of persons (or person).

Criteria for organizational effectiveness

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

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

1. Allows for a clear division of labor.

2. It has a hierarchical form, in which the lower level is controlled by the higher one and is subordinate to it.

3. Has unified rules and standards for the performance of work by employees.

4. Gives impersonal results of work.

5. Ensures the admission of workers on formal compliance with technical qualification requirements.

6. It is built on the basis of a rigid formalization of job descriptions and responsibilities. 4

Bureaucratic systems are inflexible, conservative. Ensuring anonymity prevents lobbying. Anonymity protects employees from customer claims. These characteristics cannot be assessed unambiguously as positive or negative. Thus, inflexibility and conservatism provide the organization with stability and the ability to withstand external and internal adverse influences. In a bureaucratic organization, each employee, due to deep specialization, performs a strictly limited range of duties, and, as a rule, does not know anything about common goals and tasks of the organization not only as a whole, but even in neighboring departments.

The traditional organizational structure is a combination of linear and functional organizational structure. The basis of this scheme, shown in Figure 1, is the linear divisions and the specialized functional divisions that implement them, created on a resource basis: personnel, plan, raw materials, materials, etc.)

Functional structure, widely used in medium-sized enterprises.

The functional organizational structure is provided by dividing the organization into separate elements with well-defined, specific tasks and responsibilities. The personnel is grouped into departments according to the tasks performed: departments of marketing, sales, production, finance. In large organizations, these departments are subdivided into smaller departments with specific tasks to maximize the benefits of specialization and prevent management from being overwhelmed.

Functional Structures stimulate business and professional specialization; reduce duplication and waste of resources in functional areas; thanks to them, coordination in functional areas improves. However, due to the functional approach, there is a counteraction common tasks organization, the chain of commands is extended from the leader to the performer.

A widely known type of organizational structure is the divisional structure shown in Figure 3, which arose at the beginning of the 20th century. in companies that are either significant in size, or geographically located over a large area, or selling their goods (services) to completely different segments of consumers.

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

In these structures, leadership authority is given to one leader responsible for the region, product, etc. Heads of support and support services report to him. Each division operates like an independent company.

There are three types of this structure.

1) Product, in which the authority to manage the production and marketing of a product or service is provided to one manager responsible for this type of product. Heads of secondary functional services (production, technical and sales) must report to the manager for this product.

2) Organizational, focused on a specific consumer layer (for example, a publishing house, an investment bank);

2) Regional, in which the majority of the rights of the central office to perform the tasks of the enterprise are delegated to the territorial department. The regional structure facilitates the resolution of issues related to local legislation, local government and regional consumer, with their customs and needs, and is effective in interacting with the client on financial matters. 5

The divisional structure is very effective in the introduction of new services, allows for successful cost control and timely commissioning of capacities. Such organizations respond effectively to competitive conditions, technology, consumer demand. Subordination to one leader ensures effective coordination of work.

A possible disadvantage of divisional management is the increased cost of managerial activity due to the duplication of the same functions in different divisions of the enterprise, although such duplication undoubtedly increases the manageability and efficiency of the management personnel.

Thus, we can conclude that classical (traditional) organizational structures are developing well in those countries where the most stable market economy where there are no fundamental changes in the current legislation. Classical methods of management work successfully in medium-sized enterprises or in slowly changing established industries.

From the beginning of the 60s. in order to adequately respond to changes in the external environment, adaptive or organic organizational structures have been developed.

The adaptive structure is based on fundamentally different principles from the classical one. If in the classical structure the tasks are solved by splitting into a number of smaller tasks, each of which is solved separately from the goal of the organization, and the decision on the suitability of the result must be made by someone “at the top”, then in the adaptive structure the task is solved as a whole, 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) Project - this is a temporary structure created to solve a specific problem: a team of qualified employees completes a complex project on time with a set quality and within the budget. At the end of the project, the team disbands. Someone from senior management coordinates the work within the normal functional structure.

2) Matrix - the most widely known option: members design organization report to the heads of both the project and the department, division. Its advantages, which determined its use in many industries: a combination of the advantages of both functional and divisional organization of production, flexibility, high coordination of work. However, with the imposition of vertical and horizontal powers, management becomes more complicated due to problems of unity of command.

3) In the structure of the conglomerate type, there is no single pronounced type of enterprise - each department of the enterprise chooses its own form of organization. The central management is responsible for long-term planning and policy development. The enterprises that are part of the conglomerate are practically independent and are subject to management, as a rule, only in the field of finance, planned indicators for profitability, and they set acceptable costs. How to perform duties is entirely up to the management of the economic unit. These forms of organization are very popular in knowledge-intensive industries where it is required to quickly establish the production of new products and stop producing the old one.

Adaptive organizational structures develop well in 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 proportions. 6

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

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

2) reduction in the number of management levels;

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

4) orientation of current work, including schedules and procedures, to the needs of consumers;

5) creation of conditions for flexible product packaging;

6) stock minimization;

7) quick response to changes;

8) flexibly reconfigurable equipment;

9) high productivity and low cost;

10) impeccable product quality and focus on strong relationships with the consumer.

Thus, the main thing in the bureaucratic organizational structures of management is the “position”, and not the “person” with his individuality. As a result, an organization that uses bureaucratic organizational management structures becomes "rigid", its development is possible only thanks to activities carried out from the outside.

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

Organic organizational management structures are simpler, have a wide range of information network are less formalized. Management in organic structures is decentralized. It is characterized by a small number of management levels, higher independence in making managerial decisions at the lower levels of management, partnerships between managers.

Chapter 2 Modern approaches to assess the effectiveness of the organization

2.1 Targeted approach and systems approach to assessing organizational performance

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

Organizational efficiency (lat. effectivus - execution, action) (organizational efficiency) - the ability of an organization to exist and achieve certain goals 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 focused on the formation of the theory of scientific resource management, since at the beginning of the 20th century. efficiency was measured by the ability of an economic organization to produce products at the lowest cost. Therefore, rational distribution of labor, hierarchy, autocracy, centralism dominated among the principles of effective management (F. Taylor, M. Weber, A. Fayol, etc.). The school of scientific management was replaced by the humanistic school, which saw an increase in efficiency in improving the conditions for the employees of the company to realize their abilities and capabilities (the school of human relations, the behavioral school, the theory of human resources). The vision of the effectiveness of the socio-technical school (J. Woodward) is in a direct relationship between efficiency and the type of technology used by the firm. Research by A. Chandler, I. Ansoff, R. Miles in the field of organizational development indicated that the effectiveness of an organization largely depends on its structure. The collapse of the socialist economic system at the end of the 20th century. brought to the fore such an efficiency factor as incentives, and in recent years, information technology is considered to be perhaps the most important factor in improving the efficiency of an organization. So, the problem of improving the efficiency of organizations is relevant and complex. In the post-socialist space, it is also complicated by the fact that the methods and methods of management to which managers of the older generation are accustomed do not correspond to the new economic conditions and management is identified with the ability to “turn” and not act according to certain rules that will ensure successful work.

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

Each commercial structure begins its activities to establish certain economic indicators as goals; management efforts are aimed at ensuring the achievement of certain economic results. According to the scale of goals, there are company-wide, intra-company and group efficiency. Firm-wide performance reflects the dynamics of the overall goals of the organization (for example, in terms of sales or market share, profit, profitability, etc.); intra-company - the dynamics of the goals of its structural divisions (centers of profit or responsibility), and group - the completeness of the achievement of group goals (owners of capital, managers, workers).

However, the same result can be achieved in different ways, with less or more effort, which is influenced by many factors. Among them are the institutional conditions of managing (formal - laws, regulations, decrees regulating the activities of economic agents, introduce them into a clearly defined legal field; informal - traditions, established practices, mentality, etc., which make their own amendments to operation of 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), then 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 they can be managed according to all the rules and recommendations of the theory and practice of management). This means that when choosing goals, top management must take into account the conditions of the activity. In some cases, this leads to the desire of managers to set "real" goals that can be achieved in the existing conditions of the functioning of firms. The consequence of this is the loss by the company of the opportunity to develop ahead of schedule, not adapting to circumstances, but influencing them.

According to the target approach, organizational effectiveness depends on:

the quality of goal setting, i.e. compliance of the intended goals with the conditions and requirements of the external environment, the capabilities of the enterprise and the interests of personnel

the strength and direction of motivations that encourage members of the organization to achieve goals;

the adequacy of the chosen strategies for the set goals;

the volume and quality of resources used by the organization to achieve its goals.

The first three factors characterize the strategic aspects of organizational effectiveness, and the last - tact.

Systems approach. According to him, the criterion for the effectiveness of an organization is its ability to adapt. This approach focuses on the internal characteristics of the organization and appeals more to the means of maintaining relations between the participants in the organization than to goals. The internal allocation of resources, the definition of hierarchical dependencies, the rules for the interaction of participants take center stage, and cost estimates recede into the background. However, this approach is more suitable for budgetary organizations that provide certain social services or are employed in the life support system of the state (law enforcement agencies, government bodies, etc.). Focusing on the survival of the organization by adapting it to changes in the external environment entails passive management of it, focused on responding to these changes. In addition, the very ability to adapt to changes implies that an efficient system has a certain amount of unused resources, which allows it to better withstand unpredictable changes in the external environment, and this contradicts the criterion of minimizing vitrates.

The disadvantage of a systematic approach is that the assessment of the internal characteristics of the organization requires a certain quantitative definition. 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 operation of the organization.

An example of a conflict of interest, which is of an external nature, is the conflict between the owners of firms and the state over tax evasion in full. With such a tax system and a mechanism for its implementation, when non-payment of taxes can be hidden by “purchasing” indulgence from an official, many enterprises transfer their activities to the “shadow”. The state, in turn, realizing that continuous “shadowing” will not allow the formation of a budget, the size of which would be sufficient at best to ensure the life of the country, strengthens control over entrepreneurial activity, which leads to its complication (and hence, a decrease in efficiency) from - for the increase in the number of control checks. Given this situation, none of the domestic companies seek to maximize their profits, but show it in such a way as not to arouse suspicion of concealing income and not attract attention. 9

Therefore, the approach to assessing the effectiveness of an organization in terms of satisfying the interests of its strategic components requires a clear positioning of these interests and the choice and formulation of criteria that correspond to them (for example, the amount of profit, the amount of dividends, the level of profitability - for owners or shareholders; return on invested capital , indicators of liquidity and financial stability - for credit institutions, the amount of profit, the amount of wages - for the personnel of the company, etc.). Such criteria should be balanced and aimed not only at satisfying the interests of the strategic components.

The difficulty in using a selective approach lies in identifying the strategic components (on which the organization's activities are most dependent) and in the ability to establish how the organization depends on them. In addition, a compromise in balancing interests under certain conditions can be violated if these conditions and, accordingly, the organizational environment change. Factors whose impact on the change in business conditions during the transition period is strong include institutional ones (economic laws, the legal field, business practices, political preferences, etc.), since it is their change that often upsets the balance and shifts the economic balance in favor of other interested groups. .Module . Each of the approaches has certain advantages and disadvantages, which manifest themselves to a greater or lesser extent in different conditions. Good results can be obtained by a balanced and balanced combination of all approaches, in which the disadvantages of one could be offset by the advantages.

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

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

External efficiency - efficiency in terms of using the organization's external capabilities. 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.

Overall efficiency - a combination of internal and external efficiency. High overall efficiency can be achieved through a flexible organization management system that allows you to quickly redistribute its resources in accordance with changes in the external environment.

Thus, the overall efficiency is achieved by a combination of its two components. It is obvious that a high level of the Ex component ensures an increase in the efficiency of E3 as a whole. However, even with a high level of internal efficiency E2, the organization will not have a high level of overall efficiency E3 if its efficiency in terms of the use of market opportunities (Ex) is not ensured. Hence the conclusion: in order for an organization to obtain the highest possible results, it is necessary, on the one hand, to realize its market opportunities to the fullest extent, and on the other hand, to ensure the highest possible level of its internal efficiency.

Thus, the production of goods that are not in demand on the market makes any attempts by management to increase the efficiency of this production meaningless. On the other hand, the production of a commodity that is in demand, with a low level of its efficiency (high production costs), will lead to a decrease in demand for it and a narrowing of the market. In both cases, the level of overall efficiency remains well below the maximum possible.

Managers' efforts to take advantage of a favorable market situation will not yield maximum returns if the organization does not have high internal efficiency.

2.2 Strategic and value-based approaches to assessing organizational performance

Any research pursues definite purpose. ultimate goal study of the management system is to improve the efficiency of the organization under study.

Only a purposeful organization is able to succeed, since its activities become meaningful, productive.

Actually "effect" (from lat. effectus) means efficiency, effectiveness, productivity. Effect - the absolute value of any purposeful changes in the system.

There is no consensus in the scientific literature as to what efficiency means in both the theoretical and practical senses. The best known and most widely used approach to performance evaluation is the target approach, which is dominated by the criterion of goal achievement.

Efficiency - the degree to which the organization's goals are achieved at minimal but necessary costs. This is the ratio of the result of the organization's activities to the costs of its qualitative achievement. Efficiency is a relative value, that is, the result is compared with the costs of achieving it. At the same time, the results (P) and costs (3) can be compared in various combinations:

P / 3 - the result obtained per unit of costs;

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

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

These simple ratios are basic in the development of performance indicators.

The efficiency of a production organization is a multicriteria concept. The organization's goal tree is a hierarchical, multidimensional model of goals. The choice of criteria and indicators for goal setting determines the content of the hierarchical multidimensional model of efficiency.

The classification of the goals of the organization provides the basis for the classification and types of efficiency:

according to the degree of importance for the organization, strategic and tactical efficiency are divided;
in relation to the external environment - external and internal efficiency;
according to the content, technological, economic, industrial, scientific and technical, environmental and social efficiency is distinguished;
in terms of scale - company-wide, intra-company, group and individual efficiency;
according to system-wide characteristics - the effectiveness of the organizational structure and the effectiveness of the management mechanism;
in relation to the object and subject of management, production efficiency and management efficiency are singled out.

The effectiveness of the management system is the degree to which the goals set for the production organization are achieved at minimal but necessary costs. In this case, the results are correlated with the costs of the system as a whole (production costs + commercial costs + administrative and management costs).

Very often the concept of "efficiency" is identified with the concept of "effectiveness", which is fundamentally wrong. Efficiency - the ability to achieve results (R / C), but how much this result cost the organization (R / 3) - cost-effectiveness. Efficiency is a more capacious concept than efficiency. Manufacturing organizations occasionally face a situation where there is a shift in focus on getting results at “acceptable” (but not minimal) costs.

Thus, "efficiency" is a multidimensional concept, and the assessment of the effectiveness of an 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 difficult in both 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. An analysis of the various points of view that exist regarding the criteria for the effectiveness of the management system allows us to identify several approaches that are fundamentally different in their focus.

First approach. The most widespread point of view is that the effectiveness of the management system should be assessed through indicators that characterize the activities of the managed object. This opinion was shared, in particular, by well-known scientists I. N. Kuznetsov, A. V. Tikhomirova, B. Z. Milner, G. Kh. Popov, R. M. Petukhov, E. S. Lazutkin, N. G. Chumachenko , O. A. Deineko, I. Ya. Kats (40; 26; 27; 28; 39; 10; 16). This point of view is based on three essential arguments:

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

3. Since the resource provision, regulation of the process of formation of total costs and control over their level is carried out by the management system, its efficiency (whatever definition of efficiency is used) “is the efficiency of the organization that the apparatus manages, and vice versa, the efficiency of the organization is the efficiency of its management "(5, p. 206).

A variety of criteria-evaluative indicators of the enterprise's activity were offered. This is the volume of production in value terms, the volume of sales, balance sheet and net profit, the cost indicator, as reflecting the degree of intensification of production, performance indicators contract deliveries and even national economic economic effect.

The second approach also considers the efficiency of the enterprise as a whole, but at the same time, efficiency is understood as “the ratio of production results and costs taken in a certain public form» . The main problem with this approach is how to reduce many different private indicators to a single quantitative measure. Most often, this problem is solved by developing a comprehensive (integral) assessment of the effectiveness of an enterprise, in the numerator of which is profit, and in the denominator - indicators of the use of funds for wages, basic and current assets. Sometimes a complex indicator includes all possible indicators: net profit, the percentage of returns of low-quality products, the ratio of the range and quantity of products sold, the coefficient of scientific and technical equipment of production, the utilization rate production assets, the total number of employees at the enterprise, the cost of unused equipment.

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

The fourth approach, defining the efficiency criterion quantitatively, proposes to evaluate the effectiveness of the management system separately according to a general criterion that combines both the efficiency indicators of the management system and production efficiency indicators. The efficiency of the control system (ES) is determined through the ratio of management costs to the cost of fixed production assets and working capital. The production efficiency indicator (EP) is calculated through the ratio of labor productivity to the number of employees. Then the general criterion for the effectiveness of the control system is calculated as Es / Ep.

The fifth approach involves evaluating the effectiveness of the management system mainly by qualitative criteria, the set of which is quite diverse. This is simplicity, characterized by the number of hierarchical levels of the management structure, saving communications, the number of departments and communication bridges, the profile and homogeneity of the tasks of each department, the method of coordination, etc. In connection with the advent of system audit, the management aspect is also taken into account when assessing the value of organizations. The assessment of the effectiveness of the management system is carried out by an expert method according to the following list: a set of general and specific goals and management functions, organizational structure of management, characteristics of the management process, methods of management and development of management decisions, composition of technical management tools, etc.

Within the framework of the sixth approach, a complex indicator of the efficiency of the enterprise's functioning is determined through the established goal that it seeks to achieve with minimal total costs. The efficiency of the functioning of the system as a whole largely depends on the operation of the control system, which is created for the smooth operation of the production system in the direction of the goal. A comprehensive concept of efficiency was proposed through the allocation of need (P), goal (T), result (R), costs (3), effective (C / P and R / C) and cost (R / 3) efficiency:

E \u003d C / P * R / C * R / 3.

The formula is interesting in that the concept of efficiency is no longer the ratio C/3, but the target (R / C) and resource efficiency (R / 3). This point of view is most widespread and can be expressed as follows: target efficiency (the ratio of results achieved to the set goal) and cost or resource efficiency (the ratio of results to the costs that are necessary to achieve them) exhaust any efficiency of management processes. "The system will be effective if it contributes to the achievement of the maximum result that determines the goal of management, with the minimum necessary and sufficient expenditure of all resources used to achieve this goal."

Foreign economists also distinguish two aspects of efficiency: target as a measure of achieving the goals of the organization and cost as the efficiency of converting resources into production costs. Considering that setting goals and developing strategies to achieve them are the prerogative of strategic planning, and the choice of technology for converting resources into desired results is a tactical task, it is proposed to call target efficiency strategic, and costly - tactical, especially since the term "strategic efficiency" is used by specialists , although without a strict definition of its content.

Recently, when evaluating the effectiveness of the functioning of a production organization, in addition to the two above, two more factors are distinguished: environmental efficiency and management efficiency. For the greening of management domestic enterprises it is necessary that all departments of the enterprise take into account security issues in their activities environment. Measures to ensure environmental safety, being one of the elements of costs, are included in them, so the environmental optimization of the entire life cycle of products (raw materials, semi-finished products, production, marketing, use and disposal of waste) should be organically combined with the optimization of the cost structure. The allocation of environmental efficiency in assessing the effectiveness of the management system is hardly appropriate. The activities of the relevant block (element) for the implementation of the environmental safety function should be evaluated, which, however, does not exclude the evaluation of the environmental safety system as a whole.

The effectiveness of management as an integrated system for ensuring the competitiveness of an organization necessarily includes the ability to set goals and choose a course of action to achieve them, and determine ways to convert resources into production results. In fact, the effectiveness of management is the effectiveness of the management system in mobilizing all resources to achieve the goal, i.e., to ensure target and resource efficiency.

The focus of the seventh approach is to identify three interrelated criteria - quantitative and qualitative for assessing 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's activities and management costs. As an effect due to the functioning or development of the management system, an increase in the volume of output, a decrease in production costs, an increase in profits, an increase in product quality, savings on capital investments, etc. are considered.

The second group of indicators includes qualitative indicators that can be used to evaluate the organization and content of the management process. These are productivity in the field of management, adaptability of the organizational structure, 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 linkage of the management system, the level of centralization of management functions, the accepted standards of manageability, the balance in the distribution of rights and responsibilities, the level of specialization and functional isolation of subsystems, the ability to develop, the correspondence of formal and informal structures, the impact on social development, etc.

Eighth approach. Evaluation of the effectiveness of the organization's activities is carried out 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 a function of realizing the potential of the system:

E \u003d f (Pv - Iv) → max Un,

where: Pv - potential capabilities of the system;

Iv - the level of use of the system's capabilities;

Уn - satisfaction of needs.

CONCLUSION

In the course of the work, theoretical and methodological aspects were studiedformation of organizational structures of enterprise management, composition and relationships of elements of the organizational environment, processes of formation of the organizational structure; an analysis of the organizational structure and functions of structural divisions of enterprises was carried out.

For effective management, it is necessary that the structure of the organization correspond to the goals and objectives of its activities and be adapted to them. The organizational structure creates the foundation, which is the basis for the formation of administrative functions. The structure establishes the relationship of employees within the organization.

Each organization has its own organizational structure of management that is unique to it, so the management of the organization independently forms a management structure that is acceptable only for it. The uniqueness of a specific organizational management structure is achieved through the use of existing types of linear, functional, divisional, matrix, and other structures by including or excluding any divisions, structural units and connections from them.

The specificity of the problem of designing the organizational structure of management lies in the fact that it cannot be adequately represented as a task of formally choosing the best variant of the organizational structure according to a clearly formulated, unambiguous criterion of optimality. This is a multi-criteria problem solved on the basis of a combination of scientific, including formalized, methods of analysis, evaluation, modeling of organizational systems with the subjective activity of managers, specialists and experts in choosing and evaluating the best options for organizational decisions.

LIST OF USED SOURCES

1. Braddick W. Management in an organization / W. Breddick - M .: INFRA-M, 2011. - 344 p.

2. Volkova K. A. Enterprise: strategy, structure, regulations on departments and services, job descriptions / Volkova K. A., Dezhkina I. P. - M .: OAO Publishing House "Economics", NORMA, 2012. - 526 p. .

3. Vershigora E.E. Management. Tutorial for Wednesdays. specialist. educational institutions economic profile / E.E. Vershigora. – 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 L.D. Transformative Management: For Reorganization Leaders and Management Consultants: A Study Guide for Ec. Specialist. universities / L.D. Gitelman - M.: Delo, 2011. - 496 p.

7. Dietrich J. Designing and constructing an organization: a systematic approach. - M., 2010. - 321 p.

8. Kazantsev A. K. Fundamentals of management. Practicum / A. K. Kazantsev, V. M. Malyuk, L. S. Serova - M .: INFRA-M, 2010. - 544 p.

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

10. Travin V. V. Fundamentals of personnel management / V. V. Travin, V. A. Dyatlov - M .: Perspektiva, 2012. - 205 p.

11. Turovets O. G. Organization of production and management at the enterprise: textbook. for universities / O. G. Turovets - M .: INFRA-M, 2012. - 544 p.

12. Porshnev A. G. Management of the organization. Textbook, 4th ed. / A. G. Porshnev - M .: INFRA-M, 2011. - 501 p.

1 Porshnev A. G. Management of the organization. Textbook, 4th ed. / A. G. Porshnev - M .: INFRA-M, 2011. - p.50

2 Turovets O. G. Organization of production and management at the enterprise: textbook. for universities / O. G. Turovets - M .: INFRA-M, 2012. - p.44

3 Dietrich J. Designing and constructing an organization: a systematic approach. - M., 2010. - p.121

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

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

6 Braddick W. Management in an organization / W. Breddick - M .: INFRA-M, 2011. - p.134

7 Porshnev A. G. Management of the organization. Textbook, 4th ed. / A. G. Porshnev - M .: INFRA-M, 2011. - p.150

8 Turovets O. G. Organization of production and management at the enterprise: textbook. for universities / O. G. Turovets - M .: INFRA-M, 2012. - p.154

9 Rogozhin S.V. Theory of organization // Management, 2014. - P.139

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The quality of medical care is a set of characteristics that confirm the compliance of the provided medical care with the existing needs of the patient, his expectations, the current level of medical science, technologies and standards.

The following characteristics of the quality of medical care are distinguished:
. professional competence;
. availability;
. interpersonal relationships;
. efficiency;
. continuity;
. security;
. convenience;
. meeting patient expectations.

Professional competence

It implies the availability of theoretical knowledge and practical skills of medical workers, 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 the development and adoption of managerial decisions. For doctors, this is knowledge and skills in diagnosing and treating a patient. The set of necessary skills and knowledge of support staff depends on the specific position held. For example, a professionally trained receptionist in a polyclinic must provide the necessary information in response to any request from a patient. 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 even endanger the health and life of the patient.

Availability of medical care

This characteristic means that medical care should not depend on geographical, economic, social, cultural, organizational or language barriers. Geographic accessibility is measured by the availability of transportation, distance, travel time, and other circumstances that may prevent a patient from receiving the care they need. Economic accessibility is determined by the possibility of obtaining the necessary assistance of a guaranteed volume and quality, regardless of the financial situation of the patient. Social, or cultural, accessibility refers to the perception of medical care in the light of the patient's cultural values, his religion.

For example, a family planning service may not be requested by patients as contrary to their moral values and religion. Organizational accessibility implies optimization in the mode of operation of individual medical services. For example, the schedule of the polyclinic should provide the opportunity to contact at a convenient time for patients. Insufficient number of evening appointments reduces availability for those people who work during the day. Language accessibility means using the language of patients seeking medical care in the work of medical services, etc.

interpersonal relationships

This characteristic of the quality of care refers to the relationship between health professionals and patients, health professionals and their management, the health system and the general population. Correct relationships create an atmosphere of psychological comfort, confidentiality, mutual respect and trust. Important elements of this relationship are the art of listening and responding appropriately. All this contributes to the formation of a positive attitude of the patient to the treatment.

Efficiency

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

Continuity

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

Security

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

For example, while waiting for a doctor's appointment, patients can be infected by other patients if the necessary anti-epidemic measures are not observed. When deciding on the choice of a particular medical technology, the expected results must necessarily be commensurate with the potential risk.

Convenience

This characteristic refers to a system of measures aimed at creating an optimal medical and protective regimen: ensuring comfort and cleanliness in medical institutions, rational placement of wards and diagnostic and treatment units, equipping them with modern functional medical furniture, organizing a patient’s daily routine, eliminating or minimizing the impact adverse environmental factors, etc.

Meeting Patient Expectations

For patients in a particular medical institution, the quality of medical care is determined by how it meets their needs, expectations and is timely. Patients most often pay attention to convenience, effectiveness, accessibility, continuity of care, relationships, between them and medical personnel. Patient satisfaction with medical care depends on the assessment of health-related quality of life.

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

The quality of the structure characterizes the conditions for providing medical care to the population. It is defined in relation to the health care system as a whole, a medical institution, its individual structural unit, specific health worker separately. This quality component is characterized by such parameters as the sanitary and technical condition of buildings and structures in which a medical institution operates; availability of personnel and their qualifications; technical condition of medical equipment (its moral and physical deterioration); compliance with the level of provision with medicines, medical products, medical nutrition, established standards; level of service, etc.

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

The quality of technology characterizes all stages of the process of providing medical care. The quality of the technology gives an idea of compliance with the standards of medical care, the correct choice of tactics and the quality of the work performed. It characterizes the extent to which the Complex of therapeutic and diagnostic measures provided to a particular patient corresponded to the established standards of medical technologies. If more funds were spent on providing medical care to a patient than provided for by the current medical and economic standards, such assistance will not be recognized as quality even if the expected results of treatment are achieved.

The quality of the technology is assessed only at one level - in relation to a particular patient, taking into account the clinical diagnosis, comorbidity, age of the patient and other factors. One of the parameters characterizing the quality of technology can be the presence or absence of medical errors.

The quality of the result characterizes the outcome of the provision of medical care, i.e. allows you to judge how the actually achieved results correspond to those actually achievable. Typically, the quality of the result is evaluated at three levels: in relation to a particular patient, to all patients in a medical institution, to the population as a whole. An analysis of the quality of the result in relation to a particular patient makes it possible to assess how close the achieved results of treatment for a particular patient are to the expected ones, 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 his complete recovery with the normalization of all data from clinical, biochemical, functional and other types of studies. For another patient with obliterating atherosclerosis of the vessels of the lower extremities, complicated by wet gangrene, the planned result of treatment may be amputation of the lower extremity.

In hospital treatment, it was previously customary to distinguish three outcomes of hospitalization: “recovery”, “transfer”, “death”. Currently, hospitals have switched to a new, more differentiated system for assessing treatment outcomes, which distinguishes: "recovery", "improvement", "no change", "deterioration", "transfer", "death". Upon completion of outpatient treatment of a patient, possible outcomes can be: “recovery”, “remission”, “hospitalization”, “transfer to another medical institution”, “disability”, “death”. The quality of the outcome in relation to all patients in a medical institution should be assessed over a specific period of time (more often per year).

In the practice of health care facilities, to assess the quality of the result in relation to all patients, various qualitative indicators are usually used: mortality, the frequency of postoperative complications, the discrepancy between clinical and pathological and anatomical diagnoses, neglect in oncology, the ratio of cured and extracted teeth, etc. The quality of the result in relation to the population generally characterize public health indicators.

All components of quality are interconnected and influence each other. With a low level of structure quality, it is quite difficult to ensure an acceptable level of technology quality. Violation of the technology of diagnosis and treatment in most cases leads to unfavorable results of treatment. At the same time, a high level of structure quality is only a potential, but not always realizable, opportunity to have a high level of technology and result quality. This interdependence is often referred to as the "negative principle" - if the quality of the negative is poor, it is impossible to good photo, but a bad picture can also be obtained with a high-quality negative.

O.P. Shchepin, V.A. Medic

Modern approaches to assessing the effectiveness of organization management

Kazakhstan

Almaty city

Kazakh Economic University named after. T . Ryskulov

2nd year students

Zhumakhanova Zhazira, Kelmenbetova Aisha

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 in them of a highly organized management system, which is characterized by adaptability, flexibility, and effectiveness. In theory and practice, there are a number of ways to improve the efficiency of organizations. However, despite the diversity of these areas, the current level of economic development is constrained, including by the lack of such a methodology for assessing the effectiveness of the management system, which would allow through a comprehensive analysis to actively influence the current state of the organization, and also served as the basis for further improving the functioning of its management system. .Analysis and evaluation of management effectiveness is based on subject relations and knowledge of such subjects as: management theory, system of state and municipal government, strategic management, personnel management, the basics of rule-making, regional economics and management, as well as the formation of an effective structure of the organization.

Efficiency of management organization – creating favorable conditions for the production team to achieve their goals in the shortest possible time with the highest qualitative and quantitative indicators, and lowest cost resources. Or: the effectiveness of management is effective leadership, understood as the ability of a leader to force or induce, to interest subordinate employees to work energetically, productively, with high returns. Since the task of management is to purposefully influence the managed object to ensure the achievement of the set goals, the effectiveness of management can be assessed by the degree of achievement of these goals: by the final results of production activities (in terms of profit), by the quality of planning (improvement of budgeting indicators), by the efficiency of investments ( return on capital), and by increasing the rate 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 work, to apply certain indicators. At the same time, the criterion for the effectiveness of management as a whole is maximizing productivity and minimizing costs. Moreover, this should be given the closest attention when it comes to successful economic activity, promotion in the market, and achieving superiority over its competitors.
In practice, when evaluating the effectiveness of management, several approaches are used:

Target approach- evaluation by the degree of implementation of the set goals - the implementation of a particular program, depending on the solution of specific tasks, the achievement of the planned economic indicators, forecast projections.

resource approach - assessment of management effectiveness depending on the degree of use of resources, both related to the management itself and used in the manufacture of products, and all resources involved in.

Assessment of the achieved state of the enterprise, its place in business – assessment of the dynamics of the main economic indicators for a comparable period of time, comparing them with standard values, industry average, regional indicators, similar indicators of leading companies in the industry or major competitors.

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

An analysis of the category of efficiency, its determining factors allows us to conclude that adequate content and forms of manifestation of efficiency are groups of indicators of economic efficiency, which can act as a measure, a criterion for the effectiveness of the organization. Private indicators of use are used as a criterion for the efficiency of production and management. certain types resources: material resources, fixed production assets, capital investments, labor productivity, which characterizes the economic activity of the personnel, and generalizing indicators characterizing the final results.

Since the task of management is a targeted impact on the managed object to ensure the achievement of the set goals, the effectiveness of management can be assessed by the degree of achievement of these goals: by the final results of production activities, by the quality of planning, by the efficiency of investments, by increasing the rate of capital turnover, etc. The simplest example is the assessment of management effectiveness in terms of the level of profit, according to the trend of increasing or decreasing this indicator.

Another economic criterion of efficiency, subject to the criterion of profitability, is productivity, characterized by indicators of individual and group labor productivity, the volume of output

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

Management efficiency is increasingly identified with efficiency: a useful result is compared with the costs of activity, and among the latter there are costs that really affect the receipt of a useful result, as well as inevitable and unjustified losses.

Modern management theory comes to the need, firstly, to harmonize management performance indicators with indicators of the efficiency and productivity of the company; secondly, to the need to take into account the multilateral impact of management on the firm, using a set of additional criteria.

Thus,assessment of management effectiveness is an important element in the development of design and planning decisions, allowing to determine the level of progressiveness of the current structure, projects under development or planned activities, and is carried out in order to select the most rational version of the structure or a way to improve it. The effectiveness of the organizational structure should be evaluated 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, the procedure for evaluating management effectiveness was researched and analyzed. Based on the materials collected during the study of this topic, in accordance with the purpose and objectives of this term paper the following conclusions can be drawn:

Evaluating the effectiveness of management in an organization helps to understand strengths and shortcomings, compliance with the original plan, whether the activity leads to the achievement of planned results and what changes need to be made to the organization's functioning to make it more efficient.

The information obtained during the assessment allows you to make informed, informed decisions about organizational development. Evaluation can be useful at various stages in the functioning of an organization.

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

Bibliography

1. Analysis and evaluation of management effectiveness in an organization: Reader for distance learning. / Compiled by O.V. Simagina. - Novosibirsk: SibAGS, 2003.

2. I.V. Kovrizhnykh Analysis and evaluation of the effectiveness of public administration: a theoretical aspect. Science and practice of organizing production and management

3. Vasin S.M., Mamonova O.A. The nature and essence of the concept of efficiency of the enterprise management system. TSU science vector. - 2012. - No. 4 (22). S. 232.

4. Rumyantseva ZP General management of the organization. Theory and Practice: Textbook. - M.: INFRA-M, 2001.

5. Shemetov P.V. Organization Theory: A Course of Lectures. - M.: INFRA-M; Novosibirsk: Siberian Agreement, 2004.

6. D. Yampolskaya, M. Zonis

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