Spurs in Management3. Exam questions for the Management course. Cheat sheet: Questions on management (States) Questions on management for students
Industrial way of organizing production; development of market relations, the main elements of which are demand, supply and price. Defining the main functions of a business as finance, production and marketing, the classics were confident that they could determine The best way dividing the organization into divisions or groups. The manager is a professional in the organization and management of production, sales and service with...
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1. What character traits should such a manager archetype as an “administrator” have?
(A) Be sociable and be able to inspire people to give their best
(IN) Have an analytical mind
+(C) Be extremely objective and rely on facts and logic
(D) methodical work, forecasting the future
What type of planning is used in production systems with continuous technological processes?
2. What are the main factors involved in Victor Vroom's model of motivation?
(A) The need for self-respect, self-affirmation and belonging to a social group
(IN) Complexity and intensity of work and level of remuneration
+(C) Anticipation of the possibility of an outcome, anticipation of the possible reward from that outcome, and anticipation of the value of the reward.
(D) hygiene factors, factors related to the nature and essence of work
3. Managers have real influence when managing by objectives.
(A) Intermediate levels
(IN) Low level
(WITH) Higher, middle and lower level
4. Indicate what is typical for the Japanese company “Sony” in the relationship between managers and subordinates?
(A) If possible, it is desirable for a person to remain in one workplace all his life, where he gains certain experience, which accordingly increases work efficiency
+(V) Lack of differentiated treatment of people
(WITH) For successful work in a company it is important what educational institution The employee graduated and with what grades
(D) in front of everyone positive qualities freedom of discussion in big company she disrupts the work schedule
5. How should we react to the accumulation of information about the problem?
(A) The more information the better
+(V) Too much information is just as harmful as too little information
(WITH) Obtaining maximum information about the problem is the responsibility of the manager
(D) Excessive information is the key to success
6. Which of the human needs is the main one according to McClelland's theory of motivation?
7. Basic control functions
(A) Planning, control
+(V) Planning, organization, motivation, control
(WITH) Organization, motivation
(D) organization, motivation, control
8. An example of multi-link technology (Thompson classification) may be:
+(A) Mass production assembly line
(IN) Banking
9. The limit of automation use is
(A) The limitations of our knowledge
(IN) Qualification level service personnel
+(C) Inability to exclude unforeseen situations
10. What characterizes compromise when making a decision?
(A) Establishing a certain average as a result of a dispute between two employees
+(V) Reducing benefits in one area in order to reduce undesirable consequences in another
(WITH) By making an audit decision, taking into account the opinions of all interested parties
11. What is the “Sociotechnical System” of an organization with high technology production?
(A) General computerization of production
(IN) Development of the social sphere
(WITH) Professional growth workers
+(D) integration of personnel and technology, delegation of responsibility for the final result
12. The purpose of planning the organization’s activities is
(A) Cost justification
(IN) Justification of the timing
+(C) Determination of goals, forces and means
(D) justification of the number of employees
13. Main difference open system from closed is
(A) Lack of orderly interaction between individual subsystems
(IN) The presence of interaction between individual subsystems and the outside world
(WITH) Closedness of system elements to themselves
+(D) presence of interaction with external environment
14. What is included in the category of “intrinsic rewards”?
15. The basic rule when determining the salary level is:
(A) Minimum level defined by law
(IN) Certain staffing table bid
(WITH) Pay levels at competing companies
+(D) absolutely accurate and objective determination of the nature of the labor invested and a comprehensive and impartial assessment of it
16. The main thing in management by objectives is the development of goals
+(A) Top down the chain of command
(WITH) Bottom up and top down
17. Determine the main characteristics of the external environment for the organization
+(A) All of the above
(IN) Interconnectedness of factors, complexity
(WITH) Complexity and fluidity
(D) interconnectedness and uncertainty
18. Why is one delegated one’s powers to other managers?
+(A) For an optimal solution to a complex problem
(IN) To maintain a “group” style of work
(WITH) To check the qualifications of workers
19. Which of the following methods for distributing responsibilities in an organization is adopted on a functional basis?
(A) Branches of the enterprise were created in five cities
+(V) Departments for production, marketing, personnel, financial issues were created
(WITH) Workshops have been created at the biscuit production plant, chocolates, caramel
(D) departments have been created at the enterprise, equal in number
20. Technology continuous production Typically used in the production of products such as
(A) Production of passenger cars
(IN) Production of military aircraft
(WITH) Level ship construction
+(D) oil refining, iron smelting
21. What type of management structure does the following situation belong to: “The construction of a pipeline includes a number of technological operations: preparatory work, excavation work (trenching), welding work(welding pipes into a thread), insulating and laying a pipeline in a trench, etc.? Management of the production of each type of work is entrusted to the head of the special construction department. Information about each process goes to the manager of the construction trust, and from him to the head of the department”?
(A) Matrix control system
(IN) Functional control system
+(C) Linear control system
22. Which feedback is most important in terms of improving the effectiveness of communication?
23. What does the economic management mechanism consist of?
+(A) All of the above
(IN) In-house management, production management
(WITH) Personnel management, production management
(D) intra-company management, personnel management
24. Action planning is
(A) Creating the next link between goal setting and a program for its implementation
(IN) Clarifying roles
(WITH) Identifying the circumstances that need to be taken into account to achieve the goal
(D) estimation of time spent for each operation
25. Of the listed managers: 1. CEO and board members. 2. Heads of independent bodies. 3. Shop managers. The top management level includes:
26. Control-oriented behavior is
+(A) Actions of subordinates aimed at what management wants to see when checking their activities
(IN) Focusing on low goals
(WITH) Taking advantage of the fact that controllers do not thoroughly know the activities of the employees subordinate to them
(D) high goal orientation
27. What does “make a decision” mean?
(A) Enumerate all possible alternatives
(IN) Enumerate several alternatives that provide the most effective solutions to the problem
(WITH) Give an order to select a possible alternative
+(D) give orders for the implementation of a specific plan
28. Which approach does not belong to well-known schools in management?
(A) Scientific management
(IN) Administration
+(C) New Economic Policy
29. Linear management organization allows us to formulate a management structure, which is:
+(C) Stable and durable
30. Why did the USA become the birthplace of modern management?
(A) No problems with origin or nationality
(IN) Support for the idea of education for all, a huge labor market
(WITH) Formation of monopolies
31. The key factors in any management model are:
(IN) Means of production
32. What should the quality control system in a modern enterprise primarily rely on?
(A) To clearly defined standards and assumptions for specific processes
(IN) To assess product quality by workers during the production process
(WITH) To a strict control apparatus at the output of products
(D) to check finished products
33. The goal of the classical school of management was to create
(A) Labor standardization methods
+(V) Universal control principle
(WITH) Terms labor activity workers
(D) methods of stimulating labor productivity
34. What is the main difference between preliminary, current and final control?
+(V) During implementation
35. The external environment of direct impact on the organization is:
(A) Shareholders, competitors, suppliers
(IN) Consumers, trading enterprises, local authorities
+(C) All of the above
(D) government agencies, local authorities
36. The process of delegation of authority involves the transfer of authority from a senior manager to subordinate managers to perform special tasks. What situation is typical for this process?
(A) Powers and responsibilities are transferred to a subordinate manager
(IN) Responsibility is transferred to a lower level manager
+(C) Powers are transferred to a subordinate manager, and the senior manager continues to bear all responsibility.
(D) a new manager of equal rank is appointed and all responsibility is transferred to him
37. What should be contained in the “Distribution of Responsibilities” document?
(A) Name of the position and department in which this position exists
(IN) All of the above
(WITH) Description of functions, responsibilities and rights performed
(D) relationships with management, colleagues and subordinates
38. “The Father of Scientific Management” is often called:
(IN) Frank and Lilian Gilbert - they identified seventeen main micro-movements of workers, calling them therbligs; and they also developed a method for analyzing micro-movements, which was based on a filmogram of the worker’s movements
+(C) F. Taylor - he tried to justify the daily work rate of a worker by methods of timing and studying his labor movements
(D) G. Gantt - he created a schedule that made it possible to plan, distribute and check work. This schedule was the predecessor of the PERT network planning system, which now uses computers. He is famous for his system financial incentives for a completed task
39. Why are methods of direct coercion and fear of punishment gradually replaced by methods of social coercion?
(A) It has become unprofitable to maintain a large staff
(IN) It is difficult to prepare a manager who can use them effectively
(WITH) The labor movement has achieved a certain protection of workers from direct coercion
+(D) the coercive mechanism no longer ensures the development of production
40. What's it like optimal number subordinates?
(A) The more subordinates, the easier it is to work
41. What factor does not determine the type of production system?
(IN) From marketing strategy
(WITH) From the type of product
+(D) from regional employment programs
42. The most difficult and expensive element of control is
(A) Selection of standards
(IN) Choosing the right unit of measurement
(WITH) Selection of criteria
43. Which informal forecasting method provides the most valuable information?
(A) Visual information
+(V) Industrial espionage
(WITH) Written information
(D) information on global networks
44. Small-scale or unit production technology is usually used in companies such as
(A) A group of people united by a common goal
(IN) A group of people who own the means of production
(WITH) A group of people whose activities are coordinated
+(D) group of people whose activities are consciously coordinated to achieve common goal
46. Is management productive work?
(A) Yes, because management creates new value
(IN) No, it's just supervision and control.
(WITH) No, this is just the result of the contradiction between wage labor and the owner of the means of production
+(D) yes, since this type of activity is inevitable with a high level of specialization of production and is designed to ensure the integrity of the labor mechanism
47. The control system in an organization usually consists of
+(A) Preliminary, current and final
(IN) Current and final
(WITH) Preliminary and final
48. The objectives that can be used as standards for control are distinguished by the following:
(A) High moral level
+(V) Time frame, specific criterion
(WITH) Using indirect manifestations
49. Management is primarily concerned with systems.
(WITH) Closed and closed subsystems
(D) closed and open subsystems
50. What type of relationship corresponds to the relationship between the foreman and the workshop manager?
(A) Functional relationships
(IN) Material relations
+(C) Linear relationships
(D) management relations
51. What type of planning is used in production systems with continuous technological processes?
(A) Operational functional diagram
(IN) Fixed positional pattern
+(C) Linear flow diagram
(D) operational and positional schemes
52. From the listed points: 1. Development of clear, concise goals. 2. development of goals from the bottom up. 3. realistic plan, ways of its implementation, monitoring and evaluation of results and control. 4. adjustment of adopted plans, evaluation of results and control. To the main stages of management:
53. Maslow’s stages of motivation are
(A) Need for development and recognition
+(V) Need for development and recognition, social need and need for security, basic needs
(WITH) Social need and need for security
54. Which function is not inherent in the process approach to management according to Fayol?
(A) Work planning
(IN) Organization of work
+(C) Independence of managers’ judgments in certain areas (programs)
55. What components are the organization’s tasks traditionally divided into?
(A) Work with people
(IN) Working with people and information
(WITH) Working with objects and people
+(D) working with people, working with people and information and working with objects and people
56. What sequence of priorities will allow the company to succeed:
+(A) People – products – profit
(IN) Profit – people – products
(WITH) Products – profit – people
57. What is the primary need for an employee to work successfully in a new place?
(A) Compliance with specialization
(IN) Fair reward
+(C) Social adaptation
58. The essence of the situational approach is:
(A) Knowledge of methods professional management proven to be effective; ability to foresee the consequences of applied techniques and concepts
(IN) Correct interpretation of the situation, identification of the most important factors
+(C) All of the above
(D) application of methods of action. causing the least negative effect in a given situation, ensuring maximum efficiency
59. Any enterprise, regardless of its legal form must have
(WITH) Facilities, equipment
(A) The sequence of actions to be taken in specific situation tends to repeat
+(V) Ensuring that specific actions are performed in specific ways in a specific single situation
(WITH) Concretely formulated past experience
61. What main features should such a managerial archetype as a “leader” have?
(A) Ability to locate failure and take corrective action
(IN) Ability to resolve personal conflicts that arise during volitional decisions
(WITH) Be sociable
+(D) ability to communicate with people, the ability to recognize the potential of each person and interest him in full use this potential
62. More often they resort to rotation in
63. What is the most important function of management?
(A) Getting maximum profit
(IN) Create conditions for the further successful functioning of the enterprise
(WITH) Minimizing tax payments
(D) conquering new markets
64. From the listed points: 1. analysis of the level survey wages. 2. conditions on the labor market. 3. productivity and profitability of the organization. The salary structure is determined using
65. What is the meaning of the word “risk” when making decisions?
(A) The degree of significance of the problem for general activities companies
(IN) The degree of influence of an incorrectly resolved problem on the manager’s career position
+(C) Level of certainty with which the outcome can be predicted
(D) level of abuse of authority
66. To be effective, control must be
(IN) Permanently active
67. Preliminary control financial resources organization is
(IN) Conclusion of the audit organization
(D) historical financial report
68. Why are methods of direct coercion and fear of punishment being replaced by methods of social coercion?
+(A) The coercive mechanism no longer ensures the development of production
(IN) It has become unprofitable to maintain a large staff
(WITH) It is difficult to prepare a manager capable of using them effectively
(D) the labor movement has achieved a certain protection of workers from direct coercion
69. What ability of a manager, according to McGregor, leads to success?
+(V) Predicting Human Behavior
(D) forecasting demand for products
70. What are the features of cybernation relative to automation?
+(A) Inclusion in the algorithm of the stage of using intelligence, i.e. the ability to solve informal problems and find a way out in unforeseen situations
(IN) Giving a machine the ability to think
(WITH) The use of electronic computing technology in combination with the stages of brainstorming and expert assessments
(D) a qualitatively new level of technology and technology
71. What is called “sociotechnical systems”?
+(A) People involved in the production process
(WITH) Computer controlled machines
(D) computer systems that replace a certain number of workers
72. Identify the main stages of building an organization?
(A) Determining the nature of the work to be performed
(IN) Distribution of work between individual management positions
(WITH) Classification of management positions, construction of logical management groups on this basis
+(D) determining the nature of the work performed. Distribution of work between individual management positions. Classification of management positions, construction of logical management groups on this basis
73. From the listed points: 1. provides management with the information necessary for future planning; 2. comparison of actually obtained and required results; 3. promotes staff motivation. The functions of final control include:
74. What are the aspects of the human variable in the situational approach to management?
+(A) All of the above
(IN) behavior individuals, behavior of people in groups
(WITH) The nature of the leader's behavior, the functioning of the manager as a leader
(D) manager's influence on the behavior of individuals and groups
(A) Long term strategy
+(V) Short term strategy
(WITH) Medium-term plan, results appear in 3-4 years
(D) medium-term plan, results appear in 1-2 years
76. The main components of the communication model are:
(A) Object, subject, interaction
+(V) Source, message, channel, recipient
(WITH) Object, subject, influence, feedback
(D) external environment, internal environment, interaction
77. What is the reason why verification of the result of a decision is required?
+(A) If the solution is good, you will know what to do in a similar situation; if it is bad, you will know what not to do.
(IN) Based on the accuracy of the solution implementation, it is possible to assess the qualifications of subordinates
(WITH) Checking the reliability of the administrative structure
(D) checking the reliability of the expert structure
78. The classical (administrative) school in management set as its goal
(A) Consideration of administrator as a profession
(IN) Coordination of the work of the financial apparatus at the enterprise with production and marketing
(WITH) Creating a new management style
+(D) creation of universal management principles
79. The purpose of control is
(A) Checking the implementation of the plan
(IN) Collection of statistical information
(WITH) Increased dependence of subordinates
+(D) providing management with information to adjust the plan
80. What condition prevents the emergence of a formal organization of people (according to Bernard)?
(A) Ability to communicate
(IN) Achieving a common goal
+(C) The desire for freedom of action
81. What is the principle of unity of control?
(A) Any employee (employee) can have only one manager
+(V) One person must bear full and absolute responsibility for the activities of the entire enterprise.
(WITH) Number of persons in effective management limited
(D) A group of managers is responsible for the work of the team
82. In what cases do they turn to qualitative methods forecasting?
(A) Inability to obtain information by other methods
+(V) Lack of information received quantitative methods forecasting
(WITH) The time available to resolve the problem is very limited
(D) in the absence of sufficient funds to make forecasts
83. A distinctive feature of a formal organization is
(A) Lack of unity in the actions of its members
(IN) Severe pressure on its members
(WITH) Availability job descriptions and regulations
+(D) conscious coordination of the actions of two or more persons
84. An example of influence through reasonable faith is the attitude
(A) Worker with foreman
(IN) Peasant and landowner
+(C) Patient with attending physician
85. Procedure is
+(A) A sequence of actions to be taken in a specific situation that tends to recur
(IN) A sequence of specific actions that should be performed in a single specific situation
(WITH) Using past experience
(D) guaranteed implementation of specific actions
86. The ultimate goal of management is
(A) Development of the technical and economic base of the company
+(V) Ensuring the profitability of the company
(WITH) Rational organization production
(D) improving the qualifications and creative activity of the employee
87. How can influence through fear be used against skilled workers?
(A) Intimidation by salary reduction
(IN) Threat of dismissal
(WITH) Threat of demotion
+(D) intimidating the possibility of injury to self-esteem
88. The most common source of conflict when changing work rules and procedures is
(A) Infringing on someone's interests
+(V) The way management communicates new rules
(WITH) People's reluctance to change the existing nature of work
(D) unclear purpose of these changes
89. For what purposes is brainstorming used in the decision-making process?
(A) Intensification of the thought process
(IN) Analysis of non-standard solutions
+(C) Identifying Alternatives
(D) involving all participants in the decision-making process
90. Which person should be chosen as a new employee in most cases?
(A) A person who is attractive to the leader due to his personal qualities
(IN) A person who has best qualifications to perform the actual work of the position held
(WITH) The candidate who appears most suitable for promotion
(D) a candidate who has great potential
91. Why is an excessive number of subordinates dangerous?
+(A) Loss of team control
(IN) Expansion of the bureaucracy
(WITH) Duplication of effort
92. The development of scientific management principles in the USA was facilitated by
(A) The Industry of Free Citizens
(IN) England support
+(C) Formation of large industries and enterprises
93. Which of the following communication roles performs the function of conveying messages in an organization?
94. What, according to Berchord, is the reason for the emergence of an informal organization?
(A) People's desire for chaos
(IN) Reluctance of the team to work
(WITH) Weakness of formal organization
+(D) need for protection from formal organization
95. The principle of the “Z” theory, which is a priority for increasing labor productivity -
(A) Refusal to layoffs
(IN) Personnel rotation
(WITH) Committed to ensuring the well-being of all employees
+(D) participation of both management and employees in making decisions regarding their work
96. The highest achievement of the school of scientific management is the development
(A) Methods of labor motivation
(IN) Methods of mathematical modeling
+(C) Workflow analysis
(D) ways of psychological compatibility of workers
97. Determine the principles underlying management?
(A) Unity of command, motivation, leadership, feedback
(IN) Science, responsibility, correct selection and personnel placement
(WITH) Cost-effectiveness, feedback, unity of command, motivation
98. What type of authority would be most acceptable in a research group of highly qualified specialists?
99. When establishing governance structures, the following should be taken into account:
(A) How many levels of management may be required, how formal should interaction be?
(IN) Degree of centralization, whether all issues should be resolved by top management
(WITH) Complexity of organizational structure
+(D) number of management levels. The degree of formality of their interaction. Degree of centralism. Complexity of organizational structure
100. Factors influencing individual behavior and success of activities are:
+(A) All of the above
(IN) Mental and physical abilities, values and attitudes
(D) values and aspirations, needs
101. What components does management consist of?
(A) Strategic management, control
(IN) Operational management
(WITH) Control, operational management
102. The practice of management arose
(A) In the 20th century, during the industrialization of industry
(IN) Together with the creation of the school of management by F. Taylor
+(C) Together with the grouping of people into organized groups, such as tribes
(D) along with the emergence of a systems approach
103. What is “motivation”?
(A) Conditions in which a person is forced to carry out a specific activity
+(V) A feeling of lack of something, having a specific focus and focused on achieving a goal (desire to do something)
(WITH) Forcing someone to do a certain activity
(D) creating interest in someone in a specific activity
104. Classification according to the type of interaction between an organization and a person includes:
(A) Traditional organization
105. Classification according to the type of interaction of the organization with the external environment includes:
106. Classification by type of interaction between departments in an organization includes:
107. What type of relationship is not typical for corporate culture in an organization?
(A) Monopoly and standardization in activities
(IN) Dominance of hierarchical power structures
+(C) The combination of competition and cooperation in the activities of workers
(D) majority or seniority principle in decision making
108. What features are not characteristic of the mechanistic type of organization?
(A) Narrow specialization at work
+(V) Ambitious responsibility
(WITH) Clear rights and responsibilities
109. Max Weber’s theory of bureaucracy substantiates the effectiveness of the distribution of powers in an organization according to the type:
110. Management is a science that studies
(A) Market relations
+(V) Management of intellectual, financial, raw materials and material resources
(WITH) Ways to finance the healthcare system
111. Do not apply to organizational documents
(A) States of institutions
(IN) Procedure and rules of activity
(WITH) Charters of institutions
+(D) sales announcements
112. The functions of the strategic management level do not include:
(A) Organization design
+(C) Raw material inventory accounting
113. The functions of the operational level of management do not include:
+(C) Organizational structure design
114. Participation is
(A) Distribution of profits due to productivity growth
(IN) Design and redesign of works
+(C) Involving employees in analyzing problems and their solutions
(D) production simulation method management decisions according to given rules
115. Organizational structure- This
(A) The art of managing intellectual, financial, raw materials, material resources
(IN) View human activity aimed at satisfying needs through exchange
+(C) A management system that determines the composition, interaction and subordination of its elements
(D) a method for simulating the development of management decisions according to given rules in various production situations
116. One of the main functions of management is
(A) Monitoring the progress of production
(IN) Methodological support for decision making
(D) issuance of orders and instructions
117. Which of the following theories of motivation does not belong to substantive theories:
(A) Abraham Maslow's theory
+(V) Porter Lawler model
(WITH) Frederick Herzberg's theory
118. The process of motivating oneself and others to act to achieve personal goals or organizational goals is:
119. Performing work under duress or through economic incentives is:
(A) Motivation by status
+(V) Extrinsic motivation
(WITH) Motivation based on results
120. “When starting to perform this or that work, a person expects with a certain degree of probability that the efforts he expended will bring the necessary result, which also, with a certain degree of probability, should be noticed by the manager and rewarded accordingly.” This provision answers:
+(A) Vroom's expectancy theories
(IN) Porter Lawler's theories
(WITH) McClelland's theories of acquired needs
(D) Adams' theory of justice
2. History of the development of management and its “school”.
3. Composition of the organization's management complex.
4. Systematicity in management.
5. The main differences between Russian and foreign management.
6.Relationship of management with economics and other sciences.
7.Democratization of management is a way to increase the efficiency of the organization.
8. Distinctive features of modern management.
9.The meaning of the situational concept of management.
10.Role organizational culture in the success of the enterprise.
11. The role of technical progress in management.
12. Management resources and the efficiency of their use.
13.The mission of the organization and its choice.
14. Internal and external environments of the organization.
15.0main management constraints.
16.The essence of the organizational management structure.
17.Practical types of organizational structures.
18.Characteristics of basic management functions.
19. Raising the question of management methods.
20.Characteristics of management methods.
21. System of methods for managing a social organization.
22.Management style/leadership/ and its impact on the effectiveness of the organization.
23.Typical leadership styles.
24. Practical work of a manager to develop a leadership style.
25.Foreign approaches to the analysis of leadership style.
27.Democratic leadership style.
28.Management “grid” by R. Blake and D. Mouton.
29. Models of leadership styles proposed by Rancis Likert.
30.Passive and liberal leadership styles.
33. Main requirements for managers.
35. Goal setting in planning.
36.Strategic and tactical planning.
37. The essence and basis of planning: the advantages of planned work.
38. Types of plans.
39.Principles of rational planning.
40. Types of management decisions.
41.The essence of the process of preparation, adoption and execution of management decisions.
42.0Features of management decision-making in Japanese management.
43. Requirements for management decisions.
47.Human needs.
49.Principles of ensuring effective financial incentives.
50. The influence of the work situation on the attitude towards work.
51. The purpose and essence of work motivation.
52.Motivational theory of expectations.
54.Motivational theory of justice.
55.0 bases of manager's power.
56.Motivation of group behavior.
57. The meaning and content of the organization function.
58.Delegation of powers/goal and basic conditions for effectiveness.
59.Efficiency of the control function.
60. Control function in management.
61. Main stages of the control procedure.
62. Worker control measure.
63. Innovation management.
64. Methods of persuasion in the work of a manager.
65. The most important socio-psychological phenomena in the organization.
67. Criticism in the work of a manager.
68. Interaction of a manager with informal leaders.
70. Manager’s work and rest schedule.
71.Image of a manager.
72. The manager’s work to improve business skills.
73.Organization of the manager’s workplace.
74. Planning of personal work and analysis of the use of a manager’s working time.
75. Manager’s work with information and interaction with the secretary.
Management - from in English, means management. Management (management process) - organization of influences aimed at achieving goals. Management is a sphere of human activity and a corresponding field of knowledge, which includes as a mandatory element the management of people, social organizations or structures. How the science of M. Appeared 100 years ago. Main directions (schools) of M. During this period: 1) school of scientific management (1885-1920) of Taylor, Gilbert and others - rationality of labor plus math. engagement leads to increased efficiency; 2) administrative (classical) school of Fayol, Weber and others (1920-50) - a universal principle of management; 3) school of human relations (1930-50) Maslow et al. - interpersonal relationships between people; 4) behavioral school of Argyris, Likert - maximum use of human potential based on psychology and sociology; 5) quantitative school of Wiener, Ackoff - computer mathematical modeling of situations.
There are several definitions of M. Various authors: 1) the Parker-Rollette definition from the school of human relations - M. - “ensuring the performance of work with the help of other persons”; 2) definition from the textbook “Fundamentals of M.” Meskona, Alberta and Khedouri - M. - “the process of planning, organization, motivation, control necessary for the formation and achievement of the organization’s goals”; 3) Winan “Fundamentals of M.” - “the theory and practice of managing a company and its personnel in market conditions.” 4) “a set of principles, methods, means and forms of production management with the aim of increasing its efficiency” - from the 1988 dictionary of foreign words; 5) “the sphere of human activity and field of knowledge, which includes management of people as a mandatory element” - from the American Encyclopedia; 6) setting and their effective achievement with the help of people,” connects the 3 main factors of M. - goals, efficiency, people.
In a competitive environment, efficiency is the main condition for the survival of a company. Effective marketing, ensuring the success of a company, requires a focus on people: in terms of the external environment - on the consumer, in terms of the internal environment - on the staff.
2. History of the development of M. and his school
As a science, M. Appeared 100 years ago, and at the beginning of the century F. Taylor formulated and published the principles of management. Schools of Moscow: 1) school of scientific management (rationalist school) 1885-1920 - Taylor, Gilbert, Gaitt. The basic principle, the main idea is the rationalization of labor in labor production plus the material interest of workers leads to increased productivity; 2) administrative (behavioral) school - 1920-50. - A. Fayol, Urwick, Weber. The main idea is that there are “universal” management principles, the application of which guarantees success in any organization; 3) school of human relations (1930-50) Mayo, Follett, Mslow - to effectively achieve the goals of the organization, it is necessary and sufficient to establish interpersonal relationships between employees; 4) behavioral school (1950-present), representatives - Argyris, Likert, McGregier, Blake - “the effectiveness of achieving organizational goals requires the maximum use of human potential based on data from psychology and sociology; 5) quantitative school (1950-present) - Wiener, Ackoff, Bertalanffy - optimal management decisions are sought using computers based on usage mathematical models situations.
This is how it was formed modern science, the application of the principles of which in practice leads to increased production efficiency. Symbolic key M. “person-efficiency goals”. Golden Rule M.: “effective M., ensuring survival and success in conditions of market competition, requires a focus on the person: in the external environment - on the consumer, in the internal environment - on the staff”
In the science of modern M. the following features stand out: 1) a systematic approach to management; 2) situational management principle; 3) the determining role of organizational culture; 4) mechanization and automation of management processes; 5) democratization of management; 6) internationalization of M.
3. Composition of the M complex in the organization
M.'s complex consists of traces. components: strategic management, personnel management (or personal or personnel management), management of technological processes and operations, financial management (financial management), logistics management, product sales management, real estate management, innovative management (management development), product or service quality management.
1.Strategic.M. - setting and achieving main strategic objectives, includes: mission selection, situational analysis, strategic marketing, strategic planning activities, creation and adjustment of organizational structures, management of strategy implementation.
2. Personnel management - all goals of the organization are achieved through people - the most important component of M.
3.Management of technological processes - carried out by people using machines, mechanisms, equipment and devices, including computers and other special devices.
4. Financial management - through the distribution of finances and their dynamics, the production and economic activities of the enterprise are regulated to ensure efficiency.
5. Logistics management - supplies of raw materials, materials, equipment, tools and other necessary products are ensured.
6. Sales management - carried out on the basis marketing activities, including monitoring of the external environment.
7. Real estate management - this refers to the operation, purchase, sale, exchange, rental and other actions with real estate.
8. Innovative M. - development management - is necessary to maintain and increase the efficiency of the organization in changing conditions. Innovations are planned, organized, motivated and controlled.
9. Quality management is mandatory to maintain the competitiveness of the company in a competitive market environment.
4. Systematicity in M.
A system is a collection of individual elements considered in interaction as a single whole. Systematicity is present in all control elements. Various systems used to ensure planning, control, organization, motivation, decision making are the most effective tool of the company.
The goal system includes business guidelines, principles, spiritual values, and long-term goals.
The company's planning system as a whole. Levels of planning: 1) strategic plans; 2) tactical plans; 3) operational plans; 4) analysis, development, marketing.
The system of indicators that the company strives for: 1) growth of the company; 2) profitability; 3) solvency; 4) market share; 5) flexibility, stability.
A system of company success factors, for example: 1) selection of a product with growth potential; 2) selection of a product with high competitiveness.
System of company performance indicators: efficiency, effectiveness, quality; performance; working conditions, innovation; profitability.
Control system, motivation system.
Management systems are systems that implement the management process to achieve goals.
Organization management system:
The control system consists of:
· from the subject of control - the control part of the system, which generates control actions and supplies them to the object;
· control object - a controlled part of the system, which is a part of the system whose state leads to the desired result.
If the subject controls own actions, that is, the subject and the object are one, then in this case we are dealing with self-government.
Picture 1
5. The main differences between Russian and foreign M.
The difference is on the following points: 1) external environment (due to differences in historical development); 2) the mentality of the people (views, habits, psychology, moral level). Hence the following differences:
1. Predominant management method. In the USA and Western Europe - economic, supplemented by team and socio-psychological. In Russia - team, supplemented by economic and a little socio-psychological.
2. Predominant leadership style. In the USA and Western Europe - consultative-democratic or benevolent-authoritarian. In Russia - exploitative-authoritarian or authoritarian-passive. Japan - participatory or consultative democracy.
3.Managers' focus. In the USA and Western Europe - in deeds or in people, or both. In Russia - on oneself or in reality, or on both. In Japan - in public and in practice.
4. Predominant type of management decisions. In the USA and Western Europe - sole-consultative or compromise. In Russia - purely sole or sole-consultative. In Japan - consensus or compromise.
5.Structure of management decisions. USA and Western Europe - short preparation phase, long execution phase. In Russia there is a very short preparation phase, a very long execution phase. In case of failure, the excuse is: “we wanted the best, it turned out as always.” In Japan there is a long preparation phase, a short execution phase.
6. The predominant type of motivation as a process of attuning to work. In the USA and Western Europe - motivation specific employees based on economic and non-material incentives. Russia - motivation of specific employees with material incentives based on idle speculation of managers, motivation by coercion and lack of motivation. Japan - motivation to work for the company. Formation of corporate consciousness.
7.Planning. USA and Western Europe - emphasis on long-term strategic planning. Russia - work based on short-term plans or unplanned. Japan - careful strategic and tactical planning.
8. Democratization of production. In the USA and Western Europe - moderate involvement of workers in management. Russia has a very weak involvement in governance. Japan - active involvement of workers in management.
9. Automation of management decisions. USA and Western Europe is high and very high. Russia is very low and low. Japan is very tall and tall.
10.Organizational culture. USA and Western Europe is high. Russia is very low and low. Japan is tall.
11. Appointment to a high management position. USA and Western Europe - requires high professional qualifications and experience of successful work. Russia - personal connections are necessary, sometimes formal grounds are required in the form of a diploma or some work experience in any leadership position. In Japan - necessarily basic higher education(preferably university) plus a degree as a result of defending a new scientific and practical work.
6. Correlation of M. with other sciences.
M. Operates with three concepts: goals, efficiency, people. These concepts also affect other sciences: economics, law, ethics, sociology, psychology, computer science and other sciences. Let us depict on a diagram the position of mathematics in the social process, among other sciences.
Figure 2
The figure shows a single social process in which mathematics is important along with other sciences and is in close relationship with all elements of this process. Next, briefly reveal the essence of the process (management has turned into a special type of activity when production, economic and other processes have become more complex, embraced the entire social process, and it has become obvious that it is impossible to do without competent management of this process, it is necessary to streamline everything that happens in the system, coordinate all the actions of individual participants. Management sets its immediate task to bring a certain orderliness to the process, organize joint actions of people, achieve consistency, coordination of actions. Science of management - M.
7.Democratization of management is a way to increase the efficiency of the organization.
Democratization of management is a distinctive feature of modern capital. Democracy in economics is the development of cooperation between managers and staff. The forms of democracy are as follows:
1. The right of employees to participate in the management of the enterprise during decision-making (investment, sales, production, program. This is the most powerful opportunity to influence).
2. The right of workers to participate in decision-making on economic and labor issues, management issues and social policy.
3.The right of workers to information, discussion and justification of decisions.
4.Implementation of dem. management principles instead of hierarchical leadership styles.
5. Taking into account the social and personnel consequences of planned decisions.
Participatory governance systems in Japan operate at all levels national economy:
1. At the level of the workplace, site, workshop - in the form of quality circles and autonomous teams. 2. At the enterprise level - in the form of production committees, including representatives of staff and management, as well as “worker-directors”. 3. At the industry level, where there are industry advisory committees consisting of representatives of trade unions and managers. 4. At the level of the national economy, within which there are a number of government advisory councils of labor and capital.
In Europe, the participation of workers in management is legally enshrined in the Netherlands, France, and Germany. In Germany in the 50s, a number of laws were passed requiring workers to participate in boards of directors with voting rights.
The difference between M. in Russia and abroad in terms of democratization of management is as follows: in the USA and the West. Europe - moderate involvement of workers in management. In Japan, there is active involvement of workers in management. Russia has a very weak involvement in governance. Hence the conclusions: the high competitiveness of Japanese firms, Japanese managers believe that the potential of the company is the skill of its employees.
8. Distinctive features of modern M.
1. A systematic approach to management consists of the following: it involves making decisions based on taking into account the most important circumstances and possible methods of influence in their interaction;
2. The situational principle of management - asserts the absence of recipes suitable for any occasion. Recognizes the existence of principled approaches to management. Requires making specific decisions only in connection with a specific situation;
3. The determining role of organizational culture is the forms of activity and norms of behavior that have developed in business practice and the consciousness of employees. It is based on the value system adopted in the organization. Plays a leading role in the development and fate of the organization due to its profound influence on the effectiveness of all aspects of its activities.
4. Mechanization and automation of the management process - represents the introduction of mechanical devices into management work: computers, modern communications, duplicating machines and other office equipment;
5.Democratization of management - manifested in the active participation of ordinary workers in production management based on the submission of proposals, participation in the work of quality circles, and assistance to managers in collegial forms of preparing decisions.
6. Internationalization of M. means strengthening the role of the international factor in the management of an organization due to the growing interstate division and cooperation of labor, as well as intensifying international competition.
9. the meaning of the situational management concept.
3. The manager must interpret the sieves correctly. It is necessary to correctly determine which actors are the most important in a given situation and what is the likely outcome ect Maybe entail a change in one or more variables. 4. The manager must be able to link concrete techniques that call and would be the least negative eff project with specific situations, thereby ensuring the achievement of goals org-tions most ff active p those.
73.Organization of M’s workplace.
There are two types of office organization: closed (office) and open office layout systems.
1. Traditional closed (office) office layout.
Has the following advantages:
conditions for confidential conversations
· work with closed documents
· gives a special status to the leader.
The work of a manager requires conditions different from those of team work. Therefore, high-ranking managers usually have separate offices.
2.Open-plan offices have the following. advantages:
· eye contact, verbal communication
economical use of space
· information exchange leads to a reduction in the number of meetings.
Combined office layout:
1)workplace in a room for several people, for example, 4 (4 compartments). Desk and desktop PC, modern means communications, office equipment, storage space for documentation. In the middle is a place for communication.
2)room for receiving public visitors
3)room for individual creative work.
During the working day M. does different things. The concept of a combined office is the allocation of permanent and temporary jobs to employees.
74. Planning of personal work and analysis of the use of manager’s working time
A manager's readiness to perform effectively is largely determined by his daily work. Crucial To form a leadership style and the effectiveness of a manager's work, rational use of working time is essential. An important step for a manager is to determine performance goals for both short and long periods. The goals set by the leader not only determine the actions that should be carried out, but also stimulate their implementation. Setting goals means for a manager to carry out his actions.
The goals should be:
realistic and specific;
· focused not on carrying out activities, but on achieving a specific result;
· measurable and time-limited specific deadlines.
Every day, a manager has to make decisions about how to best use his resources. work time. It is very important to link the planning of working time and the desired results. When planning working time, it is necessary to use concepts such as “planning periods”: day, week, month, year. Each planning period must be considered separately. When developing a plan for each period, the manager must answer the following questions:
What is the main purpose of this period?
How much time does he have?
· in what order should the main tasks of the period be completed?
· what preparations must be made?
The most important thing is to have a plan for the day. Determines the final goals of the work in order of importance. Formed at the end of the previous day or at the beginning of the planned day. The weekly plan is presented in three groups:
· Mandatory work (important and urgent)
· Work is important, but not urgent, and should be started if there is enough time in the coming week
· Works are less complex and non-urgent. They will be completed if there is time left in the week.
When completed working week It is necessary to evaluate the plan for using time for the week and the final goals achieved. The most important part of the annual plan is the identification of key areas of activity. On this basis, the manager’s personal plan and budget for the coming year are developed.
After the goals are determined, the manager needs to decide how monitoring of progress will be organized. Control over the completion of tasks and the use of working time is the last point in the individual planning system. Control allows you to obtain information to analyze and determine ways to improve your work. Control allows the manager to determine how successful the planning of working time was in relation to various planning periods.
AND electronic forms transferring information to the practice of daily activities of computers and office equipment. For timely Processing incoming information and documentation, the manager interacts with the secretary. Secretary functions: printing documents, registration, accounting and storage of documents, copying and duplicating documents, processing information.
1. What character traits should such a manager archetype as an “administrator” have?
(A) Be sociable and be able to inspire people to give their best
(IN) Have an analytical mind
+(C) Be extremely objective and rely on facts and logic
(D) methodical work, forecasting the future
2. What are the main factors involved in Victor Vroom's model of motivation?
(A) The need for self-respect, self-affirmation and belonging to a social group
(IN) Complexity and intensity of work and level of remuneration
+(C) Anticipation of the possibility of an outcome, anticipation of the possible reward from that outcome, and anticipation of the value of the reward.
(D) hygiene factors, factors related to the nature and essence of work
3. Managers have real influence when managing by objectives.
(A) Intermediate levels
(IN) Low level
(WITH) Higher, middle and lower level
+(D) top level
4. Indicate what is typical for the Japanese company “Sony” in the relationship between managers and subordinates?
(A) If possible, it is desirable for a person to remain in one workplace all his life, where he gains certain experience, which accordingly increases work efficiency
+(V) Lack of differentiated treatment of people
(WITH) For successful work in a company, it is important which educational institution the employee graduated from and with what grades
(D) Despite all the positive qualities of freedom of discussion in a large company, it violates the work schedule
5. How should we react to the accumulation of information about the problem?
(A) The more information the better
+(V) Too much information is just as harmful as too little information
(WITH) Obtaining maximum information about the problem is the responsibility of the manager
(D) Excessive information is the key to success
6. Which of the human needs is the main one according to McClelland's theory of motivation?
+(A) Success
(IN) Money
(WITH) Liberty
(D) safety
7. Basic control functions
(A) Planning, control
+(V) Planning, organization, motivation, control
(WITH) Organization, motivation
(D) organization, motivation, control
8. An example of multi-link technology (Thompson classification) may be:
+(A) Mass production assembly line
(IN) Banking
(WITH) Insurance
(D) network diagram
9. The limit of automation use is
(A) The limitations of our knowledge
(IN) Qualification level of service personnel
+(C) Inability to exclude unforeseen situations
(D) imperfection of technology
10. What characterizes compromise when making a decision?
(A) Establishing a certain average as a result of a dispute between two employees
+(V) Reducing benefits in one area in order to reduce undesirable consequences in another
(WITH) By making an audit decision, taking into account the opinions of all interested parties
(D) reduction in benefits
11. What is the “Sociotechnical System” of an organization with high production technology?
(A) General computerization of production
(IN) Development of the social sphere
(WITH) Professional growth of employees
+(D) integration of personnel and technology, delegation of responsibility for the final result
12. The purpose of planning the organization’s activities is
(A) Cost justification
(IN) Justification of the timing
+(C) Determination of goals, forces and means
(D) justification of the number of employees
13. The main difference between an open system and a closed one is
(A) Lack of orderly interaction between individual subsystems
(IN) The presence of interaction between individual subsystems and the outside world
(WITH) Closedness of system elements to themselves
+(D) presence of interaction with the external environment
14. What is included in the category of “intrinsic rewards”?
(A) Salary
(IN) Career
+(C) The work itself
(D) recognition of the environment
15. The basic rule when determining the salary level is:
(A) Minimum level defined by law
(IN) The rate determined by the staffing table
(WITH) Pay levels at competing companies
+(D) absolutely accurate and objective determination of the nature of the labor invested and a comprehensive and impartial assessment of it
16. The main thing in management by objectives is the development of goals
+(A) Top down the chain of command
(IN) Down up
(WITH) Bottom up and top down
(D) according to the matrix scheme
17. Determine the main characteristics of the external environment for the organization
+(A) All of the above
(IN) Interconnectedness of factors, complexity
(WITH) Complexity and fluidity
(D) interconnectedness and uncertainty
18. Why is one delegated one’s powers to other managers?
+(A) For an optimal solution to a complex problem
(IN) To maintain a “group” style of work
(WITH) To check the qualifications of workers
(D) all of the above
19. Which of the following methods for distributing responsibilities in an organization is adopted on a functional basis?
(A) Branches of the enterprise were created in five cities
+(V) Departments for production, marketing, personnel, financial issues were created
(WITH) Workshops have been created at the enterprise for the production of cookies, chocolates, caramels
(D) departments have been created at the enterprise, equal in number
20. Continuous manufacturing technology is usually used in the production of products such as
(A) Production of passenger cars
(IN) Production of military aircraft
(WITH) Level ship construction
+(D) oil refining, iron smelting
21. What type of management structure does the following situation belong to: “The construction of a pipeline includes a number of technological operations: preparatory work, excavation work (trenching), welding work (welding pipes into a thread), insulating and laying the pipeline in a trench, etc.? Management of the production of each type of work is entrusted to the head of the special construction department. Information about each process goes to the manager of the construction trust, and from him to the head of the department”?
(A) Matrix control system
(IN) Functional control system
+(C) Linear control system
(D) no system is suitable
22. Which feedback is most important in terms of improving the effectiveness of communication?
(A) Positive
(IN) Correlation
(WITH) Uncertain
+(D) negative
23. What does the economic management mechanism consist of?
+(A) All of the above
(IN) In-house management, production management
(WITH) Personnel management, production management
(D) intra-company management, personnel management
24. Action planning is
(A) Creating the next link between goal setting and a program for its implementation
(IN) Clarifying roles
(WITH) Identifying the circumstances that need to be taken into account to achieve the goal
(D) estimation of time spent for each operation
25. Of the listed managers: 1. General director and members of the board. 2. Heads of independent bodies. 3. Shop managers. The top management level includes:
(A) 1, 2
(WITH) 1, 2, 3
+(D) 1
26. Control-oriented behavior is
+(A) Actions of subordinates aimed at what management wants to see when checking their activities
(IN) Focusing on low goals
(WITH) Taking advantage of the fact that controllers do not thoroughly know the activities of the employees subordinate to them
(D) high goal orientation
27. What does “make a decision” mean?
(A) Enumerate all possible alternatives
(IN) Enumerate several alternatives that provide the most effective solutions to the problem
(WITH) Give an order to select a possible alternative
+(D) give orders for the implementation of a specific plan
28. Which approach does not belong to well-known schools in management?
(A) Scientific management
(IN) Administration
+(C) New Economic Policy
(D) human relations
29. Linear management organization allows us to formulate a management structure, which is:
(A) Flexible
(IN) Self-regulating
+(C) Stable and durable
(D) all of the above
30. Why did the USA become the birthplace of modern management?
(A) No problems with origin or nationality
(IN) Support for the idea of education for all, a huge labor market
(WITH) Formation of monopolies
+(D) all of the above
31. The key factors in any management model are:
+(A) People
(IN) Means of production
(WITH) Finance
(D) managment structure
32. What should the quality control system in a modern enterprise primarily rely on?
(A) To clearly defined standards and assumptions for specific processes
(IN) To assess product quality by workers during the production process
(WITH) To a strict control apparatus at the output of products
(D) to check finished products
33. The goal of the classical school of management was to create
(A) Labor standardization methods
+(V) Universal control principle
(WITH) Working conditions for employees
(D) methods of stimulating labor productivity
34. What is the main difference between preliminary, current and final control?
(A) In volume
+(V) During implementation
(WITH) In methods
(D) in scope and methods
35. The external environment of direct impact on the organization is:
(A) Shareholders, competitors, suppliers
(IN) Consumers, retailers, local authorities
+(C) All of the above
(D) government agencies, local authorities
36. The process of delegation of authority involves the transfer of authority from a senior manager to subordinate managers to perform special tasks. What situation is typical for this process?
(A) Powers and responsibilities are transferred to a subordinate manager
(IN) Responsibility is transferred to a lower level manager
+(C) Powers are transferred to a subordinate manager, and the senior manager continues to bear all responsibility.
(D) a new manager of equal rank is appointed and all responsibility is transferred to him
37. What should be contained in the “Distribution of Responsibilities” document?
(A) Name of the position and department in which this position exists
(IN) All of the above
(WITH) Description of functions, responsibilities and rights performed
(D) relationships with management, colleagues and subordinates
38. “The Father of Scientific Management” is often called:
(IN) Frank and Lilian Gilbert - they identified seventeen main micro-movements of workers, calling them therbligs; and they also developed a method for analyzing micro-movements, which was based on a filmogram of the worker’s movements
+(C) F. Taylor - he tried to justify the daily work rate of a worker by methods of timing and studying his labor movements
(D) G. Gantt - he created a schedule that made it possible to plan, distribute and check work. This schedule was the predecessor of the PERT network planning system, which now uses computers. He is also famous for his system of financial incentives for completed tasks.
39. Why are methods of direct coercion and fear of punishment gradually replaced by methods of social coercion?
(A) It has become unprofitable to maintain a large staff
(IN) It is difficult to prepare a manager who can use them effectively
(WITH) The labor movement has achieved a certain protection of workers from direct coercion
+(D) the coercive mechanism no longer ensures the development of production
40. What is the optimal number of subordinates?
(A) The more subordinates, the easier it is to work
(IN) 15-30 people
+(C) 7-12 people
(D) 3-5 people
41. What factor does not determine the type of production system?
(A) From the market
(IN) From marketing strategy
(WITH) From the type of product
+(D) from regional employment programs
42. The most difficult and expensive element of control is
(A) Selection of standards
(IN) Choosing the right unit of measurement
(WITH) Selection of criteria
+(D) measurement of results
43. Which informal forecasting method provides the most valuable information?
(A) Visual information
+(V) Industrial espionage
(WITH) Written information
(D) information on global networks
44. Small-scale or unit production technology is usually used in companies such as
(A) McDonald's
(IN)"Ford"
(WITH) Shell
+(D) "Boeing"
45. Organization is
(A) A group of people united by a common goal
(IN) A group of people who own the means of production
(WITH) A group of people whose activities are coordinated
+(D) a group of people whose activities are consciously coordinated to achieve a common goal
46. Is management productive work?
(A) Yes, because management creates new value
(IN) No, it's just supervision and control.
(WITH) No, this is just the result of the contradiction between wage labor and the owner of the means of production
+(D) yes, since this type of activity is inevitable with a high level of specialization of production and is designed to ensure the integrity of the labor mechanism
47. The control system in an organization usually consists of
+(A) Preliminary, current and final
(IN) Current and final
(WITH) Preliminary and final
(D) only from current control
48. The objectives that can be used as standards for control are distinguished by the following:
(A) High moral level
+(V) Time frame, specific criterion
(WITH) Using indirect manifestations
(D) time frame
49. Management is primarily concerned with systems.
+(A) Open
(IN) Closed
(WITH) Closed and closed subsystems
(D) closed and open subsystems
50. What type of relationship corresponds to the relationship between the foreman and the workshop manager?
(A) Functional relationships
(IN) Material relations
+(C) Linear relationships
(D) management relations
51. What type of planning is used in production systems with continuous technological processes?
(A) Operational functional diagram
(IN) Fixed positional pattern
+(C) Linear flow diagram
(D) operational and positional schemes
52. From the listed points: 1. Development of clear, concise goals. 2. development of goals from the bottom up. 3. realistic plan, ways of its implementation, monitoring and evaluation of results and control. 4. adjustment of adopted plans, evaluation of results and control. To the main stages of management:
(A) 1, 2, 3
(IN) 2, 3, 4
+(C) 1, 3, 4
(D) 1, 2, 3, 4
53. Maslow’s stages of motivation are
(A) Need for development and recognition
+(V) Need for development and recognition, social need and need for security, basic needs
(WITH) Social need and need for security
(D) basic needs
54. Which function is not inherent in the process approach to management according to Fayol?
(A) Work planning
(IN) Organization of work
+(C) Independence of managers’ judgments in certain areas (programs)
(D) control
55. What components are the organization’s tasks traditionally divided into?
(A) Work with people
(IN) Working with people and information
(WITH) Working with objects and people
+(D) working with people, working with people and information and working with objects and people
56. What sequence of priorities will allow the company to succeed:
+(A) People – products – profit
(IN) Profit – people – products
(WITH) Products – profit – people
(D) people - profit - products
57. What is the primary need for an employee to work successfully in a new place?
(A) Compliance with specialization
(IN) Fair reward
+(C) Social adaptation
(D) growth prospect
58. The essence of the situational approach is:
(A) Knowledge of professional management methods that have proven their effectiveness; ability to foresee the consequences of applied techniques and concepts
(IN) Correct interpretation of the situation, identification of the most important factors
+(C) All of the above
(D) application of methods of action. causing the least negative effect in a given situation, ensuring maximum efficiency
59. Any enterprise, regardless of its legal form, must have
(A) Premises, office
(IN) Management
(WITH) Facilities, equipment
(D) full-time employees
60. The rule is
(A) A sequence of actions to be taken in a specific situation that tends to recur
+(V) Ensuring that specific actions are performed in specific ways in a specific single situation
(WITH) Concretely formulated past experience
(D) sequence of operations
61. What main features should such a managerial archetype as a “leader” have?
(A) Ability to locate failure and take corrective action
(IN) Ability to resolve personal conflicts that arise during volitional decisions
(WITH) Be sociable
+(D) ability to communicate with people, the ability to recognize the potential of each person and interest him in fully using this potential
62. More often they resort to rotation in
(A) USA
(IN) Russia
(WITH) England
(D) Japan
63. What is the most important function of management?
(A) Getting maximum profit
(IN) Create conditions for the further successful functioning of the enterprise
(WITH) Minimizing tax payments
(D) conquering new markets
64. From the listed points: 1. analysis of the wage level survey. 2. conditions on the labor market. 3. productivity and profitability of the organization. The salary structure is determined using
(A) 1, 2
+(V) 1, 2, 3
(WITH) 2 and 3
(D) 1 and 3
65. What is the meaning of the word “risk” when making decisions?
(A) The degree of significance of the problem for the overall activities of the company
(IN) The degree of influence of an incorrectly resolved problem on the manager’s career position
+(C) Level of certainty with which the outcome can be predicted
(D) level of abuse of authority
66. To be effective, control must be
(A) Comprehensive
(IN) Permanently active
+(C) Economical
(D) independent
67. Preliminary control of the organization’s financial resources is
+(A) Budget
(IN) Conclusion of the audit organization
(WITH) Balance
(D) historical financial report
68. Why are methods of direct coercion and fear of punishment being replaced by methods of social coercion?
+(A) The coercive mechanism no longer ensures the development of production
(IN) It has become unprofitable to maintain a large staff
(WITH) It is difficult to prepare a manager capable of using them effectively
(D) the labor movement has achieved a certain protection of workers from direct coercion
69. What ability of a manager, according to McGregor, leads to success?
(A) Performance
+(V) Predicting Human Behavior
(WITH) Leadership
(D) forecasting demand for products
70. What are the features of cybernation relative to automation?
+(A) Inclusion in the algorithm of the stage of using intelligence, i.e. the ability to solve informal problems and find a way out in unforeseen situations
(IN) Giving a machine the ability to think
(WITH) The use of electronic computing technology in combination with the stages of brainstorming and expert assessments
(D) a qualitatively new level of technology and technology
71. What is called “sociotechnical systems”?
+(A) People involved in the production process
(IN) Computers
(WITH) Computer controlled machines
(D) computer systems that replace a certain number of workers
72. Identify the main stages of building an organization?
(A) Determining the nature of the work to be performed
(IN) Distribution of work between individual management positions
(WITH) Classification of management positions, construction of logical management groups on this basis
+(D) determining the nature of the work performed. Distribution of work between individual management positions. Classification of management positions, construction of logical management groups on this basis
73. From the listed points: 1. provides management with the information necessary for future planning; 2. comparison of actually obtained and required results; 3. promotes staff motivation. The functions of final control include:
(A) 1, 2
(IN) 2, 3
(WITH) Only 1
+(D) 1,2, 3
74. What are the aspects of the human variable in the situational approach to management?
+(A) All of the above
(IN) behavior of individuals, behavior of people in groups
(WITH) The nature of the leader's behavior, the functioning of the manager as a leader
(D) manager's influence on the behavior of individuals and groups
75. Tactics are
(A) Long term strategy
+(V) Short term strategy
(WITH) Medium-term plan, results appear in 3-4 years
(D) medium-term plan, results appear in 1-2 years
76. The main components of the communication model are:
(A) Object, subject, interaction
+(V) Source, message, channel, recipient
(WITH) Object, subject, influence, feedback
(D) external environment, internal environment, interaction
77. What is the reason why verification of the result of a decision is required?
+(A) If the solution is good, you will know what to do in a similar situation; if it is bad, you will know what not to do.
(IN) Based on the accuracy of the solution implementation, it is possible to assess the qualifications of subordinates
(WITH) Checking the reliability of the administrative structure
(D) checking the reliability of the expert structure
78. The classical (administrative) school in management set as its goal
(A) Consideration of administrator as a profession
(IN) Coordination of the work of the financial apparatus at the enterprise with production and marketing
(WITH) Creating a new management style
+(D) creation of universal management principles
79. The purpose of control is
(A) Checking the implementation of the plan
(IN) Collection of statistical information
(WITH) Increased dependence of subordinates
+(D) providing management with information to adjust the plan
80. What condition prevents the emergence of a formal organization of people (according to Bernard)?
(A) Ability to communicate
(IN) Achieving a common goal
+(C) The desire for freedom of action
(D) desire for joint action
81. What is the principle of unity of control?
(A) Any employee (employee) can have only one manager
+(V) One person must bear full and absolute responsibility for the activities of the entire enterprise.
(WITH) The number of persons under effective management is limited
(D) A group of managers is responsible for the work of the team
82. In what cases are qualitative forecasting methods used?
(A) Inability to obtain information by other methods
+(V) Lack of information obtained by quantitative forecasting methods
(WITH) The time available to resolve the problem is very limited
(D) in the absence of sufficient funds to make forecasts
83. A distinctive feature of a formal organization is
(A) Lack of unity in the actions of its members
(IN) Severe pressure on its members
(WITH) Availability of job descriptions and regulations
+(D) conscious coordination of the actions of two or more persons
84. An example of influence through reasonable faith is the attitude
(A) Worker with foreman
(IN) Peasant and landowner
+(C) Patient with attending physician
(D) defendant and judge
85. Procedure is
+(A) A sequence of actions to be taken in a specific situation that tends to recur
(IN) A sequence of specific actions that should be performed in a single specific situation
(WITH) Using past experience
(D) guaranteed implementation of specific actions
86. The ultimate goal of management is
(A) Development of the technical and economic base of the company
+(V) Ensuring the profitability of the company
(WITH) Rational organization of production
(D) improving the qualifications and creative activity of the employee
87. How can influence through fear be used against skilled workers?
(A) Intimidation by salary reduction
(IN) Threat of dismissal
(WITH) Threat of demotion
+(D) intimidating the possibility of injury to self-esteem
88. The most common source of conflict when changing work rules and procedures is
(A) Infringing on someone's interests
+(V) The way management communicates new rules
(WITH) People's reluctance to change the existing nature of work
(D) unclear purpose of these changes
89. For what purposes is brainstorming used in the decision-making process?
(A) Intensification of the thought process
(IN) Analysis of non-standard solutions
+(C) Identifying Alternatives
(D) involving all participants in the decision-making process
90. Which person should be chosen as a new employee in most cases?
(A) A person who is attractive to the leader due to his personal qualities
(IN) The person best qualified to perform the actual work of the position held.
(WITH) The candidate who appears most suitable for promotion
(D) a candidate who has great potential
91. Why is an excessive number of subordinates dangerous?
+(A) Loss of team control
(IN) Expansion of the bureaucracy
(WITH) Duplication of effort
(D) all of the above
92. The development of scientific management principles in the USA was facilitated by
(A) The Industry of Free Citizens
(IN) England support
+(C) Formation of large industries and enterprises
(D) French resistance
93. Which of the following communication roles performs the function of conveying messages in an organization?
(A) Watchman
+(V) Svyaznoy
(WITH) Opinion leader
(D) cosmopolitan
94. What, according to Berchord, is the reason for the emergence of an informal organization?
(A) People's desire for chaos
(IN) Reluctance of the team to work
(WITH) Weakness of formal organization
+(D) need for protection from formal organization
95. The principle of the “Z” theory, which is a priority for increasing labor productivity –
(A) Refusal to layoffs
(IN) Personnel rotation
(WITH) Committed to ensuring the well-being of all employees
+(D) participation of both management and employees in making decisions regarding their work
96. The highest achievement of the school of scientific management is the development
(A) Methods of labor motivation
(IN) Methods of mathematical modeling
+(C) Workflow analysis
(D) ways of psychological compatibility of workers
97. Determine the principles underlying management?
(A) Unity of command, motivation, leadership, feedback
(IN) Science, responsibility, correct selection and placement of personnel
(WITH) Cost-effectiveness, feedback, unity of command, motivation
+(D) all of the above
98. What type of authority would be most acceptable in a research group of highly qualified specialists?
(A) Traditions
(IN) Charisma
(WITH) Through fear
+(D) expert
99. When establishing governance structures, the following should be taken into account:
(A) How many levels of management may be required, how formal should interaction be?
(IN) Degree of centralization, whether all issues should be resolved by top management
(WITH) Complexity of organizational structure
+(D) number of management levels. The degree of formality of their interaction. Degree of centralism. Complexity of organizational structure
100. Factors influencing individual behavior and success of activities are:
+(A) All of the above
(IN) Mental and physical abilities, values and attitudes
(WITH) Performance
(D) values and aspirations, needs
101. What components does management consist of?
(A) Strategic management, control
(IN) Operational management
(WITH) Control, operational management
+(D) all of the above
102. The practice of management arose
(A) In the 20th century, during the industrialization of industry
(IN) Together with the creation of the school of management by F. Taylor
+(C) Together with the grouping of people into organized groups, such as tribes
(D) along with the emergence of a systems approach
103. What is “motivation”?
(A) Conditions in which a person is forced to carry out a specific activity
+(V) A feeling of lack of something, having a specific focus and focused on achieving a goal (desire to do something)
(WITH) Forcing someone to do a certain activity
(D) creating interest in someone in a specific activity
104. Classification according to the type of interaction between an organization and a person includes:
(A) Traditional organization
(IN) Divisional
+(C) Corporate
(D) matrix
105. Classification according to the type of interaction of the organization with the external environment includes:
(A) Divisional
(IN) Individualistic
+(C) Organic
(D) corporate
106. Classification by type of interaction between departments in an organization includes:
(A) Mechanistic
(IN) Corporate
+(C) Matrix
(D) organic
107. What type of relationship is not typical for corporate culture in an organization?
(A) Monopoly and standardization in activities
(IN) Dominance of hierarchical power structures
+(C) The combination of competition and cooperation in the activities of workers
(D) majority or seniority principle in decision making
108. What features are not characteristic of the mechanistic type of organization?
(A) Narrow specialization in work
+(V) Ambitious responsibility
(WITH) Clear rights and responsibilities
(D) clarity in hierarchy levels
109. Max Weber’s theory of bureaucracy substantiates the effectiveness of the distribution of powers in an organization according to the type:
(A)"Matryoshka"
(IN)"Flower"
+(C)"Christmas trees"
(D) "Umbrella"
110. Management is a science that studies
(A) Market relations
+(V) Management of intellectual, financial, raw materials and material resources
(WITH) Ways to finance the healthcare system
(D) market structure
111. Do not apply to organizational documents
(A) States of institutions
(IN) Procedure and rules of activity
(WITH) Charters of institutions
+(D) sales announcements
112. The functions of the strategic management level do not include:
(A) Organization design
(IN) Forecast
+(C) Raw material inventory accounting
(D) market dynamics analysis
113. The functions of the operational level of management do not include:
(A) Regulation
(IN) Accounting
+(C) Organizational structure design
(D) control
114. Participation is
(A) Distribution of profits due to productivity growth
(IN) Design and redesign of works
+(C) Involving employees in analyzing problems and their solutions
(D) method of simulating the development of management decisions according to given rules
115. Organizational structure is
(A) The art of managing intellectual, financial, raw materials, material resources
(IN) Type of human activity aimed at satisfying needs through exchange
+(C) A management system that determines the composition, interaction and subordination of its elements
(D) a method for simulating the development of management decisions according to given rules in various production situations
116. One of the main functions of management is
(A) Monitoring the progress of production
(IN) Methodological support for decision making
+(C) Planning
(D) issuance of orders and instructions
117. Which of the following theories of motivation does not belong to substantive theories:
(A) Abraham Maslow's theory
+(V) Porter Lawler model
(WITH) Frederick Herzberg's theory
(D) McClelland's theory
118. The process of motivating oneself and others to act to achieve personal goals or organizational goals is:
(A) Organization
(IN) Action
(WITH) Coordination
+(D) motivation
119. Performing work under duress or through economic incentives is:
(A) Motivation by status
+(V) Extrinsic motivation
(WITH) Motivation based on results
(D) intrinsic motivation
120. “When starting to perform this or that work, a person expects with a certain degree of probability that the efforts he expended will bring the necessary result, which also, with a certain degree of probability, should be noticed by the manager and rewarded accordingly.” This provision answers:
+(A) Vroom's expectancy theories
(IN) Porter Lawler's theories
(WITH) McClelland's theories of acquired needs
(D) Adams' theory of justice
1. Definition and essence of the concept “Management” - as a theory and practice of management.
“Management” as a term meaning management has become widespread in Russia due to the influence of two factors: the formation of a system of market relations and economic self-government required different approaches, based on experience accumulated abroad; ambiguity of the term “management”, management of human activity. The general definition of management is a set of theory and practice of managing purposeful, professional human activity, ensuring the most effective use of available labor, material, technical and financial resources to achieve certain goals and solve the problems facing the team. In modern practice, there are more frequent definitions of management, such as: - the process of managing the production or commercial activities of a company or enterprise; - a set of stable principles, methods, means and forms of management used in the practice of a company. Management in its development is not a consequence of some theorems. Scientific indicators of management are theoretical studies of the features of management organization based on the experience acquired by generations. Thus, management should be recognized as the science of common sense in managing the activities of people.
2. Key components of organization management
The key components of management include: Managerial impact is an investigation management institute, as a specific work of professional managers. A management system is a set of rules, methods, limitations of responsibility, and management structures. The management process is the orderly interaction of elements of administrative and executive structures. Management laws are objectively specific trends and patterns of action....in the management process. Management principles are the fundamental ideas of patterns and rules of conduct for the actions of managers and organizational structures. Object-organizational structures or processes functioning under the influence of management systems. The subject is the part of the organization that is the source of business activity by the performer. Management functions are a set of elements of certain areas of activity. The purpose of management is to create the conditions necessary to solve basic problems.
3. Theoretical schools of management, their essence and evolution.
A variation of the classical school of management is the “administrative school”. She studied the role and functions of the manager. It was believed that once the essence of the manager’s work was determined, it was easy to identify the most effective methods manuals. Founder: Fayol. He divided the management process into 5 main functions: organization function; f.planning; f. selection and placement of personnel; f.motivation of work activity; f.control. “School of Human Relations” - it is based on the achievements of psychology and sociology (the sciences of human behavior). Author: A. Maslow. He substantiated that everyone’s activities are subject to the laws of satisfying needs. He proposed the following classification of individual needs: basic life support; safety; social communication; self-realization; social recognition (significance). As a consequence of the school of human relations, the school of management appeared. Founder: Douglas McGregor. Explaining the reason for the difference in attitude to the activities of each person, he divided all performers into 2 groups and introduced the terms: x-theory of management and y-theory of management. He argued that there is a group of people, each of whom does not like to work and does not want to from birth; he requires constant coercion and control. This includes the majority. These are people devoid of ambition, they prefer to be led, they are devoid of initiative. Such performers require daily supervision and constant instructions. The second group of people is different in that any activity is as necessary for them as play is for children. Work is their natural state. They show self-government, self-control, strive for self-realization, social significance. The theory of “x” - management presupposes strict management (carrot and stick); and theory “y” is the theory of soft control.
4. Basic principles of the classical school of scientific management by F. Taylor.
Management, as the practice of managing activities in its essence, has been taking place since the advent of organized, purposeful labor. His (Taylor's) fundamental principles of management are as follows; if I can scientifically select men, scientifically train them, give them some incentives, and put work and man together, then I can get a total productivity greater than the contribution made by the individual workforce. Taylor's main merit is that he, as the founder of the school of “scientific management,” developed the methodological foundations for rationing labor, standardized work operations, and introduced into practice scientific approaches to the selection, placement and stimulation of workers. Taylor's principles have become widespread in management practice. Taylor's greatest contribution is that he started a management revolution. He became interested not in human efficiency, but in organizational efficiency, which marked the beginning of the development of the school of scientific management. The first scientific school had several names - “scientific management”, “classical”, “traditional”.
5. Behavioral theoretical school of management, essence and main
peculiarities.
The school of behavioral sciences has moved significantly away from the school of human sciences
relationships, focusing primarily on methods for establishing
interpersonal relationships. The new approach sought to provide more
helping the employee to understand his own capabilities based on
applying behavioral science concepts to building and managing
organizations. In the most general outline, the main goal of this school was
increasing the efficiency of the organization by increasing its efficiency
human resources.
The behavioral approach has become so popular that it is almost entirely
covered the entire area of management in the 60s. Like earlier schools, this
approach advocated the “single best way” for management decisions
problems. His main postulate was that the correct use
behavioral science will always contribute to improving efficiency as
the individual employee and the organization as a whole. Techniques such as change
the content of the work and the employee’s participation in the management of the enterprise is
effective only for some workers and in some situations.
Despite many important positive results, this approach is sometimes
turns out to be untenable in situations that differ from those
explored by his followers. For more successful, competitive development, managers needed to study a person, his psychological characteristics, and adaptive capabilities. A “behavioral school” began to take shape, which studied human behavior in a production environment and the dependence of labor productivity on the moral and psychological state of the performer.
It is believed that this direction was started by one of the founders of the behavioral school, Elton Mayo (clinical psychologist). The conclusions of the research mostly boiled down to three postulates: man is a “social animal”; a rigid hierarchy of subordination and formalization of organizational processes are incompatible with human nature; solving a human problem is the business of businessmen. E. Mayo believed that conflicts between a person and an organization, and, more general case with society as a whole, can be removed by satisfying the needs of the performer, from which both workers and employers benefit.
6. Administrative school of management, essence and main features.
Representatives of the classical (1920-1950) school, namely A. Fayol, L. Urwick, J. Mooney, had direct experience as senior management executives in big business. Their main concern was efficiency as applied to the operation of the entire organization.
The goal of the school was to create universal management principles, following which would undoubtedly lead the organization to success. These principles were related to two aspects. One of them was development of a rational organization management system. By defining the core functions of a business as finance, production, and marketing, the classicists were confident that they could determine the best way to divide an organization into divisions or groups.
A. Fayol formulated 14 principles of management:
- Division of labor - specialization of work necessary for effective use work force.
Authority and responsibility - each employee must be delegated sufficient authority to be responsible for the work performed.
Discipline - workers must obey the terms of the agreement between them and management, managers must apply fair sanctions to troublemakers.
Unity of command - the employee receives orders and reports to only one immediate superior.
Unity of action - all actions that have the same goal must be combined into groups and carried out according to a single plan.
Subordination of interests - the interests of the organization take precedence over the interests of individual employees.
Personnel remuneration - employees receiving fair compensation for their work.
Centralization is the natural order in an organization that has a control center. The best results are achieved with the right proportion between centralization and decentralization. Authority (power) must be delegated in proportion to responsibility.
A scalar chain is an unbroken chain of commands through which all orders are transmitted and communications are carried out between all levels of the hierarchy (“chain of superiors”).
Order - a workplace for each employee and each employee at his own workplace.
Fairness - established rules and agreements must be enforced fairly at all levels of the scalar chain.
Stability of personnel - setting employees to be loyal to the organization and long-term work, since high staff turnover reduces the effectiveness of the organization.
Initiative - encouraging employees to develop independent functions, within the boundaries of the powers delegated to them and the work performed.
Corporate spirit - harmony of interests of personnel and the organization ensures unity of effort (in unity there is strength).
The main contribution of the administrative school to management theory is that it viewed management as a universal process consisting of several interrelated functions such as planning and organizing
7. The main goals and objectives of management in the management structure of the company.
The practical role, goals and objectives of management are determined by which component of a particular socio-economic system we are considering. The content of management goals and objectives depends on this. The goal of top management is to develop an organization strategy. Strategy is a master plan of action to achieve a specific goal. The goal appears in this case as a conscious one, i.e. virtually expressed in words and thoughts, as an anticipation of the future result of actions, i.e. this is an ideal image of the desired and expected state of a controlled system of objects, i.e. goal-guideline of activity. The main task of management is to ensure the achievement of a certain result by creating the necessary and sufficient conditions for the purposeful activities of the team. In this case, as a rule, a number of particular problems are solved: choosing the right direction and methods of action (what to do? How? In what way?); building a rational organizational structure of the executive team; studying the demand for manufactured goods and services (marketing research); optimal organization of the production process (technical support); measures to introduce advanced technology and scientific achievements; stimulating the work of performers (motivation).
8. The essence and content of the concepts of “entrepreneurship” and “business”.
Entrepreneurship is an independent initiative activity (industrial or commercial), carried out by individuals and legal entities on their own behalf and at their own risk on an ongoing basis permitted by law, in order to obtain the proper, predictable effect. Individuals are individual entrepreneurs, whose legal status is regulated by relevant laws. Their activities relate to individual (private) activities. In the process of individual activity, the entrepreneur acts in this case both as an owner, and as a manager, and as a performer of basic functions. A legal entity is a bearer of property rights and obligations, acting in economic circulation on its own common name, existing independently of the persons included in its composition, and bearing independent property liability for its obligations. Property legal entity is separated from the personal property of its members. The activities of a legal entity relate to collective entrepreneurship. Wage labor is used both by physical workers and also by legal entities. Business activity aimed at solving problems, final goal which is the receipt of income (profit) or any other economic result that justifies the labor expended and invested funds. In terms of rights and responsibilities, individuals and legal entities in the sphere of business and entrepreneurship are equal by definition.
9. Classification and characteristics of organizational and legal forms
business structures.
By entrepreneurial structure we mean some kind of composition of subjects of market relations, formalized organizationally for production or commercial activities, as the main tasks of its existence. We call a company any organizational and economic unit that carries out business activities as a legal entity. Unlike all other structures, the company has its own brand and guarantee obligations to support technical maintenance. products. An enterprise is understood as a production and economic unit, an organization for achieving specific goals for the production of goods and services. Entrepreneurial structures are classified according to the following criteria: the nature of economic activities - industrial, trade, transport, insurance, tourism; by legal status - individual, corporate; by nature of ownership - private, state, corporate, mixed. Individual enterprises - all affairs of the enterprise (transactions, obligations, responsibilities) are conducted by the owner or a specially authorized person-manager. Corporate enterprises include a limited liability company (LLC), a form of capital association as one of the types of company. Participants of the company are liable for its obligations only for their contributions. Each LLC is divided into participation shares, which are distributed without the use of public subscription. and must be mandatory. A joint stock company (JSC) is an association of capital formed by issuing shares, which are a bearer document without a name and are free to move from one place to another through an exchange fund. Closed Joint Stock Company (CJSC) - organizes the distribution of shares according to agreed lists. Open joint stock company - granting the right to freely trade shares.
10. Main types of associations of business structures and their
peculiarities.
Currently, especially abroad, the practice of entrepreneurial structures in larger organizations has become widespread. The main ones are: trusts; cartels; syndicates; pools; concerns; holdings; consortia; financial groups; consulting. Trust-1 is one of the forms of association in which the participants lose their production (commercial) and legal independence. The purpose of the association is to centralize production and sales of products. A cartel is a form of association, the participants of which enter into a written agreement to regulate the volume of production, the specifics of hiring labor, etc. Syndicate-f.association, which is characterized by the fact that the distribution of orders for the purchase of raw materials and the sale of industrial products is carried out through a single sales unit, which... A pool is a special type, where the profit from the sale of products and all participants goes to general fund “”, and then distributed according to predetermined proportions. Concern-1 of complex associations, including industrial, transport, trade enterprises, a bank, etc. participants conc. Retain formal independence, but subject to control by colleagues of the governing body. K. is an association in which all participants act according to developed collective plans. A holding company uses its capital to acquire a controlling stake in other companies in order to establish dominance and control over them. A consortium is a temporary agreement between banks or industrial companies for the joint placement of a loan or the implementation of a single, capital-intensive project. Financial groups are an association of banks and enterprises for joint coordination of production or financial activities. A consulting organization, the basis of which is consulting clients on financial or other capital-intensive problems, assessing the effectiveness of development projects, implementing foreign economic relations, creating a transformation of an organizational structure, ending the path out of the crisis and etc..
11. The goals of the company and its mission; features of definition in modern conditions.
In the definition of an entrepreneur, many authors argue that the activities of any enterprise pursue the goal of obtaining economic benefits. effect i.e. arrived. Profit is the main link in the overall purpose of existence. The statement that profit is chapters. and the only one. goal yavl. wrong. In people noun. many financial needs and spiritual. Among the needs, a very important place is occupied. Spirits. need:
own employment in the process of producing products needed by people.
Created. conditions for busy other people.
Self-realization. personality through achievement. set goal.
The feeling of one's social significance through property, power.
From here comes a deep understanding of the organization's mission. Mission representative is a general service of the company, this is what it exists for. in society A well-chosen mission is necessary and sufficient. condition of the team's activities. World. Experience shows that firms are focused. Sooner or later it turns to profit and only profit. On the verge of bankruptcy.
12. The internal environment of the organization and its main components.
An organization means not only a company, but also its divisions. Int. Organizational environment: 1) goals are an element of the environment (specific. Final or intermediate state, designated in an image or documents). 2) structure - mutual relationship. Elements of organization, reflection. processes section. and cooperation labor. 3) Operations – prescribed work, indicating methods and deadlines for execution. 4) Technologies – transformation of the environment. raw materials into required products or services. 5) Performers – subjects and objects of the activity. Internal elements The organization's environment determines the overall effectiveness of its activities, which depends on the competence of management structures.
13. External environment of the organization; features of the influence of external factors.
Ext. Organizational environment: 1) consumption 2) competitors 3) government. institutions 4) mixed organizations 5) financial. str-ry 6) sources of work. resources. Ext. The environment is divided into factors of direct and indirect impact. Direct air: labor. resources, customers, raw materials, types of energy, capital, competitors, etc. Indirect air: population systems, economics, ecology, demographers, politics. Collisions, etc.
14. The "Space" method in assessing the strategic state of a company.
SPACE method (Strategic Position and Action Evaluation - assessment of strategic position and actions). This method is a comprehensive approach designed to diagnose the situation and select a strategy option for medium and small enterprises. It allows you to establish the strategic position of an enterprise based on two groups of factors: the internal state of the enterprise and the external position of the enterprise.
Each of these two groups of factors consists of many variables. Therefore, they are sorted into groups and assigned specific ratings (weights) within the framework of a conventionally accepted scale.
The SPACE method distinguishes four groups of enterprise evaluation criteria:
Financial strength of the enterprise (F).
Competitive advantages (K).
Attractiveness of the industry (P).
Industry stability (C).
Within these groups, a list of main criteria is provided. Each of the criteria listed within one group consists of a certain number of factors, which are assigned ratings on a ten-point scale (from 1 to 10).
For each factor, within a predetermined scale, a score is assigned, which, when multiplied by the weight, gives the final significance (value) of the score for each specific criterion. The weight determines the significance of a given criterion in relation to the entire set of criteria and represents a number in the range from 0 to 1. The sum of the values of all weights for individual specific assessment criteria must be equal to 1. After calculating the final scores, the sum of scores for each group of criteria is determined.
After analyzing the strategic state of the organization and the necessary adjustments to its mission, you can move on to analyzing strategic alternatives and choosing a strategy.
Typically, an organization chooses a strategy from several possible options. At the same time, she may be faced with a fairly large number of alternative strategies. All the variety of strategies can be considered as various modifications of several basic ones: limited growth, growth, contraction, combination.
Limited growth (several percent per year). This strategy is the least risky and can be effective in industries with stable technology. It involves defining goals based on the level achieved.
Growth (measured in tens of percent per year) is a strategy characteristic of dynamically developing industries, with rapidly changing technologies, as well as for new organizations that, regardless of their field of activity, strive to short time take a leading position. It is characterized by the establishment of an annual significant excess of the level of development over the level of the previous year.
This is the most risky strategy, i.e. As a result of its implementation, you may suffer material and other losses. However, this strategy can also be identified with perceived luck, a favorable outcome.
Growth can be internal and external.
Reduction. It assumes the establishment of a level below that achieved in the previous (base) period. This strategy can be used in conditions when the company's performance indicators acquire a steady tendency to deteriorate.
Combination (combined strategy). Involves a combination of the alternatives discussed above. This strategy is typical for large firms operating in several industries.
15. SWOT analysis in assessing the strategic state of the company.
- SWOT is a method of analysis in strategic planning, which consists of dividing factors and phenomena into four categories: Strengths ( Strengths), Weaknesses, Opportunities and Threats.
- SWOT analysis allows you to determine the reasons for the effective or ineffective operation of a company in the market; it is a compressed analysis of information on the basis of which a conclusion is drawn about the direction in which the organization should develop its business and ultimately determines the distribution of resources among segments. The result of the analysis is the development of a strategy or hypothesis for further testing.
Possibilities
1. New types of products
2. New technologies
3. New needs, fashion, incl. unconscious needs
4. Capturing adjacent segments - studying consumer switching situations
5. (Re)Definition target audience
6.
Additional services
7. Demand trends
8. Cooperation with other companies
9. Increase in advertising to target audience
10. Formation of USP
11. Good public relations
12. Government support
ADVANTAGES
1. Great experience
4. High sales
7. Low cost
10. Close-knit team
12. Wide range
13. Trained personnel
14. Marketing potential
16. Distribution channels
Threats:
1. Substitute products
2. New players on the market
3. Weakness of suppliers
4. Product life cycle (PLC) is in decline
5. Changing demand / fashion trends
6. Legislative regulation
a. New customs barriers
b. New legislation
7. Lobbying competitors
8. Competitor activity
a. Promotion programs
b. Additional services
9. Seasonal decline
10. Economic recession
FLAWS
1. Great experience
2. High quality products
3. High reputation of the company
4. High sales
5. Industry/segment leadership
6. Innovative technologies, patents
7. Low cost
8. Customer satisfaction
9. Well-established business processes
10. Close-knit team
11. Quality equipment
12. Wide range
13. Trained personnel
14. Marketing potential
15. Fast order processing
16. Distribution channels
1. Not enough working capital
2. Weak product image
3. Low company reputation
4. Weak distribution and promotion
5. Weak marketing
6. No corporate culture
7. Lack of strategy
8. Domestic political problems
9. Narrow product line
10. Low qualifications of employees
11. Low employee motivation
12. Unknown brand
13. No after-sales service
14. Few additional services
In practice, SWOT analysis is most often used in project management, in the marketing planning process, and during market segmentation to analyze segments.
After determining the critical factors of the project and key success factors, based on the analysis, the main goals are formed, strategies are developed and financial indicators are calculated
16. The “five forces” method according to M. Porter in assessing the strategic state of a company.
M. Porter's model of five forces of competition.
- This model is intended. for industry analysis. The purpose of the industry. analysis of phenomena attract industries and departments. commodity markets inside her. Such an analysis is allowed. understand industry-specific opportunities and nouns. threats, and also determine the key. industry success factors. To compete. the fight was carried out consciously, necessary. know those forces, cat. confront each market entity. M. Porter proved that the state of competition in the industry can be characterized by 5 competitive factors. forces: 1.rivalry between firms within the industry; 2.by suppliers; 3.by the forces of buyers (the power of influence of buyers); 4. the possibility of new competitors emerging within the industry; 5.attempts by companies and various industries to win customers with their substitute products. The meaning and influence of each. Among the factors of competition, it changes from market to market and determines prices, costs, the amount of capital investment in the production and marketing of products, and the profitability of the business. With t.zr. entry barriers, the effect of factors is largely determined by the presence of real and potential. competitors, as well as barriers to market entry for new firms. All factors create conditions for the dynamic development of competition. These five forces determine the boundaries of prices, costs, and investment requirements, which are the main factors in determining the profitability of an industry in the long term, and, therefore, the attractiveness of the industry. The intensity of rivalry among intra-industry competitors. Rivalry among competitors within an industry is at the center of the forces that determine industry attractiveness.
- This model is the basis for SWOT analysis.
The key question method is based on asking questions and analyzing answers to all factors of the organization’s external and internal environment that hinder or facilitate the achievement of the organization’s goals.
The key questions are: What opportunities are there to achieve the goal? What threats may arise for the organization?
For example:
What economic environmental factors are critical for the industry and organization? (inflation, unemployment rate, etc.).
18. Basic management methods, their essence, advantages and disadvantages.
The management method, we understand, is a set of methods and techniques that are fundamentally qualitative. Features of the influence of the subject of management on the object. There are 3 methods of management: 1) administrative-command 2) economic 3) social. Psychological. In practice, decree. methods of use together. Administrative-command - Positive: a long method is needed when it is necessary to implement the implementation. plans in a difficult situation, in addition, this method does not require mater. costs. Negative: there is no domineering stimulation of labor, exerting power and subordination on different people. influence differently. Economical method – the main advantage of the method is possible stimulation based on mat. interest. Manager It should be borne in mind that based on the material. needs, often lie and the spirit. needs. Disadvantages: additional. mater. expenses. Soc.-psychol. Method. – this method is inclusive. mechanisms of motivation and incentive are put into action. labor is not connected. with mother costs. Disadvantages: complete neglect of administration. commands and economical methods and passion only for social-psychology. in the long term the future cannot be guaranteed. success. Modern management calls for using this method, cat. requires folding. situation.
19. The main functions of management, their essence and relationship.
The management function is specific. type of management activity, cat. implementation specialist. techniques and methods, reflection. specifics of the work of the direction. In classic school management having considered 4 basic functions: planning, organization, motivation, control. Planning is the development of goals and development by achieving them. Fu-I plan, I put it on one side. Goals and objectives, and on the other hand, forms and methods of achieving them. Planning will allow you: 1) not to miss something important. 2) avoid. gross mistakes. 3) choose the optimal course of action. 4) minimize time and resource consumption. 5) take into account the influence of external influences. and internal factors. The result of the planning process is called. document cat name plan. The goal is designated. In the plan, there is a subject of striving for the expected state. Often in practice planning uses. goals: distant, close, immediate, focused, general, specific, final. Efficient planning to comply with certain principles. 7 principles: ...... The function of the organization serves to implement the reality developed. plans. 1) through an administrative organization. control 2) through operative. Administrative-organization management involves determining the structure of the company, a list of divisions, establishing. rights and powers, as well as the responsibility of management staff. Operative management provided. fu-i subsection. companies accordingly with approved regulations. Fun-ya motivation. Motivation is the process of motivating oneself and others to take action to achieve personal or organizational goals. We divide various motives into two categories: substantive and procedural. Substantive ones are based on the identification of those internal motivations (needs), cat. force people to act one way and not another. Procedural motives are based primarily on how people behave based on their perception and cognition. It is customary to consider the theory of management. work motivation. The motive of labor is formulated. Answer to the question: - for what purpose? Is he working? – what does he care about? - How does a person live? – what does he want? - what to offer him so that the result of his activities will satisfy him to the maximum extent. some of his material. side. For the first time, A. Maslow revealed the motive and need. Further study of the connection between the activities of people and their motives has been studied by many scientists. For example: Herzberg. He identified 14 factors influencing people's attitudes. to work. Among them: 1) amount of salary. fees 2) measure of response 3) status and personal protection 4) attitude of the administration 5) achieving opportunities for career growth. K is indicated. The factors are subsequently allocated. factors of power needs, cat. are of particular importance in stimulating labor. To the council. Time noun theory of 3 needs (social, material, spiritual). Control function. Control is the process of ensuring that an organization achieves its goals. Neither planning, organization, nor motivation can be considered separately from control, because they are an integral part of the overall control system. The purpose of control: 1) to make sure whether the organization really reached its plans. terms. 2) find out how the organization makes money and how it loses it. 3) find out whether the organization is really using. the best opportunities available to her. 3 stages of control: 1) establishing standards and criteria. This stage is directly related to the planning function. 2) at this stage, the results are compared with established standards; 3) the necessary corrective actions are taken. Types of control: 1) preliminary - implementation. to actual defined work. 2) current -implementation in the process of implementing decisions made. 3) final - actual. after the work is done.
20. Planning - as a function of the management process; content and forms
implementation.
Planning is the development of goals and development by achieving them. Fu-I plan, I put it on one side. Goals and objectives, and on the other hand, forms and methods of achieving them. Planning will allow you: 1) not to miss something important. 2) avoid. gross mistakes. 3) choose the optimal course of action. 4) minimize time and resource consumption. 5) take into account the influence of external influences. and internal factors. The result of the planning process is called. document cat name plan. The goal is designated. In the plan, there is a subject of striving for the expected state. Often in practice planning uses. goals: distant, close, immediate, focused, general, specific, final
Planning (forecasting) consists of systematically searching for opportunities to act and predicting the consequences of these actions under given conditions (see management cycle).
Planning can be classified according to several criteria:
- by degree of coverage (total and partial),
- in terms of content in the aspect of entrepreneurial activity (strategic - search for new opportunities and products, tactical - prerequisites for known opportunities and products, operational - implementation of this opportunity),
- on the subject (object) of planning (target, funds, potential, equipment, materials, finance, information, actions),
- by areas of operation (production, marketing, R&D, finance),
- by coverage (global, contour, macroscale, detailed),
- by duration (short-, medium-, long-term),
- both rigid and flexible.
Criteria for choosing a planning form (planning principles):
- completeness (everything must be taken into account);
- detailing (its depth is determined by the purpose of planning);
- accuracy;
- simplicity and clarity;
- continuity;
- elasticity and flexibility (use of planned reserves, taking into account the multiplicity of possible alternatives, postponing planning details until the situation is clarified, variability);
- alignment during planning (taking into account bottlenecks);
- efficiency.
When assessing the cost-effectiveness of planning, one must consider its utility (which is usually difficult) and the costs of planning.
The management approach to planning can be carried out by setting planning criteria and objectives, determining planning tools, methods for coordinating plans, directions and methods of planning.
It should be clearly defined:
- planning object (what is planned),
- subject of planning (who plans),
- planning period (horizon) (for how long),
- planning tools (for example, computer software),
- planning methodology (how to plan),
- coordination of plans (which ones, with whom and under what conditions).
21. Function of the organization. Types of organizational structures for company management.
The function of the organization serves to realize the reality developed. plans. 1) through an administrative organization. control 2) through operative. Administrative-organization management involves determining the structure of the company, a list of divisions, establishing. rights and powers, as well as the responsibility of management staff. Operative management provided. fu-i subsection. companies accordingly with approved regulations.
The organizational structure of the management apparatus is a form of division of labor for production management. Each division and position is created to perform a specific set of management functions or jobs. To perform the functions of their division officials are vested with certain rights to manage resources and are responsible for performing the functions assigned to the unit.
The diagram of the organizational structure of management reflects the static position of divisions and positions and the nature of the connection between them.
There are connections:
- linear (administrative subordination),
- functional (in the field of activity without direct administrative subordination),
- cross-functional, or cooperative (between departments of the same level).
Depending on the nature of the connections, several main types of organizational management structures are distinguished:
- linear;
- functional;
- linear-functional;
- matrix;
- divisional;
- multiple.
In the linear management structure, each manager provides leadership to lower-level units in all types of activities. Advantages: simplicity, economy, extreme unity of command. The main disadvantage is the high requirements for the qualifications of managers. Now it is practically not used.
The functional organizational structure realizes a close connection between administrative management and the implementation of functional management (Fig. 15).
D- director; FN - functional chiefs; I - performers
Rice. 15. Functional management structure
In Fig. 15, the administrative connections of functional chiefs with executors (I1 - I4) are the same as for executor I5 (they are not shown in order to ensure the clarity of the figure).
In this structure, the principle of unity of command is violated and cooperation is difficult. It is practically not used.
Linear-functional structure - step hierarchical. Under it, line managers are the sole commanders, and they are assisted by functional bodies. Line managers at lower levels are not administratively subordinate to functional managers at higher levels of management. It was used most widely (Fig. 16).
D- director; FN - functional chiefs; FP - functional
divisions; OP - divisions of the main production.
Rice. 16. Linear-functional management structure
Sometimes such a system is called a headquarters system, since functional managers at the corresponding level make up the headquarters of the line manager (in Fig. 16, functional heads make up the director’s staff).
The divisional (branch structure) is shown in Fig. 17. Divisions (branches) are distinguished either by area of activity or geographically.
Rice. 17. Divisional management structure
The matrix structure (Fig. 18, 19) is characterized by the fact that the contractor may have two or more managers (one is linear, the other is the head of the program or direction). This scheme has long been used in R&D management, and is now widely used in companies working in many areas. It is increasingly displacing linear-functional from application.
Rice. 18. Product-oriented matrix management structure
A multiple structure combines different structures at different levels of management. For example, a branch management structure can be used for the entire company, and in branches it can be linear-functional or matrix.
Rice. 19. Matrix project management structure
22. The main directions of changes in the organizational structure of company management.
Trends in the evolution of organizational structures:
Modern processes point to changes in mobile and intelligent enterprises, whose activities correspond to modern society.
Labor activity and nature of work:
- Transition to intellectual work
Transition to innovation and innovation
Strengthening the role of education and attention to people
From performing individual functions to general projects
From the power of managers to the power of consumers
- Decentralization of production and sales.
Transition to centralization
Increased creative and production initiative
Refusal to use administrative levers in coordination and control
Providing subsidiaries powers in solving sales problems
Transforming pyramidal structures into flat ones (reducing control)
1. Implementation of decentralization of production and sales operations. For this purpose, semi-autonomous or autonomous departments have already been created or are being created within the largest companies, which are fully responsible for the results of their work. These departments bear full responsibility for organizing production and sales activities. In a relatively small organ corporate governance the solution is concentrated only on strategic development issues related to large investments. Each department fully finances its activities and enters into partnerships with any organizations on a commercial basis.
2. Innovative expansion, search for new markets and diversification of operations. This direction is implemented through the creation of innovative firms within large companies, focused on the production and independent promotion of new products and technologies to the markets and operating on the principles of risk financing. A widespread practice of large companies is the creation of small enterprises in the most promising areas, aimed at gaining strong positions in the market in the shortest possible time. These enterprises can be created either on an independent basis or by agreement with other companies, on a cooperative basis. Hundreds of companies can participate in these associations.
3. De-bureaucratization, constant increase in the creative and production efficiency of personnel. To achieve this, a variety of measures are being taken, including the distribution of shares among staff and the formation of enterprises that are collectively owned by their employees.
23. The control function in management technology, its essence and features.
Control is the process of ensuring that an organization achieves its goals. Neither planning, organization, nor motivation can be considered separately from control, because they are an integral part of the overall control system. The purpose of control: 1) to make sure whether the organization really reached its plans. terms. 2) find out how the organization makes money and how it loses it. 3) find out whether the organization is really using. the best opportunities available to her. 3 stages of control: 1) establishing standards and criteria. This stage is directly related to the planning function. 2) at this stage, the results are compared with established standards; 3) the necessary corrective actions are taken. Types of control: 1) preliminary - implementation. to actual defined work. 2) current -implementation in the process of implementing decisions made. 3) final - actual. after the work is done.
Control can also be classified:
- by affiliation with the enterprise of the subject of control (internal, external);
- based on the basis for the obligation (voluntary, according to the charter, contractual, by law);
- by object of control (object, decisions, results);
- by regularity (regular, irregular, special).
24. The essence and main provisions of the theory of labor motivation.
Motivation is the process of motivating oneself and others to take action to achieve personal or organizational goals. We divide various motives into two categories: substantive and procedural. Substantive ones are based on the identification of those internal motivations (needs), cat. force people to act one way and not another. Procedural motives are based primarily on how people behave based on their perception and cognition.
25. Theory of motivation according to A. Maslow; essence and features.
It is customary to consider the theory of management. work motivation. The motive of labor is formulated. Answer to the question: - for what purpose? Is he working? – what does he care about? - How does a person live? – what does he want? - what to offer him so that the result of his activities will satisfy him to the maximum extent. some of his material. side. For the first time, A. Maslow revealed the motive and need. Further study of the connection between the activities of people and their motives has been studied by many scientists. For example: Herzberg. He identified 14 factors influencing people's attitudes. to work. Among them: 1) amount of salary. fees 2) measure of response 3) status and personal protection 4) attitude of the administration 5) achieving opportunities for career growth. K is indicated. The factors are subsequently allocated. factors of power needs, cat. are of particular importance in stimulating labor. To the council. Time noun theory of 3 needs (social, material, spiritual).
26. The function of motivating and stimulating the performer’s activities.
Motivation is the process of motivating oneself and others to act for
achieving personal and organizational goals.
Motivation theories are based on identifying human needs and their
structures. Need is the awareness of the absence of something, causing
encouragement to action.
These theories include those of Maslow, McClelland and Herzberg.
A. Maslow's theory:
1. Needs are divided into primary (physiological, safety and
security) and secondary (social, respect, self-expression).
2. Human behavior is determined by the lowest unsatisfied need.
3. Once a need is satisfied, its motivating effect
stops.
McClelland's theory:
1. Three needs that motivate a person are the need for power,
success and belonging.
2. These higher order needs are important now because
the needs of lower levels, as a rule, are already satisfied.
Herzberg's theory:
1. Needs are divided into hygiene factors and motivations.
2. The presence of hygiene factors only prevents development
job dissatisfaction.
3. Motivations that roughly correspond to the needs of higher levels
Maslow and McClelland actively influence human behavior.
4. In order to effectively motivate subordinates, the leader
must understand the essence of the problem himself.
Due to the fact that there are different ways of motivation, a manager must:
first, establish a set of criteria (principles) that most strongly
influence employee behavior;
secondly, create an atmosphere conducive to motivating employees;
thirdly, actively communicate with your employees, because in order to
was fully motivated and worked with full dedication, he must clearly
imagine what is expected of him.
The incentive system is a set of interrelated and complementary
stimuli, the impact of which activates human activity for
achieving your goals.
Incentives are divided into tangible and intangible.
Material, in turn, are divided into monetary (wages, additional payments,
allowances, loans and preferential credits) and non-monetary, consisting of social
(medical care, insurance, vouchers, food, gifts, etc.) and
functional (improving work organization, improving working conditions).
Non-material incentives consist of socio-psychological (social
recognition, praise, support and approval), creative (professional development,
internships and business trips) and free time incentives ( flexible schedule work,
add. vacation).
Thus, motivation depends on needs, expectations and perceptions
workers receive fair compensation for work performed.
27. The importance of analyzing the economic activities of an enterprise for the control function.
Analysis of economic activity is an important element in the production management system, an effective means of identifying on-farm reserves, the basis for the development of scientifically based plans, forecasts and management decisions and monitoring their implementation in order to increase the efficiency of the enterprise.
In modern conditions, the independence of enterprises in making and implementing management decisions, their economic and legal responsibility for the results of economic activity is increasing. Objectively, the importance of financial stability of economic entities is increasing. All this increases the role financial analysis in assessing their production and commercial activities and, above all, in the availability, placement and use of capital and income. The results of such an analysis are necessary, first of all, for owners (shareholders), creditors, investors, suppliers, tax authorities, managers and executives of enterprises.
The key goal of financial analysis is to obtain a certain number of basic parameters that provide an objective and reasonable description of the financial condition of the enterprise. This applies, first of all, to changes in the structure of assets and liabilities, in settlements with debtors and creditors, and in the composition of profits and losses.
Local goals of financial analysis:
¦ determination of the financial condition of the enterprise;
¦ identifying changes in financial condition in space and time;
¦ establishing the main factors causing changes in the financial situation;
¦ forecast of main trends in financial condition. The analyst and manager (financial manager) are interested in both the current financial position of the enterprise (for a month, quarter, year) and its forecast for the longer term.
The alternativeness of the goals of financial analysis is determined not only by its time boundaries. It also depends on the goals that users of financial information set for themselves.
The objectives of the study are achieved as a result of solving a number of analytical problems:
¦ preliminary review of financial statements;
¦ characteristics of the enterprise’s property: non-current and current assets;
¦ assessment of financial stability;
¦ characteristics of sources of funds: own and borrowed;
¦ analysis of profit and profitability;
¦ development of measures to improve the financial and economic activities of the enterprise.
These tasks express the specific goals of the analysis, taking into account the organizational, technical and methodological capabilities of its implementation. The main factors, ultimately, are the volume and quality of analytical information.
In order to make decisions in the field of production, sales, finance, investment and innovation, enterprise management needs systematic business awareness on issues that are the result of the selection, analysis and synthesis of initial information.
28. Basic principles of management - as a management process.
The principles of management are a general pattern within the cat. realities of communication between different parts of the control system. Basics principles of management yavl. :1) the principle of optimal combination, centralization and decentralization. 2) the principle of optimal combination of individual and collegial management. 3) the principle of combining rights, obligations and responsibilities. The combination of center and decent in management is the problem of distributing authority to make specific decisions. decisions. The best option is considered. approach when centralized phenomena. decisions regarding to the development of the goals and strategy of the company as a whole. The decentralized form is assumed. created within the company's production divisions. full self By unity of command we mean representation. higher management such power, cat. necessary to make a decision. Collegium - the ability to create a team. decisions based on the opinions of management. different levels.
29. Factors determining structures and forms of management.
The flow of the apparatus is understood as the number and number of links and control stages, their subordination and interconnection. Stru-ra control def. track. factors: 1) the nature of production of goods or services. 2) the form of organizational management. 3) degree corresponding. 4) the relationship between centralization. and decentralization. forms of control. 5) ratio between sectoral and territorial. forms and automation. There are differences in the production line. 2 under pages: 1)organization. str-ra – sos-v and ratio of differences. production levels. 2) production line - the capacity and capacity of production units and their relationship.
etc.................
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