Types of management and examples. Types and types of management

All types of management are interconnected, since the manager performs administrative functions, manages the staff, participates in the choice of the goals of his activity and the means to achieve it. For example, the director of a small business, and even more so an individual entrepreneur, performs all or most of the functions himself. Only with an increase in the size of the organization does it become possible to assign them to various employees or departments of management. However, in all cases it is advisable to distinguish and analyze the types of management, since they are characterized by special means and methods of management, skills and techniques.
The growth of social production in the twentieth century. stimulated the development of management as a science. Evidence of this is the publication in the current century of the first textbooks, the creation of specialized educational institutions for the study of management, the application of mathematical methods in solving its problems, etc. At present, this growth continues and is reflected in the structuring of management. This structuring occurs in the following ways:
- the object of management, such as banks, personnel, commodity flows, stocks, technologies, etc.;
- the organizational and legal form of the enterprise, for example, commercial or non-commercial organizations, general partnerships, limited liability companies, joint-stock companies, holding companies, financial and industrial groups, etc.;
- field of activity, such as production, mediation, commercial transactions, finance, insurance, etc.;
- types of management, for example, traditional, systemic, situational, social and ethical, moral and ethical (Japanese), stabilization; strategic, prospective, current, operational; one-time, cyclic, continuous (process approach), etc.
Therefore, within the framework of management as a scientific discipline, such areas as personnel management, financial management, strategic and operational management, bank management, etc. are intensively formed.
It should be noted that the purpose of management for commercial organizations can be:
- obtaining the maximum profit for the current period of time or for the time of the market cycle of the product, the required amount of profit;
- gaining a larger market share;
- maximizing the share price, etc.
The objectives of production management can be expressed by alternative requirements:
- minimizing the cost of manufacturing a certain amount of products;
- maximizing the number of products produced;
- maximization of equipment loading;
- ensuring uniform loading of equipment while limiting such parameters of the production process as the annual fund of equipment operation time, equipment underload, equipment throughput, etc.
Depending on the goal pursued by management in a given situation, its corresponding types are distinguished.
On the one hand, the classification of management types precedes the analysis and identification of factors important for classification, and on the other hand, it is based on various combinations of these factors for different types of management. This allows us to evaluate the possibility of both theoretical and practical development of a certain type of management through the development of certain factors on which it is based.
The use of this classification allows the manager, when solving practical problems, to choose the type of management that corresponds to the conditions of the problem. At the same time, it is possible to reduce the time spent on finding the most suitable management techniques. There are three methodological approaches in management: traditional, systemic, situational.
Traditional approach develops and uses principles and rules of management suitable for any organization. The traditional approach understands management as a fairly simple one-dimensional interaction of people and (or) organizations. It proceeds from the fact that all control objects are the same and react identically to influences.
Systems approach focuses on the interaction of parts in an organization and draws attention to the importance of examining each individual part in the context of the whole. The main elements of the system approach are entry into the system (incoming resources), the process of converting incoming resources into a product, exiting the system (product), feedback (knowledge of the result that affects the chain in the opposite direction).
situational approach is based on the fact that in the management of an organization there is not only one set of principles (rules) that could be used in all situations.
In systems engineering, a situation is understood as the following relationship of elements:
- "state of the control object";
- "disposable control actions";
- “consequences of control actions”.
In accordance with this, two types of management can be distinguished: social and ethical, moral and ethical.
moral and ethical (or Japanese) is called personnel management with a paternalistic attitude towards employees (including lifelong employment) with a significant use of moral incentives, learning in the process of practical activities through personnel rotation, and so on in Japan.
Socio-ethical management is aimed at reducing the likelihood of making decisions that can lead to inadmissible damage to the financial, technological, technical, personnel, external and internal structures of objects that fall within the sphere of influence of the decisions being made. At the same time, the object of activity is chosen as a result of social and ethical marketing, and operations that are not aimed at causing unacceptable damage are considered.
The objects that fall within the sphere of influence of decisions made at various levels of the hierarchy can include:
- natural persons, such as consumers, intermediaries and personnel;
- legal entities, such as suppliers, intermediaries, consumers;
- nature and society as a whole, if their dependence is significant.
Socio-ethical management can be used to manage social processes, ensure life safety, legal regulation and other areas of life.
Depending on the time of occurrence of consequences for the control object and the environment, two types of management are distinguished: strategic and operational.
However, this classification is not complete enough. This is evidenced by its inconsistency in the classification of plans. In turn, the need for correspondence between the types of management and planning is due to the fact that management includes planning, motivation, organization, and control as components. Therefore, management can be considered as a tool for the implementation of relevant plans, and there can be no less types of management than plans. Moreover, it seems natural that the type of management, when classified by the time of occurrence of consequences for the control object, should correspond to the type of plan. For example, strategic, long-term (business plan, long-term plan), current, operational management.
Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies designed to help the organization achieve its goals. Strategic planning is implemented through the allocation of resources, adaptation to the external environment, internal coordination and organizational strategic foresight.
Strategic management - this is the management process of creating and maintaining a strategic correspondence between the goals of the company, its potential opportunities and chances in the market for goods and services.
The strategic plan of the company determines on the basis of which directions, programs, the organization will build its activities, based on the available resources, and outlining the tasks of these areas.
Perspective management aimed at the implementation of business - or long-term plans. The goals of business planning are to clarify the goals and objectives of certain areas, taking into account a deeper study of the external environment and the capabilities of the company. The development of a long-term plan of the enterprise is carried out after making decisions on the production of a particular product, the volume of production, etc. In this case, the object of planning is the production process of the product as a whole.
Depending on the frequency of decision-making, the following can be distinguished: management of one-time decisions, cyclic decisions, a continuous chain of frequent decisions (process approach).
Management of "one-time" solutions is used when solving relatively large problems and when it is not possible to set a date for the next decision regarding this problem. Examples of such decisions at the country level may be the decision to join NATO or the CIS. At the individual level, an example of such a decision would be the decision to marry.
Cyclic Decision Management used to solve problems that have a known cycle. An example of cyclic decision management can be that once a year decisions are made on the execution of the budget of the current year and the adoption of the budget for the next year.
process management, considering management as a process, occurs when the need for decision-making arises at random times on unrelated problems so often as to consider the process continuous. The management of large NSOs (country, territory, etc.) can be considered process management in that part of it that cannot be attributed to one-time or cyclic management. This is due to the fact that a certain number of managers independently make decisions that are aggregated (hierarchically combined) into some resulting management with appropriate consequences.
In our opinion, for a more complete understanding of the types of management and their role in the management system of an organization, the following types of management can be distinguished: strategic; investment; financial; industrial; innovative.

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1. History of management development

To begin with, let's say that the history of management development has its roots in the distant past. It originated in the days of ancient Greece and the Sumerians. The very history of the formation and development of management is rather confused at the first stages, but it is undeniably important for the present.

How did management come about?

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

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

social and then industrial production developed;

· there were innovators and theorists who collected and generalized the experience gained;

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

Historical development of management

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

The main stages in the history of management development:

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

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

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

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

Management as a science

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

Explains the nature of managerial work;

establishes cause-and-effect relationships in work;

Identifies the factors and conditions necessary for joint work;

· develops effective management methods and strategies;

predicts possible future events.

Today, the history of the development of modern management as a science is constantly updated with new works and directions, this is due to the rapid development of mankind in all sectors.

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

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

2. Goals and objectives of management

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

3. Principles of management according to A. Fayol

Enerson control principles:

1. Clearly set production goals and clearly defined tasks for the staff.

2. Common sense. This does not mean just worldly sharpness, but the courage to face the truth: if there are difficulties in organizing production, it does not make a profit, the goods produced are not bought up on the market, which means there are specific reasons that depend primarily on the organizers and managers. It is necessary to find these reasons and boldly and decisively eliminate them.

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

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

5. A fair attitude towards the staff, expressed in the idea "the better you work - the better you live." Arbitrariness against employees must be excluded.

6. Feedback. Allows you to quickly, reliably and fully take into account and control the actions taken and the products released. Violation of the feedback leads to failures in the control system.

7. Order and planning of work.

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

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

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

11. Written standard instructions. They serve to free the brain of the worker for initiative, invention, and creativity.

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

Taylor Management Principles:

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

2. Selection of workers and managers based on scientific criteria, their selection and vocational training.

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

Modern management principles:

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

2. Personnel work has traditionally been on the periphery of the attention of corporate leaders. The marginal role of HR specialists was determined by the fact that they acted as advisors to management and were not directly responsible for the development and implementation of the organization's strategy. And financial and production considerations, as a rule, have always prevailed over the proposals of personnel workers, which run counter to the overall strategy of the corporation.

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

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

5. The lack of specialized professional training and relevant professional qualifications reduced the authority of cadre workers in the eyes of superiors and line managers.

4. Types of management and their characteristics

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

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

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

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

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

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

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

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

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

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

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

8. Regulatory. The essence of the normative approach is to establish management standards for all subsystems of the management system. The standards should be established according to the most important elements: - target subsystem; - functional subsystem; - supporting subsystem.

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

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

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

12. Situational. Concentrates on the fact that the suitability of different management methods is determined by the specific situation. Since there is such an abundance of factors both in the company itself and in the external environment, there is no better single approach to manage an object.

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

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

6. Scientific schools of management management

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

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

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

management science management control

8. Manager in the control system

Among the key roles characteristic of the HR manager profession are the following:

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

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

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

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

5) "performer" - a specialist who implements an operational personnel policy;

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

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

These include:

*forecasting

*planning

*organization

*coordination

*motivation

*control.

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

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

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

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

1) Definition of certain types of work to achieve the goals.

2) Assessment of available labor resources.

3) Identification of the degree of responsibility and the nature of the authority of managerial personnel.

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

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

*specialization

*proportionality (departments must be commensurate with each other)

* direct-flow (the shortest way of passing information)

* continuity (rhythm).

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

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

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

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

3) Control of the solved problem and analysis of the effectiveness of the results obtained. The goal is to serve as motivation for a job well done.

The control must be:

*warning

*timely

*continuous

*tactful.

Stages of the control process:

1) Development of standards and criteria

2) Comparison of actual results with planned ones

3) Correction.

Leadership is an essential component of effective leadership.

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

Comfortable - characterized by non-critical compliance of the subject of the partner's influence. The attitude towards understanding is expressed, but towards equality and creativity - it occupies low positions.

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

The indifferent orientation is characterized by the underdevelopment of each of the three attitudes.

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

Types of management - special areas of management activities related to the solution of certain management tasks. On the basis of the object, general and functional management are distinguished (Fig. 1).

Figure 1. Objects and types of management

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

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

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

Regulatory management provides for the development and implementation of the philosophy of the organization, its entrepreneurial policy, determining the position of the organization in a competitive market niche and the formation of common strategic intentions.

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

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

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

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

Operational management. Operational management has always been one of the main factors determining the efficiency of an enterprise. Various operational management strategies provide a significant improvement in performance indicators, process reliability and competitiveness of the company as a whole. There are several definitions of the concept of "operational management" (operations management):

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

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

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

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

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

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

Quality management. There is a direct relationship between such management categories as efficiency and quality. The quality of the product produced increases the market share of the enterprise, helps to survive in a competitive environment, leads to cost reduction and, ultimately, improves the efficiency of the entire production. Quality management is a system of measures to ensure the guaranteed quality of a product or service.

Unlike operational management, the concept of production management is already associated only with production activities. However, it should be considered in more detail, because. For manufacturing companies, it is essential. Production management is an activity that relates to the creation of goods.

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

In production management, economic managers and numerous governing bodies most often act as the subject of management. The objects of management are enterprises, labor collectives, workers, production factors in the form of tools and objects of labor, natural resources, scientific, technical and information potential. Control actions are represented by laws, decrees, plans, programs, resolutions, standards, recommendations, instructions, materials and financial incentives and levers, moral influence. Feedbacks are the results of direct observations and control by the subject of management: documentation, reporting, etc.

The central link in production management is the enterprise. Each enterprise produces products, goods, services, carries out its main activity. This is its main goal and task, the meaning of existence. It follows that the basis of enterprise management is the management of the production process, regardless of whether goods or services, knowledge or information are produced in the organization.

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

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

Types of management are special areas of management activity related to the solution of certain management tasks.

The complexity and diversity of management activities allows, according to experts, to single out up to 80 varieties of management. Consider the characteristic features of the most important and significant types of management.

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

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

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

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

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

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

Operational management is an activity focused on solving current issues that require immediate solutions; includes organizing and managing the processes of implementing operational plans and dispatching. Actions are carried out by distributing work, resources, making the necessary adjustments to production and financial processes, the progress of current tasks. Operational management is reduced to making decisions that can quickly and timely correct or direct the course of labor, production and financial processes in specific situations that are developing at the moment. Tactical (current) and operational management are associated with setting specific medium-term and short-term tasks, coordinating their solution with providing the necessary human, financial, material, information resources, monitoring the results achieved, their evaluation, analysis and implementation of the necessary corrective actions.

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

Marketing management deals with the management processes of market research, the current and future market conditions, the creation of distribution channels, the formation of pricing policy, and advertising activities. It is used to study the latter, assess the current and prospective market conditions, select target markets, form sales channels, develop pricing and advertising policies, etc.

Production management includes the management of the main, auxiliary and supporting processes, as a result of which the goods supplied by the organization to the market are produced. The objects of production management are setting goals, choosing a strategy, planning, optimizing the volume and structure of output, organizing the labor and technological process, their regulation, eliminating failures and malfunctions, monitoring, managing people, stimulating, placing personnel, etc.

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

Personnel management is aimed at planning labor resources; personnel selection; assessment of personnel and selection of the best from the reserve created during recruitment; determination of wages and benefits; professional orientation and adaptation, training and advanced training, assessment of labor activity.

Financial management is aimed at managing the movement of financial resources and managing financial relations that arise between economic entities in the process of movement of financial resources. Financial management is the process of developing the goal of managing the organization's finances and making an impact on finances using methods (planning, lending, settlement systems, insurance) and financial resources (profit, depreciation, prices, rent) to achieve the goal.

Innovation management manages innovations. It has as its object the implementation, coordination and control of scientific research, applied development, the creation of prototypes of goods and services, their introduction into production; formation and evaluation of plans and programs of innovative activity, organization of their resource support; stimulation of creativity.

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

Investment management is management that specializes in investment management. Since an investment is an investment of capital with the aim of obtaining future profits and (or) a positive cash flow in favor of business owners, an investment manager must have the qualities of a strategic manager. He must correctly determine priorities, organize "long" flows of material and financial resources, and inspire staff for long-term goals. Investment project managers must have a specific vision for the organization's future lifestyles, create momentum for ongoing action, and be a professional participant in the building process.

Accounting management is associated with managing the processes of collecting, processing and analyzing data on the organization's work, comparing it with the baseline and planned indicators of other organizations in order to timely identify outstanding issues and establish reserves for better use of the organization's potential.

The list of the variety of types of management does not end there. Consider the most important and significant types of management.

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

Thus, almost all investment institutions, especially brokerage houses playing in the securities market, are adaptive systems. For them, the main thing is to notice certain trends in the stock market in time, jumps in the prices of certain shares in order to quickly and flexibly respond by concluding adequate deals. Adaptive management is also applicable to those small enterprises whose success is more than two-thirds dependent on the state of the environment.

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

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

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

In general, it can be stated that the variety of types of management is associated, first of all, with the variety of areas of use and features of the implementation of the management process, and that the differentiation of management is objective.

Types and levels of management is a topic relevant for any company. There is no enterprise where attempts were not made to build an effective personnel management system and, as a result, an algorithm for achieving the set goals. Competent management of various groups of specialists in conditions of constant development is a complex but necessary process.

What is management

This term is relevant when it comes to managing the activities of various groups of employees both within a particular department and the entire enterprise as a whole.

Accordingly, the people responsible for the organization of quality management are called managers. Their key task is the competent formation of the labor process, its planning, control and motivation of personnel. The result of such efforts should be timely achieved goals of the company.

Therefore, modern management is a constant desire to develop and improve the quality of work. It is worth noting the fact that professional management can produce tangible social change. An example is the growing popularity of quality education driven by the desire to get a good job.

Who is a manager

Without effective leadership, the development of modern companies is not possible.

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

• heads of the enterprise, as well as its divisions (these can be departments, divisions, etc.);
• organizers of various types of work, acting within the framework of program-target groups or divisions;

• administrators, regardless of the level of management, whose responsibilities include the organization of the labor process, taking into account modern requirements;
• leaders of any group of specialists.

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

Key Features

Based on the above information, we can conclude that the essence of management comes down to planning, motivation, organization of the process and its control. In fact, this is the purpose of management.

Thus, the main functions of the leader have the following structure:

• planning;
• organization;
• motivation;
• control.

Regarding planning, it should be noted that within the framework of this function, the most relevant goals for the company are determined and a strategy for achieving them is drawn up, up to the formation of an algorithm for the work of employees at all levels.

Enterprise management at this stage includes work with several key issues:

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

It is thanks to planning that the company's management determines the key areas in which it is necessary to make the main efforts.

The organization of an enterprise is, in fact, the process of creating and developing an existing, as well as a new structure. In this case, the work of managers is focused on taking into account all facets of the company's internal processes in order to ensure their competent interaction. In the presence of a high-quality formation of all processes and a global algorithm for the progress of the enterprise, all employees and managers will contribute to the effective achievement of the goals set.

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

Modern management is difficult to imagine without competent motivation. The bottom line is that the algorithm of actions and development will be successful only if all groups of employees are able to perform the functions assigned to them on an ongoing basis. To do this, managers develop a system of staff motivation, which allows you to maintain a high level of interest in the exact achievement of goals.

Management also includes control. The fact is that due to some circumstances, the processes within the company may deviate somewhat from the original algorithm and the fulfillment of the tasks set will be in question. To avoid such processes, managers pay a lot of attention to monitoring the work of their subordinates.

Top management

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

Considering the levels of management, it should be understood that the highest segment is responsible for shaping the course of the entire enterprise. That is, these specialists actually choose the direction of development and determine how to effectively move within the designated course. An error at this level can lead to significant financial and structural losses.

For this reason, a high level of management implies active mental activity and a deep analysis of the work of the company as a whole and each of its departments in particular.

middle link

This group of managers controls the managers of the lower category and collects information about the quality and timing of the tasks they set. Managers in the processed form transfer this information to top managers.

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

Such managers usually manage large departments or divisions of the company.

Lowest link

Managers in this category are also called operational managers. This group of employees is always numerous. The lower level of management is focused on monitoring the use of resources (personnel, equipment, raw materials) and the fulfillment of production tasks. At the enterprises, foremen, the head of the laboratory, the head of the workshop and other managers are engaged in such work. At the same time, within the framework of the tasks of the lower link, it is possible to move from one type of activity to another, which adds many additional facets to the work.

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

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

Such managers do not communicate with higher authorities very often, but they communicate a lot with subordinates.

General management features

This form of management finds its active implementation within the framework of modern capitalist society.

General management is needed when there is a need for management methods and approaches suitable for any area in various socio-economic systems, regardless of the level of leadership.

This category includes various management methods and functions (accounting, organization, planning, analysis, etc.), as well as group dynamics and mechanisms used to develop and subsequently make decisions.

General management levels

There are several levels of this form of management, which are used depending on the situation. They look like this:

• Operational. The key task in this case is the competent regulation of processes related to the production of a product in conditions of scarcity of resources.
• Strategic. As part of this direction, promising markets and relevant products are identified, the desired management style is selected, and a tool is selected to regulate the process.

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

Functional management structure

This system is necessary for the organization of effective management in certain areas of the company. That is, it, unlike the general one, is not universal and covers various functions separately. This approach includes up-to-date schemes for the implementation of the company's goals, depending on the scope of management tools, type of business and social environment.

The functional management system includes the following areas of management:

• financial;
• industrial;
• investment;
• information management algorithm;
• personnel management.

All these areas are more than relevant, since the process of division of labor has led to the emergence of numerous facets of the enterprise as such. In addition, the specifics of each area of ​​business creates its own unique working conditions.

Innovation management

This scheme of management organization should be given special attention. The bottom line is that markets are constantly changing, divided into separate segments and giving life to new directions, there is a need to develop technologies and products that meet today's ever-increasing requirements. This is what this type of management is focused on.

Such a system is needed for effective management of processes related to the creation, dissemination and subsequent application of technologies, as well as products that can meet the needs of a progressive society and will have scientific and technical novelty.

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

Outcome

Management levels and their characteristics, as well as various types of management, are an integral part of the modern economy, without which companies simply cannot meet the ever-changing market requirements.