Management principles. Modern management principles The main goal of management is to test

Word "principle" comes from the Latin word "principium", which means the basis, the beginning. The principles combine all the patterns and laws discovered by modern science, as well as practical experience.

Management principles I'm in general view can be interpreted as norms, patterns and rules, initial in relation to the management process, formed on the basis of the level of development and essence of society and its productive forces, the implementation of which (patterns, rules and norms) will contribute to solving problems and fulfilling the goals set for society.

Management principles are guiding rules that define the basic requirements for the structure, organization and management system. Management principles as well as patterns are divided into public and private.

General principles of management

The general principles of management are distinguished by the fact that they are characterized by a universal character and they affect all branches of management and all spheres of the national economy.

General management principles include:

responsibility;
hierarchy;
discipline;
competence;
stimulation;
purposefulness;
centralization and decentralization of management.

The principle of purposefulness is based on program-target management and involves setting clear goals for each organization and each of its divisions. At the same time, the goal should be defined as specifically, realistic and achievable, which mobilizes the efforts of employees for its implementation and makes the work more common sense.

The principle of purposefulness involves not only setting goals, but also correlating these goals with the necessary resources. At the same time, it is important not only to ensure that the goals are linked to the main resources that are necessary for their implementation, but also to focus on the weakest element that can cause the goals to not be achieved.

The principle of responsibility involves the punishment of members of the enterprise for failure to perform assigned tasks or functions. At the same time, it is necessary that the responsibility be equal to the authority, as the authority increases, the punishment should increase. This principle, unfortunately, is not always feasible in management practice (especially at the highest levels of the hierarchy), which leads to incompetent management, rash decisions, abuse of power, and all this often, ultimately, is the cause of the death of enterprises.

The principle of competence lies in the knowledge of the manager of the object of management or, at least, his ability to perceive the advice of competent specialists when making decisions. The principle of competence is interconnected with the horizontal division of labor by function.

AT modern conditions the growing popularity of activities in the field of trade and the increase in the number of people who do not have special training, but actually work in trade, as well as the increase in the number of cases of the sale of poor-quality goods to the population, bring licensing problems to the fore trading activities and in order to provide the necessary level of competence for special training of employees receiving licenses.

An essential principle of management is discipline, which must be present in every control system at every level. Discipline is the unconditional observance of all instructions, official duties, orders, instructions of the head and other policy documents. To a large extent, the level of discipline determines the culture of management. In relation to, for example, trade, the role of this principle is very large, since the specifics of this industry affect the increased requirements not only to the level of performing discipline, but also to financial discipline, and self-discipline of all employees from the seller to the manager. At the same time, discipline should not hamper the initiative of employees and leave room for a creative attitude to their work.

Incentive principle primarily for motivation labor activity based on the use of moral and material incentives. Material incentives are based on the personal economic interest of the employee in the results of work, and moral incentives are based on the psychological impact on employees. Motivational motives can be various spiritual needs of employees: the need for success, belonging, belonging, etc.

Accordingly, it would be wrong to reduce the content of the incentive principle only to wages, as is often the case in practice. Employee incentives also involve the use of moral motivations and incentives, as well as fair treatment of employees.

The principle of hierarchy is based on the vertical division of managerial labor, namely: the allocation of management levels and the subordination of lower levels to higher levels of management. This principle is taken into account when drawing up organizational management structures and when placing personnel, building a management apparatus.

The principle of centralization and decentralization establishes a rational combination of centralization and decentralization in management, which implies the need for effective use of collegiality and unity of command.

Centralized management: concept, features, advantages and disadvantages

Centralized Management is a process in which control signals and global commands are created in a single control center and transferred from it to multiple control objects. This form of management organization is used most often by small organizations that produce one type of product or products of only one industry, technological process production of which is closely interconnected with organizations that mainly work in the extractive industries and are oriented to the national or local market.

Signs of a centralized form of management:

research departments are located in the central office of the parent company;
functional divisions are more important than production divisions;
functional divisions of the headquarters of the parent company perform functional control over the departments by product, manufacturing enterprises and sales departments;
a large number of functional departments (services).

The level of centralization is the lower, the more decisions that are immediately implemented and narrow, of a special nature, taken directly at the workplace. Centralization is characterized by the lack of delegation of authority, which causes a decrease in efficiency in the decision-making process.

Benefits of centralized management:

more efficient use of production space, equipment, personnel;
better control over the activities of the company;
the possibility of bringing all processes within the company to a single standard;
elimination of possible duplication of various efforts and activities.

Disadvantages of centralized management:

the growth of bureaucracy, the accumulation of urgent issues to resolve, the increase in documentation;
decisions are made by those who are not familiar with the real situation at work;
delay in decision-making, especially in the workplace.

decentralized governance

decentralized governance is a process in which a significant number of control actions that relate to a given object are formed on the basis of self-government by the object itself. The level of decentralization of management depends on the degree of granting powers or rights to managers of departments in making independent decisions.

An integral part of decentralization is the delegation of authority.

Factors that affect the level of decentralization:

use of control. The greater the ability to control, the greater the degree of decentralization that can be achieved;
the nature of the organization's activities. If business operations are spread over large geographic areas, then a greater degree of decentralization is required;
the influence of the external environment;
the amount of costs;
having the right leader. In the absence of managers of the required level, it is necessary to concentrate powers at the highest levels of management;
enterprise size. On the large enterprises decisions are made by a large number of managers at different levels, so it is difficult to coordinate them. Where powers are dispersed, decisions are made more quickly.

Private principles of management

All management principles are closely interdependent and interrelated. For example, it is impossible to achieve a clear functioning of the management system, while ignoring other management principles (discipline, stimulation, planning, purposefulness, competence), just as it is impossible to ensure the purposeful activity of the company without hierarchy, competence, planning and discipline.

Together with the general principles, as noted above, there are private management principles that are local in nature and regulate only certain aspects of management and management processes. For example, in relation to the management of trading companies, the following private principles are usually distinguished: continuity, rhythm, continuity and parallelism of management processes.

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The concept of the principle of control. General and private principles of management. Principles of administrative management. Labor productivity principles. Principles of effective delegation of authority in the organization. Principles of formation and rationalization of organizational structures and organizational processes. Structural principles, process principles and end result principles. Principles of static and dynamic organization, principles of organizational audit.

The word "principle" comes from the Latin principium beginning, basis. In the most general form, the principles of management can be defined as the norms, rules and patterns that are initial in relation to the management process, arising from the essence and level of development of society and its productive forces, the observance of which (norms, rules and patterns) contributes to the achievement of the goals set for society and the solution tasks.

The principles of management (including management in internal affairs bodies) are a manifestation of objective laws in the subjective form of public consciousness. They reflect patterns and relationships of socio-political nature and content. Identification and justification of management principles must meet certain requirements. The requirements for the principles are as follows: 1) reflection of the main, objectively necessary manifestations of management; 2) characteristics of sustainable relationships and connections; 3) coverage of relationships and relationships inherent in management as a holistic phenomenon; 4) reflection of the specifics and differences in the types of management.

Thus, the principles of management reflect an objective reality that exists outside and independently of human consciousness, in other words, they are objective. At the same time, each of the principles is an idea, that is, a subjective construction, a subjective construction that every leader mentally performs at the level of his knowledge of general and professional culture. Since the principles belong to the subject, they have a subjective character. The more the reflection of the principle in the mind of a person approaches the law, the more accurate the knowledge, the more effective the activity of the leader in the field of management.

Management principles can be grouped into two groups - public and private. General management principles include principles of applicability, consistency, multifunctionality, integration, value orientation.

Applicability principle- management develops a kind of guide to action for all employees working in the company.

The principle of consistency- management covers the entire system, taking into account external and internal relationships, interdependencies and openness of its own structure or system as a whole.

The principle of multifunctionality- management covers various aspects of activity: material (resources, services), functional (organization of labor), semantic (achievement of the ultimate goal).

The principle of integration- inside the system, different ways of relations and views of employees should be integrated, and outside the company there can be a division into their own worlds. -

Value orientation principle- management is included in the public surrounding world with certain ideas about such values as hospitality, honest services, favorable price-service ratio, etc. All this must not only be taken into account, but also build their activities, strictly observing the named general principles.

The main private management principle is an the principle of optimal combination of centralization and decentralization in management. The problem of combining centralization and decentralization in management is the optimal distribution (delegation) of powers in making managerial decisions.

The principle of combining centralization and decentralization implies the need for skillful use of unity of command and collegiality in management. The essence of unity of command is that the head of a particular level of management enjoys the right to single-handedly resolve issues within his competence. In essence, this is the granting to the manager of the organization of the broad powers necessary for him to perform the management functions assigned to him and to exercise personal responsibility. Collegiality involves the development of a collective decision based on the opinions of leaders at various levels, as well as the executors of specific decisions.

Compliance with the correct balance between unity of command and collegiality is one of the most important tasks of management, the correct solution of which largely determines its effectiveness and efficiency.

The principle of scientific validity management assumes that the leader has scientific foresight, the ability to plan in time the socio-economic transformation of the organization. The main content of this principle is the requirement that all managerial actions be carried out on the basis of the application of scientific methods and approaches. The scientific validity of management means not only the use of science in the development and implementation of management decisions, but also a deep study of practical experience, a comprehensive study of available reserves. Its goal is to turn science into a highly productive force.

The essence of the principle of planning consists in establishing the main directions and proportions of the development of the organization in the future. Planning permeated (in the form of current and long-term plans) all parts of the organization. The plan is considered as a complex of economic and social tasks to be resolved in the future.

The principle of combination of rights, duties and responsibilities implies that each subordinate must perform the tasks assigned to him and periodically report on their implementation. Everyone in the organization is endowed with specific rights and is responsible for the work assigned to him.

The principle of private autonomy and freedom assumes that all initiatives come from freely operating economic entities that perform managerial functions at will, within the framework of the current legislation. freedom economic activity presented as professional freedom, freedom of competition, freedom of contracts, etc.

The principle of hierarchy and feedback is to create a multi-stage management structure, in which the primary (lower level) links are managed by their own bodies, which are under the control of the next level management bodies. Those, in turn, are subordinated and controlled by the next level authorities. Accordingly, the goals for the lower levels are set by the bodies of a higher management body in the hierarchy.

Constant monitoring of the activities of all parts of the organization is carried out on the basis of feedback. Essentially, these are signals expressing the reaction of a controlled object to control action. Through feedback channels, information about the operation of the controlled system continuously enters the control system, which has the ability to correct the course of the management process.

The essence of the principle of motivation is as follows: the more carefully managers implement the system of rewards and punishments, consider it taking into account unforeseen circumstances, integrate it across the elements of the organization, the more effective the motivation program will be.

The creator of classical (administrative) management is Henri Fayol (1825-1925).

According to Fayol, principles are a beacon to help you navigate. He formulated 14 management principles in relation to the activities of top management:

1.Division of labor, i.e. specialization necessary for the efficient use of labor, in relation to all types of work, both managerial and executive.

2. Power and responsibility. According to Fayol, power and responsibility are interconnected, the latter being a consequence of the former.

3. Discipline, i.e. respect for agreements calculated to secure obedience, diligence, energy, and outward display of respect. Fayol considered the personal example of the boss to be the most effective means of influencing subordinates in order to strengthen discipline.

4. unity of command. One-man management, according to Fayol, has the advantage over collegiality that it ensures the unity of point of view, action and management.

5. Unity of leadership. Activities that pursue the same goal should have one leader and be guided by a single plan.

6. Subordination of private interests to the general. The interests of an employee or a group of employees should not be placed above the interests of the enterprise; the interests of the state must be higher than the interests of a citizen or a group of citizens.

7. Reward. Work incentive methods should be fair and deliver the maximum possible satisfaction to employees and employers.

8. Centralization. Without resorting to the term "centralization of power", Fayol speaks of the degree of concentration or dispersal of power. Specific circumstances will determine which option will "give the best overall result".

9. Scalar chain, i.e., according to Fayol's definition, "the chain of chiefs" from the highest to the lowest rank.

10. Order, i.e. "everything (everyone) has its place, and everything (everyone in his (his or her) place").

11. Justice. Loyalty and devotion of the staff should be ensured by the respectful and fair attitude of the administration towards subordinates.

12. Workplace stability for staff. Fayol believed that excessive staff turnover is both a cause and a consequence of poor management.

13. Initiative, i.e., by Fayol's definition, thinking about and implementing a plan. Since this "gives great satisfaction to any thinking person," Fayol urges administrators to "give up personal vanity" so that subordinates have the opportunity to show personal initiative.

14. corporate spirit, i.e. principle "Unity is strength".

Fayol emphasized that these principles should be applied taking into account the specifics of the organization and specific conditions, noting that the system of principles can never be completed - on the contrary, it always remains open for additions, changes, transformations based on new experience, its analysis, comprehension, and generalization. Therefore, the number of control principles is not limited.

The concept of performance, or efficiency, is the main thing that emerson into the science of management. Efficiency is the most favorable ratio between total costs and economic results.

Harrington Emerson's 12 Performance Principles:

1. Precisely set ideals or goals, which every leader and his subordinates at all levels of management strive to achieve.

2. Common sense, i.e., a common sense approach to the analysis of each new process, taking into account long-term goals.

3. Competent advice, i.e. the need for specialized knowledge and competent advice on all issues related to production and management. A truly competent council can only be collegiate.

4. Discipline- subordination of all team members to established rules and regulations.

5. Fair treatment of staff.

6. Fast, reliable, complete, accurate and constant accounting, providing the manager with the necessary information.

7. Dispatching providing clear operational management of the activities of the team.

8. Norms and schedules, allowing you to accurately measure all the shortcomings in the organization and reduce the losses caused by them.

9. Condition normalization, providing such a combination of time, conditions and cost at which the best results are achieved.

10. Rationing operations, suggesting the establishment of the time and sequence of each operation.

11. Written standard instructions, providing a clear fixing of all the rules for the performance of work.

12. Performance Rewards aimed at encouraging the work of each employee.

Ten principles for effective delegation of authority

1. Start with the end goal. Managers must clearly state the results they expect from the empowered subordinate. A clear understanding of what is to be achieved and why it is important is a necessary prerequisite for delegation with simultaneous empowerment. We cannot work, study, or perform any other activity until we are aware of the goals and consequences of our activities. To make sure that the result expected by the manager does not conflict with the desires of other employees, it should be associated with the personal benefits of employees and with the mission of the organization, pay attention to the meaning and significance of the task (for example, providing a service, training, development).

2. Delegation of authority should be comprehensive. In addition to the desired end results, the manager needs to clearly define the conditions under which the task is to be performed. Any organization has rules and procedures and a certain amount of resources; there are always some limits that limit the capabilities of the performer. All this needs to be explained when delegating authority.

3. Invite the employee to take part in the consideration of the issue of delegation of authority. Usually, managers are not in a position to give subordinates full choice, but they can let them decide when work should be done, what level of responsibility, when to start work, how to do it, what resources to use. All this expands the sphere of influence of workers. Such participation of employees in the decision-making process should not be of a manipulative nature, that is, it should not be reduced to informing them in advance decisions taken. Rather, managers should ensure the participation of employees if the task requires it, and if the result of the work can be personal development workers.

The subordinate should not only be given the opportunity to obtain all the information of interest to him about the task, but also allow him to freely express his views on the parameters of work.

4. Establish parity between rights and responsibilities. The most famous and general principle of delegation of authority. In order for subordinates to succeed, they should be provided with all the rights necessary to perform the task assigned to them. In no case should a manager give subordinates excessive rights, that is, give them excessive power, freedom, resources and information.

5. Work within the existing organizational structure. Another important principle of delegation with simultaneous granting of rights is the transfer of authority to the lowest organizational level at which a given task can be performed. To solve the problem, people who are directly involved in the work and in decision-making should be involved. They, as a rule, have the most accurate and most complete information about the subject.

6. Provide adequate support for completing assignments. When delegating authority to subordinates, managers must guarantee them all support. To do this, they need to make public announcements and explain what they expect from employees. Among other things, they should constantly supply subordinates with the information and resources needed to solve the task. Subordinates should be provided with access to reports, news bulletins, customer data, and articles related to the task at hand.

7. Pay special attention to the responsibility for the results of work. After delegating authority and empowering the employee, the manager must give up close control over the process of completing the task by subordinates. It should be remembered that the main goal of delegation is the successful solution of the problem, and not the development by the manager of his favorite methods of work.

8. Delegation of authority should be carried out consistently. The manager needs to make decisions about delegation of authority in advance. If the manager has enough time, he independently does the work that can and should be transferred to subordinates.

9. Avoid returning delegated authority. In the process of discussions, managers also have to deal with the so-called "return of delegation", when subordinates, endowed with certain powers, try to return these powers. The manager must deal with such attempts openly and honestly. Managers who can’t handle the situation have to spend time not doing their job, but solving the problems of their subordinates. One way to avoid the return of authority is to explain to employees that they must implement their own decisions . It is necessary not to discuss the problem itself or give advice, but to consider the options for solving it offered to subordinates and their admissibility.

10. Explain to employees what perspectives the solution of the task contains. Subordinates must be aware of the consequences of completing assigned tasks. They will better understand the task at hand and show more initiative if they know what reward, what prospects await them if they succeed, how it will affect the end user or the mission of the organization, and so on. In particular, the manager must help subordinates to understand the connection between the successful completion of the task and financial rewards, the opportunity to advance in the service and improve their skills, receive informal recognition, and so on.

There are many requirements for the management structure, reflecting its key importance for management. They count in the principles of formation of the management structure , the development of which was devoted to many works of domestic authors in the pre-reform period. The main of these principles can be formulated as follows.

1. The organizational structure of management should primarily reflect the goals and objectives of the organization and, consequently, to be subordinate to production and its needs.

2. An optimal division of labor between management bodies and individual workers should be provided for, ensuring the creative nature of the work and normal workload, as well as proper specialization.

3. The formation of the management structure should be associated with the definition of the powers and responsibilities of each employee and management body, with the establishment of a system of vertical and horizontal links between them.

4. Between functions and duties, on the one hand, and powers and responsibilities, on the other, it is necessary to maintain a correspondence, the violation of which leads to dysfunction of the management system as a whole.

5. The organizational structure of management is designed to be adequate to the socio-cultural environment of the organization, which has a significant impact on decisions regarding the level of centralization and detail, the distribution of powers and responsibilities, the degree of independence and the extent of control of leaders and managers. In practice, this means that attempts to blindly copy management structures that function successfully in other socio-cultural conditions do not guarantee the desired result.

(Fayol) Structural principles underlie the creation of a system of interrelated tasks, rights and responsibilities.

1. How is current control carried out in the organization?

1. By hearing the employees of the organization at production meetings;

2. By monitoring the work of workers;

3. + With the help of a feedback system between the governing and managed systems;

4. By reporting at gatherings and meetings;

5. Superior structure.

2. Test. Who should exercise control over the fulfillment of tasks assigned to the team?

1. Specialists;

2. Workers;

3. + Leaders;

4. Individual leaders;

5. Ministries.

3. Control is:

1. + View management activities to ensure the fulfillment of certain tasks and the achievement of the goals of the organization;

2. Type of human activity;

3. Monitoring the work of the organization's personnel;

4. Monitoring the performance of individual tasks by personnel;

5. Constant review of how the organization is achieving its goals and adjusting its actions.

4. To reduce the need for control, it is advisable:

1. + Create organizational and socio-psychological conditions for staff;

2. Create relevant social conditions for staff;

3. Create appropriate organizational conditions for staff;

4. Constantly improve the system of stimulating the work of personnel;

5. Constantly improve the skills of the staff.

5. Control must be:

1. Objective and vowel;

2. Vowel and effective;

3. + Objective, businesslike, efficient, systematic and public.

4. efficient;

5. Current.

6. What is the basis of labor motivation in Japanese corporations?

1. Receiving high material rewards;

2. + Harmonization between labor and capital;

3. Recognition of merit;

4. Continuous staff development;

5. Achieving competitive advantage.

7. What are the main groups of needs identified by the Ukrainian scientist Tugan-Baranovsky?

1. Physiological and altruistic;

2. Sexual and physiological;

3. + Physiological, sexual, symptomatic instincts and needs, altruistic;

4. Physiological and symptomatic;

5. Physiological, needs for security, for belonging, for self-expression, for self-actualization.

8. When did the question of labor motivation historically arise?

1. Since the advent of money;

2. Since the emergence of organizations;

3. Since the appearance of the head of the organization;

4. + Since the birth of organized production;

5. During the bourgeois revolutions in Europe.

Test - 9. How should prestige motives be understood?

1. Attempts by the employee to take the highest position in the organization;

2. + Attempts of the employee to realize his social role take part in socially important work;

3. Attempts of the employee to receive a high salary;

4. Worker's attempts to take part in social work;

5. Worker's attempts to influence other people.

10. What are the main groups of motives for work singled out by the Ukrainian scientist V. Podmarkov?

1. Security and recognition;

2. Recognition and prestige;

3. + Security, recognition, prestige;

4. Security and prestige;

5. Image, prestige.

11. Operational plans are developed for:

1. + Six months, a month, a decade, a week;

2. On working days;

12. Planning is understood as:

1. Type of activity;

2. + A separate type of management activity that determines the prospect and future state of the organization;

3. Development perspective;

4. State of the organization;

5. Integration of activities.

13. Organizational planning is carried out:

1. Only on highest level management;

2. At the highest and middle levels of management;

3. At the middle level of management;

4. + At all levels of management;

5. Determining the needs of subordinates.

14. If you have to explain what the planning function is, you will say that it is:

1. + Establishing goals and objectives for the development of management objects, determining ways and means to achieve them;

2. Establishing the goals of the organization;

3. Determination of ways and means of performing tasks;

4. Determination of ways to achieve the goals of the organization;

5. Modeling the actions of the organization.

15. One of the forms of monopoly, the union of many industrial, financial and commercial enterprises that formally remain independent, but in fact are subordinate financial control and management of the group of enterprises dominating in the association:

1. + Concern;

2. Cartel;

3. Consortium;

4. Corporation;

5. Association.

16. A type of economic activity in which part of the participants is liable for debts with all their property, and part only within the limits of their contributions to the statutory fund

1. Subsidiary partnership;

3. General partnership;

4. + Limited partnership;

5. Joint stock company.

17. A type of economic activity in which its participants are liable for the debts of the enterprise with their contributions to the statutory fund, and in the event of a shortage of these amounts, additional property that belongs to them:

1. General partnership;

2. Limited Liability Partnership;

3. Limited partnership;

4. + Partnership with additional liability;

5. Production cooperative.

18. Type of economic activity when all its participants are engaged in joint entrepreneurial activity and are jointly and severally liable for the obligations of the company with all their property:

1. Partnership with additional liability;

2. Limited Liability Partnership;

3. + General partnership;

4. Limited partnership;

5. Joint stock company.

19. An organization that has unambiguous internal relationships and strict regulation of all aspects of activity is:

1. Primary organization;

2. Organic organization;

3. Secondary organization;

5. At the corporate level.

20. The means of labor motivation do not include:

1. Rewards;

2. Holding production meetings;

3. Staff development;

4. + Providing conditions for self-expression;

5. Announcement of gratitude.

21. The following theory of motivation is based on the confidence that a person will receive a reward for a certain work performed:

1. Fairness;

2. Needs;

3. Rewards;

4. + Expectations;

5. Assumptions.

22. In accordance with the Mescon concept, the main (general) management functions are implemented in the following order:

1. + Planning, organization, motivation, control;

2. Organization, planning, control, motivation;

3. Planning, organization, control, motivation;

4. Motivation, control, planning, organization;

5. Strategy, planning, organization, control.

23. When is the final control carried out in the organization?

1. Before the actual start of work;

2. + After the completion of the planned work;

3. During certain works;

5. After reaching the set goals.

24. When is current control carried out in the organization?

1. After performing certain work;

2. Before the actual start of certain work;

3. + During certain works;

4. When it is convenient for the leader;

5. When it is convenient for the team.

25. What does the managerial function "motivation" provide?

1. Achievement of personal goals;

2. + Encouraging employees to effectively fulfill their tasks;

3. Implementation of the adopted management decisions;

4. Ensuring undeniable influence on the subordinate;

5. Motivation of workers to activity.

26. If you have to explain what the motivation function is, then you will say that it is:

1. The process of achieving the goals set for the administration;

2. Motivating oneself to effective activity;

3. + The process of encouraging oneself and others to effective activities to achieve the goals set for the organization;

4. A way to influence the staff in order to achieve goals;

4. + Mechanistic organization;

5. Dynamic organization.

27. The following phases are determined life cycle organizations:

1. Creation, formation, development, revival;

2. Birth, maturity;

3. + Birth, childhood, youth, maturity, aging, rebirth;

4. Birth, maturity, rebirth;

5. Creation, development, maturity, aging.

28. The main constituent elements of the internal environment of the organization do not include:

1. Consumers, competitors, laws;

2. + Goals, tasks;

3. Personnel, technology;

4. Management structure;

5. Consumers.

29. What should be understood as the mission of the organization?

1. The main tasks of the organization;

2. The main functions of the organization;

3. Main line of business;

4. + Clearly expressed reasons for existence;

5. Basic principles of organization.

30. If you have to explain what is meant by an organization, you will say that it is:

1. Association of people to perform certain work;

2. + A conscious association of people that acts on the basis of certain procedures and rules and jointly implements a certain program or goals;

3. A group of people who jointly implement certain programs; .

4. A group of people who unite on the basis of sympathy for each other to achieve personal goals;

5. Association of people by interests.

31. The internal environment includes:

2. The state of the economy, policy changes, social culture, scientific and technical progress, technologies, group interests, international environment;

3. + Goals, personnel, tasks, structure, technology, organizational culture;

32. Management test. To external environment indirect organizations include:

1. Suppliers, human resources, laws and regulatory agencies, consumers, competitors;

2. + The state of the economy, changes in politics, social culture, scientific and technical progress, technology, group interests, international environment;

3. Goals, personnel, tasks, structure, technology, organizational culture;

4. Plans, forecasts, organizational structure, motivation, control;

5. Partners, personnel, socio-psychological conditions.

33. What management principles did the ancient Greek philosopher Aristotle substantiate in his book "Nicomachean Ethics"?

1. + Ethical and aesthetic principles;

2. Organizational;

3. Corporate;

4. Moral principles;

5. Specific principles.

34. How can one explain the essence of the principle of "subordination of personal interest to the general"?

1. The organization should always take into account only the personal interest of the leaders of the organization;

2. The interest of one employee must prevail over the interests of the organization as a whole;

3. The interest of individual managers must prevail over the interests individual groups workers;

4. + In an organization, the interests of one employee or group should not prevail over the interests of the organization as a whole;

5. The interest of the organization should not prevail over the interests of the team.

35. What does discipline provide as a management principle?

1. Fulfillment of assigned tasks by all employees;

2. + Clear adherence by the administration of the enterprise and its personnel to the concluded collective agreement and contract;

3. Fulfillment of assigned tasks by managers;

4. Fulfillment of assigned tasks by the employees of the management apparatus;

5. Complete subordination of workers to the management apparatus.

36. What should modern management principles reflect?

1. Basic laws of management;

2. The main connections that are formed in the system;

3. Basic relations that are formed in the system;

4. + Basic properties, connections and relations of control that develop in the system;

5. Mandatory presence management goals.

37. What is the basis of the management of any system?

1. + Principles that reflect the market conditions of management;

2. Management methods;

3. Management functions;

4. Financial resources;

5. Object of management.

38. Where, in the opinion of domestic and foreign management experts, was the practice of managing an organization formed?

1. In Sumeria, Macedonia, Rome, Kievan Rus;

2. In Kievan Rus;

3. + In Rome and Sumeria;

4. In Sumeria and Macedonia;

5. In the Russian Empire.

Test. 39. An approach that requires making an optimal decision, which depends on the ratio of interacting factors, is:

1. + Situational approach;

2. System approach;

3. Process approach;

4. Behavioral approach;

5. Current approach. ;

40. If management considers all processes and phenomena in the form complete system, which has new qualities and functions that are missing from the elements that make them up, then we are dealing with:

1. Behavioral approach.

2. Process approach;

3. Situational approach;
4. + System approach;

5. Current approach.

41. What is the constituent element of control?

1. + Marketing;

2. Management;

3. Economic processes;

4. Socio-economic processes;

5. Finance.

42. What methods of management, organizations have a leading role in modern conditions?

1. + Economic;

2. Socio-psychological;

3. Organizational and administrative;

4. Administrative;

5. Socio-economic.

43. Primary needs include:

1. Psychological;

2. + Physiological;

3. Economic;

4. Material;

5. Social.

44. Needs are:

1. Primary and internal;

2. Internal and secondary;

3. + Primary, secondary, internal and external;

4. Internal and external;

5. Primary and external.

45. Motivation is based on:

1. Needs and self-expression;

2. + Needs and rewards;

3. Rewards and satisfaction of individuals;

4. Satisfaction of all people;

5. Self-expression and rewards.

46. The main form of material incentives for the personnel of the organization is:

1. Prizes;

2. Prizes and valuable gifts;

3. Valuable gifts and salary;

4. + Salary;

5. Bonuses and salary.

47. What creates the management structure of the organization?

1. A set of linear controls;

2. A set of functional services;

3. A set of linear and functional services (bodies);

4. + Set of controls;

5. A set of program-targeted services.

48. An analysis of the organization's competitors is carried out in order to:

1. Identifying their strategy and strengths;

2. Identifying their goals and strengths;

3. + Definition of their goals, strategies, strengths and weaknesses;

4. Strategy definitions;

5. Identifying their goals and weaknesses.

49. The objectives of the organization should satisfy the following basic requirements:

1. + Accessibility, concreteness, orientation in time;

2. Accessibility and orientation in time;

3. Orientation in time and concreteness;

4. Reachability;

5. Orientation in time.

50. When did the term “organization” become widespread in the economic literature?

1. In the 20s of the XX century;

2. In the 30s of the XX century;

3. + In the 60s of the XX century;

4. In the 70s of the XX century;

5. In the 80s of the XX century.

51. Organization as an object of management:

A. Acts as the main unit market economy within which management decisions are made

b. Serves as a link between the state and consumers of goods and services produced

in. Assists the state in collecting and accumulating various kinds taxes

52. Which of the listed management functions are based on the needs and interests of employees?

a. The control

b. Planning

B. Motivation

53. Management practices arose:

a. During the rapid industrialization of industrial production

b. Simultaneously with the emergence of a systematic approach to management

B. Simultaneously with the unification of people in organized groups

54. ultimate goal management is:

a. Rationalization of the organization of production

B. Ensuring the profitability of the enterprise

in. Increasing employee motivation

55. What is the most important function of management?

A. Creating an enabling environment for further development and functioning of the enterprise

b. Increasing employee productivity

in. Continuous implementation of scientific and technical progress achievements in production

56. Is management productive?

a. No. Managers and managers are not directly involved in the production process.

b. Depending on the form of ownership and specialization of the organization

B. Yes. Because management is an integral part production process

57. What is not a manager's product?

A. Goods and services

b. Decision on the choice of sales markets

in. Preparation of a business plan

58. The size of the organization in management is determined by:

Number of departments and structural subdivisions

The number of people working in it

The number of regular customers and / or customers

59. The purpose of stabilization management is to:

Development of measures that can affect the stabilization financial condition firms

Wedging the company into sectoral and intersectoral structures to stabilize its financial condition

Continuous implementation and implementation of measures aimed at stabilizing the financial, personnel, technical and technological, internal and external structure of the organization

60. What characterizes the rate of controllability?

The total number of people who report to one leader

Anchored in job description number of responsibilities for each individual employee

Time taken by the employee to complete the task of the manager

61. Management is a science that studies:

Human Potential

Interaction of employees within the team

Management processes of material, raw materials, labor, etc. firm resources

62. Research methods in management:

They are specific ways to implement management decisions that lead to the achievement of goals and objectives.

These are specific ways of knowing, techniques, approaches and principles that make the impact on the control object effective.

A set of rules, norms and scientific techniques that are used to study the motivational characteristics of employees

63. Management as a science is:

Complex interdisciplinary research aimed at studying the principles of making effective management decisions

Specific economic knowledge that studies all types of resources and their management

Area of knowledge on how to effectively influence the resources available in the organization

64 - test. Management methods are:

Approaches to the selection and culling of resources

Ways to increase the efficiency of the resources used

Techniques and ways of influencing the team, as well as individual employees to achieve the goals and mission of the organization

65. Planning as a function of management is:

Formulating the organization's development goals, as well as determining ways to achieve them

Development of tactical and strategic plans for the economic activities of the organization

Drafting production plans for each employee

66. The decision-making process in management is:

Chaotic process

Systematized process

Routine activities

67. The criterion for the effectiveness of management is:

The period during which the organization operates in the market

A set of indicators that characterize how effective the work of systems and subsystems managed in the organization is

Continuous profit growth

Test. 68. The tasks of management are:

Development and scientific substantiation of management decisions

Creation necessary conditions to make rational and effective management decisions

Development, testing in practice and implementation of scientific methods, approaches and principles that ensure the smooth and uninterrupted work of the team and its individual members

69. What is the object and subject of management?

Objects - management decisions, subjects - managers, subordinates

Objects - production activities and interaction with contractors, resources of all kinds, market, information, subject - manager

Objects - money, labor resources, market, subject - market economy

70. Management is in management:

The main method of the leader's work

The process of organizing information and competently disposing of it

The process of forecasting and planning, organizing, coordinating, motivating and controlling, which allows you to formulate the goals of the organization and outline ways to achieve them

71. Organization is in management:

A group of people who work together to achieve a specific goal, while acting on the basis of certain rules.

Main control system

Main managed subsystem

72. Founder of the science of management:

F. Taylor

73. The basis of motivation labor collective in Japanese companies is:

Balance between capital and labor

Continuous improvement of the qualification level

Bonuses for unusual approaches to solving labor problems

74. Who implements the control function?

Line managers

All team members

Top management of the firm

75. What determines the number of subordinates of a manager?

Type of organization

Hierarchical level

Position held

76. By what principle it is impossible to classify managerial decisions?

Responsibility level

time

Degrees of formalization

Management principles- these are general patterns and sustainable requirements, the observance of which ensures the effective functioning of the organization. These rules define philosophy and strategy enterprise management. Strict adherence to management principles ensures high quality management decisions. The implementation of the principles is carried out through working methods, instructions, standards that form the mechanisms for managing the organization.

Managerial Thought during the 20th century offered at least t thirty classifications management principles. In the course of social development, some principles lost their relevance and new principles appeared. The most popular and spectacular for the last century have become 14 following management principles proposed Henri Fayol in the work "General and industrial management" in 1916:
division of labor– specialization of work for effective use work force,
powers and responsibilities- each employee must be delegated sufficient authority to be responsible for the performance of work,
discipline– employees must comply with the rules of the internal work schedule, and managers must apply fair sanctions to violators of discipline,
unity of command- the employee receives an order and reports to only one immediate superior,
unity of action- all actions that have the same goal should be grouped and carried out according to a single plan,
subordination of personal interests- the interests of the organization take precedence over the interests of individuals,
staff remuneration- employees receive fair remuneration for their work,
centralization and decentralization– the best results are achieved with the right proportion between centralization and decentralization,
hierarchy– the chain of control commands should be as short as possible,
order – workplace for each worker and each worker in his place,
justice– established rules and agreements must be implemented fairly at all levels of the hierarchy,
staff stability– high fluidity reduces efficiency,
initiative– Encouraging employees to develop independent judgments within the boundaries of their delegated authority and work performed,
staff unity– harmony of interests of the staff, corporate spirit is an important factor in the success of the organization.
AT 1993 Peter Drucker published his work "Labor and management in modern world". In this work, he presented following principles modern management, supplementing and clarifying Fayol's principles:
management should allow to realize the strengths of the employee, and to smooth out the weaknesses,
management should provide each employee with opportunities for personal and career development,
management should establish in the organization such a system of goals and values in order to make all employees allies of the employer (through profit sharing, social programs, etc.),
management must ensure that each employee is responsible for his area of work,
management must control the position in the market, innovative activity, performance, quality, financial results,
governance and national culture are deeply interconnected,
The main end result of the company's activity is customer satisfaction.

Introduction

1. The essence of management as a type of management of a commercial organization

2. The concept of management principles, their classification

3. Feature general principles management

4. Characteristics of private management principles - the principles of success

5. The use of management principles in the management of modern Russian organization

Conclusion

List of sources used

Appendix

INTRODUCTION

Ideas about the role and place of managing an organization, about the content of management activities, methods and principles for its implementation have repeatedly undergone significant changes since management began to be considered as a special type of activity carried out in an organization. Views on management have evolved as social relations have developed, business has changed, production technology has improved, new means of communication and information processing have appeared.

The practice of management has changed - the doctrine of management has also changed. However, managerial thought did not play the role of passively following the practice of management. Moreover, it was precisely the new ideas in the field of management put forward and formulated by the leading minds of managerial thought, as well as new approaches to the implementation of management, that marked the milestones, starting from which there were broad transformations in management practice. AT term paper will consider only those approaches and teachings about management that are widely known and accepted in most countries of the world.

The management system is based on developed and substantiated methods and principles. What are the principles of management and is it possible to modern production do without them? After all, in the past, not knowing about any principles, people successfully conducted their economic activities. Here it should be noted that in their activities people have always been guided by certain principles, perhaps simplified ones. In the relatively recent past, there was no complex system of economic relations due to the development of specialization and cooperation of labor and scientific and technological progress.

The relevance of the topic is due to the fact that in modern conditions, without relying on thoroughly substantiated and practice-tested management principles, it is impossible to ensure the effective development of the enterprise and the economy as a whole. The main principles determine the philosophy and strategy of managing the enterprise and its links. To a certain extent, they are designed to serve as an advertisement for the enterprise. Based on the developed principles, the goals of the enterprise are adjusted, priorities are specified, its policy is formulated, methods are developed. The implementation of the principles, goals, priorities and policies of enterprises is carried out with the help of appropriate working methods, instructions, regulations and standards.

The aim of the work is to study theoretical foundations management principles for their application in the management of a modern Russian organization.

To achieve this goal, it is necessary to solve the following range of tasks:

Define the essence of management;

Consider the concept of management principles and their classification;

To characterize the general and particular principles of management;

To characterize modern management in Russian organizations;

Suggest some modern management principles for use in the practice of managing Russian commercial firms.

When writing this work, special literature was used, which contributed to the disclosure of the material.

The course work consists of five chapters on 29 pages, introduction, conclusion, list of references and applications.

1. ESSENCE OF MANAGEMENT AS A TYPE OF MANAGEMENT OF A COMMERCIAL ORGANIZATION

Management is the type of management that best meets the needs and conditions of a market economy. Management is an analogue of the term "management". It is his synonym, but not fully. The term "management" is much broader, as it applies to different types of human activities (for example, driving a car); to different fields of activity (management in inanimate nature, in biological systems, government); to the governing bodies (divisions in state and public organizations as well as in enterprises and associations). The term "management" is of American origin and is translated into another language literally. In English-speaking countries, it is used quite freely and in various meanings, but always in relation to business management, while other words are used for other meanings. For example, to designate control in inanimate nature, the term "control" is used; for state or public administration - the terms "government administration" or "public administration", which only emphasizes its belonging to the economic field of activity. The term "management" applies only to the management of socio-economic processes at the level of the organization (commercial firm) in market conditions. Management has its own economic mechanism aimed at solving specific problems of interaction in the implementation of socio-economic, technological, socio-psychological tasks that arise in the course of economic activity. The economic mechanism of management is objectively conditioned by the implementation of the company's economic activities in market conditions, when the results of managerial and economic activities are evaluated in the market in the process of exchange. The economic mechanism of management consists of three blocks: intra-company management; production management; personnel management. The successes and failures of an enterprise are, first of all, the successes and failures of management. And if we proceed from the assertion that an enterprise is primarily people, then management - this is the organization of the activities of employees. Personnel is the most important element of the production process in an enterprise. Financial resources, capital for investment when creating a new enterprise can be obtained on the capital market. Finding competent employees, professionals is much more difficult. Management means organizing the work of a team in such a way that it met the needs of employees to the maximum extent and made it possible to intensify their work and increase its efficiency.The main thing in management is to set goals that meet the interests of the enterprise - Management by objectives (“management of goal setting”). ov from the heads of the old style. Management as an independent species professional activity assumes that the manager is independent of ownership of the capital of the firm in which he works. He may or may not own shares in the firm while being employed as a manager. The labor of a manager is productive labor that arises in the conditions of combining high-tech production with a high level of specialization of workers, ensuring the connection and unity of the entire production process.

2. THE CONCEPT OF THE PRINCIPLES OF MANAGEMENT, THEIR CLASSIFICATION

The content of management principles is significantly influenced not only by the laws of management known to modern science and the accumulated experience. The factors that determine the principles of management include the current methods of carrying out production activities, the form of ownership of the means of production, as well as socio-cultural factors.

Classification of management principles.

In the literature there is no single approach to the classification of management principles, there is no consensus on the content of the basic principles of management. Some of the proclaimed principles, in essence, are the rules of conduct for managers or governing bodies, some follow from the basic principles, that is, they are derivatives.

The principles of management are very diverse. The classification of principles should be based on the reflection by each of the selected principles of various aspects of management relations. The principles must be consistent with both partial and the overall goal of improving production efficiency, socio-economic development. The principles of management serve not only to construct speculative schemes. They quite rigidly determine the nature of connections in the system, the structure of management bodies, the adoption and implementation of management decisions.

The general principles of management are universal in nature and apply to all areas of management and sectors of the economy.

Private management principles are local in nature and regulate only individual management processes, industries, organizations and divisions. Each sector of the economy or a separate organization independently develops its own management principles in accordance with established traditions, culture, historical requirements, etc.

3. CHARACTERISTICS OF THE GENERAL PRINCIPLES OF MANAGEMENT

Any activity has its own laws, patterns and principles that set boundaries that are acceptable in a particular area. Principles in management are one of the most researched categories because they set requirements for managing an organization, describe what a leader should be like, and provide the basis for managing effectively. Undoubtedly, each person has his own characteristics, and a modern leader is not at all obliged to follow the principles of management, for example, by Henri Fayol, formulated at the beginning of the 20th century. On the contrary, each leader has the opportunity to formulate his requirements for personnel or even for shareholders, but, nevertheless, the general principles of management are valid for absolutely everyone, since such is their nature.

The main principles of management include:

1) scientific character;

2) consistency and complexity;

3) unity of command and collegiality;

4) democratic centralism;

5) a combination of sectoral and territorial approach in management.

The principle of science.

This principle requires the construction of a management system and its activities on strictly scientific grounds. Like any principle that reflects development, it must have internal inconsistency, since internal inconsistency forms an internal logic, creates an internal impulse for development. One of the contradictions of the scientific principle is the contradiction between theory and practice. It requires the use of aggressive scientific ideas (the results of scientific knowledge - from the phenomenon to the essence, from the essence of the first kind, less deep, to the essence of the second kind, deeper, etc., endlessly). However, the need to organize the management process in specific conditions, to solve specific problems requires time limitation of the process of cognition. This contradiction is resolved by actively studying the scientific problems of managing multi-purpose, complex teams, and maximizing the use of computer technology. Another important contradiction of the scientific principle is the unity and contradiction of the objective and the subjective. This contradiction is universal and also applies to all other principles of management. What is objective in principle of scientific character follows from the objective nature of the laws of control on which the principles of control are based. The subjective in the implementation of the principles of management is inevitable, since the principles of management are realized only through the consciousness, will and aspirations of a person. Thus, the implemented principle is inevitably subjective. The deviation of the process of cognition from objective logic (subjectivism) arises and manifests itself to a greater extent, the more the consciousness of leaders deviates from the objective logic of the development of nature, society and thinking. The higher the level of general culture and professionalism of the leader, the less the possibility of manifestation of subjectivism. The need to comply with the principle of scientificity in management requires the involvement of the entire spectrum of modern knowledge, their careful synthesis, and above all, the complex of human sciences. At the same time, it is necessary to apply advanced methods of system analysis in the field of economic sciences, philosophy, psychology, ethics, aesthetics, technical and technological sciences of ecology and other areas.

The principle of consistency and complexity.

This principle requires both an integrated and a systematic approach to management. Consistency means the need to use elements of the theory of large systems, system analysis in each management decision. Complexity in management means the need for comprehensive coverage of the entire managed system, taking into account all parties, all directions, all properties. For example, this may be taking into account all the features of the structure of the managed team: age, ethnic, confessional, professional, general cultural, etc. Thus, consistency means attempts to structure problems and solutions vertically, complexity means expanding them horizontally. Therefore, consistency tends more towards vertical, subordination links, and complexity - towards horizontal, coordination links. The abilities of managers in this case can differ significantly, since this imposes somewhat different requirements on the mindset, its analytical and synthetic functions.

The principle of unity of command in management and collegiality in making decisions.

Any decision made should be developed collegially (or collectively). This means the comprehensiveness (complexity) of its development, taking into account the opinions of many experts on various issues. The decision taken collectively (collectively) is put into practice under the personal responsibility of the head of the company (board of directors, shareholders, etc.). For everybody official the exact responsibility for the performance of certain and precisely defined work is established. So, in a company, vice presidents for science, production, marketing and other areas are fully responsible for the corresponding sector of the company's activities. The problem lies in the fact that qualitatively new tasks may arise for any firm, the solution of which is not provided for by the regulation. In this case, not only the manager must determine to whom the solution of certain tasks and the performance of certain works can be addressed, but also the subordinates must show reasonable initiative.

principle of democratic centralism.

This principle is one of the most important and means the need for a reasonable, rational combination of centralized and decentralized principles in management. At the state level, this is the relationship between the center and the regions, at the enterprise level, it is the relationship of rights and responsibilities between the manager and the team. The inconsistency of the principle of democratic centralism should be considered as the existence, development, mutual transition of the polar opposites of democracy and centralism. With insufficiently favorable socio-economic conditions and rigidity of management, centralism prevails. It is necessary in emergency conditions (warfare, economic or political crisis, ethnic tension, violation of morality and ethics by state leaders). Democracy in management is the higher, the higher the level of qualification of workers, the more creative the content of labor is, the more stable and evolutionary is the development of society. The most preferable in the management of the socio-economic system is the balance between centralism and democracy. However, in practice one often prevails over the other. At the level of individual economic entities - enterprises, banks, stock exchanges, the principle of democratic centralism determines not only the degree of independence of departments, branches, subsidiaries but also the degree of their responsibility for the actions performed. Further, the principle of democratic centralism determines the degree of independence and responsibility of each official to his leader. Thus, the principle of democratic centralism vertically permeates all power management structures.

The principle of unity of sectoral and territorial management.

The development of society is closely connected with the progress of sectoral and territorial administration. Sectoral management characterizes the need to deepen specializations and increase the concentration of production. Territorial management proceeds from other targets. The problems of the most rational distribution and development of productive forces require taking into account the requirements of ecology, the efficiency of using the labor force, employment of the population, the development of social infrastructure, the conformity of the nature of production with the characteristics of ethnic groups, and the satisfaction of the material and spiritual needs of society. And these are all regional problems. Any entrepreneur must draw for himself the appropriate conclusions arising from the operation of the principle of unity of sectoral and territorial management. The interests of the company he represents must be closely linked with the interests of the local authorities of the inhabitants of the region where he is going to show his business activity - to build a branch of the enterprise, store and sell products, etc. Local authorities and the population should be its active dream books, knowing what benefits for the region will follow the vigorous activity of certain firms.

4. CHARACTERISTICS OF PRIVATE PRINCIPLES OF MANAGEMENT - PRINCIPLES OF ACHIEVING SUCCESS

Private management principles should not contradict the general ones, but may differ significantly from them. Private principles of management have the right to reflect the characteristics of management as a separate industry, organization or division, and an individual leader.

In the group of private management principles, two subgroups can be conventionally distinguished.

The first subgroup includes principles relating to the implementation of individual management functions. This includes the principles of planning, organization, accounting, control, the principles of conducting marketing research activities, etc.

The second group includes management principles related to individual aspects of management, such as social, economic, organizational and technical, etc., as well as management levels (structural unit, organization, industry, national economy).

For the purpose of a detailed description of private management principles, let us consider in more detail some of the principles included in the above subgroups.

To characterize the first subgroup, we use the principles of organization and accounting as an example. Among the principles of the organization, the principles of priority, the principles of conformity and the principles of the formation of the organization process are distinguished.

The principles of priority include the principles of goal priority, priority of functions over structure when creating organizations, priority of structures over functions of existing organizations, priority of the subject of management over the object of management when creating a structural unit, priority of the object of management over the subject of management for operating organizations.

The goal priority principle is formulated as follows. In a goal-task-function system, the goal has the highest priority, then the task, and then the function.

The principle of priority of functions over structure when creating organizations states that the design and creation of new organizations is primarily caused by the need to implement specific functions. In cases where it is not possible to form a set of structural divisions of the organization, in accordance with the set of functions, other options for building the organization are considered, based on the priority of the goal to be achieved by the above functions.

The meaning of the principle of priority of structures over functions in operating organizations is as follows. In well-formed and normally functioning organizations, the processes of interaction proceed in such a way that the missing elements of the system gradually appear, and the redundant ones gradually die off. According to this principle, operating organizations are able to perform only a limited range of functions. In the case of going beyond the specified range, it is very likely that a situation will arise when the organization is not able to provide a solution to the tasks facing it.

The principle of the priority of the subject of management over the object of management in emerging organizations has the following content. In the process of creating an organization, its founders must choose, in accordance with their needs and capabilities, the workforce, the nature of the activity, the legal form and other parameters of the organization.

The essence of the principle of priority of the object of management over the subject for operating organizations is as follows: the heads of all levels of management of the organization must be appointed in accordance with the characteristics of the needs of specific structural units.

The principles of compliance include: the principle of compliance of the set goals with the allocated resources, the principle of compliance of command and subordination, the principle of its compliance with production efficiency and economy, the principle of the optimal combination of centralization and decentralization of production and management.

The principle of compliance of the set goal with the allocated resources has the following content: each goal must correspond to a set of financial, raw materials, material, energy and human resources to ensure the achievement of this goal.

The principle of correspondence of command and subordination states: each employee must have one line manager and any number of functional managers.

The principle of correspondence between production efficiency and economy can be formulated as follows: for each organization, correspondences between the efficiency of functioning and total costs must be found. This principle establishes the rule that any additional costs to the organization must be justified by the expected or actual increase in the efficiency of its functioning.

The organization process should be built on the basis of the following principles:

· primary focus on achieving the goal, and not on the elimination of internal and external disturbing influences;

· an integrated approach to the study of manageable and unmanageable factors influencing the organization process;

Ensuring the objectivity of the process;

the most optimal and complete Information Support process;

· strict regulation of operations and procedures of all stages of the projected process;

Compliance of the process properties with the technical, economic, social and organizational resources of the organization.

To the principles of organization and implementation management accounting relate:

Continuity of activity of the enterprise;

Use of common units of measurement for planning and accounting;

Evaluation of the performance of both the enterprise as a whole and each of its structural divisions separately;

· continuity and multiple use of primary and intermediate information for management purposes;

formation of a system of indicators of internal reporting of the organization as the basis for communication links between different levels management and separate structural units located at the same level of management;

application of the budget (estimate) method of cost and inventory management;

completeness and analyticity, providing comprehensive information about accounting objects;

· periodicity, reflecting the production and commercial cycles of the enterprise, established by the accounting policy.

To characterize the second group of particular control principles, consider the principles personnel policy. In the topic of the principles of organization and implementation of personnel policy, several different groups can be distinguished. The most indicative of them are the group of principles for building a personnel management system and the group of principles for recruiting personnel.

The formation of the personnel management system of the organization is carried out on the basis of the following principles of the adequacy of the functions of personnel management to the goals of functioning, the primacy of the functions of personnel management, the optimal ratio of intra- and infrafunctions of personnel management, prompt response to changes in the specifics of the functioning of the organization, potential imitations.

The principle of adequacy of the functions of personnel management to the goals of functioning has the following content: the formation and change of the functions of personnel management should be carried out in strict accordance with the goals and needs of the functioning of the organization.

The meaning of the principle of the primacy of personnel management functions is as follows: the composition, quantitative and qualitative characteristics of the elements of the personnel management system, as well as the nature of information links and interactions between them are directly dependent on the content of personnel management functions.

The principle of the optimal ratio of intra- and infra-functions of personnel management determines the necessary proportions between the functions aimed at organizing the personnel management system, i.e. intra functions, and personnel management functions, i.e. infrafunctions.

The essence of the principle of rapid response to changes in the specifics of the functioning of the organization lies in the need to anticipate the orientation of the functions of personnel management towards the development of core activities in comparison with functions aimed at supporting activities.

The principle of potential imitations states that the temporary departure of individual employees of the organization should not interrupt the process of its functioning. In other words, each employee must be able to perform the duties of a higher and lower employee or two employees of his level.

In the recruitment process, the following basic principles should be taken into account: the principle of situation, the principle of compatibility, the principle of combination, the principle of compensation and the principle of dynamism.

The essence of the principle of the situation lies in the fact that in the process of recruitment it is necessary not only to take into account the general compliance of the characteristics of the candidate with the requirements of a particular position, but also to take into account the specific situation that has developed.

Of great importance is the principle of compatibility in the selection of employees from outside and internal rotation of personnel. This principle indicates that when filling vacant positions, the head of the organization must take into account a number of features.

First of all, it should be remembered that your own employees applying for a new position are already an integral part of the organization and therefore, bypassing the adaptation period, can immediately begin to fulfill their duties with full dedication. At the same time, employees who are accepted from the outside must make a number of efforts to “fit” into the team and become an integral part of it. However, on the other hand, such employees can more objectively assess the processes taking place in the organization, drawing the attention of management to the shortcomings that have become familiar and are perceived by other employees as a matter of course.

Equally important in the recruitment system is the principle of combination. Its meaning is to ensure optimal integration of the joint efforts of "old" and "young" workers. If the former are a kind of carriers of life and work experience, then the latter are more active and less conservative, and often have more modern, progressive knowledge. Rational combination in all structural divisions organization of workers of both types is an essential condition for the effective functioning of the organization.

And, finally, the principle of dynamism establishes the need for a combination of mobility and stability. Mobility allows you to timely carry out activities for the promotion and rotation of personnel in accordance with changes in the external environment and the needs of the organization itself. Stability is necessary for the implementation of long-term programs.

Principles for achieving success.

The main goal of the existence of any business and the creation of any company is to lead the company to the pinnacle of success, to consolidate it there and give it the opportunity to boldly look into the future, seeing new prospects for its development there. The essence of business is the constant improvement of the company itself, its strategy and tactics in the struggle for a place in the market, in the pursuit of excellence. Increasing capital, making a profit and developing the company, hope for the future - these are the components without which business is unthinkable. It is also unthinkable without talented managers who can lead people and realize everything they have planned.

An effective leader must have business communication skills, competently select personnel, rationally organize the work of the unit, effectively using the methods of delegation of authority, planning and distribution of working time; know the interdependencies within the organization, the features of its corporate culture; be able to prevent and skillfully resolve industrial conflicts in the workforce, manage their behavior in stressful situations.

And one more important note: no matter what the leader does, he must, to one degree or another, devote part of his time to all four of his functions: planning, organization, motivation and control. If he devotes too little time to planning, he runs the risk of drowning in the daily routine and losing sight of the strategic goals of the organization. If he loses sight organizational aspect, does not create an appropriate structure for the implementation of his ideas, then the efficiency of his team will not be as high as it could be. Ignoring the motivational factor leads to the fact that the staff starts working either with low returns or leaves the company altogether, and the lack of control over the implementation of their decisions adversely affects the authority of the boss. Therefore, we can say that the main factor in the art of managing people is finding the optimal balance between these four managerial functions.

At the same time, apparently, there is no single universal recipe for successful leadership, suitable for all times and peoples. The set of priority areas on which the leader of a commercial organization should focus depends on at least three factors: the personal characteristics of the leader himself, the requirements of the social environment, and the current situation in the market for goods or services. Thus, in a democratic society, the principles of successful company management will be different than in a rigidly structured hierarchical society, and strategies that are effective in an economic upswing will not work in an era of global crisis. It is equally important for the leader to take into account the peculiarities of his own character and his inherent moral principles. For example, a leader who is accustomed to taking risks and relying on intuition simply cannot copy the leadership style of another leader who is characterized by caution and a bet on accurate calculation.

Nevertheless, analysts continue to try to find common features inherent in all successful leaders, to identify the core of effective leadership, through the use of which the best leaders lead their organizations to success. For example, Thomas Neff and James Citrin analyzed the performance of 50 of America's most effective business leaders and identified six key management principles, which they cite in their book Lessons in Leadership. Here are the fundamental principles, from the point of view of the above-named authors:

1. Be decent and lead by example.

2. Develop a winning strategy.

3. Build a strong management team.

4. Inspire employees to achieve global goals.

5. The organization must be flexible and ready for change.

6. Create a system of guidance and rewards.

It is difficult to disagree with these principles, although some of them require clarification, especially the sixth point, since the set of these principles does not indicate exactly how the reward system should be built.

Bill Gates Success Secrets.

Microsoft's history is one of rapid, continuous growth in one of the most competitive industries in the world. Under the leadership of Bill Gates, who founded the company with Paul Allen in 1974, the company has grown from a two-person business to over forty-eight thousand employees and more than $25 billion in net income.

Careful analysis reveals ten secrets that explain the success of Microsoft and its wonderful CEO.

1. Be at the right time right place. It's easy to see Microsoft's success as the result of a rare stroke of luck in supplying IBM with an operating system for its first personal computer. But this is something more than just luck, as it seems at first glance. Gates understood the importance of the IBM deal. He realized that it could change the history of the personal computer, and for more than six months he worked tirelessly to increase his chances of "being lucky."

2. Fall in love with technology. One of the most important aspects of Microsoft's continued success has been Gates' technical expertise. He controls all key decisions in this area. In many cases, he saw the future direction of the technology more clearly than his rivals. So he was ready to lead the process.

3. Take no prisoners. Gates is a tough opponent. In everything he does, he is determined to win. When making deals, this makes him particularly tough in negotiations. This, however, does not bother him much, and he is an unsurpassed specialist in eliminating rivals.

4. Hire only the smartest people. “People with a high IQ” is Microsoft's definition of the smartest. From the very beginning, Gates insisted that the company attract the best minds. He can't stand mediocrity. In some circles, this is regarded as elitism and has been criticized. But this approach has a number of positive aspects. A company may attract many bright students right out of college who are lured by the prospect of a job in the best place in their field of specialization.

5. Learn to stay afloat. At Microsoft, Gates created a restless self-learning machine. According to him, this is the only way to avoid repeating his mistakes. Its competitors are not so careful.

6. Don't expect thanks. If there's a lesson that Gates learned most painfully, it's that fame and meanness are always inseparable. You can't become the richest man in the world without making enemies.

7. Take the position of a seer. Bill Gates is a new type of business leader. Over the years, he has consistently proven that he can be called a visionary of the computer industry. His deep understanding of technology and his unique way of synthesizing data gives him a special ability to see future trends and drive Microsoft's strategy. This inspires awe in Microsoft fans and fear in its rivals.

8. Keep all positions under control. The key to Microsoft's success is its ability to manage a large number of projects at the same time. Gates himself is a real “man of many tasks” - he is said to be able to carry on several conversations at the same time on various technical topics. This remarkable ability is reflected in the tactics of the company. She is constantly exploring new markets and new software applications. This allows the company not to miss the next “big deal”.

9. Build a business in terms of bytes. In terms of stock market value, Microsoft remains a relatively small company. Within itself, it constantly continues to split into smaller cells in order to maintain an optimal environment for the management team. Sometimes the changes come so fast that it seems like Microsoft creates new offshoots almost every week. Gates is counting on the support of a simple structure that allows him to maintain full control of the company. When he begins to feel that the communication lines are getting stretched or tangled, he will simplify the structure without any hesitation.

10. Never take your eyes off the ball. Gates has been at the pinnacle of his profession for two decades. During this time, he became the richest man in the world - not bad for a man in his fifties. Despite his vast wealth and accomplishments, Gates still shows no signs of slowing down. According to him, he is driven by a constant fear that he may miss the next “big deal”. He has no intention of repeating the mistakes of other big computer companies such as IBM and Apple.

The appendix contains a table designed to give comparative characteristic principles of modern management and the principles of the classical school.

Representatives of the classical school in management tried to look at organizations from a broad perspective, trying to define General characteristics and patterns of organization. And the goal of the classical school was to create universal principles of management. This goal was based on the idea that following these principles would lead the organization to success. Defining the main functions of business, theorists - "classics" were sure that they could determine The best way dividing the organization into divisions or work groups. Such functions have traditionally been considered finance, marketing and production. Fayol's main contribution to management theory was that he viewed management as a universal process consisting of several interrelated functions such as planning and organization.

As a result of comparing the principles of classical and modern schools, we can conclude that there are a lot of differences, but still there are similarities. Representatives of both schools considered it necessary to provide the employee with a fair remuneration, but unlike the classics, Bill Gates allows his employees to take shares in the company, thereby making more people millionaires than any entrepreneur in history. Gates constantly sought out and hired the most smart people in the computer industry. This is a well-thought-out strategy that provides the company with highly qualified personnel. He is one of the first entrepreneurs who truly understands that the main thing in business is intellectual capital.

There are also many other principles of management, I think that it is not necessary to list them all, I would like to touch on only one more aspect of management activity. The management principles of Henri Fayol reflect not only the economic principles of management, but also the psychological principles of influencing personnel and interacting with them. In this aspect, the author found the most interesting 6 main commandments of Harvey McKay, which define the requirements for the manager himself, in the presence of which he can efficiently manage the company.

1. A businessman must always be in shape.

2. Business life does not tolerate a stop.

3. Knowledge does not become power if it is not applied.

4. Believe in yourself and success will come to you.

5. Don't believe anyone who says that little things mean nothing to a manager. Little things are everything.

6. You will be indifferent to people until then. until you take care of them.

5. USING THE PRINCIPLES OF MANAGEMENT IN THE MANAGEMENT OF A MODERN RUSSIAN ORGANIZATION

Management principles are quite relevant in today's Russian business. The fact is that under conditions of full state control over production, there was no need to reckon with the human factor to the extent that it has to be done now if the employee has an alternative state enterprises- the private sector of the economy.

Many people created their business on the wave of denationalization of the economy and now, after the hype around this process has subsided, they are faced with a choice: either create their own personnel and production management system, or adopt what is known and applied all over the world. Moreover, it is impossible to mindlessly copy the management that works properly in the conditions of the Western economy without taking into account the specifics, it is necessary to create an adapted concept, taking into account the specific historical and economic factors of economic development in our state.

The history of management in Russia after 1917 is 16 years old. The starting point is considered to be the creation in August 1990 of the association of managers, which laid the foundation for the creation of the theory of Russian management. During the existence of management in our country, Universities and other educational establishments aimed at developing training programs for personnel to work in a non-monopoly economy and free enterprise.

Considering the various components of management, its schools and management schemes, it is clearly seen that the goal of each of them is, in general, the same - they are designed to lead the company to the pinnacle of Success. Therefore, we can conclude that the purpose of management as a management system and its essence is to use all available means to lead the company along the line chosen by it to the top of commercial Success, which is the goal of any business in any field.

The importance of management was especially clearly realized in the thirties. Even then it became obvious that this activity had turned into a profession, the field of knowledge - into an independent discipline, and the social stratum - into a very influential social force.

There is no national model or concept of governance in Russia. Management in Russia is a symbiosis of European and Asian styles of management. Management - in Russian “management” - is a function, a type of activity for managing people in a wide variety of organizations.

The main postulates of modern management were formulated based on the needs of the United States. They paid little attention to the basics of management, which are so needed today in Russia and are very interesting from the point of view of analyzing the problems of Russian management.

We will present the use of management principles in the management of a modern Russian organization using the example of the projection of E. Deming's principles on Russian practice (see Table 1).

In his famous book "Out of the Crisis" E. Deming told the Americans his vision of modern management, which allows you to constantly improve product quality, improve enterprise manageability while reducing costs. New approaches Deming formulated in the form of fourteen principles of management theory.

Deming was confident, based on the results achieved by the Japanese industry, that these 14 principles would complement the existing American management practice and his work would help transform the American style of management. Indeed, thanks to such preachers of new approaches as Deming, Juran, Crosby, Feigenbaum, Ishikawa, Tauguchi, American industry managed to overcome the crisis of the 70s and 80s.

Deming formulated his principles primarily based on the needs of the United States, paying attention to those points that were poorly developed in the United States at that time. He did not pay attention to the basics of management, which the Americans had mastered, but which are so needed today in Russia. We must pay attention to them. In addition, it is very important to understand our specificity and not confuse it with uniqueness. We will not consider all the principles, but will limit ourselves to the most relevant ones.

Table 1. Projection of Deming principles on Russian practice

Deming Principles	Projection on Russian practice	As a rule, there are no long-term goals, all managers are busy with current problems. There is permanence. This is constancy in resisting the necessary changes, in striving to act in connection with the prevailing stereotypes. In Russia, it is necessary to establish the constancy of changes for the better.
2. New philosophy. Embrace a new philosophy. We are in a new economic era started in Japan. We can no longer live with the usual accepted level of delays, errors, defects in materials, defects in workmanship. A transformation of the Western style of management is needed to stop the ongoing decline of the economy.	The new philosophy is missing both at the country level and at the level of most companies. There are no transformation ideas. Pagan mentality: idols, enemies, dark forces-oligarchs, conspiracies, xenophobia. Learn Philosophy universal quality(TQM) - the basis of management leading to prosperity.
3. End the practice of purchasing at the cheapest price. End the practice of judging and selecting your suppliers based solely on the price of their products. Instead, along with the price, demand serious confirmation of its quality. Reduce the number of suppliers of the same product by eliminating the services of those who could not statistically confirm its quality. Strive to obtain all supplies of a given component from only one manufacturer on the basis of establishing a long-term relationship of mutual loyalty and trust. The goal in this case is to minimize total costs, not just initial costs. As a result, procurement and supply departments will have new responsibilities that they need to study carefully.	In Russia, the problems of procurement, relations with suppliers are of a different nature: deliveries through numerous intermediaries, criminalization of the procurement sector - kickbacks, offsetting - as a way to transfer income. It is extremely rare that consumers introduce full-fledged quality requirements into contracts; they cannot influence monopoly suppliers, for example, suppliers of metals and raw materials. Registers of approved suppliers are rarely maintained. Systematic work with suppliers is just beginning in companies. No examples of partnerships are known. Buyers should move from the rear to the front lines, take responsibility for the quality of supplies.
4. Improve every process. Improve constantly, today and always, all processes of planning, production and delivery of services. Continuous improvement of the system, including development and design, supply of components and materials, maintenance and improvement equipment operation, methods of management and organization, training and retraining of personnel is the primary responsibility of management.	Process thinking, process approaches are not actually developed. Processes are understood only as technological processes. Statistical quality improvement methods such as the 7 Simple Japanese Methods are hardly used. We can talk about the statistical illiteracy of the personnel of most companies. However, where process improvement is applied systematically, the results are impressive. In Russia, one should talk about replacing, where possible, Taylor systems with Shewhart systems.
5. Put into practice the training and retraining of personnel. Put into practice modern approaches to training and retraining for all employees, including managers and managers, in order to better use the opportunities of each of them. Keeping up with changes in materials, methods, product design, equipment, technology, functions and maintenance methods requires new skills and abilities.	A number of enterprises pay great attention to this. The problem is what to teach and who will teach. Training programs are random in nature, not aligned with the strategic goals of companies. Few Russian company executives understand that staff training is a great investment. In Russia, where there is no labor force migration, the opportunities for investment in education, training and retraining of personnel are close to those in Japan.
6. Establish "leadership." Understand and practice leadership as a way of working to help people do their best work. Managers at all levels should be responsible not for bare numbers, but for quality. Improving quality automatically leads to increased productivity. Supervisors and managers must ensure that immediate action is taken when there are reports of defects, faulty or malfunctioning equipment, poor tools, unclear work instructions (operational definitions), and other factors.	There are leaders in Russian management, but, as a rule, only at the highest level. Leadership in general is not encouraged, moreover, CEOs believe that enterprises should have only one leader, and it is clear who. Leadership as an institution is being suppressed. The culture of working with numbers (data) does not threaten Russia yet. Managers do not know how to work with data, and the data is not collected and processed in the right way. Management is carried out at the level of intuition of sensations, opinions, premonitions, but not facts. Russian captains navigate company ships in the dark without instruments at their own risk and peril. "Russian roulette". It's time to turn on the spotlights, learn to work with data.
7. Cast out fears. Encourage effective two-way communication and use other means to root out fears, fears, and hostility within the organization so that everyone can work more efficiently and productively for the good of the company.	Great principle. But a man without purpose, without morality, without principles and without fear is even more dangerous than a man who is overwhelmed by fear. The Russian thesis should sound like this: "Replace fear of management with an explanation of goals and objectives, corporate values, education of morality, ethical rules of conduct; direct your efforts to create a corporate culture based on cooperation, respect, trust, creativity, and initiative."
8. Encourage the pursuit of education and self-improvement. Establish a vigorous self-improvement education and support program for all employees. An organization needs more than just people, it needs employees who improve through education. The source of successful progress in achieving competitiveness is knowledge.	Great, but first the managers themselves need to start learning. The desire to learn from them is extremely rare, in connection with this, encouraging the desire of employees and workers for self-education is hypocritical and dangerous for the managers themselves. Finally, they must assume at least half of the responsibility (the other half lies with the politicians) for the economic situation in the country and the poverty of the bulk of the population. Russian managers, encourage the desire for self-education and self-improvement. Be an example for all employees. There are already examples of such behavior of managers.

A very brief, concise review of the projection of Deming's principles on Russian companies shows a multifaceted specificity. Not all of Deming's 14 principles are relevant for Russia, but their consideration allows us to formulate other principles, the implementation of which is very important for Russian organizations.

The management process should be purposeful, that is, it should always be carried out for a reason, but be focused on solving specific problems that the organization is currently facing. Any management process should be based on the principle of succession. In some cases, the sequence of managerial actions may be cyclical, involving their repetition in the same form at certain intervals. The continuity of the implementation of business processes in the organization requires, accordingly, the continuity of their management, control and coordination of personnel activities. The latter requires an optimal combination of centralized regulation and self-government of individual elements of the organization. Since self-regulation is carried out by people, it is impossible without observing such a principle as taking into account the individual characteristics and psychology of workers, as well as the patterns of interpersonal relationships and group behavior.

In order for the management process to proceed normally, it is necessary to observe such an important principle as ensuring the unity of rights and responsibilities in each of its links. An excess of rights in comparison with responsibility leads in practice to managerial arbitrariness, and a lack of paralyzes business activity and the initiative of employees. Here, the competitiveness of management participants is considered important on the basis of personal interest in success, supported by a variety of motivators, such as financial incentive, the possibility of promotion, self-realization. In modern conditions, the management process cannot be truly effective without observing such a principle as the widest possible involvement of performers in the decision-making process, since decisions in which their own work and ideas are invested will be implemented with greater activity and interest.

CONCLUSION

The principles of management are the original norms, rules and patterns that follow from the essence and level of development of society, as well as its productive forces. Compliance with the above norms, rules and laws contributes to the achievement of the goals of functioning and the solution of the tasks set.

Any socio-economic system is created and functions to achieve certain specific goals, therefore, the principles that guide the managers of the organization must be selected individually in each case based on the goals of functioning.

In the process of classifying management principles, it is advisable to divide them into two main groups. The principles included in the first group are general management principles related to the management system as a whole. The second group includes private principles relating to individual parts and elements of the control system. The basis of the system of general principles of management is the following principles of science, consistency and complexity, unity of command and collegiality, democratic centralism, a combination of sectoral and territorial approach to management.

In the group of private management principles, two subgroups can be conventionally distinguished. The first subgroup includes principles relating to the implementation of individual management functions. The second group includes management principles related to individual aspects of management, such as social, economic, organizational and technical, etc.

In practice, there can be a lot of management principles. Perhaps the most important of these principles can be considered scientific in combination with elements of art.

For the creative and effective use of management principles, it is necessary to uncover and comprehensively investigate the objective laws and patterns of management. In turn, since the laws and patterns of management are based on the laws of the development of nature, society and thinking, it is necessary to form a perfect system of scientific knowledge for each leader, the broadest cultural and professional horizons.

Management uses the data and conclusions of many sciences, since it is almost impossible to manage a complex modern economy "on a whim." At the same time, the situation can change so rapidly and unpredictably that there is simply no time to search for a scientifically based solution, and then unconventional approaches have to be used. This requires from the leader, in addition to deep knowledge, extensive experience, mastery of the art interpersonal communication, the ability to find a way out of hopeless situations.

LIST OF USED SOURCES

1. Vikhansky O.S., Naumov A.I. Management: person, strategy, organization, process. – M.: 1995.

2. Vesnin V.R. Fundamentals of Management - M .: Triada LTD, 1996.

3. Gerchikova I.N. Management: Textbook - M.: UNITI, 2001.

4. Dearlove D. Business way: Bill Gates. 10 secrets of the richest business leader in the world. - St. Petersburg: Publishing house "Krylov", 2003.

5. Lapidus V.A. Projection of Deming's management principles on Russian practice. / .

6. Lebedev O.T., Kankovskaya A.R. Fundamentals of Management St. Petersburg: 1998.

7. Meskon M.Kh., Albert M., Hedourn F. Fundamentals of Management - M., 1992.

8. Mumladze R.G. Management: Uch.posobie.- M.: Paleotype Publishing House, 2002.

APPENDIX

Comparative characteristics of the principles of modern management and the principles of the classical school

Bill Gates Principles	Principles of the classical school
1. Be at the right time in the right place. Whoever sets the standard wins. Trust technology to shape your strategy.	1. Division of labor. Specialization is the natural order of things. The purpose of the division of labor is to do more and better work with the same effort. This is achieved by reducing the number of goals to which attention and effort must be directed.
2. Fall in love with technology. Invest in Scientific research more than everyone else.	2. Authority and responsibility. Authority is the right to give orders, and responsibility is its opposite. Where authority is given, there responsibility arises.
3. Take no prisoners. Weigh the risk and benefit from it. Never stop there.	3. Discipline. Discipline involves obedience and respect for the agreements reached between the firm and its employees. Establishing these agreements that bind the firm and workers should remain one of the top concerns of industry leaders.
4. Hire only very smart people + work the most.	4. Unity of command. An employee should receive orders from only one immediate superior.
5. Learn to survive.	5. Unity of direction. Each group operating within the framework of one goal must be united by a single plan, have one leader.
6. Don't expect any thanks. Don't let someone else's jealousy hurt you.	6. Subordination of personal interests to the general. The interests of one employee or group of employees should not prevail over the interests of a company or a larger organization.
7. Take the position of a seer. His job is to predict the future.	7. Remuneration of personnel. In order to ensure the loyalty and support of workers, they must receive a fair wage for their service.
8. Close all bases. Be able to do many things at the same time. Never stop and never stop learning.	8. Centralization. Like the division of labor, centralization is the natural order of things.
9. Build a business in the byte dimension. Keep the feeling of working in a small company.	9. Scalar chain. A scalar chain is a series of people in leadership positions, starting from the person who occupies the highest position in this chain, down to the bottom manager.
10. Never take your eyes off the ball. Don't look back, create the future and stay hungry.	10. Order. A place for everything and everything in its place.
	11. Justice. Justice is a combination of kindness and justice. High employee turnover reduces the efficiency of the organization.
	13. Initiative. Initiative means developing a plan and ensuring it successful implementation. This gives the organization strength and energy.
	14. Corporate spirit. Union is strength, and it is the result of staff harmony.