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In life, we often use the word “process” in relation to a wide variety of situations. At the same time, no one raises the question: what is a process. We all take this word for granted and understand it as a logical sequence of certain actions or operations of a person aimed at obtaining a specific result. We encounter this term repeatedly in the presentation of the material in this textbook.

We consider management in at least three senses: as people doing the work of managing, as a field of knowledge about management, and as a management process. One thing is clear to everyone today: management is, first of all, a process.

What is a management process? On the this question as many answers will be received as the number of people will be interviewed, and all of them will be quite correct.

However, such diversity cannot be used if we want to create an effective managerial technological process specific organization.

Process- is a set of consistent targeted actions to achieve a result.

The participants in the management process are managers, performers and controllers.

Purpose of the management process- combining the efforts of participants to achieve a specific result. Subject management process - information that performers, controllers and managers use in their activities.

Funds implementation of the process are documents and various means receiving, transmitting, registering, storing, processing and issuing information.

A properly designed management process makes an organization successful. And in order to design this process correctly, it is necessary to know its internal structure, the relationship between the individual stages of execution and their characteristics.

It is known that the process approach to management was first studied by the representative of the "classical school" or scientific managerialism, Henri Fayol. Analyzing the activities of managers, he considered it as a process, divided into separate stages: planning, organization, coordination, control and motivation.

Over time, it became obvious that the content of the management process is not exhausted by the list of these functions. If we take any of the functions separately, then its implementation is also a management process. It seems that the management process consists of separate processes for the implementation of each specific function.

Let's figure it out. Indeed, to perform, say, the planning function, it is necessary to perform a number of sequential procedures. Again abstraction. After all, planning as a process is carried out in relation to a specific object and a specific situation, and this is true. Each time we talk about management processes that differ from each other by the objects they are directed at and the time they are completed.

Rice. 5. Management cycle

In our opinion, the management process should be associated not with functions, but with management tasks. As we already know, each task is a management action that is described by the goal, the object of management, the time period for its solution, information parameters (input, output). In accordance with the definition given earlier, the "management process" is a logical sequence of management actions, i.e. management tasks, the solution of which is aimed at achieving a specific result, which is the goal. Thus, the content of the management process reflects the logical relationship between solving the problem of planning, organization, accounting, control, regulation, analysis and stimulation. The combination of these management tasks, the solution of which is aimed at one specific goal, forms management cycle(fig. 5.), or specific management process.

All organization management processes, presented as a relationship of management tasks, can be divided into two large groups: permanent and periodic.

Permanent processes represent the functional areas of human activity to achieve current goals. For example, the production management process. Such processes contain certain management procedures, the order of which is pre-designed and described in the form of instructions. Changes in the content of permanent processes occur infrequently. Management procedures are of a standard nature and change only when the management system is improved. They are described by the staff composition of control problems, the solution of which is carried out according to a known algorithm. Known methods are used to solve them.

Batch processes- this is an active form of management caused by the appearance of unplanned, unforeseen situations, requiring the development of operational (often one-time) managerial influences. These processes, as a rule, are aimed at resolving emergency management situations. Rules developed by management are used to carry out management procedures, but the use of these rules is the art of management. At different points in time, the object of attention of the manager, carrying out the periodic management process, can be various aspects of the managed system.

Both permanent and periodic management processes have the same internal structure, which differs in goals, subject matter, means, content of management procedures and operations performed.

In the management process, elements and management procedures can be distinguished.

The elements of the management process are management categories, the logical relationship of which determines the following characteristics management activities:

a) why the control process is performed;

b) what caused the emergence of the management process;

c) what is the purpose of the management process;

d) what kind of impact is produced in the process of management.

Based on the essence of management activity, which we considered earlier, we can distinguish the following elements of the management process:

· situation;

· problem;

· solution.

The logical relationship of these elements is shown in fig. 6.

Target determines the meaning of the execution of the control process. Processes are implemented to achieve the goal. The management process is always a purposeful activity of the participants. The concrete result of human activity is the goal. Therefore, each management process is performed to achieve some specific goal. Therefore, the management process provides for the clarification or setting of the goal for which it will be carried out.

Rice. 6. Organization management process

Each of the management processes has its own purpose. Therefore, goals are relatively constant (indefinite period of time) and periodic. An incorrectly set goal makes the management process ineffective, and yes, harmful to the success of the organization.

Goals in the management process should be operational and translated into specific tasks and work assignments. For each management situation, they are a guideline for the concentration of necessary resources.

Situation represents the state of a controlled subsystem (for continuous processes) or a separate object (for periodic processes).

The situation in the management process arises as a result of deviations in the activity of the managed object or the influence of factors on the object external environment in which the organization operates. The situation can have a positive impact on the organization of a controlled specific object, increasing the effective one or negatively, reducing it. For example, sharp rise demand for the company's products allows you to increase the price, and vice versa, a sharp decline consumer demand for the same products forces the organization to develop measures that have undesirable trends. The situation is a certain perturbation, which is the cause of the emergence of control processes. The complexity and scope of the situation (impact on a large subsystem or a separate object) are the cause of the emergence of permanent or periodic management processes.

In management, the situation has one very important feature. Numerous situations affecting the organization are interrelated. One situation entails many others, the passage of a boat causes waves on the river. The first management process, which develops a response to the impact of the situation, causes the phenomenon of other management processes, and they, in turn, cause new processes, thereby creating constant management cycles.

Situations in the management process create problems that must be resolved by managers.

Problem - it is the need to justify and choose a certain position in resolving the situation that has arisen.

The problem involves the clarification of the main contradictions between the conditions of the organization, caused by the emergence of the situation, and the conditions required for the organization to achieve its goals. Clarification of the nature of the managerial situation allows you to determine the possible areas of activity of the manager to eliminate the deviations that have arisen from achieving the goal.

Directions of activity are related to the redistribution of available resources (material, human, financial), i.e., the determination of the necessary resources and their distribution.

Choosing possible ways out of the situation, the manager must remember the interconnectedness of managerial situations. Therefore, when resolving a problem, the manager needs to use the integral systems approach. Merely pointing out which elements or factors that caused the situation have the most influence on the success of the organization is clearly not enough to determine which solution will be the best to achieve a particular goal of the organization.

To do this, it is necessary to establish the relationship between these elements and develop a comprehensive response to eliminate undesirable impacts.

Specifically, the impact on the situation is carried out through the decision.

The manager in the management process chooses the direction of action not only for himself, but also for the organization and other employees.

Solution- this is the final and, perhaps, the most important element in the management process.

The decision provides for the choice of the most effective option for influencing the situation that has arisen (meaning the variable factors that caused the situation), the choice of specific means and methods, the development of specific management procedures for the implementation of the management process.

It is this element that activates human, material and financial resources. The effectiveness of the developed managerial response to the impact exerted by the situation that has arisen depends on what decision will be made. The solution accumulates in itself the successful and unsuccessful sides of the previous elements and is obliged to filter out the inefficient areas of activity of managed objects or the actions of managers.

Each element of the management process is implemented using interrelated management procedures. The following management procedures can be distinguished:

goal setting

· Information Support;

Analytical activity;

selection of options for action;

implementation of solutions.

goal setting how the procedure is designed to ensure the setting of a specific goal (if the goal is not set) or the clarification of the essence of the goal associated with the flow of the management process.

Goal setting is carried out for ongoing processes.

In this case, the goals act as a standard, a measure by which performance is measured.

In the management of an organization, there are often cases when the goal-setting procedure proceeds unconsciously, automatically or elementarily.

Such cases occur in many batch processes. However, apparent automatism does not mean that the manager carries out the process of management and clarification of the content of the goal. In these cases, there is a subconscious understanding of the goal towards which the manager directs the management process. The goal is known to the manager, and the situation that has arisen is not so complex that managers can immediately determine the nature of its influence. Therefore, the impression of automatism in the implementation of the management process is created.

No management process can be carried out without a goal-setting procedure. Control without a goal does not exist, which follows from Corollary 1 general concept management.

The goal-setting procedure allows you to do the following:

1. to organize and explain the whole range of phenomena associated with an object, under a system or an enterprise as a whole;

2. predict the behavior of an object, subsystem or enterprise;

3. evaluate the reasonableness of decisions at a time when they have not yet been made;

4. analyze own work managers of all levels in the management process and improve it as a result.

The goal-setting procedure is also necessary to understand the essence and content of the situation that has arisen. Any situation should be commensurate with the goal, the achievement of which it can influence.

Information Support represents a management procedure regarding the subject of the management process - information that adequately reflects the characteristics of the goal and the impact of the situation that has arisen on its achievement.

This procedure includes operations for collecting the necessary information, its systematization and processing.

Analytical activity in the management process characterizes a set of operations related to assessing the state of a managed object, subsystem or enterprise (depending on the type of process), finding ways to improve or eliminate undesirable effects from the situation that has arisen. The situation itself, the causes of its occurrence and the possible consequences of its impact are also analyzed. For this, the collected and processed information about a specific goal and the factors that created the management situation is used. Analytical activity "serves" all elements of the management process, providing possible options for the flow of the management process.

Choice of options for action. The content of this management procedure depends on the complexity of the situation. To develop a response to the impact of the situation, the manager needs to determine the most appropriate options for action. If the problem is not particularly complex, and has been correctly assessed, then choosing the right solution is relatively easy. manager, having necessary information, simply chooses the alternative with the most favorable overall consequences.

But the manager has to deal not only with simple situations, but also with very complex and interrelated situations. In this case, he has to take into account many trade-off options, and if the analytical procedure has not been performed sufficiently, then it is possible that no alternative can be the best. There are times when even an additional analytical work does not provide satisfactory alternatives.

In these cases, the manager is forced to accept for execution the alternative that is acceptable, but not necessarily the best. Thus, the procedure for selecting alternatives is mandatory in the management process, but it does not necessarily lead to the selection of only the best solution.

Solution implementation. The real value of the solution becomes apparent only after its implementation. The control process ends if it had an impact on the control object as a result specific work performer. Therefore, the decision implementation procedure requires the manager not only to make an acceptable decision, but also to organize its implementation, i.e., he must involve specific executors in this process. If this is not done, then such a management process does not really make sense, and it is not worth spending resources on its implementation (performing the previous procedures).

Feedback. P The control process contains, in addition to the listed elements, feedback. We have already considered the role of feedback. Therefore, it is clear to us that the comparison of the result obtained, from the implementation of the chosen solution alternative, with the goal for which the control process was carried out, is possible only with the help of establishing feedback. Methods for establishing feedback will be discussed below.

Here it is important to understand that Feedback allows the manager to evaluate the results of the management process he has carried out and, if necessary, correct the result, while the organization has not yet suffered significant damage.

The basis of all management procedures is information transmitted through human speech, documents or relevant technical means. Therefore, information support is necessary for the implementation of all management procedures. The subject of the management process is the information that managers and performers use to implement it.

The management process is a set certain types activities aimed at streamlining and coordinating the functioning and development of the organization and its elements in the interests of achieving their goals. It solves two problems: tactical is to maintain stability, harmony of interaction and performance of all elements of the control object; strategic ensures its development and improvement, transfer to a qualitatively and quantitatively different state.

This process is characterized by continuity, cyclical repetition of individual phases (collection, processing, analysis, storage, control of information; development and decision-making; organization of their implementation), unevenness, inertia, manifested in the delay of managerial actions. It develops and improves along with the organization itself.

The management process combines such moments as managerial work, its subject and means, and is realized in a specific product.

The subject and product of labor in management is information.

The transformed information acquires an independent existence and can be accumulated, which leads to a complication of the management process, an increase in the dominance of past decisions over current ones.

The means of managerial work is everything that contributes to the implementation of operations with information - from computers, telephones to fountain pens and paper. At the same time, they distinguish: means of compiling documents (printers, voice recorders, etc.); means of processing and processing documents (stamps, cutters, punchers); means of grouping and storing documents (folders, folders, file cabinets); means of performing computational operations; means of operational communication; furniture.

Managerial work, like engineering, design, research, etc., belongs to the category of mental labor carried out by a person in the form of neuropsychic efforts. It exists in three main forms: heuristic, administrative and operator.

Heuristic work is reduced to a set of actions to analyze and study certain problems facing the organization, and develop on the basis of this various options for their solutions - managerial, economic, technical. Depending on the complexity and nature of the problems themselves, this work is carried out by managers and specialists.

Administrative work is the lot of mainly managers. It is associated with the performance of such types of work as the current coordination of the activities of subordinates, their control, evaluation, motivation, management (bringing orally and in writing decisions taken to performers), instruction, exchange of information (carried out in the process of holding meetings and meetings, receiving visitors, conducting business negotiations, answering letters and phone calls, bypassing workplaces).

Operator work is aimed at technical support of production and management processes the necessary information. It includes such work as documentation (formulation, reproduction, sorting, and storage of various kinds of documents); primary accounting and accounting (collection of statistical, accounting and other information about production, economic, social and other processes occurring within the organization); communicative-technical, computational and formal-logical (sequential processing of the collected information and the implementation on its basis and according to a given algorithm, the calculations necessary for decision-making).

The process of managerial work consists of elementary actions, or operations, that is, homogeneous, logically indivisible parts of managerial activity, with one or a group of information carriers (documents) from the moment they arrive until they are transferred in a transformed form to others or for storage.

Methodological - involves naturally the following stages, reflecting how common features labor activity person, and specific features of managerial activity. Based on this, the management process can be represented as a sequence of four main stages: goal setting, situation assessment, problem definition, management decision;

Functional - manifests itself in a large-scale sequence and preference for the implementation of the main management functions. Here, the stages of planning, organization, control and regulation are distinguished. The functions of stimulation and training are carried out by the stages of management;

Economic - covers the stages of establishing economic needs, assessing the availability of resources, distribution and use of resources;

Social - reveals the role of a person in the implementation of the management process, since the subject and object social management there is always a person;

Organizational - is manifested in the sequence of using organizational levers of influence: the stages of regulation, regulation, instruction, responsibility;

Informational - involves the consistent implementation of information work: the stages of searching, acquiring, processing and transmitting information.

Control process properties. The control process has specific properties: variability (the control process moves from one stage of the control system to another, is carried out in various interactions of control links); sustainability (manifested in the emergence and consolidation of the links of the management process between the links that carry it out); continuity (as long as the production process is carried out, there is continuity of the management process); sequence (characterizes the sequence of the implementation of the management process: goal, situation, problem, solution); cyclicality (repetition of control processes in more and more new cycles).

Types of management processes. AT various conditions the control process can be built in various ways while maintaining all its specific properties.

This allows us to classify management processes, highlight their most typical types:

Linear (characterized by a strict sequence of implementation of its stages and is used when there is complete and sufficient certainty regarding the purpose of the impact, the situation, etc.);

Adjustable (assumes the need for additional adjustment of each of the stages of the management process after passing the next stage);

Branched (consists in the methodological division of work in parts at certain stages);

Situational (characterized by the fact that it appears, as it were, depending on the situation, in which both the search for a problem and the development of a solution mainly come from it);

Search (based on the complete clarity of the goal of the impact, but it is impossible to assess the situation and formulate the problem. In this case, the solution is developed on the basis of the goal and the most general assessment of the situation, and the situation is clarified on the basis of the solution).

The documented sequence of execution of the elements of the management process, which determines the composition, sequence, content of its constituent operations, is called the management procedure. The procedure should reflect the purpose of the work, the documents used and developed, their content, and the order of passage.

Theme 8

Management process

This topic will cover the following topics for students of management:

The concept of the management process;

Properties of the control process;

Stages of the management process;

Stages of the management process;

The role of the control action in the management process;

Permanent impacts;

Periodic impacts;

Concepts: "action", "impact", "interaction";

Directions and types of impact;

Sources of influence in the management process.

In the previous topic, we showed that each of the enterprise systems (as control systems) - managed and managing - has its own organizational structure, which serves as a form of existence of the process. Consequently, each of these systems also has its own process. Earlier, we already talked about the process of a controlled (production) system, called production, regardless of whether it is material or spiritual (non-material) production, where it takes place.

The management process that takes place in the management system is similar to the production process and has its own characteristics, explained by the nature of managerial work. Manufacturing process is aimed at the production of goods and services, and the result of the management process is the preparation of control actions and decisions. This is the main difference between these processes.

8.1. The concept of the management process

Process (from Latin processus - promotion) means:

Sequential change of phenomena, states in the development of something;

A set of sequential actions to achieve a certain result (production, preparation of decisions).

Management process is a set of purposeful actions of the head and the management apparatus to coordinate the joint activities of people to achieve the goals of the organization.

Table 8.1.1.

Control process parameters. All processes occurring at the enterprise (in the sphere of production and management) are primarily labor processes, since both production and management are the joint work of people performing purposeful actions according to a specific program. The parameters (characteristics) of the management process include:

The subject of labor;

Means of labor;

product of labor;

Performer of the labor process (Fig. 8.1.1.).

Rice. 8.1.1.

General functions are performed in all, without exception, organizations with material and spiritual production. The formation of specific functions depends, as you know, on the specifics of the production system, the areas of activity of the enterprise. Therefore, the list of specific functions can be arbitrarily small and arbitrarily large, depending on the size of the organization and the scale of its production.

At each specific enterprise, general and specific functions are involved in the management process to prepare the control action, prepare, make and implement decisions.

8.2. general characteristics management process

Management process – it is the activity of the subject of management to coordinate the joint work of employees to achieve the goals of the organization.

As a scientific concept, the management process appears in the unity of its three sides:

2) organizations;

3) implementation procedure (management technologies).

1. From the content side, the management process can be characterized as a purposeful impact on the state of the elements that form the management system. This process expresses the unity of various partial processes (technical, economic, social, etc.) carried out by the control apparatus within certain spatial and temporal boundaries in relation to specific objects and levels of control.

2. The organizational characteristic of the management process expresses the spatial and temporal sequence of its course, determined by the management cycle. The latter includes 1) the definition of goals and 2) the implementation of management functions. An important role in this aspect belongs to the division of the management process according to belonging to the components of the management system and its levels.

At the enterprise level, the following typical components of the control system are distinguished as objects of the application of the control process:

1) subsystem of linear management;

2) target subsystems;

3) functional subsystems;

4) a subsystem for providing control.

The line management subsystem includes all line managers - from the foreman to the director of the enterprise. Target subsystems cover:

Managing the implementation of the plan for production and supply of products;

Product quality management;

Resource management;

Production development management;

Management of social development of the labor collective;

Management of environmental protection.

Functional subsystems are characterized by specialization of managerial activity to perform the corresponding 1) specific and 2) special management functions.

Control support subsystem covers:

1) legal support;

2) information support;

3) organization and implementation of the normative economy;

4) office work;

5) equipping the enterprise with technical means of managerial work.

3. With the procedure of the (technological) side, the management process is a connection of its certain stages and phases, which are expressed and consolidated in their further division into types of work, operations and actions, as well as procedures, algorithms, etc.

The concept of the management process is closely related to the category of management potential, which is understood as the totality of information, material, labor, financial management capabilities and resources available to the management system, experience and qualifications of personnel, management traditions.

The management process from the content side may look like this (Fig. 8.3.1.):

Rice. 8.3.1.

methodological content,

functional content,

economic content,

organizational content,

social content

Methodological content of the management process involves the allocation of certain stages, reflecting both the general features of a person’s labor activity and the specific features of managerial activity. The stages characterize the sequence of qualitative changes in work in the management process, being stages of internal development. impact in every act of its implementation

Stage – it is a set of operations (actions) characterized by qualitative certainty and homogeneity and reflecting the necessary sequence of their existence.

The management process can be represented as a sequence of the following steps:

goal setting (goal setting)

Assessments of the situation

problem definitions,

Development of a management decision.

Let's reveal the step-by-step sequence of the management process clearly (Fig. 8.3.2).

Rice. 8.3.2.

Target This is the manager's idea of ​​what the system he manages should be like. AT scientific definition it can be formulated as an ideal image of the desired, possible and necessary state of the system. The management process begins with setting the goal of the impact. If it is a consciously implemented process, purposeful and expedient, it can only begin with understanding, defining and setting the goal of the impact.

Situation is the state of the controlled system, evaluated relative to the goal. Under the situation it would be wrong to understand only a deviation from the program or conflict cases of work. Management is carried out regardless of whether there is a deviation or not, whether the situation is conflict or non-conflict. The state of the system can never be identical to the goal, therefore, there is always a situation.

The difference between the situation and the goal, as a rule, includes many contradictions. The act of influence is necessary to resolve these contradictions, to bring the state of the system closer to the goal. But this is only possible if we find the leading contradiction, the resolution of which will lead to the resolution of all the others.

Problem - this is the leading contradiction of the situation and the goal, to the resolution of which the impact should be directed. Without defining the problem, a managerial solution is impossible.

Management decision - this is finding ways to solve the problem and organizational work to implement the solution in a managed system. It is the final stage of the management process, its connection with the production process, the impulse of the influence of the control system on the controlled one.

Functional content of the management process. It manifests itself in a large-scale sequence and preference for the implementation of the main management functions. Here the following steps can be distinguished.

The performance of control functions always requires a certain amount of time and effort, as a result of which the controlled object is brought to a given or desired state. This is the main content of the concept of "management process". Most often, it is understood as a certain set of management actions that are logically linked to each other in order to achieve the goals set by converting resources at the "input" into products or services at the "output" of the system.

This definition emphasizes the purposeful nature of the process carried out by the organization's management apparatus, as well as its connection with the functions, goals and resources necessary for their implementation. Along with this, another definition of the management process is widely used in the literature, in which, as its key point, not functions are considered, but a management decision, the development, adoption and implementation of which are directed by the efforts and organizational activities of professional managers. The management process is presented as a set of cyclic actions related to identifying problems, searching for and organizing the implementation of decisions made.

There are no contradictions between these two approaches to determining the essence of the management process, they complement each other, forming a continuity of cyclically repeated decision-making processes related to the performance of management functions. In the process of performing management functions, managers have to make a large number of decisions, carrying out planning, organizing work, motivating people employed in the organization, controlling and coordinating all the processes taking place in it.

The initial impulse to the decision-making process is given by information about the state of the controlled parameters of the controlled object, and the impact is carried out after the development and adoption of the appropriate decision, which in the form of this or that information (command, order, order, plan, etc.) is fed to the "input" managed object. Acceptance process management decisions is cyclical, begins with the detection of a discrepancy between the parameters of planned targets or standards and ends with the adoption and implementation of decisions that should eliminate this discrepancy. At the center of this cyclic activity are three elements of the process: the problem or untapped opportunity, the solution, and the people involved in the process at all its stages.

In the system of production management and decision-making, the main and leading “element” of it are management processes. The management process, in comparison with other elements of the management system, largely depends on the human factor, which makes it difficult to formalize. Like any real functioning, the management process most fully and extensively characterizes the management system as a whole. At the same time, it is the most difficult to analyze.

Control Process:

It is determined by the nature of the tasks to be solved;

Has specific properties;

Can be classified on the basis of individual transactions depending on specific conditions.

Figure 4

The methodological content of management, as one of the aspects of the management process, involves the presentation of the management process as a sequence of its four stages: defining the goal, assessing the situation, defining the problem and finding a solution to the management decision (see Fig. 5).

Figure 5

Stages of the management process

The goal is the manager's idea of ​​what the system he manages should be like, that is, it is an ideal image of the desired, possible and necessary state. The management process begins with understanding, defining and setting the goal of the impact. The category "goal" means the planned result, acting as a unity of the desired and the possible.

The situation is the state of the controlled system, estimated relative to the goal. The situation is characterized by a set of factors taken into account, measured indicators (variables) and their assessment. The state of the system can never be identical to the goal. Therefore, there are always situations that need to be evaluated.

A problem is a contradiction between the desired (goal) and reality (situation). To resolve it, to bring the system closer to the goal, an act of influence is necessary. The contradiction, on the resolution of which the influence should be directed, is the problem. Without defining the problem, no managerial decision is possible.

Management decision as the final stage of the management process is finding ways to resolve the problem and organizational work on its practical resolution in a managed system. The decision is the final stage of the management process, its connection with the production process, the impulse of the influence of the control system on the controlled one.

The management process has an economic content, which is due to the fact that the management process finds its expression in the use of production resources - from assessing their availability to turning into a product. Economic content The control process manifests itself during the following stages (see Fig. 6):

Establishment of economic needs;

Assessing the availability of resources;

Resource allocation;

Resource usage.

Figure 6

Economic content of the management process

In its turn, social content The management process is revealed by the role of a person in its implementation. Each stage of this process (goal-setting, situation assessment, problem definition, managerial decision-making) requires the indispensable participation of a person.

The organizational content of the management process is manifested in the sequence of using organizational levers of influence - stages (see Fig. 7):

Regulation (regulation - a set of rules, regulations that determine the procedure for performing work);

Rationing - an indicator characterizing the relative value (degree) of the use of tools and objects of labor, living labor, Money and more, their spending per unit of production, area, weight, etc.;

Instruction - the process of explaining the order and method of performing any work or action;

Indication of the measure of responsibility for non-fulfillment or incorrect fulfillment of the assigned work.

Figure 7

Organizational content of the management process

The functional content of the management process is manifested in a large-scale sequence and preference for the implementation of the main management functions. We can distinguish the following forms of manifestation of a purposeful impact on groups of people (see Fig. 8):

Planning, forecasting - the development and setting of goals and objectives in the field of production management, as well as the determination of ways and means of implementing plans to achieve the goals set;

Organization - the creation of new and streamlining functioning organizational structures management as elements of the process of implementing plans;

Coordination, regulation - ensuring the necessary coordination of people's actions as an element of the process of implementing the plans;

Stimulation, activation - encouraging people to act, providing for the improvement of the efficiency of the management system as an element of the process of implementing plans;

Control, analysis, accounting - systematic observation of people's activities to identify deviations from established norms, rules and requirements in the process of implementing plans.

Figure 8

Functional content of the management process

The information content of the management process is manifested in the sequence of work performed in the management process at the following stages (see Fig. 9): information search; gathering information; data processing; transfer of information.

Figure 9

Information content of the management process

1. The property of variability (dynamism) is manifested in the constant change in the management process in its direction, issues, nature of implementation, as well as in the dynamism of the interaction of its various stages and operations. The control process moves from one stage of the control system to another, carried out in various interactions of control links.

2. The property of stability is manifested in the emergence in the process of management and the corresponding consolidation of certain channels for its implementation. They form the natural structural basis of the management system, which is fixed in the organizational acts of its stabilization and serves as a system-forming factor in the management process. Thanks to this property, the actual control system is formed, which is a set of stable connections of the control process between the links that carry it out.

3. The property of the continuity of the management process can manifest itself in different ways depending on the level of management, the characteristics of the production process itself (whether it is a single, serial, mass, etc.). But the very essence of the named property does not change from this.

4. The property of discreteness complements the property of continuity and in a certain sense is opposite to it. It manifests itself in the fact that the management process proceeds unevenly, at first, as it were, accumulating the potential for impact when setting a goal, assessing the situation, defining a problem, and then turning into an impulse for active organizational work at the decision stage.

5. Sequence property. As noted above, the management process cannot be built according to its stages otherwise than in the sequence of goal, situation, problem, solution, and each of these stages is mandatory. For example, if a decision is made only on the basis of the management goal, without sufficiently careful consideration of the current state of affairs, real working conditions, prevailing circumstances, then such a management process cannot be effective, because in this case the decisions turn out to be either erroneous, or premature, or simply voluntaristic. Another extreme is also possible, when insufficient attention is paid to goal setting in the management process. In this case, decisions are developed mainly on a situational basis, without sufficient understanding of the goals they pursue, therefore they are not effective enough, often contradictory, devoid of perspective and long-term orientation. The goal systematizes decisions, gives them a common direction and perspective; situation determines reality and practical significance solutions; a clear statement of the problem ensures its concreteness and effectiveness. Each of the stages of the management process is mandatory, as well as the sequence of their implementation.

6. The property of cyclicity. Each act of influence ends with the transition of the controlled system to a new state. This necessitates (depending on what kind of state it is) either setting new goal management, or adjustments, additions and clarifications of the goal, the achievement of which requires a new act of influence. The control process is repeated anew, its new cycle is carried out.

Understanding the properties of the management process is of great importance in successfully solving all the problems of its improvement, increasing the efficiency of enterprise management.

Management process- this is a set of individual activities aimed at streamlining and coordinating the functioning and development of the organization and its elements in the interests of achieving their goals.

Management process solves two tasks:

• tactical is to maintain stability, harmony of interaction and performance of all elements of the control object;
• strategic ensures its development and improvement, transfer to a qualitatively and quantitatively different state.

The process is characterized continuity, cyclical repetition of individual phases (collection, processing, analysis, storage, control of information; development and decision-making; organization of their implementation), unevenness, inertia, manifested in the delay of managerial actions. It develops and improves along with the organization itself.

Management process combines such moments as managerial work, its subject and means, and is realized in a specific product.

The subject of labor in management are management documents, which received such a name, in contrast to other documents that are not related at all to the management process. The document is currently the main carrier of information in the management system. They are used to connect between structural divisions organizations.

The transformed information acquires an independent existence and can be accumulated, which leads to a complication of the management process, an increase in the dominance of past decisions over current ones. The latter, however, is to a certain extent useful, since it generates organizational order, which ensures the automatic operation of management mechanisms and the performance of appropriate actions without special instructions. However, it is limited, as it is not able to subordinate and coordinate all organizational elements.

By means of managerial workis everything that contributes to the implementation of operations with information - from computers, telephones to pens and paper. At the same time, they distinguish: means of compiling documents (printers, voice recorders, etc.); means of processing and processing documents (stamps, cutters, punchers); means of grouping and storing documents (folders, folders, file cabinets); means of performing computational operations; means of operational communication; furniture.

product of labor is the result of the management process, which is a management decision. With the help of one or another material carrier (mainly documents), these decisions come directly to the control object.

managerial labor, as well as engineering, design, research, etc., belongs to the category mental labor carried out by a person in the form of neuropsychic efforts. He exists in three main forms: heuristic, administrative and operator.

heuristic labor is reduced to a set of actions for the analysis and study of certain problems facing the organization, and the development on the basis of this of various options for their solutions - managerial, economic, technical. Depending on the complexity and nature of the problems themselves, this work is carried out by managers and specialists.

Administrative labor is the domain of chief executives. It is associated with the performance of such types of work as the current coordination of the activities of subordinates, their control, evaluation, motivation, management (bringing orally and in writing the decisions made to the performers), instruction, information exchange (carried out in the process of holding meetings and meetings, receiving visitors , conducting business negotiations, answering letters and phone calls, bypassing workplaces).

Operator labor is aimed at technical support of production and management processes with the necessary information. It includes such work as documentation (formulation, reproduction, sorting, and storage of various kinds of documents); primary accounting and accounting (collection of statistical, accounting and other information about production, economic, social and other processes occurring within the organization); communicative-technical, computational and formal-logical (sequential processing of the collected information and the implementation on its basis and according to a given algorithm, the calculations necessary for decision-making).

This work falls to the lot of specialists and technical performers. Part of it, strictly speaking, does not apply to the mental, so the term "non-physical labor" is sometimes used to refer to it.

The process of managerial work consists of elementary actions, or operations, that is, homogeneous, logically indivisible parts of management activities, with one or a group of information carriers (documents) from the moment they are received until they are transferred in a transformed form to others or for storage.

Management operations is a technologically inseparable processing process management information entering this structural unit.

Management operations are: search, computational, logical, descriptive, graphic, control, communication (for example, listening, reading, talking, observing the actions of various devices, thinking, etc.).

An independent complex of information processing operations (collection, study, analysis, formulation of conclusions, their execution), ending with a result defined in form and content in the form of an oral message or document (certificate, order, letter, etc.), was called work.

Management jobs vary:

• according to the intended purpose (foresight, activation, control);
• by specific content (research, planning);
• by periods (strategic, tactical, operational);
• by stages (goal setting, situation analysis, problem definition, solution search); by orientation (inside or outside the organization);
• by spheres (economic, social, technological);
• by objects (production, personnel);
• on forms and methods of implementation; on organizational role(differentiating and integrating);
• by the nature of information transformation (stereotypical, algorithmic, and creative);
• according to the degree of difficulty.

Let us dwell on the latter, since for managerial work it is perhaps the main characteristic.

The complexity of managerial work is due to several circumstances.

Firstly, the scale, number and composition of the problems to be solved, the links between them, the variety of methods used, organizational principles.

Secondly, the need to make new, innovative decisions, often under conditions of uncertainty or risk, which requires deep professional knowledge, experience, wide erudition.

Thirdly, the complexity of managerial work is determined by the degree of efficiency, independence, responsibility, riskiness of decisions that need to be made. The manager, when making decisions, often takes responsibility not only for the material well-being of people, but for their health and even life.

• communication (negotiating, receiving visitors, bypassing the organization, going on business trips);
• administrative and coordinating (bringing to the executors of the decisions made orally and in writing, compiling and issuing tasks, instructing);
• control and evaluation (checking the timeliness and quality of assignments);
• analytical and constructive (studying information and preparing decisions);
• information and technical (with information carriers) which take 10 - 15% of working time; primary accounting and accounting.

management procedure- a complex of interrelated management operations and documents in a certain order aimed at achieving a fixed .

The procedure should reflect the purpose of the work, the documents used and developed, their content, and the order of passage.

The classification of procedures and operations is carried out according to a number of criteria:

1. By content:
   • information or information technology are associated with the processing of information and its carriers. Documentation, primary accounting, accounting and computing operations and procedures are also distinguished here;
   • logical-cogitative or analytical-constructive ones are associated with the preparation and adoption of managerial decisions;
   • organizational ones consist of service and communication, administrative and coordination operations and procedures.
2. By the nature of the combination in time:
   • consecutive, i.e. each operation or procedure begins only after the end of the previous one;
   • parallel, involving the simultaneous execution of operations and procedures;
   • parallel-sequential ones provide for a partial combination of related operations and procedures in time and space.
3. By difficulty:
   • simple operations and procedures, i.e. containing several elements and operations;
   • complex operations (20-30 elements) and procedures (100 or more operations).
4. According to the degree of repetition:
   • repetitive, i.e. constantly performed by employees of the administrative apparatus;
   • non-repetitive or creative, complex operations and procedures.

With all its diversity and varying degrees of complexity, management procedures are cyclical.

Management cycle- this is the period of circulation of information in the field of management, which is measured by a specific time interval or calendar period for each procedure.