Manager in a modern organization. Top management and its role in society Management as a professional group

The concept of "management" arose at the beginning of the 20th century in the American business environment. Back in the 30s of the last century, its significance was clearly recognized there, the activity turned into a profession, the field of knowledge into an independent discipline, and the social stratum into a very influential social force. There was a so-called. "revolution of managers", when giant corporations arose, extending their production and marketing networks all over the world, possessing a huge economic, industrial, scientific and technical potential comparable to an entire state. It is known that the largest corporations, banks are the core of the economic and political power of great nations, governments depend on them, which means that the decisions of managers at the head of large corporations, like the decisions of statesmen, determine the fate of millions of people, states and entire regions. Small business is also important. In the economies of developed countries, small businesses account for more than 95% of all firms. In this area of ​​the economy there is even tougher competition, and the main task to resist, survive, grow belongs to effective management. What is management and who is a manager?

Management is the ability to achieve goals using labor, intellect, motives for the behavior of other people.

Management is a type of professional activity aimed at optimizing human, material and financial resources to achieve the goals of the organization.

Management is a system of scientific knowledge, recommendations based on management practice.

Management is science + experience multiplied by management art.

The management methodology is based on the definition of the following concepts or categories:

• goals and objectives of management;
• objects and subjects of management;
• management functions;
• types of management;
• management methods;
• management principles.

The main goal of management is to ensure the profitability and profitability of the company through the rational organization of the production process, the effective use of human resources, and the use of new technologies. Profitability is ensured by maximizing income from the sale of products / services, other operations and minimizing costs.

The implementation of the organization's goal is ensured by the following management tasks:

• assessment of the state of the control object;
• determination of specific goals for the development of the organization and their priority;
• development of an organization development strategy;
• determination of the necessary resources and sources of their provision;
• distribution and coordination of powers and responsibilities, improvement of the structure of the organization;
• determination of the priority and sequence of decision-making, development of a system of measures in time;
• selection, training of personnel, stimulation of their work;
• establishment of accounting and control in solving tasks.

The object of management (what management is aimed at) is an organization - a group of people whose activities are consciously coordinated to achieve common goals. The nature and properties, formal structure and behavioral aspects of the control object depend on the type, hierarchical level and functional area of ​​activity.

The subject of management (the one who manages) are managers, the entire management team of the organization. Managers are leaders, i.e. employees of the organization who have employees directly subordinate to them, they occupy a permanent position in the organization, are empowered in the field of decision-making in certain areas of the organization's activities.

Management levels. The content, forms and methods of management depend on its hierarchical level: top, middle or bottom. Every organization is a pyramid based on a vertical and horizontal division of labor.

The horizontal division of labor occurs according to the principle of specialization, focusing on the performance of a specific function in the organization (the functional area of ​​the enterprise), the division of management into levels is based on the vertical division of labor according to the principle of power, subordination and division of powers.

The tasks of management determine its functions. Management functions are a stable composition of types of management activities. The authors of the famous textbook "Fundamentals of Management" M.Kh. Mescon, M. Albert, F. Hedouri consider 4 main management functions: planning, organization, motivation and control. In addition, they distinguish two more functions, calling them connecting processes that occur continuously in the organization and link all types of management activities: communication and decision-making. Other authors suggest the following composition of managerial functions: planning, organization, motivation, control and coordination.

Planning - determination of the goals of the activity, the means necessary for this, the development of methods for achieving the goals, forecasting the future development of the organization. Organization - the formation of the structure of the organization, providing it with resources: material, financial, labor.

Motivation - activation of employees, encouraging them to work effectively in order to achieve the goals of the organization with the help of economic and moral incentives and creating conditions for development creativity workers.

Control - quantitative and qualitative assessment and accounting of the results of work, adjustment of plans, norms, decisions.

Coordination is the achievement of consistency in the work of all parts of the system by establishing rational links between them.

Currently, it is customary to single out seven basic areas of work for a manager.

Their result is the integration of resources to maintain the viability and development of the organization. Manager:

1) develops an organization strategy (defines goals, means and methods of influence to achieve them);

2) mobilizes the company's personnel to solve specific problems, determines the scope of responsibilities for the implementation of the organization's goals, establishes relationships between production and management departments;

3) forms a motivational mechanism for the behavior of personnel in order to ensure the full return of each employee and the well-coordinated work of the entire team;

4) organizes the innovation process with the aim of constantly updating the material and technical base of the enterprise and increasing the competitiveness of its products;

5) supports communication activities in the management of the organization;

6) creates a control system, establishes activity standards, determines units of measurement, registering indicators focused on the activities of the entire organization and a particular employee; analyzes and evaluates the results achieved, informing the interested departments about them;

7) contributes to the growth of the business career of the organization's personnel, creating the necessary conditions for its professional and social development.

The activity of any manager is also closely related to the performance of cross-cutting managerial functions inherent in any organization.

The role of the manager is a set of specific behavioral rules that correspond to a specific position. It is the official position that determines his official behavior. At the same time, the manager's personality can influence how he performs his role, but its content remains unchanged and predetermined by job responsibilities.

You can name a lot of roles that the manager takes on at different periods of activity. They are most often classified into broad categories: decision-making roles; informational and interpersonal.

Manager roles

The specific roles of a manager in an organization are directly related to the implementation of decisions in all considered basic areas of activity, his powers and status. They make the manager the center of concentration of information and necessitate the fulfillment by him of all the named and other, not indicated roles. All roles taken together determine the scope and content of the manager's work, regardless of the nature of a particular organization, and affect the knowledge, qualities, skills and abilities that he needs to succeed.

Implementing the basic areas of activity and performing specific functions, managers deal with a constant stream of decisions for each of them. The need to make and implement decisions thus permeates everything a manager does.

To successfully perform complex and responsible work, a manager needs special knowledge and the ability to rationally use it in everyday management. It is advisable to substantiate the totality of knowledge, skills and abilities with the most important types of managerial activities in the organization and his role in this process on the basis of the following requirements for a modern manager.

The requirements for a modern manager require, first of all, high professionalism and competence. The leader must thoroughly know the business he is engaged in, be a highly qualified specialist. He must have the qualities of both an administrator and a leader at the same time. He needs to take into account the balance of interests of all parties involved in the joint business. He must be sociable, possess the imagination of a strategist. His intellectual horizons must be broad, his moral standards high. He must understand the nature of managerial work and management processes, know his job and functional responsibilities, ways to achieve goals and ensure the growth of the organization's work efficiency, skillfully use modern information technology and communication tools necessary in the management process, master the art of managing people and establishing external relations.

It is very important for a manager to have the ability for correct self-assessment, to be able to draw the right conclusions and continuously improve their qualifications (accumulate knowledge and improve skills and abilities). He must work with his subordinates in such a way that they become imbued with an understanding of the need for the work they are doing. He must be able to explain to subordinates the organization's strategy, to convince them that his vision of the future is realistic.

Requirements for a manager

At the heart of all the virtues of a successful leader is honesty. Without honesty, there is no trust. Leadership is based on trust, and effective management depends on trust.

The actual process of making and implementing managerial decisions requires the manager to fulfill such important social roles, as the role of a generator of ideas, scholar, expert and defendant.

In the context of the transfer of the main links of production to an efficient mode of management in a market economy, new requirements are placed on managers, specialists and on the entire system of training and promotion of managerial personnel.

Now managers and specialists must acquire knowledge that allows them to solve specific problems of a market economy, choose promising production programs, establish horizontal ties and make the transition to purely commercial relations, etc. They contain huge and largely unappreciated reserves of management efficiency.

All types of managerial activities are successfully implemented with the help of organizational tools, which are divided into two groups: formal management tools based on the use of power, authority, responsibility, and informal management tools based on the use of a combination of social and psychological impacts.

The tasks and functions of management are realized only through the activities of a special category of specialists, who are usually called managers.

A manager is a specialist professionally engaged in managerial activities in a specific area of ​​the company's functioning. A professional occupation means that this specialist occupies a permanent position in the enterprise and is empowered to take in a certain field of activity of the enterprise.

The term "manager" can be used in relation to a fairly wide category of employees of the company:

group leaders;
heads of laboratories, departments, functional services of enterprises;
heads of production departments;
administrators of various levels, coordinating the activities of various departments and external partners;
heads of enterprises, firms in general.

As recorded in many Western European and American manuals, managers are people endowed with a large amount of work that they can only handle with the help of other people. It was so in the past, and so it is today. The essence of managerial activity remains unchanged, only the functions of the manager and the methods of his work change, but it should be borne in mind that the manager is not necessarily the boss. What makes a manager a manager is not power, not rank, but a contribution to the activities of the entire organization and responsibility for its results.

In any modern organization, the fastest growing group of people who belong in this sense to managers, but, as a rule, do not have subordinates: their decisions are advisory in nature and are implemented through other administrative managers.

To be a manager means to share responsibility for enterprises. A person who is not expected to have such responsibility is not a manager. Managers differ from other specialists only in this responsibility for the operation of the entire enterprise. The difference between a market research manager with a staff of 50 people and a market researcher who does the same job without any staff is only in the means, not in the contribution, and even less so in the function. Both managers.

The treasurer of the company, responsible for the inflow and use of money, may not have a single subordinate and work with the company's investors, with financial institutions himself. During his entire tenure, he may not give a single order, his contribution is purely individual - and yet he is, without a doubt, a manager.

Management thus does not necessarily have to do with the delegation of power. Management tasks are autonomous and rooted in the needs of the enterprise. There are managerial positions, there is managerial work, there is managerial skill, and there is a distinct managerial organization.

Managers are one of the main resources of the firm. A fully automated firm may have almost no workers - but there will be managers.

The number of managers in the USA alone increased from 6.4 million people in 1955 to 17.7 million people in 1996 (from 10.2 to 17.7%) in the total number of employees.

In the United States, 1,500 universities are engaged in the training of professional managers. 25% of students and 25% of graduates who have studied for a master's degree in business management specialize in the study of management.

Managers are the most expensive resource and depreciate the fastest. It takes years to build a management team, but it can be destroyed in a few months. Investments in managers and the requirements of firms for them are growing. These requirements double every generation.

Compared with other types of labor in the organization, managerial labor has a number of features, expressed in the nature of the labor itself, its subject, results and means used.

The specific nature of the tasks to be solved predetermines the predominantly mental, creative nature of managerial work. Managers make human, financial, physical resources as productive as possible. They have a special subject of labor - information, transforming which they make the decisions necessary to change the state of the managed object. Therefore, the tools of labor of managers are, first of all, the means of working with information. The result of their activity is evaluated according to the achievement of the set goals.

There are five basic operations in the work of every manager, no matter what area he is in. Their result is the resources to sustain the viability and growth of the firm.

First, the manager sets goals. It defines tasks in each group of goals. Decides what needs to be done to achieve these goals.

Secondly, the manager organizes. He analyzes the activities, decisions, relationships required to fulfill the goals; divides them into manageable aggregates, and these aggregates into manageable labor tasks. The manager groups these populations and tasks into . It chooses people to manage these collections and for the tasks to be performed.

Thirdly, the manager supports motivation and communication. He makes up a team of people responsible for various jobs. And he does this with the help of specific methods, through personnel decisions on pay, on appointments, promotions, and through a variety of different decisions that determine the so-called quality of working life, which does not at all boil down to labor or working conditions in our usual sense. And he does this by maintaining constant communication with his subordinates, superiors and colleagues.

Fourth, an important element in the work of a manager is measurement. It establishes the units of measurement - there are few factors so important to the success of a firm. Achieves that each person has indicators focused on the work of the entire company and at the same time on the work of a particular individual and helps him to do it. The manager analyzes, evaluates and interprets the results. As in all other areas of work, he communicates them to his superiors, subordinates and colleagues.

Finally, fifthly, the manager contributes to the growth of the competence of people, including himself. The mentioned qualities of working life in one of the possible interpretations are just a set of conditions that contribute to the growth of the competence of the members of the firm.

All these operations can be divided into categories of work, each of which requires specific qualities and qualifications.

The manager has two specific tasks. The first is the creation of a genuine whole that is greater than the sum of its parts, a productive unity that produces more than what is put in. In other words, the manager creates a system and contributes to the emergence of order from chaos, or, in any case, ensures the formation of a new order that is qualitatively superior to the previous one.

A manager can be compared to the conductor of an orchestra. But the conductor has a score written by the composer. He is only an interpreter. The manager is both a composer and a conductor. This task requires him to maximize the efficiency of using the forces that he has (above all,) and neutralize weak points. The second task is to harmonize in every decision and action the requirements of the immediate and distant future.

The specificity of economic, in particular production, processes as objects of management predetermines the special nature of the work of managers and the composition of the requirements for them. The work of a manager is highly creative in nature, requires versatile knowledge, implies a person's propensity for analytical activity and the ability to concentrate at certain moments on limited problems. Since the main subject of a manager's work is management information, a prerequisite for his effective work is the knowledge and ability to use modern Information Technology in enterprise management.

There are three categories of requirements for the professional competence of a manager:

Knowledge in the field of theory and skills in the field of management practice;
ability to communicate and work with people;
competence in the field of specialization of the enterprise.

The first category of requirements implies that the manager has special training in the field of management theory, knowledge of the basics of modern macro- and general systems theory and management decision-making, the ability to apply new information technologies and economic and mathematical methods to optimize decisions. Given the dynamic nature of the development of modern theory and practice of management, a mandatory property of a manager should be a tendency to continuous learning and professional development.

The second category of requirements for the competence of a manager is the ability to communicate and the ability to work with people. It follows from the binding position of the manager in the communication system at the enterprise. To analyze any management situation, a manager needs to provide, as a rule, external and internal communications between such subjects of the system as a higher manager, colleagues from related departments or enterprises, a work team (groups, departments or enterprises) and individual subordinate employees. The manager must be able to objectively recognize each of the subjects of the management situation, adequately (in accordance with his style and motives of work) respond to him and optimally influence to achieve the goal of the activity.

The ability to communicate largely depends on the individual characteristics of a person and therefore can be determined using tests for professional suitability and managerial skill level.

The third category of requirements related to competence in the field of specialization of the enterprise, provides for the availability of special knowledge in the technology of production processes, theoretical and practical aspects of ongoing production, features of their physical processes.

The nature of the activity of a particular manager at the enterprise is determined by the composition of the powers delegated to him in making managerial decisions. This composition is established in accordance with the system of division of labor and specialization of managerial personnel adopted at the enterprise. Fundamentally, in the structure of any enterprise, two types of division of labor of managers can be found: horizontal and vertical.

The horizontal division of labor in management is associated with the specialization of managers mainly on a functional basis, i.e., assigning one or more subject management functions to them. This division of labor leads to the creation of special divisions of marketing, production, finance, personnel, etc. at the enterprise.

The vertical division of labor of managers depends on the nature of the ongoing processes, the scale of activity and is expressed in the organizational structure of the enterprise, the composition of management levels. As a rule, an enterprise can be divided into three hierarchical levels of management: top, middle and bottom. The volume and significance of the consequences of managerial decisions made at each level increases as the transition from lower to higher management increases. Top management includes the head of the enterprise, his first deputies in functional areas of activity (R & D, production, marketing, etc.). Middle management consists of heads of departments, services and administrative bodies of the enterprise and includes up to 60% of the total number of managers in the enterprise. The lowest level includes the heads of creative groups, grassroots laboratories, production sites, etc.

As experts emphasize, modern managerial activity is a special kind of labor process. Therefore, it is characterized by its inherent elements - the object of labor, the means of labor, the labor itself and, finally, its result.

Management activity in the process of its development has gradually evolved, turning into what at the present stage is defined as management.

Management- a special independent type of professional activity, which is aimed at achieving certain optimal results of economic activity by an enterprise (firm) operating in market conditions based on the rational use of material and labor resources using various principles and methods of the socio-economic mechanism of management.

Management is a complex of interrelated actions:

Organization and management (production and team);

Setting and adjusting tasks;

Development of work stages;

Making decisions;

Establishing communications (methods and forms of information transfer);

Process regulation;

Collection and processing of information;

Information analysis;

Summing up the work.

Manager is a professional manager, as a rule, who has undergone special training.

A manager is a professional in the organization and management of production, sales and service, who has administrative and economic independence. Managers come in different levels, and they solve different tasks.

Conventionally, managers are divided into three main groups:

Highest level ( top manager) - these are general directors, directors, members of the board of the enterprise;

middle link ( middle manager) - heads of departments, departments, workshops;

lower link ( entry manager) - heads of subdivisions, sectors, brigades, groups.

Top-level managers determine the main direction of the enterprise, its goals and objectives. Such a manager devotes most of his working time to formulating a business development strategy, making contacts with federal, regional and local authorities, banks, suppliers of raw materials, materials, components, etc. The remaining time is spent on the implementation of programs and work plans, monitoring the work of subordinates. Naturally, such a manager needs to know the production technology. However, in more he must have the ability to select and arrange personnel.

The main part of the responsibility for the practical implementation of decisions falls on the middle management level, including:

For changing organizational structures,

Development of a system of production and marketing of products;

Organization of interaction between the functional divisions of the company;

Timely provision of top management with the necessary information;

Coordination and management of the work of lower managers.

The fulfillment of such tasks requires the ability to think analytically, be flexible, the ability to quickly perceive and implement new ideas in a timely manner, the ability to see the problem and use the latest methods and technical means to solve it.

In turn, a feature of the work of a lower-level manager is the management of the activities of the direct performers of the work (workers and employees). This is the most numerous part of the managerial staff. The main functions of such managers can be noted: planning the activities of subordinates; organization of the production process; motivation of staff there; control over the rational use of resources and compliance with safety rules; collection, analysis and presentation to higher management of information on the results of the current activities of the unit.

What is management and why is it needed? Basic concepts: types, functions, methods and principles of management. Management as a profession in the modern world.

Greetings, dear friend! Welcome to Dmitry Shaposhnikov, one of the authors of the HiterBober.ru website.

For more than 10 years I have managed teams of up to 1,000 people in large banks and telecommunications companies in Russia.

Today, my experience, including formed the basis of this article.

I noticed a long time ago that most people do not understand what management is and what it is for.

Below I will share with you a clear theoretical basis for this concept and practical examples from my life.

This information will be useful for both novice managers and those who want to learn more about management and effectively use this knowledge in practice.

1. What is management - a complete overview of the concept

The word "Management" in translation from English literally means "management", "administration", "ability to lead".

However, this word is not an exact synonym for "management". After all, you can manage not only a factory, but also a car or a bicycle. Management is first and foremost managing people. At the same time, a person is also engaged in control, and not an automatic machine or a computer.

The most precise definition of management is as follows:

Management- this is the management, maximum effective use and control of social or economic systems in a market economy. Initially, management developed as the art of production management, but then it was transformed into a theory of human behavior management.

In general, there are several meanings of the term "management". Here is some of them:

1. The type of labor activity, which is a management process: the continuous implementation of actions and the adoption of decisions that contribute to the fulfillment of the tasks set.
2. Actually the process of managing something - forecasting, coordination, stimulating activities, command, control and analytical work, as well as combining various methods of management activities together.
3. An organizational structure designed to manage a company, enterprise, group of people, country.
4. A scientific discipline that studies the problems of managing and managing people.
5. The art of managing people, including operational and under stress. It assumes not only knowledge of the theory, but also an intuitive understanding of human behavior.
6. The art of managing intellectual, monetary, raw materials in order to maximize the efficiency of production activities.

The above definitions of management do not contradict each other, but, on the contrary, are interconnected and reveal various aspects of this concept.

On the one hand, this is a theoretical discipline that studies the laws and principles of management, on the other hand, it is a purely practical activity aimed at the rational distribution of human and / or material resources.

World history of management development

No historian will name the exact (and even approximate) date of the birth of the science of management.

It is logical to assume that management has existed in society since the emergence of social relations. Even in the most ancient communities, people were needed who took on the functions of managing and coordinating the activities of groups.

Ancient managers controlled people in the construction of dwellings, food production, protection from wild animals and enemies.

There are 4 historical periods in the development of management as a science of people management:

1. ancient period(10,000 BC - 18th century AD). Before management emerged as an independent field of knowledge, society accumulated management experience bit by bit for centuries. Rudimentary forms already existed at the stage of the primitive communal system. Elders and leaders were the guiding principle of all varieties of activity. Approximately in the 9th-10th millennium BC, the appropriating economy (gathering and hunting) gradually gave way to the producing one: this transition can be conditionally considered the period of the birth of management. Already in Ancient Egypt(3 thousand years BC) a full-fledged state apparatus with a serving layer was formed. Later, the principles of management were formulated in their works by the philosophers Socrates and Plato.
2. Industrial period(1776-1890). As accurately as possible, the principles of public administration were revealed in his works by A. Smith. He formulated the laws of classical political economy and management, wrote about the duties of the head of state. In 1833, the British mathematician Charles Babbage proposed his "analytical engine" project, which helped to make managerial decisions more quickly.
3. Systematization period(1860-1960). The time of intensive development of management theory, the emergence of new directions, currents and schools. We can say that modern management was born during the industrial revolution. The emergence of factories led to the need to create a unified theory of management of large groups of people. For these purposes, the best workers were trained to represent the interests of local management - they were the first managers.
4. information period(1960 - our time). Today, to make managerial decisions, it is necessary to process a huge amount of information. Management is a logical process that can be expressed mathematically. Various approaches to management are practiced, based on the principles of loyalty to working people and business ethics.

Management as a science and applied activity continues to develop and improve. No leader in our time can manage people, finances, production processes without a theoretical base and practical management skills.

2. Main goals and objectives of management

For those who have not had experience in managing at least 2-3 subordinates, it is difficult to understand what management is and why this science should be studied long and hard. It would seem that everything is extremely simple: subordinates work, and the manager observes and indicates what they should do to increase productivity and increase the company's income.

In fact, everything is much more complicated: in order to give the right indication, you need to clearly understand the essence of production processes. Management must be as efficient as possible, otherwise it will bring losses and harm instead of benefits.

Any manager must base his work on knowledge of scientific principles and understanding of the current situation.

For example

The HR manager in a printing house must not only be able to manage printers and operators of printing equipment, but also be well versed in the printing business.

One more example

It is urgent to take out the goods from the warehouse and load it into the transport. A qualified manager will order the goods to be taken out of the treasure in advance and distributed on the loading area in a certain way - large and durable - closer, fragile and small in size - further. When the truck arrives, the movers will quickly move the goods onto the truck in the order in which they are located.

An inexperienced or lazy manager will not take care of the preliminary work at all, so the loaders will have to drag goods from the warehouse for a long time without any system.

The main goal of management- harmonious and well-coordinated work of the organization, the effective functioning of its external and internal elements.

The specific content of management is influenced by 2 groups of factors:

• General development trends of the company;
• Territorial or national economic factors.

Local management tasks are subordinated to the main goal.

Support tasks include:

• development and survival of the organization, maintaining its market niche and focusing on expanding the sphere of influence;
• achievement of the set results, ensuring a specific level of profit;
• creation of conditions necessary for the stable existence of the organization;
• overcoming risks and forecasting risky situations for the company;
• monitoring the effectiveness of the organization.

The management of the activities of a company or a group of people is carried out taking into account the potential capabilities of the organization and the constant correction of production processes. At large enterprises, management is divided into 3 interacting links - higher, middle and lower.

3. 7 main types of management

Types of management- These are specific areas of management associated with the solution of specific problems. There are 7 main types of management - let's look at each of them in detail.

View 1. Production management

The term "production" should be understood as broadly as possible: it can refer to a commercial firm, a bank, a factory.

Production management is responsible for the competitiveness of the services and goods provided by the company. The effectiveness of such activities is determined by the accuracy of strategic forecasts, the organization of production, and a competent innovation policy.

The production management specialist performs the following tasks:

• monitors the operation of the system, timely detects failures and malfunctions;
• eliminates conflicts within the organization and is engaged in their prevention;
• optimizes the volume of products;
• monitors the rational use, loading and serviceability of equipment;
• controls labor resources, is responsible for discipline and encouragement and takes into account the interests of the employees of the organization.

The main task of such a specialist is the effective combination of the company's capabilities with its long-term goals, as well as the management of the production process.

View 2. Financial management

Enterprise financial management.

The financial manager is responsible for the budget of the organization and ensures its rational distribution. The tasks of such a manager include the analysis and study of the company's profit, its costs, solvency and capital structure.

The purpose of financial management is obvious - to increase the profits and welfare of the organization through an effective financial policy.

Local tasks of the company's money management specialist:

• optimization of expenses and cash flow;
• minimization of financial risks of the enterprise;
• accurate assessment of financial prospects and opportunities;
• ensuring the profitability of the organization;
• solving problems in the field of anti-crisis management.

In other words, the financial manager makes sure that the company does not go bankrupt and brings a stable profit. The principles of financial management can also be used individually, managing your own funds.

Type 3. Strategic management

Strategy– development of methods and ways to achieve goals.

Therefore, strategic management is the development and implementation of ways for the development of the company. A specific plan of action is already determined by tactics.

Suppose the goal of an organization is to maximize revenue. Strategic measures to achieve this goal can be different: to become the best manufacturer in its niche in terms of quality, increase production volume, expand the range. Methods for solving these problems will also be different.

For example, when implementing a product quality improvement program, the enterprise will need to introduce the position of a full-time control manager or open an entire department responsible for the functionality and compliance with product standards (QCD).

View 4. Investment management

As the name implies, the task of investment management is to manage the investments of enterprises. This type of manager is engaged in the profitable placement of existing investments and attracting new ones.

The specialist's work tool is an investment project (long-term business plan). This also includes fundraising.*

Fundraising- this is a search and receiving money from sponsors, attracting grants.

View 5. Risk management

Since commercial activity is inevitably associated with risk, it is necessary to calculate in advance the possible losses from production processes and correlate them with the expected profit.

Risk management is the process of making and implementing management decisions aimed at minimizing losses and reducing the likelihood of adverse consequences.

Risk management is carried out in stages:

1. The risk factor itself is identified and the scale of its possible consequences is assessed;
2. Methods and tools for risk management are selected;
3. A risk strategy is developed and implemented, aimed at minimizing damage;
4. The primary results are being assessed and the strategy is being further adjusted.

Competent risk management significantly increases the competitiveness of the entity and protects it from unprofitable activities.

View 6. Information management

A specific area of ​​management that emerged as an independent industry in the 70s of the 20th century. Information management is responsible for collecting, managing and distributing information. This type of activity is carried out in order to predict the expectations of the client and provide the organization with up-to-date information.

Modern information management is a management activity based on computer technology.

Today it is much more than document management and office work: information management refers to all types of information activities of a company, from internal communication of employees, ending with the provision of information about the organization to society.

View 7. Environmental management

A part of the corporate governance system that has a clear organization and implements programs and measures for environmental protection. The environmental policy of each company is regulated by legislation and various regulations.

This type of management is based on the formation and development of ecological production: this includes rational use natural resources, activities aimed at preserving the quality of the natural environment.

This also includes a course to reduce the waste of the enterprise and their rational processing. Environmental management systems operate in most enterprises of the civilized world; Our country does not lag behind: in the Russian Federation, the number of such organizations is growing every year.

4. Disclosure of the main components of management - concepts and definitions

Here we will consider what management actually consists of and what its main functions are.

1) Subjects and objects of management

The subjects of management are considered to be the managers themselves - managers of various levels, occupying permanent positions and having authority in the field of decision-making in various fields organization's activities.

Management objects are everything in relation to which management is carried out - production, sales, finance, personnel. Objects have a certain hierarchy: you can direct management to your workplace, structural unit(group, brigade, site), subdivision (workshop, department), organization as a whole.

2) Functions and methods of management

General functions reflect the main stages of the process of managing the work of the organization at all its hierarchical levels.

Competent and effective management involves the implementation of the following functions:

• goal setting;
• activity planning;
• work organization;
• activity control.

Often include additional functions - motivation and coordination. Functions are also divided into socio-psychological and psychological. Both groups complement each other and create an integral system that allows you to control the work of the organization at all levels.

Management methods are:

1. economic(state regulation of the activities of organizations, market regulation);
2. Administrative(methods of direct action based on discipline and responsibility);
3. Socio-psychological based on the moral stimulation of the staff.

Within the same company various methods management can be combined and applied depending on the current situation.

3) Models and principles of management

It is more convenient to provide complete information about the principles of management in the form of a table:

№	Principles	Content of the principle
1	Division of labor	The purpose of the division of labor is to do more work under the same conditions. Specific goals are distributed among the participants in the production process according to their abilities.
2	Authority and responsibility	Powers in the form of an order are accompanied by responsibility for the competent execution of the assigned task.
3	Discipline	Participants in the production process must obey certain regulations, and managers must apply sanctions to violators of internal regulations
4	unity of command	An employee receives (and carries out) orders from one boss
5	Submission of personal interests to the public	The interests of the group take precedence over the interests of one employee
6	Reward	Loyalty and devotion to the company should be supported by a reward (bonus, salary increase) for effective work
7	Order	Personnel and material resources must be in the right place
8	Justice	Fair treatment of the employee stimulates loyalty to the company and increases productivity
9	Initiative	Employees who show initiative and have the opportunity to implement their plans work with full dedication
10	corporate spirit	Team spirit is the basis of harmony and unity within the organization

5. Profession manager - how to become a successful leader

What is a manager?

The dictionary definition reads:

Managers They are leaders who manage subordinates. Managers can be considered foremen, heads of sections and departments, shop supervisors. it average and inferior(line) link of management. Higher link - heads of enterprises, companies, public authorities. They are also called "top managers".

Top managers make the final decisions, and middle and line managers make those decisions a reality. Top management is also involved in defining the goals of the organization.

Let's say the head of the company makes a decision for the enterprise - to reach the leading positions in its industry in the current quarter. By what methods this task will be implemented, depends on the middle managers and line managers.

Managers are called both managers and managers - persons involved in management. Managers must have a certain number of people subordinate to them.

Today, managers are also called workers whose professional activity is in contact with people. Such specialists often do not have subordinates, but are in direct contact with clients and partners of the organization. This type of activity is carried out, for example, by office managers, sales floor managers.

In fact, any person, except for infants and bedridden patients, is the manager of his own affairs: he is forced to constantly plan, manage his resources.

Time is the main resource for each of us. It can be put to good use, or it can be wasted. It follows from this that knowledge of the theory and practice of management is useful to each of us, and not just to executives.

In the modern business world, the concept of time management or "time management" is distinguished. This area of ​​knowledge involves the effective planning of your time and its competent distribution.

One of the founders of this science is a popular Western author. His book "Effective time management" popular all over the world among managers and just business people who want to competently organize their personal time.

Brian Tracy on time management:

In specialized literature, the concept of "manager" is often opposed to the term "performer". Thus, in a narrower sense, a manager can be called someone who has at least one subordinate under his command.

In production, managers are a kind of frame structure on which the work of the entire company rests. The profits of the enterprise, relations within the team, and the prospects for the development of the company directly depend on the talent of managers.

To become a successful manager, one must have excellent theoretical training and have developed communication skills. The leader must be knowledgeable, fair, reliable and accessible for dialogue with subordinates.

7 golden tips:

1. Build interpersonal understanding. Leaders must be able to understand their subordinates and superiors. To do this, the manager must be able to communicate and take a genuine part in the lives of his employees and colleagues. No wonder this principle is in the first place, because it is precisely healthy relationships between you and the wards will bring the "ripe fruit" of joint activities.
2. Learn to motivate those around you. It is clear that there is no common incentive for all, therefore the principles of employee motivation must be constantly improved and changed. You must be very clear about the wants and needs of the people. Everyone has different values, it is important for someone to get an extra day of rest for a vacation, and someone needs financial encouragement, and the third just needs help to solve a psychological problem.
3. Keep feedback. Constantly interact with subordinates, make communication regular: this will help to keep abreast of production affairs. The ability to communicate and communicate their ideas to the most peripheral employee of the company (including cleaners and watchmen) will ensure that employees understand their tasks and goals.
4. Improve skills and techniques of influence. An effective leader is not one who can force, but one who can convince subordinates that working for the good of the company is beneficial for them.
5. Learn to plan. The ability to work out strategies at the stage of their creation is a necessary quality for a leader. When planning, be sure to discuss your projects with employees - this will make your work easier, and at the same time keep your subordinates interested in the company's affairs.
6. Awareness. A good manager always knows what is happening in the organization, how its structure is arranged, what is the internal culture of the corporation. Knowledge of unofficial methods of work and other "secrets of the inner kitchen" is especially useful.
7. Creativity. Connect the imagination where the employee sees only job description is a necessary quality of a successful leader. Sometimes an employee, when a production issue arises, does not see the problem in the future: the manager must have such a vision and be able to make non-trivial and non-standard decisions.

A successful executive never reacts to a situation, he necessarily comprehends it (sometimes it is necessary to do this instantly) and only after that makes a deliberate and competent decision.

Ideal Manager- a person who is interested in his work, has stress resistance, self-control, knows the theory of management and knows how to put his knowledge into practice.

2) Where can you learn management

You can learn management professionally today in the leading universities of the Russian Federation - in particular, at Moscow State University, the Financial University under the Government of the Russian Federation, at the Plekhanov Economic University, State University management and other educational institutions.

There are also study guides(A. Orlov "Management", R. Isaev "Fundamentals of Management"), schools and classes for those who want to improve their skills, as well as video courses that can be watched for free on the worldwide web.

Separately, it is worth highlighting the online school of Business and Personal Development by Alex Yanovsky (you can find a lot of videos on YouTube). Here you can learn to think in terms of making the right decisions, learn management, entrepreneurship, make new friends and like-minded people.

6. Outstanding managers in the history of mankind

Here I will briefly give a few biographies of prominent managers of the 20th century.

1) Jack Welch - General Electric Company

This man became a legend in American entrepreneurship. After spending exactly 20 years as CEO of General Electric, he turned a hulking corporation into a global player in the world economy and was recognized as the best manager of the 20th century.

Welch's principle states: if a company is not a leader in its industry, it should be sold.

Guided by this principle, the head of GE consistently got rid of unprofitable and unpromising firms owned by the corporation and radically reduced the number of employees.

Welch tried to get more out of fewer people, and he succeeded. There were fewer employees, but they began to work better. To motivate workers, Welch invested millions of dollars in corporate gyms, recreational facilities, and guest suites.

2) Henry Ford - Ford Company

The creator and head of one of the world's largest corporations was the first to put the production of cars on a conveyor basis. He holds the honorary title of father of the modern automotive industry.

As the head of a self-created company in 1903, Ford was the first to understand the importance of good marketing of his products to increase profits.

In those years, the slogan “A car for everyone” was perceived, to put it mildly, without much enthusiasm (the slogan “an airplane for everyone” would look something like this now), but Ford managed to first shake public opinion, and then completely change it.

Ford was one of the first industrialists to understand that in order to increase productivity, one should motivate his workers with the dollar: the salaries of employees at his enterprise were the highest for their time. In addition, he introduced an 8-hour shift and paid holidays at his factory.

3) Konosuke Matsushita - Panasonic

The father of the world famous brand of electronics and household appliances came into big business with a capital of 100 yen. Starting with the production of circuit boards for fan insulation and bicycle lamps, Matsushita has gradually developed his company into a world leader in the electronics industry. He saw the mission of the company in improving the standard of living of people and serving society.

Panasonic Corporation owes much of its success to the creative approach of the head of the company to marketing and product promotion.

In addition, Konosuke was the first among the leaders of Japanese companies of this level to understand that the value of an enterprise is equal to the value of its human factor. Without motivated and properly directed personnel, any firm falls apart and does not work as a whole.

7. Conclusion

Dear friends, thank you for your attention. I hope that now you have learned a little more about management and that now you are successfully using the information provided for your own development.

The theoretical foundations of management can be successfully used not only in production and in management areas, but also in personal interests.

If the article seemed useful to you or prompted some thoughts and considerations - feel free to leave feedback and comments, put likes!