Presentation on the topic of modern management. Presentation on the topic "management". Management approaches

Management functions

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The essence of management. Key concepts. Management Manager Basic functions of management Functions of management Hierarchy of management. Management. XX century. Manager. Basic functions of management. Planning. Organization. Motivation. Control. Management process. Communications (feedback). Management functions: Organization. Motivation. Planning. Hierarchy of management. Institutional level. Management level. Technical level. - Management functions.pptx

Management

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Fundamentals of management. Basic concepts. Basic concepts of management. Meanings of the term "management". Subject of management. Management object. Model and roles of the manager. Manager model. Management roles. Manager functions. Goals, objectives and principles of management. Management tasks. Principles of management. A combination of specialization and universalization. Classification of management methods. General scientific methods. Modeling. Economic methods. Social-psychological methods. Management functions. Planning tasks. Planning principles. Strategic planning. Function of the organization. Management and leadership. - Management.ppt

Fundamentals of Management

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Fundamentals of management. Recommended reading. Additional literature. Introduction to management. Lecture plan. Management is about achieving goals effectively and efficiently. Controls. The subject of study of management science is relationships between people. A management method is a set (system) of management techniques. Management methods. Regulations on the division. Wage. Experience exchange. Management principles are a set of certain rules and regulations. Process approach to management. Basic management functions. A system is a certain integrity. Systematic approach to management. - Fundamentals of Management.ppt

General Fundamentals of Management

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General fundamentals of management. Management is both a science, an art and a practice. Management. Stages of development of management theory. Prephase. School of Scientific Management. Taylor Frederick Winston. School of Administration (classical school). Fayol Henri. Neoclassical school of management. Behavioral School (school of behavioral sciences). School of System Management (modern phase). Modern management concepts. Process approach. Systems approach. Management systems. Situational approach. Practical application of the situational approach. Situational conditioning theory. - General fundamentals of management.ppt

Management Studies

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Guide to studying the course "Management". The evolution of management thought. History of management development. Organization theory. Organizational goals. Formation of interaction and organization building. Management functions. Staff motivation. Connecting processes in the organization. The essence of marketing. Product promotion methods. Attendance at lectures. Business games. Student portfolio for the course “Management”. Portfolio by discipline. Portfolio structure for the discipline “Management”. Criteria for assessing learning outcomes. - Management Studies.ppt

Management principles

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Economic development. Features of economic development of countries. Basic principles of management. Management. Business. Management concept. Definition of the concept. Science and art of management. Levels of management. Organization. Determining the structure of the company. Types of organizational structure of companies. Supervisor. Planning. Management. Situation. Control. Marketing concept. Marketing. Principles of Marketing. Stages of market research. Segmentation. Contents of market segmentation criteria. Market segmentation criteria. Geographic segmentation. Market penetration. Pricing methods. - Principles of management.ppt

Organisation management

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Organisation management. Statement of the group's task. Requirements for results. Program development. General professional discipline. Course "Management". Studied by specialties. Specialty standard. Standards. Positions common to all programs. Accounting, analysis and audit. Accounting. Economist-manager. General theory of management. Strategic and tactical plans in the management system. Bachelor of Management. A core common to all specialties. The topics we have highlighted. Course topics. Cybernetic foundations of control. Management of socio-economic systems. Approaches to defining the essence of the concept of “management”. - Organization Management.ppt

Management approaches

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Integration of different approaches to management. Efficiency and quality of management. Analysis of the theory. Scientific approaches. Systems approach. Structural approach. Marketing approach. Functional approach. Reproductive-evolutionary approach. Normative approach. Integration approach. A complex approach. Dynamic approach. Process approach. Optimization approach. Directive approach. Behavioral approach. - Approaches to management.pptx

Management problems

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Use of scientific knowledge in management. The world. Management. Problems. Solution to the problem. Questions. Desired state. How to formulate problems. Problems do not exist in isolation from context. A look at the situation. How and why. Why exactly? How to solve problems. Synthesis methods. Empirical synthesis. Thesis. Dialectical synthesis. Antithesis. Hermeneutical synthesis. Motives of behavior. Metaphorical synthesis. Employee behavior. Critical synthesis. Contractual relations. Study. Reactive research. Solutions. Proactive research. Organization theory. Basic philosophical problems. - Management problems.ppt

Modern management models

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Management models. Methodological approach. Japanese management model. Main characteristics of the Japanese model. American management model. Main characteristics of the American model. European management model. Main characteristics of the European model. Arabic management model. Arabic management style. Individual. Change world. - Modern management models.pptx

Management in Russia

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Specifics of management in Russia. Features of the formation of a national management model. Structure of the national Russian management model. Requirements for the national management model in Russia. Basic types of management. Survival strategy. Features of the personnel component. The main directions of the production strategy for survival. Components of an investment strategy for survival. Market strategy in conditions of survival. Stabilizer system. Evolution of the strategy of Russian enterprises. Modern crisis management. Changing goals. Russian experience. Restructuring planning scheme. - Management in Russia.ppt

Nursing management

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Management in nursing. The concept of "management". A set of principles, methods, means and forms of enterprise management. Management. Rating of representatives of various professions. Every cook can rule the state. Successful management of an organization. Schools of Management. School of Scientific Management. Proper organization of work. Administrative or classical school. Harrington Emerson's Principles of Management. Norms. To manage means to predict and plan. Principles of management by Henri Fayol. Subordination of personal interests to general ones. Order. School of Human Relations. -

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Strategic planning

Planning the activities of an organization is a systematic, information-processed PROCESS of qualitative, quantitative and temporal determination of future goals, means and methods of managing an organization for its development

A plan is a complex socio-economic model of the future state of the organization

Levels of planning in an organization Operational planning - determining day-to-day short-term tactics Tactical planning - determining intermediate goals Strategic planning - determining long-term prospects

Principles of planning completeness accuracy clarity continuity Economy

Principles of drawing up plans Completeness - taking into account all events and situations Accuracy - the use of methods, tools, procedures that ensure the accuracy of forecasts Clarity - simplicity and ease of formulating plans Continuity - planning - a continuous process Economy - proportionality of planning costs with effectiveness

Strategic planning defines the main goals of the organization and outlines the final results, covers a period of 10-15 years and has long-term consequences, provides the basis for all management decisions

Strategic planning process Organizational goals Analysis of the external environment Analysis of the internal environment Assessing the implementation of the strategy Implementation of the strategy Selecting a strategy Analysis of strategic alternatives Mission of the organization

Mission of the organization Philosophy, purpose of the existence of the organization A statement that reveals the meaning of the existence of the organization, which reveals the difference between this organization and similar ones

Mission of the organization Philosophy, purpose, raison d'être of the organization (broad meaning) - philosophy - values, beliefs and principles in accordance with which the organization intends to carry out its activities (rarely changes) - purpose - definition of the actions and role of the organization in the life of society (changes depending on from conditions) a statement that reveals the meaning of the organization’s existence, in which the difference between this organization and similar ones is manifested

The mission must be realistic and specific based on the specific characteristics of the organization

The mission must be realistic - practical, actually existing, specific - clearly defined (formulated) based on the specific characteristics of the organization

The mission of the college is to satisfy the needs of the individual in obtaining secondary vocational education in the field of culture and art, and to effectively prepare competent specialists who meet high professional and ethical requirements and are in demand in the labor market of the Perm region

Mission of MBUK "City Palace of Culture" Creation of favorable and comfortable living conditions, development and realization of the cultural and spiritual potential of citizens as the basis for the integrity, sustainable and dynamic development of the city of N.

Why is the mission formulated?

Goals are the specific state of individual characteristics of an organization, the achievement of which is desirable for it and towards which its activities are aimed.

Criteria for setting goals: specificity, measurability, achievability, consistency with each other

Criteria for setting goals: Specificity The goal must clearly state what needs to be achieved as a result of the activity, in what time frame it should be achieved and who should achieve the goal Measurability This means that the goals must be formulated in such a way that they can be quantified or can be measured was some other objective way to assess whether the goal was achieved. Achievability; they should not be unrealistic, beyond the maximum permissible capabilities of the performers. A goal that is unrealistic to achieve leads to demotivation of employees and their loss of direction consistency with each other Compatibility assumes that long-term goals correspond to the mission, and short-term goals correspond to long-term goals

Tree of goals Mission of the organization Key goals by subsystems of the organization Production Marketing Finance Personnel Subgoals by subsystems of the organization

The mission of the MBUK "City Palace of Culture" is to create favorable and comfortable living conditions, develop and realize the cultural and spiritual potential of citizens as the basis for the integrity, sustainable and dynamic development of the city N expanding the range of cultural services in order to preserve the historical and cultural heritage of the city N ensuring accessibility cultural services for citizens with disabilities. Artistic and entertainment activities Formation of a unified cultural space of the city N, creation of conditions for equal access of citizens to cultural values ​​and services Information and educational activities Recreational and health activities

Mission-. Artistic and entertainment activities Information and educational activities Recreational and recreational activities

Strategic planning process Organizational goals Analysis of the external environment Analysis of the internal environment Assessing the implementation of the strategy Implementation of the strategy Selecting a strategy Analysis of strategic alternatives Mission of the organization

No organization can function in isolation, regardless of external reference points. Internal environment External environment

EXTERNAL ENVIRONMENT INDIRECT IMPACT ENVIRONMENT: POLITICS ECONOMY SOCIAL POLICY LEGAL REGULATION EXTERNAL ENVIRONMENT DIRECT IMPACT ENVIRONMENT INTERNAL ENVIRONMENT

EXTERNAL ENVIRONMENT INDIRECT INFLUENCE ENVIRONMENT: POLITICS ECONOMY SOCIAL POLICY LEGAL REGULATION EXTERNAL ENVIRONMENT DIRECT INFLUENCE ENVIRONMENT: BUYERS COMPETITORS SUPPLIERS SOCIAL PARTNERS LABOR MARKET INTERNAL ENVIRONMENT

EXTERNAL ENVIRONMENT INDIRECT INFLUENCE ENVIRONMENT: POLITICS ECONOMY SOCIAL POLICY LEGAL REGULATION EXTERNAL ENVIRONMENT DIRECT INFLUENCE ENVIRONMENT: BUYERS COMPETITORS SUPPLIERS SOCIAL PARTNERS LABOR MARKET INTERNAL ENVIRONMENT: PRO PRODUCTION PERSONNEL MARKETING MANAGEMENT ORGANIZATION FINANCE ORGANIZATIONAL CULTURE

SWOT S - Strengths 1. 2. 3. W- Weaknesses 1. 2. 3. O - Opportunities 1. 2. 3. T - Threats 1. 2. 3. .

SWOT Strengths 1. 2. 3. Weaknesses 1. 2. 3. Opportunities 1. 2. 3. Activities or programs that use the strengths of an organization (or service) to address each opportunity. С1 +В2 Threats 1. 2. 3. .

SWOT Strengths 1. 2. 3. Weaknesses 1. 2. 3. Opportunities 1. 2. 3. Activities or programs aimed at improving, changing or overcoming “weaknesses” to take advantage of the identified opportunities SL2 + B 2 Threats 1. 2. 3. .

SWOT Strengths 1. 2. 3. Weaknesses 1. 2. 3. Opportunities 1. 2. 3. Threats 1. 2. 3. Strategies for protecting against external threats by using the organization’s strengths C5 + U 4.

SWOT Strengths 1. 2. 3. Weaknesses 1. 2. 3. Opportunities 1. 2. 3. Threats 1. 2. 3. Strategies for protecting against external threats by strengthening the organization’s weaknesses SL 1 + U 1.

SWOT Strengths 1. 2. 3. Weaknesses 1. 2. 3. Opportunities 1. 2. 3. Activities or programs that use the strengths of an organization (or service) to address each opportunity. С1 + В2 Activities or programs aimed at improving, changing or overcoming “weaknesses” to use the found opportunities СL2 + В 2 Threats 1. 2. 3. Strategies for protecting against external threats by using the organization’s strengths С5 + У 4 Protection strategies from external threats by strengthening the weaknesses of the organization SL 1 + U 1.

Strengths There is an accessible education system. There is a license and certificate of accreditation of basic professional and additional educational programs. A positive image of the college has been formed in the market of educational services and the labor market of the Perm Territory. A positive image of the college has been formed in the market of educational services and the labor market of the Perm Territory 6. The social partnership of the college has been developed, a database of social partners has been formed in all areas of the college’s activities. Weaknesses Insufficient funding for the college from outside The founder, and as a result, the insufficient opportunity to update the material and technical base of the college with modern equipment that ensures the possibility of effective implementation of educational programs. Imperfections in the structure of continuous art education in the Perm region according to the “Children's Music School, Children's Art School - College-University” system. Opportunities Opportunity for the development of extra-budgetary activities of the college. Strengthening the role of the college staff in the system of continuous art education of the Perm region Improving the quality of educational services in connection with the requirements of consumers S&V S 6 + B 1. Organization of project activities S&V SL2 + B2. Organization of the work of cultural educational institutions of educational institutions in the Perm region Threats High competition in the educational services market Insufficient material and technical base for the development of practical training for students. Reduction of the network of cultural institutions and additional education PC S&U S 3 + U 1 intensification of the work of the PR Service S&U S 2 + U1. Material incentives for teachers

Strategic planning process Organizational goals Analysis of the external environment Analysis of the internal environment Assessing the implementation of the strategy Implementation of the strategy Selecting a strategy Analysis of strategic alternatives Mission of the organization

Organizational reference strategies

CONCENTRATED GROWTH STRATEGY strategy for strengthening market position, market development strategy, product (service) development strategy

CONCENTRATED GROWTH STRATEGY is a strategy for strengthening a position in the market, in which the company does everything to gain the best position with a given product in a given market. This type of strategy requires a lot of marketing effort to implement. market development strategy, which consists in finding new markets for an already produced product; a product development strategy that involves solving the problem of growth through the production of a new product that will be sold on a market already developed by the company.

STRATEGY FOR DIVERSIFIED GROWTH New technologies in production Consolidation of production facilities

DIVERSIFIED GROWTH STRATEGY Although they require significant funding, they must be implemented when a product (or service) loses its successful position in the industry. The market is saturated with this product. It is impossible to develop in this market with this product (service) in this industry Involves searching for growth opportunities in the existing market through products that require new technology different from the one used (for example, a new form for KMM),

INTEGRATED GROWTH STRATEGY acquisition of new property, expansion of the organization from within,

INTEGRATED GROWTH STRATEGY Integration can be carried out both through the acquisition of new property and through expansion from within, which in both cases invariably leads to a change in the organization’s position within the industry

REDUCTION STRATEGY cost reduction strategy, harvest strategy, reduction strategy, liquidity strategy,

REDUCTION STRATEGY: cost reduction, cost reduction and implementation of appropriate cost reduction measures. Harvest strategy, which involves abandoning a long-term view of the business in favor of maximizing profits in the short term; contraction strategy, which involves a firm closing or selling one of its divisions in order to reduce the long-term scope of business. Often this strategy is used by diversified firms when one of the industries does not fit well with others; liquidity strategy, which is an extreme case of the contraction strategy and is implemented when the firm cannot conduct further business;

Key factors selection and strategy of the organization strengths of the industry and strengths of the organization goals of the organization interests and attitude to the strategy of top management financial resources of the organization qualifications of the organization's employees degree of dependence of the organization on the external environment time factor

Action plan Event, program Implementation period Required resources Expected result Artistic and entertainment activities GOAL: Information and educational activities GOAL: Recreational and health-improving Cultural and creative Service activities

Strategic planning process Organizational goals Analysis of the external environment Analysis of the internal environment Assessing the implementation of the strategy Implementation of the strategy Selecting a strategy Analysis of strategic alternatives Mission of the organization

Assessing the implementation of the strategy, collecting information and processing information, analyzing information on the actual results of the organization’s activities, comparing the results obtained with planned indicators, identifying deviations and analyzing these deviations, making adjustments and developing measures necessary to achieve the intended goals.

Strategic planning process Organizational goals Analysis of the external environment Analysis of the internal environment Assessing the implementation of the strategy Implementation of the strategy Selecting a strategy Analysis of strategic alternatives Mission of the organization

Analysis and assessment of the external environment Environmental factors ECONOMIC TECHNOLOGICAL COMPETITIVE INTERNATIONAL SOCIAL MARKET POLITICAL ORGANIZATIONS

assessment of functional areas, identification of strengths and weaknesses: marketing finance operations (production) human resources culture and image of the organization Management survey of the internal strengths and weaknesses of the organization -

STRATEGY (Greek strategos - “the art of the general”) a detailed comprehensive comprehensive plan that ensures the implementation of the organization’s mission and the achievement of its goals; a long-term, qualitatively defined direction for the development of the organization, relating to the scope of the organization’s activities, means and forms of activity, the system of relationships within the organization, as well as position organization in the environment, leading the organization to its goals

Strategy planning process 1. Defining the mission 2. Analysis of the internal environment 3. Formulation of goals 4. Planning strategy 9. Operational management 8. Formation of budgets 7. Carrying out structural changes 6. Development of plans 5. Setting objectives 10. Evaluation, control and formation of a new strategy or Adjustment of strategic objectives

The process of developing and implementing a strategy Analysis, forecasting and monitoring of the external environment Definition of a mission Analysis of the internal environment Formulation of goals Research and use of opportunities and threats facing the enterprise Formulation of a strategic guideline, taking into account opportunities and threats Identification of strengths and weaknesses that contribute to or hinder the effective achievement of a strategic guideline Expression of a general strategic guideline in the form of a specific goal, taking into account the strengths and weaknesses of the enterprise Development of a strategy and management of the main ways to achieve it Planning, implementation and control of strategies ACTION RESULT

STRATEGIC ALTERNATIVES Growth internal external 2 Limited growth 1 Combination of strategies 4 Reduction elimination cutting off excess reduction and reorientation 3

Areas of strategy development (according to M. Porter) Leadership strategy in the fight to reduce costs Differentiation strategies Focused strategies Reducing production costs Specialization in the production of goods/services Concentration on a market segment

REFERENCE DEVELOPMENT STRATEGIES Concentrated growth strategies strategy for strengthening market position market development strategy (search for new markets) product development strategy Integrated growth strategies reverse vertical integration strategy forward vertical integration strategy Diversified growth strategies centered diversification strategy horizontal diversification strategy conglomerate diversification strategy Reduction strategies liquidation strategy harvesting strategy cutting strategy cost cutting strategy

Steps in defining a strategy Understanding the current strategy Conducting a product portfolio analysis Choosing a company strategy Evaluating the chosen strategy

Thompson and Strickland matrix position IV quadrant of strategies Centered diversification Conglomerate diversification Joint venture in a new area market growth Fast II quadrant of strategies Revision of concentration strategy Horizontal integration or merger Reduction Liquidation Weak competitive position III quadrant of strategies Cost reduction Diversification Reduction Liquidation Slow market growth I quadrant of strategies Concentration Vertical integration Centered diversification Strong competitiveness

Assessment of the chosen strategy Directions of assessment compliance with the state and requirements of the environment compliance with the potential and capabilities of the company acceptability of the risk inherent in the strategy Reality of the risk realistic prerequisites underlying the choice of strategy negative consequences for the company in case of failure of the strategy correlation of a possible positive result and the risk of losses from failure to implement the strategy

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The concept of manager The term “manager” is quite widespread and is used in relation to: 1. the organizer of specific types of work within individual departments or program-target groups; 2. the head of the enterprise as a whole or its divisions (divisions, divisions, departments); 3. the manager in relation to subordinates; 4. an administrator at any level of management who organizes work, guided by modern methods, etc.

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A manager must be a leader worthy of emulation. The main task of a manager is to get things done with the help of other people, to achieve teamwork. This means cooperation, not intimidation. A good manager always cares about the interests of the entire company. He strives to balance the interests of the group, the interests of the "boss" and other managers, the need to get the job done with the need to find time for training, production interests with the human needs of subordinates. A manager must be a leader worthy of emulation. The main task of a manager is to get things done with the help of other people, to achieve teamwork. This means cooperation, not intimidation. A good manager always cares about the interests of the entire company. He strives to balance the interests of the group, the interests of the "boss" and other managers, the need to get the job done with the need to find time for training, production interests with the human needs of subordinates.

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The essence of management Key concepts

Lecture outline: Management Manager Basic functions of management Functions of management Management hierarchy

Management Management is a set of methods, means and forms of managing modern production with the aim of increasing its efficiency and increasing profits.

Management The founder of management is F. Taylor (1911 - “Principles of Scientific Management”) The father of management is Henri Fayol (developed 14 universal principles of management) In Russia, management took shape as a science in the 30s and 40s. XX century.

Manager A manager is a person professionally engaged in management activities, vested with the authority to make management decisions and implement them. The purpose of the manager’s work is to ensure the stable competitiveness of the company

Basic functions of management Management is the process of planning, organizing, motivating and controlling, necessary in order to formulate and achieve the goals of the organization planning organization motivation control Management process communication (feedback)

Functions of management: organization, motivation, control, this is the formation of a management goal, the choice of ways and methods to achieve this goal, planning, this is the creation of an optimal management structure aimed at achieving the goals of the organization, this is a set of methods that stimulate employees to work more efficiently, this is a system for regulating the activities of employees performing work of a certain quantity and quality

Management hierarchy development and implementation of the organization’s strategy, making important decisions (company president, minister, rector) monitoring the work of lower-level managers and transferring information to senior managers (chiefs/heads of departments, deans, etc.) monitoring the implementation of production tasks , for the use of resources: raw materials, equipment, personnel (site managers, foremen, etc.) Institutional level Managerial level Technical level

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Historical trends in the development of management Management schools and concepts

Lecture outline: Scientific management Classical (administrative) school Universal principles of management A. Fayol School of human relations “Pyramid of Needs” A. Maslow School of Behavioral Sciences

Scientific Management Founders of the School of Scientific Management (1885 - 1920) F. Taylor (founder of management) and F. and L. Gilbreth 1911 - Taylor publishes the book "Principles of Scientific Management" Key points: Using observations, measurements, logic and analysis, you can improve many manual labor operations and make them more efficient. Increase in productivity and production volumes occurs through systematic stimulation of workers Frederick Winslow Taylor (1856-1915)

Classical or administrative school Time of existence 1920 – 1950 Founder Henri Fayol (father of management) Key provisions: Identification of management as a special type of activity Management activities include the following mandatory functions: planning, organization, management, coordination and control The success of any organization depends on the 14 principles of management Henri Fayol (1841-1925)

Universal principles of management 1. division of labor 2. authority and responsibility 3. discipline 6. subordination of personal interests to general interests 7. centralization 4. unity of management 5. unity of leadership 8. chains of interaction 12. equality 11. stability of personnel 10. order 9. remuneration personnel 13. corporate spirit 14. initiative

School of Human Relations The School of Human Relations originated in the 20-30s. XX century Creators - Elton Mayo, Mary Parker Follett and Abraham Maslow Basic principles: A person’s behavior at work and the results of his work directly depend on the social conditions in which he is at work. The motives of people’s actions are their needs, which can be satisfied with the help of money If management shows more concern for employees, then their level of satisfaction increases, which leads to increased productivity Elton Mayo (1880-1949)

“Pyramid of Needs” by A. Maslow physiological existential social recognition self-expression primary secondary Satisfaction of needs located at the bottom of the hierarchy makes it possible to recognize the needs located higher in the hierarchy and their participation in motivation. Abraham Maslow (1908-1970)

School of Behavioral Sciences School of Behavioral Sciences appeared in the 50s of the 20th century Founders: D. McGregor, Herzberg, Liker This school studied various aspects of social interaction, motivation, the nature of power and communications in an organization, leadership, changing the content of work, quality of work life School Behavioral sciences have moved significantly away from the school of human relations in methods of establishing interpersonal relationships Frederick Herzberg

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External and internal environment of the organization Model of the influence of the external environment on the organization

Lecture outline: 1. External environment of influence: Environment of direct influence Environment of indirect influence Characteristics of the external environment of the organization 2. Internal environment of the organization 3. Model of the influence of the external environment on the organization

Direct impact environment organization competitors consumers suppliers trade unions legislation

Environment of indirect influence organization politics STP economics socio-cultural environment international events

Characteristics of an organization's external environment: interconnectedness of factors - the force with which a change in one factor affects others complexity - the number of factors that significantly influence the organization mobility - the relative speed of change in the environment uncertainty - the relative amount of information about the environment and confidence in its relevance

Internal environment of the organization goals tasks with structure technology people Specific end state, expected result that the organization seeks to achieve Prescribed work that must be performed in an established way within a certain time frame The relationship of management levels and functional areas that allows the most effective achievement of the organization's goals A means of converting input resources into the final desired products or services People are the basis of any organization, create its product, form the culture of the organization

Model of the influence of the external environment on the organization Goal of the organization technology personnel task structure impact of suppliers and technologies impact of the socio-cultural sphere impact of the economy and competitors impact of legislation and politics Input resources result

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Management efficiency

The concept of efficiency Management efficiency is when the entire management process, from goal setting to the final result of the activity, should be carried out at the lowest cost or with the greatest effectiveness.

Concept of effect Effect is the result of measures aimed at improving the organization as a whole. Components of management effect: economic; socio-economic effect; social effect.

The components of an organization's success are the ability to survive, effectiveness and efficiency, and the practical implementation of decisions made.

Key performance indicators 1 . Share of management costs. 2. Economic efficiency of management. 3. The ratio of the number of management personnel to the number of production personnel. 4 . The ratio of linear and functional management personnel. 5 . Financial position of the enterprise.

Indicators of social efficiency Timeliness of order execution Completeness of order fulfillment Provision of additional services After-sales service

Economic efficiency indicators Share of administrative and management expenses in the total costs of the organization Share of the number of managerial employees in the total number of employees in the organization Standard of controllability

Management effectiveness. The concept of management effectiveness is the ability of the management system to ensure the achievement of final results that create conditions for the sustainable development of the organization.

Management is effective if: The organization has achieved final results These results are commensurate with the needs A certain need for the results of the organization’s activities has been identified Effectiveness has been achieved for each type of functional management

Necessary qualities of a manager for successful management Ability to lead Sociability Charisma Ability to form a team Composure Ability to navigate the environment Intuition Ability to resolve conflict situations Diplomacy Ability to quickly integrate a team Ability to negotiate Ability to use people’s capabilities for the benefit of the organization

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The essence and methods of planning and forecasting Planning and forecasting in the management system

Lecture outline: Concepts of forecasting and planning Why is forecasting difficult? Planning classification criteria Techniques and types of planning Planning as a management decision Forecasting methods

Concepts of forecasting and planning Forecasting is a look into the future, an assessment of possible development paths, the consequences of certain decisions Planning is the development of a sequence of actions that allows you to achieve the desired Planning is the systematic search for opportunities to act and predicting the consequences of these actions in given conditions

Why is it difficult to predict? it is difficult to predict due to the existence of various types of uncertainties: insufficient knowledge about natural phenomena and processes; uncertainties associated with the immediate environment of the company (primarily partners and competitors of our company); uncertainties at the country level (future market situation in the country); foreign economic uncertainties (foreign partners)

Criteria for classification of planning by timing by content in the aspect of entrepreneurial activity by area of ​​functioning by coverage general operational partial target tactical strategic financial potential marketing finance production short-term medium-term long-term contour global detailed by degree of coverage by subject (object) of planning

Techniques and types of planning There are: sequential planning (a new plan is drawn up after the expiration of the previous one), rolling planning (after part of the validity period of the previous plan has expired, it is revised for the remaining period and a new one is drawn up for the period after the entire period of the previous one, etc.) rigid planning (all goals and activities are specifically indicated) flexible planning (the possibility of ambiguous conditions arising and revision of the plan taking them into account is taken into account)

Planning as a management decision. Stages of planning 1. Goal setting (formulation of goals) What exactly does your company want to achieve? Which method seems to be the best? 2. Selection, analysis and evaluation of ways to achieve set goals 3. Drawing up a list of necessary actions How close are the actual results to the planned ones? 4. Drawing up a work program (action plan) What exactly needs to be done to achieve the goals? 8. Monitoring the implementation of the plan, making necessary changes if necessary 6. Analysis of the developed version of the plan 5. Analysis of resources In what order should the actions planned at the previous stage be performed? 7. Preparation of a detailed action plan Does the developed plan solve the problems set at the first stage? What resources will be needed to implement the plan? It is necessary to detail the developed plan, select the timing of the work, and calculate the necessary resources.

Forecasting methods All forecasting methods (there are more than 100 of them) can be divided into two groups. The most widely used methods are interviews, brainstorming, collective expert surveys, scenario method, informal (heuristic), formalized individual expert assessments, collective expert assessments, script writing, modeling, extrapolation methods.

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Concept and types of organizations Characteristics of organizations

Lecture outline: Types of organizations and their structures Types of organizations for interaction with the external environment Types of organizations for interaction of divisions Types of organizations for interaction with people

Types of organizations and their structures Each organization is a rather complex system, which can be described by determining the nature of the interaction at each level: levels “organization - external environment” “division - division” or “group - group” “individual - organization” mechanistic type of organization individualist organization corporate organization organic type of organization traditional type of organization divisional organization matrix organization

Types of organizations for interaction with the external environment The mechanistic type of organization is characterized by: The term “mechanistic” indicates that the organization is designed like a machine mechanism intended for productive operations This type is effective when using routine technologies (low uncertainty about when, where and how to perform work) and there is an uncomplicated and undynamic external environment, the use of formal rules and procedures, a rigid hierarchy of power, centralized decision making, narrowly defined responsibilities at work

Types of organizations for interaction with the external environment The term “organic” shows that the organization is structured like a living organism. This type is effective when using non-routine technologies (high uncertainty about when, where and how to perform work) and there is a complex and dynamic external environment. The organic type of organization is characterized by : weak or moderate use of formal rules and procedures decentralization and worker participation in decision making broadly defined job responsibilities few levels of hierarchy flexible power structure

Types of organizations for the interaction of divisions Traditional organization The basis of this scheme is linear divisions that carry out the main work and service functional divisions created on a “resource” basis plant director finance personnel planning supply product development production production sales of products Scheme of linear-functional organization

Types of organizations for the interaction of divisions General Director Finance Personnel R&D Plan Car plant Refrigerator plant Supply production production Accounting Sales planning Supply Accounting Sales planning Shop 3 Shop 4 Shop 1 Shop 6 Shop 5 Shop 2 Shop 1 Shop 2 Shop 3 Shop 4 Shop 6 Shop 5 Divisional organization This scheme is widely used in multi-product production or in multinational companies, where territorial disunity forces the autonomy of country offices

Types of organizations for the interaction of departments Matrix organization This type of organization is characterized by the following elements: project management, temporary task forces, permanent complex groups Project Manager “C” Project Manager “B” Project Manager “A” Head of Production Services Manager Head of development services Head of marketing services Head of organization Project coordinator Functional part Project part

Types of organizations for interaction with people Main characteristics of corporate and individualistic organizations corporate individualistic Monopoly and standardization in the organization's activities The principle of majority or seniority in decision making People for work Dominance of hierarchical power structures Creation and maintenance of a shortage of opportunities and resources with their centralized distribution The combination of competition and cooperation in activities of members or groups The principle of minority or veto in decision making Work for the person The principle of aligning the interests of all members of the organization Search for opportunities and additional resources

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Motivation of activity in management

Basic concepts Motivation is a set of internal and external driving forces that encourage a person to engage in activities aimed at achieving certain goals. Needs are the internal state of a person, reflecting the physiological and psychological deficiency of something.

Basic concepts Motive is what causes certain human actions. Incentives - act as levers of influence or carriers of “irritation” that cause the action of certain motives.

Scheme of the motivational process 1. The emergence of needs 2. Finding ways to eliminate needs 6. Eliminating needs 5. Carrying out an action to receive a reward 4. Carrying out an action 3. Determining the direction of action

Maslow's hierarchy of needs theory Main ideas: unsatisfied needs motivate a person to action, satisfied needs do not motivate people; The higher the position of needs in the hierarchy, the fewer people they become motivators of behavior.

Maslow's pyramid of needs

Disadvantages of Maslow's concept Ignoring the individual characteristics of people and the influence of situational factors; assumptions about the possibility of transition from one level of needs to another only in the direction from bottom to top; the assertion that satisfaction of the upper group weakens the effect on motivation.

Alderfer's ERG Theory Alderfer, like Maslow, views needs in a hierarchy, but considers it possible to move from one level to another in any direction.

Alderfer's ERG theory (need groups) Existence needs Connection needs Growth needs

Scheme of ascent and return entry down the Alderfer hierarchy of needs The process of satisfying needs is a movement upward through the levels of needs. The process of frustration is a failure in the desire to satisfy a need. Growth needs Communication needs Existence needs

Concept of motivation by D. McClelland (theory of acquired needs) The author highlights: n the need for success (a person’s desire to achieve his goals more effectively than before); n the need for involvement (establishing good relationships with others, receiving support from them); n need for power: they strive for power for the sake of power; they strive for power for the sake of solving group problems.

Herzberg's two-factor theory The author showed that people's behavior is influenced by both satisfaction and dissatisfaction of needs. The manager must first relieve dissatisfaction among employees, and then achieve satisfaction.

Groups of needs Motivating (for recognition, success, promotion, etc.) “Hygienic” (related to working conditions)

Scales for assessing the degree of satisfaction of needs “Satisfaction - lack of satisfaction” (satisfaction of motivating needs stimulates work activity, dissatisfaction does not demotivate). “Dissatisfaction is the absence of dissatisfaction” (dissatisfaction with “hygienic” needs reduces incentives to work, but satisfaction does not completely activate it).

The influence of motivational factors on people's attitudes towards work Factors that increase productivity Force them to work better, % Make work more attractive, % Both together, % Good chances for promotion 48 22 19 Good earnings 45 22 22 Work that forces you to develop abilities 40 22 20 Complex and difficult work 38 30 15 Work requiring independent thinking 32 33 17 Interesting work 36 35 18 Work requiring quality 35 31 20 Recognition and approval of good work 41 34 17

The influence of hygiene factors on people’s attitudes towards work Factors that make work more attractive Make work better, % Make work more attractive, % Both together, % Quiet work 13 61 15 Availability of information 21 49 16 Good management 19 52 12 Quiet and clean environment 12 56 2 Flexible work schedule 18 49 15 Convenient work location 12 56 12 Additional benefits 27 45 18 Fair distribution of tasks 21 45 8 Good team 17 54 13

V. Vroom's theory of expectation He believed that in addition to perceived needs, a person is driven by the hope of a fair reward. Valence is the degree of attractiveness and priority for a person to achieve goals. Expectation is people’s idea of ​​the extent to which their actions will lead to the desired result.

Components of successful motivation based on the theory of expectations Valuable rewards Clear statement of the task Availability of necessary working conditions Single connection between results and rewards Providing feedback between the manager and subordinates.

Schematic representation of expectancy theory Valence of result Valence of result Expectation of second-level results Expectation of second-level results EFFORT PERFORMANCE REWARD PUNISHMENT

J. Adams' theory of justice The author argues that a person's motivation is influenced by the fairness of the assessment of his successes in comparison with both previous periods and the achievements of other people. Individual income = Income of others Individual costs = Costs of others

J. Adams' theory of justice The positive role is played by: open discussions of controversial issues; eliminating secrecy regarding the amount of remuneration; creation of a favorable moral and psychological climate.

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Control

Definition Control is ensuring that an organization achieves its goals. Standards are specific goals for which the process can be changed.

The main components of the control process Setting standards Measuring the actual results achieved Making adjustments (if necessary)

Types of control 1. Preliminary 2. Current 3. Final

Areas of use of preliminary control 1. Human resources 2. Material resources 3. Financial resources

Functions of final control Final control provides the organization’s management with the information necessary for planning if similar work is planned to be carried out in the future Final control promotes motivation

Model of the control process (based on the principle of exception) Planning Performance indicator Scale of acceptable values ​​Transferring data to employees Assessing the significance of information Compare results with standards Review standards Are the standards realistic? Have the goals been achieved? Eliminate the deviation What is the reason for the deviation? Do nothing yes yes no no

Stages of the control process 1. Development of standards and criteria 2. Comparison of real reserves with standards and criteria 3. Taking the necessary corrective actions: - do nothing - eliminate deviations - revise the standard

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Solutions. Types of solutions

A decision is a choice of an alternative. Decision making is an integral part of managing an organization of any kind. A problem is a situation where the set goals are not achieved. Key Concepts

Types of decisions 1. Organizational decision: programmed, unprogrammed 2. Compromises 3. Intuitive decision 4. Judgment-based decision 5. Rational decision

Stages of rational problem solving 1 - diagnosis of the problem; 2 - formulation of restrictions and criteria; 3 – identification of alternatives; 4 – assessment of alternatives; 5 is the final choice. 1 2 3 5 4

Explanations (stages of a rational solution) Diagnosis of the problem - the need to collect and analyze the required external and internal information. Limiting decisions is a restriction of the powers of all members of the organization, determined by senior management. Decision criteria are the standards by which alternative choices are evaluated.

Explanations (stages of a rational decision) Evaluating alternatives - determining the advantages and disadvantages of each solution, as well as possible consequences. Selection of alternatives is a careful definition of the problem, after which the manager selects the alternative with the most favorable consequences.

Explanations (types of decisions) An organizational decision is a choice that a manager must make in order to fulfill the responsibilities of his position. Compromises are decisions that, taking into account all factors, seem to be the most successful in terms of the final result.

Explanations (types of decisions) An intuitive decision is a choice made only on the basis of a feeling that it is correct. A judgment-based decision is a choice driven by knowledge or experience.

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POWER, LEADERSHIP AND MANAGEMENT

Concept of leadership Leadership is the ability of a person to influence people and thereby direct their actions to achieve specific goals.

Qualities of a leader Honesty High intelligence Ability to understand people Stability of views Self-confidence Modesty in everyday life Erudition

Differences between a leader and a manager Leader Manager Innovator Administrator Inspires Instructs Works according to his own goals Works according to the goals of others Vision is the basis of action Plan is the basis of action Relies on people Relies on the system Uses emotions Uses arguments Trusts Controls Gives impetus to the movement Supports the movement Enthusiast Professional Turns decisions into reality Accepts solutions Doing the right thing Doing the right thing We adore We respect

The concept of power Power is the potential or real ability to influence other people. Influence is the result of a manager changing an employee's behavior during interactions with him.

Types of organization of power Sole (carried out by one person) Collective (carried out by a group) Collegial (carried out by one person taking into account the general opinion)

Administrative power (based on coercion) Positive aspects: Allows you to achieve quick results Easy to use Negative aspects: High staff turnover Decreased qualifications of employees Lack of loyalty among subordinates Falsification of reports by staff

Types of power Formal is the power of a position (not related to the personal qualities of the owner). Real - also depends on the degree of recognition of its owner by others.

Power based on remuneration Positive aspects: Long-term influence on personnel Development of their business activity Formation of positive attitudes towards the manager Negative side: There is a possibility of errors in the manager’s actions (financial, economic, etc.)

Expert power (based on the manager’s high professionalism) Positive aspects: Guarantee of high work efficiency Use of low-paid labor Clear professional responsibility of the manager Negative aspects: Effective until the manager’s first mistake Poor return from personnel Low level of power

Reference power (based on personal example) Positive aspects: High intensity of staff work Quick implementation of management decisions Low degree of conflict in work groups Low remuneration costs Negative aspects: Lack of democratic control procedures Disorganization of management in the absence of a manager No acceptability of management

Legitimate power Positive aspects: Stability of management Conflict-free management Quick decision making Predictability of staff behavior Negative aspects: Reduced work activity Poor adaptation to changes in the external and internal environment Creative approach to work is not stimulated

Leadership styles Leadership style is a qualitative characteristic of a leader’s activities and the ways in which he influences performers. Subordination style is a set of employee actions related to the implementation of tasks set by the manager.

Authoritarian leadership style Indicator Authoritarian leadership style Method of decision-making Sole way of influencing staff Order Responsibility On the manager Initiative of performers Allowed Preferred employees Executive, submissive Manager's attitude towards contacts Keeps a distance Attitude towards staff Rigid, demanding Requirement for discipline Formal, rigid Methods of stimulation Administrative Atmosphere Tense Discipline Blind Interest in work Low Features of the work process High intensity

Democratic leadership style Indicator Democratic leadership style Method of decision-making by the Group Method of influencing staff Proposal Responsibility In accordance with authority Initiative of performers Encouraged and used Preferred employees Qualified Manager's attitude towards contacts Actively supportive Attitude towards staff Friendly demanding Requirement for discipline Reasonable methods of stimulation Economic Atmosphere Free Discipline High Interest in work High Features of the work process High quality

Liberal leadership style Indicators Liberal/bureaucratic Method of decision-making by individuals or groups Method of influencing staff Request, persuasion/threats Responsibility On the performers Initiative of the performers Prevails Preferred employees Initiative, creative Attitude of the manager to contacts Does not show initiative Attitude towards subordinates Soft, undemanding Requirements for discipline Uncertain Methods of stimulation Moral / power Atmosphere Free / arbitrariness Discipline Conscious / low Interest in work High / none Features of the process there Creativity / indifference

Reasons for delegating work With the help of delegation, a subordinate can reveal his abilities. Refusal to delegate leads to overload of management and slow down the decision-making process.

For effective delegation of work, it is necessary to: Define responsibility and authority for each type of activity Avoid detailed instructions Do not draw conclusions for subordinates Encourage subordinates to take initiative Calmly respond to some failures in the work of subordinates

Effective time management depends on: Correct planning of your time Operative organization of the work process Successful communication activities

The concept of time planning Planning is preparation for the implementation of goals and structuring time. Planning every day for 10 minutes gives a daily 2-hour time savings.

Basic rules for planning personal time Make realistic action plans in writing; Fix goals in plans, not actions. Transfer what has not been done to the plan for the next period; Set exact deadlines for all types of activities; Leave a certain amount of time as a reserve; Think alternatively when planning.

Organization of the labor process For the effectiveness of management activities, it is necessary to correctly structure the manager’s working day.

Rules for starting the day Review your daily plan; You should start by completing the most important tasks; Get down to business without hesitation; Agree on the day's plan with the secretary.

Rules for the main part of the day It is advisable to perform homogeneous tasks in series; Avoid unplanned actions; Maintain an appropriate pace; Bring the job you start to completion; Control your time and plans.

Rules for ending the working day Monitoring results and self-monitoring; Making a plan for the next day

Information and communication are key aspects of any management process and public relations. Managers spend about 80% of their time reading, talking on the phone, and attending meetings. Information and communication

Conditions for Rational Reading Sift through the available material before processing it. Collect small texts into blocks for serial reading and processing.

Interference with rapid reading: Internal pronunciation of what is being read Returning to the passages read Tracking with a finger or pencil Head movement (instead of tracking with the eyes) Poses that are uncomfortable for reading External factors

To hold a meeting, you must: Clarify the purpose of the meeting Outline the circle of participants Select the date and time for it The most important issues should be discussed first During the meeting, you need to double-check how the goals are being achieved At the end - summarize

Advantages of telephone conversations Fast exchange of information Communication with the subscriber is established immediately Reduction of paperwork Saving money

Tips for conducting telephone conversations Be brief Avoid parallel conversations with employees Write down important information Politely end the conversation as soon as its purpose has been achieved

Self-control Control (as a function of self-management) serves to optimize the work process. Control provides an experience of success, which has a positive effect on mood and motivation and contributes to the improvement of personal work style.

Components of control Control Understanding the physical condition Comparing what was planned with what was achieved Adjustment based on established deviations

Necessary questions for self-control Am I really doing the necessary tasks? Do I collect small tasks into a single block? What happens if you abandon this goal? How much time can be saved? What was left undone and why? What results have been achieved? What conclusions can be drawn for planning the next period?

Formation of a verbal image Verbal image is an opinion formed about you based on information: direct or indirect; conscious or unconscious; verbal or non-verbal.

Techniques for forming a verbal image: It’s more positive to talk to people than to talk; it is necessary to take into account the personal interests of the interlocutors; do not forget to initiate a smile when talking with your interlocutor; more courageously overcome some social taboos.

Positive image Components of the image of a business person: the impression he makes (appearance, speech, manners, people and things around him) and his business qualities.

Techniques for establishing contact: smile, friendly look; a greeting including a handshake and words; addressing a partner by name and patronymic, exchanging business cards; manifestation of friendly disposition; emphasizing the importance of the partner and the company he represents.

Self-confidence 1. Stop criticizing yourself. 2. Stop complaining. 3. Take care of your physical fitness. 4. Gain independence. 5. Look at the world positively.

Typical signs of a person who is “closed” to others: he is afraid, indecisive, lacks faith in his own abilities; he is a pessimist, distrustful, and counts only on the bad; he rarely laughs and shows his joy, rarely says “thank you”; he often refuses, says “no” more often than “yes”; he often acts fussy, nervously, with irritation;

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Conflict management

Definition: Conflict is a clash of opposing interests based on rivalry, empathy, and confrontation.

Types of conflict Functional (leads to increased efficiency of the organization, provides additional information about the problem and options for solving it). Dysfunctional (leads to decreased personal satisfaction and decreased organizational effectiveness).

Intrapersonal; Interpersonal; Between the individual and the group; Intergroup conflict. Main types of conflict

Main causes of conflict 1. Distribution of resources; 2. Interrelation of interdependent tasks; 3. Differences in goals; 4. Differences in ideas and values; 5. Differences in behavior and life experiences; 6. Dissatisfied with communications.

Model of conflict as a process Possibility of conflict resolution Source of conflict Conflict occurs Functional and dysfunctional consequences of conflict Reaction to the situation Conflict does not occur Conflict management Management situation

Structural methods of conflict resolution 1. Clarification of job requirements; 2. Coordination and integration mechanisms; 3. Organization-wide comprehensive goals; 4. Structure and reward system.

Conflict resolution styles Avoidance Smoothing method Coercion Compromise Problem solving

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“When there is no agreement among comrades, their business will not go well...” I.A. Krylov The term management (from English management - the art of breaking horses) appeared in a meaning close to modern with the beginning of the industrial revolution of the 18-19 centuries in England, and then spread throughout the world.

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MANAGEMENT is the activity of managing an enterprise in market conditions. The ability to achieve set goals using work, intelligence and the motives of behavior of other people. Control.

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Management as a type of activity has several meanings Management of production personnel Enterprise management Organization of production in market conditions

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Objects and subjects of management information management production finance personnel market innovations supply and sales Objects of management Subject of management - specialist manager

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TASKS OF MANAGEMENT To stimulate people and guide them so that they act within the framework of the work assigned to them, while understanding all the relationships, reasons, consequences of their actions and decisions. To unite the actions of all people within the organization so that, when merging, these actions turn into an effective business for the company. make what you want possible, and then real.

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Stages of management development Ancient (7 thousand years BC - 18th century) Industrial (1776 - 1890) Systematization (1890 - 1960) Information (1960 - present)

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SCHOOLS OF MANAGEMENT Scientific school (classical) Behavioral and human relations school (neoclassical) School of management science (modern)

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SCIENTIFIC SCHOOL (1890-1920) Theory of scientific management basic. Frederick Taylor - Cost of production was calculated mathematically; - Created a rational labor system: timing, standards, rest breaks; - Each employee should be assigned the work for which he is best suited; - Wages are paid to the person, not the place; - The employee needs to be stimulated to increase productivity; - For the first time, ff control was highlighted. Theory of administrative management basic. Henri Fayol Management is a universal process consisting of interrelated ff. Management principles: Division of labor. Authority and responsibility. Discipline. Unity of command. Staff remuneration. Order. Justice. Corporate spirit, etc. Formulated ff management.

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Behavioral school and school of human relations (1930-1950) The founders of the development of this school are considered to be Mary Parker Follett and Elton Mayo. If the organization of work is rational and effective, then labor productivity is influenced by social and psychological factors. People are very responsive to: a favorable moral and psychological climate; care from management. The forces that arise between people can exceed the efforts of leaders. Sometimes employees react more strongly to pressure from their colleagues than to the wishes of management and material incentives. If management cares about its employees, then the level of job satisfaction increases, and this leads to increased productivity.

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The behavioral approach to management is based on helping employees understand their own capabilities. The attention given to workers gives them status and a sense of importance. The motivational approach is that the basis of the motives of people’s behavior are needs. The founder of this approach is Abraham Maslow, who created the hierarchy of needs.

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SCHOOL OF MANAGEMENT SCIENCE There are 3 main approaches to management: process system situational

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The process approach is based on the fact that management is a continuous chain of functions. Management functions are united by connecting processes: Communications Decision making

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Systematic approach Based on the fact that an organization is a system, i.e. a single whole consisting of interconnected parts. The system can be: a) open Interacts with the external environment; Has the ability to adapt to changes in the external environment. b) closed Has rigid fixed boundaries; All actions are relatively independent of external factors.

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Situational Approach A situation is a set of circumstances that greatly influence an organization at a particular time. The manager must: be familiar with the management process; be able to foresee the likely consequences (+ and -) of using any technique in a specific situation; be able to correctly interpret the situation and identify important factors; be able to select specific techniques that would cause the least negative effect and give the least amount of disadvantages in a given situation.