1.The essence of management

Management is an independent type of professionally carried out activity aimed at achieving set goals in market conditions through the rational use of material and labor resources using the principles, functions and methods of the economic management mechanism. Management management in market conditions means: 1. The company’s orientation towards the demand and needs of the market, towards the needs of specific consumers and the organization of production of those types of products that are in demand and can bring the company the planned profit. 2. Constant desire to improve production efficiency, to obtain optimal results at lower costs. 3. Economic independence, providing freedom of decision-making to those who are responsible for the final results of the activities of the company and its divisions. 4. Constant adjustment of goals and programs depending on market conditions. 5. Identification of the final result of the activity of a company or its economically independent divisions on the market in the exchange process. 6. The need to use a modern information base with computer technology for multivariate calculations in making informed and optimal decisions. The term management is analogous to “management”, but management is much broader, because applies to various types of human activity. “Management” applies only to the management of socio-economic processes at the level of a company operating in market conditions. Management as an independent type of professional activity presupposes that the manager is independent of ownership of the capital of the company in which he works. May or may not own shares. Ensures communication and unity of the entire production process. The subject is a specialist manager and the object is the economic activity of the company as a whole or its sphere. Economic activity - the activity of a company in any sector of the economy (trade, industry, construction, banking, insurance); in any field of activity of the company (R&D, production, finance, sales), if it is not aimed at obtaining profit as the final result or business income, depending on the specific goals of the company. Household The company's activities require a style of work that is based on a constant search for new opportunities, the ability to attract and use resources from a wide variety of sources to solve assigned problems, achieving increased production efficiency. Determining the goals of the company's activities - Management by setting goals is carried out taking into account the assessment of the potential capabilities of the company and its provision with appropriate resources. (Goals: general - the concept as a whole, specific - for the main types of activity.) Rational use of material and labor resources - achieving goals with a minimum of costs and maximum efficiency. Management has its own economic mechanism, which is aimed at solving specific problems of interaction and implementation of tasks that arise in the process of activity. Ek. mech consists of 3 blocks: intra-company management, production management, personnel management.

^ 2. Content of the concept of “management”. The content of the concept of management can be considered as the science and practice of management (No. 3), as the organization of company management and as the process of making management decisions. 2. Carry out any types of business activities aimed at making a profit. (Achieving certain results in the course of business activities). Goals: transformation of resources (capital, information, etc.) to achieve final results. To implement them, it is necessary to carry out various types of activities - functions. Depending on the goals, the organization is divided into units (groups of people whose activities are coordinated and directed to achieve a common goal). M. as a management organization. An organization is a structure within which consciously coordinated activities are carried out aimed at achieving common goals. Organization-body, subject of management - management. M. as different levels of the management apparatus: top management, middle m., lower m. M. as organizing the work of people to achieve the intended goal in the most rational way. Management as a management system in which a company or its division acts as a managed object. A collection of objects - a system. The management system must have material, financial, labor and other resources that ensure the implementation of management impacts. The presence of information about the external environment and conclusions about its influence on the management system increase the efficiency of the system, because allow timely adjustments to be made to the management process and adapt to changes in the external environment. M. as management of any organization, regardless of the goals of their activities. 3. Any situation requires decisions to be made. Every management decision is the result of feedback from the market and other elements of the external environment. Management decisions are made on the basis of information received and processed in the process of preparing decisions. The decision made is specified for the executors and control over execution. Decision making is the prerogative of managers at all levels with appropriate authority. The process of functioning of the management system includes work on its improvement and rationalization.

3. ^ Management as a science and practice of management

Scientific foundations are understood as a system of scientific knowledge that forms the theoretical basis for management practice and provides management practice with scientific recommendations. The first stage of the scientific management methodology is the analysis of the content of the work and the identification of its main components. Then the need for the systematic use of incentives was substantiated in order to interest workers in increasing labor productivity and increasing production volume. 4 concepts (foreign practice): 1. Scientific management. 2. Administrative management. 3. management from the perspective of psychology and human relations. 4. Management from the perspective of behavioral science. 3 approaches (modern): 1. Approach to management as a process. 2. Systematic approach. 3. Situational approach.

Scientific management concept. Development in the USA since the beginning of the 20th century. Founder F. Taylor, book “Principles of Scientific Management”. He considered management to be a true science, resting on the foundation of laws, rules, and principles of separating planning from the actual implementation of the work itself. Management work—a particular specialty and the organization as a whole—benefits if each group of workers focuses on what it does best. Thanks to this concept, management was recognized as an independent field of scientific research and it was proven that the methods used in science and technology can be effectively used in the practice of organizations to achieve their goals. The authors of this concept devoted their research mainly to the problems of production management.

^ Concept of administrative management. Aimed at developing general problems and principles of managing the organization as a whole. Within its framework, in the 1920s, the concept of the organizational structure of a company was formulated as a system of relationships with a certain hierarchy. An organization is a closed system, the improvement of the functioning of which is ensured by intra-company rationalization of activities without taking into account the influence of the external environment. An organization can be managed in a systematic way. The concept is called classical control theory. Representative A. Fayol. Manage - foresee, organize, manage, coordinate, control. He considered management as a set of principles, rules, techniques aimed at carrying out business activities most effectively, optimally using the resources and capabilities of the company. He considered management as a universal process consisting of several interrelated functions, such as planning and organization. control. Development of principles for constructing structures. bodies and managers production.

^ The concept of management from the perspective of psychology and human relations. Defined management as ensuring that work gets done with the help of others. A. Maslow. The motives for people's actions are not economic forces, but various needs that can be satisfied in monetary terms. Labor productivity of workers could increase not so much due to an increase in wages, but as a result of changes in relations between workers and managers, increased workers' satisfaction with their work and relationships in the team. 30-50s, the use of techniques for managing interpersonal relationships to increase the degree of satisfaction of employees with the results of their work forms the basis for increasing their productivity.

^ The concept of management from the perspective of behavioral science. Modern theory, 60s. Increasing the efficiency of the organization as a result of increasing the efficiency of its human resources. Study of various aspects of social interaction, motivation, nature of power, content of work, quality of work life. Goal: To assist the employee in creating his own capabilities based on the application of the principles of behavioral science to the construction and management of organizations. Management as a management science develops means and methods that would contribute to the most effective achievement of the organization's goals, increasing labor productivity and profitability of production based on the prevailing conditions in the internal and external environment.

1. Approach to management as a process. Defines management as a process in which activities aimed at achieving the goals of the organization are considered as a series of continuous interrelated actions - management functions. (Planning, organization, command, motivation, leadership, coordination, control, communication, research, evaluation, decision-making, selection personnel, representation and negotiations, conclusion of transactions).

2.System approach. Managers must view the organization as a collection of interdependent elements, such as people, task structure, and technology, that are oriented toward achieving different goals in a changing environment. 3. Situational approach. The suitability of different control methods depends on the situation. Because There are many factors both in the organization itself and in the environment. environment, there is no single best way to manage an organization. The most effective method in a particular situation is the one that is most appropriate for the given situation. A situation is a set of circumstances that affect the functioning of organizations at a given time.

^ Manager and its functions

Manager-supervisor, manager, holding a permanent position and vested with the authority to make decisions on specific types of activities of a company operating in market conditions. Organizer of specific types of work, manager of the enterprise as a whole and divisions, administrator of any level of management. Risk and uncertainty require managers to be independent and responsible for decisions made, and contribute to the search for optimal organizational, scientific and technical solutions regarding innovations. Requirements: general knowledge in the field, possession of various skills: administration, entrepreneurship, showing initiative, practical experience, ability to analyze activities, ability to anticipate trends, etc. Ability to manage people (knowledge of subordinates and their abilities, knowledge of conditions, protection of interests, elimination incapable in order to maintain unity.Creative attitude, awareness, ability to use resources and information.

^ 5. The essence and content of the concept of “entrepreneurship”, “business”, “entrepreneurial structure”

Entrepreneurship, entrepreneurial activity is a type of independent economic activity. activities carried out by individuals. and legal persons called entrepreneurs, on their own behalf and at their own risk on an ongoing basis. Aimed at achieving the intended result through the best use of capital and eco resources. separate subjects of market economy, bearing full property responsibility for the results of their activities and subject to legal norms. Business affairs, business activities aimed at solving problems ultimately associated with the implementation of transactions in the market for the exchange of goods and services between businesses. market entities using the forms and methods of specific activities that have developed in market practice. It is done to generate income from the results of activities in a variety of areas. Subjects: physical and legal faces. It is important for the entity to have capital at its disposal, which enters into circulation and bears responsibility. B. - always ultimately committing commercial transactions for the exchange of goods or services, the result may be making a profit and incurring a loss. B. a broader concept than entrepreneurship, because business includes the execution of any single one-time commercial transactions in any field of activity aimed at generating income. The subject is a businessman, merchant status recognized by law, carrying out business activities on his own behalf. Entrepreneurial structure. The composition of subjects of market relations, which include only those organizational and household. units whose purpose of activity is making a profit as the final result of the activity.

^ 6. Classification of firms by type and nature of activity.

1.Industrial companies. The activities are based on the production of goods (usually 50% of turnover is the production of industrial products). The release of the vast majority of products and a significant part of international trade is concentrated in the hands of a small group of the largest industrial giants, among which transnational corporations (TNCs) stand out in terms of size and scale of activity. They occupy a dominant position in the trade of patents and licenses, and the provision of technical services. The largest industrial firms are the main exporters of productive capital, which is used to create their own network of branches and subsidiaries abroad, which means. Some products are imported from their foreign enterprises. Exports are replaced by production at foreign enterprises. The transformation of large companies into diversified complexes is a consequence of the process of diversification of production. (connection within the framework of a complex of an increasingly wider range of branches of industrial production through the penetration of one company into completely new industries that are technologically unrelated to each other. 2. Trading firms. Occupied carrying out mainly transactions for the purchase and sale of goods. They can be part of the sales system of large industrial companies, or exist independently and carry out intermediary operations. They can be highly specialized or sell a wide range of products. There are monopolistic associations (trade in sugar, non-ferrous metals, grain, rubber, cotton, timber, etc. 3. Transport companies. Carry out international transportation of goods and passengers. Usually they specialize in certain types of transportation: shipping, road, air, rail. 4. Insurance companies. Provide cargo insurance during international transportation. 5. Transport - forwarding companies. Carrying out operations to deliver goods to the buyer, carrying out instructions from other companies. Functions: checking containers, packaging, labeling, preparation of shipping documents, payment of transportation costs, loading, storage, etc.

^ Classification of firms by legal status.

Determines who is responsible for the company’s obligations and to what extent. Registered companies - legal entities. persons (associations of persons and capital, endowed with inherent rights and obligations, having separate property rights. Legal entities of public law - have the public nature of the goals pursued, powers of authority, special nature of membership. - state bodies, institutions, organizations not engaged in entrepreneurial activities. Legal entities of private law - associations of persons and capital, registered as firms, regardless of the nature of activity, property, ownership of capital. Firms: 1. Sole proprietorships. 2. Associations of entrepreneurs.

Property of one person or family, cat. bears responsibility for its obligations with all the capital of the enterprise and all personal property. It can be registered as independent or as a branch of another enterprise of the same entrepreneur. The business name may or may not coincide with the last name and first name of the person to whom it belongs. All business is carried out by the owner or managers. Usually small and medium-sized companies, but there are giant companies.

Their division depending on the nature of the association and the degree of the association participants in the obligations of the company. Associations of persons are based on the personal participation of their members in the conduct of the affairs of the company. Goal: concentration of capital and release of participants from risk. Division into: 1. Full partnership. 2. Limited partnership. 3. Limited liability company. 4. Joint stock company. Partnership is an association of persons, a company is an association of capital. 1.Full comrade - an association of two or more persons to carry out business activities for the purpose of making a profit. Each participant personally participates in the activity and bears full responsibility for capital and property obligations. Losses and profits are distributed among the participants in proportion to their share in the common property. There is no obligation to publish information about the results of economic activities. and Finnish activities. The number of members is not limited. Can be dissolved if one participant wishes to leave. In the form of a full partnership, corporate associations are created - the capital consists of contributions and shares, the amount is determined by the charter of the cooperative and is the same for all members. The number of members may vary. 2. A limited partnership is an association of two or more persons to carry out entrepreneurial activities, in which case. Some participants (general partners) are responsible for the affairs of the partnership both with their contribution and property, while others (investors) are responsible only with their contribution. Only general partners can represent the partnership. Not obligated to public reporting. 3. Limited liability company - a form of capital association. Participants are responsible only for their contribution. The capital is divided into registered shares. A written certificate of payment is issued, cat. not yavl. security, cannot be split up and sold to another person without the permission of the company. The share gives the right to participate in general meetings, to receive dividends and part of the company’s property upon its liquidation. The number may be limited by law. Not obligated to public reporting. 4. Joint stock company. – an association of capital formed by issuing shares, which are bearer document, are listed on the stock exchange and can be transferred from one person to another. Liability is limited to the amount paid for the shares. Management is entrusted to one manager, who is responsible for the actions of all their property. Required to publish reports on their activities at the end of each financial year. Formed on the basis of the charter.

Division: 1. Public companies. 2. Private company. 1. The legal status corresponds to a joint stock company; capital is formed by public subscription to shares. Shares are freely transferable to other shareholders. 2. Corresponds in legal status to a limited liability company. Limited to articles about the association, cat. establish a special procedure for the transfer of shares, limit the number of participants, prohibit the release of information and determine the procedure for providing public reporting.

^ 8. Classification of firms by nature of ownership.

Private. They can exist in the form of independent, independent companies or in the form of associations created both on the basis of a participation system and on the basis of agreements between the participants of the association. A company may be legally independent or deprived of ownership. and legal independence. Types of associations: Cartel (an association of firms in the same industry, which enter into an agreement regarding joint commercial activities. Contractual nature, retention of ownership rights of participants in their enterprises and ensured independence, joint activities in the sale of products. Syndicate (a type of cartel agreement, involves the sale of products its participants through a single sales body, created in the form of a joint stock company or limited liability company. Functions can be entrusted to one of the participants. Participants retain legal and commercial independence.) Pool (Cartel-type association. Association of entrepreneurs, providing for a special distribution procedure profits of its participants - into a common pot and are distributed according to a predetermined proportion). activities. Enterprises are subordinate to one parent company.) Concern (an association of independent enterprises connected through a participation system, personal unions. The concern fully controls the activities of its member companies. an association of a production nature, which includes enterprises in various industries.) Industrial holdings (do not engage in production activities , but exercise control over the activities of incoming enterprises. Companies are independent, enter into transactions on their own behalf. The main issues are resolved by the holding company). Financial group (unites legally and economically independent enterprises of various sectors of the economy. It is headed by one or more banks, which manage the monetary capital of its member companies.

^ State firms. A common form is associations of entrepreneurs - joint-stock companies or limited liability companies.

Cooperative firms (unions). Share associations of consumers, farmers, small producers for the implementation of household activities. activities pursuing commercial goals. Objective: eliminating intermediaries in the domestic and foreign markets.

^ Private firms exist as independent companies or associations created on the basis of participation systems or agreements between participants. M.b legal self-sufficiency or deprived of household and legal self-sufficiency. Associations: A cartel of companies from one industry enter into an agreement regarding joint commercial activities - regulating sales. Often behind the scenes. A syndicate is a type of cartel, the sale of products through a single sales body, created in the form of a joint stock company or LLC. The functions may be assigned to one of the sections. The pool is a cartel type, profit into a common pot and distribution according to pre-established proportions. The trust, various enterprises that previously belonged to different entrepreneurs, merge into a single production complex, losing their legal and economic independence. Unite all sides of the business. Subordinate to one head computer. The concern is an independent enterprise, connected by personal unions, patent agreements, close production cooperation, financier. Enterprises are independent in the form of JSC etc. Fully controls the activities of the computer included in it. A manufacturing association that includes enterprises from various industries. Industrial holdings are not engaged in production, but exercise control over the activities of incoming enterprises, which are independent, concluding transactions on their own behalf. Basic issues solving holdings comp. Financial group - legal and household are independent enterprises in various sectors of households. At the head of 1/several banks, the cat is in charge of the capital of the company. State-owned companies also enter the world market in a common form - an association of enterprises: JSC/LLC. Purely state, mixed. Cooperative firms (unions) Shares unite consumers, farmers, small producers and businesses, pursuing commercial goals. Objective: eliminated intermediary links in internal and external markets.

Classification of firms based on capital and control.

National. Capital belongs to the entrepreneurs of their country. Determined by the location and registration of the main company.

Foreign. The capital belongs to foreign entrepreneurs in full or in a certain part that provides them with control. They are created in the form of branches of subsidiaries and associated companies of foreign parent companies and are registered in the country of location. Opportunity to enjoy benefits. They are formed either by creating a joint stock company or by purchasing controlling stakes in local firms, leading to a change in the nationality of control.

Mixed. The capital belongs to entrepreneurs from two or more countries. Registration is carried out in the country of one of the founders on the basis of the legislation in force in it, which determines the location of its headquarters. They are called joint ventures when the purpose of their creation is implementation of joint entrepreneurial activities. Firms, capital cat. belongs to entrepreneurs from several countries, called. multinational. They are formed by merging the assets of firms from different countries and issuing shares of the newly created company.

Classification of companies but cap and control. ^ The national capital belongs to the entrepreneurs of their country. The location is determined by the registration of the main company (IBM, FIAT, Volvo (Shvets), BP etc). Foreign capital is foreign owned in whole or in part, ensuring control. They are created in the form of branches of subsidiaries and associates of foreign head companies and a register in the country of location. Organization and activities determined by the legislation of the country of location. Opportunity to enjoy benefits. They are formed by creating a joint-stock company or purchasing controlling stakes in local companies. The mixed cap belongs to enterprises from 2 or several countries. The registration was carried out in the country by one of the founders on the basis of the legislation in force in it, which determined the location of its headquarters. The purpose of creating the phenomenon is to carry out joint undertakings. Often in this form of creation are united: cortels, syndicates, trusts, concerns. Firms that belonged to several countries, called multinationals, are formed by merging the assets of firms from different countries and issuing shares of the newly created company (Royal Dutch - Shell, Unilever (English, Dutch)).

^ 10. Classification of firms by size.

Based on size and scope of activity, firms are usually divided into large, large, medium and small.

The size of a company is determined by the main economic indicators of its activities: the amount of income and assets, the number of employees.

The largest firms usually include companies that are included in the list of 500 largest companies (Global 5 Hundred Floe World's Largest Corporations), published by the American magazine Fortune.

Large firms with foreign production assets are classified as transnational corporations (TNCs).

Small and medium-sized enterprises act independently as economic

Market subjects; they are not part of monopolistic associations; have legal independence; are managed by the owner of the capital or partner-owners and carry out activities for the purpose of generating business income. The criteria by which enterprises are classified as small businesses are either established by law or developed by associations of entrepreneurs.

Small and medium-sized enterprises are not a reduced model or an intermediate stage in the development of a large company, but represent a special model with specific features and laws of development. They are characterized by features in management and the economic methods used:

High degree of centralization and personalization in management. The owner-manager concentrates financial, economic, social functions and powers in his hands, which makes the enterprise dependent on his business and personal qualities;

Lack of a long-term planning system, since the head of the enterprise is busy solving problems of current operational management and is not able to deal with medium- and long-term plans for the development of the enterprise;

High dependence on the external environment (large firms, banks, scientific laboratories, public administration, consulting firms);

Lack of financial resources, both own and borrowed;

Poor development of the information support system, in particular information about foreign markets, scientific and technical achievements, and systems for providing assistance from the state.

^ 11. International companies as integrated corporate structures.

An international company is an organizational form of association, based on a system of participation, of controlled companies located in different countries into a single economic integrated structure based on a single title of ownership owned by a parent company registered as a legal entity of national origin. An international company operates on a global basis on a global scale to achieve common goals based on intra-company management and technological division of labor in the production process.

International companies are also called transnational corporations, global corporations, groups, which does not change the essence of the concept itself, but reflects certain features of their organization and activities.

^ Participation system and control.

The participation system involves the participation of one company in the share capital of other companies. The essence of the participation system is that in order to control a joint stock company, it is enough to own a certain proportion of its shares.

However, the concept of control is not simple and is not limited to the concentration of shares in the hands of one or a few companies. To control the activities of a company means to determine its strategy, policy, choice of long-term goals and programs, and to have decisive influence or power.

The presence of control over a particular company is usually judged on the basis of a combination of various indicators, including financial, personal and other connections.

Holding companies play an important role in modern conditions, i.e. holding companies created for the purpose of owning controlling blocks of securities, mainly industrial firms. By controlling an industrial company that has participation in a number of other firms and financial institutions, you can fully or partially control the entire chain of these companies.

^ Integrated organizational structure.

Depending on the size of the capital owned by the parent company, as well as the legal status and degree of subordination, firms within the sphere of influence of the parent company can be divided into the following types: branches (Branch); subsidiaries (Subsidiary); associated companies (Associated company - in England; Affiliated company - in the USA); joint ventures.

^ The concept of “transnational corporation” An international company in UN documents is interpreted as an internationally operating company (enterprise), called a “transnational corporation” (TNC).

This definition is based on the principles of unity of ownership and management: the presence of control in the decision-making process on the part of the parent company; implementation of a unified policy within the company as a whole; distribution of powers and responsibilities between branches located in different countries and subject to the laws of the host countries.

Distinctive features of TNCs: huge scale of ownership and economic activity; a high degree of transnationalization of production and capital as a result of the growth of foreign production activities; the special nature of socio-economic relations within TNCs; transformation of the vast majority of TNCs into diversified concerns.

Intracompany deliveries between the parent company and its foreign firms are recorded in customs statistics as exports or imports of the relevant country. This means that TNCs have the opportunity to directly influence the state of the balance of payments of the countries where their enterprises are located.

^ The concept of “global corporation” Transnational corporations operating in a significant number of countries use a global approach to managing their subsidiaries and branches.

The globalization of economic activities requires a global approach to intra-company management, which is carried out in global TNCs in the following areas: research and development, resource provision, production, marketing, distribution and sales.

^ 12. The concept of “group of companies”. Types of integrated mergers of companies.

The concept of “group of companies” A group of companies or enterprises is understood as an association of legally and economically independent firms into an organizational structure headed by a parent company, acting in the form of a holding company, or a bank.

The group can be industrial, financial or financial-industrial.

^ Industrial holdings are not engaged in production activities, but only exercise control over the activities of their member enterprises through a participation system. The companies included in the holding have legal and economic independence and enter into commercial transactions on their own behalf.

^ The financial group unites legally and economically independent enterprises of various sectors of the economy: industrial, trade, transport, credit, etc. The financial group is headed by one or more banks that manage the monetary capital of their member companies, and also coordinate all areas of their activities .

^ The financial and industrial group is an integrated association of financial, industrial, trading, transport and other companies based on the consolidation of their capital and interest in the results of joint activities. A financial-industrial group may be headed by a bank, an industrial holding company, or a specially created management body in the form of a fund or financial organization.

A characteristic feature of the group is cross (joint) ownership of shares by each company included in the group.

The core of Japan's financial and industrial groups are banks. Groups also include a large trading company (trading house), an insurance company, an investment company and one or more vertically integrated industrial associations, also connected by mutual participation in each other's capital.

^ Types of integrated mergers of companies. Depending on the goals of the association, the nature of economic relations between the participants, the degree of independence of the enterprises included in the association, trusts, concerns and conglomerates are distinguished, which have an international scope of activity, a certain nationality, and a formal organizational structure headed by the parent company.

A trust is an association in which various enterprises, previously owned by different entrepreneurs, merge into a single production complex, losing their legal and economic independence. The trust is distinguished by comparative production homogeneity of activity, which is manifested in specialization in one or more similar

History of its development

The concept and essence of management

Management (from the English management - management, organization) is a system of program-targeted management, long-term and current planning, organization of production and sales of products. He studies the most rational organization and management of production and teams.

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.

“Management is the effective use and coordination of resources such as capital (productive, financial and human) to achieve goals with maximum efficiency.”

Management goals:

Receiving (increasing) profit;

Improving business efficiency;

Meeting market needs;

Solving social issues.

Management tasks:

Organization of production of competitive goods;

Improvement of the production process;

Introduction of the latest high-tech technologies;

Improving product quality;

Reduced production costs.

The main functions of management are organizing and managing production.

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

Managers are conventionally divided into three main groups:

Highest level - general directors, directors, members of the board of the enterprise;

Middle management - heads of departments, departments, workshops;

The lowest level is the heads of subdepartments, sectors, brigades, groups.

Evolution of managerial life

The history of management cannot be considered without connection with the evolution of socio-economic conditions for the development of the world community. It is customary to distinguish five main stages of such development.

1. Industrial revolution - (from the 20-30s to the 80-90s of the 19th century):

Technical base: steam and cotton gins, rubber vulcanization and other new industrial technologies;

Infrastructure for industrial development: national railway system, canal system, telegraph, etc.;

Formation of a national market;

The emergence of enterprises - an effective form of social organization of workers;

Competition as a form of ruin or takeover of a rival.

2. The era of mass production (the first three decades of the 20th century):

Introduction of a conveyor system, mass production, sharp reduction in the cost of goods;

Sparsely saturated market;

Competition as offering a standardized product at the lowest price;

Clear differentiation of industries;

Good prospects for economic growth for companies;

Weak government intervention in business.

3. The era of mass marketing (30-50s of the XX century):

Saturation of demand for goods and services;

Transition from standard products to differentiated ones; change of production orientation to market orientation;

Strengthening the role of the external environment in the activities of the enterprise;

State regulation of the economy.

4. Post-industrial society (60-90s of the XX century):

New quality of life: high level of well-being of citizens, high-quality goods, leisure industry;

New production conditions: rapidly changing technical solutions, significant capital investments in research and development work, increasing uncertainty in the external environment;

Growing restrictions from the government: consumer dissatisfaction, invasion of foreign competitors, changing work morale, increasing lack of resources;

Displacement of social priorities and concentration on such negative phenomena as environmental pollution, consumer deception through dishonest advertising, manipulation of public opinion.

5. Post-economic era (from the beginning of the 21st century):

New economy: from wastefulness of resources to resource conservation; reasonable limitation of production growth; growth of the service sector;

Progress in information and telecommunication technologies;

Globalization of the economy: development of transnational companies; transparency of political borders; global markets; integration through information networks;

Focus on non-economic and intangible values; healthy ecology.

In the history of management, it is common to distinguish four main approaches:

1) from the perspective of various scientific schools (late 19th century - to the present);

2) processual (20s of the XX century - to the present);

3) systemic (50 - 60 years of the XX century - to the present);

4) situational (60s of the XX century - to the present).

Scientific schools. The School of Scientific Management (1885-1920) was founded by Frederick Winslow Taylor. The essence of the approach says: “Management must have its own laws, scientific methods, formulas, principles. It must be based on measurements, rationalization, systematic accounting.”

F. Taylor believed that a scientific approach to the organization of labor was necessary. This involves the use of monitoring the work cycle, timing of working hours, analysis of the information received and identification of reserves for increasing labor productivity. As a result, the manager gets the opportunity to set production standards and select the best workers based on scientific criteria (professionalism, strength, dexterity, intelligence). To increase production efficiency, cooperation between management and workers is necessary. Remuneration should be piecework, i.e., it is necessary to evaluate specifically the work performed. It was necessary, F. Taylor believed, to introduce a system of distribution of labor and personal responsibility for the assigned work.

School of Administration(1920-1950) is based on the scientific approach developed by Anne Fayol.

School of Human Relations and Behavioral Sciences(1950 - to the present) as a scientific direction are a natural continuation of the above-mentioned school of scientific management and logically complement it with an understanding of the importance of the psychological component in human work. The authors of the school of human relations are Mary Follett and Elton Mayo.

School of Quantitative Methods(1950 - present) arose as a result of the rapid development of the exact sciences, which created a favorable environment for the use of the latest achievements in the field of computerization, mathematics, physics, etc. in management science.

Topic 2: External and internal environment of the organization

External environment of the company

The environment is a set of objective conditions in which the company operates. Distinguish between the internal and external environment of the enterprise.

The external environment is a complex of factors that have a direct impact on the production, financial and economic activities of the company.

Management theory views firms as two main types of systems: closed and open.

Closed system conditionally assumes relative independence from the external environment surrounding the company. Such a system is usually typical for the initial stage of development of market relations, with an insignificant role of the state in their regulation, with a generally low level of economic development in the country.

The growth of competition between commodity producers, the steady excess of the volumes of goods and services offered for sale compared to the demand for them, the active role of the state in the development of market relations, and a number of other factors, figuratively speaking, lead to the “opening” of a closed system.

Thus, any organization dependent on the external environment is open system.

The influence of various environmental factors has an increasing impact on business activity.

All environmental factors can be divided into two main groups: direct and indirect effects

Direct exposure environment.

Consumers- they are the ones who determine what products to produce and at what price they can be sold. Consumers (legal entities and individuals) are a factor reflecting the diversity of the external environment.

Suppliers of material, labor and financial resources. The issues of providing enterprises with finance and quality labor resources are especially acute.

Competitors. This is the most important factor determining the strategy, goals and objectives of the enterprise. Even successful sales of products cannot in some cases save an enterprise from collapse due to the tough position of competitors.

Laws and government bodies. They form a regulatory framework for the creation and operation of enterprises and fiscal policy. Managers need to differentiate and consider the impact of laws at both the federal and local government levels.

Unions. Trade union organizations can have a radical influence on the activities of not only an individual enterprise, but also an entire industry. The history of the trade union movement knows many examples of successful solutions to issues of reducing working hours, increasing wages, improving working conditions, etc. Strikes organized by trade unions, for example, can lead to a complete stop of production.

Indirect Impact Environment. This environment has a side impact on the enterprise, but in some cases the consequences of such impact are much more significant than the influence of the direct impact environment. In addition, the influence of the indirect influence environment is more complex and diverse.

State of the economy. Includes the level of prices and tariffs, inflation, effective demand, banking policy, national currency exchange rate and other indicators.

Scientific and technical progress. This factor characterizes the level of development of science and technology. In developed countries, companies enjoy the fruits of scientific and technological progress (satellite communications, computers, etc.). The high level of scientific and technological progress forces manufacturing firms to develop and implement new technologies.

Policy. This factor has a significant impact on business, especially in dynamically developing and unstable countries and regions. In Russia, the factor of political stability is the most important condition for the activities of entrepreneurs, both domestic and foreign.

Social factors. These are traditions accepted in a particular country, including in relation to women, people of different skin colors, youth, and the elderly.

International events. International business is much more complex than domestic business. Here is the legislative system, customs and tax policies, labor resources, currency, etc. The forms of implementation of international business can be very different: export (import), joint ventures, licensing, direct investment of financial resources into the country's economy.

The interrelation of environmental factors is obvious. For example, a change in the legal system may affect the level of competition, a worsening political situation may deprive an enterprise of a source of cheap raw materials or labor, etc.

Internal environment of the company

In most cases, management deals with organizations that are open systems and consist of many interdependent parts. Let's consider the most significant internal variables of the organization.

The main internal variables traditionally include: goals, structure, tasks, technology and people.

1. Purpose is a specific end state or desired result that a group of people working together strives to achieve. In the course of work, management develops goals and communicates them to the employees of the organization, and this process is of great importance because it allows members of the organization to know what they should strive for. Common goals unite the team and give awareness to all work. Organizations have a variety of purposes, and their nature largely depends on the type of organization.

Commercial organizations. The goals of such organizations should reflect the commercial result in the form of profit (profitability), income, labor productivity, etc.

Non-profit organizations (associations, foundations). By definition, the activities of these organizations are not aimed at making a profit. Their purpose is mainly determined by their social orientation, so the goals can be formulated as protection of rights, development of a scientific direction, support of the culture of the region, etc.

State (municipal) organizations. For these organizations, making a profit is not the dominant goal. The goals of supporting the existence and development of the state (region) often prevail. Organizations develop within the established budget (country, region, district). Therefore, the goals are determined by the territorial authorities and can be formulated as the development of secondary education, ensuring the commissioning of new hospital complexes, supporting public catering, etc.: It should be noted that making a profit as such can be of great importance, but the money earned is invested in significant state objects.

2. In general, the entire organization consists of several levels of management and various units that are interconnected. This is usually called structure organizations. All divisions of an organization can be classified into one or another functional area. Functional area refers to the work performed for the organization as a whole: marketing, production, finance, etc. Obviously, marketing can be carried out by several divisions and even, for example, by a manufacturing division if it is developing a new product for the consumer. When considering structure as a component of the internal environment, two issues are usually focused on: division of labor and control.

3. Problem is a prescribed job that must be completed in a prescribed manner and within a specified time frame. Every position in an organization includes a number of tasks that must be completed to achieve the organization's goals. Tasks are traditionally divided into three categories:

Tasks for working with people;

Tasks for working with machines, raw materials, tools, etc.;

Tasks for working with information.

In an age of rapid growth in innovation and innovation, tasks are becoming more and more detailed and specialized. Each individual task can be quite complex and in-depth. In this regard, the importance of managerial coordination of actions in solving such problems increases.

4. The next internal variable is technology. The concept of technology goes beyond such a common understanding as production technology. Technology is a principle, a procedure for organizing a process for the optimal use of various types of resources (labor, material, temporary money). Technology is a method that enables some kind of transformation. This may relate to the field of sales - how to most optimally sell a manufactured product, or to the field of information collection - how to most competently and at a lower cost collect the information necessary for enterprise management, etc. Recently, information technology has become a key factor in obtaining sustainable competitive advantage when doing business.

5. People are the central link in any management system. There are three main aspects of the human variable in an organization:

Behavior of individuals;

Behavior of people in groups;

The nature of the leader's behavior.

Understanding and Control The human variable in an organization is the most complex component of the entire management process and depends on many factors. Let's list some of them:

Capabilities person. According to them, people are most clearly divided within the organization. Human abilities refer to the characteristics that are most easily amenable to change, such as training.

Needs. Every person has not only material, but also psychological needs (for respect, recognition, etc.). From a management point of view, the organization must strive to ensure that satisfying the employee’s needs leads to the realization of the organization’s goals.

Perception, or how people react to events around them. This factor is important for developing various types of incentives for employees.

values, or general beliefs about what is good or bad. Values ​​are ingrained in a person from childhood and are formed throughout his entire activity. Shared values ​​help leaders unite employees to achieve the organization's goals.

The influence of the environment on personality. Today, many psychologists say that human behavior depends on the situation. It has been observed that in one situation a person behaves honestly, but in another he does not. These facts point to the importance of creating a work environment that supports the type of behavior desired by the organization.

In addition to these factors, groups and managerial leadership influence a person in an organization. Every person strives to belong to a group. He accepts the norms of behavior of this group depending on how much he values ​​his belonging to it. An organization can be considered as a kind of formal group of people, and at the same time, in any organization there are many informal groups that are formed not only on professional grounds.

In addition, in any formal or informal group there are leaders. Leadership is the means by which a leader influences the behavior of people and causes them to behave in a certain way.

The concept and essence of management, its main features

Subject, method and tasks of science and practical management.

Types and levels of management. Integral management model.

1. The concept and essence of management, its main features

The term MANAGEMENT of American origin is not literally translated into Russian. In the Russian translation, this term is an analogue of the concept of “management”, which does not fully correspond to reality, although it reflects the general essence of both concepts in relation to the management of an organization. For the correct use of the terms “management” and “management” in the field of management, their substantive differences should be reflected.

The concept of “management” is much broader. It is used in many types of human activity and in its various spheres (management in inanimate nature, biological systems, government, etc.).

The term “management” applies only to the management of socio-economic processes at the level of an enterprise or corporation.

In English-speaking and other market-oriented countries, the term "management" is used in different meanings, but always in relation to management of economic activities. Here the term control for management in inanimate nature and public administration is administration.

In a simplified understanding, management can be presented as an activity to achieve the organization’s goals, using labor, intelligence and motives of behavior of other people.

In the modern world, the term “management” is used to define various concepts:

as defined Kind of activity on leading people in various organizations to achieve their goals;

field of knowledge , helping to carry out professional activities to manage the achievement of the desired result;

There are various definitions of this concept in the literature. Let's look at the most common ones.

1. Management is the achievement of organizational goals through the coordinated efforts of working people.

2. Management is a special type of activity that turns an unorganized crowd into an effective, focused and productive group (organization).

3. Management is the process of planning, organizing, directing and controlling to achieve organizational goals through the coordinated use of human and material resources.

[Despite the differences, the above definitions of management allow us to highlight its generaltraits:

mandatory presence of goals in management;

the special intellectual nature of the specified type of activity;

management takes place only in the organization;

Management is characterized by a set of basic management processes: planning, organization, direction and control.]

The essence of management is the management of an organization (economic entity) in market conditions, taking into account the use of methods and mechanisms of management in a market economy. First of all, this is manifested in the focus of the activities of organizations on satisfying social needs and market demands, on meeting the requirements of specific consumers, on the development and production of those types of products and services that can be sold and ensure the desired profit. A feature of management that determines its content is the constant adaptation of the enterprise’s activities and management to the external environment, including the adjustment of goals and programs for achieving them depending on market conditions and changes in the socio-economic environment. An important component of management, reflecting its essence, is also the focus of management on constantly improving production efficiency by obtaining the best results at the lowest cost. Effective management also presupposes the economic independence of entities, ensuring freedom to make management decisions by those who are responsible for the final results of the activities of the enterprise and its divisions, as well as the need to use a modern information base and computer technology for multivariate calculations when making informed and optimal decisions.

Taking into account the above, the definition of management can be clarified.

Management – an independent type of professionally carried out activity aimed at achieving the intended goals of an enterprise (corporation) in the course of any economic activity in market conditions, through the rational use of material and labor resources using the principles, functions and methods of its mechanism.

The following is an explanation of the main definitions: management as an independent type of activity, economic activity of an enterprise, determination of the goals of the enterprise, rational use of material and labor resources, management mechanism (principles, methods, management functions, management decisions, etc.).

Management as an independent type of professional activity assumes that the manager is independent of ownership of the capital of the company (enterprise) in which he works. He may or may not own its shares, being employed as a manager in both cases. Management brings together the efforts of workers of various specialties, including engineers, designers, marketers, economists, psychologists, accountants, etc., who work under the guidance of a manager who runs an enterprise, production department or corporation as a whole. The concept of management defines the affiliation of a particular specialist to professional activity as a manager, regardless of the organizational level of management he occupies in the hierarchy of the enterprise, as well as the scope of his professional training and practical work. Professional management as an independent type of professional activity presupposes the presence of a specialist manager as the subject of this activity and as an object the economic activity of the enterprise, its specific area or division (production, sales, finance, R&D, other areas and divisions).

Characteristics of management

The characteristic features of management reflect the distinctive features of enterprise management.

Firstly, management is a special type of activity inherent in a market economy. At the same time, management should be understood as professional management, the essential elements of which, determining its features, are a comprehensive analysis and consideration of the specific conditions of the enterprise’s functioning in the management process (managerial decision-making), the development, implementation and management of innovations, the formulation of strategy and tactics for the development of the enterprise, etc. .d.

Secondly, management is based on economic management methods, which, in turn, are focused on obtaining economic benefit (profit) or social effect.

Third, enterprise management is aimed at achieving an effective organization of labor during its operation, a constant increase in labor productivity and product quality, which are the main elements in the formation of the competitive advantages of the enterprise, determining its position and success in a particular market.

Fourthly, management is a system of flexible management that allows an enterprise to modernly restructure its activities, to respond sensitively to market conditions, as well as to changing competitive conditions and social factors of development (country, region, industry and the enterprise itself). The central link in organizing flexible enterprise management is the development and improvement of the efficiency of its marketing activities and the use of a marketing approach in management.

Fifthly, management should be considered as the science and art of organizing and coordinating the joint activities of people (enterprise personnel, its departments), the ability to work with them to achieve the goals of the enterprise, using the styles and methods of leadership that are most suitable for specific conditions. Modern management is distinguished by the humanization of management activities, which is expressed in the focus of the manager’s work on improving the well-being of the enterprise’s personnel.

2. NATURE, GOALS AND OBJECTIVES OF MANAGEMENT

Logical section structure

2.1. The essence of management

Management (governance) is the influence of one person or group of persons (managers) on other persons to encourage actions consistent with the achievement of set goals when managers assume responsibility for the effectiveness of the influence (Fig. 6).

Rice. 6. Control ring

Management includes three aspects:
- “who” controls “whom” (institutional aspect);
- “how” management is carried out and “how” it affects the managed (functional aspect);
- “what” is managed (instrumental aspect).

Perhaps the central point of the manager's role in management is his understanding of his overall competence. It is clear that the general competence of a manager cannot be a simple sum of the private competencies of employees. However, these competencies are certainly related to each other. A manager must have that amount of knowledge from private competencies that allows him to make operational and strategic decisions, i.e. know the basics of the interdependence of private competencies, their significance in the business process, key resource limitations and risks associated with them.

In the activities of any enterprise, goals and limitations should be identified; they perform the following main tasks in management:
- comparison of the existing state with the desired one (“Where are we?” and “Where are we going?”);
- formation of guiding requirements for actions (“What needs to be done?”);
- decision-making criteria (“Which way is the best?”);
- control tools (“Where have we really come and what follows from this?” (Fig. 7).

Introduction……………………………………………………………………………………...…..2

1. Concept and types of management…………………………………………4

2. Essence, tasks, functions, methods and principles of management………….. 9

Conclusion………………………………………………………………………………….....20

References…………………………………………………….…….. .23

Introduction

The concept of business originated along with the concept of commodity-money relations, i.e. at the communal stage of human development. When the main form of “trade” between communities was barter in kind, nomadic money changers appeared, wandering from one community to another and exchanging various goods for their own benefit. This can be considered one of the first manifestations of the entrepreneurial spirit.

Gradually, with the development of commodity-money relations, business also developed. Trade flourished during slavery; Later, during the times of feudalism and the prosperity of subsistence farming, the importance of trade in the countryside decreased slightly, but with the development of cities and crafts, it regained its original importance. During the formation of capitalism and the initial accumulation of capital, financial entrepreneurship flourished, and later industrial entrepreneurship. In the middle of the 19th century, business took on new forms. If before this the owner was the sole manager, then during times of rapid industrial growth the structure changed significantly.

It was at this stage that management began to develop in the form in which we are accustomed to perceive this word. At the same time, it cannot be argued that it appeared in connection with the development of capitalism. Management existed before. Doctor of Economic Sciences, Professor Vesnin V.R. in the book “Management for Everyone” he writes: “Management appeared along with people. Where at least two people united in an effort to achieve some common goal, the task of coordinating their joint actions arose, the solution of which one of them had to take upon himself. In these conditions, he became a leader, a manager, and the other became his subordinate performer.” 1

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

Managing an organization in our dynamic times is a complex job that cannot be done successfully using simple, dry memorized formulas. A leader must combine an understanding of general truths and the significance of the many variations that make situations different from one another. A leader must understand and take into account both internal critical factors of organizations (internal variables) and those affecting the organization from outside (external variables), and also take into account the organization’s impact on society.

There is a widespread view that there is a management process applicable to any organization, which consists in implementing the functions that each manager must perform.

The strength of modern management, its core, lies on the one hand in the fact that it originates from man, his needs and goals, from the transformation of knowledge, experience and achievements of scientific and technical progress into productive force. On the other hand, the driving force of modern management, both visible and invisible, lies in the creative use of information technology.

Currently, it is difficult to name a more important and multifaceted field of activity than management, or management, on which both the efficiency of production and the quality of service to the population largely depend.

Concept and types of management

The vast majority of society members belong to one or more organizations. These organizations may be industrial, educational or research, public or private, large or small, temporary or permanent. In other words, society consists of a huge number of different organizations, and most people are associated with them almost their entire adult life, being their members, or coming into contact with them.

The main components of any organization are: a) people included in this organization; b) the tasks for which this organization exists; c) management, which forms, mobilizes and sets in motion the organization’s potential to solve the problems facing it. People specifically engaged in management activities are called managers, and their occupation is management.

Originally, the word “management” meant “the ability to break horses.” It comes from the verb “to manage” (to manage), which in turn comes from the Latin “manus” (hand). Thus, management literally means “leading people.” In the homeland of management - the United States - managers are people who, in accordance with the law, assume responsibilities for exercising power over corporate business and property. For Americans, the term “management” refers to a process that ensures the integration and most efficient use of a company’s material and human resources in order to achieve its goals. In other words, management is the theory and practice of managing a company and its personnel in market conditions.

It should be noted that when using the concept of “management”, we follow a long-established tradition in the world literature on management, which gives it a very broad interpretation. Thus, in the fundamental Oxford English Dictionary, management is defined as: “a way, a manner of dealing with people; power and the art of management; special kind of skill and administrative skills; governing body, administrative unit."

In the dictionary of foreign words, management is translated into Russian as production management and as a set of principles, methods, means and forms of production management with the aim of increasing production efficiency and its profitability.

In the textbook “Management of Organizations,” edited by Doctor of Economic Sciences, Professor Z.P. Rumyantseva, Doctor of Economic Sciences, Professor N.A. Solomatin, the following concept is given. “Management is defined as the integrative process by which professionally trained individuals form and manage organizations by setting goals and devising ways to achieve them. The management process involves performing the functions of planning, organizing, coordinating motivations, by implementing which managers provide conditions for productive and effective work of employees employed in the organization and obtaining results that meet the goals.” 2

Today's concept of management, notes Doctor of Economic Sciences, Professor V.R. Vesnin, has a number of meanings.

“Firstly, this is the economic management of an organization operating in market conditions in “autonomous navigation”, associated with the need to find ways of its development and make operational decisions on any, the most unexpected and complex issues. Based on this approach, enterprise management, which existed in the Soviet Union under the command-administrative system, cannot be considered management, because it was not free, but was directed by state power.

Secondly, management refers to the management of some independent sphere of economic activity. Thus, currently, personnel management, that is, a set of activities related to management, advanced training, solving social problems, etc., has become widespread.

Thirdly, the concept of “management” currently characterizes a group of persons performing management functions within an organization. In Russian it corresponds to the term “management”.

Fourthly, management is an academic discipline, the teaching of which began in a college in one of the US cities in 1881, by a certain Joseph Wharton, and which today constitutes the most important element in the training of any specialist, and as an independent specialty of higher and secondary vocational education, it is perhaps the most popular among students all over the world.

Fifthly, and finally, management is a body of scientific knowledge and practical experience in the field of management that is interdisciplinary in nature. Data from economics, psychology, sociology, pedagogy, organization, law and the laws formulated by them are used here.” 3

In my opinion, this is the most complete definition of the concept of “management”. It should be noted that the Russian word “management” and the English word “management” are considered synonymous, but in reality their true content is very different. Using the term “management”, we follow the tradition established in international practice, according to which it means a very specific range of phenomena and processes. In fact, the term “management” is not a satisfactory substitute for the term “management” because in the latter case we are talking about only one of the forms of management, namely the management of socio-economic processes through and within the framework of an entrepreneurial structure, a joint-stock company. Moreover, the adequate economic basis of management is the market type of management, carried out on the basis of the industrial organization of production or commerce.

Thus, the term “management” is used in relation to the management of economic activities, while other terms are used for other purposes.

However, government, public and other organizations must also use the principles and methods of management if they want to achieve their goals at a minimum of cost. Taking into account what is stated in the work, the term “management” will be used in the future with a certain degree of convention, in the same meaning as the term “management”.

The above definitions of the concept of management give reason to believe that management permeates the entire organization and affects almost all areas of its activity. However, with all the diversity of interaction between management and organization, it is possible to quite clearly define the boundaries of the activities that constitute the content of management, as well as identify its individual types:

1. Production management is a comprehensive system for ensuring the competitiveness of manufactured goods in a competitive market. It includes issues of constructing production and organizational structures, choosing an organizational and legal form of production management, sales and branded service of goods in accordance with the previous stages of the life cycle.

2. Financial management is a comprehensive system of sustainability, reliability and efficiency of financial management. It includes the formation and planning of financial indicators in compliance with scientific approaches and principles of management, the balance of income and expenses, indicators of efficiency in the use of resources, profitability of work and goods.

3. Innovation management is a comprehensive system for managing investments made by owners in the development of all types of innovations. It includes building organizational structures, choosing directions for innovation, optimizing investments, and various aspects of personnel management.