Types and levels of management is a topic that is relevant for any company. There is no enterprise where no attempts were made to build an effective personnel management system and, as a result, an algorithm for achieving the objectives. The competent management of various groups of specialists in the conditions of constant development is a complex but necessary process.

What is management?

This term is relevant in the case when it comes to managing the activities of various groups of employees both within a specific department and the enterprise as a whole.

Accordingly, the people responsible for organizing good governance are called managers. Their key task is the competent formation of the labor process, its planning, control and staff motivation. The result of such efforts should be the timely achievement of the company's goals.

Therefore, modern management is a constant desire to develop and improve the quality of work. It is worth noting the fact that professional management can make tangible social changes. An example is the growing popularity of quality education, due to the desire to get a good job.

Who is the manager

Without effective leadership, the development of modern companies is not possible.

If you use the current meaning of the terms, then the manager can be called the manager or leader, who has sufficient authority to solve various problems related to specific types of activities of the enterprise.

• managers of the enterprise, as well as its divisions (these may be departments, divisions, etc.);
• organizers of various types of work operating within the framework of program-targeted groups or units;

• administrators, regardless of the level of management, whose duties include the organization of the labor process taking into account modern requirements;
• heads of any groups of specialists.

Regardless of the profile, the key task of the manager is always to manage employees for the quality implementation of the tasks.

Key Features

Based on the above information, we can conclude that the essence of management is reduced to planning, motivation, organization of the process and its control. In fact, these are the goals of management.

Thus, the main functions of the leader have the following structure:

• planning;
• organization;
• motivation;
• the control.

Regarding planning, it should be noted that within the framework of this function, the most relevant goals for the company are determined and a strategy for their achievement is drawn up, up to the formation of an algorithm for the work of employees at all levels.

The enterprise management at this stage includes working with several key issues:

1. Where is the company currently located?
2. Where to go?
3. What exactly will this movement look like (plan, resources, etc.)?

It is thanks to planning that the company's management determines the key areas in which it is necessary to make major efforts.

Organization of an enterprise is, in fact, the process of creating and developing an existing as well as a new structure. In this case, the work of managers is focused on taking into account all the facets of the internal processes of the company with the aim of their competent interaction. If there is a high-quality formation of all processes and a global algorithm for the progress of the enterprise, all employees and managers will contribute to the effective achievement of their goals.

Also, the control system allows you to accurately determine who and what functions in the enterprise should perform.

It is difficult to imagine modern management without competent motivation. The bottom line is that the algorithm of actions and development will be successful only if all groups of employees are able to continuously perform high-quality functions assigned to them. For this, managers are developing a staff motivation system that allows them to maintain a high level of interest in the exact achievement of goals.

Management also includes control. The fact is that, due to some circumstances, the processes within the company may deviate somewhat from the original algorithm and the implementation of the tasks will be called into question. To avoid such processes, managers pay a lot of attention to monitoring the work of their subordinates.

Top management

Managers representing this category in the enterprise are always few. The responsibilities assigned to them are significant. But they can be reduced to the following concept: competent development and subsequent effective implementation of company development strategies. As part of this process, senior managers make important decisions that require appropriate competence. This group of leaders can be represented, for example, by the rector of the institution, the president of the company, or the minister.

When considering management levels, it is worthwhile to understand that the highest segment is responsible for shaping the course of movement of the entire enterprise. That is, these specialists actually choose the direction of development and determine how to effectively move within the framework of the indicated course. A mistake at this level can lead to significant financial and structural losses.

For this reason, a high level of management implies active mental activity and a deep analysis of the work of the company as a whole and of each of its departments in particular.

Middle link

This group of managers controls the managers of the lower category and collects information about the quality and timing of the tasks they set. Managed data is transferred to senior managers in processed form.

The average levels of management in a company sometimes require hiring so many specialists that they are divided into separate groups. Moreover, the latter can belong to different hierarchical steps. For example, some enterprises form both the upper and lower levels of the middle management level.

Such managers, as a rule, manage large departments or divisions of the company.

Lower link

Managers of this category are also called operational managers. This group of employees is always large. The lower level of management is focused on monitoring the use of resources (personnel, equipment, raw materials) and fulfilling production tasks. At the enterprises, masters, the head of the laboratory, the head of the workshop and other managers are engaged in such work. Moreover, in the framework of the tasks of the lower echelon, a transition from one type of activity to another is possible, which adds a lot of additional facets to the work.

According to studies, due to the variety of tasks and the high intensity of work, the lower levels of management are associated with a significant load. Those who occupy such a position need to constantly move from the effective implementation of one task to the solution of another.

In some cases, one work step may take a little more than a minute. With such a frequent change in intraday activity, the consciousness is in constant tension, which is fraught with prolonged stressful conditions.

Such managers do not communicate with the higher authorities very often, but they communicate a lot with subordinates.

General Management Features

This form of government finds its active implementation in the framework of modern capitalist society.

General management is needed when there is a need for management methods and approaches suitable for any field in various socio-economic systems, regardless of the level of leadership.

This category includes various management techniques and functions (accounting, organization, planning, analysis, etc.), as well as group dynamics and mechanisms used for the development and subsequent decision-making.

General Management Levels

There are several levels of this form of control that are used depending on the situation. They look as follows:

• Operational. The key task in this case is the competent regulation of processes related to the production of a product in conditions of a lack of resources.
• Strategic. Within the framework of this area, promising markets and products relevant to them are determined, the necessary management style is selected and a tool is selected for the regulation of the process.

• Normative. Here, the enterprise management is focused on the development of rules, norms and principles of the game, allowing the company to gain a foothold in a specific market and eventually strengthen its position.

Functional management structure

This system is necessary for organizing effective leadership in certain areas of the company. That is, it, unlike the general one, is not universal and covers various functions separately. This approach includes relevant schemes for implementing the goals of the company, depending on the scope of management tools, type of business and social environment.

Functional management system includes the following areas of management:

• financial;
• industrial;
• investment;
• information management algorithm;
• hR management.

All these areas are more than relevant, since the process of division of labor has led to the emergence of numerous facets of the enterprise as such. In addition, the specifics of each area of \u200b\u200bentrepreneurship creates its own unique working conditions.

Innovation management

This management organization scheme should be given special attention. The bottom line is that markets are constantly changing, divided into separate segments and giving life to new directions, there is a need to develop technologies and products that meet modern ever-increasing requirements. This is what this type of management is focused on.

A similar system is needed for the effective management of processes related to the creation, distribution and subsequent application of technologies, as well as products that can satisfy the needs of a progressive society and will have scientific and technological novelty.

With innovative management, the goal is also to create an environment that allows for targeted search, training, as well as the implementation of innovations necessary to maintain competitiveness.

Total

Management levels and their characteristics, as well as various types of management, are an integral part of the modern economy, without which companies simply cannot meet the ever-changing market requirements.

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1. History of management development

To begin with, let's say that the history of management development has its roots in the distant past. It originated in the days of ancient Greece and the Sumerians. The history of the formation and development of management itself is quite confused in the early stages, but it is undeniably important for modern times.

How did management come about?

The beginning of the history of management development was laid by the thinker Plato, who wrote works that there must be a division of labor in order to achieve high results. Then Socrates made his contribution, noting that regardless of the type of activity the employee has the same responsibilities, the main thing is to correctly distribute labor and powers, then the production process will be much more efficient. Later, Cato Sr. described how managers reported to the owner on the work done and provided him with profit reports compared to previous results.

Modern scientists and economists bit by bit collected the history of the emergence and development of management, identifying the main factors that influenced the evolution of management from simple ideas to science:

· Developed social, and then industrial production;

· There were innovators and theorists who collected and summarized the experience gained;

· The management logic began to develop based on the two above factors, which brought the system of principles to work and made management a science.

Historical Management Development

As you can see, the history of the emergence of management is based on experience gathered by our distant ancestors. It was noticed that using certain rules of division of labor and the right motivation, any activity began to bring much better results. Over the years, the basic principles have not changed, and only with each turn of the development of civilization did they begin to grow with additions and new approaches to subordinates.

The main stages of the history of management development:

1. The ancient period. The longest, from the 9th millennium BC. to the XVIII century. The period of accumulation of knowledge and experience.

2. The industrial period from 1776 to 1890. Labor management was classified and divided by the forms of labor. We owe this to A. Smith. Management becomes a doctrine, and it is actively used in the management of both production and the state.

3. The period of systematization from 1856 to 1960. Management is actively and rapidly developing, new teachings and approaches to issues of effective management appear, the history of the development of management as a science begins, the first managers appear - representatives of the owner in the workplace.

4. The information period, from 1960 to today for. The logical process can be expressed mathematically using computer technology. This makes it possible to quickly choose a work program. There is a review of the internal structures of organizations, new forms of internal planning appear in the history of management development: simulation, analysis method, mathematical evaluation of managerial decisions. Not a single modern line of science can do without these forms.

Management as a science

Management from the point of view of science solves the following problems:

· Explains the nature of managerial work;

· Establishes causal relationships in the work;

· Identifies factors and conditions necessary for joint work;

· Develops effective management methods and strategies;

· Predicts possible further events.

Today, the history of the development of modern management as a science is constantly replenished with new works and directions, this is due to the rapid development of mankind in all sectors.

Management is: a rational way of managing business organizations, management focused on profitability and profitability, supervision activities that use special forms of labor organization, contractual and contractual relations between labor and capital; a special branch of scientific knowledge and professional specialization of managerial managers are the administrative staff of an entrepreneurial organization, etc. From a scientific point of view, management is the ability to use those objective laws and laws that express causal relationships in the field of management. Management considers the enterprise not so much as a technological chain of social production, but primarily as a social-production subsystem of market relations. The approaches that are most often used in determining the nature and content of management can be represented in the form of the following model.

Features of management as a science. Management is first and foremost the management of people, the science of a person, his interests, behavior and interaction with other people. Generic features of management as a science. Firstly, it is an interdisciplinary science, which includes theories and concepts of psychology, sociology, economics, systems theory, operations research, etc. Secondly, the truth of certain theories, concepts of management as a normative discipline depends on the behavior of people, their actions and decisions. Thirdly, management is a practical discipline that has an applied character, expressed in the actions and skills of a person. The basis of management as a practical managerial activity is not knowledge, but action, that is, it is not enough to explain a certain phenomenon, it is necessary to show how the theory works in practice.

2. Goals and objectives of management

The goal is the result of the organization’s activities, a given point that must be achieved. Those goals that management sets for the development of the organization are the main guidelines for the enterprise as a whole. The goal-setting is based on hypotheses and forecasts. A positive result in the future will depend on how accurately forecasts are made and hypotheses are substantiated. The larger the time component of the forecast, the more difficult it is to make assumptions and put forward hypotheses, the more uncertain the future. The tasks include a specific time period for the fulfillment or achievement of certain goals. A task is a certain sequence of tasks, the fulfillment of which leads to the achievement of a goal. So, we consider the goals and objectives of management in more detail. The general goals of management are forecasting, planning and achieving planned results. The fundamental goal of the management of any organization is to ensure the profitability of this organization. Also distinguish such goals as production management, disclosure of human resources and its use, improving staff skills and stimulating them. The goal of management is management, which focuses on the final positive result and successful activity of the entire organization. Naturally, for each organization, the concept of success is associated with different goals and objectives. Therefore, the goals and objectives of the management of different organizations can and should be different. A successful company is not necessarily a huge corporation. Perhaps the achievement of “large” sizes is not in the organization’s priority tasks, but the achievement of the goals set testifies to the success of even a small company. There are even organizations that, after all tasks are completed, cease to exist. But more often, of course, it is important for an organization to hold out on the market as long as possible. The task of management is the development and testing of scientific approaches that are designed to ensure stable and effective work of the organization, in practice. In addition, there are such tasks as: - the formation of the production of goods and services focused on consumer demand. - attracting highly qualified specialists to work. - motivation of employees to effectively fulfill their duties by improving working conditions, increasing pay. - determination of the development strategy of the enterprise; - development of goals and plans for their achievement. - determination of the required resources and methods for their provision. - implementation of the control function. It should be noted right away that the goals and objectives of management in general and the goals and objectives of strategic management have much in common, but at the same time there are significant differences. Strategic management is as follows: creating a strategic vision for the further development of the organization, setting goals, developing a strategy, analyzing the results and adjusting goals and objectives, as well as strategic vision.

3. Management principles by A. Fayol

Principles of management of Anerson:

1. Clearly set production goals and clearly defined tasks for personnel.

2. Common sense. This refers not only to everyday sharpness, but to the courage to face the truth: if there are difficulties in organizing production - it does not bring profit, the goods produced are not bought up on the market - then there are specific reasons that depend primarily on the organizers and managers. It is necessary to find these causes and boldly and decisively eliminate them.

3. Competent consultation. It is advisable and profitable to involve specialists in this field - sociologists, psychologists, conflictologists, etc., into continuous improvement of the management system.

4. Discipline. This discipline requires, first of all, a clear distribution of functions: each manager and executor must clearly know his responsibilities; everyone should be aware of what he is responsible for, how and by whom he can be encouraged or punished.

5. A fair attitude to the staff, expressed in the idea of \u200b\u200b"working better - living better." Arbitrariness against workers should be excluded.

6. Feedback. It allows you to quickly, reliably and fully take into account and control the actions taken and the products released. Violation of the feedback leads to failures in the control system.

7. Order and work planning.

8. Standards and timetables. High results in work are associated not with an increase, but with a reduction in effort. Reduction of efforts is achieved thanks to the knowledge and consideration of all reserves of productivity, the ability to put them into practice and to avoid unjustified labor costs, loss of time, materials, energy.

9. Normalization of conditions. It is not necessary to adapt a person to a machine, but to create such machines and technologies that would enable a person to produce more and better.

10. Rationing of operations. Labor must be normalized so that the worker is able to complete the task and earn good money.

11. Written standard instructions. They serve to free the brain of an employee for initiative, invention, creativity.

12. Productivity rewards. It is advisable to introduce a wage system that takes into account both the time spent by the employee and his skills, manifested in the quality of his work.

Taylor Management Principles:

1. Creation of a scientific foundation replacing the old, purely practical methods of work, the scientific study of each individual species. labor activity.

2. The selection of workers and managers based on scientific criteria, their selection and vocational training.

3. Administration cooperation with workers in the practical implementation of NOT. 4. Uniform and fair distribution of duties (responsibilities) between workers and managers.

Modern management principles:

1. The wide variety of existing approaches in personnel management, due to (including historical) differences in national, institutional and organizational contexts, has led to the fact that not a single body of professional knowledge or the general professional ideology of this management discipline is still did not work out.

2. Personnel work has traditionally been on the periphery of the attention of corporate leaders. The marginal role of HR managers was determined by the fact that they performed the functions of advisers in the management and did not bear direct responsibility for the development and implementation of the organization’s strategy. And financial and production considerations, as a rule, always prevailed over the proposals of personnel workers, which run counter to the general strategy of the corporation.

3. From the very beginning, personnel management specialists had an aura of advocates for the interests of ordinary workers, which, in the opinion of their fellow managers, impeded the achievement of the organization’s goals.

4. Personnel management was interpreted as an activity for which special training is not required; unlike other managerial specialties, it was possible to be content with common sense considerations, and there was a widespread opinion that any experienced manager could well cope with the functions of a personnel manager.

5. The lack of specialized training and relevant professional qualifications reduced the authority of staff workers in the eyes of superiors and line managers.

4. Types of management and their characteristics

1. Let's start with strategic management. It is needed in order to plan and ensure the implementation of long-term tasks that are created for a period of more than 1 year. This may be the management of the construction of a large facility, the organization’s business plan, or even the well-known state budget for the next year. In order for the plan to be executed exactly and on time, there are people who control it and manage the performers. As a rule, this creates a whole group of managers whose main task is to manage the implementation of the strategic plan. Moreover, it is important to understand that far-reaching plans are very approximate, they do not give clear instructions, so managers need to think about how best to fulfill a specific order. For example, it was ordered to arrange 6 offices, a toilet and a manager’s office on the second floor of the business center, but in what order and how to do it exactly, responsible managers who carry out the management decide.

2. The second type of management is tactical management, it is also medium-term. This includes all plans for the implementation of which is allocated from a month to a year. For example, it can be restructuring of departments in an enterprise, marketing campaign, etc. To carry out such tasks, new groups may be created or affairs may be assigned to existing ones (marketing department, labor protection department). The instructions in these plans can be both approximate and accurate, therefore, the manager is still required to be able to think and make the right decisions.

3. Operational management is the last type of management. Its characteristic is as follows: an operational plan is created with time for its implementation no more than a month, it is entrusted, as a rule, to the small manager or immediately to the executor, after which it is put into effect. These include scheduled and unscheduled inspections, small projects at the enterprise, etc.

5. Approaches The effectiveness and quality of managerial work is determined, first of all, by the soundness of the methodology for solving problems, i.e. approaches, principles, methods; without a good theory, practice is blind. However, to date, only a few approaches and principles are applied to management, although more than 13 scientific approaches are currently known:

1. Integrated. When applying an integrated approach, technical, environmental, economic, organizational, social, psychological, political and other aspects of management and their relationships should be taken into account. If you miss one of them, the problem will not be solved.

2. Integration. The integration approach to management is aimed at researching and strengthening the relationships: - between individual subsystems and elements of the management system; - between the stages of the life cycle of the control object; - between the vertical control levels; - between control levels horizontally.

3. Marketing. It provides orientation by the control subsystem when solving any problems for the consumer: - improving the quality of the object in accordance with the needs of the consumer; - saving resources at the consumer by improving quality; - saving resources in production due to factors of the scale of production, scientific and technical process (NTP); - application of a management system.

4. Functional. The essence of the functional approach to management is that the need is considered as a set of functions that must be performed to satisfy it. After the function is established, several alternative objects are created to perform these functions, and one of them is selected that requires a minimum of total costs for the object's life cycle per unit of useful effect.

5. Dynamic. When applying the dynamic approach, the control object is considered in dynamic development, a retrospective analysis is carried out for five or more past years and a prospective analysis (forecast).

6. Reproductive. This approach is focused on the constant resumption of production of goods and services to meet the needs of the market compared to the best technological facility in this market.

7. Process. Considers management functions as an interconnected management process, is the total sum of all functions, a series of continuous interconnected actions.

8. Regulatory. The essence of the normative approach is to establish management standards for all subsystems of the management system. Standards should be established for the most important elements: - target subsystem; - functional subsystem; - providing subsystem.

9. Quantitative. The essence of the quantitative approach is the transition from qualitative to quantitative estimates using mathematical statistical methods, engineering calculations, expert estimates, points systems, etc.

10. Administrative. The essence of the administrative approach is to regulate the functions of rights, obligations, quality standards, costs, duration, elements of management systems in normative acts.

11. Behavioral. The goal of the behavioral approach is to assist the employee in the realization of their own abilities based on the approach of modern behavioral sciences. The main goal of this approach is to increase the efficiency of the company by increasing human resources. Behavioral science will always help increase the effectiveness of both the individual employee and the firm as a whole.

12. Situational. It focuses on the fact that the suitability of various management methods is determined by the specific situation. Since there is such an abundance of factors both in the company itself and in the external environment, there is no better unified approach to manage the facility.

13. Systemic. With a systematic approach, any system (object) is considered as a set of interconnected elements having an output (goal), input, communication with the external environment, feedback.

The most important principles: - the decision-making process should begin with the identification and clear formulation of specific goals; - the necessary identification and analysis of possible alternative ways to achieve the goal; - the goals of the individual subsystems should not conflict with the goals of the whole system; - Ascent from the abstract to the concrete; - the unity of the analysis and synthesis of the logical and historical; - manifestation in the object of different-quality bonds and interactions.

6. Scientific schools of management management

School of a quantitative approach (since 1950) A significant contribution of the school was the use of mathematical models in management and a variety of quantitative methods in the development of managerial decisions. Among the school's supporters, R. Akoff, L. Bertalanffy, R. Kalman, S. Forrestra, E. Rife, S. Simon are distinguished. The direction is intended to introduce the main scientific management schools, methods and apparatus of exact sciences into management. The emergence of the school was due to the development of cybernetics and operations research. An independent discipline arose within the framework of the school - the theory of managerial decisions. Research in this area is associated with the development of: methods of mathematical modeling in the development of organizational solutions; algorithms for selecting optimal solutions using statistics, game theory and other scientific approaches; mathematical models for phenomena in the applied and abstract economics; large-scale models that mimic a company or an individual company, balance models for costs or output, models for making forecasts of scientific, technical and economic development.

The Empirical School Modern scientific management schools cannot be imagined without the achievements of the empirical school. Its representatives believed that the main task of management research should be the collection of practical materials and the creation of recommendations for managers. The prominent representatives of the school were Peter Drucker, Ray Davis, Lawrence Newman, Don Miller. The school contributed to the separation of management in a separate profession and has two directions. The first is the study of enterprise management problems and the implementation of the development of modern management concepts. The second is a study of the work responsibilities and functions of managers. The "empiricists" claimed that the leader creates something united from certain resources. When making decisions, he focuses on the future of the enterprise or its prospects. Any leader is called upon to fulfill certain functions: setting goals for the enterprise and choosing development paths; classification, distribution of work, the creation of an organizational structure, the selection and placement of personnel, and others; staff incentive and coordination, control based on relations between managers and the team; rationing, analysis of the enterprise and all those employed in it; motivation depending on the outcome of the work. Thus, the activities of the modern manager becomes integrated. The manager must possess knowledge from various fields and apply proven methods in practice. The school has resolved a number of significant managerial problems that are commonly encountered in large-scale industrial production.

School of social systems A social school applies the achievements of the school of “human relations” and considers the employee as a person with a social orientation and needs, reflected in the organizational environment. The enterprise environment also affects the education needs of the employee. Bright representatives of the school include Jane March, Herbert Simon, Amitai Etzioni. This trend in the study of the position and place of a person in the organization went further than other scientific schools of management. The postulate of “social systems” can be summarized as follows: the needs of the individual and the needs of the collective are usually far from each other. Thanks to work, a person gets the opportunity to satisfy his needs level by level, moving higher and higher in the hierarchy of needs. But the essence of the organization is that it often contradicts the transition to the next level. Obstacles arising on the way the employee moves towards his goals cause conflicts with the enterprise. The school’s task is to reduce their strength through research on organizations as complex socio-technical systems.

management science management control

8. Manager in the management system

Among the key roles that are characteristic for the profession of personnel manager are the following:

1) “personnel strategist” - a member of the management team responsible for the development and implementation of personnel strategies, as well as organizational mechanisms for its support; management systems and management of services performing the functions of personnel management (usually in an organization this role is most successfully realized in the position of one of the top managers, for example, vice president of personnel management);

2) “head of the personnel management service” - the organizer of the work of personnel departments;

3) “HR technologist” - a developer and implementer of creative approaches in areas of activity specific to the HR manager, competent in special and technological knowledge, able to attract various internal and external resources and use them effectively taking into account the business prospects of the organization (head of organizational development service or staff development);

4) "personnel innovator" - leader, leader - developer of pilot, initiative or pilot (pilot) projects that require great attention and careful study before they become widely used in the personnel management practice of the organization;

5) “performer” - a specialist implementing an operational personnel policy;

6) “HR consultant” (external or internal) - a professional who uses a panoramic vision of the prospects of the corporation, practical knowledge in the field of human resources management and expert skills to determine the needs, opportunities and solutions to problems associated with the development of organizational and personnel potential.

MANAGER FUNCTIONS - a special type of activity that takes place in the control system and is performed by special methods and methods. The management process must be sustainable, i.e. maintain the basic properties when changing the external and internal environment. Functions are divided into general and private. General management functions are independent of the control object and reflect the essence of management processes.

These include:

* forecasting

*planning

*organization

*coordination

*motivation

*the control.

Private or specific functions reflect the contents of the control process for various objects. The allocation of management functions is associated with the division of labor specialization.

PLANNING - activities for the development and adoption of managerial decisions determine the development prospects and the future development of the production system as a subject and object of management.

It enhances the growth rate of production, reveals additional resources, material sources, requires the use of advanced methods and forms of influence on the entire production organism. The plan provides for goals and objectives; ways and means; resources necessary to achieve the objectives; proportions; organization of the implementation of the plan and control.

ORGANIZATION is the construction of such an enterprise structure that enables people to work together to achieve their goals. The organizational process includes the following stages:

1) Definition of certain types of work to achieve the objectives.

2) Assessment of available labor resources.

3) Identification of the degree of responsibility and the nature of the authority of management personnel.

4) Definition of specialized activities. 5) Registration and approval of job descriptions, the provisions of structural units, schemes and standards.

When organizing, you must be guided by the following necessary principles:

*specialization

* proportionality (departments should be commensurate with each other)

* straightforwardness (the shortest way of passing information)

* uninterrupted operation (rhythm).

CONTROL - the process of ensuring that the organization achieves its goals.

Control is closely related to accounting and analysis. 3 types of management control:

1) Advance. It is closely related to the planning function and is carried out at the planning stage. The purpose of the preliminary control is to forecast material, financial and human resources so that the goals of the organization are real.

2) Operational (current). It is carried out from the beginning of management or production activities to obtain the result. The goal is to timely detect significant deviations from the intended plan in order to prevent serious disruptions in the enterprise.

3) Monitoring of the solved problem and analysis of the effectiveness of the results. The goal is to serve as motivation for successfully completed work.

Control should be:

*warning

*timely

*continuous

*tactful.

Stages of the control process:

1) Development of standards and criteria

2) Comparison of real results with planned

3) Correction.

Leadership is an essential component of effective leadership.

Manipulative - characterized by the desire to use employees in their interests, the feelings of the partner are indifferent. The attitude towards equality is very low, while the attitude toward understanding and creativity is dominant.

Comfortable - characterized by uncritical compliance of the subject of the partner. Expressed installation on understanding, and on equality and creativity - occupies low positions.

Alterocentric - the subject's refusal of his own goals. Attitudes towards understanding and creativity occupy high positions.

The indifferent orientation is characterized by the underdevelopment of each of the three installations.

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Description of the stages in the history of the development of management theory and practice. Features of formation, the concept of management schools and their types. The emergence, formation and content of various areas of control theory. Varieties and functions of management schools.

Types of management - special areas of managerial activity related to the solution of certain tasks. These include the classification of management, which varies according to the object and the content.

On the basis of the object distinguish between general and functional management. General (or general) management is to manage the activities of the organization as a whole or its independent business units. Functional (or special) management is to manage certain areas of the organization or its links. The following types of functional management are distinguished: innovation management; personal management; supply management; production management; marketing management; quality management; financial management; international Management; environmental management.

Management classification

In any organization, general and functional management exist in organic unity, making up an integrated management system. Their ratio and combination determine the prevailing type of formal organization structure.

According to the content distinguish between normative, strategic and operational management. Normative management provides for the development and implementation of the organization’s philosophy, its business policy, determining the organization’s position in the competitive niche of the market and the formation of common strategic intentions. Strategic management involves the development of a set of strategies, their distribution over time, the formation of the success potential of the organization and the provision of strategic control over their implementation. Operational management involves the development of tactical and operational measures aimed at the practical implementation of the adopted development strategies of the organization.

The management functions were formulated at the beginning of the XX century. A. Fayolem, there are five of them. The main function of management is planning. When implementing it, the entrepreneur or manager, on the basis of a deep and comprehensive analysis of the situation the organization is currently in, and its prospects, formulates goals and objectives for the coming period, develops an action strategy and, finally, draws up the necessary plans and programs for their implementation.

When making plans, they are guided by the following principles:

Completeness of planning - when planning, all events and situations that may be important for the development of the organization should be taken into account;

Planning accuracy - when preparing plans, modern methods, tools, tactics and procedures are used to ensure the accuracy of forecasts;

Clarity of planning - the purpose and measures of planning should have simple and easy to reproduce formulations available to all members of the organization;

Continuity of planning is not a one-time act, but a continuous process;

Cost-effectiveness of planning - planning costs should be proportionate to the gain from planning.

The practical implementation of the ideas contained in the plans, programs, strategies takes on an organizational function. It is implemented through the creation of the organization itself, the formation of its structure, management system, providing its activities with the necessary documentation.

There are a number of principles that should be followed in the process of performing the functions of the organization:

1) the definition and detailing of the goals of the company that were identified during the planning;

2) definition of activities to achieve these goals;

3) assignment of various tasks to individuals (division of labor) and their integration into controlled working groups or units;

4) coordination of various activities entrusted to each group, through the establishment of working relationships, including a clear definition of who is in charge (one subordinate cannot have two bosses), that is, each member of the group must know what he should do, deadlines work and who manages it (manages);

5) unity of purpose - whether each member of the organization works for a common goal, that is, no one should work against the goals of the organization;

6) scope of control or scope of management - whether each manager in the group is responsible for the number of employees managed by him.

The implementation of the tasks of the organization is carried out through joint activities of people. For the latter to achieve its goal, it needs to be coordinated, directed in the right direction, to ensure the necessary level of interaction between the participants.

Not a single task will be successfully solved with due quality and minimal costs if employees - managers and executors - are not interested in this. From here one more important management function follows - motivational. It consists in determining the needs of people, choosing the most appropriate and effective in this situation way to meet them in order to ensure their maximum activity in the process of achieving the goals facing the organization.

The results of the organization and its employees need to be checked, evaluated and adjusted from time to time. This constitutes the content of the control function of management. The control is designed to identify in advance imminent dangers, detect errors, deviations from existing standards and thereby create the basis for improvement. Of course, organizational findings related to the encouragement or punishment of performers can be made based on its results.

Textbook Output:

Fundamentals of Management. Chernyshev M. A., Korotkov E. M., Soldatova I. Yu., Prof. I. Yu. Soldatova., Chernysheva M.A., Ed. prof. I. Yu. Soldatova., Soldatova I., Chernyshov M.A. - Ed., ed.: ITC "Dashkov and K", SCIENCE / INTERIODICS MAIK, Science-Press 2006

Types of management are special areas of management activity related to the solution of certain management tasks.

The complexity and variety of management activities allows, according to experts, to identify up to 80 varieties of management. Consider the characteristic features of the most important and significant types of management.

Depending on the object, the following main types of management are distinguished.

Organizational management manages the processes of creating an organization, developing the structure and management system of an organization, management mechanism; systems for the implementation of managerial functions, the development of norms, regulations, rules, standards, regulations, instructions and other things. The result is the normal functioning of the organization, the successful achievement of the organization's goals. Achieving organizational goals is based on strategic management, tactical or current management, and operational management.

Strategic management is a managerial activity in the setting and implementation of long-term goals, maintaining effective relationships of the company with its environment in a strategic aspect.

Strategic management defines human potential as the basis of the organization, orientates the organization of production to the needs and desires of consumers, adapts the organization to the external environment, the result of which is the achievement of long-term goals of the organization. Strategic management is the focus of senior management. The results of strategic management are not fully disclosed for several years. In the framework of strategic management, long-term goals of the organization are set, ways to achieve them are determined,

Tactical (current) management is developed in the development of the strategy. While strategic management is mainly developed at the highest levels of leadership, tactical (current) management is developed at the level of middle management. The prospects of tactical (current) management are designed for a shorter period of time than strategic management. It usually covers an annual period. The results of tactical (current) management are quickly and easily correlated with specific actions.

Tactical (current) management is associated with activities taking place at a given time; refers to everyday work. It provides a short-term flow of processes in the organization, such as marketing, research and development, manufacturing, financial, personnel, social; implementation of short-term plans. Short-term plans are drawn up in organizations for a period of up to one year. Then they are specified for six months, a quarter, a month, a decade, depending on production needs.

Operational management is an activity focused on solving current issues that require immediate resolution; includes the organization and management of the implementation of operational plans and scheduling. Actions are carried out by distributing work, resources, making the necessary adjustments to production and financial processes, and the progress of current tasks. Operational management is reduced to making decisions that can quickly and timely correct or direct the course of labor, production and financial processes in specific situations that are currently taking shape. Tactical (current) and operational management are associated with the formulation of specific medium-term and short-term tasks, coordination of their solution with the provision of necessary human, financial, material, information resources, monitoring of the results achieved, their assessment, analysis and implementation of the necessary corrective actions.

Depending on the functional affiliation - a specific area of \u200b\u200bthe organization or its links - management is divided into the following types.

Marketing management is engaged in the processes of managing market research, the current and prospective market conditions, creating sales channels, shaping pricing policies, and advertising. With its help, the latter is studied, the current and future conditions are assessed, target markets are selected, sales channels are formed, pricing and advertising policies are developed, etc.

Production management includes the management of the main, auxiliary and supporting processes, as a result of which the goods are delivered that the organization supplies to the market. The objects of production management are setting goals, choosing a strategy, planning, optimizing the volume and structure of output, organizing the labor and technological process, regulating them, eliminating failures and malfunctions, monitoring, managing people, stimulating people, arranging personnel, etc.

Management in the field of material and technical supply and marketing of products consists in managing the processes of drawing up business contracts for the supply of materials, semi-finished products, components, their delivery, processes of incoming control, packaging, storage and delivery of finished products to consumers.

Personnel management is aimed at planning labor resources; staff selection; staff assessment and selection of the best from the reserve created during recruitment; determination of wages and benefits; vocational guidance and adaptation, training and professional development, assessment of labor activity.

Financial management is aimed at managing the movement of financial resources and managing financial relations that arise between business entities in the process of movement of financial resources. Financial management is the process of developing a financial management goal for an organization and influencing finances using methods (planning, lending, settlement system, insurance) and financial resources (profit, depreciation, price, rent) to achieve this goal.

Innovation management manages innovation. It has as its object the implementation, coordination and control of scientific research, applied development, the creation of prototypes of goods and services, their implementation in production; the formation and evaluation of plans and programs for innovative activities, the organization of their resource support; stimulation of creativity.

Innovation management is aimed at managing the materialization (materialization) of people’s creative activities to create products that are superior to existing or have no analogues with technical, organizational, economic characteristics.

Investment management is a management specializing in investment management. Since an investment is an investment of capital in order to obtain future profit and (or) positive cash flow in favor of business owners, the investment manager must possess the qualities of a strategic manager. He must correctly determine priorities, organize “long” flows of material and financial resources, inspire staff for long-term goals. Investment project managers should have a special vision of the organization’s future lifestyles, create an impetus for continuous movement, and be a professional participant in the construction process.

Ecouting management is associated with managing the processes of collecting, processing and analyzing data on the organization’s work, comparing it with the baseline and planned indicators of other organizations in order to timely identify unresolved issues and establish reserves for more fully utilizing the organization’s potential.

The list of the variety of types of management does not end there. Consider the most important and significant types of management.

Adaptive management is a type of management in which the main goal is to adapt to changes in the external environment. At the same time, a “tracking system” is created, the main indicators of external changes and the unit responsible for the organization’s flexibility are monitored.

So, almost all investment institutions, especially brokerage houses that play on the securities market, are adaptive systems. The main thing for them is to notice in time certain trends emerging on the stock market, jumps in the prices of certain stocks in order to quickly and flexibly respond by entering into adequate transactions. Adaptive management is also applicable to those small enterprises, the success of which more than two-thirds depends on the state of the environment.

In recent years, they are beginning to actively talk about knowledge management that manages the processes of their identification, selection, storage, dissemination, giving them additional value, improving their quality by filtering, synthesizing, investing in new forms, etc., allowing them to be more effectively used in practice . In addition, knowledge management is associated with the creation of a learning environment, including an interactive one, where people constantly exchange information and there is every opportunity for its effective understanding and assimilation.

The central task in knowledge management is to facilitate the identification, exchange and use of available information resources, best practices, and creative opportunities. This is important, because in the future all large organizations should be divided into small self-governing structures, which, due to their relatively small information and intellectual potential, will have to acquire and assimilate other people's knowledge.

All of these types of management in practice are closely intertwined and interdependent, which significantly complicates management activities, but using the capabilities of the species diversity of management systems leads to an increase in their potential and efficiency.

On the whole, we can state the fact that the variety of types of management is associated, first of all, with the variety of areas of use and features of the implementation of the management process and that the differentiation of management is objective.

• 1. Let's start with strategic management. It is needed in order to plan and ensure the implementation of long-term tasks that are created for a period of more than 1 year. This may be the management of the construction of a large facility, the organization’s business plan, or even the well-known state budget for the next year. In order for the plan to be executed exactly and on time, there are people who control it and manage the performers. As a rule, this creates a whole group of managers whose main task is to manage the implementation of the strategic plan. Moreover, it is important to understand that far-reaching plans are very approximate, they do not give clear instructions, so managers need to think about how best to fulfill a specific order. For example, it was ordered to arrange 6 offices, a toilet and a manager’s office on the second floor of the business center, but in what order and how to do it exactly, responsible managers who carry out the management decide.
• 2. The second type of management is tactical management, which is also medium-term. This includes all plans for the implementation of which is allocated from a month to a year. For example, it can be restructuring of departments in an enterprise, marketing campaign, etc. To carry out such tasks, new groups may be created or affairs may be assigned to existing ones (marketing department, labor protection department). The instructions in these plans can be both approximate and accurate, therefore, the manager is still required to be able to think and make the right decisions.
• 3. Operational management is the last type of management. Its characteristic is as follows: an operational plan is created with time for its implementation no more than a month, it is entrusted, as a rule, to the small manager or immediately to the executor, after which it is put into effect. These include scheduled and unscheduled inspections, small projects at the enterprise, etc.
• 5. Approaches The effectiveness and quality of managerial work is determined, first of all, by the soundness of the methodology for solving problems, i.e. approaches, principles, methods; without a good theory, practice is blind. However, to date, only a few approaches and principles are applied to management, although more than 13 scientific approaches are currently known:
• 1. Integrated. When applying an integrated approach, technical, environmental, economic, organizational, social, psychological, political and other aspects of management and their relationships should be taken into account. If you miss one of them, the problem will not be solved.
• 2. Integration. The integration approach to management is aimed at researching and strengthening the relationships: - between individual subsystems and elements of the management system; - between the stages of the life cycle of the control object; - between the vertical control levels; - between control levels horizontally.
• 3. Marketing. It provides orientation by the control subsystem when solving any problems for the consumer: - improving the quality of the object in accordance with the needs of the consumer; - saving resources at the consumer by improving quality; - saving resources in production due to factors of the scale of production, scientific and technical process (NTP); - application of a management system.
• 4. Functional. The essence of the functional approach to management is that the need is considered as a set of functions that must be performed to satisfy it. After the function is established, several alternative objects are created to perform these functions, and one of them is selected that requires a minimum of total costs for the object's life cycle per unit of useful effect.
• 5. Dynamic. When applying the dynamic approach, the control object is considered in dynamic development, a retrospective analysis is carried out for five or more past years and a prospective analysis (forecast).
• 6. Reproductive. This approach is focused on the constant resumption of production of goods and services to meet the needs of the market compared to the best technological facility in this market.
• 7. Process. Considers management functions as an interconnected management process, is the total sum of all functions, a series of continuous interconnected actions.
• 8. Regulatory. The essence of the normative approach is to establish management standards for all subsystems of the management system. Standards should be established for the most important elements: - target subsystem; - functional subsystem; - providing subsystem.
• 9. Quantitative. The essence of the quantitative approach is the transition from qualitative to quantitative estimates using mathematical statistical methods, engineering calculations, expert estimates, points systems, etc.
• 10. Administrative. The essence of the administrative approach is to regulate the functions of rights, obligations, quality standards, costs, duration, elements of management systems in normative acts.
• 11. Behavioral. The goal of the behavioral approach is to assist the employee in the realization of their own abilities based on the approach of modern behavioral sciences. The main goal of this approach is to increase the efficiency of the company by increasing human resources. Behavioral science will always help increase the effectiveness of both the individual employee and the firm as a whole.
• 12. Situational. It focuses on the fact that the suitability of various management methods is determined by the specific situation. Since there is such an abundance of factors both in the company itself and in the external environment, there is no better unified approach to manage the facility.
• 13. Systemic. With a systematic approach, any system (object) is considered as a set of interconnected elements having an output (goal), input, communication with the external environment, feedback.

The most important principles: - the decision-making process should begin with the identification and clear formulation of specific goals; - the necessary identification and analysis of possible alternative ways to achieve the goal; - the goals of the individual subsystems should not conflict with the goals of the whole system; - Ascent from the abstract to the concrete; - the unity of the analysis and synthesis of the logical and historical; - manifestation in the object of different-quality bonds and interactions.