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International Management - Rodchenko VV

4.5. Results management system. The Finnish Experience

The incentive to develop a results-based management system was the dissatisfaction of the heads of Finnish enterprises with the American management system by purpose. A certain influence on the development of this type of management was also provided by Japanese managerial thinking.

The Finnish school of management today is one of the youngest. Finland is a major trading partner of the Baltic States, Russia and Ukraine, therefore the experience of managing organizations in Finland is of great interest to them, because this concept in practice brings tangible results. The real theory of management in Finland is a kind of practical "management philosophy" (strategic management, situational management, integrated development of leaders and organizations, etc.).

The main concept of the authors of modern Finnish management (Timo Santalineena, Eero Voutilainena, Pertti Porrhenia and Joako H. Nissen), over the last 20 years actively working in the field of improving the management of organizations in Finland, is dedicated to targeting managers for performance. The concept of results management was formed step by step [21; 26]. Today, this system is implemented at many enterprises and organizations in Finland. Success in the economy, especially in recent times, is a convincing proof of skilful management.

The concept of performance management

Management is the interaction between the manager and the staff subordinate to him, a harmonious mix of human and material resources in order to fulfill the tasks and achieve the goals that the organization faces. The basic idea of ​​results management is that no organization represents any value in itself, but it is an ordered form that unites individuals and their groups to achieve certain results (Figure 4.1).

Results management is an aggregate system of management, thinking and development, through which goals are achieved that are defined and agreed by all members of the organization. At the same time, the features of the economic situation, the creative abilities of people, as well as the styles and techniques of management are effectively used. Management by results in each organization is unique, because it consists in explaining to each employee the meaning of his work, in creating conditions for the free development of the person's physical and mental abilities for achieving jointly agreed results and improving the standard of living. Labor in the management system by results is not forced, ie, its content, sequence, place and time of execution are determined only by results, in the definition of which both management and personnel participate.

Proceeding from this, we can give the following control scheme:

1) management of activities, which consists of planning activities, setting production tasks, creating a system for measuring production work, monitoring the fulfillment of tasks;

2) personnel management, which includes ensuring cooperation between all members of the workforce, personnel policy, training, information, motivation of employees;

3) managing the most important links of the organization;

4) continuous improvement in the management of the organization and staff, external relations of the organization, including improving the planning of the enterprise, research and development of the microclimate in the organization, improving the division of labor.

In conditions of management by results, initiative and creative staff is a valuable resource. The source of such management is the conviction that every person is capable of self-development, regardless of the level of organization at which he works. At the same time, the leader should be democratic, flexible, ready for cooperation, pay the main attention to the result, trust the employee and delegate his duties, and also enable subordinates to succeed. By the nature of the work of such a manager, unlike traditional methods of leadership based on orders, is to influence the behavior and actions of people, through their motivation to achieve the overall goals of the organization. The actions of the leader are determined by the way he imagines his own functions and tasks, what position he takes with respect to them, from which preconditions his actions proceed. Therefore, the actions of the leader are the style, the way he works.

The Finnish school of training and retraining of managers, which has reached the international level over the past two decades, highlighted a number of important factors necessary for the successful activities of the manager:

• Ability to achieve results and desire to work hard for this;

• the desire and ability to take responsibility for the work entrusted and the ability to take risky decisions;

• readiness to start, manage and use change processes for the benefit of the organization;

• willingness to use an open management method, to welcome cooperation;

• the art of making quick decisions;

• the ability to focus on the present and the future;

• the ability to see changes within and outside the organization, effectively use them;

• readiness for close social relationships;

• readiness for general management;

• creative approach to their work;

• constant self-improvement and a good overall psychological and physical form;

• the ability to correctly use their time;

• willingness to motivate themselves and staff;

• readiness to work at the head of well-trained professionals;

• the international horizon.

Performance is influenced by such factors: rapid development of technology, improvement of management; Change in values, the physical condition of the leader, his personal attitude to the constant development.

A great deal of attention is paid to staff in the management system. In this case, proceed from the fact that each person wants to succeed in the work; People are benevolent and have many abilities; The majority of employees strive for responsible work, obtaining satisfaction from it; A person wants to learn and constantly develop; Everyone has unused creative abilities. Therefore, to maximize the creative abilities of the members of the organization, when the goal has already been determined, the performer is given freedom of choice with respect to the means to achieve it. And when the goal is unclear and there is no possibility to use their abilities, the person has no motivation for work. Thus, under the conditions of this approach to management, the subordinates have many more opportunities to achieve the result than with the traditional command-based control system.