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International Management - Rodchenko VV

Results-Based Management Process

It is necessary to highlight the results of the different levels of government: 1) determination of the results; 2) control on the situation; 3) control over the results.

The process of determining the results of the analysis begins with a deep aspirations, which are determined based on the desired results for various levels. These results are called the key; they require an annual check. The following types of key results: a) the results of commercial activity; b) the functional activity; c) support.

By the results of the business include the company's turnover (company, organization), costs, profitability, use of capital (investment, working capital), variable and fixed costs. Functional outcomes and objectives are the quantity and quality of production, energy efficiency and raw materials, the degree of capacity utilization. The results support, in turn, contribute to the commercial and functional results. The external support results are characteristic of the company, the group of products and each type of product, with external related groups (Table. 4.4). The results support within the organization can be set with regard to motivation of the staff, the atmosphere the organization of working time and means of communication, ie. E. Transmission speed of information. After selecting the key result of the transition to the determination of the means by which they are achieved.

The process of determining the results of the definition ends with directions and business ideas for its implementation. The results, which correspond to the aspirations of the organization, expressed in terms of specific goals (and they should be specific, attainable and measurable), strategies, key deliverables and milestones. The results corresponding to the aspirations of leadership, manifested in the form of key results, targets and schedules of working time. The aspirations of each individual member of the organization expressed plans to promote through the ranks, and in life in general (Fig. 4.4).

Table 4.4

Analysis of external associated groups

The process of control of the situation - it is control by day. Its basis is the organization of cases, human activity and the environment so that the plans are translated into the desired results. A feature of this stage of the management process based on the results is that the human resource management and interaction with the environment can not be present with all the details. Therefore, managers must be able to analyze and take into account external and internal situational factors. You must also possess different styles of leadership and influence in order to use them in accordance with the requirements of the situation. In addition, it is necessary to take into account the aggressiveness and creativity on the part of the head, and from the subordinates. The main content on the situation management process can be represented as follows: in the foreground are the sources of the influence of the head, which the Finnish school pays special attention. These sources in the past

decades have changed considerably. Even 10-20 years ago, it has been effective:

• a formal position (status) in the hierarchy of the organization;

• formal competence, which was based mainly on education;

• property rights;

• practical experience in the field;

• The right to make decisions;

• the right to hire and fire staff;

• clear rules;

• fear of the chief;

• the ability to influence decisions on wages;

• kinship.

For these sources, the characteristic was that they stressed the formal position of the head of the organization, ie. E. Clearly identify who and who is the head over and people should obey. In the 90s the Finnish school recommended the following: efficient sources of influence [21]:

• interest and creative position;

• Routine;

• general leadership;

• the ability to collaborate and manage people;

• the art of motivation and strategic management;

• willingness to take risks;

• Responsibility for jobs;

• Ability to adapt to change and use them;

• readiness to cooperate and to lead a group. So, to increase the value of these sources of influence in the future

leaders, their personal ability to control and authority, based on the suitability of management and the value of the formal position of the head will gradually decrease.

A major role in the management process steps on the situation also plays a plan, which is divided into the following main types: strategic; annual; planning work schedules.

Strategic planning begins with the recognition of the idea of ​​a productive approach to the organization, analysis of the strengths and weaknesses of intra-party and external conditions. Then he developed a forecast for 10-15 years and sets goals for 3-5 years, which correspond to the capabilities of the organization.

On this basis the strategy management activities (eg, methods to improve competitiveness, the main ways of achieving the objectives).

Every year, on the basis of a situation analysis advertised plans productive activities of groups and individuals, ie. E. Is determined by the provisional budget, the necessary machinery and equipment, labor, investment, as well as a schedule.

On the individual level, it is planned to use for long time, recurring and one-time work; with a plan drawn up only 50-60% of the time. At the level of the organization plan of the results is carried out so that in the spring of planned results that need to get in the next year, and in the autumn considered the conditions necessary to achieve the expected results.

The final stage of control as a result of a process of control over the results. Monitoring is carried out to assess the final and intermediate results, level of implementation of the action plan envisaged, situational management.

The achievement of each key outcome and tasks assessed separately, on the basis of which the conclusions that are important for the planning of the next period and take appropriate action. Conclusions are divided by maturity implementation of necessary measures: immediately, after some clarification, for the next year. In this event, which are deposited, should be assessed realistically.

With this management system twice a year on the results of discussions conducted at all levels of the organization. The manager or the members of his working group assess how key tasks were reasonably established in the previous period, whether they contribute to the achievement of the goals. Then estimated compliance nominated tasks required level (over or under), checked the results. When the team formed the general opinion on the progress achieved, the issue that prevented the achievement of success (for example, lack of necessary equipment, powers, skills), as well as the specified action that contribute to achieving success in the future. Then the determined results to be achieved in a subsequent period.

So in the management of the results it is essential to focus on the result. Features your organization uses so that action plans were distributed to their level to the strategic plans of individual working time individual workers.

When operating according to the results, along with the planning of the implementation plans are highly valued and control. Assertiveness, creativity and commitment in carrying out plans are the hallmarks of this control system. An important factor that directs the activities of the organization are also considered satisfactory with respect to random and planned the expected results; It carried out a balanced development of the organization and content of life of its employees.