home Management Management - Vikhanskiy OS

Management - Vikhanskiy OS

1.2. The position of management within the organization

The positions of management within the organization are mainly determined by the purpose and the role that the organization is called upon to implement. In an organizational life, management plays the role of a coordinating beginning, forming and propelling the resources of an organization to achieve its goals. Management forms and changes, when necessary, the internal environment of the organization, which is an organic combination of such components as structure, internal processes, technology, personnel, organizational culture, and manages the functional processes that take place in the organization.

The structure of the organization reflects the existing in the organization allocation of individual units, the relationship between these units and the unification of units into a single whole. The initial design of the structure is the design of the work. In the organization can be adopted a system of autonomous works, can be taken as a basis for a conveyor, a modular or brigade form of work. The design of the work depends on many factors, in particular on what qualifications are required to perform the work, what part of the product the individual worker produces, the extent to which the content of the work affects the employee, whether feedback is required from the final result, whether the work should assume development and Employee training, etc. A lot depends on the design of the work in the internal life of the organization. Therefore, management should pay great attention to this and periodically review the projected system of work.

The next step in the formation of the structure of the organization is the allocation of structural units, hierarchically linked and in a permanent production interaction. Management should determine the organizational size of structural units, their rights and responsibilities, the system of interaction and information communication with other units. He must put the tasks before the units and give them the necessary resources. From the skillful solution of all these issues and the timely adjustment and restructuring of the structure, the success of the organization's functioning depends very much.

Intraorganizational processes , formed and directed by management, include three main sub-processes: coordination, decision-making, communication. For coordination, management can form two types of procedures in an organization:

• Direct management of actions in the form of orders, orders and proposals;

• Coordination of actions through the creation of a system of norms and rules concerning the activities of the organization.

Procedures and norms for decision-making are formed differently by management in different organizations. The experience of Japanese firms is widely known, when decisions are made from the bottom up. There are many organizations where decisions are made only at the top level. There are organizations in which the system of delegating the right to make decisions to the lower levels of the hierarchy is widely practiced.

The norms and forms of communication existing in the organization have a great influence on the climate within the organization. There are organizations in which only the written form of communications is practiced. There are organizations where all contacts are basically carried out in the form of a conversation. Many organizations use a combination of these forms. An important characteristic of communications is the availability of restrictions on communication. All these and many other aspects of communication processes are strongly influenced by management and constitute an object of special concern to the management of the organization in the event that it seeks to create the best atmosphere within the organization.

Technology, which includes technical means and ways of combining and using them to obtain the final product created by the organization, is the subject of the closest attention on the part of management. Management should address technology issues and implement their most effective use. Recently, in connection with the emergence of increasingly advanced technologies, the corresponding management tasks become extremely complex and significant. This is due to the fact that their decision can lead to important and far-reaching positive consequences for the organization. They can cause and negative processes in the internal life of the organization, destroy its organizational structure, lead to the demotivation of workers. Therefore, in modern conditions, management can not look at technology only in terms of increasing productivity and efficiency. It is very important to consider how new technologies can affect the climate within the organization, how they can act on its "body".

Personnel are the foundation of any organization. Without people there is no organization. Imagine an organization that all its employees left. There would be buildings, equipment, documents, etc. But the organization itself would not. The organization lives and functions only because there are people in it. People in the organization create its product, they form the culture of the organization, its internal climate, on them depends what the organization is.

Because of this special situation, people in the organization are "number one object" for management. Management forms cadres, establishes a system of relations between them, includes them in the creative process of teamwork, promotes their development, training and promotion.

People working in an organization are very different from each other in many ways: gender, age, education, nationality, marital status, etc. All these differences can have a serious impact on both the characteristics of the work and the behavior of the individual worker, and on the actions and behavior of other members of the organization. In this regard, management must work with the cadres in such a way as to promote the development of positive results of the behavior and activities of each individual person and to try to eliminate the negative consequences of his actions. Unlike a car, a person has desires, and it is typical for him to have a relationship with his actions and those around him. And this can seriously affect the results of his work. In this regard, management has to solve a number of extremely difficult tasks, on which the success of the organization depends to a large extent.

Organizational culture , being an all-pervasive component of the organization, exerts a strong influence both on its internal life and on its position in the external environment. Organizational culture consists of stable norms, concepts, principles and beliefs about how a given organization should and can react to external influences, how to behave in an organization, what is the sense of functioning of an organization, and so on. Often the main provisions of organizational culture find expression in generalizing the meaning of the activity of the organization's slogans. The bearers of organizational culture are people, but it is developed and formed largely by management and, in particular, by top management. Organizational culture can play a huge role in mobilizing all the resources of the organization to achieve its goals. But it can also be a powerful brake on the way of achieving the goals, especially if this requires changes. Therefore, management pays much attention to the issues of formation, maintenance and development of organizational culture.

The internal life of an organization consists of a large number of different actions, subprocesses and processes. Depending on the type of organization, its size and type of activity, certain processes and actions can take a leading place in it, while some processes that are widely implemented in other organizations may either be absent or be carried out in a very small amount. However, despite the huge variety of actions and processes, it is possible to distinguish five groups of functional processes that cover the activities of any organization and are subject to management by management. The following functional groups of processes are:

• production;

• marketing;

• Finance;

• work with personnel;

• accounting (accounting and analysis of economic activities). Production management assumes that the relevant management services manage the processing of raw materials, materials and semi-finished products entering the organization into a product that the organization offers to the external environment. For this, the management performs the following operations:

• management of product development and design;

• selection of the technological process, placement of personnel and technology in order to optimize the costs of manufacturing and choosing methods for manufacturing the product;

• management of the purchase of raw materials, materials and semi-finished products;

• Inventory management in warehouses, including storage management of purchased goods, semi-finished products of own production for internal use and final products;

• quality control.

Marketing management is called through the marketing activities to implement the product created by the organization to integrate in a single consistent process the satisfaction of the needs of the organization's customers and the achievement of the organization's goals. For this, the following processes and actions are managed:

• market research;

• advertising;

• Pricing;

• creation of marketing systems;

• Distribution of products;

• marketing.

Financial management is that management manages the flow of funds in the organization. For this purpose:

• budgeting and financial planning;

• Formation of monetary resources;

• distribution of money between various parties that determine the life of the organization;

• Assessment of the financial potential of the organization.

Personnel management involves the use of the capabilities of employees to achieve the organization's goals. Personnel work includes the following elements:

• selection and placement of staff;

• training and development of personnel;

• compensation for work performed;

• creating conditions in the workplace;

• maintaining relations with trade unions and resolving labor disputes.

Account management involves managing the processing and analysis of financial information about the work of the organization in order to compare the actual activities of the organization with its capabilities, as well as with the activities of other organizations. This allows the organization to uncover problems that it needs to pay close attention to and choose the best ways to carry out its activities.