Management - Vikhanskiy OS

2.2. Management as a developing system

Management can be carried out only if there is a really functioning system that solves the management tasks. If this system is an organic part of the organization, its actions are managed by the organization and it does not solve tasks other than management ones, it can be regarded as a specialized system or as a management system.

The management system is a form of realizing the management interrelations. It appears as if in the form of a really existing substance, by means of which management acquires a concrete content and concrete manifestation, and the control function is a practical realization. In reality, management activity is the functioning of a management system.

The management system is formed and operates not only in accordance with the content of the management function and the nature of the relations underlying the management interrelations, but also in accordance with the conditions in which the management system is formed, and also in accordance with the inherent management system of the principles of its construction, functioning and Transformation.

The control system breaks up into subsystems, the selection of which was visually manifested relatively recently [1]. The first subsystem is what was previously seen as a proper management system. This is a set of management bodies, units and executors, performing the functions assigned to them and solving the tasks assigned to them, as well as the set of methods by which the management influence is carried out. This subsystem of the management system can be viewed as a unity of organization, technology and management methods. With further consideration, this subsystem of control will be called the structural-functional subsystem of the control system (SFP). Usually it is the structural and functional subsystem that is subjected to the most careful analysis and description when considering the issues of constructing and operating a control system. At present, a general theory of management functions, management personnel, organizational management structures, as well as technology and management methods, has been developed (mostly deeply and fully).

The structural-functional subsystem appears as if in the role of "skeleton", "skeleton" or even "body" of the control system. And at a certain level of management development, the "body" of the management system is actually equivalent to the management system as a whole. But every developed organism is not equivalent only to its body. There is still something exceptional that can be conditionally called the "soul" of the body. The higher the level of development of the organism, the higher the significance of this subsystem. What can be considered the soul of the management system? The answer to this question can be obtained if we analyze the second subsystem of the control system.

The main parts of this subsystem are the following blocks:

• Management ideology and value orientation of the management system;

• interests and behavioral standards of participants in the management process;

• information and information support of communications in the management system.

The aggregate of these three blocks basically covers the entire subsystem under consideration, although with reference to certain control systems it is possible to indicate the existence of additional blocks playing a certain role in this subsystem. Such blocks can be, for example, blocks of national interests and even national managerial stereotypes or blocks of implementation in the management of ideological attitudes. These blocks should be distinguished in principle from the first allocated block of managerial ideology, as they serve as spokespersons for certain types of ideology in the society generally, and not just for managerial ideology.

And the main blocks and blocks that arise under specific conditions and have a clearly expressed situational character are in dynamic interaction both among themselves and with elements of the structural and functional subsystem of the control system. At the same time, depending on the general properties of the system, its specific features, and also depending on the level of development of the management system and the conditions for carrying out managerial activities, the degree of manifestation of individual units, as well as the nature of their interaction, can be completely different. However, in any cases, the subsystem of the management system in question has a common property, the essence of which is that it links together (and not only links but also brings together in successfully functioning management systems) on the basis of the development of information channels and links, the goals of the organization embodied in Criteria of functioning, management ideology, interests and criterial and regulatory base of management personnel, procedures and organization of management activities. This allows this subsystem to be described as an information-behavioral subsystem of the control system (STI).

The real forms of manifestation of this subsystem are:

• Management theories and management ideology;

• formal and informal relations of managers with representatives of the external environment;

• the level of organizational development, as well as the level of development of each individual employee of the managerial level;

• awareness of employees, media, methods of disseminating information.

Currently, in connection with the objectively occurring process of accelerated and expanded dissemination of information, and also due to the significant increase in the significance of the synergistic effect from organically implemented joint actions, the role of the information-behavioral subsystem of the management system is sharply increasing.

There are several fairly pronounced types of information-behavioral subsystems.

The first type is characterized by the presence of a formal organization of activities and relations in the management system. Activity is initiated by orders and requires the presence of formal control over execution, the attitude towards work is indifferent, irresponsible and uninformative. The interests of employees and their skills are directed outside the organization. Relations between employees about work formal, informal relations are related to interests outside the organization. The level of awareness is low, the availability of information is low both because of formal limitations, and because of the weakness and underdevelopment of the technical basis for accessing information and its dissemination.

The second type of information-behavioral subsystem is characterized by the presence of restlessness in relations, the presence of conflict situations, the desire of individual members of the collective to introduce changes mainly at the expense of other members or through organizational reorganizations. There is no indifference characteristic of the first type, but there is also no intrinsic interest in real improving the efficiency and quality of the whole team's functioning. As with the first type, its own goals and interests dominate here, which are beyond the interests of the organization. For such a relationship is characterized by the presence of group and cell identity. The official information system functions poorly, the level of availability of information is low, attempts are made to deliberately conceal information or introduce unreasonable restrictions on obtaining information. At the same time, informal collection and dissemination of information is very widely practiced. Closed discussions or discussions in a narrow circle of elected persons are widely practiced.

The third type is characterized by the presence of interest in the final results of the functioning of the management system, the desire to obtain great results by improving internal relations, developing all members of the organization and raising the level of joint work activity. Group forms of joint activity are widespread, but they are rather formal. This type is characterized by goodwill in relationships, the desire to resolve conflict situations, openness in statements, a tendency to cooperate. An important characteristic of this type is the manifestation of activity in the implementation of production activities, the emergence of creative attitude to work, the emergence of amateur beginnings. The role and importance of broad awareness is recognized, an atmosphere of publicity is created and open discussions are widely circulated.

The fourth type of information-behavioral subsystem is characterized by the presence of such a state of the management system, in which an organic combination of personal interests develops with the desire to obtain high final results of the functioning of the organization as a whole. For this type of characteristic orientation to the final results, self-organization and self-sustainability. The state of relations in the system is so highly developed that it allows the system to adapt flexibly to new tasks and conditions, i.e. To carry out self-development of the management system. Storage, obtaining of necessary information, transmission and processing of it are carried out with the help of high-speed and high-performance technical means. Information and awareness are organic components of the functioning of the management system.

The third subsystem of the control system is the self-development subsystem of the management system. The emergence of the self-development subsystem of the management system reflects the emergence in the management system of such qualities as the desire for self-improvement, flexibility and adaptability to change, orientation to innovation, the search for and development of progressive ideas and accelerated introduction of them into the practice of the management system. -

The self-development subsystem of management not only reflects the named qualities of the management system, it is a generator of these qualities, it also carries the mechanism of their reproduction, consolidation, dissemination and practical implementation. This subsystem is the source and conductor of the management system's need for self-improvement and, at the same time, the carrier of the mechanism through which the management system is developed.

The self-development subsystem of the management system can be divided into two parts. The first part of the subsystem orientates the management system to continuous improvement and development. It ensures the need for the management system to change in the direction of improvement, as well as in regular updating.

For this part of the subsystem, the following tasks and the following functions are typical:

• development, introduction into the management system and constant maintenance of a proper level of stimulants that impel the management system to self-improvement;

• constant analysis of the level of functioning of the management system, its available and potential capabilities, as well as an analysis of the dynamics of the tasks facing the management system and environmental change;

• identification of new trends and trends in the development of management systems that are observed in the world practice of management, as well as analysis of the forms and methods used to update management systems.

This part of the self-development subsystem very closely adjoins the information-behavioral subsystem of the management system, and its functional capabilities are largely determined by the level of development of the information-behavioral subsystem. This is due to the fact that the willingness to change, and adaptability, and flexibility, and mobility, and, finally, interest in the high end results of the functioning of the management system, the orientation toward the result of joint activity is predominantly determined by the state of the information-behavioral subsystem.

The second part of the self-development subsystem of the management system ensures the development of the management system. The most significant tasks solved by it are the following:

• development of management system self-development trajectories, including the search for improvement opportunities, description of the new state of the management system, development of the procedure and content of the transition to a new state, and identification of means to ensure this transition;

• organization of the transition of the management system to a new state, which includes the preparation of a transition program, the distribution of tasks and positions among the subjects of the transition, the distribution of coordination functions and the adjustment of their activities during the transition, etc .;

• analysis of transition results, generalization of experience in transferring the management system to a new state, obtaining conclusions on the development of the self-development subsystem of the management system.

The most important direction of the subsystem for the development of the management system is the development of cadres of the management system . This is due to the fact that the only possible real movement of the management system can be only the movement of its personnel, first, vertically (official advancement), secondly, horizontally (changing the profile of jobs and workplace) and, thirdly, deep into (Improvement of behavior and abilities in communication, growth of a positive attitude towards work, improvement of professional qualifications, working outlook and work skills, mastering related professions and modern means of information processing and transmission).