Management - Vikhanskiy OS

Brief conclusions

The processes taking place in the organization reflect the dynamics of the organizational system. At the same time, these processes must themselves be manageable. Communication as an organizational process is a key process. The construction of communication networks makes it possible to organize communications in the most efficient manner in accordance with the prevailing situation. There are different styles of management, the use of which is also situational in nature. Sometimes her non-verbal forms play a key role in communication.

Decision-making plays a central role in the totality of all organizational processes. All other processes are as if unfolding around him. The process itself can proceed in different ways. However, in doing so, he necessarily goes through all the stages and stages that are inherent in him as an organizational process.

Power as a process is based on two principles: personal and organizational. In either case, various sources of power or means of implementing it are used. Skilful use of the sources of power available to the head is at the heart of another organizational process - leadership.

Conflict or conflict of interests is often identified with a cause that necessitates management. The facts of practice do not reject this conclusion. Conflict as an organizational process is a complex and dynamic phenomenon. Conflict can unfold at various levels: at the level of the individual, group, organization. To resolve conflicts of different levels, they use the methods and styles corresponding to them. Structural methods can be used to resolve organizational conflicts.

Basic terms and concepts

Authority

"Wealth" of information

Vertical Connections

Power and influence

Power of Information

Power over resources

Power of the example

The power of connections

Intragroup conflict

Intrapersonal conflict

Intra-Organizational Conflict

Remuneration

Perception of the message

Solution development

Horizontal Connections

Diagonal connections

Interpretation of the message

Interpretation of the problem

Intuition and creativity

Sources of power

Sources of Conflict

Channel

Value encoding

Communication

Communication network

Communication styles

Conflict in the organization

Conflict of goals

Criteria for a successful decision

Leader

Leadership

The personal basis of power

Intergroup conflict

Interpersonal communication

Interpersonal conflict

The model of bounded rationality

Nonverbal Communication

Unprogrammed solution

Unstructured problem

Information carrier

Feedback

Organizational basis of power

Organizational processes

Fundamentals of power

Open communication

Evaluation and choice of alternative

Transmitter

Political decision model

Recipient of the message

Message

The right to power

Sending a message

Receiver

Recognition of the problem

Compulsion

Decision-making

The programmed solution

The process of communication

Decision-making process

Development of an alternative

Decoding values

Rational model of the solution

The style of conflict management

Structural methods of management

Structured issue

Types of Conflicts

Levels of Conflict

Form of the message

Noise in communication

Expert authority

Bibliography

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3. Gibson}., Ivanevich]., Donnelly J Organization. Irwm, 1991. 4. HellriegelD., Slocumfr J., WoodmanR. Organizational Behavior. West Publishing

Co., 1989.

5. Hersey P, Blanchard To the Management of Organizational Behavior. Prentice Hall, 1988

6. Koontz H, O'Donnell C , Weihnch H. Essentials of Management. McGraw-Hill, 1986.

7. MmtzbergH. Power in and around Organization. Prentice Hall, 1983.