Theory and practice of personnel management - Shchekin GV

1.3. Entrepreneurial management

In economic history, there are three methods for distributing the material resources of society: traditional, command and market. The traditional method of distribution is based on the established social traditions of the transfer of property by inheritance with unchanged production technology, the system's immunity to progressive changes, the prevalence of extensive farming practices. The command method is to fulfill the will of the manager (manager) or the managing body (center). The effectiveness of this method is determined by the extent to which the manager uses objective economic laws. Neglect of them leads to an economic crisis. The market method is based on the use of market relations. The motor of the market is the law of value, the regulator is competition, and the stimulator is the law of supply and demand. Within the framework of market relations, all resources are distributed according to the economic laws inherent in the market, and to manage them there is no need to maintain a large administrative apparatus. All three methods are used in any society, but in varying degrees. Competition brings in the activities of managers elements of enterprise and risk, which ensures the achievement of a relative balance between the producer of goods and their consumer [1].

In the early 80-ies of the XX century. The importance of "human" and innovative aspects in the activity of firms and corporations increased, as a result of which requirements to managers of all ranks increased [6]. A purposeful association of previously independent functions, the elimination of redundant links in management, the transition from a hierarchical structure to a network and the related decentralization, as well as the transfer of a number of managerial functions to production collectives, contributed to a reduction in the number and "quality" of executives.

The main conclusion of various modern studies of management problems is an indication of increased attention to the cadres and methods of managing their joint activities in highly automated technologies. Strategic directions in this area are the humanization of labor, the full development of the initiative of employees and the maximum use of technical capabilities. This is based on a number of fundamental concepts:

• Social innovation is as important as technological innovation;

• Capital needs to be invested not only in advanced technology, but also in recruitment and training of personnel;

• Coordination of the activity of employees should be ensured through means of communication and mutual understanding;

• problems should be solved by joint efforts of the collective, and the cooperative style of work should prevail [6].

In connection with the developed strategic management concepts, new requirements are imposed on modern managers, among which the focus is on purposefulness, scale of thinking, communicative capacity, the ability to analyze and solve complex problems, synthesize solutions in conditions of uncertainty and limited information, ability to work effectively with people, The most important characteristics of the modern manager are:

• obtaining a realistic assessment of the strengths and weaknesses of subordinates;

• the ability to think and act strategically;

• ability to negotiate with higher-level managers and subordinate teams;

• ensuring the favorable nature of relationships in the management teams and the interest of subordinates in the quality performance of official duties [6]. Many business theorists and practitioners predict a sharp increase in difficulties and inefficiency in the managerial training system, since the number of training courses and content of training programs has changed insignificantly over the past decades. Within the framework of "professional management", there was an orientation towards such courses, in which a strict quantitative evaluation of the results is possible: accounting, financial analysis, decision theory, mathematical modeling, application of information systems, etc. High qualification in the above disciplines is necessary for Successful work of specialists with a master's degree in management, but far from sufficient. Training programs in philosophy, sociology, management psychology allow you to learn the skills and skills of forming strategic goals of the firm and cohesive collectives of like-minded people. The aggravation of competition will require managers not so much to quantify the given alternatives, but as a constant focus on the search for new, non-standard ways of solving unprecedented tasks. All these qualities can be characterized by one concept - entrepreneurship [6].

Currently, businessmen and managers have to work in increasingly difficult conditions: the market is constantly changing, signaling a drop in demand for a particular product. Therefore, management and entrepreneurship become an art when the success of strategic management is determined by the talent of intuition and foresight. Modern management consists of the formation of a "philosophy" of the firm's activities, clarifying its goals and creating an effective management apparatus. And management in action is the success and talent of business, depending to a certain extent on the personality of the leader. Manage in modern conditions means to lead an enterprise to achieve its goals using at least three of its components: resources, organizational processes and, most importantly, personnel [7].

Literature

1. Library of the manager of personnel: world experience. Modern management: theory and practice: Overview information / Comp. V. I. Yarovoy; Ed. GV Shchyokin. - К .: МУЗУП, 1994.

2. Grachev MV, Sobolevskaya AL, Kuzin DV, Sterlin AV Capital management: Lessons of the 80's. - Moscow: Economics, 1991.

3. Grayson J., O'Dell K. American management on the threshold of the XXI century: Per. With the English. - Moscow: Economics, 1991.

4. Gurney B. Introduction to the science of management: Trans. With frants. - Moscow: Progress, 1969.

5. Popov, AV The theory and organization of American management .- Moscow: Izd-vo Mosk. University, 1991.

6. Shchekin G.V. How they work with people abroad: Method. Recommendations on the use of foreign experience. - К .: VZUUP, 1992.

7. Shchekin G.V. Business management: Express course for business people. - К .: МУЗУП, 1994.