Economy of the enterprise - Pokropivny SF

Chapter 3 Enterprise Management

Key concepts and terms

Enterprise management; Management functions; Principles of management; Management methods; Organizational management structures; Supreme bodies of state administration .

3.1. The essence and functions of the management process

The need for management . In accordance with the basic provisions of the theory of systems, any subject, phenomenon or process (including an enterprise) can be regarded as a system. A system is understood to mean a set of interconnected elements. The element of the system is a part of the whole, which in the process of analysis is not subject to division into components. Therefore, any system:

Firstly, consists of two or more elements;

Secondly, each element of the system has inherent only to it qualitative characteristics;

Thirdly, there are links between the elements of the system, with the help of which they influence each other;

Fourth, the system can not exist outside of time and space. The system has a temporary essence (its composition can be determined at any given moment), as well as its limits and the environment.

The first characteristic of an enterprise as a system is its openness, that is, an enterprise can exist only under the condition of active interaction with the external environment (Figure 3.1.). It "chooses" the main factors of production from the intermediate and general external environment, and then, transforming them into products (goods, services, information) and waste, directs them to the external environment. The condition for the viability of the system is a useful (profitable) exchange between the "entrance" and the "exit".

Another feature of the enterprise as a system: it is an artificial system created by man for its own interests, primarily joint labor. Therefore, an obvious characteristic of any enterprise is the division of labor.

Fig. 3.1. Interaction of the enterprise with the external environment

There are two forms of division of labor: horizontal and vertical . The first is the division of labor operations into separate tasks. The result of a horizontal division of labor is the formation of business units that perform certain parts of the overall transformation process. Since the work at the enterprise is divided between departments and individual executors, someone must coordinate their actions in order to achieve the overall goal of the activity.

Therefore, there is an objective need for the separation of managerial labor from the executive. Thus, the need for management is associated with the processes of division of labor in the enterprise.

Management, which (in the broadest sense) is an activity that ensures the coordination of the work of other people (work collectives), is also a complex system. Differentiation and coordination of managerial work, the formation of levels of management are carried out through the vertical division of labor.

Management functions. Enterprises differ in size, scope of activity, technological and other parameters, but all of them have certain common features (characteristics), among which, first of all, it is necessary to name management functions - objectively conditioned general directions or spheres of activity, a set Which ensures effective cooperation of joint labor.

To clarify the nature and essence of each of them, it is necessary to consider the mechanism of functioning of the simplest artificial system (Figure 3.2).

Fig. 3.2. Block diagram of the operation of the simplest artificial system

The structure of this model contains two elements: the U -control element; Element E - executive.

The control element perceives:

Through the input channel, a pulse from the external environment ( Y 1 );

Through the feedback channel, pulses relating to its own state ( X1 ) and the state of the structure of the system ( X2 ).

Based on the perceived impulses, the control element begins to function. First, it determines the specific (quantitative) value of the output parameter Y2 , that is, it defines the purpose of the system's operation. Then it generates a pulse X 3 and sends it to the executive element (effector). This impulse has the character of a team.

The block diagram shows that the effector also receives Z1 pulses from the outer sphere. These are the so-called obstacles that hinder the achievement of the goal of management.

Under the influence of the command of the control element and external obstacles, the effector begins to function. The result of his activity is the output pulse Y2 . But before sending it to the external environment, the effector informs the control element about the execution of the received command X 2 via the feedback channel. By coordinating the information received from the effector with the previously defined purpose of the system, the control element again begins to function.

If the results of the effector's activity coincide with the target, the effector receives a command to send the output pulse Y2 to the external environment. In case of a mismatch, the control element generates new commands, which directs the actions of the effector. Therefore, in the structure of the system, the control element performs very specific functions.

First, it determines the purpose of functioning. Since one and the same goal can be achieved in different ways, the control element must select one of them. In this case, the method of achieving the goal is understood as the development of an algorithm for the transformation process, i.e. Determine the ordering of the operations that the members of the work collective have to perform to achieve the goal. This means that the control element performs the function of planning - the process of determining the purpose of the activity, foreseeing the future development and connecting the collective (individual) tasks to obtain the expected social result.

Secondly, each operation of the transformation process must have its own carrier, that is, it must be carried out by a certain element of the given system. Thus, the implementation of the transformation process also provides a definition of who exactly should perform a particular operation and how the performers should interact with each other. These processes characterize the essence of the organization as a function of management. Organization - is the process of forming the structure of the system, the distribution of tasks, powers and responsibilities between employees of the enterprise to achieve the overall goal of its activities.

Thirdly, the effector in the system takes a subordinate position, and, during the course of the transformation process, he may refuse to fulfill his duties as determined by the plan. Therefore, to achieve this goal, the head of any level should not only plan and organize work, but also make people fulfill it.

For this, it is necessary to create conditions under which performers would understand that they can satisfy their personal needs only when the achievement of the enterprise's goals is achieved. This means that the control element must properly perform the function of motivation . Motivation is, in fact, the process of motivating the members of the work collective for joint coordinated actions, in order to achieve the set goal.

Fourth, in order to prevent the emergence of an external obstacle and possible deviations from the expected results of the system's activities, the control element must establish the parameters of the effector's activity, measure the results achieved, compare them with the planned results, and, if necessary, adjust the activity, accumulate to improve planning. It is this that can explain the need for the control element to perform monitoring functions .

These four main functions are easily linked together in a single management process. Poor planning or an imperfect organization, as well as a weak motivation for work or unsatisfactory control, adversely affect the results of the firm as a whole.

With this in mind, it is important to emphasize that the management of an enterprise reflects a set of interrelated planning, organization, motivation and control processes that ensure the formation and achievement of the objectives of the enterprise.