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1. Main functions management (4)

   Abstract >> Management

   ... management...…….…………......................15 Control how function management..………….……….……………...19 Motivation as function management.……………..……………....….21 Stimulation as function management………….. .………...........23 SPECIFIC FUNCTIONS MANAGEMENT ...

2. Functions management and their transformation into management

   Abstract >> Management

   Data functions and decision making concrete types of accountability for performance management. Characteristics of the main functions management... is an element of each general functions management, on the other hand, it is an independent function management because...

3. Functions management (3)

   Thesis >> Management

   In revealing the main functions management and substantiation of the relevance of the implementation of these functions on the specific enterprise. In tasks... works and services. Management quality is part general management coordinated management activities...

4. Functions management (8)

   Abstract >> Management

   The communication profile of an organization reflects general state of the system management organizations. Function planning Planning is..., technology, personnel and other variables; - establishing specific parameters, operating modes of departments, relationships ...

5. Motivation like function management and its features in the service sector

   Coursework >> Management

   Job Discipline: " Management" Topic: "Motivation as function management and its features... 1.2. The concept of activity general principles of activation of activity, the presence ... in the implementation of human actions in specific conditions. Another factor is...

General management functions are work in the field of management or types of management activities with the help of which the managing subsystem influences the managed subsystem to achieve a certain result. Management functions reflect the content of the management process, the type of management activity, the totality of duties of the management subsystem (subject of management). The end result of management is the development of managerial influence, commands, orders aimed at achieving the goal. Each management function represents the scope of a specific management process. Management functions provide management of the organization, determine the structure, fix the vertical and horizontal distribution of rights and responsibilities. Management functions help improve the management process (Fig. 3.1).

Consider the general functions of management, which include:

• planning;
• organization;
• coordination;
• motivation;
• control.

These functions are implemented at all levels of management (higher, middle and lower levels) and in all activities of the organization. The content of these functions and the complexity of management activities at each level of management is determined by a specific list of tasks, their specificity and volume.

Rice. 3.1.

The general functions of management are characterized by the completeness of the content, the stability of the structure, the consistency and versatility of use in various fields of activity. Their main feature is that each general management function is a separate management process for developing methods of activation and means of influencing the personnel and their activities in order to achieve the overall results of the socio-economic system.

General functions reflect the main stages of the process of managing the organization's activities.

The following can be distinguished features of general control functions.

• 1. General management functions are always applied comprehensively and across the entire spectrum of managerial action. In this regard, it is impossible to talk about the greater or lesser importance of certain general management functions, since in different situations various general functions can become dominant.
• 2. General control functions do not depend on its object, since:
  • – firstly, they are applicable to any socio-economic processes or systems;
  • – Secondly, management functions are applicable to the management functions themselves as specialized activities. There is, for example, the concept of organizing the control of production activities, planning the accounting of inventory, etc. In this case, the first concept characterizes goal-setting, system formation, the second - the meaningful nature of the activity. The organization of control implies, first of all, that control must have certain organizational forms, be characterized by specific structural forms;
  • – third , management functions are applicable both to the management process itself (the management process can be considered as the process of implementing management functions and as the process of implementing a management decision), and to the management system.
• 3. There are no rigid, unambiguous boundaries between the general management functions. One and the same type of management activity may show signs of two or even several common management functions, their close interweaving. At the same time, in many practical cases, understanding the general functions of management as some "technological redistribution" of managerial activity is extremely important, since the possession of each of the general functions requires the formation of certain professional qualities of the leader. So, professional possession of the general function of control requires several other qualities from the leader than organizational activity.
• 4. In the structure of activities of managers at various levels, general management functions have a different share (determined by experts).

Planning- this is a purposeful process consisting of three stages: the formation of a mission, the completion of goals; on this basis, drawing up plans (strategic, medium-term and current). Planning is a set of actions taken to optimally achieve an enterprise's goals. The implementation of the strategic plan covers the tactics and policies of the firm.

Essentially, any plan must answer three questions: what to do? how to do? who will do?

To link strategic, medium-term and current plans, it is necessary to develop company policy, which provides a general guide for action and decision-making, facilitating the achievement of goals.

Politics involves the development and enforcement of rules. rule determines exactly what to do in a particular situation.

Organization- this is a work or type of activity for the implementation of the plans. The organization provides for the existence of authority and responsibility, as well as the possibility of delegation of authority.

Powers - the right of the manager to use certain resources of the organization, as well as to direct the efforts of its individual employees to perform certain tasks.

A responsibility - the obligation to complete the tasks and be punished for their incorrect solution.

Delegation means the transfer of authority to a person who assumes responsibility for the performance of certain tasks. Powers are delegated to a position, not to a specific person. However, in practice, some managers are reluctant to delegate their authority, believing that they will do a better job, either because they do not trust subordinates or are afraid to take risks.

Building an organization - an important aspect of organizational activity, which involves the creation of a management apparatus that, to the maximum extent, corresponds to the strategic plans of the organization and ensures its effective interaction with the environment, as well as the achievement of its goals.

Building an organization involves division of labor in management into the general, particular and singular.

The general division of managerial labor presupposes its distribution between spheres, divisions and large branches of social production.

People do the work in an organization, so an important aspect of the organization's function is to determine who exactly should perform each specific task from a large number of such tasks that exist within the organization, including management work. The manager selects people for a specific job, delegating to individuals tasks and authority or rights to use the resources of the organization. These delegates take responsibility for the successful completion of their duties. In doing so, they agree to consider themselves subordinate to the leader. Delegation is a tool that allows management to carry out work with the help of others.

Coordination– the process of coordinating the impact of the internal and external environment with the order in which tasks are performed. The main task of coordination is to achieve consistency in the work of all parts of the organization by establishing rational connections (communications) between them. The nature of these connections can be very different, as it depends on the coordinated processes. Therefore, to perform this function, both various documentary sources (reports, reports, analytical materials) and the results of discussion of emerging problems at meetings, meetings, interviews, etc. can be used. A major role in this is played by technical means of communication that help to quickly respond to deviations in the normal course of work in the organization.

With the help of these and other forms of communication, interaction is established between the subsystems of the organization, resources are maneuvered, unity and coordination of all stages of the management process (planning, organization, motivation and control) is ensured.

Motivation- the process of motivating oneself and others to act in order to achieve the goals of the organization. The exercise of motivation requires a clear understanding of needs and rewards.

Need - a person's feeling physiologically and psychologically of a lack of something.

reward - everything that a person considers valuable for himself.

The motivation of employees should be carried out by the manager, taking into account the knowledge of the needs of his subordinates.

Control– the process of ensuring the collection of information, measuring the results obtained, determining the quality of the work performed. Control over the fulfillment of tasks begins from the moment the goal is set and the task is brought to the executor. Control involves comparing the intended goals and the results achieved, as well as making the necessary adjustments if the intended results are not achieved.

By themselves, plans and programs reflect the desired situation, but in the course of achieving it, changes occur in the management system itself and in the environment that might not have existed at the time the plans or programs were formed. Laws are changing, value systems are being transformed, new technologies are being created, and so on. In order to adequately respond to these changes, the organization needs a mechanism to assess the impact of these changes on the object of management. Such a mechanism is control.

Plan: Concept and content of management functions; Planning; The function of the organization; Motivation as a function of the management process; Theories of motivation; Characterization of control as a function of the management of organizations. List of sources used

CONCEPT AND CONTENT OF MANAGEMENT FUNCTIONS

Management is seen as a process, because the work to achieve goals with the help of others is not a one-time action, but a series of continuous interrelated actions, extended in time and space. Each managerial function is also a process, because it also consists of a series of interrelated actions.

Function is a widespread concept used in philosophy, biology, mathematics and other sciences. A function in management is a special type of management activity, with the help of which the subject of management influences the managed object.

The management process is a set and a continuous sequence of interrelated actions of managerial employees to implement management functions, carried out according to a certain technology, aimed at achieving the goals of the socio-economic system.

The management function is a complex concept, it reflects the content of the management process, the type of management activity, the totality of duties of the management subsystem (subject of management). Management functions are separate, relatively homogeneous areas of management activity that make up the management process.

The end result of management is the development of a management decision (influence, command, order) aimed at achieving the goal. One employee can perform several functions, several employees can perform one function. Each management function is the scope of a certain management process, and the management system for a specific object or type of activity is a set of functions connected by a single management cycle. Management functions form the basis of the management process in an organization.

The systematization of management functions is necessary for each organization as a means of differentiating management tasks, assigning them to individual performers and specializing management bodies in organizations.

To foresee - to study the future, to establish a program of action.

To organize - to build a double organism of the enterprise (material and social). To dispose - to put into action the personnel of the enterprise.

Coordinate - connect, unite, combine all actions and efforts.

To control - to observe that everything happens according to the established rules and given orders.

All management functions can be divided according to two criteria: according to the content of the management process (main functions) and according to the direction of influence on the objects of management (specific or specific functions).

The main functions are fundamental to the entire management process, and specific functions reflect the characteristics of the specific management activities of employees. They are studied by special disciplines:

Centuries-old development predetermined the separation of management activities into a separate function, which differs from production in its purpose and content. The main transformation of this period in the field of management was its separation from ownership and the emergence of professional management.

Functional administration was first introduced by Taylor, who proposed replacing the old apparatus with new management personnel. Taylor introduced two new departments into the management organization: the planning office and the personnel department. Expanding the range of responsibilities to increase the degree of responsibility of the administration.

The ideas of functional administration and the principle of unity of command were connected by Henri Fayol. There are two parts to his theory of administration: the first is related to the understanding of functions. The second - with an understanding of the principles. For Fayol, the function determines the scope of activity, responsibility and competence of the manager. It answers the question of what a leader does.

Fayol identifies five functions of administration: foresight, organization, distribution, coordination and control. Historically, this meant a step forward. More recently, Adam Smith, emphasizing the importance of management, did not differentiate managerial functions in any way. The only function remained investment (investment of capital and acquisition of labor and equipment). Taylor went one step further and introduced the scheduling feature. As independent actions of the manager, he called control and considered foresight and coordination as independent activities, but he did not talk about the functions of management.

Fayol did not just list the main functions, he laid the foundations for a special direction in management - the structural - functional approach. It should be considered functional because management functions are the supporting element of the entire management framework. Structural - because the functions determine the structure of the organization. Taylor has one function (planning) - one structural unit, Fayol - five functions and a whole system of functional services.

It is important to understand what Fayol meant by these functions:

1. Planning is forecasting and preparing for the future. Failure to plan means incompetence of the manager.

2. Organization is the provision of business with everything necessary for functioning (equipment, materials, financing, people), and the most important element here is the training of the manager.

3. Team activity is a means of performing organizational work; in its limited essence, it is the management of subordinates.

4. Coordination - harmonization of activities to achieve success.

5. Control - Checking and overseeing that things are going as planned.

The model of functions developed by the classical school turned out to be so fruitful that it became the basis for concretizing this concept by modern schools and areas of management. In modern management theory, functions include; planning, organization, motivation, control. Each of the major functions is vital to the organization.

In a number of studies, three groups of management functions are distinguished: subject (basic), procedural, and socio-psychological. The subject, procedural and socio-psychological aspects of management, mutually complementing each other, create an integral system of management functions, which makes it possible to differentiate the methods and techniques of managerial influence on the processes carried out in the organization.

The management process in accordance with the provided concept begins with the formation of a system of goals and objectives of the organization for a certain period of time. The planning function involves deciding what the goals of the organization should be and what the members of the organization should do to achieve those goals.

The function of organization and coordination is the implementation of planned targets. This requires the creation of certain organizational prerequisites, the involvement of performers, their coordinated activities. To do this, it is necessary to establish the composition of the necessary resources and executors, distribute tasks, coordinate the work of executors in time, establish cooperation between participants, ensure control and mutual information. The implementation of the listed tasks is carried out by creating the organizational structure of the enterprise and delegating authority, i.e. - establishing the nature of the relationship between the elements of the organizational structure and regulating the order and conditions of their functioning.

Control and regulation of activities complete the management cycle and thus guarantee the effectiveness of all other functions. At the same time, the essence of control as a function of management, in our opinion, is to ensure the fulfillment of established plan targets aimed at the unconditional achievement of the accepted development goals in given organizational conditions.

Thus, the management process begins with the provided useful information based on the results of control procedures for making managerial decisions and ends with the actual control phase, which determines the success of the implementation of the decision taken, the result of which often initiates the adoption of new decisions, that is, it is the information base of the new management cycle.

PLANNING

Planning is the definition of a system of goals for the functioning and development of an organization, as well as ways and means to achieve them. An organization cannot do without planning, as it is necessary to make management decisions:

About the distribution of resources;

On the coordination of activities within the organization and with the external environment;

On the creation of an effective internal structure;

On the control of execution;

On the development of the organization for a certain perspective;

Planning ensures the timeliness of decisions, avoids hasty decisions, sets a clear goal and a clear way to achieve it, and also allows you to control the situation during the implementation of the plan.

The first significant decision in planning will be the choice of organization objectives. The main overall goal of the organization - a clearly expressed reason for its existence - is referred to as its mission. Goals are developed to carry out this mission.

The mission details the mission of the firm and provides direction and direction for setting goals and strategies at various organizational levels.

Corporate goals are formulated and set on the basis of the mission of the organization and the values ​​and goals perceived by it that management is guided by.

To truly contribute to the success of an organization, goals must have a number of characteristics.

First, goals must be specific and measurable. By expressing its goals in specific, measurable terms, management creates a clear baseline for future decisions and progress.

Secondly, goals are usually set at specific time intervals. A long-term goal has a planning horizon of one to five years, as a rule. It is reflected in the concepts and strategic development programs. Medium-term goals have a planning horizon of up to one year and, as a rule, are reflected in programs and plans for the implementation of the chosen strategy. The short-term goal in most cases covers a time period of up to one year and is a system of ongoing activities, monthly, quarterly, semi-annual and annual plans.

Thirdly, the goal must be achievable, and its parameters in the form of the results of individual departments or performers of work must contain slightly higher indicators (norms, tasks) in comparison with previous periods in order to serve to increase the efficiency of the organization.

Fourth, the organization's multiple goals (by line of business, by product, etc.) must be mutually supportive and consistent. Actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals. The criterion for this is the main, priority goals, for example, leadership positions in the market, economic benefits, the social interests of the organization and other guidelines adopted by the organization.

The result is a tree of goals that reflects the quantitative and qualitative indicators of the future results of the organization, which should be clear to management as a result of the entire planning process.

In itself, the presence of a goal does not mean that it will be achieved, it is necessary to have appropriate material, financial and human resources. At the same time, the level of achievement of the goal often depends on the amount of these resources.

Goals will be a significant part of successful management only if management formulates them correctly, informs the staff and stimulates its actions to achieve planned results.

The entire planning process at the enterprise is divided into the development of the company's strategy and the definition of tactics. The strategic plan should be developed from the point of view of the entire corporation rather than a specific individual. The strategic plan must be supported by extensive research and evidence. To compete effectively in today's business world, a firm must constantly collect and analyze vast amounts of information about the industry, market, competition, and other factors. The strategic plan gives the firm a certain identity, which allows it to attract certain types of workers, and, at the same time, not to attract other types of workers. Finally, strategic plans must be designed not only to remain consistent over long periods of time, but also to be flexible enough to be modified and refocused as needed.

An important mechanism for linking the strategy is the development of tactical and operational plans and guidelines, procedures and rules. The tactics and policies of the organization in certain areas of its activities (for example, accounting policy for the current year, personnel policy in the field of support services, etc.) are specific guidelines and short-term strategies, the implementation of which is ensured by operational planning and preparation of decisions. Procedures prescribe actions to be taken in a particular situation. The rules specify exactly what should be done in a particular situation.

A plan is a document covering the entire range of production, economic and financial activities for a specified period, after which the plan for the next period begins to operate. Plans are made for different periods of time. Short-term plans overlap with long-term plans. The continuity of planning is due, firstly, to the continuity of production processes. Secondly, the constant uncertainty of the future, changes in the external environment. In addition, there may be erroneous decisions in the plans, and they need to be corrected. The planning process is a tool that helps in making managerial decisions. Its task is to provide innovations and changes in the organization to a sufficient extent. Figuratively speaking, the planning process is the umbrella under which all managerial functions are hidden.

Planning technology is well developed and is constantly being improved. Traditionally, there are eight stages in the planning process.

Stage 1. Goal setting (goal setting). What exactly do you (or your business) want to achieve? This is the most difficult stage. It cannot be formalized. The personality of the manager is manifested precisely in what goals he sets.

Stage 2. Selection, analysis and evaluation of ways to achieve the goals. You can usually do it in a variety of ways. Which one seems to be the best? Which ones can be immediately discarded as inappropriate?

Stage 3. Drawing up a list of necessary actions. What specifically needs to be done to implement the option chosen at the previous stage to achieve the goals?

Stage 4. Drawing up a program of work (action plan). In what order is it best to perform the actions outlined in the previous step, given that many of them are interconnected?

Stage 5. Resource analysis. What material, financial, informational, and human resources will be needed to implement the plan? How long will it take to complete it?

Stage 6. Analysis of the developed version of the plan. Does the developed plan solve the tasks set at stage 1? Are resource costs acceptable? Are there any ideas for improving the plan during the development of the plan as you move from stage 2 to stage 5. It may be worth going back to stage 2 or 3, or even stage 1.

Stage 7. Preparation of a detailed action plan. It is necessary to detail the plan developed at the previous stages, to choose agreed terms for the implementation of individual works, to calculate the necessary resources. Determine who will be responsible for individual areas of work?

Stage 8. Monitoring the implementation of the plan, its adjustment, if necessary.

Planning acts as a pre-developed system of measures that provides for goals, content, balanced interaction of resources and scope of work, as well as methods, sequence and timing of work on the production and sale of a particular product or service.

The plan is based on a comprehensive analysis of the results of the enterprise's activities for previous time periods, and is aimed at the efficient use of material, labor, financial and other resources of the enterprise. Of great importance are both the initial level of development of the enterprise, the prevailing development trends, and the active search for alternative solutions, the choice of the best of them and the determination on this basis of new ways of development and the mechanism for their implementation.

The plan is developed as a document aimed at substantiating activities for the coming period, as a basis for introducing changes and innovations; as a perspective approved and accepted by all staff, it does not have strict regulation either in terms of the amount of information or in terms of structure.

However, the business plan must:

clearly define and formulate goals and priorities;

determine the timing, responsibility and form of reporting;

include information about proposed changes;

include a description of products and services;

reflect the influence of external factors;

indicate sources of development and income;

present a system of motivation and control.

ORGANIZATION FUNCTION

Even ideal plans will not be implemented on their own, without appropriate management tools. The main tool for the implementation of the adopted plan is the function of the organization. Organization as a management function is the work of managers and executives to coordinate the tasks and relationships of people, as well as the process of creating an organizational structure that will enable people to work effectively together to achieve the planned goals of the enterprise (departmentalization).

delegation of authority;

organization of relations, streamlining of work;

division of the organization into divisions.

Delegation is the establishment of relationships between levels of authority (vertical only). With the help of delegation, tasks and powers are transferred to the person who takes responsibility for the implementation.

Delegation is the transfer of responsibility and authority. It is important to realize that delegation is implemented only if the authority is accepted. Delegation is rarely effective if management does not adhere to the principle of compliance, according to which the scope of authority should correspond to the delegated responsibility.

Delegation of line powers creates a hierarchy of levels of control organizations. The hierarchy of management is a tool for realizing the goals of the company and a guarantee of maintaining the management system. The higher the hierarchical level, the greater the volume and composition of the functions performed, the higher the responsibility, the share of strategic decisions and access to information. At the same time, the requirements for professional qualifications are growing, and personal “freedom” in management is increasing. The lower the level, the lower the managerial load, the more procedural, repetitive management functions and standard solutions. The process of creating a hierarchy is called the scalar process. With its help, the powers to dispose of people are transferred. The resulting hierarchy of linear interaction of people is called a scalar chain or a chain of commands. The result of the delegation of linear authority is a chain of commands.

A responsibility - represents an obligation to perform a specific task and be responsible for its satisfactory solution . Own responsibility cannot be delegated. A manager cannot dilute responsibility by transferring it to a subordinate. Although the person who is competently assigned responsibility for the solution of any task remains responsible for the satisfactory completion of the work. If a person is expected to accept responsibility for satisfactorily completing a task, the organization should provide the required resources.

Powers- represent a limited right to use the resources of the organization and direct the efforts of some employees to perform certain tasks (in fact, the right to make decisions and command people). Authority is limited by plans, procedures, rules, and verbal orders from superiors, as well as environmental factors such as laws and cultural values.

Authorizations are of two types:

Line powers- these are powers that are transferred directly from the boss to the subordinate and further to other subordinates. Linear authority provides the leader with legalized power to influence subordinates. Delegation of linear authority creates a hierarchy of levels of organization management.

Staff powers are powers based on the performance of a specific function.

The headquarters is divided into three types:

Advisory (consulting line manager);

Service (marketing, personnel services, supply and distribution, etc.)

Personal apparatus of the line manager (secretary, personal assistant). However, it should be remembered that in practice it is rarely possible to draw a sharp line between these species.

Hardware (staff) powers help organizations to use specialists without violating the principle of unity of command. Staff powers include advisory powers, mandatory approvals, parallel and functional powers. Line managers often have administrative powers in some areas, and the head of the staff apparatus has linear powers in relation to the apparatus itself. NORMS OF MANAGEMENT. The reason for the hierarchy (multi-stage) organization lies in the natural limitations manageability . It is called differently: controllability norm, control range, controllability scale, subordinate quota, control range. In each case, we are talking about the number of subordinates directly subordinate to the leader, which is his norm of manageability. If the rule of manageability is not appropriately limited, there will usually be an overload of the manager, duplication of his functions, delays in decision-making, i.e. - Decreased management efficiency. The potential opportunity to get a higher return on the use of certain powers arises, for example, from the application of the principle of one-man command. An employee should receive direct orders from only one boss and answer only to him.

There is a limit to the number of employees whose work one person can directly and successfully organize and supervise. This limit is not constant, varies and depends on the psycho-physiological, value, age, economic and many other characteristics of the manager and the conditions of his work. For example, some managers prefer to listen to the reports of each subordinate instead of creating a chain of command. Failure to comply with N-y leads to a violation of the coordination of work, problems in communications. The norm of controllability (Н-у) is established by means of delegation of linear powers. Formally, the dependence of the controllability norm (Ну) on the factors determining it can be represented as follows:

H-y \u003d f (x-1, x-2, x-3, ..., x-i), where:

x-1 - type of management tasks;

x-2 - education and abilities of task performers;

x-3 - hierarchy level;

x-i - leadership style.

Controllability rate also depends on the technical equipment of the organization, the significance of the work performed, territorial factors,

The manageability rate ranges from 4 to 7 at the highest levels of management, from 5 to 9 - 15 at the middle level (department, bureau, etc.) and up to 25 at the lowest level of management (workshop, section). It would be desirable for each manager to have an individual calculation of the maximum number of employees whose work he can effectively manage. The fact is that the cost of managerial levels is significant, they complicate communications, they are information "filters", so one should strive to reduce them.

ORGANIZATIONAL STRUCTURE - logically built relationships between management levels and functional units.

Under the management structure of the organization is understood as an ordered set of interrelated elements that are in stable relations with each other, ensuring their development and functioning as a single whole.

Within the framework of the structure, a management process takes place, among the participants of which the functions and tasks of management are distributed. From this position, the organizational management structure is a form of division and coordination of management activities at all levels. The management structure includes all the goals distributed among the various links, the links between which provide coordination for their implementation. The governance structure affects all elements of the organization. Two concepts should be distinguished: organizational structure and organization management structure. The first is a broader concept that includes the entire system of the organization's activities, the entire set of divisions and services in the main and auxiliary areas of activity. The second is the organization management structure, which is a part of the organization, a subsystem responsible for creating conditions for the activities of services and divisions; for planning, organizing, motivating and controlling these activities. The management structure is also based on the key elements of management - goals, functions, processes, mechanisms of functioning, powers of managers. Therefore, managers of all levels pay great attention to the principles and methods of forming structures, choosing the type or combinations of types of structures, studying the trends in their construction, assessing their compliance with the goals and objectives being solved.

MOTIVATION AS A FUNCTION OF THE MANAGEMENT PROCESS

Introduction

The role of management has now acquired a generally recognized character - leaders in their activities rely on the theoretical foundations of management functions. When studying management, it is important to know that management is also a field of human knowledge that helps to manage based on certain functions, because working to achieve goals with the help of others is not some one-time action, but a series of continuous interconnected actions. These activities, each of which is a process in itself, are essential to the success of the organization. They are called managerial functions. Each managerial function is also a process, because it also consists of a series of interrelated actions. The control process is the sum total of all functions.

Throughout the 20th century, management acted as a discipline that organizes economic activity. The continuous search for more effective forms of organizational management has shaped the direction of economic evolution. With the accumulation and practical consolidation of knowledge, the principles of effective leadership were formed. In the conditions of modern industrial growth, for the first time these principles were formulated by the classics in the concept of management.

Management functions

Management functions are diverse. There are various approaches to their classification. One of such approaches can be the division of functions into general and specialized ones. It is customary to refer to the general ones: planning, organization, motivation and control. Sometimes these functions include coordination, but more often it is considered a subfunction that ensures the coordination and interaction of other functions. A summary of each of the general management functions:

• 1. Planning is the number one function, it concerns the goals of the organization and their achievement. Answers the questions: Where are we? Where do we want to go? How to do it;
• 2. Organization is the structure of departments, delegation of powers and responsibilities, regulation of relationships, use of resources;
• 3. Motivation is bringing plans into action, mobilizing people, encouraging them to work;
• 4. Control is checking people and their work to ensure that the plan is carried out. In the process of control, you can get answers to the following questions: what have we learned? What should be done differently next time? What is the reason for the deviations from the planned? What impact did control have on decision making?

Motivation and control are the essence of leadership.

Coordination - achieving consistency in the work of all parts of the organization by establishing rational connections (communications) between them.

The nature of these connections can be very different, since it is determined by coordinated processes.

The most commonly used reports, interviews, meetings, computer communications, documents.

Specialized features include management of:

• 1. Production;
• 2. Economics and finance;
• 3. Personnel;
• 4. Marketing;
• 5. Technical policy and innovation.

Specialized functions to a greater extent than general ones depend on the nature of the organization's activities - entrepreneurial or budgetary. Within these two groups, specialized functions are also different, for example, for large, medium and small businesses. Within the public sector there are differences in functions, such as educational, medical institutions.

Planning function.

Planning (strategic) is one of the most important management functions, providing the basis for all management functions. Other functions: organization, motivation and control are focused on the implementation of strategic plans. The most essential in planning is the choice of the purpose of the organization. In order for the goals to contribute to the effective operation of the organization, they must meet a number of requirements, be specific and measurable. The beginning of the planning function is the setting of goals. It includes the following steps:

• 1. Choice of target;
• 2. Determination of the initial prerequisites for the forthcoming decision-making;
• 3. Search and definition of alternatives for decision making;
• 4. Choosing the best alternative among those available;
• 5. Execution of the plan.

When performing the planning function, as a rule, effective decisions are made. These decisions are based on two factors:

• a) Choosing the best alternative;
• b) Taking into account the capabilities of the executors of the decision being made;

These factors determine the quality of the solution.

Planning excludes the implementation of unplanned actions, since they may be inadequate to the goal.

When implementing the planning function, the following requirements are taken into account:

• 1. Eliminate the negative effect of uncertainty and measurement;
• 2. Focus on the main tasks of this stage;
• 3. Draw up budgets;
• 4. Facilitate the control function of management.

When performing the planning function, the principle of accepting obligations is implemented, which is considered taking into account the flexibility of the planning itself to reduce the risk of losses (financial, material).

organization function.

A. Fayol spoke about organization as one of the management functions: “To organize an enterprise means to provide it with everything that is necessary for its functioning: raw materials, equipment, money, personnel.” The initial prerequisites for the performance of the organization's function are the following factors:

• a) Consideration by the head of his capabilities (potential and real), as well as available reserves (material, human);
• b) Taking into account the capabilities of their performers;
• c) Proper staffing.

The meaning of the manager's organizational work is to establish and maintain a certain order in activities. Organization in the field of management is work with personnel, the creation of organizational systems, marketing, information and economic activities of the team. The activity of coordinating the work of others is the essence of management. In order for an organization to achieve its goals, its tasks must be coordinated through a vertical division of labor. For this reason, management is the most important activity in an organization. What all organizations have in common is that they need to be managed.

function of motivation.

In life, human behavior is always motivated. Under the motive is understood the active driving forces that determine the behavior of people, motivation is a system of factors (motivating forces) that contribute to the performance of a specific task.

Motivation in an organizational context is the process of encouraging oneself and other employees to be active in order to meet personal needs and to achieve the goals of the organization. On the other hand, motivation as the creation of an internal motivation for desirable actions is a complex psychological process.

A simplified model of the motivation process can be represented as consisting of three elements: Needs, Purposeful behavior, Satisfying needs. The function of motivation in the process of managing the activities of an organization is one of the most difficult, since the main actor is the personality of the employee. Managers performing this function adhere to the following scheme of actions:

• 1. Knowledge of the most essential needs of performers;
• 2. Accounting for the personal characteristics of performers;
• 3. Understanding your employees, their goals, desires, aspirations;
• 4. Application of an individual approach to employees, when required;
• 5. Accounting for interpersonal relationships within the group;
• 6. Ability to encourage employees;
• 7. Providing support and assistance to decision executors;
• 8. Knowledge about workers' attitude to work;
• 9. Goodwill in dealing with subordinates;
• 10. The manifestation of tolerance and goodwill in a conversation with performers.

To direct the aspirations of the employee to achieve the set goals, the term “labor stimulation” is often used, which refers to a wide arsenal of methods for implementing the decisions made and the planned work.

Control function.

Control is one of the main functions of ensuring the management process. It takes up most of the manager's time. The planning function is cyclic: at the beginning of a period, year, quarter, etc.

Control functions in one form or another, the manager has to perform daily. Therefore, control is the main tool for policy making and decision making.

There is only one task above the rank - this is goal setting.

Control is the process of ensuring that an organization achieves its objectives. It consists of setting standards, measuring actual results, and making adjustments if results are materially different from established standards. The implementation of the control function is a constant comparison of what is with what should be. And only the one who knows what really should be, and in a timely manner makes it the property of others, can control. There are two aspects to control: organizational and behavioral.

The organizational side of control. It has four stages:

• 1. Establishment of norms of activity or standards, that is, the precise definition of goals that must be achieved in a certain period of time. It relies on goal planning;
• 2. Selection of data on the actual state of affairs as a result of the performance or measurement of what was actually achieved over a certain period. At the same time, it is important to have the necessary information, using both computer tools and traditional reports of performers and statistical analyzes;
• 3. Evaluation and comparison of what has been achieved with the expected result. Here, the main thing is to establish the factors that determine the deviation of real results from the initial settings;
• 4. Development and implementation of corrective action if there are deviations from the original plan. It is also possible to revise the benchmarks to make them more realistic and relevant to the situation. It is important here to understand where, how and when corrective actions should be taken before the situation develops into a crisis.

Control should be primarily focused on the result, carried out in a timely manner, be simple and economical. Respond to the substance of the work being done.

The behavioral side of control. The human factor in control is the psychological reaction of subordinates to controlled functions. For many people, control means, first of all, restrictions, coercion, lack of independence - everything that does not coincide with ideas about individual freedom. However, another approach is possible: control is the process of ensuring that an organization achieves its goals.

With proper control, you can quickly get data on successes or failures and draw conclusions for the future.

Performance monitoring is very important because it determines the success of the organization. Evaluation of the main results of the implementation of the tasks set by the organization is a prerequisite for targeted control. Measuring results against predetermined standards allows managers to determine what action to take in a given situation.