General management of the organization. Theory and practice

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State Committee Russian Federation by
higher education
State Academy of Management
named after Sergo Ordzhonikidze
ORGANISATION MANAGEMENT
Tutorial
Ed. Doctor of Economics, prof. Z.P. Rumyantseva,
A.E.N., prof. N.A., Salomatina
Moscow
INFRA-M
1995

BBK 65.050.9 (2) 2
Authors: Rumyantseva Z.P., Salomatin N.A.,
Akberdin R.Z., Gunin V.N., Kibanov A.Ya.,
Turusin Y.D .. Ustinov V.A.
Organisation management. Tutorial. Rumyan
tseva Z.P., Salomatin N.A., Akberdin R.Z. and others - M:
INFRA-M. 1995 .-- 432 p. b.
ISBN 5-86225-136-7 V
5
A new economic system that is being formed in the conditions
transition of the domestic economy to the market, it needs a special
sheets with extensive and deep knowledge in the field
modern management. The need for
such specialists in organizations, since in a relatively short
term they must create a management system,
ensuring high efficiency, competitiveness and
stability of the market position. In the tutorial, prepare
investigated by scientists of the State Academy of Management, considered
questions of paramount importance for specialists
sheets - managers of organizations: the basics of the general process of management
organization and its personnel, conditions and factors of formation
strategic management, organization of innovative
management. The essence of production management is revealed.
ment as a system that reorganizes internal production
military economic relations.
The study guide will provide real help to students and graduate
welfare students studying the problems of organization management, as well as
professionals involved in the formation new system up-
management.
ISBN 5-86225-136-7
BBK 65.050.9 (2) 2
© The team of authors, 1995 ©
INFRA-M, 1995

Table of contents
Foreword ......................................... c
1. Fundamentals of organization management ..................... 10
1.1. Introduction to Management ........................... 10
1.1.1. What is management. ........"................. ten
1.1.2. Management and managers ...................... 13
1.1.3. Development of theory and practice of management .......... 19
1.1.4. Modern system views on management ... 28
1.1.5. Changing the paradigm of management during the period of radical
transformations in the economy of the Russian Federation. 34
1.2. Goals and functions of management .................... 39
1.2.1. Mission of the organization ........................... 39
1.2.2. The objectives of the organization and their classification ............ 42
1.2.3. Management by goals (results). ............... 48
1.2.4. Management functions ......................... 52
1.3. Decision making process and methods ................ 58
: 1.3.1. Key elements of the decision-making process ... 58
"1.3.2. Management methods .......................... 68
1.4. Organization management structure ................ 81
1.4.1. Definition of the concept and principles of construction. ...... 81
1.4.2. Hierarchical type of management structures ........... 83
1.4.3. The organic type of governance structures ............ 91
Review questions for chapter 1 ..................... 100
Z Strategic management ......................... 103
2.1. General concept ............................... 103
2.2. Strategy planning ......................... 114
2.3. Analysis of alternatives and choice of strategy .............. 128
2.4. Strategy Implementation Management ................. 141
2.5. An organization-oriented management structure
to solve strategic problems ................ 149
Control questions for chapter 2 ....................... 157
3. Innovation management ........................ 158
3.1. Innovations as an object of innovative management 158
3.1.1. Governmental support innovative
activities ................................ 175
3.2. Expertise of innovative projects ............... 184
3.2.1. Innovative concept design, basic
stages of creation and implementation ................... 184
3.2.2. The effectiveness of an innovative project .......... 189
3.2.3. Choosing an alternative .......................... 194
3.3. Aggregated estimate of the costs of innovative
processes ...................................... 207

3.3.1. Scientific and technical organization concept
activities at the stage of applied research
and developments. ................................ 207
3.3.2. Costs for major intermediate stages
implementation of ROC ............................. 211
3.3.3. Investment in production development
new products ............................. 216
3.4. Determination of commercial risk when investing in
innovative activity and methods of its reduction
......................... 221
3.4.1. Revealing the actual performance of scientific
technical organizations and the investor's commercial risk.
............... 221
3.4.2. Commercial risk mitigation techniques
investment in innovation ........ 226:
3.4.3. Development of competition in scientific and technical
and innovation activities.................. 233
Review questions for chapter 3 ...................... 239
4. Production management ...................... 241
4.1. Organization of economic relations
in a joint stock company ......................... 241
4.2. Formation of market relations ................. 251
4.3. Contractual relationship in a joint stock company. ... ... 264
4.4. Production Management. System View .. 273
4.4.1. Production as an object of management ............. 273
4.4.2. Goals and objectives of production management. ......... 277
4.4.3. Production management process .............. 279
4.4.4. Production management functions .............. 282
4.4.5. Structure and interconnection of system elements
production management ..................... 289
4.4.6. Information Support systems ........... 290
4.4.7. System hardware and software. ... ... 294
4.4.8. Organization of production management ........... 297
4.5. Formation of production programs .......... 300
4.5.1. Production program system ............. 300
4.5.2. Methodological provisions for the distribution of the program
release of products for planned periods of the year for assembly
workshops .............. 305
4.5.3. Methodological provisions for the formation of the nomenclature
release schedules assembly units and parts for
processing and procurement shops
....................... 311
4.5.4. Methodological provisions for the formation of production
programs for machining shops .....................
313
4.6. Operational production management ............. 335
4.6.1. The main methodological provisions for the development
operational-calendar plans ................. 336
4.6.2. Basic provisions for the organization of control
and regulation of the course of production .............. 352

Review questions for chapter 4 ...................... 361
5. Personnel management ............................ 363
5.1. The concept of personnel management in the organization ..... 363
5.2. Principles and methods of building a control system
personnel of the organization ......................... 371
5.3. Management of work with personnel in the organization ..... 384
5.3.1. Essence, goals and objectives workforce planning. . . 384
5.3.2. Operational plan for work with personnel .......... 388
5.4. Business career management in the organization ......... 399
5.4.1. The concept and stages of career ...................... 399
5.4.2. Business Career Management ................... 407
5.5. Service professional management
promotion of personnel in the organization ............. 410
5.5.1. Service professional system
promotion ................................ 410
5.5.2. Work with the personnel reserve .................... 420
Review questions for chapter 5 ...................... 423
References ................................... 425

FOREWORD
Radical restructuring of the economic management system,
moving onto the rails of market relations. - one of the most important
the most important directions of the reform program carried out in our
country. This problem is of particular importance at the pre-
an acceptance changing position in a market economy
drastically. Becoming the object of commodity-money transfers
wearing, having economic independence and
fully responsible for the results of their economic activities
activity, the enterprise must form a system
management (management), which would provide him with high
efficiency of work, competitiveness and sustainable
the strength of the market position.
The term "enterprise" itself after the adoption of the Civil
of the Code of the Russian Federation (Part I) has undergone significant
changes. It is saved only for a group of companies,
being in state or municipal ownership.
Bc & rest legal entities got the name
organizations that are divided into two groups: commercial
- the main purpose of their activities is to make a profit,
non-commercial - their main purpose is not related to extraction and
distribution of profits between the participants. Civil
the code also defines the forms in which
organizations. For commercial organizations these are: household
partnerships (associations of persons requiring direct
participation of founders in business activities),
business companies (associations of capital that do not require
direct participation of founders in entrepreneurial
activities, but suggesting the presence of special bodies
management), joint stock companies (open and closed),
production co-operatives (characterized by personal
participation of members-shareholder - d. kov in labor and management of
principle "one shareholder - one A vote", distribution of income
taking into account the nature and degree of labor participation
each member-shareholder) and | I

for which, as already mentioned, in Civil Code co-
the organizational and legal form of the "enterprise" is stored, taking into account
them a large number and developed over the years of domination of the previous
management systems of stereotypes and traditions. The term "unitary
enterprise "emphasizes the indivisibility of property
state-owned enterprises, which is wholly owned by co-
the corresponding state owner. Non-profit
organizations are created in the form consumer cooperatives,
public and religious organizations (associations), foundations and
institutions.
This broad interpretation of the term "organization" is adopted in
this tutorial, basic theoretical, methodological
logical and practical provisions and recommendations of which
can be applied both in commercial and non-
commercial organizations. It should be borne in mind that by
compared with the control system still in place
in many organizations, in new conditions, functions appear,
which were not needed before. In a market economy
the organization itself makes decisions that were previously
the prerogative of higher management bodies. She is self-
formulates goals and objectives, develops a strategy and
policy of its development, seeks the necessary for their re-
alization of funds, recruits workers, acquires equipment
design and materials, solves many structural issues, in
including such as creation, liquidation, merger or
on the contrary, the division of divisions and branches, entry into
composition of associations and other associations, reorganization
production and restructuring organizational structure
management and many others.
In short, organizations acquire all the features of independence,
typical for work in market conditions. And this requires
significant expansion of the sphere of management and self-government,
an increase in the volume and complexity of the nature of the
job managers. The responsibility for
timeliness and quality of decisions made. Rising
role marketing researchallowing you to study the dynamics
needs in the market for goods and services. Scientific and technical
progress turns into one of the tools of management
innovations aimed at creating conditions for
effective work. All greater importance acquires and
solving issues related to personnel management,
occupying a key position in the resource
potential and essentially predetermining the success of the organization
in achieving her goals. Production management,
ensuring sustainable management of arbitrariness

state in a dynamically changing environment, also
goes to new principles of organization.
Management of an organization operating in a market environment,
presents high requirements to the professionalism of
medical personnel. A modern manager is a person
owning both the general foundations of management science, and the specifics
technical knowledge and skills in the field of management strategy,
innovation, marketing, personnel management and production
leadership. In essence, this predetermined the structure of the educational
manuals, whose team of authors set themselves
the goal is to give the reader the knowledge necessary to both implement
the overall management process of the organization and its personnel, and
to work in the field of strategic, innovative and
production management.
Having got acquainted with the materials of the first chapter, the reader
get an idea of \u200b\u200bwhat modern management is
ment, what goals and objectives he sets and decides what functions
he fulfills how he modifies organizational structures
management tours to increase flexibility and efficiency
management. The reader's attention will undoubtedly be attracted by material
rials. in which the issues of organizing the
acceptance process management decisions and methods that
while using.
The second chapter is devoted to an examination of theory, methodology and
practice of strategic management in a commercial organization
organization. It sets out the general concept of strategic
management, considered the processes of planning strategy, and
also methods of developing its individual stages. Reader on
gets acquainted with the main methodological approaches to the analysis and
choice of strategy firms to management its implementation and
distribution of strategic resources. Due attention
is given here and the organization of work on the development
strategies that will surely help practitioners
choose organizational forms that best match
corresponding to specific production conditions.
The third chapter discusses the main provisions of innovation
management, expertise of innovative projects
comov, features of applied scientific research
tel works (R&D) and intermediate stages of implementation
experimental and design developments (ROC), according to which the production
the assessment of innovative activity is carried out. Drawn to
readers' craze for a significant increase in investment in technology
geological development of the production of competitive products
compared to research and development costs.

To reduce the investor's commercial risk disclosed
methods of competitive direction of innovation
taking into account the actual performance of scientific and technical
nical organizations and the principles of its extrapolation to the
perspective. It is shown that the development of competition has
significant influence on increasing the role of intellectual property
as one of the most important components of innovation
vational processes and its significance.
The fourth chapter of the tutorial is devoted to the problems
production management. The focus of the authors
turned out to be the organization of in-house eco-
nomic relations in joint stock companies and included in
them production units. In this regard, in detail
the essence and organization of contractual relations is considered
between divisions of the enterprise. For production
divisions of joint stock companies and state
unitary enterprises can greatly benefit
familiarization with the materials that reveal the main
nizational and methodological solutions for the management of production
leadership in the system view.
The fifth and final chapter of the tutorial is devoted to
problems of personnel management - the key point of all
restructuring of the management system in any organization. Here
the reader will find the answer to questions such as: the concept of control
staff management in market conditions, principles and methods
building a personnel management system in an organization,
the structure of the operational plan as the basis for personnel planning
ning in the organization. Considerable attention is paid to the
management of a business career and service professional
nal advancement in the organization.
The following took part in writing the textbook: Doctor of Economics,
prof. Rumyantseva Z.P. (ch. 1), Ph.D., prof. Turusin YUD. (chap. 2),
doctor of Economics, prof. Ustinov V.A. (Sections 3.3 and 3.4 Ch. 3), Ph.D., prof. Gunin
V.N (§ 3.1 and 3.2 Ch. 3), Doctor of Economics, prof. Akberdin R.Z. (§ 4.1, 4.2, 4.3
ch. 4), Doctor of Economics, prof. Salomatin N.A. (§ 4.4, 4.5, 4.6 Ch. 4), Doctor of Economics,
prof. Kibanov A.Ya. (chap. 5).

1. BASICS OF MANAGEMENT
ORGANIZATIONS

production and its profitability ^
Most commonly used
approaches to the definition of the essence and
management content in
special management
are shown in Fig. 1.1.

Function
(view
activity)
Science and
skill
state
Management
determined
as:
Authority or
apparatus
managed
Category
people
1.1. Introduction to management
1.1.1. What is management?
^ Management of organizations in a market eco-
nomics is much more complicated than in a centralized
command and control system. It is related to both
expanding their rights and responsibilities, and with the necessary
the possibility of more flexible adaptation to changes in the environment
environment. New goals and objectives arise that
before, organizations did not independently decide or even
put; many new businesses are being created; influenced
the processes of privatization are changing the form of ownership;
new economic ties are being established; formed
market mechanisms of management. All arising in
therefore, the problems cannot be solved without
modern professional management. More
moreover, as new social and
economic relations, its role will grow, since
management is a powerful engine and accelerator
social development.
Using the concept of "management", we have been following for a long time
established tradition in world literature on
management, which gives it a very broad interpretation. So, in
the Fundamental Oxford English Dictionary
language management is defined as: way, manner
dealing with people; power and the art of management;
a special kind of skill and administrative skills; organ
management, administrative unit. In dictionary
foreign words "management is translated into Russian
language as production management and as a set
principles, methods, means and forms of management
production to improve efficiency

Figure: 1.1. Approaches to the definition
the concept of "management"
Management is defined as an integration process,
through which professionally trained
professionals form and manage organizations
by setting goals and developing ways to
achievements. The management process involves
performing the functions of planning, organizing,
coordination, motivation, by which managers
provide conditions for productive and
effective work of employees employed in the organization and
obtaining results that meet the goals. So-

goals, directing work, intellect, motives
people working in organizations This is
the basis for considering management as a process
influence on the activities of an individual employee, group and
organization as a whole in order to achieve maximum
results. This approach was central to the works,
dedicated to the theory and practice of management
socialist production.
(Ability to set and implement goals, the founder of the school
scientific management F.U. Taylor defined as
the art of knowing exactly what to do and how to do it
this is the best and cheapest way. With this art
a certain category of people must have -
managers whose job is to organize and
leading the efforts of all staff to achieve
goals. Therefore, management is often identified with
managers as well as with bodies or administrative apparatus.
Management is a specific body of modern
organizations, both commercial and non-commercial. Without
an organization as an integral entity cannot
exist and work effectively. Therefore, the apparatus
management is an integral part of any organization and
associated with the concept of its management. Home is
the task of the people employed in this apparatus is effective
use and coordination of all resources of the organization
(capital, buildings, equipment, materials, labor, investment
formation) to achieve its goals.]!
(In the 20th century, management emerged as an independent
a field of knowledge, a science that has its own subject of study,
their specific problems and approaches to their solution.

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M .: 2007 .-- 304 p.

The textbook is a further development of the theory and practice of the general management of the organization, which were devoted to the previously published works of the author. New chapters and additional materials reflect the theory and practice of management in domestic and foreign companies (organizations), which predetermined the title of the textbook.

For students, graduate students, specialists studying modern problems and opportunities of organizations.

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Table of contents
INTRODUCTION 10
CHAPTER 1. GENERAL MANAGEMENT: CONCEPTS, EVOLUTION
Learning objectives 12
1.1. CONCEPT OF GENERAL CONTROL 12
1.1.1. General management and management 12
Definition of general management 12
"Management" and "management" are interchangeable concepts 14
1.1.2. Management as a function and process 15
Management activities 15
Management as a process 15
1.1.3. Management is managers 15
The organization is run by 15 people
Management apparatus 16
1.1.4. Management is art and science 16
Management as an art 16
Management is science 17
1.2. DEVELOPMENT OF THEORETICAL BASES OF CONTROL 17
1.2.1. The evolution of management thought in the 20th century 17
20th century: first works on control theory 18
Scientific management principles 20
Development of management science in the first half of the 20th century 23
Second half of the 20th century: a turn in development theoretical foundations management 26
New management principles 29
Management Aspects of Economic Reforms 30
1.2.2. New approaches to managing organizations in the Russian Federation 31
Pre-reform paradigm of socialist production management 31
A New Paradigm of Management in Transition 33
Conclusions 38
Test questions 38
CHAPTER 2. SUBJECT OF MANAGEMENT - ORGANIZATION
Learning objectives 40
2.1. CONCEPT AND THEORETICAL BASIS OF THE ORGANIZATION 40
2.1.1. Defining the concept and role of organizations in society ... 40
Organization: concept and features 40
The role of the organization in society 41
Organization and management 42
2.1.2. Organization as a system 44
Concept organizational system 44
The external environment of the organizational system 44
The internal environment of the organizational system 50
The relationship between the internal and external environment of the organization ... 50
2.1.3. Organization as a system of processes 51
Types of processes in the organization 51
Composition of the main processes 52
Composition of auxiliary processes 53
Management Processes 54
2.1.4. Description of the organization as an object of management 56
Description Parameters 56
The meaning of the parameters for the characteristics of the organization ... 56
2.2. CLASSIFICATION OF ORGANIZATIONS 61
2.2.1. Organization classification criteria 61
By classifying organizations as formal and informal 61
By ownership type 62
In relation to profit 62
By organizational and legal forms 62
By organization size 62
2.2.2. Integration of organizations 66
Integration Concept 66
Integration types 66
2.3. ASSOCIATIONS, NETWORKS, UNIONS AS OBJECTS OF CONTROL 70
2.3.1. Corporate Associations 70
Mergers 70
Financial and industrial groups (FIG) 71
2.3.2. Entrepreneurial networks, unions 73
Reasons and Benefits of Entrepreneurial Networks and Alliances 73
Specific traits networked entities 76
Principles of network education management 76
Features of managing a virtual corporation 78
Conclusions 79
Test questions 79
CHAPTER 3. MANAGER IN THE ORGANIZATION
Learning objectives 81
3.1. MANAGER - PROFESSIONAL MANAGER 81
3.1.1. Characteristics and content of managerial work 81
Characteristics of Managers' Labor 81
Managers' Labor Content - Management Functions 83
3.1.2. Requirements for managers 84
Management personnel 84
The role of managers in the organization 85
Requirements for special knowledge and skills 88
Requirements for human qualities 89
3.1.3. Traits of a 21st Century Manager 92
Conditions and Factors Shaping Traits of a Manager 92
Modern manager model 94
Entrepreneurship & Manager 95
The New Role of Leadership 97
3.2. DIVISION OF LABOR IN MANAGEMENT 100
3.2.1. Functional division of labor in management 100
Managers specialized in performing management functions 100
General (line) managers 100
3.2.2. Structural division of labor 101
Two Approaches to the Structural Division of Labor 101
Vertical division of labor 102
Horizontal division of labor 105
3.2.3. Division of labor according to the role of managers in the management process 105
Categories of administrative workers 105
Head of organization 106
3.3. LABOR COOPERATION IN MANAGEMENT 109
3.3.1. Mechanisms of labor cooperation in management 109
Cooperation and coordination 109
New mechanisms of cooperation 110
3.3.2. Group (team) work and its new role 110
Definition of concepts 110
Types of groups in organizations 111
Benefits and Effectiveness of Group Work 113
Conclusions 114
Test questions 114
CHAPTER 4. PROCESS AND CONTROL METHODS
Learning objectives 116
4.1. BASIC CONCEPTS OF MANAGEMENT PROCESS 116
4.1.1. Concept and basic elements of the management process ... 116
Definition of concepts 116
Components of the decision-making process 118
4.1.2. Problem or Opportunity 119
Definition of concepts 119
Problem Formulation Rules 120
Problem situation 120
4.1.3. Participants in the decision-making process 123
Subjects of decision 123
Individual Decisions 124
Decisions Made by Groups of People 125
4.1.4. Solution 127
Solution Requirements 127
Classification of decisions 128
Programmable and non-programmable solutions 129
4.2. BASIC DECISION-MAKING CONCEPTS ... 130
4.2.1. Rational (classical) model of the decision-making process 131
Process steps 131
Goals and Criteria for Evaluating Actions 133
Organization and control of implementation of decisions 136
Limitations in using a rational decision-making model 137
4.2.2. Alternative models of the decision-making process ... 137
Bounded Rationality Model 137
Retrospective Model 139
4.3. CONTROL PROCESS METHODS 139
4.3.1. General scientific methods 140
Systems approach 140
An integrated approach 140
Modeling 141
Economic and mathematical methods 141
Experimentation 142
The case-history approach 143
Sociological research methods 144
4.3.2. Specific Management Techniques 144
Methods for managing functional subsystems of an organization 144
Methods for Performing General Management Functions 145
Problem Solving Techniques 146
Conclusions 156
Test questions 157
CHAPTER 5. PLANNING AND DEVELOPMENT STRATEGY OF THE ORGANIZATION
Learning Objectives 159
5.1. PLANNING AS A MANAGEMENT FUNCTION 159
5.1.1. System of organization plans 159
Definition of concepts 159
Organization Planning 161
Modern approaches to strategic planning and its role 163
5.1.2. Organization goals 165
Mission 165
Vision and goals 168
Target grouping 170
Goal tree 176
5.1.3. Management system by goals (results) 177
Principles of Goal Management 177
Steps in the Goal Management Process 178
Results-based Management Concept 179
Advantages and disadvantages of the management system by goals (results) 180
5.2. ORGANIZATION STRATEGY 181
5.2.1. Strategic Management Model 181
Defining a Strategy 181
Stages and elements of the strategic management model ... 182
5.2.2. Analytical work in the selection and justification of the organization's strategy 187
Analysis of environmental factors 187
Factor analysis internal environment 191
Strategic alternatives 194
5.3. ORGANIZATION FOR THE IMPLEMENTATION OF PLANS 197
5.3.1. Conditions for implementing the strategy 197
Strategy Implementation Model 197
Implementation tools for strategic plans 198
5.3.2. Making planned changes in the organization 200
Principles and Content of Changes 200
Organization of work on the implementation of plans 202
Conclusions 204
Security questions 204
CHAPTER 6. MANAGEMENT STRUCTURE OF THE ORGANIZATION
Learning objectives 206
6.1. CONCEPT, PRINCIPLES AND APPROACHES TO BUILDING A MANAGEMENT STRUCTURE 206
6.1.1. Management structure as part of the organizational structure 206
Organizational structure and management structure of the organization 207
Defining the concepts of management structure 208
Management structure characteristics 209
6.1.2. Principles of Building Management Structures 213
New understanding of classical management principles ... 213
Principles of Formation of Management Structures 215
6.1.3. Typical approaches to building management structures. ... ... 216
Formation of hierarchical and bureaucratic management structures 216
Formation of organic governance structures 218
Comparison of two approaches to building management structures 220
6.2. TYPES OF ORGANIZATION GOVERNANCE STRUCTURES 222
6.2.1. Choosing a governance structure 222
Situational factors of choice 222
Division of management work 223
Centralization and Decentralization Level 224
Coordination mechanisms 224
6.2.2. Types of governance structures 225
Linear-functional management structure 225
Divisional management structure 228
Project Management Structure 234
Matrix management structure 236
Brigade structures of work and management 238
6.3. CURRENT TRENDS IN DEVELOPMENT AND ASSESSMENT OF THE ORGANIZATION'S MANAGEMENT STRUCTURE 242
6.3.1. Modern tendencies in the development of management structures 242
6.3.2. Management structures at different stages of the organization's growth 244
6.3.3. Assessment of the organization's management structure 246
Upon reaching the goals of the organization 246
By control system parameters 246
Conclusions 249
Test questions 250
CHAPTER 7. MOTIVATION, CONTROL AND MANAGEMENT EFFICIENCY
Learning Objectives 251
7.1. MOTIVATION FUNCTION IN CONTROL 251
7.1.1. The role of motivation in management 252
People are the main source of effective development 252
Motivated staff - close-knit team 252
7.1.2. Motivation as a function of the management process 253
Defining motivation as a process 253
The theoretical basis of motivation 254
Motivation Techniques 256
7.1.3. Lifelong learning system as a motivation factor 258
Modern views on the learning organization 258
The Management Skills Pyramid 259
Continuous training system for managers 260
Modern approaches to training managers 262
Differentiation of management training 263
7.2. CONTROL FUNCTION IN THE ORGANIZATION 266
7.2.1. The concept and content of control 266
Control is a function of the control process 266
Steps in the control process 267
7.2.2. Types of control in the organization 270
By frequency of control 270
By functional subsystems 272
7.2.3. Control methods 272
Common Methods 272
Benchmarking 273
Total Quality Control and Total Quality Management (TQM) 275
7.3. GOVERNANCE EFFICIENCY 277
7.3.1. The concept of "management efficiency" 277
Efficiency and economy 277
7.3.2. Models of organizations 278
Modeling as a way to study the properties and relationships of organizations 278
Basic models of organizations 279
7.3.3. Methods for assessing and measuring management efficiency 283
The need to evaluate the effectiveness 283
Performance Measurement Indicators 283
Methods for comparing organizations in terms of the effectiveness of financial and economic activities 290
7.3.4. Effective Organization Management 292
Tasks of managers for the effective operational functioning of organizations 292
The tasks of managers for effective strategic development organizations 293
7.3.5. Organization Restructuring and Effectiveness 294
Definition of concepts 294
Effective Organization Model 296
Restructuring results 297
Conclusions 300
Security questions 300
RECOMMENDED REFERENCES 303

Irina has been at HSE University since 2012.
Scientific and teaching experience: 38 years.

Education, degrees and academic titles

Academic title: Associate Professor
Candidate of Historical Sciences: Institute of History of the USSR, Academy of Sciences of the USSR, specialty 07.00.09 "Historiography, source studies and methods of historical research"

Specialty: Moscow State Historical and Archival Institute, specialty "Historical and Archival Science"

Additional education / Further education / Internships

2006 - Peoples' Friendship University of Russia, History and Philosophy of Science

2019 - National Research University Higher School of Economics, program "Fundamentals of Organization and training courses on LMS Efront (main level) "

2019 - FSBEI HE "RGGU", program "Fundamentals of first aid to victims"

2019 - FSBEI HE "RGGU", program "Inclusive education in higher education: challenges, problems, solutions"

Scientific supervisor of dissertation research

for the degree of candidate of sciences

Kholmatov T. K. Intellectual biography of S. B. Veselovsky (1876-1952) (postgraduate study: 1st year of study)
Saparbayev E.T. Textbooks on Kyrgyz history for secondary general education schools in the Kyrgyz Republic (1990s-2010s): historiographic research (postgraduate study: 1st year of study)

Dissertation for the degree of candidate of historical sciences

1999. Yusov, Dmitry Alexandrovich . The reports of the commanders-in-chief of the Russian army during the Seven Years War: a source study.

2001. Brykina Yulia Yakovlevna. The problem of perception and interpretation of A. N. Ostrovsky's drama in the second half of the 19th century: source study aspect.

2009. Druzhinin Petr Alexandrovich. Heraldic superexlibris of the 18th - early 20th centuries in Russian book collections: source study.

2011. Meshkov Alexander Nikolaevich. Protocols of the military committees of the XI Army of the Southwestern Front (March 1917 - February 1918): source study.

2016. Waltz Maria Pavlovna. Reception of ideas of German scientists in the work of A.S. Lappo-Danilevsky "Methodology of History".

Posts 106

Chapter of the book by M. F. Rumyantsev "Remains" and "legends": once again about the classification / systematization of historical sources // In the book: Actual problems of source study: materials of the V International scientific-practical conference dedicated to the 110th anniversary of the Vitebsk Scientific Archive Commission. Vitebsk, April 25-27, 2019 / Resp. ed .:, A.N. Dulov. Vitebsk: Voronezh State University named after P.M. Masherova, 2019.S. 17-19.

The chapter of Rumyantsev's book M.F.Presentism in the historical science of the 1930s: a historiographical sketch // In the book: From Versailles and Weimar to the formation of two Germany (FRG and GDR), 1919-1949: topical issues of historical Germanic studies, domestic and general history, geopolitics and international relations, social sciences and humanities and law: materials of the international scientific conference. Vitebsk, October 3-4, 2019 VSU named after P.M. Masherova, 2019.S. 250-252.

Chapter of the book by M.F.Rumyantsev // In the book: Walls and Bridges - VI: The Practice of Interdisciplinary Research in History. M.: Publishing house of the Russian State University for the Humanities, 2018.S. 188-196.

Chapter of the book Rumyantsev M.F. // In the book: Kopytinskie readings - I, II: collection. Art. international scientific and practical conference, May 17-18, 2018, Mogilev. - Mogilev: Moscow State University. A.A. Kuleshova, 2018.Part I, II. Mogilev: Moscow State University A.A. Kuleshova, 2018.S. 14-16.

The head of the book, Rumyantseva MF // In the book: Modern problems of book culture: main trends and development prospects: materials of the IX Intern. scientific. seminar, Moscow, 24-25 oct. 2018: at 2 pm, part 1. Minsk; M .: Center. scientific. b-ka them. Yakub Kolas NAS of Belarus; Sci. published. Center "Science" RAS, 2018, pp. 211-216.

The head of the book Rumyantsev M.F.Criticism and interpretation of the historical source: the ratio of research procedures // In the book: Topical issues of studying and teaching history, social and humanitarian disciplines and law. Vitebsk: Voronezh State University named after P.M. Masherova, 2018.S. 24-26.

The head of the book is Rumyantsev M.F., // In the book: Modern problems of book culture: main trends and development prospects: materials of the IX Intern. scientific. seminar, Moscow, 24-25 oct. 2018: at 2 pm, part 1, part 1. Minsk: Center. scientific. b-ka them. Yakub Kolas NAS of Belarus; M.: Scientific. published. Center "Science" RAS: Minsk: Center. scientific. b-ka them. Yakub Kolas NAS of Belarus; M.: Scientific. published. Center "Science" RAS, 2018, pp. 440-446.

Book chapter Malovichko S.I., Rumyantseva M.F.Socially oriented historiography and historical science: conflict - cooperation - gap // In the book: Dobre i zle sasiedztwa: Obce - nasze - inne. Bydgoszcz: Wydawnictwo Uniwersytetu Kazimierza Wielkiego, 2018 .-- T. 2: Sąsiedzi w historiografii, edukacji i kulturze / red. Teresa Maresz i Katarzyna Grysińska-Jarmuła - 304 s. Vol. 2: Sąsiedzi w historiografii, edukacji i kulturze. Bydgoszcz: Wydawnictwo Uniwersytetu Kazimierza Wielkiego, 2018.S. 14-28.

The chapter of the book by M.F. Rumyantsev // In the book: The names of Moscow science: materials of the international scientific and practical conference (September 29, 2017) / comp. A.A. Alexandrov, E.Yu. Koletvinova, A.S. Sukhova; Moscow Mountains. Univ. Moscow government. - M.: MGUU Moscow Government, 2018.M .: MGUU Moscow Government, 2018.S. 87-91.

The chapter of the book of M.F.Rumyantsev // In the book: Scientific notes of the P.M. Masherova: collection of scientific papers. T. 22. Vitebsk: Voronezh State University named after P.M. Masherova, 2016.S. 15-20.

Dobre i złe sąsiedztwa. Historia kluczem do zrozumienia współczesnych relacji międzysąsiedzkich... Bydgoszcz: Wydawnictwo Uniwersytetu Kazimierza Wielkiego, 2016.S. 306-315.

Chapter of the book Rumyantsev M. F. // In the book: History, memory, identity: theoretical foundations and research practices: materials of an international scientific conference / Scientific. ed .: O. Vorobyova, S. I. Malovichko, O. B. Leontyeva. M.: Akvilon, 2016.S. 148-151.

The chapter of the book by M.F.Rumyantsev // In the book: Source studies. Moscow: HSE Publishing House, 2015. Ch. Introduction. S. 7-13.

The chapter of the book by M.F.Rumyantsev // In the book: Source studies. M.: NRU HSE Publishing House, 2015. Ch. Chapter 2, part 1, p. 2.S. 216-371.

The chapter of the book by M.F.Rumyantsev // In the book: Source studies. M.: NRU HSE Publishing House, 2015. Ch. ch. 3, h. 1, p. 3.S. 610-615.

The chapter of the book by M.F.Rumyantsev // In the book: Source studies. M.: NRU HSE Publishing House, 2015. Ch. Section 1.P. 17-121.
The chapter of the book by M.F.Rumyantsev // In the book: Source studies. Moscow: HSE Publishing House, 2015. Ch. Chapter 1, part 1, p. 3.S. 564-591.
The head of the book Rumyantsev M.F. // In the book: Actual problems of source study: materials of the III Intern. scientific-practical conf., Vitebsk, 8-9 oct. 2015 / Resp. ed .:. Vitebsk: Voronezh State University named after P.M. Masherova, 2015.S. 9-11.
The chapter of the book by M.F.Rumyantsev // In the book: Source studies. M.: NRU HSE Publishing House, 2015. Ch. h. 2, p. 2.S. 463-503.
The head of the book Rumyantsev M.F. // In the book: The role of museums in the information support of historical science. M.: Eterna, 2015.S. 70-77.
The chapter of the book by M.F. Rumyantsev // In the book: Kharkivsky іstorіografіchny zbіrnik. 14. Kh.: KhNU imeni V. N. Karazin, 2015.S. 42-53.
Book P. Druzhinin / Scientific. ed .: M.F. Rumyantseva. T. 2: Russian heraldic superexlibris: consolidated catalog. M.: Truten, 2014.
Book P. Druzhinin / Scientific. ed .: M.F. Rumyantseva. Vol. 1: Heraldic superexlibris: source study. M.: Truten, 2014.
Chapter of the book Rumyantsev M.F. : Auxiliary historical disciplines / R.B. Kazakov, M.F. Rumyantseva, O. I. Khoruzhenko. - S. 60-62; Generalizing approach / M.F. Rumyantsev. - S. 71; Hermeneutics / M.F. Rumyantsev. - S. 74-76; Hermeneutic circle / M.F. Rumyantsev. - S. 76-78; Hermeneutic approach / M.F. Rumyantsev. - P. 78; The discipline of historical science / M.F. Rumyantsev. - P. 96; Individualizing approach / M.F. Rumyantsev. - S. 126-127; Historical interpretation / M.F. Rumyantsev. - S. 139-140; Historical source / M.F. Rumyantsev. - S. 199-200; Source studies / M.F. Rumyantsev. - S. 200-203; Source study of historiography / S.I. Malovichko, M.F. Rumyantsev. - S. 203-204; Source analysis / M.F. Rumyantsev. - S. 204-205; Source study synthesis / M.F. Rumyantsev. - S. 205; Comparative source studies / M.F. Rumyantsev. - S. 222; Criticism of a historical source / M.F. Rumyantsev. - S. 239-240; Scientific direction / R.B. Kazakov, M.F. Rumyantsev. - S. 319-320; Subject field / M.F. Rumyantsev. - S. 409; Historical psychology / M.F. Rumyantsev. - S. 422-423; Theory of history / M.F. Rumyantsev. - S. 481-483. // In the book: Theory and methodology of historical science: terminol. words. / Resp. ed .:. M.: Akvilon, 2014.
Chapter of the book Rumyantsev M.F. // In the book: Kharkivsky istoriographic collection. - Kharkiv: KhNU im. V.N. Karazin, 2014. - VIP. thirteen. Issue 13. Kharkov: V.N. Karazin, 2014.S. 97-107.
The head of the book is Rumyantsev M.F., Malovichko S.I., // In the book: University corporation: memory, identity, consolidation practices: materials of all-Russian. scientific. conf. with int. participation, dedicated. 210th anniversary of the founding of Kazan. un-that. Kazan, 27-29 nov. 2014 Kaz. : YaZ, 2014.S. 377-380.
The head of the book, S. I. Malovichko, M. F. Rumyantseva // In the book: 150 years in the service of science and education: collection of articles. materials of the Jubilee Intern. scientific. conf. Moscow, 5-6 December. 2013 M.: GPIBR, 2014.
Chapter of the book Rumyantsev M.F. // In the book: Heraldry and a rare book / Scientific. ed .:. Vol. 1: Heraldic superexlibris: source study. M.: Truten, 2014.S. 7-9.
The head of the book is Malovichko S.I., Rumyantseva M.F. ed .:, M. M. Krom, B. N. Mironov, V. A. Shkuratov, E. A. Dolgova. M.: Academic project, 2014.S. 109-117.
The chapter of the book by M.F.Rumyantsev // In the book: Scientific heritage of professor A.P. Pronshtein and topical problems of the development of historical science (on the occasion of the 95th anniversary of the birth of an outstanding Russian scientist): materials of the All-Russian (with international participation) scientific-practical conference (Rostov-on-Don, April 4-5, 2014). Rostov n / a: Publishing House of Science and Education Foundation, 2014.S. 466-472.
Chapter of the book Rumyantsev M.F. // In the book: History in ego-documents: Research and sources. Yekaterinburg: Publishing house "AsPur", 2014. S. 32-40.
The head of the book S. I. Malovichko, M. F. Rumyantseva // In the book: Glory and oblivion: paradoxes of biography / Otv. ed .: L.P. Repin. SPb. : Aletheya, 2013.S. 13-26.
The head of the book Rumyantsev M.F. // In the book: Actual problems of source study: Materials of the international scientific-practical conference on the 135th anniversary of the birth of V.I. Pichetes. Vitebsk: Voronezh State University named after P.M. Masherova, 2013.S. 16-20.
The head of the book, Rumyantseva M.F. // In the book: Historiographic readings in memory of Professor Viktor Alexandrovich Muravyov: collection of articles. Art. : in 2 volumes / Comp .:, S. I. Malovichko,; otv. ed .:,. T. 1.M .: RGGU, 2013.S. 70-96.
Article, M.F. Rumyantseva // New literary review. 2013. No. 6 (124). S. 432-439.
Article, M.F. Rumyantseva // New literary review. 2013. No. 124 (6/2013)
Book chapter S.I. Malovichko, M.F. Rumyantseva // In the book: Library in the context of history: materials of the 10th All-Russia. with int. participation of scientific. conf. Moscow, October 3-4. 2013 T. 1.M .: Pashkov house, 2013.S. 9-21.
The head of the book Rumyantsev M.F., Malovichko S.I. // In the book: Problems of historical geography and demography of Russia. 2.M .: Institute of Russian History RAS, 2013. S. 48-67.
Chapter of the book S. Malovichko, M. Rumyantseva // In the book: Regional History of Ukraine, Issue. 7. K.: Institute of Art. Ukraine National Academy of Sciences of Ukraine, 2013, pp. 39-54.
The chapter of the book by M.F. Rumyantsev // In the book: History of History and History of Ukraine. Professional ethics and history in interdisciplinary space. Dnepropetrovsk: Dnepropetrovsk National University named after O. Gonchara, 2013.S. 131-142.
The chapter of the book Rumyantsev M.F. Methodology of history of A.S. Lappo-Danilevsky in the context of the Russian version of neo-Kantianism // In the book: Source studies.ru / Scientific. ed .:,, S. I. Malovichko,, O. I. Khoruzhenko. M.: [b.i.], 2013.
Article by M.F. Rumyantsev // Clio. 2013. No. 12 (84). S. 28-31.
Article by M. F. Rumyantsev // Istoriya. 2012. No. 1 (9)
The head of the book is Rumyantsev M.F., Malovichko S.I. // In the book: New cultural and intellectual history of the Russian province: (To the 65th anniversary of Professor T.A.Bulygina). Stavropol: News Bureau, 2012.S. 146-162.
The chapter of the book by M.F.Rumyantsev // In the book: Development of methodological research and training of historians in the Republic of Belarus, the Russian Federation and the Republic of Poland. Collection of scientific articles / Scientific. ed .: A.N. Nechukhrin. Grodno: GrSU, 2012.S. 13-20.
The head of the book Rumyantsev M.F., Malovichko S.I. // In the book: Regional history of Ukraine. Collection of scientific articles Issue 6. Kiev: Institute of History of Ukraine of the National Academy of Sciences, 2012, pp. 9-22.
Article Rumyantsev M.F. // News of the Ural Federal University. Series 2: Humanities. 2012. No. 3. S. 258-271.
The head of the book, Rumyantseva M.F. // In the book: Historical science and education in Russia and in the West: the fate of historians and scientific schools / Otv. ed .: L.P. Repin. M.: Institute of General History of the Russian Academy of Sciences, 2012.S. 181-184.
Chapter of the book, M.F. Rumyantseva // In the book: Culture and intelligentsia of Russia. Personalities. Creation. Intellectual dialogues in the era of political modernization: materials of the VIII All-Russia. scientific. conf. with int. participation in preparation for the 300th anniversary of Omsk and the celebration of anniversary events in Russian history (Omsk, October 16-18, 2012). Omsk: Publishing House of Omsk State University, 2012.S. 40-43.
The head of the book is Rumyantsev M.F., Malovichko S.I. // In the book: Walls and Bridges: Interdisciplinary Approaches in Historical Research: Materials of the International Scientific Conference, Moscow, Russian State University for the Humanities, June 13-14, 2012 / Ed. ed .: G. Ershova, E. A. Dolgova. M.: RGGU, 2012.S. 136-143.
Article by M. F. Rumyantsev // Scientific notes of Kazan University. Series: Humanities. 2012. T. 154. No. 1. S. 130-141.
Chapter of the book Rumyantsev M. F., Malovichko S. I. // In the book: Historical knowledge and historiographic situation at the turn of XX – XXI centuries. / Resp. ed .: O.V. Vorobyova, Z.A. Chekantseva. M.: Institute of General History, RAS, 2012.S. 274-290.
Chapter of the book Rumyantsev M. F., Malovichko S. I. // In the book: Regional history, local history, historical local history in the subject fields of modern historical knowledge: collection of articles. Art. / comp., ed. A.E. Zagrebin, O. M. Melnikov. Izhevsk: Udmurt University, 2012.622 p. Izhevsk: Udmurt University, 2012.S. 3-10.
Chapter of the book by M. F. Rumyantsev // In the book: Transitional periods in world history: transformations of historical knowledge. M.: Institute of General History of the Russian Academy of Sciences, 2012.S. 103-118.
Article Rumyantsev M.F. // Bulletin of the Russian State University for the Humanities. 2011. No. 12 (74). S. 295-297.
The head of the book is Rumyantsev M.F., Malovichko S.I. // In the book: Library in the context of history: materials of the 9th international scientific. Conf., Moscow, October 3-4, 2011 M.: Pashkov House, 2011.S. 7-18.
The head of the book, Rumyantseva M.F., Malovichko S.I. // In the book: Historical geography: a person's space vs a person in space. Materials of the XXIII International Scientific Conference. Moscow, January 27-29, 2011 M.: RGGU, 2011.S. 31-45.
Book / Ed. ed .: M.F. Rumyantseva. M.: RGGU, 2011.
Chapter of the book Rumyantsev M. F. // In the book: Problems of methodology and source study in historical research: collection of articles. mater. yearly. scientific. seminar of the Samara regional branch of the Russian Society for Intellectual History. Samara: Samara Academy of Humanities, 2011.S. 97-107.
Book / Scientific. ed .:, M.F. Rumyantseva. M.: RGGU, 2011.
Chapter of the book by M.F.Rumyantsev // In the book: Cogito. Almanac of the history of ideas / Otv. ed .: A. V. Korenevsky... Issue 5: Foundation. Rostov n / a: Faculty of History of the Southern Federal University, 2011.S. 40-53.
R.B. Kazakov / Otv. ed .:
Conferences
- The scientific heritage of Professor A.P. Pronshtein and topical problems of historical science: to the 100th anniversary of the birth of an outstanding Russian scientist (Rostov-on-Don). Report: Rereading A.P. Pronshtein: once again on the disciplinary status of source study (plenary)
- "Walls and Bridges - VIII": Difficulties in Scientific Communication: Researcher in an Interdisciplinary Team (Moscow). Report: Scientific and Pedagogical School of Source Study in the Interdisciplinary Space of the Humanities and Social Sciences
- "Walls and Bridges - VIII": Difficulties in Scientific Communication: Researcher in an Interdisciplinary Team (Moscow). Report: Scientific and Pedagogical School of Source Study in the Interdisciplinary Space of the Humanities and Social Sciences
- "Walls and Bridges - VIII": Difficulties in Scientific Communication: Researcher in an Interdisciplinary Team (Moscow). Report: Scientific and Pedagogical School of Source Study in the Interdisciplinary Space of the Humanities and Social Sciences
- Academician A.S. Lappo-Danilevsky in the memory of the scientific community (St. Petersburg). Report: Theoretical legacy of A.S. Lappo-Danilevsky at the Scientific and Pedagogical School of Source Study: Mastering and Development
- "Good and Bad Neighbors": Practices of Intercultural Communication: International Scientific Conference (Orekhovo-Zuevo). Report: Russian and Baden neo-Kantianism: good-neighborliness or conflict between neoclassical and non-classical historical cultures
- Kopytinskie readings-2: international scientific and practical conference (Mogilev). Report: Source studies: from interdisciplinarity to polydisciplinarity
- Walls and bridges VII: interdisciplinarity: what is required of the historian, what it gives and what it takes from him (Moscow). Report: "The turn of things" vs source studies in the humanities at the turn of the XX-XXI centuries.
- Historical narrative: past, present, future (to the 2500th anniversary of the birth of Herodotus of Halicarnassus and the 2000th anniversary of the death of Titus Livy) (Moscow). Report: Renarrativization and Representation: Two Strategies for Overcoming the Crisis of Confidence in Historical Metanarrative
- Modern problems of book culture: main trends and development prospects: IX International scientific seminar-conference (Moscow). Report: On the principles of compiling a list of sources and literature in a new textbook on source study (2015)
- "Walls and Bridges" - VI: The Practice of Interdisciplinary Humanitarian Research (Moscow). Report: Concepts of Psychology in "Methodology of History" A.S. Lappo-Danilevsky
- Autobiographical Writings in an Interdisciplinary Research Field - II (Moscow). Report: Memoirs of A.T. Bolotov in the context of the historical culture of modern times: source study approach
- "Constructing the European": Socio-Cultural Transfer from the Atlantic to the Urals: International Scientific Conference (Yekaterinburg). Report: Russian and Baden neo-Kantianism: opposition - integration - divergence
- Beyond totalitarianism: the research program of the "Soviet man" N.N. Kozlova. (Moscow). Report: "Story and Experience" in the Study of the Individual: Source Aspects of the Research Program of N.N. Kozlovoy
- Walls and Bridges: Field of Interdisciplinary Interaction of Historical Knowledge with Natural and Social Sciences and Humanities - V (Moscow). Report: The principle of recognizing someone else's animality in humanitarian knowledge of the XX - early XXI century: the limits of applicability
- History, memory, identity: theoretical foundations and research practices. Report: Representation of history in the neoclassical model of science: source study approach
- International Scientific Conference "World History and New Challenges of Historical Science: National, Transnational and International Approaches" (Moscow). Report: On the impossibility of universal history and its prospects from the point of view of source study
- International Scientific Conference "World History and New Challenges of Historical Science: National, Transnational and International Approaches" (Moscow). Report: Historical knowledge at the turn of the XX-XXI centuries: fragmentation vs renarrativization
- The role of museums in information support of historical science (Moscow). Report: Museum Exhibition: Representing History or Positioning Historical Knowledge
- Methodology and methods of studying regional history: the Central Volga region in the glocalization dimension (Kazan). Report: Local history and historical study of local lore: the problem of determining the disciplinary status
Participation in editorial boards of scientific journals
work experience
November 2012 - to the present time, Associate Professor of the School of Historical Sciences of the Faculty of Humanities (until 2015 - the Department of Social History of the Faculty of History) of the Higher School of Economics;
2011 - November 2012 - Associate Professor of the Department of Theory and History of Humanitarian Knowledge at the Institute of Philology and History of the Federal State Budgetary Educational Institution of Higher Professional Education "Russian State University for the Humanities";
1985 - August 2011 - Lecturer, Associate Professor, Head (since 2002) of the Department of Source Studies and Auxiliary Historical Disciplines (until 1994 - the Department of Auxiliary Historical Disciplines) of the Historical Archives Institute of the Russian State University for the Humanities (until 1991. - Moscow State Historical and Archival Institute);
1996-2002 - deputy. Director of the Russian-French Center for Historical Anthropology. Mark Blok at the Russian State University for the Humanities;
2006 - 2012 - Associate Professor of the Department of Philosophy and Sociology of the Humanities and Pedagogical Faculty of the Russian State Agrarian University - Moscow Agricultural Academy named after K.A. Timiryazev.
For a number of years, she read lecture courses (specialty and master's degree) at the Volga Humanitarian Institute (a branch of the Volgograd State University), Karelian State Pedagogical University (now the Academy), Petrozavodsk State University, University of Pereslavl named after I. A.K. Ailamazyan.
She gave lecture courses at the magistracy of the Stavropol State University (currently - the North Caucasus Federal University); at the summer / winter schools of the Russian State University for the Humanities, the Ural State University (currently - the Ural Federal University).

State Committee of the Russian Federation for
higher education
State Academy of Management
named after Sergo Ordzhonikidze
ORGANISATION MANAGEMENT
Tutorial
Ed. Doctor of Economics, prof. Z.P. Rumyantseva,
A.E.N., prof. N.A., Salomatina
Moscow
INFRA-M
1995

BBK 65.050.9 (2) 2
Authors: Rumyantseva Z.P., Salomatin N.A.,
Akberdin R.Z., Gunin V.N., Kibanov A.Ya.,
Turusin Y.D .. Ustinov V.A.
Organisation management. Tutorial. Rumyan
tseva Z.P., Salomatin N.A., Akberdin R.Z. and others - M:
INFRA-M. 1995 .-- 432 p. b.
ISBN 5-86225-136-7 V
5
A new economic system that is being formed in the conditions
transition of the domestic economy to the market, it needs a special
sheets with extensive and deep knowledge in the field
modern management. The need for
such specialists in organizations, since in a relatively short
term they must create a management system,
ensuring high efficiency, competitiveness and
stability of the market position. In the tutorial, prepare
investigated by scientists of the State Academy of Management, considered
questions of paramount importance for specialists
sheets - managers of organizations: the basics of the general process of management
organization and its personnel, conditions and factors of formation
strategic management, organization of innovative
management. The essence of production management is revealed.
ment as a system that reorganizes internal production
military economic relations.
The study guide will provide real help to students and graduate
welfare students studying the problems of organization management, as well as
specialists participating in the formation of a new management system
management.
ISBN 5-86225-136-7
BBK 65.050.9 (2) 2
© The team of authors, 1995 ©
INFRA-M, 1995

Table of contents
Foreword ......................................... c
1. Fundamentals of organization management ..................... 10
1.1. Introduction to Management ........................... 10
1.1.1. What is management. ........"................. ten
1.1.2. Management and managers ...................... 13
1.1.3. Development of theory and practice of management .......... 19
1.1.4. The modern system of views on management ...... 28
1.1.5. Changing the paradigm of management during the period of radical
transformations in the economy of the Russian Federation. 34
1.2. Goals and functions of management .................... 39
1.2.1. Mission of the organization ........................... 39
1.2.2. The objectives of the organization and their classification ............ 42
1.2.3. Management by goals (results). ............... 48
1.2.4. Management functions ......................... 52
1.3. Decision making process and methods ................ 58
: 1.3.1. Key elements of the decision-making process ... 58
"1.3.2. Management methods .......................... 68
1.4. Organization management structure ................ 81
1.4.1. Definition of the concept and principles of construction. ...... 81
1.4.2. Hierarchical type of management structures ........... 83
1.4.3. The organic type of governance structures ............ 91
Review questions for chapter 1 ..................... 100
Z Strategic management ......................... 103
2.1. General concept ............................... 103
2.2. Strategy planning ......................... 114
2.3. Analysis of alternatives and choice of strategy .............. 128
2.4. Strategy Implementation Management ................. 141
2.5. An organization-oriented management structure
to solve strategic problems ................ 149
Control questions for chapter 2 ....................... 157
3. Innovation management ........................ 158
3.1. Innovations as an object of innovative management 158
3.1.1. State support for innovative
activities ................................ 175
3.2. Expertise of innovative projects ............... 184
3.2.1. Innovative concept design, basic
stages of creation and implementation ................... 184
3.2.2. The effectiveness of an innovative project .......... 189
3.2.3. Choosing an alternative .......................... 194
3.3. Aggregated estimate of the costs of innovative
processes ...................................... 207

3.3.1. Scientific and technical organization concept
activities at the stage of applied research
and developments. ................................ 207
3.3.2. Costs for major intermediate stages
implementation of ROC ............................. 211
3.3.3. Investment in production development
new products ............................. 216
3.4. Determination of commercial risk when investing in
innovative activity and methods of its reduction
......................... 221
3.4.1. Revealing the actual performance of scientific
technical organizations and the investor's commercial risk.
............... 221
3.4.2. Commercial risk mitigation techniques
investment in innovation ........ 226:
3.4.3. Development of competition in scientific and technical
and innovation .................. 233
Review questions for chapter 3 ...................... 239
4. Production management ...................... 241
4.1. Organization of economic relations
in a joint stock company ......................... 241
4.2. Formation of market relations ................. 251
4.3. Contractual relations in a joint stock company. ... ... 264
4.4. Production Management. System View .. 273
4.4.1. Production as an object of management ............. 273
4.4.2. Goals and objectives of production management. ......... 277
4.4.3. Production management process .............. 279
4.4.4. Production management functions .............. 282
4.4.5. Structure and interconnection of system elements
production management ..................... 289
4.4.6. Information support of the system ........... 290
4.4.7. System hardware and software. ... ... 294
4.4.8. Organization of production management ........... 297
4.5. Formation of production programs .......... 300
4.5.1. Production program system ............. 300
4.5.2. Methodological provisions for the distribution of the program
release of products for planned periods of the year for assembly
workshops .............. 305
4.5.3. Methodological provisions for the formation of the nomenclature
production schedules of assembly units and parts for
processing and procurement shops
....................... 311
4.5.4. Methodological provisions for the formation of production
programs for machining shops .....................
313
4.6. Operational production management ............. 335
4.6.1. The main methodological provisions for the development
operational-calendar plans ................. 336
4.6.2. Basic provisions for the organization of control
and regulation of the course of production .............. 352

Review questions for chapter 4 ...................... 361
5. Personnel management ............................ 363
5.1. The concept of personnel management in the organization ..... 363
5.2. Principles and methods of building a control system
personnel of the organization ......................... 371
5.3. Management of work with personnel in the organization ..... 384
5.3.1. The essence, goals and objectives of personnel planning. ... ... 384
5.3.2. Operational plan for work with personnel .......... 388
5.4. Business career management in the organization ......... 399
5.4.1. The concept and stages of career ...................... 399
5.4.2. Business Career Management ................... 407
5.5. Service professional management
promotion of personnel in the organization ............. 410
5.5.1. Service professional system
promotion ................................ 410
5.5.2. Work with the personnel reserve .................... 420
Review questions for chapter 5 ...................... 423
References ................................... 425

FOREWORD
Radical restructuring of the economic management system,
moving onto the rails of market relations. - one of the most important
the most important directions of the reform program carried out in our
country. This problem is of particular importance at the pre-
an acceptance changing position in a market economy
drastically. Becoming the object of commodity-money transfers
wearing, having economic independence and
fully responsible for the results of their economic activities
activity, the enterprise must form a system
management (management), which would provide him with high
efficiency of work, competitiveness and sustainable
the strength of the market position.
The term "enterprise" itself after the adoption of the Civil
of the Code of the Russian Federation (Part I) has undergone significant
changes. It is saved only for a group of companies,
being in state or municipal ownership.
Bc & other legal entities were named
organizations that are divided into two groups: commercial
- the main purpose of their activities is to make a profit,
non-commercial - their main purpose is not related to extraction and
distribution of profits between the participants. Civil
the code also defines the forms in which
organizations. For commercial organizations, these are:
partnerships (associations of persons requiring direct
participation of founders in entrepreneurial activity),
business companies (associations of capital that do not require
direct participation of founders in entrepreneurial
activities, but suggesting the presence of special bodies
management), joint stock companies (open and closed),
production co-operatives (characterized by personal
participation of members-shareholder - d. kov in labor and management of
principle "one shareholder - one A vote", distribution of income
taking into account the nature and degree of labor participation
each member-shareholder) and | I

for which, as already mentioned, the Civil Code co-
the organizational and legal form of the "enterprise" is stored, taking into account
their large number and formed over the years of domination of the previous
management systems of stereotypes and traditions. The term "unitary
enterprise "emphasizes the indivisibility of property
state-owned enterprises, which is wholly owned by co-
the corresponding state owner. Non-profit
organizations are created in the form of consumer cooperatives,
public and religious organizations (associations), foundations and
institutions.
This broad interpretation of the term "organization" is adopted in
this tutorial, basic theoretical, methodological
logical and practical provisions and recommendations of which
can be applied both in commercial and non-
commercial organizations. It should be borne in mind that by
compared with the control system still in place
in many organizations, in new conditions, functions appear,
which were not needed before. In a market economy
the organization itself makes decisions that were previously
the prerogative of higher management bodies. She is self-
formulates goals and objectives, develops a strategy and
policy of its development, seeks the necessary for their re-
alization of funds, recruits workers, acquires equipment
design and materials, solves many structural issues, in
including such as creation, liquidation, merger or
on the contrary, the division of divisions and branches, entry into
composition of associations and other associations, reorganization
production and organizational restructuring
management and many others.

This textbook is a scholarly prepared State University management second edition of the training manual "Organization Management". It expands the structure of chapters, includes additional materials reflecting in-depth consideration of management issues of the main activities of the organization. This predetermined the title of the textbook - "Organization Management".

TABLE OF CONTENTS.
Preface to the first edition 3
Preface to the second edition 7
Part one GENERAL MANAGEMENT OF THE ORGANIZATION
Section 1. Organization Management Basics 12
Chapter 1.1. Introduction to Management 12
1.1.1. Management and management 12
1.1.2. The modern system of views on management 23
1.1.3. Manager - professional manager 30
Control questions for chapter 1.1 37
Chapter 1.2. Organization as an object of management 39
1.2.1. Definition and classification of organizations 39
1.2.2. New organizational forms in the structure of the economy 44
1.2.3. Models of organizations as objects of management 47
Control questions for chapter 1.2 56
Chapter 1.3. Goals and functions of management. 58
1.3.1. Organization mission 58
1.3.2. The objectives of the organization and their classification 61
1.3.3. Management by objectives (results) 67
1.3.4. Management functions 70
Control questions for chapter 1.3 75
Chapter 1.4. Process and management methods 77
1.4.1. The concept and basic elements of the management process 77
1.4.2. Decision Making Models 86
1.4.3. Control methods 91
Control questions for chapter 1.4 109
Chapter 1.5. Organization management structure 111
1.5.1. Definition of the concept and principles of construction 111
1.5.2. Hierarchical type of management structures 112
1.5.3. Organic type of management structures 119
Control questions for chapter 1.5 130
Literature for section 1 131
Section 2. Strategic management 132
Chapter 2.1. General concept. 132
2.1.1. The emergence of the need for strategic management 132
2.1.2. Modern organization and its behavior in the market 136
2.1.3. The essence of strategic management 139
Control questions for chapter 2.1 143
Chapter 2.2. Strategy planning process 144
2.2.1. Strategy Planning 144
2.2.2. Elements of Strategic Choice 146
2.2.3. Formation of strategic goals of the organization 150
2.2.4. Using the "scenarios of the future" method in strategic management 153
2.2.5. Environmental Analysis 156
2.2.6. Analysis of the strengths and weaknesses organizations 159
2.2.7. Assessment of the strategic situation of the organization 163
Checklist for chapter 2.2 166
Chapter 2.3. Analysis of alternatives and choice of strategy 167
2.3.1. Stages and factors in choosing a strategy 167
2.3.2. Strategic segmentation of the external environment 168
2.3.3. Basic Strategy Concept 171
2.3.4. Methods for fine-tuning the strategy. Determining the position of the organization in the market 174
2.3.5. Time aspect of strategy 180
Checklist for chapter 2.3 184
Chapter 2.4. Strategy implementation management 185
2.4.1. Areas for strategic change in the organization 185
2.4.2. Making Strategic Changes 193
2.4.3. Organization development plan system 195
2.4.4. Allocation of strategic resources 199
Control questions for chapter 2.4 202
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