Rumyantseva ZP - organization management. Tutorial - Read the book for free

Other books of the author:

See also in other dictionaries:

I Medicine Medicine System scientific knowledge and practical activities whose objectives are strengthening and maintaining health, the extension of people's lives, prevention and treatment of human diseases. To perform these tasks, M. studies the structure and ... ... Medical encyclopedia

Medical literature - Medical literature. Contents: I. Medical literature Scientific ....... 54 7 II. List of honey. magazines (1792 1938) ...... 562 III. Medical literature Popular ..... 576 (flower beds), hospitals (nominations, doctor), pharmacopoeia (pharmacies). ... ...

- (KGU "NUA") motto education. Intelligence. Culture ... Wikipedia

- (Financial law, financial science, financial science). The word finances leads its origin from the medieval Latin term FINATIO, FONANCIA, used in the XIII and XIV centuries. In the sense of mandatory payment of money and the period of payment. IN… …

Costs - (costs) concept of costs and costs, norms and accounting costs Information about the concept of expenses and costs, norms and accounting costs Content Content of the formation of local budgets Budget support for subjects Tax receipts Local expenses ... ... Encyclopedia Investor

Medical Education I. - Medical Education I. History medical education. The first reliable information about M. Oh. refer to the ancient historical monuments of Eastern culture. In Mesopotamia Code Khammurabi (about 2250 BC, Era) is already engaged in medical ... Big medical encyclopedia

- (from Lat. Universitas Aggregate). Currently, with the concept of W. Connect an idea of \u200b\u200bthe highest educational institution, which, having a goal of free teaching and developing all industries, regardless of their ... ... encyclopedic Dictionary F. Brockhaus and I.A. Efron

RSFSR. I. General information of the RSFSR formed on October 25 (November 7) 1917. Borders on S. Z. with Norway and Finland, for C. with Poland, on Yu. V. with China, MNR and DPRK, as well as with the Union republics incoming In the USSR: on Z. with ... ...

Gazprom Neft - (Gazprom Neft) Gazprom Neft, owners and management of companies, creation and development of Gazprom Neft Information about the company Gazprom Neft, owners and management of the company, creation and development of Gazprom oil content Contents "" ... ... Encyclopedia Investor

Differential - (Differential) Definition of Differity, Differential Function, Differential Block Information on Differing Definition, Differential Function, Differential Block Content Content Mathematical Informal Description ... ... Encyclopedia Investor

Philosophy Being an integral part of global philosophy, the philosophical idea of \u200b\u200bthe peoples of the USSR has passed a big and difficult historical path. In the spiritual life of primitive and early refortelines on the lands of the ancestors of modern ... ... Great Soviet Encyclopedia

M.: 2007. - 304 p.

The textbook is the further development of issues of the theory and practice of general management of the organization, which was 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 name of the textbook.

For students, graduate students, specialists who explore the modern problems and opportunities of organizations.

Format: PDF / Zip.

The size: 3, 08 MB

/ Download File

Table of contents
Introduction 10.
Chapter 1. General Management: Concepts, Evolution
Training goals 12.
1.1. The concept of general control 12
1.1.1. General management and management 12
Definition of the concept " general management" 12
"Management" and "Management" - Concepts interchangeable 14
1.1.2. Management as a function and process 15
Types of management activities 15
Management as process 15
1.1.3. Management is managers 15
Organization manage people 15
Control apparatus 16.
1.1.4. Management is art and science 16
Management as art 16
Management is science 17
1.2. Development of theoretical principles of management 17
1.2.1. Evolution of management thought in the 20th century 17
20th Century: First Work on Management Theory 18
Scientific principles of management 20
Development of science management in the first half of the 20th century 23
The second half of the 20th century: turn in the development of the theoretical principles of management 26
New management principles 29
Management aspects of economic reforms 30
1.2.2. New approaches to the management of organizations in Russian Federation 31
DoreFracted Paradigm for Management Socialist Production 31
New control paradigm in transition conditions 33
Conclusions 38.
Control questions 38.
Chapter 2. Management Object - Organization
Training goals 40.
2.1. The concept and theoretical foundations of the organization 40
2.1.1. Determination of the concept and role of organizations in society ... 40
Organization: Concept and features 40
The role of the organization in society 41
Organizations and management 42
2.1.2. Organization as a system 44
Concept organizational system 44
External environment of organizational system 44
Internal environment of organizational system 50
Communication 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
The composition of the main processes 52
Composition of auxiliary processes 53
Management processes 54.
2.1.4. Organization description as a control facility 56
Description parameters 56.
The value of the parameters for the characteristics of the organization .... 56
2.2. Classification of organizations 61.
2.2.1. Criteria of the classification of organizations 61
To attribute organizations to formal and informal 61
By property forms 62
In relation to profits 62
On organizational and legal forms 62
According to the size of organizations 62
2.2.2. Integration of organizations 66.
Concept of integration 66.
Types of integration 66.
2.3. Association, networks, unions as control objects 70
2.3.1. Corporate associations 70.
Mergers companies 70.
Financial and Industrial Groups (FIGs) 71
2.3.2. Business Networks, Unions 73
Causes of the creation and advantages of entrepreneurial networks and unions 73
Specific traits Network formations 76.
Network Education Principles 76
Virtual Corporation Management Features 78
Conclusions 79.
Control questions 79.
Chapter 3. Manager in the organization
Training goals 81.
3.1. Manager - Professional Manager 81
3.1.1. Characteristic features and content of management work 81
Characteristic labor features of managers 81
Maintenance of managers - 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. Characteristic features of the 21st century manager 92
Conditions and factors forming the features of the manager 92
Model of modern manager 94
Entrepreneurship and manager 95
New role of leadership 97
3.2. Division of labor in control 100
3.2.1. Functional division of labor in control 100
Managers specializing in performing control functions 100
General (linear) managers 100
3.2.2. Structural division of labor 101
Two approaches K. structural separation Labor 101.
Vertical division of labor 102
Horizontal division of labor 105
3.2.3. Labor separation by the role of managers in the management process 105
Management Categories 105
Head of Organization 106.
3.3. Labor cooperation in management 109
3.3.1. Work cooperation mechanisms in management 109
Cooperation and coordination 109
New cooperation mechanisms 110
3.3.2. Group (team) work and its new role 110
Definition of concepts 110.
Types of groups in organizations 111
Advantages and efficiency of group work 113
Conclusions 114.
Control questions 114.
Chapter 4. Process and Management Methods
Training goals 116.
4.1. The basic concepts of the management process 116
4.1.1. The concept and basic elements of the management process ... 116
Defining concepts 116.
Composite parts of the decision-making process 118
4.1.2. Problem or possibility 119
Definition of concepts 119.
Rules of formulating problems 120
Problem Situation 120.
4.1.3. Participants in the decision-making process 123
Subjects of decision 123.
Decisions made individually 124
Decisions taken by groups of people 125
4.1.4. Solution 127.
Requirements for decisions 127
Classification of solutions 128.
Programmable and unprogrammed solutions 129
4.2. Basic concepts of decision making ... 130
4.2.1. Rational (classical) model of decision-making process 131
Process steps 131.
Objectives and criteria for assessing actions 133
Organization and monitoring of implementation of decisions 136
Restrictions on the use of a rational decision-making model 137
4.2.2. Alternative models of the decision-making process ... 137
Model limited rationality 137
Retrospective model 139.
4.3. Management process methods 139
4.3.1. General methods 140.
System approach 140.
Comprehensive approach 140.
Modeling 141.
Economic and Mathematical Methods 141
Experimentation 142.
Specifically historical approach 143
Methods of sociological studies 144
4.3.2. Specific management methods 144
Management methods of functional subsystems of the organization 144
Methods of execution common functions Control 145.
Methods for solving problems 146
Conclusions 156.
Control questions 157.
Chapter 5. Planning and Strategy for the Development of the Organization
Training goals 159.
5.1. Planning as a control function 159
5.1.1. Organization Plans System 159
Defining concepts 159.
Planning in the organization 161
Modern approaches to strategic planning and its role 163
5.1.2. Objectives of the organization 165.
Mission 165.
Vision and goals 168
Grouping goals 170.
Tree of goals 176.
5.1.3. Management system for targets (results) 177
Principles of management system for targets 177
Stages of the management process for targets 178
Results management concept 179
Advantages and disadvantages of the management system for targets (results) 180
5.2. Strategy of organization 181.
5.2.1. Strategic Management Model 181
Definition of the concept of strategy 181
Stages and elements of the model of strategic control ... 182
5.2.2. Analytical work when choosing and justifying the organization's strategy 187
Analysis of external environmental factors 187
Analysis of internal environmental factors 191
Strategic alternatives 194.
5.3. Organization of execution of plans 197
5.3.1. Terms of implementation of the strategy 197
Strategy implementation model 197
Strategic Plans Implementation Tools 198
5.3.2. Conduct planned changes in the organization 200
Principles and content of changes 200
Organization of work on the implementation of plans 202
Conclusions 204.
Control issues 204.
Chapter 6. Organization Management Structure
Training goals 206.
6.1. The concept, principles and approaches to the construction of the management structure 206
6.1.1. Management structure as part organizational structure 206
Organizational structure and management structure of the organization 207
Defining the concepts of management structure 208
Characteristics of the control structure 209
6.1.2. Principles of constructing control structures 213
A new understanding of the classical principles of management .... 213
Principles of formation of control structures 215
6.1.3. Typical approaches to the construction of control structures. . . 216.
Formation of hierarchical and bureaucratic control structures 216
Formation of organic control structures 218
Comparison of two approaches to the construction of control structures 220
6.2. Types of management structures of the organization 222
6.2.1. Selection of control structure 222
Situational selection factors 222
Division of management work 223
Centralization and decentralization level 224
Coordination mechanisms 224.
6.2.2. Types of control structures 225
Linear functional control structure 225
Divisional management structure 228
Project Management Structure 234
Matrix Control Structure 236
Brigade Works and Management Structures 238
6.3. Modern development trends and assessment of the management structure of the organization 242
6.3.1. Modern tendencies In the development of control structures 242
6.3.2. Management structures at different stages of the growth of the organization 244
6.3.3. Evaluation of the Management Structure of the Organization 246
To achieve the goals of the organization 246
By control system parameters 246
Conclusions 249.
Control questions 250.
Chapter 7. Motivation, control and management efficiency
Training goals 251.
7.1. Motivation function in control 251
7.1.1. The role of motivation in management 252
People - main source effective development 252
Motivated personnel - cohesive team 252
7.1.2. Motivation as a function of control process 253
Definition of motivation as a process 253
Theoretical base of motivation 254
Methods of motivation 256.
7.1.3. Continuous learning system as a factor of motivation 258
Modern views on a student organization 258
Pyramid for the development of skills of managers 259
Continuous management system of managers 260
Modern approaches to the training of managers 262
Differentiation of training managers 263
7.2. Control function in the organization 266
7.2.1. Concept and content control 266
Control - Function of the management process 266
Stages of the control process 267
7.2.2. Types of control in the organization 270
On the periodicity of control 270
According to the functional subsystems 272
7.2.3. Control methods 272.
General methods 272.
Benchmarking 273.
Total quality control (Total Quality Control) and Total Quality Management (Total Quality Management - TQM) 275
7.3. Management efficiency 277.
7.3.1. The concept of "management efficiency" 277
Efficiency and efficiency 277
7.3.2. Models of organizations 278.
Simulation as a method for studying the properties and relations of organizations 278
Basic organizations of organizations 279
7.3.3. Methods for assessing and measuring management efficiency 283
The need to evaluate effectiveness 283
Efficiency measurement indicators 283
Methods of comparing organizations on the effectiveness of financial and economic activities 290
7.3.4. Effective management Organizations 292.
Tasks managers for the effective operational functioning of organizations 292
Tasks managers for effective strategic Development organizations 293.
7.3.5. Restructuring and efficiency of organization 294
Definition of concepts 294.
Model effective organization 296
Restructuring results 297.
Conclusions 300.
Control questions 300.
Recommended literature 303.

State Committee of the Russian Federation
higher education
State Academy of Management
named after Sergo Ordzhonikidze
ORGANISATION MANAGEMENT
Tutorial
Ed. D.E., 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.,
Akbardin R.Z., Gunin V.N., Kibibanov A.Ya.,
Tourusin Yu.D .. Ustinov V. A.
Organisation management. Tutorial. Rumyant
tsava Z.P., Salomatin N.A., Aberdin R.Z. and others - m:
Infra-m. 1995. - 432 p. b
ISBN 5-86225-136-7 V.
5
New management system formed in conditions
the transition of the domestic economy to the market needs special
sheets possessing extensive and deep knowledge in the area
modern management. Especially acutely feeling the need for
such specialists in organizations, as for relatively short
term they should create a control system
ensuring high efficiency, competitiveness and
the stability of the position in the market. In the study manual, prepared
scientists of the State Academy of Management, Remark
questions are of paramount importance for
list managers of organizations: the basis of the general process
organization and its staff, conditions and factors of formation
strategic management, innovation organization
management. The essence of production management is revealed.
menta as a system, a new organiser internal production
economic relations.
Tutorial will provide real help Students and Aspi-
rates studying the organization's management problems as well
specialists involved in the formation of a new system
equation.
ISBN 5-86225-136-7
BBK 65.050.9 (2) 2
© Collective authors, 1995 ©
Infra-M, 1995

Table of contents
Preface ......................................... B.
1. Basics of organization management ..................... 10
1.1. Introduction to Management ........................... 10
1.1.1. What is management. ........"................. 10
1.1.2. Management and managers ...................... 13
1.1.3. Development of the theory and practice of management .......... 19
1.1.4. Modern viewing system for management ...... 28
1.1.5. Changing the paradigm of control during the period of radical
transformations in the economy of the Russian Federation. 34.
1.2. Goals and management functions .................... 39.
1.2.1. The mission of the organization ........................... 39
1.2.2. Objectives of the organization and their classification ............ 42
1.2.3. Management on targets (results). ............... 48.
1.2.4. Management functions ......................... 52
1.3. The process and methods of decision-making ................ 58
: 1.3.1. The main elements of the decision-making process .... 58
"1.3.2. Management methods .......................... 68
1.4. Organization management structure ................ 81
1.4.1. Determination of the concept and principles of construction. ...... 81.
1.4.2. Hierarchical type of control structures ........... 83
1.4.3. Organic type of control structures ............ 91
Control questions for chapter 1 ..................... 100
Z strategic management ......................... 103
2.1. General concept ............................... 103
2.2. Planning Strategy ......................... 114
2.3. Analysis of alternatives and choice of strategy .............. 128
2.4. Managing the implementation of the strategy ................. 141
2.5. Organization Organization Management Structure
on the solution of strategic problems ................ 149
Control questions for chapter 2 ....................... 157
3. Innovative management ........................ 158
3.1. Innovations as an object of innovation management 158
3.1.1. Governmental support innovative
activity ................................ 175
3.2. Examination of innovative projects ............... 184
3.2.1. Innovative concept of concepts, basic
stages of creating and implementing ................... 184
3.2.2. The effectiveness of the innovation project .......... 189
3.2.3. Choosing an alternative .......................... 194
3.3. Enlarged assessment of innovative costs
processes ...................................... 207.

3.3.1. The concept of organization of scientific and technical
activities at the Applied Study
and developments. ................................ 207.
3.3.2. Costs for main intermediate stages
oCC execution ............................. 211
3.3.3. Investment in the development of production
new products ............................. 216
3.4. Determination of commercial risk in investment in
innovative activities and methods for its reduction
......................... 221
3.4.1. Identifying the actual performance of the work of scientific
technical organizations and commercial risks of the investor.
............... 221
3.4.2. Methods for reducing commercial risk
investment in innovation activity ........ 226:
3.4.3. Development of competition in scientific and technical
and innovative activity .................. 233
Control 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 an acizo society. . . 264.
4.4. Production Management. System View .. 273
4.4.1. Production as an object of control ............. 273
4.4.2. Goals and object management tasks. ......... 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. Informational support of the system ........... 290
4.4.7. Technical I. software Systems. . . 294.
4.4.8. Organization of production management ........... 297
4.5. Formation of production programs ......... 300
4.5.1. System of production programs ............. 300
4.5.2. Guidelines for the distribution of the program
products of products for scheduled periods of the year for assembly
workshops .............. 305
4.5.3. Methodological provisions for the formation of nomenclature
calendar plans for release assembly units and details for
processing and procurement workshops
....................... 311
4.5.4. Methodical provisions for the formation of production
programs for processing workshops .....................
313
4.6. Operational management of production ............. 335
4.6.1. Basic Methodological Development Provisions
operational calendar plans ................. 336
4.6.2. Basic provisions for the organization of control
and regulation of production of production .............. 352

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

Preface
Radical restructuring of the economy management system,
railing to rails of market relations. - one of the important
the directions of the reform program held in our
country. This problem has a special meaning at the level of
acceptance whose position in market economy Changes
drastically. Becoming an object of commodity-money
wearing economic independence and
fully responsible for the results of its economic de
activity, enterprise should form a system
management (management) that would provide him with high
the effectiveness of work, competitiveness and sustainable
the situation in the market.
The term "Enterprise" after the adoption of civil
code of the Russian Federation (part I) has undergone significant
changes. It is saved only for a group of enterprises,
located in state or municipal property.
BC & other legal entities got a name
organizations that are divided into two groups: Commercial
- The main goal of their activities is to extract the profit,
non-profit - their main goal is not related to extracting and
the distribution of profits between the participants. Civilian
the code also defines forms in which may be created.
organizations. For commercial organizations this: economic
partnerships (association of persons requiring direct
participation of Founders B. business activities),
economic societies (association of capital not requiring
direct participation of founders in entrepreneurial
activities, but assumed- "the giving availability of special bodies
management), shareholder and vocational societies (open and closed),
production co- 4 operatives (characterized by personal
participation of members-share --d. Cove in labor and in managing
the principle of "one shareholder is one and voice", income distribution
with compulsory accounting, the characteristics of 1 tera and the degree of labor participation
each members-shareholder) and | I

for which, as mentioned, in Civil Code co-
stored organizational and legal form of "enterprises", taking into account
them large number and prevailed over the years of domination
stereotypes and tradition management systems. The term "unitary
the enterprise is emphasized by the indivisibility of property
state enterpriseswhich is entirely owned by
the relevant state owner. Non-commercial
organizations are created in the form of consumer cooperatives,
public and religious organizations (associations), funds and
institutions.
Such a broad interpretation of the term "organization" is taken in
this teaching aid, the main theoretical, methods
logic and practical provisions and recommendations of which
may be applicable both in commercial and in
commercial organizations. It should be borne in mind that
compared with that control system, so far
in many organizations, in the new conditions, functions appear,
which were not needed before. In a market economy
the organization itself makes decisions that were previously
prerogative of higher governing bodies. She is self-contained
identally forms goals and tasks, develops a strategy and
policy of its development, seeks the necessary for their
the alization of funds is gaining workers, acquires
materials and materials solves many structural issues in
including such as creating, liquidation, merger or
on the contrary, the division of divisions and branches, entry into
composition of associations and other associations, reorganization
production and restructuring of the organizational structure
management and many others.
In short, organizations acquire all the features of independence,
characteristic to work in the market conditions. And it requires
significant expansion of the scope of management and self-government,
increasing the volume and complication of the nature of the performed
work managers. Significantly grows responsibility for
timeliness and quality of decisions made. Rises
role marketing researchallowing to study the dynamics
needs in the market of goods and services. Scientific and technical
progress turns into one of the managerial guns
innovations aimed at creating conditions for
efficient work. Everything more important Acquires I.
solving issues related to personnel management,
in the new conditions, key position in the resource
potential and essentially predetermining the success of the organization
in achieving its goals. Production management,
providing sustainable control

in conditions of a dynamically changing medium, also
it goes to new principles of the organization.
Management of the organization operating in a market environment
places high demands for professionalism
lena personnel. A modern managers is a person
owning and general fundamentals of science management, and specific
clean knowledge and skills in the field of management strategy,
innovation, marketing, personnel management and
by water. Essentially, this has pre creditated the structure of the educational
benefits, the author's team of which set himself
the goal is to give the reader the knowledge necessary for the implementation
general management process of organizing and its personnel and
for work in the field of strategic, innovative and
production management.
Having become acquainted with the first chapters, reader
will receive an idea of \u200b\u200bwhat modern management
cop, what goals and tasks it puts and decides which functions
it performs how it modifies organizational structures
control tours to improve flexibility and efficiency
management. The reader's attention will undoubtedly attract the mat
rials. In which the issues of organization of
chesses acceptance management solutions and methods that
at the same time are used.
The second chapter has a consideration of the theory, methodology and
strategic management practices in commercial
ganizations. It sets out the overall concept of strategic
management, the strategy planning processes are considered, and
also methods for developing its individual stages. Reader
meets the main methodological approaches to the analysis and
select a strategy firms to management Its realization I.
distribution of strategic resources. Due attention
is given here and issues of organization of work on work
strategies that will undoubtedly help practical workers
choose the organizational forms, to the greatest degree
applying concrete production conditions.
The third chapter discusses the main provisions of innovative
management, examination of innovative projects
tov, features of applied research
telski works (NIR) and intermediate execution stages
experimental design development (OCD), for which
there is an assessment of innovation. Drawn
readers for significant increase in investment in technological
mastering the production of competitive products
compared to research and development costs.

To reduce the commercial risk of an investor disclosed
methods of competitive direction of innovation
taking into account the actual performance of the work of scientific and technical
niche and the principles of its extrapolation on
speed. It is shown that the development of competition has
a replacement effect on increasing the role of intellectual
venality as one of the most important components of the Inno
wreaty processes and its meaning.
The fourth head of the tutorial is devoted to problems
production management. The focus of authors
the issues of organization of intraproductive eco-
nomic relations B. joint stock companiesah and included in
of them production units. In connection with this in detail
the essence and organization of contractual relations
between enterprise divisions. For production
divisions of joint-stock companies and state
unitary enterprises great favor may bring
familiarization with materials revealing the main organs
national and methodological solutions for managing production
water in the system representation.
The fifth, final head of the tutorial is dedicated
personnel Management Problems - Key Mode
perestroika management system in any organization. Here
the reader will find an answer to such questions as: the concept of
equal staff B. market conditions, principles and methods
construction of the personnel management system in the organization,
structure operational Plan as the basis of personnel plan
in the organization. Considerable attention is paid to
promotes management of business career and service profession
national advancement in the organization.
In writing the study manual, took part: Doctor of Economics,
prof. Rumyantseva Z.P. (Ch. 1), Ph.D., prof. Tourusin Yud. (ch. 2),
d.E., Prof. Ustinov V.A. (§ 3.3 and 3.4 ch. 3), Ph.D., prof. Gunin
V.N (§ 3.1 and 3.2 ch. 3), Doctor of Economics, prof. Akbardin R.Z. (§ 4.1, 4.2, 4.3
gL 4), Doctor of Economics, prof. Salomatin N.A. (§ 4.4, 4.5, 4.6 ch. 4), Doctor of Economics,
prof. Kibanov A.Ya. (ch. 5).

1. Fundamentals of management
Organizations

production and its profitability ^
The most commonly used
approaches to the definition of the essence and
management of management B.
special management
therates are presented in Fig. 1.1.

Function
(view
activity)
Science I.
art
gUSTs
Management
determined
as:
Organ or
apparatus
management
Category
of people
1.1. Introduction to Management
1.1.1. What is management?
^ Management of organizations under market economies
nomiki is much more complicated than in centralized
command-administrative system. It is connected with
expanding their rights and responsibility and with
more flexible adaptation to changes in
environment. There are new goals and objectives that
previously, organizations did not solve themselves and not even
put; Many new enterprises are created; under influence
privatization processes are changing ownership;
new economic relations are being established; form
market management mechanisms. All arising B.
connection with this problem is impossible to solve without
modern professional management. More
of how new social and
economic relations his role will grow, because
management is a powerful engine and accelerator
public Development.
Using the concept of "management", we follow a long time ago
established tradition in world literature on
management that gives him a very wide interpretation. So, B.
the fundamental Oxford English Dictionary
language Management is defined as: method, manner
human handles; power and art of management;
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 totality
principles, methods, means and forms of management
production in order to improve efficiency

Fig. 1.1. Approaches to definition
concepts "Management"
Management is defined as an integration process,
with which professionally prepared
specialists form organizations and manage them
by setting goals and developing methods
achievements. The management process suggests
performance of planning functions, organizing,
coordination, motivation, carrying out those managers
provide conditions for productive and
effective labor employed in the organization of workers and
obtaining results. Compliant targets. Therefore

goals, directing work, intelligence, motives
denia people working in organizations it is
reason for consideration of management as a process
influence on the activities of a separate employee, group and
organizations in general in order to achieve maximum
results. Such an approach was central in the works,
dedicated to theory and practice of management
socialist production.
(The ability to put and implement the objective of the school founder
scientific management F.U. Taylor determined as
art to know exactly what to do and how to do
this is the best and cheap way. This art
should have a certain category of people -
managers whose work is to organize and
managing the efforts of all personnel to achieve
goals. Therefore, management is often identified with
managers as well as with organs or control apparatus.
Management is a specific organ of contemporary
organizations, both commercial and non-commercial. Without
his organization as a holistic education can not
exist and work efficiently. Therefore, the device
management is an integral part of any organization and
associates with the concept of its management. Home
the task of people employed in this apparatus is effective
use and coordination of all organization resources
(capital, buildings, equipment, materials, labor,
formation) to achieve its goals.]!
(In the XX century. Management stated in an independent
region of knowledge, science having a subject of study,
your specific problems and approaches to their solution.
The scientific basis of this discipline is the entire amount
knowledge of management accumulated hundreds and thousands of years
practices and presented in the form of concepts, theories,
principles, methods and forms of management. Management as
science sends its efforts to explain nature
managerial labor, establishing links between
cause and consequence, identification of factors and conditions
in which the joint work of people turns out to be more
useful and more efficient. In definition
management as science emphasizes importance
ordered management knowledge. They are

in the current affairs, but also to predict the development
events and in accordance with this develop a strategy
and policies of organizations. They serve as a support when
task formation and when implementing management
practice. Therefore, the science of management is developing its
theory containing the laws and laws
dimension, principles, functions, forms and methods
the right activities of people in the management process.)
(Understanding management as art art
it is based on the fact that organizations are complex soci-
the technical systems, the functioning of
some affect numerous and varied
factors of both external and internal environments. People,
working in organizations and with organizations - this is the most
the main factor, which requires not only
use of the scientific approach, but also the art of his
applications B. specific situations. After all, each
the employee has its own special character, has
your system of values \u200b\u200band motifs to work, etc. therefore
often, management is regarded as art,
which is similar to medicine or engineering, should
rely on the underlying concept, theory,
principles, shapes and methods. This approach allows
combine science and art of control in a single
process requiring not only constant replenishment
scientific knowledge, but also personal qualities
managers, their abilities apply knowledge in
practical work. To people working in the organization
nizations sent their efforts to achieve its goals
managers must constantly interact with them
and create conditions for the most complete disclosure
potential of workers.)
In conclusion, we note that in this tutorial
the concepts of "Management" and "Management" are used as
identical, interchangeable.
1.1.2. Management and managers
Management is inextricably linked with people employed
control. Work in this area is called
lena. Compared to other types of labor in

in the nature of the labor itself, its subject, results and
applied tools.
The specifics of the solved tasks predetermines the advantages
very mental, creative nature management
whean labor in which the objective of the goals, development
ways and techniques of their achievement, as well as an organization
joint activities account for the main meaning and
labor content of people attributable to managerial
personnel.

Management Organization: Tutorial / Porschnev A.G., Azoev G.L., Barancheev V.P., Porshnev A.G., Rumyantseva ZP; Ed. Salomatina N.A. - 4th ed., Pererab. And add. - M.: Ince Infra-M, 2016. - 736 p.: 60x90 1/16. - (in: undergraduate) (Cover) ISBN 978-5-16-009693-3 - Access Mode: http: // Site / Catalog / Product / 550093 Read

978-5-16-009693-3

Porn Anatoly Georgievich

Management Organization: Tutorial / A.G. Porn, G.L. Azoev, V.P. Baranchev; Ed. A.G. Porshnev - 4-e ed., Pererab. and add. - M.: NIC Infra-M, 2014. - 736 p.: 60x90 1/16. - (Higher education). (Binding) ISBN 978-5-16-009693-3 - Access Mode: http: // Site / Catalog / Product / 453480 Read

978-5-16-009693-3

Porn Anatoly Georgievich

Management Organization: Tutorial / A.G. Porn, G.L. Azoev, V.P. Baranchev; Ed. A.G. Porshneva et al. - 4-e ed., Pererab. and add. - M.: NIC Infra-M, 2015. - 736 p.: 60x90 1/16. - (Higher education). (Cover) ISBN 978-5-16-009865-4 - Access Mode: http: // Site / Catalog / Product / 484522 Read

978-5-16-009865-4

The fourth edition of the Textbook "Management Organization" has been prepared by scientists from the State University of Management. Amendments to the structure of a number of chapters are introduced, new materials reflecting the results of the latter are included. scientific research in the field of management, as well as the experience of their practical use in organizations. For students, graduate students, specialists of organizations studying modern management problems. The textbook will provide real assistance in studies and work on the formation of management systems that meet the requirements of a dynamically developing Russian economy.

Rumyantseva Zinaida Petrovna

: Tutorial / Z.P. Rumyantsev. - M.: Infra-M, 2005. - 304 p.: 60x90 1/16. - (Higher education). (Binding) ISBN 5-16-002276-7 - Access Mode: http: // Site / Catalog / Product / 90583 Read

Azoev Gennady Lazarevich

Management Organization: Tutorial / Porschnev A.G., Azoev G.L., Barancheev V.P., Porshnev A.G., Rumyantseva ZP; Ed. Salomatina N.A. - 4th ed., Pererab. And add. - M.: Ince Infra-M, 2016. - 736 p.: 60x90 1/16. - (by: undergraduate) (cover) ISBN 978-5-16-009693-3 - Access mode: http: // Site / Catalog / Product / 533595 Read

978-5-16-009693-3

The fourth edition of the Textbook "Management Organization" has been prepared by scientists from the State University of Management. The changes in the structure of a number of chapters are introduced, new materials reflecting the results of the latest research in the field of management, as well as the experience of their practical use in organizations. For students, graduate students, specialists of organizations studying modern management problems. The textbook will provide reictance aid to study and work on the formation of management systems that meet the requirements of a dynamically developing economy of Russia.

Rumyantseva Zinaida Petrovna

General management organization. Theory and practice: Tutorial / Z.P. Rumyantsev. - M.: NIC Infra-M, 2015. - 304 p.: 60x90 1/16. - (Higher education: undergraduate). (Binding) ISBN 978-5-16-010536-9 - Access Mode: http: // Site / Catalog / Product / 492741 Read

978-5-16-010536-9

Porn Anatoly Georgievich

Management Organization: Textbook / State University of Management; Ed. A.G. Porshneva et al. - 4-e ed., Pererab. and add. - M.: Infra-M, 2007. - 736 p.: 60x90 1/16. - (Higher education). (Binding) ISBN 5-16-002768-8 - Access Mode: http: // Site / Catalog / Product / 121385 Read

Rumyantseva Zinaida Petrovna

Rumyantseva, Z. P. General management organization. Theory and practice: Tutorial / Z.P. Rumyantsev. - Moscow: NIC Infra-M, 2020. - 304 s.: - (Higher education: undergraduate). - ISBN 978-5-16-102552-9. - Text: electronic. - URL: https: // Site / Catalog / Product / 1052228 Read

978-5-16-010536-9

The textbook is the further development of issues of the theory and practice of general management of the organization, which was 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 name of the textbook. For students, graduate students, specialists who explore the modern problems and opportunities of organizations.

pace. To achieve values \u200b\u200b- the goals each corporation chooses its value system, the most common are honesty, respect, improvement, innovation.

Using corporate values \u200b\u200binformation, management can formulate a list of value orientations that are fixed in the value portrait of the "ideal" employee and best allow you to implement corporate goals. All identified elements must be represented in the form of a value system: values \u200b\u200b- goals; - Values \u200b\u200b- the means -ful orientation of the ideal employee.

The need to improve the efficiency of the functioning of the Corporation in modern conditions requires the identification of real value orientations that their employees possess. Value orientations ensure the sustainability of the individual, the continuity of a certain type of behavior and activity and are expressed in the direction of needs and interests, perform a measure of social sociality, due to these traits they have the most important impact on the value system of the company.

The coherence of value orientations causes such qualities of individuals as integrity, reliability, loyalty to certain principles and ideals, the ability to volition efforts in the name of these ideals and values, activity of life position; The inconsistency of value orientations generates inconsistency in behavior. Value orientations set the general focus of the interests and aspirations of the individual; Hierarchy of individual preferences and samples; target and motivational programs; levels of claims and prestigious preferences; The idea of \u200b\u200bthe proper models of behavior. Value orientation, being a mechanism personal growth And self-development, they themselves are developing in nature and differ in dynamicity. If their existence is not supported by the medium, they are gradually lost. The adoption and mastering of the values \u200b\u200bof the Corporation is a long and long process: the awareness of corporate values \u200b\u200bgenerates value ideas, and they are based on valuable orientations.

Literature

1. Groshev I.V., Yuriev V.M. Management organizational culture. - M. -Voronezh: ed. NGO "Modek", 2010.

2. Unmumbin I.V. Value Governance and modernization // Bulletin of the University. - M.: GUU, 2012. - №17.

Z.P. Rumyantsev

About approaches to understanding the essence of strategy and strategic management

Annotation. Some results of scientific research on the topic "Evolution of key concepts of management" completed in 2012. The study of the evolution of the concepts associated with the keyword "strategy" was carried out in the following areas: the essence of the strategy; Economic bases of the strategy; problems of formulating strategy; Strategic planning and strategic management.

Keywords. Strategy, Economic Basics, Strategic Planning, Strategic Management.

© Rumyantseva Z.P., 2013

Consideration of the essence of the strategy that determines its composition and content made it possible to allocate definitions that are consistent with the views of a large number of theorists and management practices that study these issues in the context of a market economy.

By definition of M. Porter, a strategy is a difficult choice that determines how the company will achieve high results in competitive conditions. The essence of the strategy is defined by him as a choice of what the organization should not be done. The strategy should show how the organization will be able to receive the best results compared to competitors. The strategy is positioning that the company chooses and the result of which its goal becomes. Positioning becomes a reality by conducting relevant actions (activities).

In accordance with the definition of the data of W. Pieterson, the strategy is a set of organizations of the organization about where it will compete, as will create a higher value for consumers and how to ensure the appropriate return on invested capital.

In the work of W. Pieterson, key issues are allocated to which the strategy should meet:

Where the company will compete (in which markets, to meet what groups of customers, which value it offers to customers);

Target installation of the strategy (what parameters the result will be assessed);

Approaches to achieving goals (differences compared with competitors);

Key priorities of the company (the concentration of resources in order to achieve results).

Competition as the economic basis of the strategy is the subject of studies of many authors who emphasize the functioning of competition in modern conditions. According to M. Porter - this is one of the most important factors causing the need to develop a strategy. Competitive struggle covers not only the relationship between competing organizations, but also between the company and its customers, suppliers, manufacturers of substitutes and new potential competitors.

A competitive advantage - in the definition of M. Porter - is inextricably linked with the economy of competition. For commercial organizations - this is profit and results obtained. To determine, it is recommended to analyze the factors that led to increasing profits (higher prices, low costs or their combination), and clearly formulate the parameters for which the results of the strategy are evaluated. Attention is drawn to the fact that the basis for the assessment of the results cannot be made such applications as "get top scores", "be best company" etc. The objectives of the strategies of commercial companies are not to defeat opponents, but in order to maximize the return on the resources used (first of all - to earn as much profits as possible).

For non-Profit Organizations A competitive advantage means producing a greater value of values \u200b\u200bfor society for every monetary unit of costs or the production of the same value of values, but at less costs.

Basic elements Competitive advantages are the types of action performed by the Company and the entire value chain of values.

M. Porter's position questioning a number of authors who believe that the idea of \u200b\u200bcompetition in the new business environment It is outdated, as it reflects a maniacal chase for the profitability of share capital. In the new conditions, the article "Failure to the Evolution of Capitalism" Christopher Meyer and Julia Cryribi:

it is necessary to create other rules for capitalism. In their opinion, it is necessary to develop and support cooperation as a very promising source of innovation in our, in a new combined world. Capitalism will be able to evolve developing new benchmarks that coincide with the main goals of society. If in quality economic base Taking innovations and projects, the competition recognizes the advantages of cooperation, and the company's mission (and this is her soul) can be defined as the creation of the greatest good for the greatest number individuals. The idea of \u200b\u200bprofitability, the authors consider, remains, but not in the first place.

The idea of \u200b\u200bnew approaches to the essence of the strategy in the new conditions of the development of capitalism justify Raysberg B.A., Lozovsky L.Sh. and Starodubtseva E.B. , emphasizing the role social responsibility corporations. In their opinion, modern capitalism is focused on social goals, scientific and technological progress, relies on achieving the interest of workers in labor and labor results. Capital becomes not only a factor in the extraction of profits, but also social progress, and capitalism acquires the features of a socially oriented economy.

The relationship between competitive advantage and corporate social responsibility recognizes M. Porter in the article together with M. Kramer. However, the authors note that the actions of companies in this direction are purely cosmetic character, being an answer to the public opinion and the media. But in practice, the company is most often limited to the publication of social responsibility reports, which provide a description of what is being done at all, without explicitly communicating with the business. According to the authors, the integration of social aspects with key business, his practice and strategy is necessary, and for this it is necessary to create socially integrated corporations. At the same time, corporations should not be responsible for all global problems, and they do not have for this required resources. Each company must define specific social problemsIn the solution of which it can take part and as a result will receive a huge competitive advantage.

The problems of formulating the strategy arise due to the fact that many managers cannot clearly and unambiguously formulate the company's strategy. Such a picture is observed at all levels of the hierarchy - from top to bottom, and this negatively affects not only the development, but also to fulfill the strategy. A simple, clear and concise wording is needed, allowing each employee to understand and perceive the strategy using it as a pointer during periods of difficult elections.

Three critically distinguished important elements Strategy formulations: goals, format (borders) and advantages (benefits, benefits).

When determining the end results (goals), which are supposed to be obtained, it is necessary to accurately determine the period of time required for this. It is recommended to clearly observe a certain hierarchy of applications related to the target installations of companies: mission, values, vision and strategic goals development. The latter show what the company's competitive plan will be for a certain period of time.

The establishment of a format (framework) of a business in a developed competition involves three measurements of the company's action boundaries: a client or proposal, geography and vertical integration. A clear definition of borders in these areas shows managers, on which activities it is necessary to concentrate and, which is equally important, which should not be done. The company's frameworks do not give an accurate instruction that it is necessary to do in the described borders. In fact, they stimulate experimentation and initiative.

The essence of the strategy express its competitive advantages. They contain each other's complementary and internal components: Proposal value,

explaining why the target consumers should buy exactly your product from all possible options for choices, as well as a description of how internal activities will be organized to provide the client of the proposed value. What your business will differ from others or what you will do better than others will determine the means with which you are going to achieve the goals. The clarity in determining the differences of the company from others helps working to understand how they contribute to the successful performance of the strategy.

Strategic planning played a different role at various stages of the development of the strategy. In the 1960s - 1970s, it was a central element of a scientific approach to management. This was largely helped by the work of A. Chandler and I. Ansoff. For the first time, the strategy was associated with the organization's organization. According to I. Ansoff, the strategy relates itself to organizational development, since the main market and prospects of the company are the main. This strategy approach as planning meant that strategies can be developed as a result of the planning procedure, and the corporation strategy can be represented as a set of long-term goals and allocating resources for their implementation.

This period is characterized by significant changes in the role of specialized strategic planning services, which developed long-term development plans for the organization, its divisions and services. They determined the content of the strategy. In the process of large-scale use of this tool for the formation of a strategy, planning turned into a routine, formalized process, performed annually, takes away a lot of time and means (the scale of this work, as a rule, demanded the involvement of consultants' services) and not always associated with the real needs of the organization.

In the 1980s, under the influence of the increasing dynamism and complexity of the Environment, the Company were often forced to revise the development goals and, therefore, the strategy to achieve them. Planning as an integral part of the strategy formation process has lost its meaning, and the company began to gradually move to the formation of a strategy, the basis of which is "vision".

According to W. Piernson, the connection between strategy and strategic planning at the present stage can be expressed by the Golden Rule: first the strategy, then strategic planning.

The differences between these concepts are presented in Table 1.

Table 1

Differences between the concepts of "Strategy" and "Strategic Planning"

Strategy Strategic Planning

Determines where to compete and how to win in competitive struggle Provides order and discipline of execution

Determines best elections Determines how to transform a strategy to action, but not engaged in its formation

Intensifies efforts on vital positions of activity creates forecasts, budgets and logistics dependencies