Management process: goal, participants, subject, means of implementation. Management process Management process preserving aimed at

The key concept of management theory is the concept of the management process as one of the main elements of management activity. We will analyze what his system implies in the article.

You will learn:

• What does the system of management processes include?
• What stages does the management process consist of?
• What are the methods of the management process.
• How to analyze management processes.

What is the management process

Management as an activity is a set of management processes, that is, purposeful decisions and actions carried out by managers in a certain sequence and combination and aimed at achieving the goal.

Management processes in an organization develop and improve along with the organization. They can be:

• primary and derivative;
• single-stage and multi-stage;
• fleeting and long-lasting;
• complete and incomplete;
• regular and irregular;
• timely and late, etc.

In addition, management processes can contain both rigid (formal) elements, such as rules, procedures, official powers, and soft ones, for example leadership style , organizational values, and more.

Features of management processes depend on both objective and subjective factors. The first includes the nature and scope of the organization or unit, their structure and more. The second group of factors includes the interests of management and personnel, as well as informal ties.

The process of organizing management activities

The specifics of management activity as one of the types of professional activity is determined by its main and general task - the need to co-organize the activities of employees in the direction of achieving the general goals of the company based on principles of hierarchy .

Management activity is based on the work of management personnel. The number of managers in a company depends on the size of the organization, the direction of its activities, the specifics of its tasks, financial indicators and the stage of development of the enterprise.

At the same time, all managerial employees of the organization can be attributed to one of three categories:

• Leaders - occupy the highest level in the corporate hierarchy, company leaders make decisions on the main issues of the organization's activities, direct and coordinate the work of lower levels.
• Specialists - perform functions related to the preparation and implementation of management decisions, the activities of such workers combine the functions of management and execution.
• Support staff - carry out information services for the management apparatus, such employees include secretaries, assistants, cashiers, etc.

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System of management processes

The elements of the organization's management system include managerial work, which is implemented in a certain result, its subject matter and means.

The subject and product of labor in management processes is information about an existing problem and ways to solve it. The initial information may not always be used in practice. However, as a result of processing, it is transformed into a management decision, which becomes the basis for specific actions.

Management decisions form a certain organizational order that can guarantee the automatic operation of many management mechanisms and the implementation of management actions without special orders. This system greatly speeds up and simplifies the work of managers.

The means of managerial labor are everything that contributes to the conduct of operations with information - office equipment, automation systems, special software and working tools of workers.

Managerial work is a set of actions and operations with the help of which the manager prepares and implements individual solutions. Such work belongs to the category of intellectual work and can exist in three forms:

• heuristic,
• administrative,
• operator room.

Heuristic labor comes down to a set of actions to study problems and develop options for their solutions - organizational, economic, technical. Depending on the complexity and nature of the tasks, it is performed by managers and specialists.

Administrative Laborusually refers to the functions of managers. It includes such types of work as management (communicating decisions made orally and in writing to executors), instructing, monitoring and coordinating the activities of subordinates, assessing them, motivating them, holding meetings and meetings, receiving visitors, conducting business negotiations, answering letters and phone calls from partners.

An important feature of administrative work is targeted control action. By type, such an impact can be an order, recommendation, advice, censure or praise. In terms of form, the impact is direct or indirect, explicit or implicit, soft or hard. According to the method of information transfer, target control actions are divided into official and unofficial.

Operator labor is aimed at providing production and management processes with the necessary information. Operator labor includes the following functions:

• Documentation - registration, reproduction, sorting and storage of documents.
• Primary accounting and accounting - collection of statistical, accounting and other information about internal processes in the organization.
• Computational and formal logical - processing and analysis of the collected information.
• Communication and technical - maintenance of communication systems between employees.

Stages of the management process

Any management process consists of phases. A phase is a qualitatively defined part of the management process. The transition from one phase to another means a qualitative change in both the process itself and the system in which it is carried out.

The complete passage of all phases of the process and return to the initial state forms a cycle of the management process. In the general case, a cycle is a complete set of sequentially carried out stages of the process.

A narrower concept than a phase is the concept of a stage. Stages are singled out only in those management processes that are focused on achieving results. The stage of management is the specific actions included in the management process, the purpose of which is to obtain the planned result. The stages are specific and can develop independently. At the same time, they are inextricably linked, forming an integral system.

Stage system:

• Collection and processing of information, analysis and assessment of the situation.
• In fact, substantiated forecasting of the most probable trends and features of the development of the control object for a certain period based on the assessment of stable links and dependencies between the past, present and future of the project.
• Development and adoption of management decisions.
• Development of a system of measures aimed at achieving the set goal - planning.
• Organization of management processes - bringing the assigned tasks to the performers, the correct selection of resources and the setting of tasks for the performers.
• Motivation and stimulation of performers.
• Accounting and control of management processes - collection, processing and analysis of information on the progress of the implementation of management tasks.
• Regulation is the subsequent provision of optimal functioning of the entire control system.

Functions of the management process

The main goal of the management process is to change or, conversely, preserve the management situation, that is, a set of circumstances that have or may have a positive or negative impact on development of the company ... The situation can be assessed using various indicators:

• duration,
• sharpness,
• place and causes of occurrence,
• content,
• circle of participants,
• importance,
• complexity,
• development prospects.

Management process methods

The most common classification of methods of the management process today is their classification by content. In this regard, there are:

• organizational,
• administrative,
• economic,
• social and psychological methods of management.

Organizational methods are designed to create the necessary working conditions for the organization. With their help, the company's activities are standardized, regulated and provided with the necessary instructions for personnel. Organizational management methods include: selection and work with personnel, organizational regulation, organizational planning, organizational briefing, organizational control, organizational analysis.

Administrative methods are methods of influencing a controlled object with the help of orders, instructions, operational instructions, control over their implementation, a system of administrative means to maintain labor discipline and other tools. At the same time, the main tasks of administrative methods are to ensure organizational clarity, discipline and efficiency of the company's management, to maintain the necessary routine in the work of the enterprise, personnel Management and implementation of the decisions taken.

The disadvantage of administrative methods of management is that they encourage diligence, but not initiative. Economic methods of the management process should contribute to the manifestation of initiative and responsibility of employees. In this case, the timely and high-quality performance of the assigned tasks is rewarded with various cash payments or with the help of other incentive methods.

Socio-psychological methods management represent specific ways of influencing personal relationships and connections that arise in work collectives, as well as on social processes within the company. They are based on the use of moral incentives to work and affect the personality with the help of psychological techniques. Such management methods, on the one hand, should create a favorable psychological climate in the team, and on the other hand, they should reveal the personal abilities of each employee and help his professional self-realization.

Analysis of management processes

The analysis of management processes is carried out in order to eliminate weaknesses in the organization's management system or for its reorganization and radical renewal. The reason for the analysis may be customer dissatisfaction, unsatisfactory reporting results, renewal of the company's structure due to its expansion or reduction of this structure.

Analysis of management processes includes systematic accounting, documentation and evaluation of processes according to the following criteria: costs, time factor and quality. Documentation tools that are most often used in practice can be diagrams showing the course of certain actions, descriptions of processes, cycles, activities, or a graphical grid of processes.

One of the most common analysis methods is the process costing method. The costs associated with individual elements of management processes are determined as part of a comprehensive cost estimate at the point of origin. The costs of the main processes are calculated by summing the costs of the private processes.

When calculating private expenses, only certain expenses that have arisen in the organization are recognized as carriers. If quality costs cannot be fixed directly to cost objects, then they are transferred to the production product.

Models of management business processes

A business process is an established sequence of actions that requires a specific input, reaches a specific output, and uses specific resources that help in the implementation of work or services for a client. In the business literature, a business process is often represented as a set of one or more related operations or procedures that collectively implement a specific goal of production activity, which is carried out within a predetermined organizational structure.

Typical business processes for companies are order fulfillment, product development, company management, product delivery. In practice, each company has business processes typical of its sphere and interconnected with each other, the purpose of which is to create and sell products and services.

Business processes in companies can vary in different ways. These parameters include:

• Kind of activity: a manufacturing process or service. The result of the production process is a tangible product, the provision of services is intangible.
• Execution type: operational, that is, ongoing processes, or dispositive processes, such as planning, management.
• Value creation: direct, object-modifying (mount), or indirect value-creating, preparatory, or supporting processes (transportation).
• Complexity: macroprocesses or microprocesses. Macro processes describe general processes in enterprises (car manufacturing). Microprocesses are their constituent parts (bodywork).

Management as an activity is implemented in a set of management processes, i.e., purposeful decisions and actions carried out by managers in a certain sequence and combination. Any management activity consists of the following stages: 1) obtaining and analyzing information; 2) development and adoption of decisions; 3) organization of their implementation; 4) control, assessment of the results obtained, making adjustments to the course of further work; 5) reward or punishment of performers. These processes develop and improve with the organization. They are primary and derivative; single-stage and multi-stage; fleeting and long-lasting; complete and incomplete; regular and non-regular; timely and lagging, etc. Management processes contain both rigid (formal) elements, for example, rules, procedures, official authority, and soft ones, such as leadership style, organizational values, etc. Features of management processes are determined by both objective (the nature and scope of the organization or unit, their structure, etc.) and subjective (the interests of management and personnel, informal connections, etc.) factors. Together, these processes form a cycle , consisting of interrelated phases: decision-making (definition of goals and program of action); execution (impact on the elements of the organization); collection, processing, analysis and control of information, necessary adjustments (feedback). The purpose of a specific management process is change, or vice versa; preservation of the management situation, that is, such a set of circumstances that have (may have in the future) a positive or negative impact on the organization. The situation is characterized by quantitative and qualitative indicators (duration, severity, place and causes of occurrence, content, circle of participants, importance, complexity, development prospects, etc.). TO elements management process includes managerial work, which is implemented in a certain result (decision), its subject and means. Subject and product labor in management is information about the existing problem and ways to overcome it. The initial information is "raw" and therefore cannot be used in practice. But as a result of processing, it turns into a management decision that serves as the basis for the implementation of specific actions. Decisions gaining independent existence can accumulate. This leads to an increase in the scale and complication of the management process. At the same time, decisions form the so-called organizational order, which ensures the automatic operation of many management mechanisms and the implementation of the necessary actions without special orders. This is useful as it speeds up and simplifies the work of managers.

Management as an activity is implemented in a set of management processes, that is, purposeful decisions and actions carried out by managers in a certain sequence and combination.

Any management activity consists of the following stages:

1) obtaining and analyzing information;

2) development and adoption of decisions;

3) organization of their implementation;

4) control, assessment of the results obtained, making adjustments to the course of further work;

5) reward or punishment of performers.

These processes develop and improve with the organization. They are primary and derivative; single-stage and multi-stage;

fleeting and long-lasting; complete and incomplete; regular and irregular; timely and late, etc.

Management processes contain both rigid (formal) elements, such as rules, procedures, official authority, and soft ones, such as leadership style, organizational values, etc.

Features of management processes are defined as objective (the nature and scope of activities of an organization or unit, their structure

and so on.) and subjective (interests of management and personnel, informal connections, etc.) factors. Taken together, such processes form cycle,consisting of interrelated phases: decision-making (definition of goals and program of action); execution (impact on the elements of the organization); collection, processing, analysis and control of information, necessary adjustments (feedback).

The purpose of a specific management process is to change or, conversely, to maintain management situation,that is, such a set of circumstances that have (may have in the future) a positive or negative impact on the organization. The situation is characterized by quantitative and qualitative indicators (duration, severity, place and causes of occurrence, content, circle of participants, importance, complexity, development prospects, etc.).

The elements of the management process include managerial labor, which

is realized in a definite result (decision), its object and means.

Subject and product of labor in managementis an information onexisting problem and ways to overcome it. The initial information is "raw" and therefore cannot be used in practice. But as a result of processing, it turns into management decision,serving as the basis for the implementation of specific actions.

Decisions gaining independent existence can accumulate (who has not seen the pile of documents on the table!). This leads to an increase in the scale and complexity of the management process.

At the same time, decisions form the so-called organizational order,ensuring the automatic operation of many management mechanisms and the implementation of the necessary actions without special orders. This is useful as it speeds up and simplifies the work of managers.

By means of managerial laboreverything that facilitates operations with information serves - from computers, telephones, fountain pens and paper to organs of the human body.

Managerial laboris a set of actions and operations with the help of which the manager ensures the preparation and implementation of individual decisions.

It belongs to the category mental labor,carried out in in the form of neuropsychic efforts,and exists in three forms: heuristic, administrative and operator. Such work requires initiative and increased responsibility.

Heuristic laborcomes down to a set of actions to study problems and develop options for their solutions - organizational, economic, technical. Depending on the complexity and nature of the tasks, it is performed by managers and specialists.

Administrative labor isthe lot of managers. It is associated with the implementation of such types of work as management (communicating the decisions made orally and in writing to the executors), instructing, monitoring and coordinating the activities of subordinates, evaluating them, motivating them, holding meetings and meetings, receiving visitors, conducting business negotiations, answering letters and phone calls, bypassing workplaces. The most important aspect of administrative work is the targeted management impact.

By formimpact can be direct or indirect, explicit

or implicit, soft or hard.

By transmission methodimpacts are subdivided into formal and informal.

Operator laboris aimed at technical support of production and management processes with the necessary information.

It performs the following functions:

Documentation (registration, reproduction, sorting and storage of documents);

Primary accounting and accounting (collection of statistical, accounting and other information about production, economic, social and other processes occurring within the organization);

Computational and formal-logical (processing of the collected information and implementation on its basis and according to a given algorithm of the necessary calculations);

Communication and technical (maintaining communication between subjects).

This work falls to the lot of specialists and technical performers. Some of it does not belong to the mental, so the term "non-physical labor" is sometimes used to characterize it.

In general, managerial work is complicated,which is due to several circumstances.

Firstly, the scale, number and versatility of the problems to be solved, the connections between them, the variety of methods used, organizational principles.

Secondly, the need to make new, non-traditional decisions, sometimes in conditions of uncertainty, which requires deep professional knowledge, experience, and broad erudition.

Finally, thirdly, the need to act promptly independently,

take risks and be held accountable for the consequences.

Managerial work consists of separate types of work, the object of which is information carriers (most often documents).

Management jobs are classified on the following grounds:

1) for the intended purpose (foresight, activation, control, etc.);

2) by the time horizon (perspective, tactical, operational);

3) by stages (goal setting, situation analysis, problem identification, solution search);

4) by focus (to solve internal or external problems);

5) by spheres (economic, social, technological);

6) by objects (production, finance, etc.);

7) by forms and methods of implementation;

8) by organizational role (differentiating and integrating);

9) by the nature of information transformation (stereotyped, performed according to the algorithm, creative);

Communication (negotiating, receiving visitors, bypassing the organization, going on business trips);

Administrative and coordination (communicating decisions made to executors, setting tasks, instructing);

Control and evaluation (checking the timeliness and quality of assignments);

Analytical and constructive (studying information and preparing solutions);

Information and technical (collection, primary processing, storage, issuance of information)

Each work is an independent complex management operations(part of the process by which information undergoes a one-time change or movement). There can be up to 1000 such operations, and each of them contains up to 20-30 elements.

Management operations are subdivided into creative, logical, and technical.

The creative ones are the most challenging. They involve such actions as abstraction, analysis, comparison, synthesis, forecasting, decision making.

Logical operations are performed according to a given algorithm (for example, drawing up a balance sheet) and, unlike the former, are regulated by special documents. They are simpler, but also require special training to complete.

Technical operations (for example, primary processing, storage, obtaining information), like some logical ones, can be fully or partially mechanized.

For managers, the share of creative operations is 60 percent, for specialists - 40 percent. For technical performers, the share of logical operations is 20 percent, the rest are technical.

The documented sequence of implementation of the elements of the management process, which determines the composition, sequence, content of its constituent operations, is called management procedure.

Management procedures facilitate:

Rational sequence of management work;

Uniform workload, consistency and unity of staff actions;

Making decisions where it is most appropriate;

Saving time;

Limiting the intervention of senior managers.

Most often, procedures are performed according to rules,which define what should be done and how in a specific situation.This protects each participant in the management process from outside pressure and frees excellent dependence.

A process as an activity for the production of a certain product that has a certain value for the consumer (external or internal) has its inherent characteristics. Requirements for performance characteristics, i.e. to the entire process can be much broader than the product requirements of the process. The main requirements for the process are usually to ensure the specified indicators of productivity, cost, profitability, lead times, product quality. Product requirements are a special case of general process requirements that can be established by the organization's management, external regulations, internal regulations, as well as internal and external customers.

The management of processes in a management system consists in the organization in a certain way of actions on the components of the process in order to ensure the fulfillment of the requirements for the process.

To manage the process, an official is appointed who is responsible for the implementation of the process and its results. This official is called the process manager. In the literature, the term "process owner" or "process owner" is often used to refer to a process manager. However, the meaning of the term "manager" is more consistent with the content of management activities. Not every "owner" or "owner" identifies with a manager. At the disposal of the process manager, the resources necessary for the implementation of the process are allocated, the necessary rights and powers are delegated.

The process manager is an integral part of the process, playing the role of the subject of management. Each process does not exist on its own, but is a part of the organization's activities and therefore is under the control of its top management. The scheme of interaction of the process manager with its other components and the management of the organization is shown in Fig. 4.6.

The process depicted in the diagram has a primary supplier of raw materials to be processed into a final product. The top management of the organization acts as a secondary provider of process requirements, including process product requirements. The process has access to the primary consumer of the product of the process, which has real quality, and in the person of top management it has a secondary consumer of reporting on the effectiveness of the process.

In addition to the process manager, the diagram contains all the main components: technology; resources, including participants in the process; parameters: the process itself, the product of the process, the satisfaction of the primary and secondary consumers.

Figure: 4.6.

In order to manage the process, its manager has established channels for obtaining information about the progress of the process and information from the consumer of the product of the process.

The diagram shows two process control loops:

• - the management loop from top management to achieve the objectives of the organization;
• - the contour of operational management on the part of the process manager to achieve the goals of the process

Since the process cannot exist separately from the organization, for its purposeful work, top management determines the purpose of the process, sets goals for the process manager, agrees on how to achieve them, and approves targets for the effectiveness and efficiency of the process.

The process manager, in turn, makes management decisions based on the information received and the established plans.

Process management begins with its manager planning the allocation of resources to achieve the goal with maximum efficiency and the progress of the process execution technology. Further, on the basis of regular receipt of data on the progress of the process from control points, the manager conducts an analysis of the information, comparing the result with the planned indicators and instructions from senior management. If the deviation of the results obtained from the planned indicators exceeds the boundaries established for this indicator, the process manager must:

• - fix the fact of deviation;
• - analyze the reasons that caused the deviation and identify the reasons;
• - to evaluate the economic feasibility of eliminating the reasons for the deviation;
• - if appropriateness is established, the manager is obliged to organize corrective actions to eliminate the reasons for the deviation;
• - report to the higher management on their actions if elimination of the causes requires reallocation of resources or the allocation of additional resources.

The results of data analysis, detected deviations, decisions made on the need to eliminate the causes of deviations, methods of its implementation and the results of elimination are recorded by the process manager in any form convenient for him. Reporting on the progress of the process goes to the superior manager in the form of a certificate of the progress of the process. Based on the analysis of the progress reports received from the process manager, the superior manager accepts corrective amendments and transmits them to the process manager. For the latter, these corrective amendments have the force of an order. The analysis of the progress of the process is carried out for all groups of indicators. Since process indicators may deviate from the mean, criteria for the indicators need to be established. Criteria are established in cases where a superior manager must intervene in the process to make management decisions.

An illustration of the dynamics of the process movement under the influence of management decisions from the initial state to the set goal is shown in Fig. 4.7.

Figure: 4.7.

AND - initial state of the process;

AT - the end state of the process (process goal)

The main task of any process manager is to reduce the variability of process indicators and improve them. After the number of indicators exceeding the boundaries set for them decreases to an acceptable level, it will be possible to tighten the boundaries or introduce boundaries for additional indicators. Continuous improvement of process performance should be the main goal of management.

Typically, a system of performance indicators for processes and organizations consists of three streams of information:

• - information about the product of the process, the degree of its compliance with the established or predicted requirements of consumers, the stability and reproducibility of the parameters of the product ("what result did we get?");
• - information about the quality of the process, its effectiveness, efficiency, resource intensity, stability and reproducibility of the process parameters ("at what cost did we achieve this result?");
• - information on the degree of customer satisfaction, the possibility and feasibility of the foreseeable customer requirements ("how satisfied is the customer with what he received from us?").

An example of indicators for these three groups is given in table. 4.1.

The key task of process management is to effectively achieve the objectives of the process by:

• - elimination of irrational expenditure of working time and other resources of the process;
• - activation of activities to control the movement and use of resources of the process on the part of all its participants;
• - identifying critical areas of management impact and priorities to ensure the achievement of planned results.

In this case, the task of process control is essentially related to the solution of two problems.

The first belongs to the category of technical problems and must be solved by well-known engineering methods. The solution to this problem is primarily associated with solving the problem of transforming consumer expectations into technically achievable requirements for products (goods, services) and assessing the likely level of costs required to exceed the expectations of the consumer, and, if possible, the proposals of competitors. The estimates obtained can then be used as the promised quality.

Table 4.1

Indicators of the process product, the process itself and the customer satisfaction of the process

Groups indicators	Indicator properties
	Cost	Temporary	Technical
Process Product Indicators	Product price. Application costs	Shelf life / service	Technical specifications. No defects. Performing skill level.
Process indicators	Total cost per volume of production. Production losses. Execution of the client's request by quantity	Performance. Time of access to resources. Execution of the client's request on time	Number of employed employees. Percentage of nonconforming products. The number of times the process has stopped. Execution of the client's request for quality. Competence of personnel (availability of knowledge, skills and abilities). Number of nonconformity causes eliminated. The number of repeated occurrences of inconsistencies
Process customer satisfaction metrics	Growth in consumption or sales. Market share	Duration of product / product use	Number of complaints

Further, on the basis of the requirements of the promised product quality, the problem of determining the requirements for the process technology must be solved to ensure that this quality is obtained. The solution of the listed tasks is carried out at the stage of product and process design and requires the participants of the processes to have a real customer orientation, as well as possession of methods for determining consumer expectations with their subsequent transformation into requirements for products and processes.

Another major technical problem that arises already at the stage of implementation of process activities is to develop methods of influencing variability in such a way that fluctuations in process parameters do not go beyond the limits provided for in the design of products and processes.

The technical problem must be resolved in such a way that each product or service delivered contributes as much as possible to customer satisfaction and does not fall below the level of promised quality.

The second problem in process management is organizational. When identifying processes in an organization that are performed by different functional units, and when trying to manage these processes, the problem of overcoming the ineffective interaction of units of different functional subordination arises, or, in other words, the problem of eliminating the so-called functional barriers. The task of the process manager in this case is to ensure the maximum integration of all process participants horizontally, orienting their activities towards the ultimate goal of the process and achieving customer satisfaction. The nontriviality of solving such a problem is as follows. A process manager of a certain level does not actually manage the people involved in the process, but the activities of these people. He has no subordinates in this role, to whom he could give orders, control its implementation, etc. What he can do to realize his responsibility is to design and improve the holistic order of the process, assess the level of achievement of the process of its goals in relation to the formation of the desired output. And he should be less interested in what structural divisions the employees necessary for the effective execution of the process work in.

The idea is that process managers, heads of functional departments, and performers of individual operations in the process learn to work in a system of double subordination, as shown in Fig. 4.8.

In accordance with this scheme, an executor from a structural unit performing an operation assigned to him in the process is functionally subordinate to the head of the process, and administratively continues to remain under the command of the head of his unit and together they decide how best to perform their professional actions in this process. Bearing in mind the dual reporting system and associated organizational problems, when designing the structure of processes that represent the activities of the organization, it is very important to initially determine which processes the organization needs. And only then you need to consider the question of what kind of employees are needed to implement these processes and how best to group them into structural units.

In general, the algorithm of the process manager's action is a closed control cycle, known as the Deming-Shewhart cycle, Plan - Do - Check – Act (PDCA): Planning - Doing - Controlling - Correcting (Intervention).

Typology of the management process

The main stages of the management process

Management process

Organization management appears as a process of implementing a certain type of interrelated actions to form and use the resources of an organization to achieve its specific goals. There are different points of view in defining the management process.

Let's present some of them:

1. Control as activity is implemented in a set of management processes, that is, purposeful decisions and actions carried out by managers in a certain sequence and combination.

These management processes are being improved along with the development of the organization itself. Management processes contain both rigid, formal elements (rules, procedures, official powers), and soft enough (leadership style, organizational values). The purpose of a specific management process is to change or maintain the existing management situation that have, or may have an impact on the development of the organization.

2. Control organization appears as a process of implementing a certain set of specific interrelated actions. The peculiarity of the management process is that in its meaningful interpretation it is not equivalent to all the activities of the organization to achieve certain interrelated goals, but includes only those functions and actions that are associated with the coordination and establishment of interaction within the organization, with the incentive to implement production and other activities.

Content and set of actions and functions, carried out in the management process, directly depend on both the type of organization (business, administrative, public, educational, military), the size of the organization, as well as the scope of its activities (production of goods or the provision of services), from the level of management hierarchies(top management, middle-level management, lower management level), from the function within the organization (production, marketing, personnel, finance) and many more factors.

The management process within an organization is characterized by the presence of homogeneous activities.

Scientists believe that it is possible to group all types of management activities into general management functions:

To this we must add that goal-setting, i.e. the choice of goals and the formulation of objectives also apply to management.

Management process consists of the alternation of certain stages and manifests itself as a continuous sequence of purposeful actions by the management apparatus and the leader to achieve certain results.

Separation process at stages is a certain analytical tool that allows you to identify the patterns of the management process, and highlight those ways that will be able to improve it in a certain way.

Stage of the management process can be defined as a set of management operations, actions, which is characterized by qualitative certainty and homogeneity, reflects the need for their existence.

Traditionally management process presented in the form of successively replacing each other stages, such as goal-setting, assessment of the situation, definition of the problem, development of management decisions. This process is shown schematically in Fig. 1.

Figure: 2 Content of stages in the management process

According to some scientists, the logical diagram of the management process is as follows.

1 . First step the beginning of the development of the management process here is the emergence of new goals and the structuring of new tasks. Therefore, goal-setting can be considered as the first step towards the logical scheme of management development as a process.

2 . The second step in this scheme is the development in the management system of a response to new tasks, which should lead to the development of the management process. Three types of reactions are possible.

First type - an attempt not to change anything in management, or to make small, partial changes, focusing on identifying the reasons for the change.

Second type - stereotypedapproach to solving emerging problems. This is an attempt to solve managerial problems practically regardless of their content, nature and dynamics using previously proven approaches to transforming the management system. The most widespread approach to solving any new problems is to carry out organizational restructuring in management, the creation of new management bodies.

Third type - a comprehensive restructuring of the management system in accordance with the content and essence of new tasks that arise before management, and the possibility of management transformation.

3 . The third step the logical scheme of management development is the restructuring of the fundamental principles on which the management system is built. This presupposes the implementation of the principles underlying the management system in accordance with the essence and content of the tasks facing management.

After a new subsystem of principles is formed in the control system, the next step comes

4 Fourth step restructuring of the structure and elements of the management system. Often this step is considered as the equivalent of the actual management process, because it is the restructuring of the structure, management methods, management personnel and is considered as a management process.

Restructuring and elements in the control system, the logic of control development is not completed. The final step remains - consolidation in the process of management of new qualities and properties, grafted into it in the process of change. This implies, first of all, the corresponding development of the information - behavioral subsystem. Secondly, at this step, a regular study of the course of development and analysis of the results of measures carried out within the framework of restructuring is carried out.

Thirdly, at this step, purposeful adjustment of both the entire management process and its individual components is carried out. The adjustment is carried out in order to abandon unjustified or impossible for the full implementation of the directions of management development, as well as to carry out new, previously not envisaged management transformations, the expediency and need of which arose in the process of its development.

The allocation of certain stages of the management process is associated with taking into account certain aspects of the process.