Introduction to control theory. Introduction to the theory of management of organizational systems: Electronic textbook

Accounting and taxes 15.03.2020

Accounting and taxes

THE BASES THEORY MANAGEMENT

Topic 1. INTRODUCTION TO CONTROL THEORY

The golden bridle will not make the nag a trotter.

Roman writer, Stoic philosopher. 1st century AD

Hence it follows that no most perfect control system is capable of miracles. Buy a trotter, nag medicine will cost more.

Vladislav Mikshevich. Ural geophysicist, XX century

Introduction.

1. Preface to control theory. Processes and signals. Types of signals. Cybernetic block. Cybernetic system.

2. Basic concepts of control theory. Management and control systems. The main elements of the management process. Controlling influence. Block diagram of the control system. The purpose of management. Control block. The main tasks of control theory. Active and passive systems. Subjects and objects of management. Control operation. Management methods. Control parameters. State space of the control object.

3. Classification of control systems. Management principles. Systems classification methods. Classification of systems by properties in a steady state. Classification by the nature of the work of functional units. By the degree of information use. Classification by types of management. Classification by algorithms of functioning.

4. Organizational and economic management systems. Production, economic and organizational systems. Types of organizations. The functional structure of organizations. Managment structure. Responsive organizational structures. Functioning of management structures. Managerial responsibility. Control schemes. Sociometric research.

Introduction

Control theory is a science that develops and studies methods and means of control systems and the patterns of processes occurring in them. The subject of control theory is not
only the processes of material production, but also the sphere
human activities: organizational and administrative management, design and
design, information services, health
protection, scientific research
vaniya, education, and many others. Control theory as a scientific direction was formed in the 20th century on the basis of the theory of automatic control, which began to develop intensively in the 19th century due to the need for regulators that support a stable operating mode of the introduced steam engines in industry and transport.

Modern control theory occupies one of the leading places in technical sciences and at the same time belongs to one of the branches of applied mathematics, closely related to computing technology. Control theory based on mathematical models makes it possible to study dynamic processes in automatic systems, to establish the structure and parameters of the components of the system to give the real control process the desired properties and specified quality. It is the foundation for special disciplines that solve the problems of automation of control and monitoring of technological processes, design of tracking systems and regulators, automatic monitoring of production and the environment, creation of automatic machines and robotic systems.

The main tasks of control theory are analysis tasks dynamic properties of automatic systems at the model or physical level, and synthesis tasks the control algorithm, the functional structure of the automatic system that implements this algorithm, its parameters and characteristics that meet the quality and accuracy requirements, as well as the problems of automatic design of control systems, creation and testing of automatic systems.

The subject of this short course is the basics of the theory of management of material objects and technological processes, the principles of organization, functioning and design of technical and information management systems in material production. In modern conditions, the management of a variety of technological and technical processes is carried out, as a rule, using computers, which are called control computers. The design of control systems with computers in their circuit is of a specific nature and is impossible without knowledge of the principles and methods of control theory.

Methods and means of control systems in the field of human activity are given only at the level of concepts for general orientation.

1.1. FOREWORD TO CONTROL THEORY.

Processes and signals. A dynamic process, or movement, is the development in time of some process or phenomenon - the movement of a mechanism, a thermal phenomenon, economic processes. The processes are accompanied by information signals - secondary processes that carry information about the phenomenon under consideration.

Signals, like the processes that generate them, exist regardless of the presence of meters or the presence of an observer. When considering a signal, it is customary to distinguish between its information content about the primary process and the physical nature of the secondary process - the information carrier. Depending on the physical nature of the carrier, acoustic, optical, electrical, electromagnetic, and other signals are emitted. The nature of the physical medium may not coincide with the nature of the primary process. Thus, an ingot of metal can be heated by electromagnetic radiation, and the temperature of the ingot can be recorded by infrared radiation.

In control theory, the signal is considered from a cybernetic standpoint and is identified with quantitative information about the change in the physical variables of the process under study, regardless of the nature of both the primary process and the signal carrier. This takes into account that a real signal may not contain all information about the development of a physical phenomenon, as well as contain extraneous information. The information content of signals is influenced by their coding methods, noise and quantization effects.

A distinction is made between analog and digital signals, depending on the encoding method. For analog signals, their value (the intensity of any parameter of the physical medium) is proportional to the values \u200b\u200bof the studied physical variable. In digital signals, information is represented as numbers in a specific code form, for example, in the form of binary codes. The question of the adequacy of the signaling information of the physical variable under consideration is associated with the concepts of an ideal and a real signal.

The ideal signal is identical to some physical variable x (t), while the real signal x "(t) contains measurement noise or interference d (t) and is displayed as: x"(t)= x(t)+ d(t) ... The problems of identification (estimation) of dynamic processes x (t) based on current measurements of x "(t), issues of filtering, smoothing and forecasting are associated with a real signal.

Types of signals. The informational content of the signal also depends on the effects of quantization. By the nature of changes in time, processes and signals are divided into continuous and discrete. The latter, in turn, include level-quantized processes and time-quantized processes.

The development of the continuous time process is characterized by the variable x (t), which takes arbitrary values \u200b\u200bfrom the numerical area X and is determined at any time moments t\u003e to (Fig. 1.1.1-a). Continuous processes include continuous mechanical movement, electrical and thermal processes, etc.

The development of a discrete level-quantized process is characterized by a variable x (t), which takes strictly fixed values \u200b\u200band is determined at any time moments (Fig. 1.1.1-b). In practical cases, we can assume xi \u003d iD, i \u003d 0, 1, 2, ..., where D is an increment, or discrete. In cases where the number of states i is large enough or the increment D is small, level quantization is neglected.

The development of a discrete time-quantized process (a discrete time process) is characterized by a variable x (t) that takes arbitrary values \u200b\u200band is determined at fixed times ti, where i \u003d 0, 1, 2, ... (Fig. 1.1.2-a) ... As a rule, quantization is carried out with a constant quantization interval T, i.e. t \u003d iT, i \u003d 0, 1, 2, ...

Discrete processes of this kind include processes in digital computing devices with a processor clock frequency f \u003d 1 / T, processes in digital control systems, where the time discreteness is due to the cyclical nature of information processing (T is the information update time at the control computer output). At sufficiently small intervals T, time discreteness is neglected, and the time-quantized process is referred to as continuous time processes.

Discrete also includes piecewise-constant processes and signals that are characterized by a variable x (t) that changes at fixed times ti (Fig. 1.1.2-b).

Cybernetic block is a block for which causal relationships have been established between input and output signals. The output signal of the block x1 (t) carries information about the internal process, the cause of which is the input signal x2 (t). The use of a block does not require knowledge of its structure and the physical nature of the processes occurring in it ("black box").

Depending on the number of input and output signals, a distinction is made between single-channel units (one input, one output), and multi-channel units with several input and output signals. Blocks that have no input signals are called autonomous ... By the type of signals, continuous, discrete and discrete-continuous blocks are distinguished.

To describe the cybernetic unit, one of the forms of analytical description of the connection between input and output signals is used - differential and difference equations, automatic algorithms, etc., i.e. expressions of the form

x1 (t) \u003d F (x2 (t)), (1.1.1)

where F (*) is a functional operator. For the simplest blocks, such a description can be obtained in the form of an algebraic or transcendental equation:

x1 \u003d f (x2), (1.1.2)

where f (*) is a function.

Example. We have an electric heating furnace, the temperature in which to is regulated by a heater (Fig. 1.1.3-a). The input signal of this unit is the heater voltage x2 (t) \u003d U (t), and the output signal is the temperature x1 (t) \u003d to (t). The connection between the output and the input is described by a functional operator (differential equation):

T dx1 (t) / dt + x1 (t) \u003d x2 (t),

where T is the time constant. If the heater voltage is constant, i.e. x2 \u003d U \u003d const, and x1 (0) \u003d 0, then the output variable is found as (Fig.1.1.3)

x1 (t) \u003d K (1-exp (-t / T)) x2 (t).

In the steady state, after the end of the transient processes in the furnace (at t → ∞), the connection between the output and input signals is described by the simplest algebraic equation of the form (1.1.2), i.e.: x1 \u003d Kx2, where K is the transfer coefficient to the output result input action (in in this case - temperature / volt).

Similar expressions for describing the connections of input and output variables are obtained for an electric RC-circuit (Fig. 1.1.3-b). Here x1 (t) \u003d Uout (t) is the output voltage of the circuit, x2 (t) \u003d Uin (t) is the input voltage, T \u003d RC and K \u003d 1.

The following tasks are associated with the concept of a cybernetic unit:

identification - finding expression (1.1.1) connecting signals x2 (t) and x1 (t);

control - determination of the input signal x2 (t), providing a given output signal x1 (t) under the assumption that the block description is given.

Cybernetic system is a set of cybernetic blocks linked by information channels. The connections between the blocks are of a signal nature.

To describe the system, it is necessary to obtain analytical dependencies that describe each of the blocks separately, and the connections between them. After transformations, a general (equivalent) description of the system can be obtained as a composite cybernetic unit with an input and output signal. Depending on the number of input and output signals, a distinction is made between single-channel and multi-channel systems.

By the type of signals and blocks in the system, continuous, discrete and discrete-continuous systems are distinguished, and the latter contain both continuous and discrete blocks.

For a cybernetic system, the following tasks can be defined:

system analysis , i.e., determining the relationship between its input and output in the form of an algebraic or differential equation, as well as finding indicators of the quality of the system (speed, accuracy, etc.);

control , or the synthesis of the system, that is, finding the blocks and connections between them, providing a given connection of input and output signals and quality indicators.

The most common type of discrete-continuous systems are digital systems, which include digital computing devices - computers and digital controllers.

1.2. BASIC CONCEPTS OF CONTROL THEORY.

Management and control systems ... Central to control theory are the concept of control and control systems.

Control - it is such an organization of a process that ensures the achievement of certain goals. This is a purposeful impact on a controlled object (process), leading to a given change in its state or keeping it in a given state. The management should ensure the targeted flow of technological processes for converting energy, matter and information, maintaining optimal performance and trouble-free operation of the object by collecting and processing information about the state of the object and the external environment, making decisions on the impact on the object and their implementation. The management process implies the ability and ability to create a targeted impact on the object.

Control algorithm , this is an instruction on how to achieve the assigned tasks (goals) of management in various situations.

Control system Is a set of interrelated elements involved in the management process.

Let the state of the controlled object be described by the variable y Î Y, where Y is the set of possible states of the object. The value "y" depends on the control actions on the object u Î U and disturbing (destabilizing) actions x ∈ X, while y \u003d G (u, x), where G (u, x) is the object's reaction function to control and disturbing actions ... Suppose that on the set (U x Y) a functional F (u, y) is given, which determines the efficiency of the system. The quantity K (u) \u003d F (u, G (u, x)) is called the control efficiency. The task of the governing body is to select such an influence u that would maximize the value of its effectiveness.

In the simplest case, when control is given by the usual functional dependence y \u003d f (u, x), the object is called static, and the dependence or its graphic representation is a static characteristic of the object. If the object has inertia, then the change in coordinates under the influence of disturbances X or controls U does not occur instantly, and in this case the object is called dynamic... The quantities Y, U, X in dynamic objects are related by differential, integral or difference equations.

Main elements of the management process can be distinguished based on the analysis of the above example with an electric heating furnace.

1. Getting information about management tasks - setting the temperature that must be maintained in the oven.

2. Obtaining information on management results - measuring the temperature in the oven.

3. Analysis of the information received and development of a solution - comparing the actual temperature in the furnace with the set one and generating a control signal for the heater.

4. Execution of the decision - that is, the implementation of control actions on the furnace heater (turning on or off the heater in the discrete control mode, or the corresponding change in the current through the heater in the continuous version).

In accordance with this, to organize the control process, it is necessary to have sources of information about control tasks and control results, a device for analyzing the information received and developing a solution, and an executive device that controls the object.

Controlling influence. In the organization of management, obtaining information about the results of management plays a decisive role. The current control action is formed on the basis of an assessment of the results from previous actions. The principle of management using information about management results is called principle feedback or management in a closed loop .

However, in some cases, the feedback principle cannot be used due to the practical impossibility of obtaining information about the management results. So, for example, in some cases, the required law of change in the state of the control object is known in advance, for example, from time to time. In this case, taking into account this law, it is possible to set an appropriate law for changing the control action on the control object. This management is called programmatic or management open-loop .

If control is performed by devices without direct human participation, then the control system is called automatic ... An example of a system is flying an airplane in autopilot mode. If the control task is to provide some constant physical quantity, then this type of control is called regulation , and the device that implements the control is called regulator ... If decisions about control actions are made by people, and an automatic device is used only for collecting, processing and presenting information and for comparative analysis of possible solutions, then the control system is called automated .

Block diagram of the control system in its most general form is shown in fig. 1.2.1.

Any management system is based on control object (OU) is a managed object or a managed process. It represents an object or
a system of an arbitrary nature that changes its
state -
under the influence of external influences:
managers and indignant ... There are the following types of managed objects:

natural (natural) - processes in living organisms, ecological and economic systems;

technical - mechanisms (robots, machine tools, transport systems), optical systems, thermodynamic, chemical and any other production processes.

The state of an object is characterized by quantitative values \u200b\u200b- state variables or coordinates changing over time. In natural processes, this can be the density or content of a certain substance in the body or habitat, the volume of products, the rate of securities, etc. For technical objects - mechanical movements and their speeds, electrical variables, concentration of substances, and any other physical quantities and object state parameters.

A change in the state of control objects occurs as a result of exposure to external factors, among which there are:

managers (targeted) impacts that implement the management program;

outrageous (destabilizing) influences that impede the desired course of the controlled process, causing an undesirable change in its state.

Goal of management - changing the state of an object in accordance with a certain predetermined program (law). To reach the object
purpose of management, a special external action is organized
the consequence that is formed manager device (control unit) according to a known algorithm or law governing
niya on
based on signals setting influence (tasks) and impact about-
military communications ... The set of these elements, connections and relationships
between the elements of the control system forms structure
ru control systems .

Disturbing influences are usually caused by external causes, the external environment of the object or the external environment. The presence of perturbations leads to the fact that the real state of the object always differs from the given one. The magnitude of this difference depends on the efficiency of the control system, on the interaction of system elements during the task, and is assessed by indicators quality of management .

Physically, the object is controlled using control units and control units. A control unit is a complex of means for assessing the state of a controlled process and / or external environment. Such means include the sense organs of living organisms, statistical services of economic systems, technical measuring devices (sensors), corresponding computing facilities (natural or technical), providing the primary processing of the information received.

The complex of elements for assessing the state of an object is called control system... It can be either an independent system or be part of a control system. State assessment is used to control an object through a feedback loop and to implement the closed-loop control principle.

Control block develops a control action on the object, taking into account the task and information about the current state of the object. Control units include:

Neural systems of living organisms;

Natural regulatory factors;

Artificial means, both technical (mechanical, electrical, computers and neural processors) and human (operators, organizers).

Depending on the nature, biological, ecological, economic and technical control systems can be distinguished. Examples of technical systems include discrete-action automata (trading, gaming), stabilization systems (sound, image, voltage), motion control systems for working mechanisms (machine tools, vehicles), autopilots, navigation systems, etc.

The main problems of control theory are analysis tasksdynamic properties of control systems at the model or physical level, and synthesis tasks - determination of the control algorithm and implementation on the basis of this algorithm of the functional structure of the control system that meets the requirements of quality and accuracy.

Depending on the tasks to be solved, the following types of systems are distinguished:

1. Stabilization systems - maintaining some controlled variables of the system y (t) at a given constant level. Examples of systems are engine speed control devices, aircraft heading automatic stabilization systems (autopilots).

2. Software control systems - programmed changes in the controlled variables of the system according to a given law (rule, program). Examples of systems are changing the thrust of rocket engines to move along a given trajectory, control of a numerical control lathe in the manufacture of certain parts.

3. Tracking systems - change of the output value by tracking the input control variable arbitrarily varying in time. Examples of systems are control of homing interceptor missiles, control of the technological process of loading converters in metallurgical production.

4. Adaptive systems - change in the output value according to a previously unknown law (rule) by the method of trial control actions, taking into account changes in the environment and with an assessment of the results of actions according to certain parameters. For example, the change in the price of a product in a store, depending on the demand and the price of similar products in the immediate vicinity, optimized for maximum profitability.

The setting influence in stabilization systems is invariable, in programmed control systems - a known function of time, in tracking and adaptive systems - an arbitrary function of time.

Active and passive systems. The division of systems into these two groups is made according to the features of the systems management functions.

For a passive static system, the dependence y \u003d G (u) is, in fact, a model of the system, reflecting the laws of its functioning. For a passive dynamic system, this dependence can be a solution to a system of differential equations, for a "black box" - a table of the results of an experiment (standardization), etc.

Common to all passive systems is their determinism, the lack of freedom of the controlled object to choose its state, its own goals and means of achieving them. Passive systems are, as a rule, technical and technological. The control of objects using technical means without human intervention is called automatic control. The set of control objects and means of automatic control is called an automatic control system (ACS).

In active systems, controlled subjects (at least one) have the property of activity, the freedom to choose their state. In addition to the ability to select a state, the elements of active systems have their own interests and preferences, that is, they can select a state purposefully. Accordingly, the model of the system G (u) should take into account the manifestations of the activity of controlled subjects. It is believed that controlled subjects strive to select such states that are best for given control actions, and control actions, in turn, depend on the states of controlled subjects. If the governing body has a model of a real active system that adequately describes its behavior, then the control task is reduced to the choice of optimal control that maximizes the efficiency of the system. For the most part, active systems belong to the areas of human collective management.

Subjects and objects of management. The essence of any control consists in the organization and implementation of a targeted impact on the control object and is the process of developing and implementing the operation of influencing the object in order to transfer it to a new qualitative state or maintain it in the established mode. Subject of management Is the device that controls (or the one who controls). Control object Is a device or process to which the control action is directed (or the one who is controlled).

A control object (OU) is understood as any object, technological process, production organization or a group of people, isolated from the environment according to certain characteristics (constructive, functional, etc.) and representing a dynamic system of arbitrary nature, changing its state under the influence of external influences ... To achieve certain desired results of OS functioning, specially organized influences are necessary and permissible. Depending on the properties and purpose of control objects, technical, technological, economic, organizational, social and other objects and complexes of objects can be distinguished.

The control object is separated from the environment in such a way that at least two conditions are met:

The object can be influenced,

This impact changes its state in a certain direction.

External links of the control object are shown in Fig. 2, where X is the channel of the influence of the environment on the object, Y is the channel of the influence of the object on the environment, U is the channel of the influence of control on the object. The concept of "impact" in control theory is considered in the information sense.

Fig. 1.2.2. Control system.

Control operation implemented by a control device (CU). The generalized structure of the interaction of the control device with the control object, which forms the control system, is shown in Fig. 1.2.2. The control device of the system, on the basis of the setting action g (t), which determines the control law (algorithm) of the output value of the control object, generates the control action u (t) on the control unit and maintains at a given level or changes according to a certain law at the output of the control unit the output value y (t ).

In general, most control objects are multidimensional and are characterized by some vectors of phase coordinates:

Y (t) \u003d (y1, y2, ..., yn),

the components of which may have a different physical nature. For such systems, external influences can also be determined by a multidimensional control vector:

U (t) \u003d (u1, u2,…, um).

The control coordinates uj (t) can be continuous functions of time or have discontinuities of the first kind, in connection with which they are subdivided into piecewise continuous (with discontinuities of the first kind), piecewise smooth (with discontinuities of the first kind for the first derivative), and into smooth with continuous first derivatives. In contrast to the control coordinates, the coordinates of the state yj (t) are smooth or piecewise smooth, since they represent the output values \u200b\u200bof some dynamic elements and can only change with a limited speed.

External disturbing influences X (t) of various nature can act on the OS. The main disturbances, which significantly affect the controlled value, and noise (noise), which are of a statistical nature and change Y (t) within acceptable limits (by value or by accuracy), are distinguished. The main disturbances, as a rule, are taken into account (compensated) to a certain extent by the control device. The system can have feedback uos (t) from the OA output to the CU input, which, when generating the control signal u (t), takes into account the previous values \u200b\u200b(states) y (t).

The quantities X, U, Y in dynamic objects are related by differential, integral or difference equations.

Automatic control systems (ACS) of production processes, as a rule, are a closed structure. The output value of the OA ACS is usually the main technological parameter of the object (speed, power, etc.).

Management methods is a set of methods, techniques, means of influencing a controlled object. According to the content of the impact on the control object, methods are usually divided into technical, technological, software and other methods. production systems automatic control, and organizational, economic, and others in economic and corporate systems.

Management methods in production systems are determined by the technical parameters of controlled objects, in economic and corporate systems - by the structure of systems and target management tasks.

Control parameters . Various kinds of variables are used in mathematical control models. Some of them describe the state of the system, others - the output of the system, that is, the results of its work, and still others - control actions. Allocate exogenous variables whose values \u200b\u200bare determined externally, and endogenous variables used only to describe processes within the system.

Control parameters are part of the exogenous ones. By setting their values \u200b\u200b(or changes in these variables over time), you can change the system output in the direction you need.

Control object state space or the phase space Q (yj, tn) is generally a multidimensional mathematical space. In fig. 1.2.3 shows a conditional graph of the phase space for three variable states yj.

Suppose that at some initial moment of time t0 (usually t0 \u003d 0) the state vector of the control object is equal to Y (t0), and the control object is described in the state space by an equation of the form:

Q (t) \u003d F.

Let us apply specific actions U (t) and X (t) to the object and solve the equation for the initial conditions Y (t0). The resulting solution Y (t, U (t), X (t), y (t0)), t≥t0, which depends on all influences and initial conditions, for each t in the state space will correspond to a certain point. The curve connecting these points is called the object's trajectory. Conventionally, it can be assumed that the depicting point in time moves in the state space, and the trail it leaves is the trajectory of the object.

Due to the structural, strength, energy and other features of the object, arbitrary controls cannot be applied to its input. Real controls are subject to certain restrictions, the totality of which forms the region of possible admissible values \u200b\u200bU (t) ∈ W (t). Similarly, the components of the state vector Y (t) in the general case must also satisfy certain constraints, i.e., the vector Y (t) in the state space must not go beyond a certain region Q, called the region of admissible states.

Let in the region Q one can distinguish some subregion of states Qc, which are desirable. The goal of the control is to transfer the object from the initial state Y (t0) to the final state Y (tk) belonging to the subdomain Qc, i.e., Y (tk) ∈ Qc. To achieve the control goal, it is necessary to submit appropriate control to the object input. The control task is to select such a value in the area of \u200b\u200badmissible controls, at which the goal is achieved. In other words, it is required to find such an admissible control U (t) ∈ W (U), defined on a time interval, for which the plant equation for a given initial state and a known vector X (t) has a solution Y (t) satisfying the constraint Y (t) ∈ Q (Y) for all t ∈ and the final condition X (tk) ∈ Qc ..

1.3. CLASSIFICATION OF CONTROL SYSTEMS.

The whole variety of control systems can be divided into classes according to various criteria, the most important of which are purpose of control, type of structure, type and dimension of the mathematical model, nature of signals, nature of parameters, nature of external influences. According to these features, we will distinguish:

Stabilization systems, program control, tracking systems;

Open-loop, closed or combined systems;

Linear, nonlinear, scalar and vector models;

Systems are continuous, discrete or harmonically modulated;

Stationary and non-stationary systems, with lumped or distributed parameters;

Systems with deterministic or stochastic influences.

The practical classification of control systems is usually based on the applied principles of control and the implementation of control actions.

Management principles. There are three fundamental principles of creating control systems: open-loop control, compensating control and feedback control (closed-loop control).

With open control, the control program is rigidly set in the control system and the influence of disturbances on the process parameters is not taken into account. Examples of such systems are a clock, tape recorder, computer, etc. Open-loop control applies when two conditions are met:

Sufficient information about the properties of the object and their constancy in the process of work;

Little or no interference.

In simple open-loop systems (Fig. 1.3.1), the control action u (t) is formed by the control device as a function of the setting or disturbing action. If the model of the object у \u003d G (u, x) is known in algebraic or differential form and the required reaction у (t) is known, then the inverse problem u (t) \u003d Y (у (t), x (t)) is solved and the control , which is necessary to implement the reaction of object 2. The found control law u (t) is implemented by controller 1. However, such control can be realized if x (t) \u003d const.

To reduce or eliminate the deviation of the controlled value from the required value caused by the influence of one factor or another, it is necessary that the control action be a certain function of this factor and the characteristics of the object.

In fig. 2 shows a structure that implements the principle of disturbance control, which is applied when x (t) \u003d var, but the value of x (t) is measurable and its value can be supplied to the input of the control device, providing an appropriate response of the action u (t) to changes values \u200b\u200bx (t).

The principle of disturbance control is that to reduce or eliminate the deviation sy (t) of the controlled value from the required value caused by the disturbing action x (t), this action is measured and as a result of its transformation a control action u (t) is generated, which, when applied to the input of the control object 2, it causes a compensating deviation of the controlled variable of the opposite sign compared to the deviation sy (t).

The main disadvantage of open-loop systems is the practical impossibility of having an ideally accurate model of the system y \u003d G (u, x), taking into account all acting disturbances, as well as measuring all regular and irregular disturbances. Open-loop systems are usually not used to control unstable objects and objects with changing parameters.

If the influence of disturbing factors can distort the output value of the system to unacceptable limits, then apply compensation principle using corrective device. To set the correction parameters, the corresponding disturbing factor should be studied or its mathematical model should be created. Examples of compensation systems: bimetallic pendulum in a clock, compensation winding of a DC machine, etc. The principle of compensation provides quick response to disturbances and higher control efficiency, but, as a rule, it is used to compensate for only certain destabilizing factors and cannot protect against all possible disturbances.

The greatest distribution in technology has received control from feedback , at which the control action is corrected depending on the output value y (t). If the value of y (t) deviates from the required one, then the signal u (t) is corrected in order to reduce this deviation. To perform this operation, the output of the OA is connected to the input of the control device main feedback (OS). This is the most expensive type of control, while the feedback channel is the most vulnerable point in the system. If it fails, the system may become unstable or completely inoperative.

The structure of closed-loop control systems is shown in Fig. 1.3.3. The control action u (t) is formed as a function of the mismatch e (t) \u003d g (t) - y (t) of the current value of the controlled variable from the required setting action. This fundamental idea underlies the principle deviation control, which is implemented by closed systems. The principle of deviation control is universal, since it allows achieving the control goal regardless of the reasons for the mismatch - changes in the internal properties of the object and external influences.

Closed-loop systems allow solving all control problems: stabilization, tracking and program control. Unstable objects can only be controlled by systems with closed structures. The generalization of the considered control principles is the principle of combined control (Fig. 1.3.4), which makes it possible to use the disturbance control principle in a closed system.

Systems capable of changing the control law in order to implement the best, in a sense, control quality regardless of external influences (Fig. 1.3.5) use the principle of adaptation. The quality index is processed by the adaptation device 3 to change the structure of the control device or its parameters.

Note that, upon introducing feedback, the control system becomes inertial. Therefore, a combination of feedback with the principle of compensation is often used, which allows combining the advantages of both principles: the speed of response to disturbances during compensation and the accuracy of regulation, regardless of the nature of disturbances from the feedback.

Systems classification methods. Currently, there are many methods for classifying control systems. Let's note some of them.

The most general classification from the standpoint of methods for studying systems, taking into account the methods of mathematical description, the nature of signal transmission, and the nature of the course of processes in systems, is shown in Fig. 1.3.6.

Classification of systems by properties in a steady state. Static and astatic systems are distinguished by the type of dependence of the controlled value on external influences.

In static systems at the end of the transient process, the controlled variable y (t), with a constant reference (disturbing) action, takes on a value proportional to the action, that is, there is a strictly defined functional relationship between the input and output values \u200b\u200bof the device y \u003d f (u), which is usually called the static characteristic ... In the idle mode, the controlled value is proportional to the value of the reference action uz, and the slope of the static characteristic does not depend on uz. Usually uz is chosen so that the controlled value exactly corresponds to the required value at the rated load. An example of a static automatic control system is an electronic voltage regulator of a power supply.

In astatic systems in case of external action at the end of the transient process, the value of the controlled variable is set equal to the set value, i.e. the system in the steady state tends to the zero value between the set and current value of the controlled variable. If the deviation of the controlled value in the steady state does not depend on the disturbing action, then the system is astatic to this disturbing action. If it does not depend on the reference input, then the system is astatic with respect to the reference input.

By the nature of the work of functional units linear and non-linear systems are distinguished as part of control systems.

In linear systems there are functional dependencies between the output and input values, and the principle of superposition is fulfilled (the system's response to the sum of actions is equal to the sum of reactions to each action separately). Processes in systems are described by differential equations. Depending on the type of differential equation, linear systems are subdivided into the types shown in Fig. 1.3.7.

In nonlinear systems at least in one link of the system, the principle of superposition (linearity of the static characteristic) is violated. The equations of the dynamics of nonlinear systems contain nonlinear functions (product of variables or their derivatives, degrees of variables, etc.). The possibilities and quality of control in nonlinear systems are much higher than in linear ones.

Real control systems are usually nonlinear and the calculation of the systems is rather complicated. Taking into account the well-developed theory of linear systems, nonlinear systems tend to be reduced to linear ones using linearization methods.

By the degree of information use in input actions, systems are divided into adaptive and non-adaptive.

Adaptive systems have the ability to adapt to changing external conditions and influences, as well as to improve the quality of management as information accumulates. Non-adaptive systems do not possess such abilities and are constantly tuned to specific external conditions and influences with a limited range of their variations.

In recent decades, a new class of control systems has been intensively developed - intelligent control systems (IMS). IMS are built as self-learning, self-adjusting systems with flexible decision-making procedures. They are able to form new knowledge in the process of management and functioning, act as expert systems built into the control loop, and work interactively with a decision-maker.

Classification by type of management is shown in Fig. 1.3.8.

The control process without human intervention is called automatic. A device that provides automatic control of an object is called an automatic control system (ACS). In cases where the system ensures the stabilization of the controlled value within the specified limits, it is called an automatic control system (ACS).

Automated control is understood as the control of an object in an open-loop system with human participation in the development of control actions. Systems that implement such control are called automated control systems (ACS). If the control objects are of the technical type, then the control systems are called automated process control systems (APCS). If the object of management is an object of a production-economic or social nature, then the control system for it belongs to the automated systems of organizational management (ASOU).

In recent years, more and more integrated control has been introduced, implemented by integrated automated control systems (IACS). In IASU, the objects of management are technical, production-economic, organizational and social systems. IACS are created and operate on the basis of computers and economic and mathematical methods that are used to control technical objects, technological processes, for planning, control, analysis and regulation of production in general.

A computer-aided design system (CAD) can be defined as an integrated automated control system, the control object of which is the process of selecting design solutions based on economic and mathematical models of products, structures, architectural and planning options, etc.

Classification by algorithms of functioning. Each system is characterized by a functioning algorithm - a set of prescriptions that determine the nature of the change in the controlled value depending on the impact. According to the algorithms of functioning, the systems are divided into stabilizing, software, tracking and converting systems.

Stabilizing systems ensure the maintenance with the required accuracy (stabilization) of one or several controllable quantities under arbitrarily changing disturbing influences. The setting action of the system is a constant value, i.e. u (t) \u003d const.

Software systems control the change of the controlled value with the required accuracy in accordance with the compiled program, if it is known in advance in the form of a time function. The change in the controlled value according to the program is achieved by adding to the stabilizing system the program device PU, which changes the setting action u (t) in time according to a certain law. Examples of software systems are control systems for chemical processes, software control of machine tools, software control systems for the launch of Earth satellites into the calculated orbits.

Tracking systems the controlled value is changed not according to a predetermined program, but arbitrarily. For example, a radar antenna turns, following an airplane, the trajectory of which is not known in advance, that is, it "follows" it. Specifying influences and controllable values \u200b\u200bof tracking systems can be of a varied nature by their physical nature.

Transforming systems. The system algorithm is a transformation with the required accuracy of the setting action (set of setting actions) into a controlled value (set of controlled values) in accordance with a certain transformation function. The transforming system should reproduce as accurately as possible at its output not the setting action itself (like a tracking system), but a certain value associated with the control action of the transformation functions. Converting systems include, for example, integrating, differentiating, extrapolating and other automatic control systems.

1.4. organizational and economic management systems

Production-economic and organizational systems are complex systems. Objects and processes in these systems, as a rule, cannot be fully described mathematically. Functional dependencies contain both continuous and Boolean variables for a qualitative assessment of parameters or processes using a two-point system (YES and NO). When describing systems, probabilistic functions, weight systems, expert assessments are used. The complexity of the mathematical description of production, economic and organizational systems stems from the fact that these are human-machine systems operating in difficultly predictable situations. The behavior of systems is determined by a huge number of variables of different physical nature, and the relationships between them are extremely diverse. A change in a single link or parameters of any element included in the system can lead to a change in all other links and parameters or most of them.

The task of managing a complex system is reduced to providing such functional transformations of parameters that would be optimal according to the selected criteria for the effectiveness of achieving the control goal. To simplify the mathematical description of complex systems, they are divided into subsystems according to the principle of hierarchy.

A characteristic feature of the problem of managing complex systems is the need systems approach to management. It lies in the fact that the system should be considered as a single whole from the standpoint of the goal of functioning, common to all subsystems. In practice, this leads to the fact that it is unacceptable (does not make sense) independent optimization of the functioning of individual subsystems that form the system, from the standpoint of the particular goals of these subsystems. With the known structure of a complex system, the goal of its functioning is described by some scalar objective function W, which reaches an extreme value under optimal control.

The effectiveness of administrative and economic management is largely determined by the qualifications and competence of the "team" of the top management, which is primarily manifested in the creation of organizational structures and management mechanisms, which each "team" prefers to create "for itself." This determines the variety of control systems with almost complete unpredictability of the final results. Each person in the management system, as well as each of his decisions on each specific issue, is either a destabilizing or a stabilizing factor in management. Therefore, the assessment of management is usually purely subjective and is given not to the management system, but to its leaders: "good team" or "bad team".

Types of organizations. There are two types of organizational processes - functioning and development. Functioning ensures the preservation of the organization based on the exchange of resources, energy, information with the environment. Development provides for the transformation of the organization in accordance with the requirements of the environment, the transition to a new qualitative state.

Organization Is a structured community of people with common goals and common leadership. These are industrial enterprises, service organizations, state and municipal management structures, public organizations, etc. Organizations are divided into primary and secondary.

Primary organization has its own goals, has absolute constant priority over the participants and gives them resources. An example is any government agency (prosecutor's office, municipality, etc.).

Secondary organization is created by the participants themselves and serves their purposes. Among the secondary organizations, corporate and associative ones are distinguished. The corporate takes precedence over the participants to solve current problems (for example, a joint stock company). In an associative organization, relations are partnership (club, team of scientists at a seminar, etc.).

Legal status. The division of organizations into official and unofficial is related to their legal status. The official organization can be viewed as a set of positions linked by industrial relations. Informal organizations form individuals, not positions. Such organizations include, for example, a collection of Internet users or an organized criminal group.

Functional structure of organizations is based on the grouping of activities according to related groups (functions) and usually has the following elements:

A) Production units - main, auxiliary, service, experimental.

B) Management units - administrative, informational, service, research, advisory (for example, the council of the chief specialists of the enterprise).

C) Social units - a canteen, a club, a recreation center, a clinic.

Subdivision Is an officially created group of workers that performs actions to achieve a set private goal. Various principles are used to distinguish the divisions of a firm (enterprise):

Quantitative (as necessary for the implementation of this activity);

Technological (if necessary for servicing the technological process);

Professional (one profession for the job).

Examples of subdivisions are brigades in a loader artel, watch crews within a ship's crew, a workshop industrial enterprise, department of a higher educational institution.

Managment structure , based on the allocation of fairly independent units, is called divisional (division - division, division). The following principles are used for creating divisions within the divisional structure:

A) market (meeting the needs of a certain group of customers);

B) territorial (meeting needs in a certain area);

B) marketable (meeting customer needs for products and services);

D) innovative (development and production of new products and services).

The types of links between enterprises belonging to the divisional organizational structure can be different. In a joint-stock holding, when the parent company owns controlling stakes in the rest of the firms, the ties are financial. IN joint stock company with subsidiaries, technological ones are added to financial ties, and directly in a joint-stock company - also administrative ones.

Responsive organizational structures are structures that quickly adapt to the requirements of the external and internal environment. Among them, they usually distinguish design, matrix, program-target, fragmentary.

Project Is a group of activities aimed at solving a one-time problem. The advantages of project structures are high target orientation, specialization, concentration of resources. Disadvantages - the connectedness of resources before the completion of work, the difficulty of finding a use for the released resources due to their uniqueness.

Matrix structure Is a collection of temporary work groups within an organization or department. Allows you to quickly maneuver resources, provides a high target orientation of work. Disadvantages - difficult to form and manage.

Target program structure - a set of units related to the implementation of targeted comprehensive programs. If the work is carried out according to only one program, then the target program structure is a kind of project structure. If the work is in addition to the main activity, then a kind of matrix structure.

Fragmented organizational structure - a set of autonomous and semi-autonomous subdivisions (brigades, commissions, creative groups) working independently on innovative problems that are not related to each other. An example is the implementation of fundamental research work within an academic research institute.

Functioning of management structures. Management structure - an ordered set of management subjects (divisions, positions) and connections between them.

The management structure is influenced by various factors. First of all, the scale and structure of the organization. Great importance have the nature of the organization's activities and the territorial distribution of divisions, features of production specialization, technologies used, management costs, the availability of people with the necessary qualifications.

Leadership level Is a place in the hierarchical management system. The leaders of the organization are at the highest level. The lower level includes specialists who supervise performers and have immediate supervisors (foremen, foremen).

Specialists of the middle level of management are subordinate to specialists of a higher level of the management hierarchy and themselves are subordinate to specialists of a lower level. The head of a shop with several sections is a middle manager.

Controllability rate - the number of employees that the manager can effectively manage. At the highest management level, there are 3-5 people. On average, 10-12 people. At the lowest - up to 25-30 people. The level of controllability depends on the content of work, affects the number of subordinate units and the number of further levels of management.

Narrow specialization work in the organization corresponds, as a rule, to a vertical multi-level organizational structure (the head of the organization - the head of the department - the head of the department - the executor). Broad specialization - horizontal (head of the organization - specialists and performers).

Managerial responsibility is the need to account for decisions and actions, as well as their consequences. Allocate the general managerial responsibility that the manager bears for creating the necessary working conditions, and the functional responsibility of the performer for a specific result.

Work is done normally if the responsibility of the manager is ensured by the appropriate authority. If authority trumps responsibility, there is a great danger of administrative arbitrariness. If authority is less than responsibility, governance is usually ineffective. The quantitative characteristics of managerial powers are the amount of resources that he can dispose of without the consent of a higher authority, and the number of persons directly or indirectly obliged to follow the decisions made by him.

Scope of authority concentrated in one subject depend, first of all, on the complexity, importance, variety of problems to be solved, the dynamics of the business and the size of the organization. Consideration should be given to the need to ensure consistency of action, the costs of decision making, and the reliability of communication systems. The abilities of leaders and performers, the moral and psychological climate in the team are important.

Centralization of powers means the predominant concentration of powers at the highest levels of government. This ensures the strategic direction of management. Decision making is concentrated in the hands of those who know the general situation well. However, there are also disadvantages. The centralization of authority is time consuming to transfer information up the hierarchical ladder, and the information can be distorted. Decisions are made by people who do not know well specific situation... Excessive centralization fetters the management process and makes it inflexible.

Decentralization of governance - This is the predominant concentration of powers at the lower levels of government. It provides flexibility and maneuverability of management, relieves the overload of the center with secondary problems, reduces information flows, and allows decision-making by people who know a particular situation well. But at the same time, it gives decisions a tactical (and not strategic) character, complicates the coordination of management activities, can lead to ignoring the interests of the organization as a whole, to separatism and destruction of the organization.

Control schemes. Functional diagram management is based on the fact that the head manages the chief specialists (for production, finance, marketing, personnel), each of the chief specialists manages each of the heads of departments, and those - their performers. The advantage of the scheme is the high quality of the solutions. The disadvantages are the possible lack of coordination of the decisions of the main specialists, their struggle for priority, which leads to high conflicts. As a result, general inefficiency is possible.

Linear headquarters control scheme provides its own headquarters for each leader who is involved in developing decisions. Leaders at different levels communicate with each other using information from their headquarters. The advantage is the release of managers from analyzing problems and preparing draft solutions. The disadvantages include the continued overload of managers with current affairs. Leaders at high levels of management are cut off from practice and do not participate in the implementation of their decisions.

In practice, two main methods of distribution of powers are used: divided powers (the head transfers powers to a subordinate, while retaining general control), absorbed powers (the head, transferring powers, at the same time fully retains them).

Sociometric research. In any firm, in any enterprise, in addition to formal organizational structures, informal ones are created based on relationships between people, which can significantly affect the results of work. You can identify them using sociometry. Sociometric technique is used to diagnose interpersonal and intergroup relationships. With the help of sociometry, it is possible to study the typology of social behavior of people in the conditions of group activity, to judge the socio-psychological compatibility.

Together with the official or formal structure of communication in any social group there is always a psychological structure of an informal or informal order, which is formed as a system of interpersonal relations, likes and dislikes. The features of such a structure largely depend on the value orientations of the participants, their perception and understanding of each other, mutual assessments and self-assessments. The informal structure of a group depends on the formal structure to the extent that individuals subordinate their behavior to the goals and objectives of joint activities.

The general scheme of actions in sociometric research is as follows. After setting the research tasks and choosing the measurement objects, the main hypotheses and provisions are formulated regarding the possible criteria for interviewing group members. There can be no complete anonymity, otherwise sociometry will be ineffective. The experimenter's demands to reveal his sympathies often cause internal difficulties for the respondents and manifests itself in some people in their unwillingness to participate in the survey. Therefore, for the study, it is advisable to involve an outside specialized organization.

literature

1. Miroshnik of automatic control. Linear systems: Textbook for universities. - SPb .: Peter, 20s.

2. Povzner control systems: textbook for universities. - M .: Ed. MGGU, 20s.

4. Orlov: Textbook. - M .: "Izumrud", 2003. URL: http: // www. ***** / books / m151 /

5. Korikov control theory: A multimedia textbook. - Tomsk: TUSUR. URL: http: // www. ***** / docs_pub / demo / otu / otu. exe

6., Petrakov theory of active systems. Moscow: SINTEG, 1999 .-- 104 p. URL: http: // www. ***** / books / m110 / file_46.pdf

7 Mists of automatic control: Lectures. URL: http: // elib. ***** / library / lessons / Tihonov_2 / index. htm.

8. The fogs of management. Theory of linear automatic control systems: Textbook. - MGIEM. M., 2005, 82 p. URL: http: // window. ***** / window_catalog / files / r24738 / 5.pdf.

11. Mikhailov management. - K .: Vyscha school, 1988.

12. Zaytsev automatic control and regulation. - K .: Vyscha school, 1989.

14. Zheltikov management theory. Lecture notes. - Samara, SSTU, 2008. - URL: http: // www. ***** / pager. htm.

About noticed typos, errors and suggestions for additions: ***** @ *** ru.

THE BASES THEORY MANAGEMENT

Topic 1. INTRODUCTION TO CONTROL THEORY

The golden bridle will not make the nag a trotter.

Lucius Anney Seneca. Roman writer, Stoic philosopher. 1st century AD

Hence it follows that no most perfect control system is capable of miracles. Buy a trotter, nag medicine will cost more.

Vladislav Mikshevich. Ural geophysicist, XX century

A characteristic feature of the problem of managing complex systems is the need for a systematic approach to management. It lies in the fact that the system should be considered as a single whole from the standpoint of the goal of functioning, common to all subsystems. In practice, this leads to the fact that it is unacceptable (does not make sense) independent optimization of the functioning of individual subsystems that form the system, from the standpoint of the particular goals of these subsystems. With the known structure of a complex system, the goal of its functioning is described by some scalar objective function W, which reaches an extreme value under optimal control.

Types of organizations. There are two types of organizational processes - functioning and development. Functioning ensures the preservation of the organization based on the exchange of resources, energy, information with the environment. Development involves the transformation of the organization in accordance with the requirements of the environment, the transition to a new qualitative state.

Organization Is a structured community of people with common goals and common leadership. These are industrial enterprises, organizations in the service sector, state and municipal management structures, public organizations, etc. Organizations are divided into primary and secondary.

Primary organization has its own goals, has absolute constant priority over the participants and gives them resources. An example is any state institution (prosecutor's office, municipality, etc.).

Functional structure of organizations is based on the grouping of activities according to related groups (functions) and usually has the following elements:

A) Production units - main, auxiliary, service, experimental.

B) Management units - administrative, informational, service, research, advisory (for example, the council of the chief specialists of the enterprise).

C) Social units - a canteen, a club, a recreation center, a clinic.

Subdivision Is an officially created group of workers that performs actions to achieve a set private goal. Various principles are used to distinguish the divisions of a firm (enterprise):

Quantitative (as necessary for the implementation of this activity);

Temporary (to complete work for a certain period of time);

Technological (if necessary for servicing the technological process);

Professional (one profession for the job).

Examples of subdivisions are brigades in a loader's artel, watch crews within a ship's crew, a workshop of an industrial enterprise, departments of a higher educational institution.

A) market (meeting the needs of a certain group of customers);

B) territorial (meeting needs in a certain area);

B) marketable (meeting customer needs for products and services);

D) innovative (development and production of new products and services).

The types of links between enterprises belonging to the divisional organizational structure can be different. In a joint-stock holding, when the parent company owns controlling stakes in the rest of the firms, the ties are financial. In a joint-stock company with subsidiaries, technological ones are added to financial ties, and directly in a joint-stock company - also administrative ones.

Functioning of management structures. Management structure - an ordered set of management subjects (divisions, positions) and connections between them.

The management structure is influenced by various factors. First of all, the scale and structure of the organization. Of great importance are the nature of the organization's activities and the territorial distribution of divisions, the specifics of production specialization, the technologies used, management costs, the availability of people with the necessary qualifications.

The narrow specialization of work in an organization corresponds, as a rule, to a vertical multi-level organizational structure (the head of the organization - the head of the department - the head of the department - the executor). Broad specialization - horizontal (head of the organization - specialists and performers).

Centralization of powers means the predominant concentration of powers at the highest levels of government. This ensures the strategic direction of management. Decision making is concentrated in the hands of those who know the general situation well. However, there are also disadvantages. The centralization of authority is time consuming to transfer information up the hierarchical ladder, and the information can be distorted. Decisions are made by persons who do not know the specific situation well. Excessive centralization fetters the management process and makes it inflexible.

literature

1. Miroshnik I.V. Automatic control theory. Linear systems: Textbook for universities. - SPb .: Peter, 2005 .-- 336 p.

2. Povzner L. D. Control systems theory: Textbook for universities. - M .: Ed. MGGU, 2002 .-- 472 p.

4. Orlov A.I. Management: Textbook. - M .: "Izumrud", 2003. URL: http://www.aup.ru/books/m151/

5. Korikov A.M. Fundamentals of control theory: A multimedia textbook. - Tomsk: TUSUR. URL: http://www.tcde.ru/docs_pub/demo/otu/otu.exe

6. Novikov D.A., Petrakov S.N. Course of the theory of active systems. Moscow: SINTEG, 1999 .-- 104 p. URL: http://www.aup.ru/books/m110/file_46.pdf

7 Tumanov M.P. Automatic control theory: Lectures. URL: http://elib.ispu.ru/library/lessons/Tihonov_2/index.htm.

8. Tumanov M.P. Control theory. Theory of linear automatic control systems: Textbook. - MGIEM. M., 2005, 82 p. URL: http://window.edu.ru/window_catalog/files/r24738/5.pdf.

11. Mikhailov V.S. Control theory. - K .: Vyscha school, 1988.

12. Zaitsev G.F. Theory of automatic control and regulation. - K .: Vyscha school, 1989.

14. Zheltikov OM Foundations of control theory. Lecture notes. - Samara, SSTU, 2008. - URL: http://www.jelomak.ru/pager.htm.

About noticed typos, errors and suggestions for additions: [email protected]

Self-control test No. 1

1. Choose one correct option answer.

Management can be defined as

1.controlling relationship

2.purposeful impact of the subject of management on the object of management

3.a system of active actions to achieve predetermined goals

4.regulated, conscious, active influence on the object in order to achieve their own goals

2. Choose one correct answer.

The tool of managerial labor is

1.organization resources

2.information

3.production technique

4. management decision

3. Choose one correct answer.

Control logic is understood as a system

1. philosophy of management, based on the mission of management and characterizing the tasks of management

2.purposeful actions carried out in a strictly defined sequence within a specified period of time

3. management principles that describe the management process in a given organization

4. management functions united by links specific to the organization

4. Choose one correct answer.

The economic efficiency of management is the ratio

1.production volumes and wages of employees

2.the cost of material, labor, financial resources and the results obtained

3. indicators of profitability and turnover

4.the cost of material and financial resources and the results obtained

5. Select all correct answers.

Goals of control theory

1.the study of the most important, typical forms of management relations, in which the interaction of managers and managed is manifested

2.construction of the most probable directions and scenarios for the development of management activities in the future

3. study and description of existing management practices, their typification and popularization

4. Improving the quality of life of the population

6. Complete.

A management decision is a _______________ that ultimately increases or decreases the efficiency of the organization.

product of managerial labor

7. Choose one correct answer.

The dynamics of the control system is determined

1.control objectives

2.control structure

3.control functions

4. management decisions

8. Choose one correct answer.

The statics of the control system is determined

1.goals of management

2. management structure

3.control functions

4. management decisions

9. Select all correct answers.

Features of the nature of social interaction in managerial relations, which presuppose, on the one hand, the authority of the whole, on the other, submission to this authority

1.collegiality

2. subordination

3. subordination

4.conformism

10. Choose one correct answer.

The fundamental difference between economic and social efficiency of management is that

1.social efficiency does not directly depend on production activities organization, and economic is its consequence

2.social efficiency is less important for the management of the organization than economic

3.social efficiency is assessed through qualitative indicators, while economic performance can also be assessed using quantitative indicators

4. external environment has a greater effect on social efficiency than economic

11. Choose one correct answer.

The structure of management theory as a science includes sections of disciplines related to management

1.sociology, political science, philosophy, psychology, cybernetics, psychology, management, economics

2.political science, social science, economics, jurisprudence, mathematics, statistics

3.management, economics, psychology, cybernetics, systems engineering, philosophy

4.philosophy, cultural studies, jurisprudence, political science, history

12. Establish a correspondence between the level and methodology of management theory:

: 1-c, 2-a, 3-b, 4-d

13. Complete.

Management theory studies this kind of relationship as ____________.

subordination

14. Choose one correct answer.

Science methodology is

1.system of principles of scientific research

2.the set of research techniques

3.the set of techniques and technologies

4.system of methods of scientific knowledge and management

15. Complete.

General theories of social management are one of the levels of knowledge in management theory. This is the __________________ level.

16. Choose one correct answer.

Applied theories of organization and management constitute one of the levels of knowledge in management theory. This is the level

4.fourth

17. Choose one correct answer.

Activity approach in control theory

1. focuses on the external forms of organizational and economic behavior of people

2.based on the application of mathematical methods to the study of operations in the organization and activities of the head

3.based on the consideration of the functions of the head as a process of interrelated actions

4.includes the identification of the goal, means, process and result of the leader's actions

18. Choose one correct answer.

Management theory methodology is

1.the body of knowledge, theories and concepts that explain various management phenomena

2.the set of technologies and control algorithms

3.A set of research methods, procedures, techniques used in the knowledge of management processes

4.A set of specific methods of collecting information

19. Choose one correct answer.

In modern management science, ... the level of knowledge is distinguished

The number of levels of knowledge that are distinguished in modern science

20. Select all correct answers.

The criteria for the division of labor in management are

1.control technology

2.control functions

3. management style

4. management hierarchy

21. Choose one correct answer.

Forecasting, planning, organizing, motivating, decision-making and control collectively represent

1. management principles

2.control functions

3.approaches to management

4.control technology

22. Select all correct answers.

Difficulties of transformation russian system public administration are associated with:

1.the rigidity of organizational management structures

2.the plurality of subjects of the Federation

3.lack of traditions of public administration

4.corruption in government

23. Select all correct answers.

The thinking of a modern leader should be

1.Focus on common sense

2.traditional

3.Focus on any innovation

4.Marketing oriented

24. Choose one correct answer.

The century in which management as a social phenomenon received theoretical justification

25. Choose one correct answer.

The subject of management is

1.social community

2.representatives of municipal authorities

3.citizen

4.Society as a whole

26. Choose one correct answer.

The formation of a system of professional knowledge and skills of a leader is called

1.competence

2.professionalism

3.professional training

4. professional adaptation

27. Choose one correct answer.

The purpose of the management is

1.Achieving economic efficiency

2.the establishment and maintenance of social order

3.Achievement of the country's geopolitical interests

4.increase in average wages

28. Choose one correct answer.

Social community of volunteers stands

1.the subject of management

2.the object of management

3.the subject of management

4.result management

29. Choose one correct answer.

Introduction

K. Marx in his work "Capital" wrote: "Any joint labor carried out on a relatively large scale needs more or less management, which establishes coherence between individual works and performs general functions arising from the movement of the entire production organism, in contrast to movements of its individual parts ... The individual violinist controls himself. The orchestra needs a conductor. "

The last decade of the twentieth century. was very tragic for Russia. The systemic crisis hit all spheres of life in Russian society. One of the main reasons for the crisis is the collapse of the system of state and production management. The loss of controllability of the economy turned into a deep decline in production, business activity and living standards of the population. The Russian science and practice faced a difficult task - to develop and consistently form a modern Russian management model, adequate to market relations and global challenges of the 21st century.

Control theory plays an important role in this. As a practically effective knowledge, included in the thoughts, behavior and activities of people, it is based on a set of scientifically evidence-based, verified and recognized by practice views on the state and patterns of functioning and development of a controlled system, an object of control.

Management theory is the basic discipline for training graduates of the specialty "State and Municipal Management", since it provides knowledge on the history of development and content of various scientific schools and management models. Management theory is the basis for studying organization theory courses, developing management decisions other disciplines.

The purpose of the discipline: to form students' complex of knowledge on the theory and methodology of social management and the ability to apply it in practice.

As a result of studying the discipline "Management Theory", a specialist should know:

History, theory and methodology of science, its basic laws, principles, all the variety of methods used;

The laws of social systems, and their impact on the social organization of society;

Control systems design methodology;

Main indicators and criteria for the effectiveness of the management of social processes;

Fundamentals of personnel policy at the enterprise;

Basic laws, principles and technologies of management.

According to the results of studying the discipline "Management Theory", the specialist should be able to:

Professionally, competently use the conceptual and categorical apparatus of control theory;

formulate your thoughts, substantiate your point of view reasonably;

Set goals and choose a set of methods for their gradual achievement;

Assess the problem situation and build a strategy of social action, find adequate innovative solutions social problems in the context of all existing regulators (economic, financial, legal, cultural, moral, psychological, etc.);

To develop and introduce innovative methods of solving social problems and to obtain the optimal social, as well as economic, commercial result based on the correct use of social resources;

To predict and model the social consequences of the decisions made, on this basis, to achieve optimal management decisions that combine both improving the quality of life of people, the development of social organizations, and solving institutional problems.

TOPIC 1. INTRODUCTION TO CONTROL THEORY

1.1. The concept and essence of management theory, its object and subject of study

1.2 Methodology of control theory

1.3 Objectives and functions of control theory

1.4 The most important elements of the management process

The concept and essence of control theory, its object and subject of study

Management as a social phenomenon has been known since ancient times and is the subject of study in a number of sciences, including management, sociology, political science, philosophy, cybernetics, psychology, economics. Therefore, management theory as an independent branch of knowledge is formed and developed as an interdisciplinary system.

In modern management science, two levels of knowledge are distinguished, the first of which is represented by general theories of social management, and the second - by applied theories of organization and management, which provide a basis for practical recommendations for rationalizing labor and improving management.

Control - there is an element and at the same time a function of organized systems of various nature (biological, social, technical, etc.), which ensures the preservation of their structure, maintenance of the mode of activity, implementation of the program and goals of activity (encyclopedia).

General patterns of managementidentified to ibernetics, the science of general principles and methods of managing complex systems in nature, technology, society.

Management Sciencecreates, systematizes and disseminates knowledge about how to carry out management activities. This is a frontier science, it combines elements of economics, sociology, psychology, cybernetics, informatics.

By definition L.A. Burganova control theoryis a science that studies management processes in socio - economic systems, principles, content, forms of management relations and the laws of their occurrence and development.Her focus is on the study of mechanisms and social technologies of effective management

According to most scholars, object of control theory are managerial relations that develop between organizations, institutions and individuals in the process of managerial activities and establish a certain structure of subordination between them.

As subject of management theory the following directions of scientific research:

· The essence of management relations as a system of interaction between people about the organization of their life together;

· The mechanism of management of various socio - economic systems and their regulation;

· Mechanism of self-organization and self-regulation;

· Technologies and methods of management process;

· Structural elements of the control system;

· Principles, methods of management, etc.

The main concepts and categories used in management theory are: management, system, subject, object, purpose and principles of management, management relations, methods, functions and management process.

The task

1. Why do you think management is needed?

2. Give a description of your enterprise or municipality based on a systematic approach. Define the resources, processes, actors, and interactions of the system with the environment. Make a diagram.

3. Fundamentals of management theory: textbook / Ed. V.N. Parakhina, L.I. Ushvitsky. - M.: Finance and statistics, 2003. - 560s.

4. Burganova Larisa Agdasovna Theory of management: Textbook / Burganova Larisa Agdasovna. - M.: Infra-M, 2005 .-- 139p. - (Higher education).

5. Goncharova N.Ye. Management theory: Lecture notes / N.E. Goncharova. - M.: Prior-ed, 2006 .-- 224s.

6. Citizens V.D. Management theory: Textbook / V. D. Citizens. - M.: Gardariki, 2006 .-- 416p.

7. Kostin Valentin Alekseevich. Management theory: Textbook / Kostin Valentin Alekseevich. - M.: Gardariki, 2004 .-- 224p.

8. Management theory: Textbook. allowance / GA Leonov. - SPb. : St. Petersburg. University, 2006 .-- 233p.

9. Management theory: Textbook. Ed. 2nd / under total. ed. A.L. Gaponenko, A.P. Pankrukhina. - M .: RAGS, 2005 .- 558 p.

10. Mukhin Vladimir Ivanovich. Fundamentals of control theory: Textbook / Mukhin Vladimir Ivanovich. - M.: Examination, 2003 .-- 256s.

11. Knorring VI Theory, practice and art of management. A textbook for universities in the specialty "Management". - M .: NORMA-INFRA-M, 1999. -528 p.

Scientific management theory

The founder of the theory, Frederick Taylor (American engineer) and his associates proceeded from the postulate that there is a "single best" way of doing work and the task is to use scientific methods open this path. The process of finding the “single best” path became known as “ scientific method management "or just scientific management.

Administrative theory

Advocates of scientific management concentrated their attention mainly on production management and were engaged in improving efficiency at all levels below management, the administrative school emphasized the development of methods and forms for improving the management system of the organization as a whole, and created universal principles of management.

Thus, the French researcher Henri Fayol, the general manager of a large metallurgical company "Comambo", created a "theory of administration", the main provisions of which were reflected in the book "General and Industrial Management" published in 1916. It viewed the art of management as choosing the appropriate principles for a given situation, and it was assumed that following these principles would undoubtedly lead the organization to success.

I. Structural principles

1. Division of labor. The more people specialize, the better they perform. The division of labor increases productivity by simplifying the tasks that each worker faces.

2. Authority and responsibility. There must be a connection between the responsibility of the leader and the powers that he is vested with. The ideal option is in the equality of these two factors. The leader must be empowered - the right to issue orders and the power to demand their execution. Responsibility is the sanctions (awards or punishments) that accompany its action. Where there is authority, responsibility also arises.

3. Unity of purpose and leadership. Each group working towards one goal should be united by one plan and have one leader. In accordance with this principle, work should be grouped by specialty: engineers should be grouped with engineers, salespeople with salespeople, accountants with accountants.

4. The ratio of centralization and decentralization. For each situation, there is an optimal balance between centralization and decentralization, an increase or decrease in the amount of power of the head, and this balance cannot be determined without taking into account the abilities of the head who is appointed to coordinate the activities of departments (departments). Fayolle defined centralization as diminishing the role of subordinates. Decentralization, on the contrary, provides for an increase in this role. The degree of centralization and decentralization depends on the characteristics of the organization in which the manager works.

5. Scalar chain. A single hierarchical chain of command from top to bottom from the top manager of the organization to the lowest level manager. On the hierarchical ladder, managers make up a price scale, as it were. Every manager, from the lowest-level executive to the head of the organization, has clearly defined powers of authority. The highest power is concentrated in the hands of the head of the organization, and the lowest level leader is endowed with the least powers. The existence of such a scale requires that lower-level managers promptly inform higher-level managers about their actions.

II. Process principles

6. One-man management. Each individual in the management hierarchy has both a boss and subordinates. An employee reports to only one boss and receives orders only from him. Duplication of powers and responsibilities should not be allowed. Each employee should be well aware of their place in the organization.

7. Discipline. The essence of discipline is the strict observance of organizational rules and regulations. It presupposes obedience and respect for the agreement reached between the organization and the employees. Discipline requires effective leadership at all levels.

8. Fairness. Fairness is a combination of the dedication of the staff and the fair treatment of the administration. This is the main motivation factor employees to carry out their tasks “with dedication and loyalty”. All employees should be treated as equals and with respect. This respect inspires the worker to be diligent and loyal. Therefore, all problems must be assessed with respect and sympathy for the worker.

9. Staff remuneration. In order to ensure the loyalty and support of workers, it is necessary that they receive fair wages for their work. Payment must be fair and satisfy both staff and organization.

10. Subordination of personal interests to general interests. The interests of one employee or group of employees should not be placed above the interests of the organization. Decisions should be made only in terms of fulfilling the goals of the organization, not the individual.

11. Corporate spirit. Unity is the strength that results from the harmony of the staff.

Bureaucratic theory

Changes in manufacturing processes have led to the need to create new organizations. German sociologist Max Weber and his followers recognized that building large organizations requires structural change. In the new environment, the traditional enterprise management model did not work. The business that the owner runs necessarily reflects his personality. Individuals in which the entrepreneurial element prevails sometimes make decisions under the influence of unreasonable goals, inability to give clear orders to subordinates, uneven delegation of authority, and also not to those who should be. It is possible that positions in the management hierarchy have been given to acquaintances or family members who are not qualified to effectively carry out their duties.

School of Behavioral Sciences

The doctrine of "human relations" substantiates the need for an informal approach to the study of organization management, focuses on "group relations", which are the most important condition scientific organization labor. In the continuation of the development of the provisions of this school, others arise. One of them is the School of Behavioral Sciences.

Research of this school, first of all, concerned methods of establishing interpersonal relationships. The founders of the school, in particular Douglas McGregor and Frederick Herzberg, sought to help the employee in the awareness of their own capabilities. The main goal of the School of Behavioral Sciences was to increase the efficiency of the organization by increasing the efficiency of its human resources, i.e. to achieve effective management of an organization, which is a group of people, you need to learn how to effectively manage their behavior.

D. McGregor developed two theoretical concepts of management, denoting them with the symbols X and Y.

The prerequisites of Theory X, according to which a person acts as a factor of production, devoid of any individuality, are, in the author's opinion, as follows:

1. An ordinary person does not like to work and tries to avoid work - as much as it seems possible to him.

2. Management needs to resort to threats or punishment in order to force the majority of employees to perform their duties

3. The ordinary worker is usually passive and prefers to be controlled; he is not inclined to take risks and take responsibility upon himself; not ambitious and above all he puts personal safety.

Applied to theory X McGregor formulates the following principles:

1. Rigid and direct control organization.

2. Centralization of official legal authority.

3. Minimal participation of employees in the decision-making process. This approach to management is most accurately characterized by the following statement by Henry Ford: "Only two incentives make people work: the thirst for wages and the fear of losing it."

The prerequisites for theory Y are fundamentally different:

1. Work is as natural for a person as play and rest.

2. Self-motivation (ie intrinsic motivation) and the corresponding job satisfaction will take place when the employee shares (as it were, internalizes, “appropriates”) the organization's goals and takes an active part in achieving them. In this case, there is no need to consider coercion as the only form of influence to motivate the employee.

3. One of critical factors motivation becomes participation in common activities, making commitments.

4. In the presence of appropriate environmental conditions and performed activities, a person, as a rule, is not afraid to take responsibility upon himself and even looks for it.

5. The ability to be creative and innovative in solving organizational problems is inherent not in a narrow circle of people, but in a large number of employees

Taking into account the stated prerequisites McGregor treats principles of theory Y:

1. Free and more general leadership of the organization.

2. Decentralization of official authority.

3. Less reliance on coercion and control; greater emphasis on individual activity and self-control.

4. Democratic leadership style.

5. More active participation of ordinary workers in the decision-making process.

In fact, McGregor identified the nature of the emergence of two styles of leadership: autocratic and democratic, which can take place in the management structure of an organization.

An autocrat centralizes authority and makes decisions unanimously, exerting psychological influence on subordinates, often resorting to threats. In contrast to an autocrat, a democrat leader does not impose his will on his subordinates. He uses the performers' aspirations for self-expression, high goals and other human qualities.

The task of modern management is to create such conditions under which the potential of the personnel will be used in the best possible way. The traditional theory X, or as it is called, the "carrot and stick" method in civilized countries ceases to work even in relation to manual workers. Therefore, all prosperous corporations in the United States adhere to the Y approach, according to which the main responsibility of an effective manager is to achieve employee motivation and efficiency in their work.

Douglas McGregor created his theory in relation to American companies, and japanese William Ouchibased on his theory, he developed his approach to personnel management and called it theory Z. Based on the analysis of Japanese management experience, U. Ouchi deduced a formula for the success of the organization's functioning: long-term recruitment of personnel, group decision-making, individual responsibility, personnel assessment and their moderate promotion , formalization of control methods, non-specialized career, personnel rotation, life-long job security, comprehensive care for employees (care for the quality of life).

The School of Human Relations and the School of Behavioral Sciences had a tremendous impact on the development of management thought, focusing on the importance of the human factor in achieving the effective operation of organizations, and showed that wages are not the only incentive for an employee to work highly productively.

School of Social Systems

Along with this, attempts were made to synthesize the technical-organizational and socio-psychological aspects of the labor process. On this basis, the school of "social systems" arose. One of its most prominent representatives is Herbert Simon... The school views the organization as a complex system with a number of its constituent subsystems: the individual, the formal structure, the informal, the physical environment.

Representatives of the school substantiate the need to highlight the elements of the system, study them and interact with each other. The main goal is to create a universal and normative theory of organizational management.

In this regard, the theory of administrative behavior was proposed, according to which organizations can simplify the process of making a decision about any problem by limiting the goals towards which their activities are directed. Goals are defined on the basis of decision value assumptions, which are assumptions about which goals are most preferred by the organization. The more precisely the value prerequisites are indicated, the more rational the decisions made. Thus, clearly defined goals allow a clear distinction between acceptable and unacceptable solutions.

Simon proposed to establish a hierarchy of goals in which each level can be considered an end goal in relation to the lower level and a means to an end in relation to the upper levels, i.e. a set of "means-goals" is formed, which determines the sequence of decision-making and actions within the organization. The theory emphasizes the importance of rules and regulations in maintaining rational behavior within an organization. Within the framework of a systems approach, representatives of the school consider the production organization as a system immersed in a more general organizational environment, the balance with which is of decisive importance for the survival of this organization.

The 7-S theory(T. Peters, R. Waterman, R. Pascal, E. Athos) says that an effective organization is formed on the basis of 7 interrelated components, changing each of which requires a corresponding change in the remaining six. These are the components (fig. 1.1.):

Strategy of the organization (strategy) - plans and directions of actions that determine the allocation of resources, indicate the implementation of certain processes in time to solve the tasks and achieve the goals of the organization.

The structure of the organization (structure) - the internal structure of the organization, reflecting the hierarchical relationship of units and the distribution of power and responsibility between them

Organization processes (sistems) - procedures and daily processes in the organization;

States of the organization (states) - the composition of employees working in a division of the organization and differing among themselves in age, sex, education, skills, etc .;

Style of leadership (style) - a way of managing an organization by its leader, leader. The definition of style also includes the concept of organizational culture, image;

Personnel qualification (sum of expertise) - the sum of skills, capabilities, skills of employees working in the organization's divisions;

Joint values \u200b\u200b(significance) - the mission, meaning and content of the main activities of the organization.

According to the theory “ 7-S ",only those organizations in which a system consisting of seven components is in harmony can function and develop effectively, and, accordingly, the task of the management of such an organization is to harmonize these seven components.

Shared Values

Figure: 1.1. System "7S"

The task

Give comparative characteristics two scientific theories management (of your choice), identifying their advantages, disadvantages and possibilities of application in modern conditions.

1. Fundamentals of control theory: Textbook / Ed. V.N. Parakhina, L.I. Ushvitsky. - M.: Finance and statistics, 2003. - 560s. :

2. Burganova Larisa Agdasovna Theory of management: Textbook / Burganova Larisa Agdasovna. - M.: Infra-M, 2005 .-- 139p. - (Higher education).

3. Goncharova N.Ye. Management theory: Lecture notes / N.E. Goncharova. - M.: Prior-ed, 2006 .-- 224s. - ISBN 5-9512-0627-8: 80-00. / 1 copy / 1-K.kh.

4. Lavrov Alexander Yurievich. Fundamentals of Management: Textbook / Lavrov Alexander Yurievich, Rybakova Olga Innokentievna. - Chita: ChitSTU, 2003 .-- 368p. Leonov G.A.

5. Management theory: Textbook. Ed. 2nd / under total. ed. A.L. Gaponenko, A.P. Pankrukhina. - M .: RAGS, 2005 .- 558 p.

6. Knorring VI Theory, practice and art of management. A textbook for universities in the specialty "Management". - M .: NORMA-INFRA-M, 1999. -528 p.

7. Lavrov A.Yu. Organization theory: a tutorial. - Chita: Search, 2002. - 232 p.

8. Mescon M. and others. Fundamentals of management: Per. from English. - M .: Delo, 1999 .-- 800s.

9. Semenova I.I. Management history: Textbook. manual for universities. - M .: UNITI-DANA, 1999 .-- 222 p.

10. Taylor, F.W. Principles of scientific management / F.U. Taylor. - M .: Controlling, 1991.

11. Ford, G. My life, my achievements: trans. from English. / G. Ford. - M .: Finance and Statistics, 1990 .-- 473 p.

12. Vikhansky, O.S. Management: textbook / O.S. Vikhansiky, A.I. Naumov. - M .: Gardariki, 2000 .-- 528 p.

13. Kravchenko A.I. History of management.- Moscow: Academic project, 2000.- 352 p.

14. Fayol A., Emerson T., Taylor F., Ford G. Management is science and art.- Moscow: Republic, 1992.

Control functions

Functions are integral parts of any management process, regardless of the characteristics of a particular organization.

Management functions are the work that must be performed by a leader of any level and rank, whether it be the president of the country or the foreman of a section. Therefore, they are called common and they include

1.planning

The organization

Control

Motivation

5. coordination.

There are other approaches to the classification of management functions, for example, they single out general, specific and special management functions, or add to the five main ones such as analysis, forecasting, goal setting other.

The relationship between them can be represented by a pie chart showing the content of any management process (Fig. 9).

3. Motivation

2.Organization

The arrows in the diagram show that movement from the planning stage to control is possible only by performing work related to organizing the process and motivating workers.

At the center of the diagram is the coordination function, ensuring that everyone else is aligned and interoperable.

Let's consider the content of each function.

Planning - This is a type of management activity associated with the preparation of plans for the organization and its components. Plans contain a list of what needs to be done, determine the sequence, resources and time of work needed to achieve the goals. Accordingly, planning includes:

Setting goals and objectives;

Development of strategies, programs and plans to achieve goals;

Definition necessary resources and their distribution by goals and objectives;

Communicating plans to everyone who must carry them out and who is responsible for their implementation.

Planning is the backbone of any organization. Without it, it is impossible to ensure consistency in the work of departments, to control processes, to determine the needs for resources, and to stimulate labor activity.

The organic part of planning is the preparation of long-term and medium-term forecasts showing possible directions for the future development of an organization, considered in close interaction with its environment. Forecasts for the future form the basis of strategic plans, which reflect the critical connections for any organization between goals, resources and environmental capabilities. In turn, strategic plans form the basis of current plans, with the help of which the work of the enterprise is organized.

Organization – the second function in management, the task of which is to form the structure of the organization, as well as to provide everything necessary for its normal operation - personnel, materials, equipment, buildings, in cash etc.

To organize means to divide into parts and delegate the implementation of a common management task by distributing powers, as well as establishing relationships between different types of work.

Motivation– is an activity with the aim of activating the people working in the organization and encouraging them to work effectively to achieve the goals set in the planx.

Motivational actions include economic and moral stimulation, enrichment of the very content of work and the creation of conditions for the manifestation of the creative potential of workers and their self-development. In carrying out this function, managers must constantly influence the factors of the productive work of the labor collective. These primarily include the variety of maintenance work, growth and expansion professional qualifications working people, satisfaction from the results obtained, increased responsibility, the possibility of showing initiative, etc.

Control is a management activity whose task is to quantitatively and qualitatively assess and record the results of the organization's work... There are two main directions in it:

· Control over the implementation of works outlined by the plan;

· Measures to correct all significant deviations from the plan.

In the general management process, control acts as an element of feedback, since according to its data, previously adopted decisions, plans, and even norms and standards are corrected. Control should be strategic, results-oriented, timely and simple enough. Control can be classified by the following characteristics.

depending on the subject of controlallocate self-control; control performed by a manager, supervisor, technical control department (QCD); inspection control; state and international control;

by the degree of coverage of the object by control:solid and selective;

by the frequency of control operations:continuous and periodic;

by control time:preliminary, current, final.

Coordination Is a function of the management process that ensures its smoothness and continuity. The main task of coordination is to achieve consistency in the work of all parts of the organization by establishing rational connections (communications) between them. Coordination ensures the integrity and sustainability of the organization. The higher the degree of division of labor and the closer the relationship between departments, the greater the need for coordination.

By its nature, coordination activities are:

Ø preventive, ie aimed at anticipating problems and difficulties;

Ø eliminating, i.e. designed to eliminate interruptions in the system;

Ø regulating, i.e. aimed at maintaining the existing scheme of work;

Ø stimulating, i.e. aimed at improving the performance of a system or an existing organization, even in the absence of specific problems.

To perform the coordination function, all kinds of documentary sources (reports, reports, analytical notes), the results of the discussion of problems at meetings and meetings can be used. Here, an important role is played by technical means communication and constant information exchange between the manager and the subordinate.

Informal communication is essential to ensure horizontal coordination of work. It is built on mutual understanding, common attitudes and psychological stereotypes that dictate the need for joint coordinated work and interaction.

The coordination function is closely related to the communication and delegation of authority in the organization.

Management principles

Under management principles you should understand the rules, basic provisions and norms of behavior that govern the governing bodies in the social conditions prevailing in society.

They define the requirements for the system, structure, process and mechanism of social management.

The basic principles of social management include:

v one-man management in decision-making and collegiality when discussing them (i.e. we consulted and I decided).

v scientific character of social management, i.e. rational combination of management theory and practice;

v forecasting social management;

v motivation (stimulation) of labor;

v responsibility for the results of social management;

v rational selection, training, placement and use of personnel;

v economy and efficiency of management;

v legal protection, requires the manager to know the current legislation and make decisions only taking into account it

v the required variety (the control system must have no less complexity and variety than the controlled system); in other words, the more complex the object of control, the more complex the body that controls it must be.

v obligatory feedback (obtaining information about the results of the impact of the control system on the controlled system)

v delegation of authority; A. Allen stated: "The most important ability that a leader should have is the ability to obtain results through others ... To the extent he skillfully transfers power, to the extent he skillfully leads."

v the principle of advanced training requires mandatory timely advanced training of all employees. Matsushita firm first produces qualified people, and then products - the main principle of the company

v humanism and morality in management;

v publicity in decision making.

v The principle of optimization of management is associated with the establishment of a certain level of centralization and decentralization in the organization. A. Fayolle said: “The question of centralization and decentralization is a simple question of measure. It is necessary to find the degree most favorable for the enterprise. " Optimization of management improves the efficiency of the organization

v The principle of conformity was laid down about a hundred years ago by the American engineer F.W. Taylor, the founder of the scientific organization of labor and management, "the father of scientific management." The work performed must correspond to the intellectual and physical capabilities of the performer - this is the basis of the principle of compliance.

v Principle of "Mechnikov's fitter" (the principle of resource and documentary provision of management decisions) "In the beginning money, and then chairs" Ilf, Petrov "12 chairs"

v The principle of the first manager states: when organizing the execution of an important production task, control over the progress of work should be left to the first manager of the enterprise, since only the first person has the right and the ability to solve or entrust the solution of any issue that arises during the implementation of this activity.

In general, management principles should:

be based on the laws of the development of society, on the laws of management;

fit

Salvador Dali Eyes of Time

A golden bridle will not make a nag a trotter.

Lucius Anney Seneca. Roman writer, Stoic philosopher.I century AD

Hence it follows that no most perfect control system is capable of miracles. Buy a trotter, nag medicine will cost more.

Vladislav Mikshevich. Uralgeophysicist, XX century.

Introduction.

1. Preface to control theory. Processes and signals. Types of signals. Cybernetic block. Cybernetic system.

Introduction

Control theory is a science that develops and studies methods and means of control systems and the patterns of processes occurring in them. The subject of management theory is not only the processes of material production, but also the spheres of human activity: organizational and administrative management, design and construction, information services, health care, scientific research, education, and many others. Control theory as a scientific direction was formed in the 20th century on the basis of the theory of automatic control, which began to develop intensively in the 19th century due to the need for regulators that support a stable operating mode of the introduced steam engines in industry and transport.

Modern control theory occupies one of the leading places in technical sciences and at the same time belongs to one of the branches of applied mathematics, closely related to computing technology. Control theory based on mathematical models makes it possible to study dynamic processes in automatic systems, to establish the structure and parameters of the components of the system to give the real control process the desired properties and specified quality. It is the foundation for special disciplines that solve the problems of automation of control and monitoring of technological processes, the design of tracking systems and regulators, automatic monitoring of production and the environment, the creation of machines and robotic systems.

The main tasks of control theory are analysis tasks dynamic properties of automatic systems at the model or physical level, and synthesis tasks the control algorithm, the functional structure of the automatic system that implements this algorithm, its parameters and characteristics that meet the quality and accuracy requirements, as well as the tasks of automatic design of control systems, creation and testing of automatic systems.

The subject of this short course is the basics of the theory of management of material objects and technological processes, the principles of organization, functioning and design of technical and information management systems in material production. In modern conditions, the management of various technological and technical processes is carried out, as a rule, using computers, which are called control computers. The design of control systems with computers in their circuit is of a specific nature and is impossible without knowledge of the principles and methods of control theory.

Methods and tools of control systems in the field of human activity are given only at the level of concepts for general orientation.

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