The term "manager" comes from the English "manage", which means: "manage, manage, stand at the head, cope."

Thus, a manager is a manager who has professional knowledge in organizing and managing production. Based on this definition, any leader, director, manager, administrator can be called a manager.

Let's take a closer look at the basic requirements for an administrator-manager and his functions.

As the characters in the play have their roles that make them behave in a certain way, so administrators-managers occupy certain positions as heads of structural divisions of the company, which determines their official behavior.

The main function of administrators-managers is management, including the process of planning, organizing, motivating and controlling. Depending on the size and number of control objects, there are levels of control, and, consequently, managers.

It is generally accepted to single out low-level managers (in world practice - operational managers), middle managers and managers top management.

Line managers are junior bosses directly above the workers and other workers (not managers). These include masters, heads of departments in stores, heads of departments, sales managers who have subordinates sales representatives(agents), etc. In general, most of the leaders are lower-level managers. Most people start their managerial career in this capacity. Junior managers can have any level of education.

Middle managers are superiors to lower managers. Depending on the size of the organization, there may be several levels of such managers. Middle managers are the head of the shop, the director of the branch, the dean of the faculty, the head of the sales department, etc. Most often, such managers have diplomas from higher educational institutions.

Top managers are the smallest group of managers. Even in the most large organizations there are only a few of them. Typical positions here would be CEO plant, store director, rector of the university, chairman of the board of directors. This level of management requires higher education, sometimes more than one.

It is obvious that the value wages depends on the level of management and can range from several thousand hryvnia to hundreds of thousands.

The English word "management", used in Russian without translation, comes from the Latin word "manus" - "hand". The word was originally used in the field of animal control and denoted the art of animal control. It was later extended to the area human activity and began to be used to refer to the processes of managing people and organizations. The modern understanding of this term, which is given in the Oxford Dictionary, defines management as:

1) type of activity, the process of managing people in various organizations,

2) the field of human knowledge, special art, management skill,

The term "manager" is quite widespread and is used in relation to:

the organizer of specific types of work within individual departments or program-target groups;

The head of the enterprise as a whole or its divisions (departments, divisions, departments); leader in relation to subordinates;

· administrator of any level of management, organizing the work, guided by modern methods.

High demands are placed on a manager of any level.

Essential Functions administrator-manager. Nevertheless, the most important requirement for a manager of any level is the ability to manage people. What does it mean to manage people? To be a good administrator-manager you need to be a psychologist. Being a psychologist means knowing, understanding people and reciprocating them. Body language and body language will help a lot with this. Having studied this language, the administrator-manager will be able to better understand people, their actions, than they are justified, will be able to achieve mutual agreement, people's trust, and this is the most important thing. This contributes to the conclusion of profitable deals and much more.

In addition, a good administrator-manager must be an organizer, and a friend, and a teacher, and an expert in setting goals, and a leader, and a person who knows how to listen to others ... and all this is just for starters. He must know perfectly his direct subordinates, their abilities and the ability to perform the specific work assigned to them. The administrator-manager must know the conditions that bind the enterprise and employees, protect the interests of both on a fair basis, eliminate the incapable in order to maintain the unity and correct functioning of the company.

Leadership skills manager. The administrator-manager must be a leader worthy of emulation. This needs to be stopped and discussed in more detail. the main task administrator-manager - to do business with the help of other people, to achieve teamwork. It means cooperation, not intimidation. A good administrator-manager is always concerned about the interests of the entire company. He seeks to balance the interest of the group, the interests of the "boss" and other employees, the need to get the job done with the need to find time for learning, the interests of production with the human needs of subordinates.

How to become a leader. Leadership cannot be defined by any formula. This is art, skill, skill, talent. Some people have it naturally. Others are learning it. And the third never comprehend it.

In the end, everyone finds their own style. One is dynamic, charming, able to inspire others. The other is calm, restrained in speech and behavior. However, both of them can act with equal efficiency - inspire confidence in themselves and ensure that the work is done quickly and efficiently. But several character traits, yet inherent in the leaders of various styles. The leader is devoted to his company, he does not belittle his company in the eyes of employees and does not humiliate his employees in the eyes of the company's management.

The leader must be an optimist. An optimist is always willing to listen to others and their ideas, because he is always waiting for good news. The pessimist listens as little as possible because he expects bad news. An optimist thinks that people are mostly ready to help, have a creative beginning, strive for creation. The pessimist believes that they are lazy, obstinate and of little use. Interestingly, both approaches are usually correct.

A leader loves people. If the job of a manager-manager is to manage people, how can he do it well if he doesn't love people. The best leaders care about their employees. They are interested in what others are doing. A good leader is available and doesn't hide behind the office door. The best leaders are human, they are aware of their own weaknesses, which makes them more tolerant of the weaknesses of others.

The leader must be courageous. He will always try to find new way complete a task just because that way is better. But he never makes it unreasonable. If he allows someone to do an experiment and it ends in failure, then he will not place the blame on him and will not lose faith in him.

The leader is open minded. He will never say: "This is not mine

case". If you expect your group of employees to jump into action when any unusual situations arise, you need to demonstrate to them that you yourself are ready to take on a new business when asked to do so. The leader shows great interest in all aspects of the firm.

The leader must be decisive. The leader is always ready to make decisions. When there is all the necessary information, the right decision always lies on the surface. It is more difficult when not all the initial data are known, but the decision still needs to be made. It takes real courage to make a decision and be aware that it may be wrong.

The leader is tactful and considerate. The basic principle is to criticize the work, not the person doing it. One wise man said that every criticism should be packed like a sandwich - between two chunks of praise.

Justice is also important feature leader. For example, if an employee gets a bonus and they did nothing to deserve it, you will probably have a dozen dissatisfied. When a subordinate makes a mistake, he needs to point it out, he needs to admit it, and then he needs to forget about it.

The leader is always honest. Being honest with management is

tell senior managers what they may not always like to hear. To be honest with subordinates is to say when they are right and when they are wrong. Being honest is the ability to admit your mistakes. It is not always easy to tell the truth without hurting the feelings of others or appearing tactless, but honesty in the interest of the common good - the firm and its employees - should always come first.

The leader is ambitious. He rejoices not only for himself, but also for achievements

employees and shares their success. He thus inspires others with his enthusiasm and energy, and all succeed in their service.

The leader is consistent and humble. He does not need the flattery of others, besides, he does not need to hide his mistakes.

The leader must be a mentor. He helps his subordinates to develop self-confidence, love for people, ambition, enthusiasm, honesty, poise and determination.

The leader is confident. Self-confidence without arrogance, faith in one's own

strength without arrogance - that's distinctive features strong leader. No company can exist without manager administrators - after all, as soon as a company appears, the need to manage it immediately appears. This is what modern administrators-managers do. Therefore, we can say that today the administrator-manager is one of the main and most sought-after professions.

So, management is first and foremost management. And management, according to Peter Drucker, is a special kind of activity that turns an unorganized crowd into an effective, purposeful and productive group. Therefore, management can be defined as a set of methods, principles, means and forms of managing an organization in order to increase the efficiency of its work. And the administrator-manager - as an employee of the company, who has assumed responsibility for the high-quality execution of the production processes entrusted to him and, for this purpose, manages the employees subordinate to him who are directly involved in these processes.

A manager is a leader and he always has subordinates;

The manager can be an entrepreneur, that is, to lead own business, maybe employee;

The manager can manage the commercial or non-profit organization;

· Managers lead state, public and religious organizations, and the list goes on.

Basic requirements for an administrator-manager. In the modern sense, an administrator-manager is a leader or manager who holds a permanent position and is empowered to make decisions on specific types of company activities in market conditions. The decisions taken by the administrator-manager in the conditions of the inherent risk and uncertainty of the situation must be justified and developed on the basis of latest methods control optimization: multivariate calculations using computer technology.

According to A. Fayol, the leader must eliminate or propose the elimination of any functionary who, for any reason, has become unable to perform the tasks assigned to him. This demand of duty is always difficult, often painful. This duty calls to the highest moral qualities of the chief and, in particular, to the well-known civil courage, which is sometimes more difficult to show than military courage.

Market economy creates a need for managers who are creative, well-informed, able to make the best use of resources and ensure the efficiency of the firm.

The management individual worker(junior manager or specialist) includes the following minimum set of actions and procedures to be performed by an administrator-manager:

¨ Transfer of rights and resources: subordinate managers are transferred the right to manage employees and the right to dispose of resources, subordinate specialists - only the right to dispose of resources.

¨ Analysis of the results and formation of an assessment of the effectiveness of the activities of subordinates.

¨ Preparation and implementation of corrective management actions.

Experts note that in functional terms, all the actions of a manager can conditionally be divided into three groups. We can assume that the performance of functions assigned to one of the three groups corresponds to one of the three roles of the leader.

In this system, the main place is occupied by the "Administrator", who produces necessary actions management of employees subordinate to him and the formation of the necessary microenvironment. The "technologist" provides technological support for the manager's actions and the preparation of decisions, while the "specialist" is engaged in related activities of a non-managerial nature.

In some cases, the specific actions of a manager cannot be unambiguously attributed to one or another role. The conventionality of the role approach is manifested in situations where the manager has to solve tasks that are simultaneously the responsibility of different roles. For example, decision making is an action in which both "Administrator" and "Technologist" participate. However, the distribution of the manager's functions in the form of a system of three roles makes it possible, in the ideal case, to provide all the functional needs of the manager.

The administrator-manager's resources are a set of tools that he has at his disposal and that can be used by him in the course of management activities. The administrator-manager resource system is formed from several sources and includes: administrative, professional resources and psychological resources of the individual.

The source of administrative resources is the managerial hierarchy. The personal administrative resources of the administrator-manager include the right corresponding to his position to manage subordinates and manage resources. The acquisition of this resource occurs at the moment when the manager "enters the hierarchy", this process can be called the manager's hierarchization.

The professional resources of an administrator-manager include accumulated experience in practical management activities and special knowledge.

The structure of professional resources should be focused on providing role requests. One of the sources of these resources is the personality itself, which independently initiates the processes of obtaining knowledge, and the hierarchy as a source of managerial experience and knowledge.

The psychological resources of an administrator-manager include style business conduct and way of thinking. The source of this resource is the personality itself, given by the structure of the basic components, including abilities, temperament, character, volitional qualities, emotions and motivation.

The balance of the resource system is one of the conditions for the good work of an administrator-manager: the manager's professional and psychological resources must correspond to the administrative resources that will be provided to him as a result of hierarchization.

In conclusion, I would like to note that only the skills of top managers, that is, top managers, can be considered universal, since only they are applicable in different companies, regardless of industry affiliation And organizational form. The lower the manager's rank, the more specialized his knowledge and skills are in relation to this particular branch of activity.

Thus, having characterized the main requirements for the administrator-manager, we draw the following conclusions:

Management is first and foremost management. Management can be defined as a set of methods, principles, means and forms of managing an organization in order to increase the efficiency of its work. And the administrator-manager - as an employee of the company, who has assumed responsibility for the high-quality execution of the production processes entrusted to him and, for this purpose, manages the employees subordinate to him who are directly involved in these processes.

Each structural unit of the company is headed by a manager whose main activity includes managing internal processes in the department and their coordination with all external processes. By analogy with the grouping of structural units, some managers are subordinate to other managers, thus forming a hierarchy of managers (managerial hierarchy).

It should also be taken into account that a high level of qualification and a large amount of responsibility of an employee does not mean that he is an administrator-manager. If he independently and single-handedly performs work related to management, then this does not give grounds to consider him a manager. The need for management appears only when the volume of work and its complexity require the involvement of additional workers specializing in specific issues, and there is a need to manage their activities.

The ultimate goal of any manager is to achieve the required result (quality) of all production processes that are performed in the structural unit. Management of people - employees of the company is not the goal of his activity, and is only a way and means that allow the manager to achieve the desired results.

According to experts, this profession has a number of features:

¨ A manager is a leader and he always has subordinates;

¨ A manager can be an entrepreneur, that is, manage his own business, or he can be an employee;

¨ A manager can lead a commercial or non-profit organization;

¨ Managers lead state, public and religious organizations, and the list goes on.

At the same time, a manager can lead an enterprise and an organization (top managers), or can lead only a part of it (middle, lower managers).

The main requirements for an administrator-manager are:

♦ availability of general knowledge in the field of enterprise management;

♦ competence in questions of the company's production technology;

♦ possession of skills not only in administration, but also in entrepreneurship, the ability to control the situation in the markets, take the initiative and actively redistribute the company's resources in the most profitable areas applications;

♦ making informed and competent decisions;

♦ availability of practical experience and knowledge in the field of analysis of the economic situation in the markets;

♦ the ability to analyze the activities of competing firms;

♦ the ability to anticipate trends in the development of economic conditions, features of demand, measures state regulation economies in their own country and in other countries, the markets of which the company seeks to strengthen or maintain its position;

¨ the ability to coordinate decisions with lower-level employees and the distribution of everyone's participation in their implementation;

¨ perfect knowledge of their direct subordinates, their characteristics and capabilities to perform the specific work assigned to them;

¨ knowledge of the conditions binding the enterprise and employees) and protection of the interests of both parties on a fair basis;

¨ elimination of the incapable in order to maintain the unity and correct functioning of the company.

Among the main functions of the administrator-manager are:

¨ Planning - defining the goals of the organization and actions to achieve them;

¨ Organization - structuring the work of employees, increasing the efficiency of work;

¨ Management is the process of bringing decisions from the manager to his employees;

¨ Coordination - coordination and establishment of relationships to achieve the goals;

¨ Motivation - the creation of conditions that encourage employees to effectively perform work in accordance with their duties;

¨ Control - ensuring the achievement of goals by monitoring the process of work, the timing of its implementation and timely correction of errors.

CONCLUSIONS AND CONCLUSION

Personnel management is a type of activity for managing people, aimed at achieving the goals of the company, enterprise by using the labor, experience, talent of these people, taking into account their job satisfaction.

Personnel management is a complex and multifaceted process that is carried out by both the head of the enterprise and special personnel services. For effective management it is necessary to use all the forces of the enterprise, as well as constantly improve the personnel management system in order to adapt it to constantly changing conditions.

The enterprise is a social and economic system in which a person plays a major role and contributes to the effective development of organizations through activity and creativity. Based on this, personnel management is the primary task and function of the enterprise management, as well as the heads of departments that manage employees. In turn, managers are responsible for the work of staff.

Control by human resourses is the design of formal organizational systems that ensure the effective use of human knowledge, skills and talents to achieve organizational goals. Human resources are the totality of knowledge, experience, skills, abilities, contacts and wisdom of people working in an organization.

Human resource management performs two roles in an organization: strategic and operational.

In general, modern models of personnel management can be divided into technocratic, economic, modern.

Experts and researchers from developed countries distinguish the following models of personnel management:

Goal management;

Management through motivation;

Framework Management;

Management based on delegation;

participatory management;

Entrepreneurial management.

The main functions of personnel management are: selection, hiring and formation of the organization's personnel for the best achievement of production goals; personel assessment; development organizational structure and the moral climate of the enterprise, contributing to the manifestation of the creative activity of each employee; the best use of the potential of employees and their remuneration; provision of guarantees social responsibility organizations to each employee; analysis of the existing human resources potential and planning of its development taking into account the future; staff motivation; evaluation and training of personnel; promoting the adaptation of employees to innovations; creation of socially comfortable conditions in the team; solution of particular issues of psychological compatibility of employees, etc.

The functions of personnel management are very closely interconnected and together form a certain system of work with personnel, where the changes that occur in the composition of each of the functions cause the need to adjust all other related functions. functional tasks and responsibilities.

The main component of any socio-economic system are people. In organizations, employees are the main capital investment in terms of the cost of hiring and training them. Maintaining staff activities is also costly. At the same time, labor productivity depends on the staff to the greatest extent. In numerous studies of foreign and domestic companies, one of the key factors of competitiveness is the focus on "increasing productivity through caring for people."

It forms the basis for the formation of a people management system when considering various aspects of human resource management and serves as a starting point for managers in making specific decisions regarding employees.

Human resources management is a professional activity aimed at the most efficient functioning of employees in the organization. It includes planning for the need for workforce, selection and placement of personnel, organization of labor, as well as measures to stimulate labor, taking into account the motivation of employees.

The process of managing human resources (personnel) of an organization includes:

Personnel planning;

Determination of qualified requirements and the necessary competence of personnel performing work that affects quality.

The management of the organization on an ongoing basis should establish processes that enable the employee of the organization:

Translate the organization's strategy and process goals into individual goals, and develop plans to achieve them;

Determine the difficulties that arise in its activities;

Take responsibility for problem solving;

Assess the achievement of their individual goals;

Actively seek opportunities to expand their competence and experience;

Apply teamwork more widely and generate synergistic effect from cooperation between people;

Disseminate information, knowledge and experience throughout the organization.

The development of a process management system requires the assignment of responsibilities for business process management (personnel management) to performers, the division of responsibility between them, as well as the development of mechanisms, tools for assessing the effectiveness and efficiency of the process.

The HR business process will depend on specific characteristics organization and conditions of its functioning.

Responsibility for the overall management and coordination of the work of departments to ensure the functioning and development of the human resource management process rests with the head of the organization, and the head of the personnel service is responsible for ensuring the necessary quantity and quality of personnel, maintaining in working condition the relevant records of education, training, skills and experience. .

Having studied such a specialty and position in an organization as an administrator-manager, having considered the basic requirements for him, his functions, we come to the conclusion that:

The concept of "manager" refers to the belonging of a particular person to professional management activities. In this regard, it should be borne in mind that there are professions that any person can master, regardless of the psychophysical characteristics given to him by nature, and there are professions for which, in addition to professional knowledge specific qualities are required. These professions include the profession of administrator-manager. In other words, managerial work belongs to the number of such types of human activity that require specific personal qualities that make a particular person professionally suitable, and the absence of such - professionally unsuitable for work as a manager.

Administrators-managers are management specialists (heads of enterprises, firms, organizations, various kinds of managers) in the conditions of modern production.

An administrator-manager is a person who has undergone extensive special training and achieves results by managing the team of an organization or its individual unit. This is a recognized leader of any team.

An administrator-manager is also an independent profession with its own specific tools and skills that are clearly different from other professions. Only the profession of an administrator-manager contributes to the fact that the results are achieved by the employees themselves.

The management process, carried out by people in authority, with knowledge and experience, can only take place within the framework of some structure that has a set of interconnected divisions, i.e., a hierarchy of management levels.

Nature modern management twofold: on the one hand, management is productive labor, arising in the conditions of combined production with a high level of specialization of workers, ensuring the connection and unity of everything production process, and on the other hand, management is the activity of supervision and control, which is based on the opposition between wage labor as a direct producer and the owner of the means of production. Management work involves the fulfillment of socially necessary tasks for the regulation, organization, coordination and control of socio-economic processes.

LIST OF USED LITERATURE

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Manager Roles: Specialist or Administrator?

The specialist knows WHAT to do and he really likes to do it.
The administrator knows HOW to manage specialists. And he likes to control them

It seems that there are many universal managers and they are easy to pick up and change, but specialists are irreplaceable. But in fact, intelligent Administrators are not so common. Moreover, in the hall of fame of world business there are perhaps more great Administrators than great specialists. A typical figure who has become successful businessman is a Specialist who over the years has become a great Administrator. He changed his key role, he managed to transform himself in such a way.
Why for successful business The administrator should take over Spec?
Because in the long run managerial functions much more significant than special ones. In the long run, the system, order, procedures take precedence over talents, insights, ideas.
Sometimes this victory takes place at the level of a change of leadership, and sometimes - perhaps more dramatically - within the Specialist Director, who is gradually becoming more and more an Administrator. And such an internal transformation is happening at this moment with hundreds of directors, showing their maturity and readiness to develop their company further.

Specialist
The Specialist Director had a typical career for many. He was a good specialist, he was made head of the relevant department, and later promoted to management. Or maybe everything was not so - he got tired of working “for his uncle” and he created his own company and became a Specialist Director right from the start. The second option is more common today - the Specialist does not like to be subordinate to "braking" leaders and he opens his company just for this - not to waste time on fools.
The specialist really likes what the company does, he himself fulfills the most important orders with pleasure. It is obvious that he enjoys it. On paydays, he pretends to be surprised: “What, they also pay money for all this pleasure?”
He really doesn't care about money. No, it's good, of course, that they are regularly paid. But that's not what they go to work for! He quotes with taste from an old book by Lee Iaccochi: “If I loved money, I would be in real estate. But I love cars!
He has high authority in the office, and not because he is a director. After all, he is the best here, it's obvious! Everyone understands that a lot in the company rests precisely on the fact that "our director is a Specialist with a capital letter", "there are more to look for."
He does not take meetings. For what? He grasps everything in the first minute and acts faster than a written order will be issued and it will be carried around the offices. And his approach gives flexibility, the company quickly adapts to the situation, customers are satisfied that their requirements are taken into account and there is no formalism.
The specialist is sure that this is the secret of good leadership. Drop the formalities and boring procedures! Discuss issues on the run, in the hallway, and with those who understand! pick up interesting ideas and implement immediately! Is best solutions born at meetings?
It gives employees the opportunity to organize their own work. He seems to be saying - Well, you are smart, I trust you, act! And people really organize themselves. Well, if something goes wrong, then he easily descends from the position of a leader to the position of an authoritative specialist and does, helps others to do. And gradually, he has a picture of his role in his head - he must inspire and help, he will finish and reach what people themselves could not cope with. And it often works, the company continues to grow, win customers and reputation in the market.
But the larger and more successful the firm becomes, the more the Specialist is required to perform completely different roles and actions. At some point, the director sees that for adequate leadership of his already big company he should devote a significant part of his time to administration and management. And as much as possible to reduce occupations by the favorite business, that for the sake of what, he actually went to work.
He tries to devote more time to administrative matters, giving up his professional ambitions. But how can a wonderful Specialist become an ordinary manager? It may be better to continue to be a Specialist, who at the same time also solves issues general management? Previous experience pushes him to do just that - to continue to be a good specialist. After all, so far he has been successful precisely because of this.
And in the office, problems are growing and people are not behaving the way he expects.
The specialist dramatically experiences the entry of the organization into a period when his knowledge is no longer so important, but clarity, order, exactingness and monotony are needed. The monotony that drives him crazy. The director, who is used to being in the role of a Specialist, suddenly discovers that now the company does not really need his unique knowledge - there are people in the organization who can be specialists. The team expects the rules of the game from him. A fair motivation system, an understandable planning system, a strict control system - they expect him to organize the work of a large group of people - and he is not an expert in this. He knows how to manage technical or chemical systems, but you need to manage people.
Here he is forced to give the first roles to those who like to do just that, putting things in order and controlling, and it turns out that it is no longer he who leads his organization, but these people who seemed to him not harmful, of course, but not very distant either.
He begins to remember the past and regret the time when he was so in demand, and everything was clear to him. The specialist does not realize that his situation is typical and many well-known directors have gone through this. Here, for example, is what Bill Gates says about this in a recent interview: “Sometimes I envy those who program. After I stopped writing programs for Microsoft, I often said half-jokingly in meetings: Maybe I'll come to the office on the weekend, I will write this program myself. Now I don’t say that anymore, but I think about it all the time.”
Gradually, the Director comes to terms with the fact that now he has a different role, not a specialist, but a general manager. He cooperates more actively with skilled administrators and appears less and less in the specialized divisions of the firm.
Is he enjoying as much as he did at the start of his directorial career? Ask him.

Administrator

The administrator doesn't design houses, and doesn't sell clothes, and doesn't fry steaks, and doesn't fix cars. He can't do any of this! But under his leadership, people do it perfectly. The Administrator's job is an organizational mechanism - and he does it better than anyone else in the office.
As a child, he did not dream of becoming an Administrator, it is unlikely that anyone in childhood even dreams of becoming an Administrator. Unless, his mother was an Administrator at the cinema, and he liked to go to cartoons without tickets. But after, you know how it happens - you organized the repair of the class at school well, and took upon yourself the coordination of the course's trips to picnics at the institute - and everything worked out, and they obey you. And in the army they put a foreman. That is, it turned out that you are good at connecting other people into coordinated working groups! And, importantly, it does not require any tension from you, it happens naturally.
The director, who is ready for the role of Administrator, understands that as the organization grows, confusion will increase inside, the demand for coordination of the efforts of all specialists grows. Just a short agreement is no longer enough - I will do this, and you will do this. Too many people and contracting parties, too many units involved.
Of course, he does not manage to arrange chaos so immediately. But gradually, repetitive actions and processes stand out in the actions of employees. And this means that they can be described and standardized, which means freeing yourself from direct control. He dreams of a system that operates without his intervention.
The Director-Administrator organizes the description of processes, agrees on ways to measure results. He organizes the distribution and explanation of the described procedures. He knows procedures will save this organization. There are no exact data, but with a high probability it can be argued that the system ISO standards Administrators came up with it - it makes their work very easy.
He has a quote from one of the greats hanging in his office: “You don’t have to love the rules, it’s enough to follow them and it will work!”. He likes to point at her during meetings. The meeting is generally key tool The administrator and here he allows himself to turn around. Preliminary materials that are sent to the meeting participants a day earlier, a clear discussion procedure, a protocol of decisions made - this is becoming the norm in the company.
The administrator demonstrates the manners of a bureaucrat. Sometimes they say this to him with condemnation, but he understands that bureaucracy is right, it works. And he doesn't expect everyone in the office to love him. You don't need to love me, - he seems to say, - but you need to follow the instructions, and I will encourage you for this.
Difficulties for the Administrator arise when communicating with talented extraordinary employees who want to work "above" the rules. What to do with talents, with geniuses who do not like to obey and standardize their workflow?
An intelligent Administrator will not "cut everyone with the same comb." He builds two approaches to employees - general (to all) and separate (to talents). Perhaps talents will be allowed to break some rules, perhaps they will be exempted from some accountability, they will probably have easier access to management to discuss important ideas directly, etc.
If an organization successfully passes the standardization stage and everything is already functioning like in a well-established machine, then the demand for non-standard solutions, unexpected actions, that is, for Specialists who can break the system, do it differently, show flexibility, is growing again. The administrator may begin to resist this. After all, he had just adjusted everything, and now, please, there are already those who want to destroy everything and return the company to chaos again!
But it would be right not to fight, but to clearly identify the area where experiments and changes take place. Then the Administrator cooperates with innovators and helps them to fit new approaches into the overall system, organizes the introduction of a new process into what has already been debugged. A smart Administrator understands that procedures should not become an end in themselves. In a good bureaucracy, people know who exactly makes the decisions, what are the rights and obligations of the participants in the process. This is such a contract, a “social contract”, which is accepted in the interests of the organization as a whole.

New professions that have appeared on the labor market relatively recently have firmly entered our business life. But to this day they are easy to confuse with each other, since the names do not reveal the essence of the phenomena. What is the difference between a manager and an administrator? So now they can call a seller, a consultant, and even a small boss. Some important criteria allow us to separate these concepts.

Definition

Manager- is the leader different levels organizing work in a particular area of activity. He is always subordinate to subordinate employees, to whom he can give instructions within his competence. Highest level leadership is top management, represented by the heads of enterprises, organizations, administrative-territorial units.

Comparison

As a rule, the manager is allowed more than the administrator. He can make decisions at his own risk, if it does not contradict the interests of the company. The functions of the administrator are applied: organization of work, control over employees, communication with clients. This does not require special ingenuity: it is enough to accurately do what the authorities order. Much has been said about the fact that the main function of management is to motivate people, to reveal their inner potential.

Findings site

Education. Administrators need a secondary or vocational education, a manager must have a higher education.
Powers. The administrator works within the framework of his instructions, the range of rights and duties of the manager is much wider.
Personal qualities. Becoming a manager requires determination, initiative, and creativity. The administrator must be executive, disciplined, attentive.

New professions that have appeared on the labor market relatively recently have firmly entered our business life. But to this day they are easy to confuse with each other, since the names do not reveal the essence of the phenomena. What is the difference between a manager and an administrator? So now they can call a seller, a consultant, and even a small boss. Several important criteria will allow us to separate these concepts.

Who are the administrator and manager

Administrator- this is a person who performs managerial functions in an organization, or is responsible for the correct operation of information bases and systems. The specialist belongs to the category of administrative and managerial personnel, which automatically implies a high degree of responsibility, and in certain cases, the presence of subordinate employees.
Manager- This is a leader of various levels, organizing work in a certain field of activity. He is always subordinate to subordinate employees, to whom he can give instructions within his competence. The highest level of management is top management, represented by the heads of enterprises, organizations, administrative-territorial units.

The difference between administrator and manager

Thus, it makes sense to compare only managers and those administrators who are involved in managing people and performing managerial functions. At first glance, it seems that there is not much difference between them. But upon closer examination, it becomes clear that a manager needs a higher education, while an administrator needs a secondary or vocational education.
As a rule, the manager is allowed more than the administrator. He can make decisions at his own risk, if it does not contradict the interests of the company. The functions of the administrator are applied: organization of work, control over employees, communication with clients. This does not require special ingenuity: it is enough to accurately do what the authorities order. Much has been said about the fact that the main function of management is to motivate people, to reveal their inner potential.

TheDifference.ru determined that the difference between an administrator and a manager is as follows:

Education. Administrators need a secondary or vocational education, a manager must have a higher education.
Powers. The administrator works within the framework of his instructions, the range of rights and duties of the manager is much wider.
Personal qualities. Becoming a manager requires determination, initiative, and creativity. The administrator must be executive, disciplined, attentive.

Management

As is clear from the above classification of management processes, the English-language concept of "management" cannot be unequivocally replaced by the Russian-language term "management", since in the first case we are talking only about one of the types of management, namely the management of production (although in Lately some researchers tend to extend this concept to social management in general, which, as will be shown below, is not without foundation).

Oxford Dictionary in English gives four interpretations of the term "management": 1) the way, manner of communicating with people; 2) power and art of management; 3) special skills and administrative skills; 4) management body, administrative unit. At the same time, in purely functional terms, management can be assessed as the process by which a group of cooperating people directs their actions towards common goals. So, the concept of "management" can be legitimately attributed only to the class of management social systems and to its main types. In particular, there is a distinction between socio-political management, non-production and production spheres. Like management, the concept of "management", in addition to the main types, includes the corresponding levels, main forms and subspecies ( financial management, personnel management, marketing management, etc.). In general, management is the process of planning, organizing, motivating and controlling, aimed at shaping and achieving the goals of the organization through other people.

Administration

IN social sciences an administration is a term used to refer to any large-scale organization of professional employees whose main duty is to implement the policies of those who make decisions. Administration is a rational system or an organized structure designed for skilled and efficient execution. public policy and has a fairly strict hierarchy of power.

Scheme 1.

In a narrow sense, administration means the professional activities of government officials aimed at implementing the decisions of the leadership. In a broad sense, administration is not only professional activity officials, but also the entire system of administrative institutions with a fairly strict hierarchy, through which responsibility for the implementation of state decisions descends from top to bottom. In this case, the concept of "administration" corresponds to the concept of "administrative-public administration", which is a special social function aimed at streamlining development in the interests of the whole society, where a government official is a social agent of power. Public administration means coordinated group actions in public affairs: 1) associated with the three spheres of power - legislative, executive, judicial and their interaction; 2) that are important in the formation of state policy and are part of the political process; 3) significantly different from the administration in the industrial and cultural fields; 4) closely related to numerous social groups and individuals working in various companies and organizations.

Thus, administration is management process higher and larger level than management (in the narrow sense). Administrative management is aimed mainly at the development and setting of large-scale and long-term goals (organizations, industries, regions, states), and management - at the implementation of the tasks and the search for optimal ways to solve them. At the same time, administration, like management, belongs only to the class of social management.