Specific Functions controls are related to the specifics of the control object. The allocation of specific management functions is necessary for the organization of management, the formation of staff and organizational structure.
Since specific functions arise as a result of the imposition of general control functions on the specifics of control objects, the list of such functions depends on the list of control objects and the level of decomposition of the functions themselves.
Resources, processes and results can act as management objects.
Rice. 5.42. Representation of the objects of specific control functions
This classification represents an organization as a set of inputs, outputs, and processes for transforming input resources into output results. But after all, the system can be considered from other positions, detailing the internal environment of the organization by its components (goals, objectives, structure, technology, personnel).
You can consider the imposition of general management functions on the functional areas of management (strategic management, marketing, innovation management, personnel Management, financial management, production management), which stood out in the process of division of labor in management as independent areas of work. This will also give an idea of the totality of specific management functions.
With regard to the first classification of specific management functions, resource management functions, process management functions, and results management functions can be distinguished.
Resource management features. Organizations in the course of their activities use material, labor, financial, information, technological and other resources. Accordingly, specific functions are distinguished:
Inventory Management;
Financial management;
Personnel management, etc.
Process control functions. In any organization, there are many processes, ranging from the most general management process to more specific ones: the processes of implementing general Management Functions, communication processes, decision-making, and the production process. The most important parts of the production process are the supply, production and marketing of products. In accordance with this, specific management functions are distinguished:
Logistics management;
Main production management;
Ancillary production management;
Service production management;
Improving management;
Sales management;
Marketing management, etc.
Results management functions. The results (output of the system) include: profit, profitability, production and sales volumes, costs, product quality, etc. Accordingly, specific functions are distinguished:
Quality control;
performance management;
Cost management, etc.
Literature for preparing for the lecture:
1. Lafta, J. K. Theory of organization: textbook / J. K. Lafta. – M. : Prospekt, 2005.
2. Management: management organizational systems: tutorial/ P.V. Shemetov, L.E. Cherednikova, S.V. Petukhova. - M .: ed. "Omega-L", 2008.
3. Raychenko A.V. General management: Textbook. - M.: INFRA-M, 2005.
4. Management theory: textbook / ed. Yu. V. Vasiliev, V. N. Parakhina, L. I. Ushvitsky. - 2nd ed., add. - M. : Finance and statistics, 2008.
Topic 5.2. Planning and organizing as functions of management
The concept and types of planning. Stages of the planning function. Principles for the implementation of the planning function.
Planned strategies. Planning for the implementation of the strategy.
The concept of organization as a management function. Stages of the function of the organization. Principles for the implementation of the function of the organization. Delegation of authority as an important part of the organization's function.
Clearer types of planning
Each of the four management functions is vital to the organization. At the same time, planning as a management function provides the basis for other functions, and the functions of organization, motivation and control are focused on the implementation of tactical and strategic plans of the organization. Planning is the process of developing a plan that defines what needs to be achieved and by what levers, in accordance with time and space.
Planning tasks:
1) ensuring the purposeful development of the organization as a whole and all its structural divisions;
2) perspective orientation and early recognition of development problems. The plan outlines the desired future state of the facility and provides for specific measures aimed at supporting favorable trends or curbing negative ones;
3) coordination of activities of structural divisions and employees of the organization. Coordination is carried out as a preliminary coordination of actions in the preparation of plans and as a coordinated response to emerging obstacles and problems in the implementation of plans;
4) creation of an objective base for effective control. The presence of plans allows for an objective assessment of the enterprise's activities by comparing the actual values of the parameters with the planned ones according to the "fact-plan" principle;
5) stimulation of labor activity of workers. Successful fulfillment of planned targets is an object of special stimulation and a basis for mutual settlements, which creates effective motives for the productive and coordinated activities of all participants;
6) Information Support employees of the organization. The plans contain important information for each participant about the goals, forecasts, alternatives, timing, resource and administrative conditions for the work.
IN domestic practice The legacy of a rigidly centralized system of state planning, formalization of structures and lack of planning freedom has given rise to a stereotype of conservative planning thinking, which often leads now to the rejection of planned discipline in enterprises and the approval of the concept of dynamic improvisation.
IN foreign practice in well-functioning organizations, a reasonable compromise is usually reached between the planning directive of the administration and the operational improvisation of the manager. It is provided, in particular, by the implementation of the principles of planned activity.
In order to take into account possible changes in the external environment when planning, organizations use forecasting methods. Economic forecasting is the prediction of the course of economic development for the coming period for a particular organization.
When planning, a set of measures is developed that determines the sequence of achieving specific goals, taking into account the most efficient use of resources by each production link. Thanks to planning, the functions of individual structural units are linked in technological sequence: research and development, production, sales. The result of the planning process in the organization is a system of interrelated documents - plans.
The plan is the basis of the activities of an organization of any form of ownership and size; contains instructions to whom, what task and at what time to solve, what resources need to be allocated for the solution of each task.
Each type of planning differs in the composition of the tasks to be solved, the information used, the planned parameters and the degree of their detail, and the methods for performing planned calculations.
Product-thematic planning consists in the formation of an organization development plan (diversification plan, liquidation plan, research plan), which determines measures to update products, improve technology and organize production. At the production stage, this type of planning involves the development and optimization production programs enterprises and shops.
Resource planning includes calculations of material, labor and financial resources necessary for the implementation of nomenclature-thematic tasks, as well as an assessment of economic results and the effectiveness of the organization.
scheduling consists in planning the scope of work, loading departments and performers, building calendar schedules carrying out work on individual performers, departments, projects and the totality of planned work, schedules for loading equipment and performers, distribution of work for individual calendar periods.
Strategic planning consists in defining the mission of the organization at each stage of its life cycle, the formation of a system of goals of activity and strategies of behavior. Strategic planning is usually focused on a period of five years or more.
Tactical planning consists in finding and agreeing on the most effective ways and means of implementing the adopted strategy for the development of the organization.
The composition and combination of different types of plans within a single organization are formed on the basis of the planning concept adopted in it. The most significant factors that determine the system of plans in the organization are the organizational structure and profile of the organization, the composition of the ongoing production processes, the level of cooperation in their implementation, the scale and constancy of activities.
Planning in the enterprise is carried out by planners and managers various levels. The quality of planning depends on the competence of managers at all levels of management, their qualifications, as well as information support.
Large organizations, as a rule, plan "from top to bottom". Planning is carried out at the highest level of management and has the character of a directive for the lower levels of management. Top management management determines the goals, main directions and main economic tasks of the development of the organization. Pla of each lower level of management, they are specified taking into account the capabilities of each unit.
Planning is always guided by the data of past years, but seeks to determine and control the development of the enterprise in the future. Therefore, the reliability of planning depends on the accuracy of the actual indicators of past periods. For accurate planning, it is necessary to obtain as much reliable information about the market and the activities of the enterprise as possible. This information is provided by accounting and an extensive statistical base.
Stages of the planning function
Planning, one of the most important processes of making management decisions at the enterprise, consists of separate stages and procedures for their implementation, which are in a certain logical relationship and are carried out in a constantly repeating sequence, forming a specific planned cycle at the enterprise.
The planning process, regardless of the type of plans, includes three stages:
Statement of the planning problem;
Development of a plan;
Implementation of the planned solution.
The stage of setting the planning problem includes the formation of a goal and analysis of the planning problem. The specific expression of planning goals depends on the type of plans being developed. The analysis of the problem consists in studying and comparing the actually achieved or expected state of the planning object at the time of the development of the plan with the required target Values parameters.
The plan development stage provides for the formation of possible options for solving the planning problem, forecasting the possible consequences of their implementation for the organization and > evaluation of options and making a planned decision.
The stage of implementation of the planned decision consists in bringing the planned decision to the executors in the form of planned targets for standards and indicators.
Strategic planning
At present, most of the directors of domestic enterprises concentrate their efforts on solving current problems, operational management and, accordingly, short term planning. Issues of long-term development are often on the sidelines of economic activity. System organization strategic planning in the company - not a tribute to fashion that came from the West, but a vital necessity.
The main principle of strategic planning is adaptability, which implies the existence of an alternative plan and strategy to which the organization is moving. It is the organization's response to changes in its external environment.
Strategic planning is a set of actions and decisions taken by a manager that lead to the development of specific strategies designed to help the organization achieve its goals.
Strategy (Greek strategos - the art of a general) is an optimal set of rules and techniques designed to achieve the goals of the organization and realize its mission.
The process of strategic planning is shown in fig. 5.1. At the first stage, the organization must formulate its mission. The mission of the organization determines its status, declares the principles of its functioning, statements, the real intentions of its leaders. This is the most common goal enterprise expressing the reason for its existence. It shows where efforts will be directed and what values will be prioritized.
Description of goods (services) offered by the organization;
Definition of the main consumers, clients, users;
The goals of the organization are survival, growth, profitability, etc.;
Technology: characteristics of equipment, technological processes, innovations in the field of technology;
Philosophy: expresses the basic views and values of the organization;
An internal concept that describes the company's own opinion about itself, the sources of its strength, survival factors;
The external image of the company, its image, emphasizing the economic and social responsibility companies to partners, consumers, society as a whole.
The significance of the mission for the activities of the organization lies in the fact that it:
It is the basis for all planned decisions of the organization, To further determine its goals and objectives;
Helps to focus the efforts of employees on the chosen Department, unites their actions;
Provides understanding and support among external participants of the organization (social environment).
When defining the mission, the period within which it must be implemented must be established. The deadline for completing the mission must be visible so that the current generation of workers can see the results of their work.
The second step in strategic planning is to establish the goals of the organization. They are established within the framework of the mission, express individual specific areas of the organization's activities; underpin any business decision; serve as a guide for the formation of specific planned indicators.
The goals of an organization may be:
Reducing production and distribution costs;
Increasing (holding) the share in the domestic and foreign markets;
Growth of capitalization of the organization (market value of shares);
Increasing the level of investment attractiveness of the organization;
Landmarks organizational development(for example, the allocation of strategic business units, the transition from a linear to a divisional organizational structure of management);
The requirements for goals are:
specificity and measurability;
Orientation in time;
Attainable: Goals must be realistic;
Compatibility of the goals of the organization as a whole and the goals of its departments.
Having defined strategic goals, it is important to prioritize them, to rank them, since there is no way to solve all problems at the same time. One of the most common reasons for planning failure is the lack of clear and thoughtful goal setting. The main task in strategic planning is the adaptation of the organization to the external environment. Necessary condition successful actions to adapt the organization to the external environment is a clear knowledge of the situation, its opportunities and the dangers that lurk in it. P1 analysis of the external environment, first of all, pay attention to changes that may affect the strategy of the organization, as well as factors that, on the one hand, can create a serious danger to the organization's activities, and on the other hand, open up additional opportunities for it. Usually economic, technological, competitive, market, social, political, international factors are considered.
Analysis of the internal environment allows you to assess whether the company has the internal strength to take advantage of opportunities, and what internal weaknesses can complicate future problems associated with external threats. The analysis is based on a management survey of the following functional areas:
Marketing;
Finance;
Production;
Staff;
Organizational culture and image of the organization.
As a result, management identifies those areas that require immediate intervention, and those that can be relied upon in developing and implementing the organization's strategy.
Strategy Implementation Planning
Strategic planning makes sense only when it is implemented in the management of the organization. The implementation of the strategy involves the implementation of a number of short-term (tactical) plans and the development of a control mechanism.
tactical plans should be linked to each other and correspond to the content of the strategy as a whole in all main functional areas economic activity enterprises.
In the process of tactical planning, procedures are developed - specific measures, steps, actions to implement the strategy in a specific situation.
One of the main tasks of planning the implementation of the strategy is the efficient allocation of resources. A budget is used to determine what resources are available and how best to allocate them. Budget - a method of allocating resources to achieve goals.
The first step in budgeting is to quantify the resources available and the need for them to achieve the goals of the organization (usually done in cash, but it is also possible to estimate in kind).
The second step is the preparation by departments of proposals for the use of available resources (estimates, budgets of departments) for certain period time (quarter, semester, year).
The third step is management's analysis and evaluation of the budget proposals, and their adjustment by units based on management's instructions.
The fourth step is the preparation of the final budget (allocation of resources).
Strategy implementation control is based on planning and must be closely linked to it in order to be effective.
A management method that combines planning and control in a complex area human resources, is management by objectives. In addition, this method helps to overcome some of the negative effects of control on employee behavior. The focus of "management by objectives" is on trying to predict and influence the future rather than react and act "after the fact".
P. Drucker was the first to publish this concept. He believed that every leader in an organization, from the highest to the lowest, should have clear goals that provide support for higher-level goals.
The process of management by objectives consists of the following steps:
Development of clear, concise statements of goals;
Planning actions to achieve goals;
Systematic control, measurement and evaluation of work results;
Corrective actions to achieve planned results.
Development of goals. P. Drucker, D. McGregor are firmly convinced that subordinates should take an active part in developing their own goals, basing them on the goals of their leaders. However, as foreign studies show, the participation of subordinates and managers in the development of their goals decreases from higher to lower levels of management.
In the process of setting goals, two-way communication is necessary to understand the expected results of work and obtain the support of managers in such areas as information, clarification of authority and responsibility, horizontal and vertical coordination, financing, materials, equipment, labor resources and etc.
Action planning is concerned with determining what, who, when, where, and how much is required to achieve goals.
The stages of the action planning phase are as follows:
1) definition of the main tasks and measures;
2) the establishment of units involved in their implementation, and their relationships in time;
3) delegation of relevant powers to departments;
4) assessment of the time spent on the main operations;
5) determination of resources for each operation;
6) checking deadlines and adjusting action plans.
The evaluation and control mechanism should include:
Definition of criteria for evaluating results;
Comparison of actual indicators with the planned ones;
Analysis of deviations between them;
Making adjustments to the strategy if necessary.
Corrective actions are the last step in the control process. If the goals are not achieved, it is necessary to change the factors of the internal environment; if they are achieved, the process of managing by goals can start anew. The control process is described in more detail in chapter 18.
The last stage of strategic planning is the assessment strategic plan. Knowing what specific measures will be required to implement the strategy, what funds are needed for this, it is possible and necessary to assess the possibility and expediency of applying this strategy.
When evaluating the strategic plan, you should determine:
Is the strategy compatible with the capabilities of the organization;
Is the perceived degree of risk acceptable;
Does the organization have sufficient resources to implement the strategy;
Does the strategy take into account external dangers and opportunities;
Is this the best way to use the firm's resources?
The strategy should be constantly evaluated, as
there are changes in the external and internal environment organizations. The results of the assessment may serve as a basis for revising the organization's mission, strategic goals, or the strategy being applied.
The content and relationship of the main management functions
Control functions- This certain types managerial activity, separated in the process of specialization of managerial work.
Management functions are objective in nature, so their application should be based on knowledge of the principles of management and taking into account the specific situation. They are universal, because characterize any management process.
To perform management functions, managerial positions and an organizational structure of management must be created in order to establish who exactly performs the functions and how management employees interact with each other.
Control functions are divided into 2 groups: - general (basic); - special.
General control functions are carried out in each production system and at each level of management. The entire management process is presented as a chain of sequential, cyclically repeating general functions: planning, organization, motivation and control.
The planning function is a management activity that provides for the development of goals and objectives for managing the organization, as well as determining ways to implement plans to achieve the goals. Purpose of planning- this is the definition of the future state, trends and prospects for the development of the control object. Planning establishes links between the current state of affairs in the enterprise and what should be achieved in the future, which will make it possible to realize the opportunities presented and minimize future risks. The result of the execution of the planning function is - plan.
The function of the organization - is a management activity, which consists in establishing relationships between all departments, jobs and employees and coordinating their actions. Purpose of the organization function- formation of the structure of the subject and object of management, as well as their relationships. The function of the organization, in fact, is to form the managing and managed subsystems of a business entity, as well as to establish links between these subsystems. The content of the function of the organization in management it is revealed through such concepts as: "departmentalization", "delegation", "range of control", "centralization and decentralization of management", regulation. The result of the organization function is the creation of an organizational structure for enterprise management and organizational management process.
Motivation - the process of encouraging employees and themselves to actively labor activity to achieve personal goals and the goals of the enterprise, i.e. creation of internal (psychological) incentives for workers to work. The main ones here are: interest in work, the need for labor activity, job satisfaction. Purpose of motivation- encourage employees to achieve the goals of the organization, by ensuring their interest in the results of their own and joint work. Motivation function has an impact on the staff of the enterprise or its division in the form of incentives to efficient work, social impact, collective and individual incentive measures, etc. These forms of influence activate the work of management bodies, increase the efficiency of the entire production management system. The basic concepts of motivation theory are needs, motives, incentives, and rewards. Currently developed a large number of different theories of motivation. All theories of motivation are divided into two groups:- content theories of motivation; - process theories motivation. These theories differ on a number of issues, but they are not mutually exclusive.
Control as a management function is designed to ensure the achievement of the organization's goals by systematically presenting information on the actual state of affairs in the implementation of planned targets, decisions, regulatory tasks and instructions, by analyzing this information and making appropriate adjustments. Purpose of control is to prevent the emergence of crises. Control includes accounting, analysis and regulation. Based on the results of accounting, the manager should receive objective information about the real state of the control object.
Thus, management functions are interdependent and interrelated components of the management process, differing in their content and goals. Functions express a rational form of division of the management process according to the nature and content of the labor associated with them. Each function is inherent in a closed cycle of work, united by the commonality of their meaning and performing a certain role in production management. In other words, management functions can be characterized as a complex of interrelated organizational influences of the management subject, which are aimed at a specific area of activity of the management object and together ensure the achievement of the goal of the management system.
The main content of the special functions of the organization. Relationship between general and special functions
Special functions characterize the management process in space, determining its focus on specific aspects and areas of the enterprise. At the same time, the entire management process is divided into certain areas of the organization's activities, within which management cycles are repeated and reproduced.
The composition of special functions is determined by the specifics of the enterprise.
TO special functions enterprise management include:
Marketing, this control called upon through marketing activities for the implementation of the product created by the organization, to link in a single consistent process the satisfaction of the needs of customers, the organization and the achievement of the organization's goals;
Management of the main production assumes that the relevant management services, managers of a certain level manage the process of processing raw materials, materials and semi-finished products entering the organization into a product that the organization offers to the external environment;
Ancillary production management;
Innovation management;
Management of research and development work;
Production preparation management;
Purchasing management;
Management of accounting activities;
Financial management consists in the fact that management manages the process of movement financial resources In the organisation;
Labor and payroll management;
Product quality management;
Sales management;
Capital construction management, etc.
The composition of special functions is determined by the specifics of the enterprise. General and special functions are interconnected and form single system. The execution of each special function implies the execution of all general control functions.
Control questions
1 What is the management cycle?
2 What are the main stages of the management cycle?
3 What are management functions?
4 Explain why management functions occupy a key place among other categories of management science?
5 What are the differences between management functions, management functions and management personnel functions?
6 On what basis can management functions be classified?
7 Give a description of the main management functions and show the impact on them of specific factors, features of specific managed systems.
8 Describe the special control functions.
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Theme 6
Control functions
In this topic, the interested reader will find answers to the following questions:
the concept and meaning of the management function;
the place of the management function among the categories of management;
types of management functions;
general (basic) management functions;
specific (specific) management functions;
special control functions;
planning as a management function;
organization as a management function;
leadership as a management function;
motivation as a function of management;
control as a function of management;
carriers of general and specific management functions;
interconnection of management functions;
the role of a specific management function when creating a management body;
control function as an object economic analysis control system.
In production and economic practice (and in the economic literature), we often find expressions: such and such a specialist performs his functions well, the specialist does not cope with the performance of his duties, the personnel department performs the functions (development of current and long-term plans for staffing the enterprise, studying business qualities specialists of the enterprise for the purpose of recruiting personnel to fill vacant positions of managers, issuing certificates of current and past labor activity of employees, etc.).
It turns out that certain functions are performed by both the specialist and the department. In addition, in one case, the employee of the administrative apparatus performs functions, and in the other case, official duties. What is it, an inaccuracy of expression or some kind of contradiction? Let's try to figure out why we consider the conceptual apparatus of the category under study.
6.1. The concept and meaning of the control function
Before turning to the concept of a control function, let us consider the concept of a function in general.
Function(from Latin functio - execution, implementation) has a number of meanings
activity, duty, work;
work performed by an organ, body (function of the liver, salivary gland);
duty, range of activities (job responsibilities of a labor economist);
purpose, role of one or another structural element (function of the landing gear of the aircraft, gearbox of the car);
the role played by a particular social institution in relation to the whole (function of the state, family in society);
dependent variable (in mathematics, physics).
From the consideration of the concept of function, it follows that any work performed by an individual employee or unit can be called a function quite reasonably. But due to the established norms and rules, when drawing up organizational documents (regulations on divisions and job descriptions of employees), a list of works performed by a division is called functions, and a list of works performed by an employee - official duties. In the latter case, it is emphasized that the official is given a range of duties for which the employee is responsible, since the job description determines the legal status of the employee.
Now about the control function as a special category under study, the general concept of which we have already given. It remains only to emphasize the specifics of managerial work, where management functions are implemented.
Control function - a type of management activity, with the help of which the subject of management influences the managed object.
All functions performed by employees of the enterprise are divided into two groups (Fig. 6.1.1.):
Rice. 6.1.1.
Or otherwise, the control functions are performed in the control system, and the production functions - in the controlled system.
The control function answers the question of who does or should do what in the production management system.
Production functions - this is the activity of production personnel for the production of products and services.
The value of the control function. In the theory of production management, the issue of management functions is one of the central ones. It reveals the essence and content of management activities at all levels of management.
The emergence of management functions is the result of differentiation of purposeful influences, division and specialization of labor in the field of management. The content of management is connected with the content of production, is determined by it and follows from it.
The place of the management function in a number of main categories of management science is determined by the following scheme (Fig. 6.1.2.):
Fig 6.1.1
Judging by the distribution scheme (see Figure 6.1.1.), the management function occupies a key place among the main categories of management science. This suggests that the development of the structure, the application of management methods and tools, the selection and placement of personnel, etc. should be carried out taking into account the composition and content of management functions and the effectiveness of their implementation, i.e., the use of most management categories involves linking them with management functions.
The control function is a special type of activity that expresses the directions for the implementation of a targeted impact on a controlled object.
Two ways to implement the control function. The formation of the control system and the impact on the controlled system are two directions for the implementation of the control function.
Rice. 6.2.1.
These two areas are in constant communication and interaction, their unity characterizes the stability and correlation of the production process and the management process.
Definition of the control object. In general, any specific joint production and economic activity can serve as a video control object. But since the types of activities in a separate production system are very diverse, and their number is large, it is advisable to single out only structurally separate production links as an object of management.
The control object is a structurally separate production unit that performs one of the stages or part of the stage of the production and economic process and is the receiver of a purposeful control action.
The production and economic activity of an enterprise can be divided into three stages and eight stages (objects):
1. The preparatory stage contains three stages (objects):
1) scientific and technical preparation of production;
2) economic preparation of production;
3) social preparation of production;
2. The production stage contains three stages (objects):
1) main production;
2) auxiliary production;
3) service production.
3. The final stage contains two stages (objects):
1) sales of products;
2) financial activity.
Stages of production and economic activity are structurally isolated and are objects of management.
In turn, each of the stages can be divided into smaller structurally separate control objects in accordance with the different levels of the control system.
For example, at the stage of scientific and technical preparation of production, the following control objects can be distinguished:
Research and design work;
Development of technology for manufacturing products;
Experimental production.
6.3. Classification of control functions
All control functions are divided into three groups (Fig. 6.3.1.):
Rice. 6.3.1.
General (basic) management functions. These include:
1) planning;
2) organization;
3) leadership;
4) motivation;
5) control.
In the management literature, there is no single classification of general (basic) management functions. Various authors call these functions differently and number them from four to seven. Thus, the function "leadership" is called coordination and regulation, and the function "motivation" is called stimulation. In addition, to general functions often include accounting and analysis. But accounting, as we will see below, has a specific function, and analysis is one of the methods for studying economic processes.
All five general (basic) control functions are arranged in a logical sequence.
General management functions are performed by the heads of management units (departments, services) together with their subordinate specialists, as well as the heads of production units with their headquarters. In other words, without exception, all managers and management units perform common (basic) management functions.
Concrete (specific) control functions. The content of specific management functions at various enterprises reflects the specifics of production (type, complexity of production and products, specialization, scale, etc.).
Each specific function is closely related to a dedicated control object. Therefore, the establishment of the quantitative composition of control objects serves as the basis for determining specific control functions corresponding to each selected control object.
Specific functions and the controls assigned to them are formed according to the following logical chain (6.3.2.):
Rice. 6.3.2.
The number of specific management functions in the enterprise will be as many as the areas (types) of production and economic activities that serve as objects of management. To manage a particular area of activity, a management body (department, service, bureau) is created.
The formulation of a specific management function begins with the word "management". Specific management functions include:
management of scientific and technical preparation of production;
main production management;
management of auxiliary and service production;
product quality management;
labor and payroll management;
personnel management;
logistics management;
financial and credit management;
product marketing management;
capital construction management;
management of the social development of the team.
A specific function is assigned to a management body (accounting, personnel department, financial department, planning and economic department, etc.), whose team is engaged in the performance of this function along with participation in the performance of all five general (basic) management functions.
Each specific function at the enterprise is complex in content and includes five general management functions (planning, organization, leadership, motivation and control) to influence organizationally separate management objects.
Carriers of general and specific management functions. The carrier of general (basic) management functions is the entire management system, and the carrier of specific (specific) management functions are parts (departments, services) of the management system (Fig. 6.3.3.).
Rice. 6.3.3.
The functions of the links (departments, services) of the control system, allocated with respect to specific management objects (areas of activity), represent the content of specific functions, and those allocated with respect to the entire control system represent the content of general functions. Thus, the management of any of the selected objects consists of general and specific functions.
Special control functions. These are sub-functions (parts) of specific control functions. Each specific function has the ability to be divided into components (Fig. 6.3.4.):
Rice. 6.3.4.
Of all the components of a particular control function, for the time being, we will only be interested in a subfunction (or a separate work). For example, a specific function "Management of Accounting and Reporting" can be divided into the following subfunctions:
Accounting for objects of labor;
Accounting for fixed assets;
Accounting for working capital;
Payroll accounting;
Accounts with employees.
Subfunctions of a specific function (special functions) are separate areas of work that characterize the division of labor within the management unit. Special functions are performed by specialists and technical performers in each subdivision of the control system.
6.4. The relationship of control functions
All common (basic) functions interpenetrate each other. Thus, for example, planning is organized, motivated, controlled, and managed. The organization is planned, motivated, controlled, etc. Each specific function includes all general functions. It turns out that in any management unit, all three groups of management functions (general, specific and special) are performed, which closely interact with each other in time and space and form a complex of activities carried out by the subject of management when influencing the object of management.
The totality of all management functions performed by managers, specialists and technical executives in the management system forms the content of the management process, which will be discussed in a separate topic.
The relationship between general and specific management functions can be seen in the diagram below (Figure 6.4.1).
Fig 6.4.1.
As can be seen in the diagram, each specific function performed by a particular management unit includes all the general (basic) management functions. This fundamental point should be taken into account when regulating and analyzing managerial work, as well as building an organizational structure and shaping the management process.
All the control functions we have listed “work in one team”, preparing a control action aimed at a specific control object. Many management units at various levels of management, while performing all groups of management functions, take part in the preparation of the control action.
Let's look at the picture of the preparation of the control action on various issues of production and economic activities on the example of the assembly shop of the washing machine plant (Fig. 6.4.2.).
Fig 6.4.2.
The number of participants involved in the preparation of the control action depends on the nature of the action (information carrier). If the impact is labor standards, then its participants are: the department of labor and wages, the regulatory research laboratory (bureau) and the shop bureau of labor and wages. If the impact is the technology and modes of operation of the equipment, then it is prepared by the chief technologist service (CDP). To prepare a set of control actions for such a control object as a workshop, which is part of production, almost all management departments at various levels of management are involved.
6.5. Control function as an object of regulation and analysis
Managerial work, as well as work on the production of products and services, must be organized on a scientific basis. Only under this condition can the profitability of the enterprise and its competitiveness be ensured. The most important principle of the scientific organization of labor in production management is the regulation of management functions or managerial work.
The principle of regulation means the establishment and strict observance of certain rules, regulations, instructions, instructions, standards, based not on the arbitrariness of persons vested with power, but on the objective laws inherent in the scientific organization of labor.
The work of any employee of the administrative apparatus (employee) consists of functions, works and operations, and we should talk about the regulation of such work in three areas (objects of regulation), which are:
Results;
Labor costs.
The regulation of the content of labor is designed to solve the following tasks:
Determine the list of functions, works and operations that should be assigned to employees in accordance with the goals and objectives of the enterprise;
Determine the content, volume, frequency and forms of information necessary for the employees to perform their functions, work and operations;
Distribute functions, work and operations between management units in accordance with the principles of a rational division of labor and building organizational structures and fix them in the regulations on units;
Establish specific job responsibilities of each employee for the performance of certain functions, works and operations based on the requirements of a rational division of labor and the use of employees' qualifications with consolidation in job descriptions.
The regulation of labor results solves the following main tasks:
Establish a list of indicators that characterize the most important results of the activities of employees of the enterprise as a whole and each structural unit, based on the main criterion - the degree of influence of the considered private results on the implementation of the ultimate goals of the organization;
Establish a procedure for quantifying each indicator that characterizes the results of the collective and individual work of employees;
To create a basis for an objective assessment of the results of the work of employees, the development of their creative activity, the determination of the contribution of each team and employee to the achievement of the overall results of the enterprise.
To solve these problems, it is advisable to develop standard lists of indicators of the results of the work of employees, methods for their quantitative assessment.
The regulation of labor costs aims to establish the norms for the quantity and quality of labor necessary to perform the functions, work and operations assigned to employees, as well as to achieve the required results. This regulation is based on the creation and use of standard and developed on the basis of time standards, service standards, staffing standards, qualification handbooks and other regulatory materials on managerial work.
To determine the complexity of control in structural unit it is necessary to take into account the costs for all special functions (works) and all general (basic) functions and calculate according to the formula
, (6.5.1)
where is the complexity of management work, hour; is the complexity of the special function of the i-th type, h; - the complexity of the main function j-th species, h; i = 1, 2, … n– number of special functions; i = 1, 2, … m- the number of basic functions.
Based on the complexity of the functions, works and operations performed in the unit for a certain period (month), it is possible to calculate the required number of managerial personnel. The direct method of calculating labor costs for managerial work is associated with certain difficulties. Therefore, indirect methods are most acceptable.
Analysis of control functions. The purpose of the analysis of management functions is:
In establishing relations between the elements of the system that perform control functions and their properties;
In determining the direction, intensity and number of connections, the cost of their implementation.
When conducting an analysis, it is necessary to take into account the requirements for the formation and regulation of the management function. These include:
Clear definition and structural separation of control objects and structural separation of control objects based on the developed criteria;
Allocation of specific management functions, types of work and operations;
A clear division of labor between the functional and linear bodies of the control system;
Availability of regulations on structural subdivisions of the management system and job descriptions of employees.
6.6. Planning as a management function
Planning is the process of preparing for the future decisions about what, by whom, how, when should be done.
A. Fayol defines planning as follows: “An action plan is both an expected result and a course of action to be followed, and stages to be passed, and methods to be applied. It is a kind of picture of the future, in which the coming events are outlined with some certainty, while the distant events appear less and less clearly. It covers the area of activity, as it can be foreseen, and what can be available within a certain period of time.
About the meaning of planning A. Fayol writes: “The expression “to manage means to foresee” gives an idea of the meaning attached to planning in the business world. And this is true, since foresight is, if not everything in management, then at least its most important part.
Consider the planning stages (Fig. 6.6.1.):
Rice. 6.6.1.
It is important for the manager to know the components of the plans, we will show them (6.6.2.):
Rice. 6.6.2.
The most important goals that are pursued in planning the activities of the enterprise are:
Volume of sales of commodity mass;
Profit;
Market share.
Program - this is a part of the plan that defines a set of actions for executors to achieve the goals set, agreed on terms, results and resource provision.
The program may include the following types of activities:
placement of orders for the supply of additional raw materials;
the purchase of new machines to increase production;
hiring additional staff for the operation of new equipment, etc.
Regulations - these are the estimated values of the costs of working time, monetary and material resources used for planning the economic activities of the organization (enterprise).
The rules determine the direction and common boundaries actions of the administration.
Procedure - this is a strictly established sequence of actions in specific, often repeated situations.
Method - a way to achieve a goal, solve a specific problem, a certain toolkit for performing actions.
Planning involves a set of all methods of tactics and procedures that managers use to plan, predict and control future events. All types planning techniques range from traditional methods such as budgeting (revenue and expenditure plan) to more complex methods such as modeling, developing plans or separate ego sections based on game theory and scenario projects. Using this planning technique reduces uncertainty, improves forecast accuracy, and helps managers track or analyze factors that affect the plan.
estimates These are the plans for spending money necessary for the success of any enterprise.
The following types of estimates are used in planning:
estimate of current expenses;
cost estimate for the purchase of materials, components;
estimate of income from sales;
investment estimate;
cash plan (receipt and expenditure of cash).
Planning tasks. The plans developed should provide:
complex solution of social and economic problems;
accelerating the implementation of scientific and technical innovations;
rational use production assets, material labor and financial resources, strengthening the economy and eliminating losses in all stages of production;
the formation of material and financial resources necessary for the proportional and balanced development of production.
Planning principles. These include:
completeness of planning – taking into account all events and situations that may be important for the development of the organization;
planning accuracy – the use of modern methods, tools, tactics and procedures that ensure the accuracy of forecasts;
planning continuity – this is not a one-time act, but continuous process;
economy of planning – planning costs should be commensurate with the gains from planning.
Types of planning. Planning is determined by the tasks that the enterprise sets for itself in the future. Accordingly, planning can be long term, medium term and short term.
Long term plan(3-5 years) is descriptive and defines the overall strategy of the enterprise, since it is difficult to predict all possible calculations for such a long period. As part of long-term planning, new product-market strategies are being developed, which include an analysis of the possibilities for developing new industries, the creation of branches, etc.
medium term plan is compiled for 2–3 years and contains quite competitive goals and quantitative characteristics. Based on nomenclature and strategy changes competition for each group of products, plans are drawn up for an enlarged product range.
Short term plan(for a year, six months, a month) includes the volume of production, profit planning, etc. Short-term planning closely links the plans of various partners and suppliers, and therefore these plans can either be coordinated, or certain points of the plan are common to the manufacturing company and its partners.
There are two types of intra-factory (intra-company) planning:
Technical and economic;
Operational and production;
Technical and economic planning divided by promising(long term) and current. form ongoing planning is an annual plan - a model of economic and social development enterprise (or business plan), which reflects all aspects of the production and economic activities of the enterprise team.
Operational and production planning provides for the development, on the basis of an economic and social plan for the development of production, of operational plans and schedules (monthly, ten-day, daily, shift and hourly) for individual workshops, and within workshops - for production sites, workplaces.
6.7. Organization as a function of management
Organization function – it is the advance preparation of all that is necessary to carry out the plan.
The purpose of the organization as a function (organizational activity) is:
In creating a formal organizational structure;
In the right selection of personnel;
In the placement of employees by jobs, professions and qualifications;
In setting production targets.
In addition, it is necessary to ensure that tools, equipment, materials, work premises and many other things required to carry out the plan.
A lot of time and money is spent unproductively due to the inability of individual managers to properly organize the work process. To prevent such losses, when starting to implement the plan, you need to provide for the following:
Availability of employees of the required number, composition and qualifications;
Each worker must know his role in the production process and the relationship of his work with the tasks of others;
Each worker must be trained to carry out the part of the plan for which he is responsible;
To fulfill the plan, employees must be provided with everything necessary (tools, equipment, materials, premises) at the required time and in the specified place.
Organization principles:
1. Recruitment. The success of any organization depends on the right selection of personnel more than anything else. Almost all business problems boil down to a human problem.
2. Duties of employees. By agreeing to the proposed terms of employment, the employee thereby undertakes to fulfill his/her duties in the prescribed manner. job responsibilities under the supervision of a direct supervisor.
3. Powers of the manager. Managers have the right to perform their duties and give orders to their subordinates. Powers and responsibilities are transferred from the boss to the subordinate, forming a relationship of subordination.
4. Delegation of authority - this is the empowerment of the rights and obligations of any person in the field of competence of the relevant manager.
Principles of delegation of powers. There are five principles that increase the efficiency of delegation of authority:
1) the principle of control range;
2) the principle of fixed liability;
3) the principle of compliance of rights and obligations;
4) the principle of transferring responsibility for work to the lowest level of management;
5) the principle of reporting on deviations.
Control range. There is an optimal number of employees directly subordinate to one manager (the norm of controllability or subordination). There is a limit to the amount of work and the number of subordinates that one person can effectively manage. This limit is called the control range. It is determined by factors such as the ability of the boss, the ability of subordinate employees, the type of work, the territorial distribution of employees, the motivation of employees, the importance of work.
Fixed liability principle. Delegation of responsibility to a subordinate does not remove this responsibility from the person who transferred it. Delegation is the process of sharing responsibility with subordinates. Responsibility remains fixed (or assigned) to those managers who initially had it.
The principle of matching rights and obligations. The scope of delegated rights must correspond to the scope of delegated responsibilities. When delegating authority common mistake is the one that the subordinate is not granted the rights necessary for the successful performance of the duties assigned to him.
The principle of transferring responsibility for work to the lowest level of management. Any task should be transferred to the lowest level of the production and management hierarchy that can successfully complete it. It is human nature to shy away from creative work, because such work is always hard.
Principle of variance reporting. Any actual or expected deviations from the plan should be reported immediately. Under normal circumstances, there is no need to report that everything is going according to plan.
So, the function of the organization is to establish permanent and temporary relationships between all departments of the enterprise, determining the procedure and conditions for its functioning. It is the process of bringing together people and means to achieve the goals set by the enterprise.
6.8. Management as a function of management
We use the term "leadership" to describe one of the functions of management, which is associated with the management of people in solving a problem. Most of the research done on leadership theory has shown that the attempt to give a clear definition of "leadership" has not been more successful.
The concept of leadership. When defining governance, there are often four components:
Personal qualities and characteristics of the leader;
Leadership style;
Communication;
Manager's functions (general or basic management functions).
Some definitions of guidance take into account one or another of the listed components.
Management is the process of using personal influence and communications by the manager.
Characteristics of leaders. Most studies highlight the following important characteristics of a leader.
Intelligence Capabilities above average, ideally the leader should be a little smarter than his subordinates.
Initiative or the ability to understand the need for action and then act. This characteristic seems to be closely related to energy and vitality, in many cases the latter declines with age.
Confidence or the ability to believe in what you are doing. This character trait is associated with a person's understanding of his place in society, with a strong desire to achieve a goal. However, this confidence should not be aggressive, but rather inconspicuous.
The ability to look at the situation "bird's-eye" is the ability of a successful manager to "rise" above a given situation and consider it in a broader context, and then "lower" back and do smaller, but more specific things.
Leadership principles. Let's name two main principles:
The first principle is the orientation of leadership towards the ultimate goal. the main task management is to direct the actions of employees towards well-defined and clearly understood goals of the organization.
The second principle is unity of purpose. It consists in coordinating the goals of the company and its employees. An organization functions best when its goals and those of the individual are aligned.
The role of the leader. What should be a good leader:
he is distinguished by the ability to a) inspire his subordinates and b) strengthen their desire to achieve the goals of the organization;
he knows where he is leading and is able to encourage subordinates to follow him;
it is characterized by high results;
from being proud of the high quality of their work and the fact that it corresponds to their position.
Leadership efficiency. It is evaluated by the results of the work of his subordinates. Therefore, the manager should strive to:
to the effective use of the abilities and energy of subordinates;
prove their ability to stimulate the achievement of high results by each employee;
form an effective unit, attracting and retaining good employees.
Leadership style. Became a topic of discussion after K Levin published his study of different leadership styles in 1938. He explored three types of styles:
dictatorial - the leader himself decides what needs to be done and how;
democratic - decisions are made after discussion;
conniving - group members work independently, the leader himself is a member of the group.
In Levin's experiments, the most productive was the work with dictatorial management, but the presence of the head was necessary, otherwise the work was stopped. Members of this group showed aggressiveness towards each other and were fond of looking for "scapegoats". Democratic the manual was the most popular and produced consistent results in both quality and performance. conniving leadership style was the worst in all respects.
Leadership style – it is the firm opinion of the leader regarding the degree of freedom that should be given to subordinates in the preparation of decisions.
R Likert(1961) developed K. Lewin's approach by proposing four leadership styles:
The deliberative (consultative) leadership makes a decision, but first consults with the whole group;
Collegial , meaning joint decision-making by management and employees (Fig. 6.8.2.).
Fig 6.8.1.
Choice of leadership style. In How to Choose a Leadership Style, Tannenbaum and Schmidt (1958) proposed an approach to explaining leadership style that depends on the balance of leadership power and the freedom of action of subordinates (Figure 6.8.2). Their theory states that the leadership style applied reflects and depends on four variables.
leader - his personality and his preferred style;
subordinates - the needs, attitudes and skills of subordinates or employees;
task - the requirements and objectives of the work to be performed;
situation – organization, its values and prejudices.
Fig 6.8.2.
good communications – necessary condition for successful leadership. Communication is a process of two-way exchange of thoughts and information leading to mutual understanding.
For most people, communication processes take up to 70% of the time. Ability to communicate (the ability to speak, listen, write and read) is, apparently, one of the most important abilities of a person.
Since managers must be able to make others work, they must master the art of communication. Estimates show that up to 80% of the time of managers at all levels is spent on different kinds communications.
There are two main areas of business information dissemination:
1) vertical (up and down the levels of the hierarchy);
2) horizontal (at the same level of the hierarchy).
The effectiveness of communication and feedback in these areas is significantly different. The efficiency of horizontal flows reaches 80–90%. This is because those working at the same level of management are well aware of the nature of the work of their colleagues, they know their problems and largely guess the content of the message received.
Vertical communications are less effective than horizontal ones. Studies have shown that only 20-25% of the information coming from the management of the enterprise reaches the workers and is correctly understood by them.
6.9. Motivation as a function of management
motives are active driving forces that determine the behavior of living beings.
Human behavior is always motivated. He can work hard, with enthusiasm and enthusiasm, or he can shy away from work "in protest." Personal behavior can have any other manifestations. In all cases, you should look for the motive of behavior.
Motivation – it is the process of motivating oneself and others to act in order to achieve personal and organizational goals.
Managers have always been interested in the conditions under which a person is motivated to work on someone else's assignment. This interest increased as the subordinate's personal freedoms expanded and he became a partial co-entrepreneur. The freer a person became, the more important is the realization of what drives him, what makes him more useful.
The desire of a person to realize himself in his business is undeniable. Where the management and organization of labor provides employees with such opportunities, their work will be effective, and their motives for work will be high. So, to motivate employees is to affect their important interests, to give them a chance to realize themselves in the process of work.
Modern theories of motivation. Various theories of motivation of the psychological and organizational-economic direction can be divided into two groups:
2) procedural theories of motivation - more modern, based primarily on how people behave, taking into account education and cognition (expectation theory, justice theory and the Porter-Lawler model of motivation).
1) physiological needs (food, water, clothing, shelter, reproduction);
2) security needs (protection from criminals and external enemies, protection from poverty and help in case of illness);
3) social needs (the need for friendship, communication with people, belonging to a team);
4) esteem needs;
5) needs of self-expression.
According to Maslow's theory, all needs can be arranged in a strict hierarchical structure (Figure 6.9.1).
Fig 6.9.1.
With such a hierarchy, Maslow wanted to show that the needs of lower levels require satisfaction and, therefore, affect human behavior before the needs of higher levels begin to affect motivation.
As a result, the conclusion is: the manager must decide what active needs drive people in a given period of time and focus on them when solving the problems of motivating employees.
Herzberg's two-factor theory. In the second half of the 50s. F. Herzberg developed a needs-based motivation model.
Herzberg identified two groups of factors (Figure 6.9.2):
motivation - success, promotion, recognition and approval of the results of work, a high degree of responsibility and opportunities for creative and business growth;
hygiene- company policy, working conditions, earnings, interpersonal relationships, the degree of direct control over work.
Herzberg's theory of motivation has much in common with Maslow's theory. His motivations are comparable to needs. higher levels Maslow.
Fig 6.9.2.
Process theories of motivation.(expectancy theory, equity theory and Lawler's Parter model). The main idea of the theory of expectations is the hope of a person that the type of behavior he has chosen will lead to the satisfaction of the desired. Expectancy theory emphasizes the importance of three relationships between labor input and output; results - remuneration, remuneration - satisfaction with remuneration.
The way people distribute and direct their efforts to achieve their goals is answered by the theory of justice. We are talking about the fact that people subjectively determine the ratio of the reward received to the effort expended, and then correlate it with the reward of other people doing similar work.
If the comparison shows imbalance and injustice, then a person experiences psychological stress. In this case, it is necessary to motivate this employee, relieve tension and correct the imbalance in order to restore justice.
Due to the fact that there are different ways of motivation, the manager must:
Establish a set of criteria (principles) that strongly influence the behavior of an employee;
Create an atmosphere conducive to motivating workers;
Communicate actively with your employees.
6.10. Control as a function of management
Control - This is the process of measuring (comparing) the actual results achieved with the planned ones.
Control provides feedback between the expectations defined by the original management plans and the actual performance of the organization. The ultimate purpose of control is to serve the various plans and objectives of management.
The creation of all control systems should be based on the following basic requirements-criteria:
1) control efficiency - the success, usefulness of control is determined (reducing the costs associated with the detection and elimination of deficiencies identified in the control process, reducing the cost of control, the cost of personnel and control equipment);
2) effect on people the question is clarified whether the applied control technology causes positive incentives or negative, stressful reactions (labor demotivation) in workers;
3) performance of control tasks - control should identify coincidences or deviations in the production management system, help eliminate deviations, develop effective solutions;
4) determination of the boundaries of control - control measures cannot be carried out without restrictions. The length of the sections to be checked must allow deviations to be detected at the earliest possible stage.
There are the following types of control.
1. Preliminary control. It resembles an iceberg, most of which is hidden under water. This is because some aspects of control may be masked among other control functions. Preliminary control is called because it is carried out before the actual start of work. The main means of exercising preliminary control is the implementation (and not the creation) of certain rules, procedures and lines of conduct.
In the organization, pre-control is used in three key areas: human, material and financial resources. In the field of human resources, control is achieved through the analysis of those business and professional knowledge and skills that are necessary to perform specific tasks of the organization, in the field of material - control over the quality of raw materials to make an excellent product. In the field of financial resources, the preliminary control mechanism is the budget in the sense that it gives an answer to the question of when, how much and what kind of funds (cash and non-cash) the organization will need.
In the process of preliminary control, it is possible to identify and anticipate deviations from the standards at various points. It has two varieties diagnostic and therapeutic.
Diagnostic control includes categories such as gauges, benchmarks, warning signals, and so on, indicating that something is not right in the organization.
Therapeutic control allows not only to identify deviations from the standards, but also to take preliminary measures.
2. Current control. It is carried out during the work. Most often, his object is employees, and he himself is the prerogative of their immediate superior. It allows you to exclude deviations from the planned plans and instructions.
To carry out current control, the control apparatus needs Feedback. All feedback systems have goals, use external resources for internal use, monitor deviations from the intended goals, correct deviations to achieve these goals.
3. Final control. The purpose of this control is to help prevent errors in the future. As part of the final control, feedback is used after the work is done (with the current one - in the process of its implementation).
Although the final control is carried out too late to focus on problems at the time of their occurrence, it:
1) provides management with information for planning if similar work is expected to be carried out in the future;
2) promotes motivation.
At all levels of management, managers perform all five management functions of planning, organizing, directing, motivating and controlling.
Content and meaning managerial functions
Management functions are implemented through the implementation of certain management tasks.
Remark 1
The difference between functions and tasks is that functions are permanent view activities that are implemented throughout the life of the organization, and tasks are some sub-activities, the implementation of which is necessary to achieve a specific goal in a certain period of time.
Management functions can be performed by individual employees (managers), as well as one or more departments of the organization. At the same time, one department may be responsible for the implementation of several management functions at the same time, and vice versa, the performance of one function can be provided simultaneously by several departments.
The distribution of responsibility for the implementation of management functions between departments and employees depends on a number of factors:
- Method of organizing production, its scale and structure;
- The scale of the organization's activities and the degree of its dependence on external conditions;
- The nature of the relationship of the organization with external counterparties;
- The level of logistics management.
The implementation of management functions in an organization is designed to provide the most effective way to achieve organizational goals. Each of the management functions is homogeneous in content, repeatable and has a specific purpose. All management functions can be divided into two broad categories depending on their specificity - general and special.
General management functions
General management functions typically include:
- Setting goals - defining the results the company is striving for, its mission and philosophy as a way to achieve these results;
- Planning - making forecasts and foreseeing the future conditions of the company's activities, potential problems, as well as developing a plan to solve them and bring the company in line with the conditions of the external environment;
- Organization - the process of coordinating activities within the company, determining its structure and elements, their relationships and ways of interaction, distribution of responsibility;
- Decision making - analysis, search and development best solution in specific conditions;
- Motivation - the use of various methods of influencing the company's employees in order to increase their ability to work and work productivity;
- Control - the creation of accounting forms that evaluate the activities of the company in achieving its goals, as well as the activities of individual employees.
Special management functions
Definition 3
Special management functions are functions that are implemented in connection with the specifics of the activities of a particular company.
The special functions of management include:
- Business communications - ensuring information interaction of the company and its employees with various agents of the external and internal environment;
- Personnel management - application of methods and tools for working with employees;
- Choice of management tools;
- Conflict management - identifying the signs and causes of conflicts, their prevention and elimination by various methods;
- Corporate image management - choosing the style of behavior of management and the company as a whole, determining its impact on the perception of the company by the target audience;
- Risk management - determining the company's actions in a situation of uncertainty;
- Financial management;
- Innovation management - determining the ways for the development of the company and choosing ways to improve it;
- Corporate culture management.
