Organizational structure of management

The functions and processes of management are concretely embodied in practice in the organizational structures of management. Any enterprise is a complex technical, economic and social structure. Organizational structure of management i (OSU) is a model in which the totality of the elements that make up the system is determined and stable relationships are established between them. Main elements organizational structure management are the goals and strategy of the enterprise, hierarchical levels of decision-making and responsibility, horizontal links at the levels of management, communication-relationships, communication, information.

The organization of management accounting, especially in terms of ensuring the coordination of the activities of managers and their structural units, as well as motivation, is influenced by the organizational structure of management chosen by the enterprise. In accordance with the organizational structure of management, organizational issues are determined not only for management, but also for financial (accounting) accounting. For example, a working chart of accounts is generated taking into account cost centers.

At present, an enterprise can have a linear, linear-functional, functional, divisional, matrix (flexible, adaptive) organizational management structure. (Section 1.3 gives their characteristics and development trends.)

Management levels in an organization

In enterprises of large and medium-sized businesses with a linear functional management structure, there are mainly three levels (links) of management: top, middle and bottom (Fig. 1.2).

Rice. 1.2.

The highest level of management associated with the adoption of strategic management decisions and the establishment of the organization's motivation and coordination policy. The top level of management is also responsible for investment and innovation policy, in the field of accounting - for accounting policy. At this level, a significant part of external relations is implemented. Organizationally, the top management most often includes the board of directors, the general director, the president, the director. The highest level of management, in addition to top managers, may include shareholders and experts.

Middle management level includes production and functional divisions: heads of main and auxiliary shops, departments of sales, supply, logistics, financial, planning, etc. Moreover, functional units can be divided into operating units that are directly involved in the main business processes of the enterprise, and service units that serve the management of core activities. Operational divisions include supply and sales departments. The service functional divisions include the department of personnel management, accounting, financial, planning departments, office, secretariat, department information technologies and others. Middle managers solve problems arising from functional specifics. For example, logistics managers provide traffic and inventory management, sales managers manage the promotion of goods on the market. The middle link of production management is in constant contact with the managers of the lower level of management - foremen and foremen who make operational decisions on the implementation of current production tasks.

The lowest level of management is responsible for the exact implementation of plans and programs: bringing them to the workers and monitoring their implementation. Management decisions of the leaders of this link - foremen, foremen, link managers - are the most defined, have a low level of risk and come down mainly to monitoring the execution of a specific production task. Heads of workshops, foremen, foremen, i.e. representatives of the middle and lower levels of management, as a rule, are engaged in routine management decisions that are repeated at a given frequency. For example, in case of deviations from production program make decisions regarding labor relations, technical support production. Examples of such decisions can be stopping the machine for repairs in case of malfunctions, moving workers from one workplace to another, etc. X. and S. Chakraborty "Management accounting" call top managers the brain of the organization, middle managers - the eyes, ears and mouth of the organization, grassroots managers - arms and legs.

Management accounting should provide information to each level of management based on the needs of managers. For example, the analysis of the profitability of centralized investments is weakly related to the evaluation of the performance of middle managers and is of little interest to shop managers, but its results are necessary for top managers, they can be decisive in assessing the attractiveness of alternative investment strategies.

In progress information support the middle and lower levels of management need to organize primary accounting and operational analysis of the implementation of the production program and plans for supply and sales. At the same time, in practice, the problem of duplication of information in accounting and operational and technical accounting often arises. Of great value to the leaders of these levels are data on deviations in the context of responsibility centers, which requires special organization management accounting.

Specialist in management accounting must understand how managers of different levels of management work, and what tasks they set for preparing information.

Chakrabotty N., Chakraborty S. management accountancy. Oxford: Oxford University Press; Calcutta: Chennai Mumdai, 1997.

Management levels and types of leaders

Completed by 3rd year student

Faculty Business and Management

Checked by teacher

· LEVELS OF CONTROL.

Management as a concept

Horizontal and vertical division of labor

Management levels

· MANAGER AND LEADER. GENERAL AND DISTINCTIVE FEATURES.

Management and functions of a manager

leader and leader functions

· Leaders and managers. General and distinctive features.

· TYPES OF LEADERS. QUALITIES NECESSARY FOR A LEADER.

The main types of leaders

Qualities required for a modern leader

Findings and Conclusions

· LEVELS OF CONTROL

· Management as a concept

Control- this is the process of planning, organizing, motivating and controlling, necessary in order to formulate and achieve the goals of the organization (Meskon M. Kh.).

Considered by many to be the world's leading management and organization theorist, Peter F. Drucker offers a different definition. "Management - it is a special kind of activity that turns an unorganized crowd into an efficient, purposeful and productive group.

Management (as a process) is the impact of the subject of management on the object in order to achieve certain goals. The subjects of management can be an investor, manager, state, corporate or business body management. As objects of management, there can be objects of a lower level of management in relation to the subject (an enterprise of a corporation, a department of an enterprise, a subject of the Federation, etc.), a manager of a lower managerial level in relation to the subject of management, a specialist, a worker, objects and means of labor for a worker and etc.

Management is the implementation of several interrelated functions: planning, organization, employee motivation and control. The interaction of these functions with each other forms single process, or in other words continuous chain of interrelated actions .

Management as such is also a stimulating element social change, and an example of significant social change. Finally, it is management, more than anything else, that explains the most significant phenomenon of our century: the explosion of education. The more highly educated people there are, the more dependent they are on the organization. Virtually all people with an education above high school, in all developed countries of the world in the United States, this figure is more than 90% - will spend their entire lives as employees of managed organizations and will not be able to live and earn their living outside organizations.

· Horizontal and vertical principle of division of labor

Large organizations need to perform very large amounts of managerial work. It requires division of managerial labor to horizontal and vertical.

The horizontal principle of the division of labor is the placement of managers at the head of individual units, departments.

The vertical principle of the division of labor is the creation of a hierarchy of levels of management in order to coordinate horizontally divided managerial work in order to achieve the goals of the organization.

Also in this chapter we will consider 3 levels of management, or, in other words, three categories of leaders.

· Management levels

· Lower managers(operational managers). The largest category. They exercise control over the fulfillment of production tasks, over the use of resources (raw materials, equipment, personnel). Junior superiors include a foreman, head of a laboratory, etc. The work of a lower-level manager is the most diverse, characterized by frequent transitions from one type of activity to another. The degree of responsibility of lower-level managers is not very high, sometimes there is a significant proportion of physical labor in the work.

A typical job title at this level is foreman, shift foreman, sergeant, head of department, head nurse. Most of the managers in general are low-level managers. Most people start their managerial careers in this capacity.

Research has shown that the job of a grass-roots manager is stressful and filled with a variety of activities. It is characterized by frequent breaks, transitions from one task to another. Tasks themselves are potentially brief. One study found that the average time it took a craftsman to complete one task was 48 seconds. The time period for the implementation of decisions made by the master is also short. They are almost always realized in less than 2 weeks. It was revealed that craftsmen spend about half of their working time in communication. They communicate a lot with their subordinates, not much with other masters, and very little with their superiors.

· Middle managers. They supervise the work of lower-level managers and pass the processed information to senior managers. This link includes: department heads, dean, etc. Middle managers have a much greater share of responsibility.

In a large organization, there may be so many middle managers that it may be necessary to separate this group. And if such a separation occurs, then two levels arise, the first of which is called upper middle management level, second - lower level middle management.

It is difficult to generalize about the nature of the middle manager, as it varies greatly from organization to organization and even within the same organization.

A middle manager often leads a large division or department within an organization. The nature of his work is determined to a greater extent by the content of the work of the unit than by the organization as a whole. For example, the activities of a production manager in an industrial firm mainly include coordinating and directing the work of field managers, analyzing labor productivity data, and interacting with an engineer to develop new products. Head of Department for external relations at the same firm, he spends most of his time preparing papers, reading, talking and talking, and meeting various committees.

For the most part, however, middle managers act as a buffer between top and bottom managers. They prepare information for decisions made by senior managers and transmit these decisions, usually after their transformation in a technologically convenient form, in the form of specifications and specific tasks to grass-roots line managers.

Middle managers like social group experienced a particularly strong influence of various economic and technological changes in production during the 80s. Personal computers eliminated some of their functions and changed others, allowing senior managers to receive information directly at their desk directly from the source, instead of filtering it at the level of middle managers. The wave of corporate mergers and the general pressure to increase operational efficiency have also caused a drastic reduction in the number of middle managers in some organizations.

· Senior managers. The smallest category. They are responsible for the development and implementation of the organization's strategy, for making decisions that are especially important for it. Top managers include: company president, minister, rector, etc. The work of a senior manager is very responsible, since the scope of work is large, and the pace of activity is intense. Their work is mainly mental activity. They constantly have to make managerial decisions.

Usually there is a hierarchy (pyramid) of management with differentiation according to the rank of command power, decision-making competence, authority, position.

The hierarchy of management is a tool for realizing the goals of the company and a guarantee of the preservation of the system. The higher the hierarchical level, the greater the volume and complexity of the functions performed, the responsibility, the share of strategic decisions and access to information. At the same time, the requirements for qualifications and personal freedom in management are growing. The lower the level, the greater the simplicity of decisions, the proportion operational types activities.

The pyramid shape is used to show that there are fewer people at each successive level of government than at the previous one.

· MANAGER AND LEADER. COMMON AND DISTINCTIVE FEATURES

· Management and functions of a manager

Management- this is a system of management methods in a market or market economy, which involves the orientation of the company to the demand and needs of the market, the constant desire to improve production efficiency at the lowest cost, in order to obtain optimal results.

Management is also an area of human knowledge that helps to carry out the management function. Finally, management as a collective of managers is a certain category of people, a social stratum of those who carry out management work. The importance of management was especially clearly realized in the 1930s. Even then it became obvious that this activity had turned into a profession, the field of knowledge - into an independent discipline, and the social stratum - into a very influential social force. The growing role of this social force forced people to talk about the “revolution of managers”, when it turned out that there were giant corporations with huge economic, industrial, scientific and technical potential, comparable in power to entire states. The largest corporations, banks are the core of the economic and political strength of the great nations. Governments depend on them, many of them are transnational in nature, extending their production, distribution, service, information networks around the world. This means that the decisions of managers, like the decisions statesmen, can determine the fate of millions of people, states and entire regions. However, the role of managers is not limited to their presence only in huge multi-level and branched corporate structures management. In mature market economy Small business is no less important. In terms of quantity, this is more than 95% of all firms; in terms of value, this is the closest approximation to the daily needs of consumers and, at the same time, a testing ground technical progress and other innovations. For the majority of the population, it is also a job. To manage skillfully in a small business means to survive, to resist, to grow. How to do this is also a question of effective management.

Enterprise management? This is the general ordering of the firm, which sets the sequence of actions, as well as the boundaries within which activities must be carried out. enterprises are an object of management organization. It includes employees, finance, informational resources.

To organize the management of an enterprise, it is necessary to perform a number of tasks:

set goals;
create a community of people;
form an organizational structure;
create the necessary conditions.

Consider the main functions that are inherent in the organization of enterprise management:

achievement of the goals set by the enterprise;
reduction in company costs;
division of labor, thanks to which employees perform their duties better.

There are such types of division of labor as horizontal and vertical. In the first case, the enterprise creates subdivisions that perform a number of specialized functions. With vertical separation, management levels are formed. The leaders of each of them must highlight the problems, find ways and solutions, appoint responsible persons, take time to complete the task.

There are the following levels of management with a clear delineation of functions:

1. Lower, or technical. It includes managers who solve specific issues related to the fulfillment of the set goals (production, profit, etc.), and also work directly with performers.

2. Medium, or managerial level. This includes managers who control several structural divisions of the enterprise, as well as heads of target projects and programs, service and auxiliary industries.

3. The highest, or institutional level of management. This is the administration of the enterprise, which deals with the solution of the most important strategic tasks at the level of the entire enterprise (development, selection of a sales market, financial management, etc.).

Management specialists A. Thompson and A. Strickland developed next organizations. According to their approach, there are such levels strategic management:

1. Corporate strategy. It concerns the general goals of the enterprise and its entire space. Such levels of management perform the functions of accepting the most important technical, production, and economic tasks. Usually the board of directors makes decisions. This includes senior managers.

3. Functional strategy. Creates a sequence of actions to achieve the goal in each area of the enterprise. These levels of management in the organization provide analysis, revision, synthesis of proposals made by field managers, as well as actions to achieve the goals of this unit and support the chosen strategy. These levels include middle managers. Decisions are made by the heads of departments.

4. Operational strategy. It contains specific strategies for individual structural units of the enterprise, management levels, including local managers. Problems specific to this particular unit are being solved. Decisions are made by department heads functional services.

The division of labor is both horizontal and vertical. Under the horizontal division of labor, the creation of structural divisions in the company focused on different areas of activity is assumed.

With vertical separation, the implementation of work is separated from the coordination of the activities of individual performers. In this case, it provides different levels of enterprise management.

Levels of enterprise management in the structure of the organization

What can be considered an enterprise management organization? This is the general ordering of the company, which sets the sequence of various actions and the framework within which activities should be carried out. Under the socio-economic environment of the enterprise understand the object of management organization. This includes workers, various objects of labor, financial and information resources.

To organize the management of the company, a number of tasks should be solved:

choose goals;
form a community of citizens;
determine what kind of organizational structure the levels of enterprise management are needed;
create the right conditions.

The main functions characteristic of the organization of company management:

achievement by the company of the chosen goals;
reduction of company costs;
division of labor, due to which employees better exercise their own powers.

Expression of the division of labor in companies. The trend towards specialization in the field of professional work, during which any employee (or any structural unit) is called upon to perform the actions provided for him and is not involved in performing other functions.

The following types of division of labor can be noted: horizontal and vertical.

With a vertical division of labor, any manager has an area of activity for which he has to be responsible (a sphere of control), or has a certain number of employees reporting to him. In this situation, the distribution of all tasks is carried out not within the same level, but “from top to bottom” - from employees occupying the highest positions to employees at the bottom of such a hierarchy. At the same time, the higher the position occupied by the employee, the more general tasks he is engaged in; the lower the position of a specialist in the hierarchy, the more specific goals he receives. This is a natural process, because the most significant decisions from the point of view of functioning are usually made at the very “top”, that is, the top managers of the company.

With a horizontal division of labor, workers are divided between different functional areas and they are entrusted with the performance of tasks that are important from the position of this functional area. A typical example is the conveyor release of goods, the case when for individual worker a certain operation is provided, and he finds himself on the same hierarchical level with other specialists participating in the production of products.

The internal levels of the enterprise management system should not be considered something stable, unchanged in the future. Managers, especially senior managers, should be aware that the organizational structure is formed in order to solve the problems assigned to the company.

In the future, the position of the company in the market will change, the conditions for its functioning will also change (competitors will be added, legislation, economic and political situations will change). In addition, there is a possibility of changes in the number of employees of the enterprise.

Of course, all this can lead to the fact that the tasks of the company will change. At the same time, the internal levels of production management in the enterprise should also be changed, because the previous structure is sometimes (and most often is) unsuitable for the new goals.

Management in a company is usually carried out in a pyramidal structure: the lower level includes a larger number of managers, and as you move up to a higher level, their number decreases.

5 principles of management from the founder of McDonald's

Ray Kroc's commercial moves made McDonald's a chain Catering world level. Founder worldwide famous brand preferred to deal only with strategy, but if there was a need to stand at the cash register or wash toilets, he did not refuse such work.

The editors of the magazine "General Director" spoke about the principles of management that helped Ray create one of the most popular companies in the world.

Enterprise management levels

As a rule, there are three levels of control.

Technical level (is the lower level of management) - managers interact directly with specialists - performers, deal with specific issues;
Managerial level (middle) - in this case, managers are responsible for the progress of each production process in structural divisions, which include a number of structural units; managers of headquarters and functional services of the management structure, heads of auxiliary and service industries, targeted programs and projects;
Institutional level (highest) - the administration of the company, engaged in general strategic management; issues of strategic management - management financial resources, the choice of sales markets, the development of the company, only 3-7% of the total number of managers are involved at this level.

The highest level of management is engaged in the development of long-term plans, the formulation of tasks for the middle level. A significant place here is given to the company's adaptation to market dynamics, to managing the company's relations with the external environment. This link may include the president, CEO, and other members of the board.

Middle managers are called upon to coordinate and control the activities of lower-level managers. They identify problems in the production, organizational and financial direction. They form creative ideas and collect the right data for decision-making by senior managers. The middle levels of enterprise management include managers of structural divisions, departments and services of the company.

The lower level of management is subordinate to the middle link. Managerial level leaders are production masters, foremen, group leaders. These are professional managers of a narrow specialization, performing clearly regulated duties in the field of production, sales marketing activities, material supply management, etc. They are responsible for the proper use of the resources received and rational use technicians and workers. Such structural levels of enterprise management allow for clear management, take advantage of the narrow, in-depth specialization of managers. At the same time, it complicates the determination of the share of the contribution of an individual lower-level manager to the overall result. commercial activities, his area of responsibility for the selected management decisions.

Management specialists have developed a different theory of company management. In their opinion, there are the following levels of strategic enterprise management:

Corporate strategy. It affects the general goals of the company and its entire space. These management links are designed to perform the functions of making key decisions in the technical, economic and production areas. Most often, decision making is a function of the board of directors. This category includes senior managers.
Business strategy. It is expressed in achieving success in the field of competition in the market of a particular business area. At this level, they are engaged in solving such problems: increasing competitiveness, responding to external factors, choosing a strategy for the behavior of the main separate divisions. The decision-making body at this level is the board of directors, management of divisions, general directors.
functional strategy. Forms a chain of actions aimed at achieving the chosen goal in each area in which the organization operates, the levels of enterprise management are designed to provide analysis, revision, synthesis of various ideas expressed by field managers, and actions to implement the tasks of this unit and maintain the adopted company strategy. These levels include middle management. Decision-making is in the competence of heads of departments.
Operational strategy. It includes special strategies for separate structural units of the company, levels of enterprise management, containing chiefs in the field. Here they solve the problems peculiar to this separate unit. The choice of a solution is in the competence of the heads of departments and functional services.

What are the levels of management of a modern enterprise today?

In international practice, specialists in integrated automation production activities There are five levels of management of a modern company:

At the level of ERP - Enterprise Resource Planning (company resource forecasting), various financial and economic indicators are calculated and analyzed, solutions to strategic administrative and logistical tasks are searched.

At the MES level - Manufacturing Execution Systems (management systems production processes) tasks are solved in the field of product quality management, forecasting and verification of the sequence of operations technological process, production and labor resources within the limits of the ongoing technological process, maintenance of production equipment.

Specified levels of control modern enterprise refer to the tasks of the automated control system (automated enterprise management system) and technical means, due to which such tasks are performed - office personal computers(PC) and workstations in the services of the leading employees of the company.

The following levels of enterprise management solve tasks related to the category of APCS ( automated systems process control).

SCADA - Supervisory Control and Data Acquisition (system for collecting information and supervisory control) is the level of tactical current management, within which they solve problems of choosing the optimal solution, conducting diagnostics, implementing adaptation, etc.

Control-level - local control level, implemented on the following TSA: software - operator panels, PLC - programmable logic controllers, USO - communication devices with the object.

HMI–Human-Machine Interface (human-machine communication) - performs visualization ( graphic representation information) of the course of the technological process.

Input / Output - Inputs / Outputs of the control object, which are various sensors and actuators (D / IM) of individual technological installations and working machines.

Production management: what is the secret of successful leadership

How is the formation of enterprise management levels

The formation of enterprise management levels is carried out within the framework of the production-territorial principle, the essence of which is expressed in the fact that the entire management apparatus is divided vertically into separate levels, and its own management links are formed horizontally at all levels.

The levels of enterprise management determine the direct sequence of subordination of management bodies from the lower levels to the upper ones.

All levels of enterprise management are headed by employees involved in general management in this area. On the basis of the principle of unity of command, he is subordinate to the head of a higher level, receives orders and tasks from him for execution.

Top-level managers form an institutional level, which is considered the highest level of management, where forecasting for a long period of time takes place, decisions that have important consequences for the enterprise are selected, responses are made to changes that have begun and are expected in the near future, etc.

The highest levels of enterprise management have one more feature- it is here that issues are resolved in the field of interaction between the enterprise and its external environment, which includes competitors, the state, public associations and so on. Managers make decisions at this level top level(top managers: rectors of universities, presidents and vice presidents of companies, directors).

Top-level management solves the problem of making decisions that are vital for the organization, or its large structural unit. Typically, such decisions are of a strategic nature: in comparison with solving tactical problems, they are aimed not at choosing ways to achieve the set goals, but at determining the goals of the company itself.

The highest levels of enterprise management are distinguished by the fact that the managers on them have little contact with various people: they communicate within the company with other top-level managers, as well as with some of their subordinates. At the same time, this situation does not indicate that their activities are simpler and easier than the work of managers at other levels.

They have a huge responsibility. The middle and lower levels of enterprise management differ in that the erroneous decisions of their leaders affect certain aspects of the company's work, i.e. lead to local problems, then the mistakes of top-level management can cause the company to go bankrupt. In this regard, one of the most important skills needed for top-level leadership is the ability to take risks. Not all people are willing to take risks.

Middle managers form the managerial level, which is considered the next level, at which the work of various employees and structural units is coordinated to achieve the goals set for the company. At this level, decisions are made by middle managers (these include directors of separate divisions, heads of departments, deans at universities).

The middle levels of enterprise management include managers who coordinate and control the work of lower-level bosses and help top-level managers make key decisions. Therefore, they are intermediaries between top and bottom management. Let's study their functions in more detail:

Middle management is often involved in decision making by top managers. They express their ideas related to certain innovations, collect information needed to solve the problem, evaluate decision. Top management has only the most general information about the work of the company, often they do not understand the problems that exist in the company or appear in the course of making the wrong decision.
Of course, middle-level managers have more information about the company's activities. They are well aware of how the structural unit works, the work of which they manage. The difference between top and middle managers is that the first ones deal with the affairs of the company as a whole, while the second ones have more complete information about a certain area of the company's work. And lower-level managers have very private information about the enterprise.
Another task assigned to middle-level managers is mediation - with their help, the higher and lower levels of enterprise management are connected. Most often, a competent interpretation of the decision made by top managers is entrusted to middle management. It is they who manage to endow instructions from above with a form that is optimal for the lower level of management. In this situation, middle-level managers are engaged in the distribution of certain tasks and choose the timing of their implementation.

The goals set before them represent the details of the decisions of top managers. Middle-level managers are forced to communicate very often, which is primarily due to the fact that they perform the functions of mediation between other parts of the management system.

For this reason, they need to be able to isolate the essential information and separate it from what is not important.

In the event that companies employ a large number of employees, the middle levels of enterprise management often include additional links.

For example, there are often situations when some middle-level managers coordinate the work of lower-level managers, and the second - the activities of middle-level management. The latter are often considered top-level managers: their position is higher than that of the standard middle-level managers, but they do not belong to the highest level of management, because are under his control.

It should be noted that the improvement of technology and other reasons have led to a gradual reduction in the number of middle-level managers. However, they are still needed. The situation is only that their powers are subject to the most significant changes.

At the same time, lower-level managers form the technical level of enterprise management:

at this level, ordinary labor activities are carried out;
this level can be correlated with the daily activities available in each company.
decisions at this level are made by lower level managers (foremen in workshops, heads of subdivisions, in higher educational institutions - by heads of departments, etc.), and their work is considered at the level of current management.

The main feature of the work of lower-level managers is expressed in the fact that they are called upon to:

deal with problems relating to the use of resources in specific situations;
check the quality level and timing of various production operations.

The main difficulty that arises for a lower-level manager is expressed in the fact that he is forced to very quickly move from one activity to another. In this regard, he needs to quickly resolve issues, because. Most often there is no time to think and find the optimal solution. The lower levels of enterprise management involve the formation of special relationships between managers and their subordinates. The leaders of this link are forced to solve the tasks and check the work of employees, as well as to be mentors and leaders. And just such managers, consciously or unconsciously, are assigned the task of training young specialists and new employees. Managers of the middle and upper levels do this much less frequently.

All levels of enterprise management include functional structures performing specific functions in the field of management. the main task of such units is expressed in the preparatory work on the formation of managerial decisions for the manager of this level.

In the case of using a single-level structure, managers directly control the activities of performers. During the use of a two-level structure, the highest levels of enterprise management are formed - the performance of the work of executors is added.

Business opportunity management: how to protect a company from bankruptcy

Analysis of enterprise management levels

Analysis of the management level determines the operation of the management system, its compliance with the management object, the possibility of choosing sufficiently balanced decisions. These characteristics of the management system are considered a key condition for the intensification of production activities, the success of its current and future development.

During the analysis of the management link, the operation of the management system in general and the activities of its components are considered, such as the organizational structure of management, the levels of enterprise management, the composition of managerial personnel, their level of qualification and organization of work, the technical equipment of the activities of managers, etc.

The task of the analysis is considered to be the substantiation of the rational structure of the governing bodies, the compliance of the managerial staff with the features and content of management functions, rational measures for the centralization of management functions, reducing the time for processing data and the time to make a choice of management decisions.

An important assessment of the level of enterprise management includes conducting an analysis of the organizational structure, starting with a description of the company. Company parameters and production structure are called upon to determine the structure of governing bodies and the number of leaders.

Analytical indicators that determine the current state of the controls are:

the ratio of provision with managerial personnel in general for the company and for each functional group;
the share of managerial employees in the total headcount of the company;
their average and specific gravity in workshops and in separate areas;
control factor. Control ratio in separate subdivisions determines, for example, the number of employees per foreman, shift manager, workshop, etc.

At the same time, the analysis of the levels of enterprise management includes such a special section as an assessment of the level of centralization of management functions. This indicator is calculated in general for the company and separately for the existing functional groups.

Analysis of technical equipment and management methods

It determines the breadth of involvement in management work of advanced achievements of scientific and technical thought (the best equipment), new management techniques, etc.

The analysis begins with an assessment of the quantitative and qualitative aspects of the technique used in management, the possibilities for its improvement.

With the help of the level of technical equipment, an indicator of the degree of mechanization and automation of managerial work is determined.

Its characteristic is the level of complex (or partial) mechanization of the data processing process, the level of automation of data processing and the preparation of solutions. It is precisely with the help of automation of the work of managers that the basis is formed for studying alternative development options and choosing rational solutions.

Analysis of the composition and organization of labor of management employees

It is produced from an assessment of the level of qualification of the employees of the management apparatus, its compliance with the current requirements of production activities and science.

The need to increase the skill level of managerial employees for individual functional groups (planners, etc.) is determined, a set of measures is being developed to increase the skill level.

The organization is being analyzed labor activity management personnel, based on a description of the management process, management functions performed by each employee, documentation and workflow schemes.

In the course of the analysis, reserves are found for improving technology management process by streamlining the list and flows of documents, their unification, timeliness of processing. They also find reserves for improving the organization of the work of managers.

Management efficiency analysis

Based on a comparison of management costs with the final results of the company. The indicator of the effectiveness of the management methods used in the company is calculated as the ratio of the volume of sales of goods to the amount of management costs. The higher the value of this indicator, the more successful the management methods used in the company. Those levels of enterprise management are considered successful, at which it is ensured:

growth in labor productivity;
growth of capital productivity of fixed production assets;
acceleration of the turnover of working capital;
profit growth.

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There are three levels of management in an organization:

1. Top-level managers are people holding key positions in the organization, the administration of the enterprise. (managers owners; CEO or the president; organization as a whole.)

Top-level managers are empowered to solve the main problems of the functioning and development of organizations: defining the mission and common purpose organization development; development of long-term strategies of development organizations; formation of the organizational structure of management; management of the people of the res-mi of the organization; distribution of profits of the organization; marketing policy, sales, pricing; negotiations and conflict resolution; establishing relationships with other market participants.

2. Middle managers includes managers who lead structural units, departments and departments of the organization, as well as holding the positions of deputy heads, managers of marketing departments, production and other functional divisions of the organization.

The most important functions performed by middle-level hands are: hand-in and control over the progress of work; making operational decisions; providing communications; work planning; organization of work; motivation of employees; maintaining internal and external contacts; making report.

3. Managers of the lower level - hands-whether, having in their subordination workers mainly of executive labor and bearing direct responsibility for the work of performers, i.e. employees of the organization directly producing products or services. They manage such primary units as brigades, shifts, sections.

Grassroots link

LEADERS. managers of the first (grassroots) link - this is the organizational level, located directly or by other employees (not managers). Junior bosses mainly monitor the implementation of production tasks for continuous provision direct information about the correctness of the performance of these tasks. Managers at this level are often responsible for the direct use of resources allocated to them, such as raw materials and equipment. A typical job title at this level is foreman, shift foreman, sergeant, head of department, head nurse, head of the department of management at a business school. Most of the managers in general are low-level managers. Most executives start their managerial careers in this capacity.

13. Middle link
MIDDLE MANAGERS. Their work is coordinated and controlled by middle managers. Typical middle management positions are department head (in business), dean (in college), regional or national sales manager, or branch manager.

Middle managers are a buffer between top and bottom managers. They prepare information for decisions made by top managers and transfer these decisions, usually after their transformation in a technologically convenient form, in the form of specifications and specific tasks to lower line managers.

14. Top management
SENIOR MANAGERS. Even in the most large organizations senior managers - only a few people. Typical senior executive positions in business are Chairman of the Board, President, Vice President of the Corporation, and Treasurer of the Corporation. In the army they can be compared with generals, among statesmen - with ministers, and at the university - with chancellors (rectors) of colleges. Senior managers are responsible for making critical decisions for the organization as a whole or for a major part of the organization.

Mission of the organization

The mission of the org-ii is the purpose and meaning of the existence of the organization for its owners and employees, customers and business partners, environment and society in general. The mission should reflect the following characteristics of the organization:
targets, i.e. what the organization’s activities are aimed at and what it aspires to in its long term;
the scope and market in which the organization sells its product;
the philosophy of the organization, expressed in the values and beliefs adopted by it.

These characteristics form the image of the organization, its organizational culture and ability to survive in a competitive environment.

The mission gives the subjects of internal and external environment general idea about the organization, what it aspires to, what means it is ready to use; contributes to the internal unity of the organization and the formation of its corporate spirit; creates an opportunity for more effective management organization, since it is the basis for setting its goals and strategy, the distribution of its resources; reveals to the employees of the organization the meaning and content of their activities.