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State Committee Russian Federation By
higher education
State Academy of Management
named after Sergo Ordzhonikidze
ORGANISATION MANAGEMENT
Tutorial
Ed. Doctor of Economics, prof. Z.P. Rumyantseva,
A.E.N., prof. N.A, Salomatina
Moscow
INFRA-M
1995
BBK 65.050.9(2)2
Authors: Rumyantseva Z.P., Salomatin N.A.,
Akberdin R.Z., Gunin V.N., Kibanov A.Ya.,
Turusin Yu.D.. Ustinov V.A.
Organisation management. Tutorial. blush
Tseva Z.P., Salomatin N.A., Akberdin R.Z. and others - M:
INFRA-M. 1995. - 432 p. b.
ISBN 5-86225-136-7V
5
A new economic system that is being formed under the conditions
transition of the domestic economy to the market, needs a specialist
sheets with extensive and deep knowledge in the field
modern management. There is a particularly acute need for
such specialists in organizations, since in a relatively short
term, they must create a management system,
providing high efficiency, competitiveness and
market stability. IN study guide, prepared
by scientists of the State Academy of Management, considered
issues that are of paramount importance for the specialist
sheets - managers of organizations: the basics of the general process of management
organization and its personnel, conditions and factors of formation
strategic management, organization of innovative
management. The essence of production management is revealed.
ment as a system that organizes internal production in a new way
military economic relations.
The textbook will provide real help to students and graduate students.
rants studying the problems of organization management, as well as
professionals involved in the formation new system pack-
management.
ISBN 5-86225-136-7
BBK 65.050.9(2)2
© Team of authors, 1995 ©
INFRA-M, 1995
Table of contents
Foreword ........................................ in
1. Fundamentals of organization management ........................ 10
1.1. Introduction to Management.............................. 10
1.1.1. What is management. ........"................. 10
1.1.2. Management and managers.............................. 13
1.1.3. Development of the theory and practice of management .......... 19
1.1.4. Modern system views on management...... 28
1.1.5. Changing the management paradigm in the period of radical
transformations in the economy of the Russian Federation. 34
1.2. Goals and functions of management .................. . 39
1.2.1. Mission of the organization.............................. 39
1.2.2. The goals of the organization and their classification .............. 42
1.2.3. Management by objectives (results). ............... 48
1.2.4. Management Functions .............................. 52
1.3. Decision-making process and methods .............................. 58
: 1.3.1. Basic elements of the decision-making process.... 58
" 1.3.2. Management methods .......................... 68
1.4. The structure of the organization's management ........ 81
1.4.1. Definition of the concept and principles of construction. ...... 81
1.4.2. Hierarchical type of management structures............. 83
1.4.3. Organic type of management structures .............. 91
Chapter 1 Checklist .............................. 100
Z Strategic management.............................. 103
2.1. General concept .............................. 103
2.2. Strategy planning ........................................ 114
2.3. Analysis of alternatives and choice of strategy ............... 128
2.4. Strategy Implementation Management .................................. 141
2.5. Organization management structure focused on
for solving strategic problems ........... 149
Chapter 2 Checklist .............................. 157
3. Innovation management.............................. 158
3.1. Innovation as an object innovation management 158
3.1.1. Governmental support innovative
activities ................................ 175
3.2. Examination of innovative projects ............... 184
3.2.1. Innovation project concepts, basic
stages of creation and implementation................... 184
3.2.2. Efficiency of the innovative project .......... 189
3.2.3. Selecting an Alternative.............................. 194
3.3. Consolidated assessment of the costs of innovative
processes....................................... 207
3.3.1. The concept of organization of scientific and technical
activities at the stage of applied research
and developments. ................................. 207
3.3.2. Costs for the main intermediate stages
R&D .................................................. 211
3.3.3. Investments in the development of production
new products.............................. 216
3.4. Determination of commercial risk when investing in
innovative activity and methods of its reduction
......................... 221
3.4.1. Identification of the actual effectiveness of the work of scientific and
technical organizations and the commercial risk of the investor.
............... 221
3.4.2. Business Risk Mitigation Methods
investment in innovation activities ........ 226:
3.4.3. The development of competition in scientific and technical
And innovation activities.................. 233
Chapter 3 Checklist ............................. 239
4. Production management ........................... 241
4.1. Organization economic relations
V joint stock company......................... 241
4.2. The formation of market relations .................... 251
4.3. Contractual relationship in a joint stock company. . . 264
4.4. Manufacturing control. System View.. 273
4.4.1. Production as an object of control............. 273
4.4.2. Goals and objectives of production management. ......... 277
4.4.3. Production control process ............... 279
4.4.4. Production Control Functions ...................... 282
4.4.5. Structure and interconnection of system elements
production management ........................ 289
4.4.6. Information Support systems ........... 290
4.4.7. Technical and software systems. . . 294
4.4.8. Organization of production management ........... 297
4.5. Formation production programs.......... 300
4.5.1. System of production programs .............. 300
4.5.2. Methodological provisions for the distribution of the program
production of products according to the planned periods of the year for assembly
workshops .............. 305
4.5.3. Methodological provisions for the formation of the nomenclature
calendar plans for the release of assembly units and parts for
processing and procurement workshops
....................... 311
4.5.4. Methodological provisions for the formation of production
programs for processing shops ..................................
313
4.6. Operational production management ...................... 335
4.6.1. The main methodological provisions for the development
operational calendar plans .................. 336
4.6.2. Basic provisions for the organization of control
and regulation of the course of production .............. 352
Chapter 4 Checklist ........................... 361
5. Personnel management.............................. 363
5.1. The concept of personnel management in an organization ..... 363
5.2. Principles and methods of building a control system
the organization's personnel .......... 371
5.3. Management of work with personnel in the organization ..... 384
5.3.1. The essence, goals and objectives of personnel planning. . . 384
5.3.2. Operational plan of work with personnel .......... 388
5.4. Management of a business career in an organization ......... 399
5.4.1. The concept and stages of a career ....................... 399
5.4.2. Business Career Management.............................. 407
5.5. Management of service and professional
promotion of personnel in the organization .............. 410
5.5.1. system of service and professional
promotions ................................ 410
5.5.2. Work with personnel reserve.................... 420
Chapter 5 Checklist ........................... 423
References ............................... 425
FOREWORD
Radical restructuring of the economic management system,
transitioning to market relations. - one of the important
the most important directions of the program of reforms carried out in our
country. This problem is of particular importance at the level of
acceptance, whose position in a market economy is changing
drastically. Becoming the object of commodity-money
carrying, having economic independence and
fully responsible for the results of their business
activity, the enterprise must form a system
management (management), which would provide him with high
which work efficiency, competitiveness and sustainability
the stability of the market position.
The very term "enterprise" after the adoption of the Civil
Code of the Russian Federation (Part I) has undergone significant
changes. It is reserved only for a group of enterprises,
owned by the state or municipality.
Bc& others legal entities got the name
organizations, which are divided into two groups: commercial
- the main purpose of their activity is to make a profit,
non-commercial - their main purpose is not related to the extraction and
distribution of profits among participants. civil
The code also defines the forms in which
organizations. For commercial organizations it is: economic
partnerships (associations of persons requiring direct
participation of founders in entrepreneurial activity),
business companies(combinations of capital that do not require
direct participation of founders in entrepreneurial
activities, but assuming the presence of special bodies
management), joint stock v companies (open and closed),
production cooperatives (characterized by personal
the participation of members-shares- --d. kov in labor and in the management of
the principle of "one shareholder - one A vote", the distribution of income
with obligatory consideration of the nature and degree of 1 labor participation
each shareholder) and | I
for which, as already mentioned, in the Civil Code
the organizational and legal form of the "enterprise" is stored, taking into account
their a large number and developed over the years of domination of the former
control systems of stereotypes and traditions. The term "unitary
enterprise" emphasizes the indivisibility of property
state-owned enterprises, which is wholly owned by
the responsible public owner. Non-commercial
organizations are formed in the form consumer cooperatives,
public and religious organizations (associations), foundations and
institutions.
This broad interpretation of the term "organization" is accepted in
this tutorial, the main theoretical, methodological
logical and practical provisions and recommendations of which
can be applied both in commercial and non-
commercial organizations. In doing so, it should be taken into account that
compared to the system of government still in place.
in many organizations, in the new conditions, functions appear,
that were not needed before. In a market economy
the organization itself makes decisions that were previously
the prerogative of higher authorities. She is self-
clearly forms goals and objectives, develops a strategy and
policy of its development, finds the necessary for their re-
funds, recruits workers, acquires equipment
technology and materials, solves many structural issues, in
including such as the creation, liquidation, merger or
on the contrary, the division of divisions and branches, entry into
composition of associations and other associations, reorganization
production and restructuring organizational structure
management and many others.
In short, organizations acquire all the features of independence,
typical for market conditions. And this requires
significant expansion of the sphere of management and self-government,
increase in the volume and complexity of the nature of the performed
work managers. The responsibility for
timeliness and quality of decisions made. rises
role marketing research, allowing to study the dynamics
needs in the market for goods and services. Scientific and technical
progress becomes one of the tools of managerial
innovations aimed at creating conditions for
effective work. It is gaining more and more importance
solving issues related to personnel management,
occupying in new conditions key position in resource
potential and essentially predetermining the success of the organization
in achieving her goals. Production management,
providing sustainable management arbitrarily
in a dynamically changing environment, also
walks on new principles of organization.
Management of an organization operating in a market environment,
makes high demands on the professionalism of management
lazy staff. The modern manager is a person
who owns both the general foundations of management science and the specific
technical knowledge and skills in the field of management strategy,
innovation, marketing, personnel management and
leadership. In essence, this predetermined the structure of the educational
manuals, the team of authors of which set themselves
the goal is to give the reader the knowledge necessary to implement
the overall process of managing the organization and its personnel, and
to work in the field of strategic, innovative and
production management.
Having become acquainted with the materials of the first chapter, the reader
get an idea of what modern management is
ment, what goals and objectives he sets and decides what functions
he performs as he modifies organizational structures
control tours to improve flexibility and efficiency
management. The reader's attention will undoubtedly be attracted by
rials. in which questions of the organization of pro-
adoption process management decisions and methods that
while being used.
The second chapter is devoted to the theory, methodology and
strategic management practices in a commercial organization
organizations. It outlines the general concept of the strategic
management, the processes of strategy planning are considered, and
also methods for developing its individual stages. The reader
gets acquainted with the main methodological approaches to the analysis and
choice of strategy firms to manage its implementation and
distribution of strategic resources. Due attention
is given here to the organization of work on the development
strategies that will undoubtedly help practitioners
choose organizational forms that are most relevant to
corresponding to specific production conditions.
The third chapter discusses the main provisions of the innovation
management, expertise of innovative project-
goods, features of applied research
body works (R&D) and intermediate stages of implementation
experimental design developments (R&D), according to which
evaluation of innovative activity is carried out. Drawn down
readers’ desire for a significant increase in investment in technology
logical development of the production of competitive products
compared to research and development costs.
In order to reduce the commercial risk of the investor, disclosed
methods of competitive direction of innovation activity
taking into account the actual performance of scientific and technical
organizations and the principles of its extrapolation to
perspective. It is shown that the development of competition has a
significant impact on increasing the role of intellectual property
veinity as one of the most important components of innovation
vation processes and its significance.
The fourth chapter of the tutorial is devoted to the problems
production management. The focus of the authors
turned out to be issues of organizing intra-production eco-
nomic relations in joint-stock companies and members of
of them production units. In this regard, in detail
the essence and organization of contractual relations is considered
between business units. For production
subdivisions of joint-stock companies and state
unitary enterprises can be of great benefit
familiarization with materials that reveal the main organizations
organizational and methodological solutions for the management of
guidance in the system view.
The fifth and final chapter of the tutorial is devoted to
problems of personnel management - the key moment of the entire
restructuring of the management system in any organization. Here
the reader will find the answer to such questions as: the concept of
personnel management in market conditions, principles and methods
building a personnel management system in an organization,
the structure of the operational plan as the basis of the personnel plan
nirovaniya in the organization. Considerable attention is also paid to
questions of business career management and service and professional
promotion in the organization.
The following people took part in writing the textbook: Doctor of Economics,
prof. Rumyantseva Z.P. (ch. 1), Ph.D., prof. Turusin Yud. (ch. 2),
Doctor of Economics, prof. Ustinov V.A. (§ 3.3 and 3.4 ch. 3), Ph.D., prof. Gunin
V.N (§ 3.1 and 3.2 Ch. 3), Doctor of Economics, Prof. Akberdin R.Z. (§ 4.1, 4.2, 4.3
ch. 4), Doctor of Economics, prof. Salomatin N.A. (§ 4.4, 4.5, 4.6 Ch. 4), Doctor of Economics,
prof. Kibanov A.Ya. (ch. 5).
1. BASICS OF MANAGEMENT
ORGANIZATIONS
production and its profitability^
Most used
approaches to defining the essence and
content of management in
special managerial
terature are presented in Figs. 1.1.
Function
(view
activities)
Science and
art-
stvo
Management
determined
How:
Authority or
apparatus
managed
Category
of people
1.1. Introduction to Management
1.1.1. What is management?
^Management of organizations in a market economy
nomics is much more complicated than in a centralized
command and control system. This is related to both
expansion of their rights and responsibilities, and with the necessary
the ability to adapt more flexibly to changes in the environment
living environment. New goals and objectives emerge
Previously, organizations did not independently decide and did not even
set; many new businesses are being created; influenced
privatization processes change forms of ownership;
new economic ties are being established; formed
market mechanisms of management. All arising in
Therefore, problems cannot be solved without
contemporary professional management. More
Moreover, as the new social and
economic relations, its role will grow, as
management is powerful engine and accelerator
social development.
Using the concept of "management", we have been following for a long time
established tradition in world literature on
management, giving it a very broad interpretation. Yes, in
Fundamental Oxford English Dictionary
language management is defined as: way, manner
dealing with people; power and art of management;
a special kind of skill and administrative skills; organ
management, administrative unit. In dictionary
foreign words" management is translated into Russian
language as production management and as a set
principles, methods, means and forms of management
production to improve efficiency
Rice. 1.1. Definition approaches
concepts of "management"
Management is defined as an integration process,
through which professionally trained
professionals form and manage organizations
by setting goals and developing ways to achieve them
achievements. The management process involves
performing the functions of planning, organizing,
coordination, motivation, through which managers
provide conditions for productive and
effective labor employees employed in the organization and
obtaining results. corresponding to the goals. Poet-
goals, directing labor, intellect, motives
denial of people working in organizations This is
basis for considering management as a process
impact on activities individual worker, groups and
organization as a whole in order to achieve maximum
results. This approach has been central to the work
dedicated to the theory and practice of management
socialist production.
(The ability to set and achieve goals, the founder of the school
scientific management UGH. Taylor defined as
the art of knowing exactly what to do and how to do it
this is the best and cheapest way. By this art
must have a certain category of people -
managers whose job it is to organize and
leading the efforts of all staff to achieve
goals. Therefore, management is often identified with
managers as well as with the governing bodies or apparatus.
Management is a specific organ of modern
organizations, both commercial and non-profit. Without
organization as a holistic entity cannot
exist and operate effectively. Therefore, the apparatus
management is an integral part of any organization and
associated with the concept of its management. Home same
the task of the people employed in this apparatus is the effective
use and coordination of all resources of the organization
(capital, buildings, equipment, materials, labor, in-
formation) to achieve its goals.]!
(In the 20th century, management emerged as an independent
a field of knowledge, a science that has its own subject of study,
their specific problems and approaches to their solution.
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- She started working at the Higher School of Economics in 2012.
- Scientific and pedagogical experience: 38 years.
Education, academic degrees and academic titles
- Academic title: Associate Professor
- Candidate of Historical Sciences: Institute of History of the USSR of the Academy of Sciences of the USSR, specialty 07.00.09 "Historiography, source study and methods of historical research"
Specialist: Moscow State Historical and Archival Institute, specialty "Historical and Archival Studies"
Additional education / Advanced training / Internships
2006 - Peoples' Friendship University of Russia, History and Philosophy of Science
2019 - NRU " graduate School economics", the program "Fundamentals of organizing and conducting training courses in the LMS Efront system (basic level)"
2019 - FGBOU VO "RSUH", the program "Fundamentals of First Aid to the Victims"
2019 - Federal State Budgetary Educational Institution of Higher Education "RSUH", program "Inclusive education in higher education: challenges, problems, solutions"
Scientific supervisor of dissertation research
for the degree of Candidate of Sciences
- Kholmatov T.K. Intellectual biography of S.B. Veselovsky (1876-1952) (postgraduate study: 1st year of study)
- Saparbaev E. T. Textbooks on Kyrgyz history for secondary schools in the Kyrgyz Republic (1990s–2010s): a historiographic study (postgraduate study: 1st year of study)
.
Dissertations for the degree of candidate of historical sciences
1999. Yusov, Dmitry Alexandrovich . Relations of the commanders-in-chief of the Russian army during the Seven Years' War: a source study.
2001. Brykina Yulia Yakovlevna. The problem of perception and interpretation of the dramaturgy of A. N. Ostrovsky in the second half of the 19th century: the source study aspect.
2009. Druzhinin Petr Alexandrovich. Heraldic super ex libris of the 18th – early 20th centuries in Russian book collections: a source study.
2011. Meshkov Alexander Nikolaevich. Protocols of the military committees of the XI Army of the Southwestern Front (March 1917 - February 1918): source research.
2016. Waltz Maria Pavlovna. Reception of the ideas of German scientists in the work of A.S. Lappo-Danilevsky "Methodology of history".
Publications 106
Chapter of the book Rumyantsev M. F. // In the book: Source Studies. M. : HSE Publishing House, 2015. Ch. Section 1. S. 17-121.
Chapter of the book Rumyantsev M. F. // In the book: Source Studies. M. : HSE Publishing House, 2015. Ch. ch.1, part 1, p. 3. S. 564-591.
Chapter of the book Rumyantsev M. F. // In the book: Actual problems of source studies: materials of the III Intern. scientific-practical. conf., Vitebsk, 8-9 Oct. 2015 / Responsible ed.: . Vitebsk: VSU named after P.M. Masherova, 2015. S. 9-11.
Chapter of the book Rumyantsev M. F. // In the book: Source Studies. M. : HSE Publishing House, 2015. Ch. part 2, p. 2. S. 463-503.
Chapter of the book Rumyantsev M. F. // In the book: The role of museums in the information support of historical science. M. : Eterna, 2015. S. 70-77.
Chapter of the book Rumyantsev M.F. 14. Kh. : KhNU named after V. N. Karazin, 2015. P. 42-53.
Book Druzhinin P. / Nauch. ed.: M. F. Rumyantseva. T. 2: Russian heraldic superex libris: union catalog. M. : Truten, 2014.
Book Druzhinin P. / Nauch. ed.: M. F. Rumyantseva. T. 1: Heraldic superex libris: source research. M. : Truten, 2014.
Chapter of the book Rumyantsev M. F. From the contents. : Auxiliary historical disciplines / R.B. Kazakov, M.F. Rumyantseva, O.I. Khoruzhenko. - S. 60-62; Generalizing approach / M.F. Rumyantsev. - P. 71; Hermeneutics / M.F. Rumyantsev. - P. 74-76; Hermeneutical circle / M.F. Rumyantsev. - P. 76-78; Hermeneutical approach / M.F. Rumyantsev. - S. 78; Discipline of historical science / M.F. Rumyantsev. - P. 96; Individualizing approach / M.F. Rumyantsev. - P. 126-127; Historical interpretation / M.F. Rumyantsev. - P. 139-140; Historical source / M.F. Rumyantsev. – S. 199-200; Source study / M.F. Rumyantsev. - S. 200-203; Source study of historiography / S.I. Malovichko, M.F. Rumyantsev. - S. 203-204; Source analysis / M.F. Rumyantsev. - S. 204-205; Source study synthesis / M.F. Rumyantsev. - S. 205; Comparative source studies / M.F. Rumyantsev. - S. 222; Criticism of the historical source / M.F. Rumyantsev. – S. 239-240; Scientific direction / R.B. Kazakov, M.F. Rumyantsev. - S. 319-320; Subject field / M.F. Rumyantsev. - S. 409; Psychology historical / M.F. Rumyantsev. – P. 422-423; Theory of history / M.F. Rumyantsev. - S. 481-483. // In the book: Theory and Methodology of Historical Science: Terminol. words. / Rev. ed.: . M. : Akvilon, 2014.
Chapter of the book Rumyantsev M. F. // In the book: Kharkiv historiographic collection. – Kharkiv: KhNU im. V.N. Karazin, 2014. - VIP. 13. Issue 13. Kharkov: V.N. Karazina, 2014, pp. 97-107.
Chapter of the book Rumyantseva M.F., Malovichko S.I., // In the book: University corporation: memory, identity, consolidation practices: materials of the All-Russian. scientific conf. with international participation, dedicated 210th anniversary of the foundation of Kazan. university Kazan, 27-29 Nov. 2014 Kaz. : YaZ, 2014. S. 377-380.
Chapter of the book, Malovichko S.I., Rumyantseva M.F. // In the book: 150 years in the service of science and education: Sat. materials of the Anniversary International. scientific conf. Moscow, 5-6 Dec. 2013. M. : GPIBR, 2014.
Chapter of the book Rumyantsev M. F. // In the book: Heraldry and a rare book / Nauch. ed.: . T. 1: Heraldic superex libris: source research. M. : Truten, 2014. S. 7-9.
Chapter of the book Malovichko S. I., Rumyantseva M. F. // In the book: Walls and bridges: II interdisciplinary approaches in historical research: materials of the International Scientific Conference, Moscow, Russian State University for the Humanities, June 13-14, 2013 / Nauch. Ed.: M. M. Krom, B. N. Mironov, V. A. Shkuratov, E. A. Dolgova. M. : Academic project, 2014. S. 109-117.
Chapter of the book Rumyantsev M.F. // In the book: Scientific heritage of Professor A.P. Pronstein and actual problems development of historical science (to the 95th anniversary of the birth of an outstanding Russian scientist): materials of the All-Russian (with international participation) scientific and practical conference (Rostov-on-Don, April 4–5, 2014). Rostov n / a: Publishing house Fund of science and education, 2014. S. 466-472.
Chapter of the book Rumyantsev M.F. // In the book: History in ego-documents: Research and sources. Yekaterinburg: AsPUr Publishing House, 2014. P. 32-40.
Chapter of the book Malovichko S.I., Rumyantseva M.F. ed.: L. P. Repina. SPb. : Aletheya, 2013. S. 13-26.
Chapter of the book Rumyantsev M. F. // In the book: Actual problems of source studies: Materials of the international scientific and practical conference on the 135th anniversary of the birth of V.I. Picheta. Vitebsk: VSU named after P.M. Masherova, 2013. S. 16-20.
Chapter of the book, Rumyantseva M. F. // In the book: Historiographic readings in memory of Professor Viktor Aleksandrovich Muravyov: Sat. Art. : in 2 volumes / Comp.:, S. I. Malovichko,; resp. ed.: , . T. 1. M. : RGGU, 2013. S. 70-96.
Article, Rumyantseva M. F. // New Literary Review. 2013. No. 6(124). pp. 432-439.
Article, Rumyantseva M. F. // New Literary Review. 2013. No. 124(6/2013)
The chapter of the book by S.I. Malovichko, M.F. Rumyantseva // In the book: Library in the context of history: materials of the 10th All-Russian. with international participation of scientific conf. Moscow, 3-4 Oct. 2013. T. 1. M. : Pashkov house, 2013. S. 9-21.
Chapter of the book Rumyantseva M. F., Malovichko S. I. // In the book: Problems of historical geography and demography of Russia, Issue. 2. M.: Institute Russian history RAN, 2013, pp. 48-67.
Chapter of the book S. Malovichko, M. Rumyantseva // In the book: Regional History of Ukraine Vol. 7. K.: Institute ist. Ukraini NAS of Ukraine, 2013, pp. 39-54.
Chapter of the book Rumyantsev M.F. Professional ethics of a historian in the interdisciplinary space. Dnepropetrovsk: Dnepropetrovsk National University. O. Gonchar, 2013. S. 131-142.
Chapter of the book Rumyantsev M.F. Methodology of history A.S. Lappo-Danilevsky in the context of the Russian version of neo-Kantianism // In the book: Source study.ru / Nauch. ed.: , , S. I. Malovichko , , O. I. Khoruzhenko . M. : [b.i.], 2013.
Article Rumyantsev M. F. // Clio. 2013. No. 12(84). pp. 28-31.
Article by M. F. Rumyantsev // Istoriya, an electronic scientific and educational journal. 2012. No. 1 (9)
Chapter of the book Rumyantsev M.F., Malovichko S.I. // In the book: New cultural and intellectual history of the Russian province: (On the 65th anniversary of Professor T.A. Bulygina). Stavropol: Bureau of News, 2012, pp. 146-162.
Chapter of the book Rumyantseva M. F. // In the book: Development of methodological research and training of historians in the Republic of Belarus, the Russian Federation and the Republic of Poland. Collection scientific articles/ Nauch. ed.: A. N. Nechukhrin. Grodno: GrGU, 2012. S. 13-20.
Chapter of the book Rumyantsev M. F., Malovichko S. I. // In the book: Regional history of Ukraine. Collection of scientific articles Issue 6. Kiev: Institute of History of Ukraine NAS, 2012. P. 9-22.
Article by Rumyantsev M. F. // Proceedings of the Ural Federal University. Series 2: Humanities. 2012. No. 3. S. 258-271.
Chapter of the book, Rumyantseva M. F. // In the book: Historical science and education in Russia and the West: the fate of historians and scientific schools/ Rev. ed.: L. P. Repina. Moscow: Institute of World History of the Russian Academy of Sciences, 2012, pp. 181-184.
Chapter of the book,, Rumyantseva M.F. // In the book: Culture and intelligentsia of Russia. Personalities. Creation. Intellectual dialogues in eras political modernizations: materials of the VIII All-Russian. scientific conf. with international participation in the preparations for the 300th anniversary of Omsk and the celebration of the anniversary events of Russian history (Omsk, October 16-18, 2012). Omsk: Omsk State University Press, 2012, pp. 40-43.
Chapter of the book Rumyantseva M.F., Malovichko S.I. // In the book: Walls and bridges: interdisciplinary approaches in historical research: materials of the International Scientific Conference, Moscow, Russian State University for the Humanities, June 13-14, 2012 / Ed. editors: G. Ershova, E. A. Dolgova. M. : RGGU, 2012. S. 136-143.
Article by M. F. Rumyantsev // Uchenye zapiski Kazanskogo universiteta. Series: Humanities. 2012. V. 154. No. 1. S. 130-141.
Chapter of the book Rumyantseva M. F., Malovichko S. I. // In the book: Historical knowledge and historiographical situation at the turn of the XX-XXI centuries. / Rev. editors: O. V. Vorobieva, Z. A. Chekantseva. M. : Institute of World History of the Russian Academy of Sciences, 2012. S. 274-290.
Chapter of the book Rumyantseva M. F., Malovichko S. I. // In the book: Regional history, local history, historical local history in the subject fields of modern historical knowledge: collection of articles Art. / comp., ed. A.E. Zagrebin, O.M. Melnikov. Izhevsk: Udmurt University, 2012. 622 p. Izhevsk: Udmurt University, 2012. S. 3-10.
Chapter of the book Rumyantsev M. F. // In the book: Transitional periods in world history: transformations of historical knowledge. M. : Institute of World History of the Russian Academy of Sciences, 2012. P. 103-118.
Article by Rumyantsev M. F. // Bulletin of the Russian State University for the Humanities. 2011. No. 12 (74). pp. 295-297.
Chapter of the book Rumyantsev M. F., Malovichko S. I. // In the book: Library in the context of history: materials of the 9th international scientific. Conf., Moscow, October 3-4, 2011. Moscow: Pashkov dom, 2011, pp. 7-18.
Chapter of the book, Rumyantseva M. F., Malovichko S. I. // In the book: Historical geography: human space vs man in space. Proceedings of the XXIII International Scientific Conference. Moscow, January 27-29, 2011. Moscow: RGGU, 2011, pp. 31-45.
Book / Rev. ed.: M. F. Rumyantseva. M. : RGGU, 2011.
Chapter of the book Rumyantsev M. F. // In the book: Problems of methodology and source studies in historical research: Sat. mater. yearly scientific seminar of the Samara regional office Russian Society intellectual history. Samara: Samara Humanitarian Academy, 2011, pp. 97-107.
Book / Scientific. ed.: M.F. Rumyantseva. M. : RGGU, 2011.
Chapter of the book by Rumyantsev M. F. // In the book: Cogito. Almanac of the history of ideas / Ed. ed.: A. V. Korenevsky. Issue. 5: foundation. Rostov n/a: Faculty of History of the Southern Federal University, 2011. P. 40-53.
- R. B. Kazakov / Ed. ed.:
Conferences
- The scientific legacy of Professor A.P. Pronshtein and actual problems of historical science: to the 100th anniversary of the birth of an outstanding Russian scientist (Rostov-on-Don). Report: Rereading A.P. Pronstein: once again about the disciplinary status of source studies (plenary)
- "Walls and Bridges - VIII": Difficulties in scientific communication: a researcher in an interdisciplinary team (Moscow). Report: Scientific and Pedagogical School of Source Studies in the Interdisciplinary Space of the Humanities and Social Sciences
- "Walls and Bridges - VIII": Difficulties in scientific communication: a researcher in an interdisciplinary team (Moscow). Report: Scientific and Pedagogical School of Source Studies in the Interdisciplinary Space of the Humanities and Social Sciences
- "Walls and Bridges - VIII": Difficulties in scientific communication: a researcher in an interdisciplinary team (Moscow). Report: Scientific and Pedagogical School of Source Studies in the Interdisciplinary Space of the Humanities and Social Sciences
- Academician A.S. Lappo-Danilevsky in the memory of the scientific community (St. Petersburg). Report: Theoretical legacy of A.S. Lappo-Danilevsky at the Scientific and Pedagogical School of Source Studies: Mastering and Development
- "Good and bad neighbors": practices intercultural communications: international Scientific Conference(Orekhovo-Zuevo). Report: Russian and Baden neo-Kantianism: good neighborliness or conflict of neoclassical and nonclassical historical cultures
- Kopytin readings-2: international scientific and practical conference (Mogilev). Report: Source studies: from interdisciplinarity to polydisciplinarity
- Walls and bridges VII: interdisciplinarity: what is required of the historian, what gives and what takes from him (Moscow). Report: “Real turn” vs source studies in the humanities at the turn of the 20th–21st centuries.
- Historical Narrative: Past, Present, Future (on the occasion of the 2500th anniversary of the birth of Herodotus of Halicarnassus and the 2000th anniversary of the death of Titus Livius) (Moscow). Report: Renarrativization and Representation: Two Strategies for Overcoming the Crisis of Trust in the Historical Metanarrative
- Modern Problems of Book Culture: Main Trends and Development Prospects: IX International Scientific Seminar-Conference (Moscow). Report: On the principles of compiling a list of sources and literature in a new textbook on source studies (2015)
- "Walls and Bridges" - VI: the practice of interdisciplinary humanitarian research (Moscow). Report: Concepts of psychology in the "Methodology of History" by A.S. Lappo-Danilevsky
- Autobiographical writings in an interdisciplinary research field - II (Moscow). Report: Memoirs of A.T. Bolotov in the context of the historical culture of modern times: a source study approach
- "Constructing the European": Socio-Cultural Transfer from the Atlantic to the Urals: International Scientific Conference (Yekaterinburg). Report: Russian and Baden neo-Kantianism: opposition - integration - divergence
- Beyond Totalitarianism: N.N. Kozlova. (Moscow). Report: "Story and experience" in the study of the individual: source studies aspects of the research program of N.N. Kozlova
- Walls and bridges: the field of interdisciplinary interaction of historical knowledge with the natural sciences, social sciences and the humanities - V (Moscow). Report: The principle of recognizing someone else's animation in the humanities of the 20th - early 21st centuries: the limits of applicability
- History, memory, identity: theoretical foundations and research practices. Report: Representation of history in the neoclassical model of science: source study approach
- International Scientific Conference " The World History and new challenges of historical science: national, transnational and international approaches” (Moscow). Report: On the impossibility of universal history and its prospects from the point of view of source studies
- International Scientific Conference "World History and New Challenges of Historical Science: National, Transnational and International Approaches" (Moscow). Report: Historical knowledge at the turn of the 20th–21st centuries: fragmentation vs renarrativization
- The role of museums in the information support of historical science (Moscow). Report: Museum exposition: representation of history or positioning of historical knowledge
- Methodology and methods of studying regional history: Central Volga region in the glocalization dimension (Kazan). Report: Local history and local history: the problem of determining the disciplinary status
Actual Problems of Source Studies (Vitebsk). Report: On the question of the disciplinary status of source studies
Participation in the editorial boards of scientific journals
Since 2017: member of the editorial board of the journal “Scientific Notes of Petrozavodsk State University. Series: Social and Human Sciences.
Since 2007: member of the editorial board of the journal Dialogue with Time.
experience
November 2012 - present Associate Professor of the School of Historical Sciences, Faculty of Humanities (until 2015 - the Department of Social History of the Faculty of History), National Research University Higher School of Economics;
2011 - November 2012 - Associate Professor of the Department of Theory and History of the Humanities at the Institute of Philology and History of the Russian State University for the Humanities;
1985 - August 2011 - Lecturer, Associate Professor, Head (since 2002) of the Department of Source Studies and Auxiliary Historical Disciplines (until 1994 - the Department of Auxiliary Historical Disciplines) of the Institute of History and Archives of the Federal State Budgetary Educational Institution of Higher Professional Education "Russian State University for the Humanities" (until 1991 – Moscow State Institute of History and Archives);
1996-2002 - Deputy. Director of the Russian-French Center for Historical Anthropology named after Mark Blok at the Russian State University for the Humanities;
2006 - 2012 - Associate Professor of the Department of Philosophy and Sociology of the Humanitarian and Pedagogical Faculty of the Russian State Agrarian University - Moscow Agricultural Academy named after K.A. Timiryazev.
For a number of years she gave lecture courses (specialist and magistracy) at the Volga Humanitarian Institute (a branch of the Volgograd State University), Karelian State Pedagogical University (currently the Academy), Petrozavodsk State University, University of Pereslavl named after. A.K. Aylamazyan.
She gave lecture courses at the master's program at the Stavropol State University (now the North Caucasus Federal University); at summer / winter schools of the Russian State University for the Humanities, Ural State University (currently Ural Federal University).
The head of the book Rumyantsev M. F. "Remains" and "traditions": once again about the classification / systematization of historical sources // In the book: Actual problems of source studies: materials of the V International scientific and practical conference on the 110th anniversary of the Vitebsk Scientific Archival Commission. Vitebsk, April 25–27, 2019 / Rep. Ed.: A. N. Dulov. Vitebsk: VSU named after P.M. Masherova, 2019. S. 17-19.
The head of the book Rumyantseva M.F. Presentism in the historical science of the 1930s: a historiographic study // In the book: From Versailles and Weimar to the formation of two Germanys (FRG and GDR), 1919-1949: topical issues of historical German studies, domestic and world history, geopolitics and international relations, social sciences and humanities and law: materials of the international scientific conference. Vitebsk, October 3-4, 2019 VSU named after P.M. Masherova, 2019. S. 250-252.
Chapter of the book Rumyantsev M. F. // In the book: Walls and bridges - VI: the practice of interdisciplinary research in history. M. : Publishing House of the Russian State Humanitarian University, 2018. S. 188-196.
Chapter of the book Rumyantsev M. F. // In the book: Kopytin Readings - I, II: Sat. Art. international scientific and practical conference, May 17-18, 2018, Mogilev. - Mogilev: Moscow State University. A.A. Kuleshova, 2018. Part I, II. Mogilev: Moscow State University. A.A. Kuleshova, 2018. S. 14-16.
Chapter of the book, Rumyantseva M. F. // In the book: Contemporary Issues book culture: main trends and development prospects: materials of the IX Intern. scientific seminar, Moscow, 24-25 Oct. 2018: at 2 h. Part 1. Minsk; M.: Center. scientific b-ka them. Yakub Kolas National Academy of Sciences of Belarus; Scientific publisher Center "Nauka" RAS, 2018. S. 211-216.
The head of the book Rumyantseva M. F. Criticism and interpretation of a historical source: the ratio of research procedures // In the book: Topical issues of studying and teaching history, social and humanitarian disciplines and law. Vitebsk: VSU named after P.M. Masherova, 2018. S. 24-26.
Chapter of the book Rumyantseva M.F., // In the book: Modern problems of book culture: main trends and development prospects: materials of the IX Intern. scientific seminar, Moscow, 24-25 Oct. 2018: at 2 h. Ch. 1 Ch. 1. Minsk: Tsentr. scientific b-ka them. Yakub Kolas National Academy of Sciences of Belarus; M. : Nauch. publisher Center "Nauka" RAS: Minsk: Center. scientific b-ka them. Yakub Kolas National Academy of Sciences of Belarus; M. : Nauch. publisher Center "Nauka" RAS, 2018. S. 440-446.
Chapter of the book Malovichko S. I., Rumyantseva M. F. Socially oriented historical writing and historical science: conflict - cooperation - gap // In the book: Dobre i zle sasiedztwa: Obce - nasze - inne. Bydgoszcz: Wydawnictwo Uniwersytetu Kazimierza Wielkiego, 2018. – Vol. 2: Sąsiedzi w historiografii, edukacji i kulturze / red. Teresa Maresz i Katarzyna Grysińska-Jarmuła - 304 s. Vol. 2: Sąsiedzi w historiografii, edukacji i kulturze. Bydgoszcz: Wydawnictwo Uniwersytetu Kazimierza Wielkiego, 2018, pp. 14-28.
Chapter of the book Rumyantsev M. F. // In the book: Names of Moscow science: materials of the international scientific and practical conference (September 29, 2017) / comp. A.A. Aleksandrov, E.Yu. Koletvinova, A.S. Sukhov; Moscow Gor. Univ. Moscow government. – M. : MGUU of the Government of Moscow, 2018. M. : MGUU of the Government of Moscow, 2018. P. 87-91.
Chapter of the book Rumyantsev M. F. // In the book: Scientific notes of VSU named after P.M. Masherova: collection of scientific papers. T. 22. Vitebsk: VSU named after P.M. Masherova, 2016. S. 15-20.
Dobre i złe sąsiedztwa. Historia kluczem do zrozumienia współczesnych relacji międzysąsiedzkich. Bydgoszcz: Wydawnictwo Uniwersytetu Kazimierza Wielkiego, 2016, pp. 306-315.
Chapter of the book Rumyantsev M. F. // In the book: History, memory, identity: theoretical foundations and research practices: materials of the international scientific conference / Nauch. Ed.: O. V. Vorobieva, S. I. Malovichko, O. B. Leontieva. M. : Akvilon, 2016. S. 148-151.
Chapter of the book Rumyantsev M. F. // In the book: Source Studies. M. : HSE Publishing House, 2015. Ch. Introduction. pp. 7-13.
Chapter of the book Rumyantsev M. F. // In the book: Source Studies. M. : HSE Publishing House, 2015. Ch. ch. 2, part 1, p. 2. S. 216-371.
Chapter of the book Rumyantsev M. F. // In the book: Source Studies. M. : HSE Publishing House, 2015. Ch. ch. 3, part 1, p. 3. S. 610-615.
M.: 2007. - 304 p.
The textbook is a further development of the theory and practice of general management of the organization, which were devoted to previously published works of the author. New chapters and Additional materials reflect the theory and practice of management in domestic and foreign companies (organizations), which predetermined the name of the textbook.
For students, graduate students, specialists studying modern problems and opportunities of organizations.
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Table of contents
INTRODUCTION 10
CHAPTER 1. GENERAL MANAGEMENT: CONCEPTS, EVOLUTION
Learning objectives 12
1.1. CONCEPT OF GENERAL MANAGEMENT 12
1.1.1. General management and management 12
Definition of " general management" 12
“Management” and “management” are interchangeable concepts 14
1.1.2. Management as a function and process 15
Types of management activities 15
Management as a process 15
1.1.3. Management is 15 managers
Organization run by 15 people
Control apparatus 16
1.1.4. Management is an art and a science 16
Management as an art 16
Management is a science 17
1.2. DEVELOPMENT OF THE THEORETICAL FOUNDATIONS OF MANAGEMENT 17
1.2.1. The evolution of managerial thought in the 20th century 17
20th century: first works on control theory 18
Scientific principles of management 20
The development of management science in the first half of the 20th century 23
Second half of the 20th century: a turn in development theoretical foundations management 26
New management principles 29
Management aspects of economic reforms 30
1.2.2. New approaches to managing organizations in the Russian Federation 31
Pre-reform paradigm of socialist production management 31
A New Management Paradigm in Transition 33
Findings 38
Security questions 38
CHAPTER 2. OBJECT OF MANAGEMENT - ORGANIZATION
Learning goals 40
2.1. CONCEPT AND THEORETICAL FOUNDATIONS OF ORGANIZATION 40
2.1.1. Definition of the concept and role of organizations in society ... 40
Organization: concept and features 40
The role of the organization in society 41
Organizations and management 42
2.1.2. Organization as a system 44
concept organizational system 44
The external environment of the organizational system 44
Internal environment of the organizational system 50
The relationship between the internal and external environment of the organization ... 50
2.1.3. Organization as a system of processes 51
Types of processes in an organization 51
Composition of the main processes 52
Composition of auxiliary processes 53
Management processes 54
2.1.4. Description of the organization as an object of management 56
Description Options 56
The value of the parameters for the characteristics of the organization .... 56
2.2. CLASSIFICATION OF ORGANIZATIONS 61
2.2.1. Criteria for classifying organizations 61
By classifying organizations as formal and informal 61
By type of ownership 62
In relation to profit 62
By organizational and legal forms 62
By organization size 62
2.2.2. Organization integration 66
The concept of integration 66
Types of integration 66
2.3. ASSOCIATIONS, NETWORKS, UNIONS AS OBJECTS OF MANAGEMENT 70
2.3.1. Corporate associations 70
Mergers 70
Financial and industrial groups (FIGs) 71
2.3.2. Entrepreneurial networks, alliances 73
Reasons for creation and benefits entrepreneurial networks and unions 73
Character traits network formations 76
Principles of managing network formations 76
Features of managing a virtual corporation 78
Findings 79
Security questions 79
CHAPTER 3. MANAGER IN THE ORGANIZATION
Learning goals 81
3.1. MANAGER - PROFESSIONAL MANAGER 81
3.1.1. Characteristic features and content of managerial work 81
Characteristic features of the work of managers 81
The content of the work of managers - management functions 83
3.1.2. Requirements for managers 84
Management personnel 84
The role of managers in an organization 85
Requirements for special knowledge and skills 88
Requirements to human qualities 89
3.1.3. Characteristics of a 21st century manager 92
Conditions and factors that shape the traits of a manager 92
Model modern manager 94
Entrepreneurship and Manager 95
The New Role of Leadership 97
3.2. DIVISION OF LABOR IN MANAGEMENT 100
3.2.1. Functional division of labor in management 100
Managers specialized in performing management functions 100
General (line) managers 100
3.2.2. Structural division of labor 101
Two approaches to the structural division of labor 101
Vertical division of labor 102
Horizontal division of labor 105
3.2.3. Division of labor according to the role of managers in the management process 105
Categories of managerial employees 105
Head of organization 106
3.3. LABOR COOPERATION IN MANAGEMENT 109
3.3.1. Mechanisms of labor cooperation in management 109
Cooperation and coordination 109
New cooperation mechanisms 110
3.3.2. Group (team) work and its new role 110
Definition of concepts 110
Types of groups in organizations 111
Benefits and Efficiency group work 113
Findings 114
Security questions 114
CHAPTER 4. PROCESS AND MANAGEMENT METHODS
Learning goals 116
4.1. BASIC CONCEPTS OF THE MANAGEMENT PROCESS 116
4.1.1. The concept and main elements of the management process ... 116
Definition of concepts 116
Components of the decision-making process 118
4.1.2. Problem or Opportunity 119
Definition of concepts 119
Problem Formulation Rules 120
Problem situation 120
4.1.3. Participants in the decision-making process 123
Subjects of decision 123
Individual Decisions 124
Decisions made by groups of people 125
4.1.4. Decision 127
Decision requirements 127
Classification of decisions 128
Programmable and non-programmable solutions 129
4.2. BASIC CONCEPTS OF THE DECISION-MAKING PROCESS... 130
4.2.1. Rational (classical) model of the decision-making process 131
Process steps 131
Goals and criteria for evaluating actions 133
Organization and control of implementation of decisions 136
Limitations in Using the Rational Decision Model 137
4.2.2. Alternative models of the decision-making process... 137
Bounded rationality model 137
Retrospective model 139
4.3. MANAGEMENT PROCESS METHODS 139
4.3.1. General scientific methods 140
Systems approach 140
Integrated approach 140
Modeling 141
Economic and mathematical methods 141
Experimentation 142
Concrete-historical approach 143
Methods of sociological research 144
4.3.2. Specific management methods 144
Methods for managing the functional subsystems of an organization 144
Methods for performing general management functions 145
Problem Solving Methods 146
Findings 156
Security questions 157
CHAPTER 5. PLANNING AND STRATEGY FOR THE DEVELOPMENT OF THE ORGANIZATION
Learning goals 159
5.1. PLANNING AS A MANAGEMENT FUNCTION 159
5.1.1. System of organization plans 159
Definition of concepts 159
Organization planning 161
Modern approaches to strategic planning and his roles 163
5.1.2. Goals of the organization 165
Mission 165
Vision and goals 168
Target grouping 170
Goal tree 176
5.1.3. Management system by goals (results) 177
Principles of a management system by objectives 177
Stages of the management process by objectives 178
The concept of results-based management 179
Advantages and disadvantages of the management system by objectives (results) 180
5.2. STRATEGY OF THE ORGANIZATION 181
5.2.1. Strategic management model 181
Definition of strategy 181
Stages and elements of the strategic management model ... 182
5.2.2. Analytical work in the selection and justification of the organization's strategy 187
Factor Analysis external environment 187
Factor Analysis internal environment 191
Strategic alternatives 194
5.3. ORGANIZING THE IMPLEMENTATION OF PLANS 197
5.3.1. Conditions for the implementation of the strategy 197
Strategy Implementation Model 197
Implementation Tools strategic plans 198
5.3.2. Holding planned changes in the organization 200
Principles of carrying out and content of changes 200
Organization of work on the implementation of plans 202
Conclusions 204
Security questions 204
CHAPTER 6. MANAGEMENT STRUCTURE OF THE ORGANIZATION
Learning goals 206
6.1. CONCEPT, PRINCIPLES AND APPROACHES TO BUILDING THE MANAGEMENT STRUCTURE 206
6.1.1. Management structure as part of the organizational structure 206
Organizational structure and management structure of the organization 207
Definition of governance structure concepts 208
Characteristics of the governance structure 209
6.1.2. Principles of building management structures 213
A new understanding of the classical principles of management.... 213
Principles of formation of management structures 215
6.1.3. Typical approaches to the construction of management structures. . . 216
Formation of hierarchical and bureaucratic management structures 216
Formation of organic governance structures 218
Comparison of two approaches to building governance structures 220
6.2. TYPES OF MANAGEMENT STRUCTURES OF THE ORGANIZATION 222
6.2.1. Choice of governance structure 222
Situational selection factors 222
Division of management work 223
Level of centralization and decentralization 224
Coordination mechanisms 224
6.2.2. Types of governance structures 225
Linear-functional management structure 225
Divisional management structure 228
Project management structure 234
Matrix management structure 236
Brigade structures of work and management 238
6.3. MODERN TRENDS IN DEVELOPMENT AND ASSESSMENT OF THE MANAGEMENT STRUCTURE OF THE ORGANIZATION 242
6.3.1. Modern trends in the development of management structures 242
6.3.2. Governance Structures at Different Stages of Organizational Growth 244
6.3.3. Assessment of the organization's management structure 246
To achieve the goals of the organization 246
According to the parameters of the control system 246
Conclusions 249
Security questions 250
CHAPTER 7. MOTIVATION, CONTROL AND MANAGEMENT EFFICIENCY
Learning goals 251
7.1. FUNCTION OF MOTIVATION IN MANAGEMENT 251
7.1.1. The role of motivation in management 252
People - main source effective development 252
Motivated staff - a cohesive team 252
7.1.2. Motivation as a function of the management process 253
Defining Motivation as a Process 253
Theoretical base of motivation 254
Methods of motivation 256
7.1.3. System lifelong learning as a motivation factor 258
Modern Perspectives on the Learning Organization 258
Manager Skill Development Pyramid 259
Continuous management training system 260
Modern approaches to training managers 262
Differentiation of manager training 263
7.2. THE FUNCTION OF CONTROL IN THE ORGANIZATION 266
7.2.1. The concept and content of control 266
Control - a function of the management process 266
Stages of the control process 267
7.2.2. Types of control in the organization 270
By frequency of control 270
By functional subsystems 272
7.2.3. Control methods 272
General Methods 272
Benchmarking 273
Total Quality Control and Total Quality Management (TQM) 275
7.3. MANAGEMENT EFFICIENCY 277
7.3.1. The concept of "management efficiency" 277
Efficiency and economy 277
7.3.2. Organization Models 278
Modeling as a way to study the properties and relationships of organizations 278
Basic models of organizations 279
7.3.3. Methods for assessing and measuring management effectiveness 283
The need for performance evaluation 283
Performance measurement indicators 283
Methods for comparing organizations in terms of the effectiveness of financial and economic activities 290
7.3.4. Efficient Management organizations 292
The tasks of managers for the effective operational functioning of organizations 292
The tasks of managers for effective strategic development organizations 293
7.3.5. Restructuring and Organizational Efficiency 294
Definition of concepts 294
Model effective organization 296
Results of restructuring 297
Conclusions 300
Security questions 300
RECOMMENDED READING 303
This textbook is the second edition of the textbook "Organization Management" prepared by scientists of the State University of Management. It expanded the structure of the chapters, included additional materials reflecting an in-depth consideration of the management of the main activities of the organization. This predetermined the name of the textbook - "Organization Management".
TABLE OF CONTENTS.
Preface to the first edition 3
Preface to the second edition 7
Part one GENERAL MANAGEMENT OF THE ORGANIZATION
Section 1. Fundamentals of Organization Management 12
Chapter 1.1. Introduction to management 12
1.1.1. Governance and management 12
1.1.2. Modern system of views on management 23
1.1.3. Manager - professional manager 30
Control questions for chapter 1.1 37
Chapter 1.2. Organization as an object of management 39
1.2.1. Definition of the concept and classification of organizations 39
1.2.2. New organizational forms in the structure of the economy 44
1.2.3. Models of organizations as objects of management 47
Control questions for chapter 1.2 56
Chapter 1.3. Goals and functions of management. 58
1.3.1. Mission of the organization 58
1.3.2. Goals of the organization and their classification 61
1.3.3. Management by objectives (results) 67
1.3.4. Control functions 70
Control questions for chapter 1.3 75
Chapter 1.4. Process and management methods 77
1.4.1. The concept and main elements of the management process 77
1.4.2. Models of the decision-making process 86
1.4.3. Management methods 91
Control questions for chapter 1.4 109
Chapter 1.5. Organization management structure 111
1.5.1. Definition of the concept and principles of construction 111
1.5.2. Hierarchical type of management structures 112
1.5.3. Organic type of management structures 119
Control questions for chapter 1.5 130
Literature for section 1 131
Section 2 Strategic management 132
Chapter 2.1. General concept. 132
2.1.1. Emergence of the need for strategic management 132
2.1.2. Modern organization and its behavior in the market 136
2.1.3. Essence of strategic management 139
Control questions for chapter 2.1 143
Chapter 2.2. Strategy planning process 144
2.2.1. Strategy planning 144
2.2.2. Elements of strategic choice 146
2.2.3. Formation of the strategic goals of the organization 150
2.2.4. Using the method of "future scenarios" in strategic management 153
2.2.5. Analysis of the external environment 156
2.2.6. Analysis of strengths and weaknesses organizations 159
2.2.7. Assessing the organization's strategic situation 163
Control questions for chapter 2.2 166
Chapter 2.3. Analysis of alternatives and choice of strategy 167
2.3.1. Stages and factors of choosing a strategy 167
2.3.2. Strategic segmentation of the external environment 168
2.3.3. Concept basic strategy 171
2.3.4. Strategy refinement methods. Determining the position of the organization in the market 174
2.3.5. Time aspect of strategy 180
Control questions for chapter 2.3 184
Chapter 2.4. Strategy Implementation Management 185
2.4.1. Areas of strategic change in an organization 185
2.4.2. Making strategic changes 193
2.4.3. System of organization development plans 195
2.4.4. Allocation of strategic resources 199
Control questions for chapter 2.4 202
Literature for Section 2 202
Section 3 Marketing in Organization Management 203
Chapter 3.1. Fundamentals of Organizational Marketing. 203
3.1.1. Purposes, functions and elements of marketing 203
3.1.2. Strategic Marketing Orientation 207
3.1.3. Opportunistic Marketing Priorities 211
3.1.4. Competitive position of the organization in the market and marketing tasks 215
Control questions for chapter 3.1 221
Chapter 3.2. Marketing research. 222
3.2.1. Tasks, types and structure of marketing research 222
3.2.2. Determining the need for information and organizing its collection 226
3.2.3. Market Capacity Measurements 230
3.2.4. Estimating Market Shares and Intensity of Competition 234
3.2.5. Market segmentation 238
Control questions for chapter 3.2 240
Chapter 3.3. Marketing developments
. 241
3.3.1. Formation of a product offer 241
3.3.2. Developing a price change strategy 247
3.3.3. Development of product distribution networks 254
3.3.4. Use of sales promotions 260
Control questions for chapter 3.3 266
Literature for section 3 266
Part two FUNCTIONAL MANAGEMENT OF THE ORGANIZATION
Section 4 Innovation management 270
Chapter 4.1. Fundamentals of the theory and methodology of innovation 270
4.1.1. Development of the theory of innovation and its modern concepts 270
4.1.2. Science, technology, economics and education as components of an integral system of innovation 275
4.1.3. Main stages of innovation processes and sources of their financing 281
Control questions for chapter 4.1 285
Chapter 4.2. Innovations as objects of innovation management 287
4.2.1. Classification of innovation processes and innovations in innovation management. 287
4.2.2. Diffuse processes in the innovation environment. Innovation transfer 290
4.2.3. Decision-making methodology in innovation management 293
Control questions for chapter 4.2 296
Chapter 4.3. Characteristics of innovation processes 297
4.3.1. Innovative goals, ideas, projects and programs 297
4.3.2. Logistic and cyclic nature of innovation processes 303
4.3.3. The combination and differences of stable and innovative processes 309
Control questions for chapter 4.3 316
Chapter 4.4. Control innovation processes
317
4.4.1. Innovation potential and innovation climate 317
4.4.2. Diagnostic analysis of the organization's innovative environment using the SWOT analysis method 324
4.4.3. Project management of innovation activities 328
4.4.4. The ratio of project and program management: 334
Control questions for chapter 4.4 336
Chapter 4.5. Organizational forms of innovation activity (world experience) 337
4.5.1. Complex organizational forms innovation activity 337
4.5.2. The role of specialists in innovation activities 338
4.5.3. Formation of innovation divisions 340
4.5.4. Forms of small innovative entrepreneurship 341
Control questions for chapter 4.5 345
Chapter 4.6. Investment in the innovation process 346
4.6.1. Innovative activity as an object of investment 346
4.6.2. Investment attractiveness of projects and programs in innovative activities 350
4.6.3. Rate of return for financing innovative projects 356
4.6.4. Profitability assessment of innovative projects and programs 360
Control questions for chapter 4.6 367
Literature for section 4 367
Section 5 Personnel Management 369
Chapter 5.1. Methodological bases of personnel management of the organization 369
5.1.1. The concept of personnel management 370
5.1.2. Principles of personnel management 376
5.1.3. Methods for building a personnel management system 379
5.1.4. Personnel management methods 390
Control questions for chapter 5.1 392
Chapter 5.2. Personnel planning in the organization. 393
5.2.1. Essence, goals and objectives of personnel planning 393
5.2.2. The structure of the operational plan for work with personnel 395
5.2.3. The content of the operational plan of work with personnel 398
Control questions for chapter 5.2 403
Chapter 5.3. Recruitment, evaluation and selection of personnel in the organization 404
5.3.1. Sources of recruitment organization 404
5.3.2. Requirements for candidates to fill a vacant position 410
5.3.3. Organization of the process of selection of applicants for vacant position 422
Control questions for chapter 5.3 427
Chapter 5.4. Control career guidance and adaptation of the staff of the organization. 428
5.4.1. The essence and types of career guidance and adaptation of personnel 428
5.4.2. Experience in career guidance and adaptation of personnel 431
5.4.3. Organization of management of career guidance and adaptation of personnel 434
5.4.4. Studying the state of work on career guidance and adaptation of personnel 439
Control questions for chapter 5.4 444
Chapter 5.5. Business career management in an organization 446
5.5.1. The concept and stages of a career 446
5.5.2. Business career management 456
Control questions for chapter 5.5 462
Chapter 5.6. Management of service and professional promotion of personnel in the organization 466
5.6.1. Service and professional promotion system 466
5.6.2. Work with personnel reserve.473
5.6.3. Functions of the personnel manager of the personnel management service 481
Control questions for chapter 5.6 .482
Literature for Section 5 .482
Section 6 Financial management
485
Chapter 6.1. Profit in the activities of the organization. 485
6.1.1. The role of profit and factors affecting its value.485
6.1.2. The composition of the gross profit of the organization.495
6.1.3. Determination of planned profit 500
6.1.4. Profit distribution 511
Control questions for chapter 6.1 515
Chapter 6.2. Financial problems of working capital management of the organization 517
6.2.1. Organization principles working capital 517
6.2.2. Methodological provisions for optimizing funds in inventories 521
6.2.3. Methodological provisions for optimizing funds in work in progress and deferred expenses 526
6.2.4. Methodological provisions for optimizing funds in finished products and the total amount of working capital 530
6.2.5. Management of non-standard working capital. 531
6.2.6. Formation of working capital and economic efficiency their use 533
Control questions for chapter 6.2 543
Chapter 6.3. Financial management of a joint stock company. 545
6.3.1. The role of finance in the activities of a joint-stock company 545
6.3.2. Capital, profit and funds of a joint-stock company 547
6.3.3. Securities joint stock company 552
6.3.4. Register of shareholders of a joint-stock company 563
6.3.5. Financial issues of reorganization and liquidation of a joint-stock company 566
Control questions for chapter 6.3 570
Literature for Section 6 571
Section 7 Manufacturing control 572
Chapter 7.1. Manufacturing control. System View 572
7.1.1. Production as an object of management 572
7.1.2. Features of production management in a joint-stock company 576
7.1.3. Goals, objectives, production management process 581
7.1.4. Production management functions 586
Control questions for chapter 7.1 592
Chapter 7.2. Formation of production programs 593
7.2.1. Production program system 593
7.2.2. Methodological provisions for the distribution of the product release program for the planned periods of the year for assembly shops 597
7.2.3. Methodological provisions for the formation of nomenclature and calendar plans for the production of assembly units and parts for processing and procurement shops 601
7.2.4. The system of calendar and planning calculations and standards for the movement of production 607
7.2.5. Methodological provisions for the formation of production programs for processing shops 610
Control questions for chapter 7.2 622
Chapter 7.3. Operational production management. 623
7.3.1. Methodological provisions for the development of operational calendar plans 624
7.3.2. Basic provisions for the preparation of shift-daily tasks 631
7.3.3. Organization of work on the implementation of production programs and tasks 632
7.3.4. Coordination of work on the implementation of production programs and motivation of workers 634
7.3.5. Tasks and content of operational accounting of production 636
7.3.6. Control and analysis of the production progress 640
7.3.7. Production regulation 642
Control questions for chapter 7.3 646
Chapter 7.4. Organization of production management 647
7.4.1. Structure and interconnection of elements of the production management system 647
FOREWORD
.
The radical restructuring of the economic management system, which is moving to the rails of market relations, is one of the most important areas of the reform program being carried out in our country. This problem is of particular importance at the level of the enterprise, whose position in a market economy is changing radically. Becoming an object of commodity-money relations, having economic independence and being fully responsible for the results of its economic activity, the enterprise must form a management system (management) that provides it with high performance, competitiveness and stability in the market.
The very term "enterprise" after the adoption of the Civil Code of the Russian Federation (Part I) has undergone significant changes. It is reserved only for a group of enterprises that are state or municipal property. All other legal entities were named organizations, which are divided into two groups: commercial - the main purpose of their activities is to make a profit and non-profit - their main goal is not related to the extraction and distribution of profits among the participants. The Civil Code also defines the forms in which organizations can be created.
For commercial organizations, these are: business partnerships(associations of persons requiring the direct participation of founders in entrepreneurial activities), business companies (associations of capital that do not require the direct participation of founders in entrepreneurial activities, but suggest the presence of special management bodies), joint-stock companies (open and closed), production cooperatives (characterized by personal participation members-shareholders in labor and management on the principle of "one shareholder - one vote", the distribution of income with the obligatory consideration of the nature and degree of labor participation of each shareholder) and state and municipal unitary enterprises, for which the name and organizational- the legal form of "enterprises", taking into account their large number and the stereotypes and traditions that have developed over the years of domination of the former management system.
The term " unitary enterprise» emphasizes the indivisibility of the property of state enterprises, which is wholly owned by the respective state owner. Non-Profit Organizations are created in the form of consumer cooperatives, public and religious organizations (associations), foundations and institutions.
State Committee of the Russian Federation for
higher education
State Academy of Management
named after Sergo Ordzhonikidze
ORGANISATION MANAGEMENT
Tutorial
Ed. Doctor of Economics, prof. Z.P. Rumyantseva,
A.E.N., prof. N.A, Salomatina
Moscow
INFRA-M
1995
BBK 65.050.9(2)2
Authors: Rumyantseva Z.P., Salomatin N.A.,
Akberdin R.Z., Gunin V.N., Kibanov A.Ya.,
Turusin Yu.D.. Ustinov V.A.
Organisation management. Tutorial. blush
Tseva Z.P., Salomatin N.A., Akberdin R.Z. and others - M:
INFRA-M. 1995. - 432 p. b.
ISBN 5-86225-136-7V
5
A new economic system that is being formed under the conditions
transition of the domestic economy to the market, needs a specialist
sheets with extensive and deep knowledge in the field
modern management. There is a particularly acute need for
such specialists in organizations, since in a relatively short
term, they must create a management system,
providing high efficiency, competitiveness and
market stability. In the training manual, prepared
by scientists of the State Academy of Management, considered
issues that are of paramount importance for the specialist
sheets - managers of organizations: the basics of the general process of management
organization and its personnel, conditions and factors of formation
strategic management, organization of innovative
management. The essence of production management is revealed.
ment as a system that organizes internal production in a new way
military economic relations.
The textbook will provide real help to students and graduate students.
rants studying the problems of organization management, as well as
specialists involved in the formation of a new management system
management.
ISBN 5-86225-136-7
BBK 65.050.9(2)2
© Team of authors, 1995 ©
INFRA-M, 1995
Table of contents
Foreword ........................................ in
1. Fundamentals of organization management ........................ 10
1.1. Introduction to Management.............................. 10
1.1.1. What is management. ........"................. 10
1.1.2. Management and managers.............................. 13
1.1.3. Development of the theory and practice of management .......... 19
1.1.4. The modern system of views on management ...... 28
1.1.5. Changing the management paradigm in the period of radical
transformations in the economy of the Russian Federation. 34
1.2. Goals and functions of management .................. . 39
1.2.1. Mission of the organization.............................. 39
1.2.2. The goals of the organization and their classification .............. 42
1.2.3. Management by objectives (results). ............... 48
1.2.4. Management Functions .............................. 52
1.3. Decision-making process and methods .............................. 58
: 1.3.1. Basic elements of the decision-making process.... 58
" 1.3.2. Management methods .......................... 68
1.4. The structure of the organization's management ........ 81
1.4.1. Definition of the concept and principles of construction. ...... 81
1.4.2. Hierarchical type of management structures............. 83
1.4.3. Organic type of management structures .............. 91
Chapter 1 Checklist .............................. 100
Z Strategic management.............................. 103
2.1. General concept .............................. 103
2.2. Strategy planning ........................................ 114
2.3. Analysis of alternatives and choice of strategy ............... 128
2.4. Strategy Implementation Management .................................. 141
2.5. Organization management structure focused on
for solving strategic problems ........... 149
Chapter 2 Checklist .............................. 157
3. Innovation management.............................. 158
3.1. Innovations as an object of innovation management 158
3.1.1. State support for innovation
activities ................................ 175
3.2. Examination of innovative projects ............... 184
3.2.1. Innovation project concepts, basic
stages of creation and implementation................... 184
3.2.2. Efficiency of the innovative project .......... 189
3.2.3. Selecting an Alternative.............................. 194
3.3. Consolidated assessment of the costs of innovative
processes....................................... 207
3.3.1. The concept of organization of scientific and technical
activities at the stage of applied research
and developments. ................................. 207
3.3.2. Costs for the main intermediate stages
R&D .................................................. 211
3.3.3. Investments in the development of production
new products.............................. 216
3.4. Determination of commercial risk when investing in
innovative activity and methods of its reduction
......................... 221
3.4.1. Identification of the actual effectiveness of the work of scientific and
technical organizations and the commercial risk of the investor.
............... 221
3.4.2. Business Risk Mitigation Methods
investment in innovation activities ........ 226:
3.4.3. The development of competition in scientific and technical
and innovation activities .................. 233
Chapter 3 Checklist ............................. 239
4. Production management ........................... 241
4.1. Organization of economic relations
in a joint-stock company ........................ 241
4.2. The formation of market relations .................... 251
4.3. Contractual relations in a joint-stock company. . . 264
4.4. Manufacturing control. System View.. 273
4.4.1. Production as an object of control............. 273
4.4.2. Goals and objectives of production management. ......... 277
4.4.3. Production control process ............... 279
4.4.4. Production Control Functions ...................... 282
4.4.5. Structure and interconnection of system elements
production management ........................ 289
4.4.6. Information support of the system ........... 290
4.4.7. Hardware and software of the system. . . 294
4.4.8. Organization of production management ........... 297
4.5. Formation of production programs .......... 300
4.5.1. System of production programs .............. 300
4.5.2. Methodological provisions for the distribution of the program
production of products according to the planned periods of the year for assembly
workshops .............. 305
4.5.3. Methodological provisions for the formation of the nomenclature
calendar plans for the release of assembly units and parts for
processing and procurement workshops
....................... 311
4.5.4. Methodological provisions for the formation of production
programs for processing shops ..................................
313
4.6. Operational production management ...................... 335
4.6.1. The main methodological provisions for the development
operational calendar plans .................. 336
4.6.2. Basic provisions for the organization of control
and regulation of the course of production .............. 352
Chapter 4 Checklist ........................... 361
5. Personnel management.............................. 363
5.1. The concept of personnel management in an organization ..... 363
5.2. Principles and methods of building a control system
the organization's personnel .......... 371
5.3. Management of work with personnel in the organization ..... 384
5.3.1. The essence, goals and objectives of personnel planning. . . 384
5.3.2. Operational plan of work with personnel .......... 388
5.4. Management of a business career in an organization ......... 399
5.4.1. The concept and stages of a career ....................... 399
5.4.2. Business Career Management.............................. 407
5.5. Management of service and professional
promotion of personnel in the organization .............. 410
5.5.1. system of service and professional
promotions ................................ 410
5.5.2. Working with the talent pool.............................. 420
Chapter 5 Checklist ........................... 423
References ............................... 425
FOREWORD
Radical restructuring of the economic management system,
transitioning to market relations. - one of the important
the most important directions of the program of reforms carried out in our
country. This problem is of particular importance at the level of
acceptance, whose position in a market economy is changing
drastically. Becoming the object of commodity-money
carrying, having economic independence and
fully responsible for the results of their business
activity, the enterprise must form a system
management (management), which would provide him with high
which work efficiency, competitiveness and sustainability
the stability of the market position.
The very term "enterprise" after the adoption of the Civil
Code of the Russian Federation (Part I) has undergone significant
changes. It is reserved only for a group of enterprises,
owned by the state or municipality.
Bc& other legal entities have been named
organizations, which are divided into two groups: commercial
- the main purpose of their activity is to make a profit,
non-commercial - their main purpose is not related to the extraction and
distribution of profits among participants. civil
The code also defines the forms in which
organizations. For commercial organizations, these are: economic
partnerships (associations of persons requiring direct
participation of founders in entrepreneurial activity),
economic companies (capital associations that do not require
direct participation of founders in entrepreneurial
activities, but assuming the presence of special bodies
management), joint stock v companies (open and closed),
production cooperatives (characterized by personal
the participation of members-shares- --d. kov in labor and in the management of
the principle of "one shareholder - one A vote", the distribution of income
with obligatory consideration of the nature and degree of 1 labor participation
each shareholder) and | I
for which, as already mentioned, in the Civil Code
the organizational and legal form of the "enterprise" is stored, taking into account
their large number and developed over the years of domination of the former
control systems of stereotypes and traditions. The term "unitary
enterprise" emphasizes the indivisibility of property
state-owned enterprises, which is wholly owned by
the responsible public owner. Non-commercial
organizations are created in the form of consumer cooperatives,
public and religious organizations (associations), foundations and
institutions.
This broad interpretation of the term "organization" is accepted in
this tutorial, the main theoretical, methodological
logical and practical provisions and recommendations of which
can be applied both in commercial and non-
commercial organizations. In doing so, it should be taken into account that
compared to the system of government still in place.
in many organizations, in the new conditions, functions appear,
that were not needed before. In a market economy
the organization itself makes decisions that were previously
the prerogative of higher authorities. She is self-
clearly forms goals and objectives, develops a strategy and
policy of its development, finds the necessary for their re-
funds, recruits workers, acquires equipment
technology and materials, solves many structural issues, in
including such as the creation, liquidation, merger or
on the contrary, the division of divisions and branches, entry into
composition of associations and other associations, reorganization
production and restructuring of the organizational structure
management and many others.
