Principle - the main starting position of any theory, doctrine, guiding idea; basic rule of action. Principles - fundamental rules (truths) or what is considered true at a given time, explaining the relationship between two or more variables. In its pure form, any principle contains one independent and one dependent variable. Management principles - these are stable connections and dependencies that regulate the actions of people aimed at achieving the goals of the economic system.
Classification of principles. 1. Descriptive principles describe the relationship between variables. 2. Prescriptive principles indicate what specifically needs to be done by a particular person. 3. Normative principles indicate the framework (sphere, area) of activity and dependence on variables.
The main principles of management include: 1) scientific - this principle requires the construction of a management system and its activities on strictly scientific grounds; 2) consistency and complexity - this principle requires both complex and systemic approaches to management. Consistency means the need to use elements of the theory of large systems, system analysis in every management decision. Complexity in management means the need for comprehensive coverage of the entire managed system, taking into account all parties, all directions, all properties; 3) unity of command and collegiality - any decision taken should be developed collegially (or collectively). This means the comprehensiveness (complexity) of its development, taking into account the opinions of many experts on various issues; 4) democratic centralism - this principle is one of the most important and means the need for a reasonable, rational combination of centralized and decentralized principles in management; 5) a combination of sectoral and territorial approach in management - branch management characterizes the need to deepen specializations and increase the concentration of production. Territorial Administration: Problems of the Most Rational Placement and Development productive forces require consideration of environmental requirements, efficiency of use work force employment of the population, the development of social infrastructure, the conformity of the nature of production with the characteristics of ethnic groups, the satisfaction of the material and spiritual needs of society.
Basic principles taylor's scientific management are as follows: 1. Development of optimal methods for carrying out work on the basis of a scientific study of the costs of time, movements, efforts, etc.; 2. Absolute adherence to the developed standards; 3. Selection, training and placement of workers for those jobs and tasks where they can give the greatest benefit; 4. Payment according to the results of labor (less results - less pay, great results - more pay); 5. The use of functional managers exercising control in specialized areas; 6. Maintaining friendly relations between workers and managers in order to enable the implementation of scientific management.
Management principles are more prescriptive in their content. For the first time in a systematic form, the principles of management were formulated by A. Fayol. Management principles for A. Fayol the following: 1) division of labor -specialization of work necessary for the effective use of labor by reducing the number of goals to which the attention and efforts of the worker are directed; 2) powers and responsibilities - each worker should be delegated powers sufficient to be responsible for the performance of the work; 3) discipline - workers must comply with the conditions employment contract between them and the management of the enterprise: managers must apply fair sanctions to violators of discipline; 4) unity of command - the employee receives orders and reports to only one immediate superior; 5) unity of action - all actions that have the same ultimate goal must be grouped with single leader; 6) subordination of personal interests to common ones; 7)staff remuneration - receipt by employees of fair remuneration for their work; 8) centralization - the best results are achieved by establishing the right proportion between the centralization and decentralization of power, depending on specific conditions; 9) scalar chain - an inextricable chain of commands through which all orders are transmitted and communications between management levels are carried out (“chain of chiefs” in the management hierarchy); 10) order - a place - for everything, and everything - in its place. Workplace- for each employee and each employee at his workplace; eleven) justice - established rules and agreements must be implemented fairly in all links of the scalar chain; 12) staff stability - installation of employees on loyalty to the organization and long-term work, tk. high staff turnover reduces efficiency; 13) initiative - Encouragement of employees to develop independent judgments within the boundaries of the powers delegated to them and the work performed; 14) corporate spirit - the harmony of interests of the personnel and the organization ensures the unity of efforts (“in unity is strength”).
Emerson's 12 Productivity Principles. 1. Accurately set ideals or goals , which every leader and his subordinates at all levels of management strive to achieve. 2. Common sense, i.e. approach from positions common sense to the analysis of each new process, taking into account long-term goals. 3. Competent advice , i.e. the need for specialized knowledge and competent advice on all issues related to production and management. A truly competent council can only be collegiate. 4. Discipline - subordination of all members of the team to established rules and regulations. 5. Fair attitude towards the staff. 6.Feedback - allows you to reliably take into account and control the action taken. 7.Order and planning of work providing clear operational management of the activities of the team. 8. Norms and schedules , allowing you to accurately measure all the shortcomings in the organization and reduce the losses caused by them. 9. Normalization of conditions , providing such a combination of time, conditions and cost at which the best results are achieved. 10. Rationing of operations , suggesting the establishment of the time and sequence of each operation. 11. Written standard instructions , providing a clear fixing of all the rules for the performance of work. 12.Performance reward aimed at encouraging the work of each employee.
Management principles are among the most important categories of management. They are understood as the main fundamental ideas, ideas about management activities, arising directly from the laws and patterns of management.
Thus, the principles of management reflect an objective reality that exists outside and independently of human consciousness, in other words, they are objective. At the same time, each of the principles is an idea, that is, a subjective construction, a subjective construction that each leader mentally performs at the level of his knowledge of the general and professional culture. Since the principles belong to the subject, they have a subjective character. The more the reflection of the principle in the mind of a person approaches the law, the more accurate the knowledge, the more effective the activity of the leader in the field of management.
Classification of management principles
In the literature there is no single approach to the classification of management principles, there is no consensus on the content of the basic principles of management. Some of the proclaimed principles, in essence, are the rules of conduct for managers or governing bodies, some follow from the basic principles, that is, they are derivatives.
The principles of management are very diverse. The classification of principles should be based on the reflection by each of the selected principles of various aspects of management relations. The principles must be consistent with both partial and the overall goal of improving production efficiency, socio-economic development. The principles of control serve not only to construct speculative schemes. They rather rigidly determine the nature of the links in the system, the structure of the governing bodies, the adoption and implementation management decisions.
The main principles of management include:
- 1) scientific character;
- 2) consistency and complexity;
- 3) unity of command and collegiality;
- 4) democratic centralism;
- 5) a combination of sectoral and territorial approach in management.
Scientific principle
This principle requires the construction of a management system and its activities on strictly scientific grounds. Like any principle that reflects development, it must have internal inconsistency, since
Internal inconsistency forms an internal logic, creates an internal impulse for development. One of the contradictions of the scientific principle is the contradiction between theory and practice. It requires the use of aggressive scientific ideas (the results of scientific knowledge - from the phenomenon to the essence, from the essence of the first kind, less deep, to the essence of the second kind, deeper, etc., endlessly). However, the need to organize the management process in specific conditions, to solve specific problems requires time limitation of the process of cognition. This contradiction is resolved through active research into the scientific problems of managing multi-purpose, complex teams, maximizing the use of funds computer science. Another important contradiction of the scientific principle is the unity and contradiction of the objective and the subjective. This contradiction is universal and also applies to all other principles of management. What is objective in principle of scientific character follows from the objective nature of the laws of control on which the principles of control are based. The subjective in the implementation of the principles of management is inevitable, since the principles of management are realized only through the consciousness, will and aspirations of a person. Thus, the implemented principle is inevitably subjective. The deviation of the process of cognition from objective logic (subjectivism) arises and manifests itself to a greater extent, the more the consciousness of leaders deviates from the objective logic of the development of nature, society and thinking. The higher the level of general culture and professionalism of the leader, the less the possibility of manifestation of subjectivism. The need to comply with the principle of scientificity in management requires the involvement of the entire spectrum of modern knowledge, their careful synthesis, and above all, the complex of human sciences. At the same time, it is necessary to apply advanced methods of system analysis in the field of economic sciences, philosophy, psychology, ethics, aesthetics, technical and technological sciences of ecology and other areas.
The principle of consistency and complexity
This principle requires both an integrated and a systematic approach to management. Consistency means the need to use elements of the theory of large systems, system analysis in every management decision. Complexity in management means the need for comprehensive coverage of the entire managed system, taking into account all parties, all directions, all properties. For example, it can be taking into account all the features of the structure of the managed team: age, ethnic, confessional, professional, general cultural, etc. Thus, consistency means attempts to structure problems and solutions vertically, and complexity means expanding them horizontally. Therefore, consistency tends more towards vertical, subordination links, and complexity tends toward horizontal, coordination links. The abilities of managers in this case can differ significantly, since this imposes somewhat different requirements on the mindset, its analytical and synthetic functions.
The principle of unity of command in management and collegiality in making decisions
Any decision made should be developed collegially (or collectively). This means the comprehensiveness (complexity) of its development, taking into account the opinions of many experts on various issues. The decision taken collegially (collectively) is put into practice under personal responsibility the head of the company (board of directors, shareholders, etc.). For each official the exact responsibility for the performance of certain and precisely defined work is established. So, in a company, vice presidents for science, production, marketing and other areas are fully responsible for the corresponding sector of the company's activities. The problem lies in the fact that qualitatively new tasks may arise for any firm, the solution of which is not provided for by the regulation. In this case, not only the manager must determine to whom the solution of certain tasks and the performance of certain works can be addressed, but also the subordinates must show reasonable initiative.
The principle of democratic centralism
This principle is one of the most important and means the need for a reasonable, rational combination of centralized and decentralized principles in management. At the state level, this is the ratio between the center and the regions, at the enterprise level, the ratio of rights and responsibilities between the manager and the team. The inconsistency of the principle of democratic centralism should be considered as the existence, development, mutual transition of the polar opposites of democracy and centralism. With insufficiently favorable socio-economic conditions and rigidity of management, centralism prevails. It is necessary in emergency conditions (warfare, economic or political crisis, ethnic tension, violation of morality and ethics by state leaders). Democracy in management is the higher, the higher the level of qualification of workers, the more creative is the content of labor, the more stable and evolutionary is the development of society. The most preferable in the management of the socio-economic system is the balance between centralism and democracy. However, in practice one often prevails over the other. At the level of individual economic entities - enterprises, banks, exchanges, the principle of democratic centralism determines not only the degree of independence of branches, branches, subsidiaries but also the degree of their responsibility for the actions performed. Further, the principle of democratic centralism determines the degree of independence and responsibility of each official to his leader. Thus, the principle of democratic centralism vertically permeates all power management structures.
The principle of unity of industry and territorial administration
The development of society is closely connected with the progress of sectoral and territorial administration. Sectoral management characterizes the need to deepen specializations and increase the concentration of production. Territorial management proceeds from other targets. The problems of the most rational distribution and development of productive forces require taking into account the requirements of ecology, the efficiency of using the labor force, employment of the population, the development of social infrastructure, the conformity of the nature of production with the characteristics of ethnic groups, and the satisfaction of the material and spiritual needs of society. And that's all - regional problems. Any entrepreneur must draw for himself the appropriate conclusions arising from the operation of the principle of unity of sectoral and territorial management. The interests of the company he represents must be closely linked with the interests of the local authorities of the inhabitants of the region where he is going to exercise his business activity- build a branch of the enterprise, store and sell products, etc. Local authorities and the population should be its active dream books, knowing what benefits for the region will follow the vigorous activity of certain firms.
Management science studies general and specific patterns social management and develops on the basis of their knowledge the principles, methods and techniques of management activities. As is known, the concept of law expresses the order of the necessary and strong connection between phenomena or properties of material objects, their recurring essential relationships. Regularity is understood as stable, recurring connections and relationships between phenomena that determine the objective conditions for the existence and development of a given social phenomenon. Regularity, like a law, reflects cause-and-effect relationships and connections in social management that do not depend on the will of a person. However, unlike the law, which acts as an objective necessity, the pattern is probabilistic in nature, that is, close to the category of chance. In other words, regularity is a form of concrete manifestation of the law.
A principle should be understood as a rule, a postulate, a general idea of how a system should be built and function. Unlike patterns, principles are subjective in nature; they are formulated by people on the basis of knowledge of patterns and practical experience.
Basic Principles social management are: organizational, consisting in objective necessity, concreteness, optimality and the principle of the main link; organizational and political, including legality, scientific validity, participation of citizens in management, multi-party system; organizational and technical, involving the construction of management systems, the implementation of the management process, through the separation of management functions, their focus and feedback, as well as cyclicality and continuity.
General principles of social management are divided into the following types: objectivity, concreteness, efficiency, a combination of centralization and decentralization, respect for the individual, participation of citizens in governance, equality of rights and freedoms of man and citizen, legality and discipline.
The basic principles of managing the internal affairs bodies are unity of command, centralization of management with the provision of initiative to subordinates in determining how to perform tasks. In addition, firmness and perseverance in carrying out decisions taken(plans) to life, along with a prompt and flexible response to changing conditions. At the same time, the personal responsibility of superiors for the decisions made and the results of the fulfillment by subordinates of the tasks assigned to them is essential.
In addition, a competent leader develops his own style and uses his own principles for organizing interaction with subordinates, which can be determined by the style to which he gravitates.
To ensure a favorable microclimate and ensure an environment of mutual understanding, the principles of relationships can be recommended, which consist in ensuring that each subordinate understands the significance of his activities and responsibilities, and also takes the initiative. Orders and orders should be given calmly, briefly, correctly and be sure to check the execution, avoiding special relations with any of the subordinates. Do not make remarks in the presence of other subordinates. It is necessary to periodically talk with subordinates in private, to know their worries and the mood of each.
The principle of management is the basic rule that must be followed in the implementation of the management process. The following principles can be attributed to the main ones:
management sustainability, which determines the ability of the control system to implement the control process with specified requirements in specific periods of time in specific conditions;
survivability, involving the preservation and rapid recovery of the ability and readiness to manage under adverse effects on the system;
noise immunity communication channels and controls, which consists in ways of resisting interference;
reliability technical means management and communication channels, regulating techniques and methods for ensuring the operability of means and channels for functioning within the established limits;
continuity of control, determining methods that ensure reliable communication of the social system and the work of departments, as well as individual police officers in the event of a temporary loss of communication with the management;
stealth management, ensuring the reliability of management and counteracting the possibility of disclosing official secrets;
management efficiency, allowing to adequately respond to changes in goals, objectives and the situation as a whole.
ergonomics of management, which defines how to apply the standards and requirements of ergonomics, as well as scientific organization labor.
Management theory proceeds from the fact that any system seeks to preserve its qualitative originality, strengthen its internal ties, ensure its integrity, optimize its functioning and development. Moreover, the system has internal processes behavior and ordering, corresponding to the laws of development.
Control systems have the following properties:
integrity and independence which assumes that all elements are interconnected, and a change in one element causes a change in the entire system;
factorization, which either corresponds to the disintegration (decomposition) of the system caused by aging, wear, loss of adaptability, or corresponds to growth and development;
progressive systematization, at which there is a strengthening of pre-existing connections between elements and the emergence of new connections and elements;
centralization, which involves the selection of elements or groups of elements that dominate the functioning of the entire system;
open and closed system, suggesting its openness when it exchanges with environment information, and closeness when it does not exchange it.
The internal affairs bodies are an organization that is an integral social system designed to achieve socially important goals defined regulations.
Scientifically social organizations, to which the internal affairs bodies fully belong, have a number of properties:
certain boundaries, suggesting both the period of existence and the type of specific activity;
existence of rules and regulations that determine the activities and behavior of people in the organization . The degree of regulatory regulation of the organization is different, it depends not only on the nature of the tasks being solved, but also on other factors, including those of a general social nature;
degree of power which depends on the nature of the source of regulatory regulation, the social significance of the tasks being solved by the organization and the scope of its activities;
existence of a system regulating membership in it, which includes a set of requirements for persons wishing to become members of the organization, as well as a selection and promotion procedure;
communication system, suggesting the relationship of information, both about the environment and about itself.
Management Goals
Essential value in management is given to its purposes. Official organizations goal-tasks are set by the state, by issuing relevant legal acts, or are formulated in policy documents. After goals are set, activities begin to achieve them. Its subjects are people - members of the organization, who also pursue their own interests related to the desire of individuals to satisfy certain need. Although the interests of specific members of the organization may be different, however, there is some component, which is indicated scientific term goal-orientation, which reflects the predominant motivation of its members.
The organization is quite stable, an association of people. Each organization has an inherent desire to maintain balance in interaction with the environment, to ensure its integrity. This is where another type of goal comes from. system goals. These goals are reduced to the desire to survive and, if possible, ensure their development. The emergence of the goals of the system is explained by the ability of the organization to serve as a means of satisfying someone's needs and interests. Their carriers, both inside and outside the organization, represent a certain social group, layer, class or society as a whole. Achieving the goals of maintaining and developing the system depends, first of all, on the degree of influence of the "support group", which, in turn, depends on the positions of this group in the mechanism of power.
Goals-tasks, goals-orientations And system goals may be in different proportions. They can be complementary, but they can also contradict one another. If the goals-tasks will absolutely adequately reflect the goals-orientations (which is practically impossible) and provide all the conditions for the preservation and strengthening of the organization (which is also unlikely, since it is created to solve the tasks "prescribed" by its founders, and not for the very fact of the existence of this organization ), then the content of all these three types of goals will be the same. In all other cases, there is a parallel connection of unity and competition between them. This means that each specific organization is focused not only on achieving the goals set "from above", but also on solving problems that arise "inside".
Failures in the functioning of the organization, the low efficiency of its activities, the shortage of personnel are very often due to ignoring the goals-orientations and goals of the system. The external manifestations of the contradictions between the three types of goals under consideration are different, just as the nature of the contradictions themselves is different. For example, the urgent need to take into account the so-called human factor (increased attention to the living conditions of employees) that has emerged in recent years indicates an existing contradiction between goals-tasks and goals-orientations.
From a control theory point of view, goal-tasks, because it puts forward a number of requirements for the process goal setting. Here, one of them should be highlighted in particular: the requirement for the reality of the goal, since, realizing the futility of their efforts, the members of the organization will only imitate “violent activity”. Taking care of its survival, the organization will begin to distort information about its functioning, etc.
The unreality of goals-tasks is a consequence of various reasons. First, the task set before the organization may be in principle unsolvable, at least in the conditions of a particular place and time. Secondly, the goal may be unrealistic due to the lack of resources necessary to achieve it. Thirdly, the intended goal may contradict the established rules of activity and thus put the members of the organization in front of a dilemma: either violate the established procedure, or refuse to achieve this goal.
Real, formulated goal-tasks sometimes turn out to be distorted due to the fact that the desired end result of the functioning of a particular organization is incorrectly defined. This problem is also relevant for law enforcement. Their creation and functioning are determined by the social need to protect the physical and legal entities from encroachments on their rights and interests protected by law. At the same time, such a need is, as it were, obscured when evaluating the activities of these bodies. First of all, this is the number of crimes solved by them, detained offenders, preventive measures taken, etc. If we analyze law enforcement activities from the point of view of meeting this need, it may turn out, in particular, that non-compensation for the harm caused by a crime is tantamount to its non-disclosure, and refusal to accept a report of a crime creates an even greater sense of insecurity.
Goals-orientations conflict with goals-tasks not only in those cases when they are not taken into account by the subjects of organization management. It is important to note two more points here: the significance for the employee of membership in the organization and the possibility of leaving it without prejudice to the “general” social status, i.e. without losing their other social positions. If membership in an organization is not vital for an employee, then, disappointed in its ability to satisfy the need for which he joined the internal affairs bodies, the employee will simply leave it.
In cases where it is impossible to implement such a decision, the process of suppressing the unsatisfied needs of the employee will contribute to his internal alienation from the organization, including from its goals-tasks. As a result, the employee will work in the internal affairs bodies "not for conscience, but for fear." The more such "forced" members, the less effectively the organization functions. If exit from the organization is available to everyone and does not threaten him with a decrease in his status in society, then the danger of a serious conflict of goals-orientations and goals-tasks becomes unlikely. In the end, such an organization will either disintegrate, or “find” such members whose goals-orientations will, in principle, coincide with the goals-tasks.
The desire of the organization to preserve and develop, that is, the main goal of any social system, conflicts with the goals-tasks if the achievement of the latter threatens to destroy the organization. Since the same result can also be a consequence of its open refusal to implement goals-tasks, they are replaced, due to which latent (hidden) goals appear, which correspond to the actual activities of the organization. For example, in ITU the goal of correction and re-education of convicts sentenced to deprivation of liberty is replaced by the goal of fulfilling production plan and compliance with the regime.
System Goals, as a rule, are in a certain harmony with the goals-orientations until the carriers of the latter begin to strive to destroy the organization. However, this situation is possible only in extreme cases. The desire of individuals to maintain their membership in the organization acts as a factor contributing to the implementation of the goals of the system. It should be noted here that the preservation of the organization means the achievement of a certain stability. This is important, because the members of the organization need the constancy of connections, norms, requirements.
Organization sustainability is expressed not only in the constancy of goals-tasks, functions performed and structural construction, but also in the degree of certainty social roles who are called to play its members. staffing and list official duties form their basis.
The actual order of the performance of social roles affects the behavior of members of the organization with greater force and effectiveness than official prescriptions. An employee who does not do what other members of the organization expect from him will become a source of conflict, regardless of whether his actions corresponded to officially established norms or not.
The standards of conduct adopted in the organization modify and expand the regulation of the behavior of its members. The desire for preservation and development is a goal objectively inherent in all organizations. It has a powerful source of support, consisting in the desire of the members of the organization for stability and certainty. This factor can become dominant in comparison with the implementation of goals-tasks. In this case, the occurrence of negative processes is inevitable.
When an organization reaches a certain degree of stability, it simultaneously acquires the same degree of inertia, which is the source of conservatism, unwillingness to change, inability to respond to changes in the external environment.
The very process of sustainability threatens to turn it into an end in itself. At the same time, special services, divisions and positions are being created in the organization, aimed exclusively or mainly at maintaining and maintaining the system. hallmark this kind of organizational units is their indirect connection with the goals-tasks. They do not perform the functions of an actual executive or operational-service nature, but, as a rule, act as elements of the management system.
Usually, to give greater importance to such elements of the system, they are vested with control powers. Using them, these organizational units seek to expand their power principles, control not only the result, but also the very process of the activities of those units that directly implement the goals-tasks. This creates the danger of a gap between the subject making the decision and those responsible for its validity. With regard to internal affairs bodies, such a situation may arise, for example, when a decision is actually made by an employee of the apparatus for control and assistance, and the employee carrying out operational activities or the head of the supervised unit is responsible for its correctness.
Thus, the goal that the organization seeks to achieve is formed as a result of a complex and contradictory interaction of goals-tasks, goals-orientations and goals of the system. At the same time, only goal-tasks can be consciously formed and adjusted. Orientation goals and system goals arise spontaneously, that is, in a natural way. They are an objective factor affecting the functioning of the organization, and must be taken into account by the subject of management.
Control functions
The concept of "function" in social science is associated with activity, duty or work. Its use in relation to management characterizes precisely this activity, its varieties and directions. In this understanding, management has a content that forms a system of functions, i.e., separate, relatively independent, but interconnected types of relevant activities.
From the standpoint of management science, all functions performed by internal affairs bodies can be divided into task functions And function-operations. The first are divided into three types: main, providing And general management . The second are divided into: formulation of the problem, promotion of a management hypothesis, information handling, development and decision making, control in the management process, proofreading, diagnosis of a new state of the system and organization of decision execution.
The main functions include those for the implementation of which the system of internal affairs bodies was actually created and operates. In accordance with the current regulations and within the limits of their competence, the internal affairs bodies carry out the following main functions defined in the Law of the Russian Federation "On the Police".
The main functions are implemented by sectoral structural divisions of the internal affairs bodies. It should be borne in mind that the degree and forms of implementation of these functions directly depend on the level of management at which the relevant structural units are located. So, if in GROVD direct protection public order and the fight against crime occupy the bulk of the work, then already at the level of the Internal Affairs Directorate of the territories and regions, these functions find their expression mainly in the general management of this work, control and coordination of the activities of the relevant structural divisions and subordinate bodies. The direct solution of the tasks of protecting public order and combating crime at this level takes a much smaller amount of work compared to the GROVD.
For the implementation of the main functions, it is necessary that the appropriate conditions and prerequisites for their implementation be created in the internal affairs bodies. The solution of the tasks assigned to the bodies of the system of the Ministry of Internal Affairs of the Russian Federation is impossible without resolving issues of personnel, material, technical, financial and other types of support. Therefore, along with the main functions, the internal affairs bodies also carry out supporting functions, which include: personnel, financial planning, logistical and medical support, Maintenance, office work, information, etc.
The implementation of the main functions of the internal affairs bodies is always associated with the sphere of external management (protection of public order, suppression of crimes, other offenses, etc.), while the supporting functions are implemented in the sphere internal management(staffing, placement, training of personnel of internal affairs bodies, provision of units necessary equipment, weapons, etc.). A special role in the activities of the internal affairs bodies belongs to the most effective implementation of staff functions (management functions).
Control functions are designed to streamline the activities of the system itself government agency. They assume different kinds management activities carried out in order to ensure the successful implementation of the main functions. In relation to them, management functions are secondary, auxiliary. Any of them is a separate, relatively independent part of managerial activity, a product of the process of division of labor and specialization in management.
Attribution to the management functions of a particular type of activity is based on the use of a number of criteria. They are: the direct focus of this activity on solving management problems; the impossibility of exercising control without it; the complexity of its content, suggesting the possibility of highlighting a number of private specific function subtypes of management activities; its relative independence. The use of these criteria makes it possible to attribute to management functions such types of management activities as forecasting, planning, organization, regulation and control.
Within the framework of a single direct goal for management (ensuring orderliness, consistency of system elements), each of these functions has its own purpose, content and implementation methods.
Forecasting, which gives the manager information about the future state of managed objects, involves the study of their state in the past and present. With the help of planning, the consistent development of these objects is ensured. In this regard, planning involves such types of management work as determining the strategy of the system, the specific goals of the upcoming activities and the means to achieve them.
The function of the organization is aimed at forming appropriate relationships in the system and maintaining them at the required level. It is carried out by designing organizational structures, creating an information system, selecting, placing, training and educating personnel, coordinating activities, logistical and financial support.
Regulation ensures the efficiency of management, the efficiency of the system in conditions of constant external and internal influences on it. It involves the development and organization of the implementation of operational management decisions, their correction, training of personnel in actions in specific situations.
Control makes it possible to evaluate the work done and determine ways to improve the efficiency of the internal affairs bodies. It includes monitoring activities, comparing its results with established standards, and taking measures to eliminate deficiencies.
The content of any management function necessarily includes work on the collection, processing and analysis of information. Like the main ones, management functions are objectively necessary activities. They cannot be chosen arbitrarily, since they proceed from the goal of management, from the possibilities of achieving it through the implementation of a completely certain types work. At the same time, unlike the main functions, the composition and content of which are completely dependent on the objects of influence and therefore are as diverse as the objects real world, control functions are universal in their composition.
Management functions are performed by any of its subjects, regardless of the characteristics of the tasks solved by this organization, its level and direction of activity. At the same time, the specific content of the object of influence affects the specific content of these functions.
The content of management is revealed in management science as a set of separate stages (stages) of the management cycle. In this case, the name of a number of stages coincides with the designation of individual functions (organization of regulation, control). The implementation of each of the functions is cyclic in nature and includes all stages of the cycle (goal setting, collection, processing and adoption of a managerial decision; organization of its execution, control; proofreading the decision; regulation of the system.)
Myself functional analysis management, i.e. its division into a number of constituent elements (functions) does not mean that in practice there is no close relationship between them.
Thus, management functions are objectively necessary, relatively independent parts of management activity (control elements), characterized by specific content and a special spatio-temporal form of expression.
Management, like any conscious activity, includes elements of cognition and transformation of reality. The predominance of certain named elements in the management functions is the basis for their classification. According to the named basis, the following groups of management functions can be distinguished: cognitive-programming and organizational-regulating.
Cognitive programming management functions include forecasting and planning.
Forecasting designed to ensure scientific and rationality of any kind human activity. Forecasting is usually carried out using precise mathematical methods. This activity consists in obtaining information about the future state of an object (for example, GROVD) by analyzing its state.
The nature of the processes affecting the activities of the internal affairs bodies determines the types of forecasting they carry out. Forecasting is practiced: the development of the external environment, criminological, organizational and managerial and organizational and technical.
Of particular importance for the internal affairs bodies is criminological forecasting. It is complex in that it takes into account quantitative indicators and qualitative properties of crime in their connection with various environmental factors: population growth, socio-economic characteristics of a particular territory, etc.
In fact, criminological forecasting is carried out by the internal affairs bodies themselves. Firstly, these bodies form the state statistics of crimes and the persons who committed them, as they have the largest, most diverse information. Secondly, they have accumulated considerable experience in analytical work. Thirdly, they practice criminological forecasting.
Organizational-administrative and organizational-technical forecasting is essential. It allows you to imagine the future quantitative and qualitative state of the structural unit: possible upcoming changes in functions, organizational structures, in personnel, material and technical support of the internal affairs bodies. By time, forecasts are divided into: operational, short-term (up to 1 year), medium-term (from 1 year to 5 years), long-term (from 5 to 15 years).
Planning- There is common function management, which is understood as the activity of the subject of management to determine the goals and objectives of social systems for the coming period of activity, the means to achieve and fulfill them. The result of the implementation of this function is the installation management decisions such as programs, directives, plans, etc. The plan necessarily reflects the goals and objectives of the body for the coming period, the activities to be performed to achieve the goals and objectives, the sequence of their implementation, the timing of implementation, performers , as well as ways to monitor the implementation of planned activities.
To increase the effectiveness of law enforcement agencies, internal affairs bodies develop strategic, organizational-tactical and organizational-operational plans.
In solving management problems, of particular importance are organizational functions organization, regulation, control.
Their implementation is associated with the provision of a direct impact on the objects of management in order to achieve the previously formulated goals of social systems, to obtain the programmed results.
Organization is the central of these functions. The concept of "organization" is interpreted ambiguously. First, it is a certain social formation; secondly, the state of the object or subject of management, their orderliness and integrity in functional and structural terms. Finally, the organization can be represented as one of the essential functions management, i.e. as a conscious activity aimed at streamlining the state of certain social formations. In its last meaning, it is the creation of specific social systems - the formation of their functional and organizational structures; substantiation of staffing; selection and placement of personnel; informational, logistical and financial support of this system; establishing a stable relationship between its elements, guaranteeing their reliable interaction.
common goal The system of internal affairs bodies is the same for all its elements. At the same time, the actual conditions of activity of a particular body make it mandatory to specify its tasks and functions, taking into account, for example, the socio-economic, demographic and other characteristics of the service area. As a result of this specification, functional structure systems. The process of creating a system involves the formation of its organizational structure. The main thing here is to determine the composition of the structural units of the internal affairs body, depending on the specific functions they perform.
The formation of an organizational structure requires compliance next rule: each element of the system must specialize in the implementation of one function or a group of homogeneous or closely related functions(subfunctions). Thus, the organization of the system involves the definition and formation of its links, the division of labor between them and the creation of conditions for their coordinated actions. The formation of the organizational structure requires the clarification of the needs of the system in the regular number of employees and the establishment of a nomenclature of positions for managers, specialists, and technical personnel.
It is also important to establish organizational ties between employees that consolidate subordinate ties (vertically) and coordination (horizontally) relations in the management system. At the same time, the composition and powers of the heads of the body and its individual units are determined with the obligatory consideration of the norm of manageability, i.e. the number of employees that their immediate supervisor can manage effectively.
To develop an organizational structure, a list is also needed functional duties heads, their deputies, all employees of the internal affairs body. Here the types of their work, rights and responsibilities (competence), organizational relations of leadership and subordination, service relationships of employees are recorded. The process of creating a system involves mandatory regulatory consolidation organizational relations. For this, for example, regulations are developed on the bodies and departments of internal affairs of a certain level, where their goals, tasks, functions, competence, organizational and staffing structure, nomenclature of positions, rights and responsibilities of officials are fixed.
Along with the definition of functional and organizational structures, the creation of a system provides for work on the selection and placement of personnel, team building, material and technical support for employees (premises, equipment, vehicles, special equipment, etc.).
Regulation is a management activity, during which a kind of “adjustment” of an already organized system is made to the changing external and internal conditions of its functioning. Changes in conditions cause the system to deviate from the given parameters. Elimination of such deviations, ensuring the normal functioning of the system is main task regulation.
As a function of management, regulation is, in essence, the organizational activity of its subject. It consists in the organization of operational management, i.e. in establishing the daily work of departments and employees in ensuring the interaction of structural links, as well as in the training and education of personnel. Regulation concretizes management, contributing to the successful solution of operational and service tasks. Therefore, the amount of work to perform this function increases as it approaches the performance level of the system.
The day-to-day operational management carried out by the head provides for the adoption of new management decisions and the introduction of changes to previously made ones. It also involves the distribution of tasks between subordinates, the placement of personnel for specific types of work, training employees in the techniques and methods of performing tasks, assisting them, organizing the coordinated work of the structural units of the apparatus, taking into account their competence and capabilities.
Control as a management function is associated with the need to constantly check the results of any activity in order to timely eliminate shortcomings and increase its efficiency. As a management function, it provides for monitoring and verifying the compliance of the process of functioning of the system with adopted laws, plans, rules, established standards and issued orders. With the help of control, the results of managerial actions, deviations from the principles of organization and regulation are revealed. Control is also a form feedback, which allows you to determine how accurately the parameters set by the system are observed.
In the management process, control has two main goals: firstly, it makes it possible to direct any activity towards the fulfillment of pre-established tasks by checking the actual state of affairs, the degree of reality of the implementation of the decisions made; secondly, it helps to improve activities by timely detection and elimination of deviations and their causes. Control is carried out by all subjects of management, but its scope, forms and methods are differentiated taking into account the level of the corresponding apparatus. So, in the lower divisions, the control of managers over the work of direct executors is inextricably linked with a specific impact, management.
With an increase in the level of management
The multifaceted term "management" in modern realities increasingly seen in the meaning of "the art of management". After all, in order to best ensure the development of the organization, the manager must have talent, skills, experience, knowledge, be a professional in the full sense of the word. Undoubtedly, the art of management - hard labour. What is it? The answer is very simple: in the competent use of a complex of interrelated categories, such as principles, functions, types and methods of management.
Perhaps the principles of management in management are the fundamental guidelines that it makes sense to pay attention to in order to comprehend the foundations of effective administration.
Formation of principles of management!
Everyone puts their own meaning into the concept of “management principle”. Someone characterizes it as a conviction to act as the inner voice says, and someone as a point of view regarding something. A manner of behaving, a rule or an attitude, a law or truth can also act as the basis for the formation of principles.
The history of managerial thought is inseparable from the history of mankind. For example, in the period of primitive society, management was based on social norms. In other words, power, as such, was formed on the basis of the authority, character of the leader and on his coercion to obedience. And with the development of human society, taking into account significant changes in people and their values, the principles of management have undergone qualitative modifications.
The first significant works on organizational problems management, came out from under the pen of Plato's "State" and Aristotle's "Politics". Their ancient philosophy was characterized by the introduction of innovative innovations.
The Renaissance philosopher N. Machiavelli made a fundamental contribution to the development of management with his treatise The Sovereign. The principles of the Florentine thinker are reduced to provisions regarding state structure and management features of vertically integrated organizations.
The founder of the scientific organization of labor, the American F. Taylor, in 1911 presented his "Principles scientific management”, he made an attempt to apply science to the design of the management process.
Perhaps the most widely used classification is the principles of management in management by the French theorist and practice of A. Fayol, set out in the work “General and industrial management» 1916 Let's take a closer look.
The most important principles in management!
It should be noted that a unified approach to the classification of principles has not been developed. Due to the fact that management principles do not contain mandatory provisions, they can be considered as recommendations.
Conclusion
Management principles in management are not abstract attitudes. Decision making and implementation, the governance structure of an organization, and the nature of team relationships are all influenced by principles.
It is not at all necessary for a modern manager to fully follow the principles of, for example, A. Fayol, formulated in the 20th century. Undoubtedly general principles valid for everyone, because you can not argue with nature. And as for the private ones, the leader must independently develop them, based on an understanding of the established traditions and culture. This should be remembered!
Compliance with the principles of management can be seen as the key to the success of management.
Principle(from lat. beginning, basis) - 1) the main starting position of any doctrine, theory, science, worldview, political organization, etc.; 2) the inner conviction of a person, which determines his attitude to reality, the norms of behavior and activity.
In the book "General and Industrial Management" A. Fayol outlines the basic principles of management. He does not claim that these principles or their implementation are immutable, or that he gives any complete list of them. On the contrary, he writes that "... the number of principles of management is unlimited, ... a change in the situation may entail a change in the rules, which, therefore, to a certain extent turn out to be a product of this situation" . He himself considers 14 principles of management.
- 1. Division of labor- the principle, the purpose of which is "to produce more and better with the same effort." Specialization, according to Fayol, is one of the signs of the natural order of things. "The division of labor has its limits, determined both by our experience and by a sense of proportion." 1
- 2. Power- "the right to give orders and demand their execution." Fayol distinguishes between "official" authority (associated with the position held, received "according to the charter") and "personal" (due to such qualities as intelligence, life experience integrity and ability to play a leadership role). The personal authority of a first-class manager is " obligatory addition"Official power.
- 3. Discipline- "in essence, comes down to obedience, diligence, energy, certain behavior and external signs of respect, observed in accordance with the agreement existing between the company and employees." Fayol believes that discipline can take different forms in different organizations and insists that it is always one of their most essential elements.
- 4. Unity of command“A subordinate should receive orders from only one superior.” Double orders are in any case a source of tension, confusion and conflict.
- 5. Unity of leadership- "one leader and one plan for a set of operations aimed at achieving the same goal." If the principle of unity of command requires that each subordinate receive orders from only one leader, then this principle is reduced to the unity of management and plan.
- 6. Subordination of individual interests to common ones- "makes you remember that in business the interest of one subordinate or a group of subordinates should not contradict the goals of the enterprise." One of the most serious problems of management is the coordination of common and personal or group interests.
- 7. Staff remuneration“Work must be rewarded.” Living wage, labor supply, economic environment and economic situation enterprises are factors that determine the level of payment, but do not depend on the will of the employer. "Regardless of what remuneration an employee receives - money or such benefits as heat, light, shelter, food - its meaning is to satisfy the needs of the employee."
- 8. Centralization- "like the division of labor ... inherent in the natural order of things." Considering the question of what kind of structure - centralized or decentralized - an organization should have, Fayol compares it with a living organism: "The question of centralization or decentralization is a question of measure, a question of finding the optimal device for a given situation ...".
- 9. Scalar chain- "the power vertical, linking all levels of subordination from the highest authority to the lowest levels." More familiar terms for defining this concept would be "hierarchy" and "channels, or lines of communication, subordination." In order to maintain the possibility of control and avoid unnecessary loss of time, it is proposed to use a system of delegating rights and responsibilities to subordinates for the implementation of the necessary communications.
- 10.Order- the presence of "a place for every thing and every thing in its place" ( material order) and, by analogy, "places for each person and each person in his place" ( social order). This thought naturally leads to consideration of the proper organization of work and selection of personnel.
- 11. Justice– a combination of justice (implementation of adopted conventions) and benevolence. Although management in any case should look fair and noble in the eyes of subordinates, every leader must remember about discipline. Finding a proper balance between justice and discipline requires from the leader "considerable sanity, experience and good nature."
- 12. Staff stability- is related to the problems of personnel planning, improvement of management methods and labor turnover. New employees should be given a special period to familiarize themselves with the work and get used to the new environment.
- 13. Initiative- the ability to plan and ensure its implementation. Being one of the "strongest stimuli that determine human behavior", provides motivation and job satisfaction.
- 14. corporate spirit – creation and maintenance of a certain harmony in the organization. Fayol strongly condemns those who adhere to the principle of "divide and conquer".
According to P. Harriot (R. Herriot), now the following should be included among the principles and values that should be shared by both the company's employees and the entire management:
- the principle of striving for mutual benefit. An organization exists for the benefit of its employees as much (if not more than) as the employees exist for the good of the organization. The idea of an organization as primarily social system is seen as the most promising from the standpoint of the development of the human community and each person, from the standpoint of understanding the natural striving of society and the individual for spiritual perfection;
- The development of an organization is the development of its employees. If the competitiveness of an employee improves, then this contributes to the strengthening of the intellectual potential of the organization, and as a result, a preferential position in relation to competitors (improving the prospects for the development of the organization, team, employees);
- principle of individual approach. The employees of the organization differ in career prospects and expectations at different stages of its development, therefore, it is necessary to constantly monitor the current state of the potential of employees, their expectations and correlate them with the prospects for the development of the organization. It also follows from this the principle of an individual approach to incentives, And the principle of the need for a creative approach to stimulation, And the principle of dynamic incentives;
- the principle of understanding the essence. If management fails to get to the bottom of the differences among employees, recognize them, and enter into negotiations on this issue, it will not be able to achieve cooperation;
- the principle of constant attention to employees. The most valuable people in an organization will, over time, make attempts to move to another organization or perform worse than they can. If we remember the theory life cycle living systems, as well as the existence of a labor market and own plans development of each employee, then this statement will not raise doubts, which means that one should be constantly attentive in relation to the most seemingly "kind" workers;
- the principle of unwavering respect. Changes that are reflected in the state of the labor market (for example, the purchasing labor market during an economic downturn) can lead to a change in the balance of various forces (in this case, the balance of power between the employee and the employer). However, these fluctuations in the strength of positions should not fundamentally affect negotiations with employees about the conditions of their work and development;
- the principle of mutual understanding. On the other hand, organizations also have needs. Survivability is the main fundamental need for everyone, and the need for survival can justify too high expectations of employees. In the event of a conflict of interest individual worker and the interests of the team require a deep study of the problem, the study of development alternatives and an open discussion of the situation;
- the principle of trust. Development negotiations can only take place if the individual employee and the company's management have the opportunity to speak openly about what they want to achieve and are willing to compromise, or better yet, to cooperate. Trust is a necessary factor in cooperation;
- incentive principle. Determine the needs of the person and try to organize the appropriate incentive, linking it to the desired work behavior.
