The composition of the supporting subsystems (support subsystems) is determined by the needs of the general linear, target and functional management. The main thing is that in this case conditions must be created that guarantee the legitimacy, validity, reliability, rationality, timeliness and efficiency of the entire management system.
The introduction of a management system based on standardization contributed to some improvement in the technical and economic indicators of the work of these enterprises, obtaining a higher economic effect of their activities.
It was noted that as a result of the implementation of the management system:
· The activity of management works has been streamlined;
· The composition of management functions was rationally distributed among the subdivisions;
· Eliminated duplication of activities in the management apparatus;
In a number of cases changed positively general system management;
· Increased creativity and expanded democratic principles in enterprise management;
· The responsibility of management workers and labor discipline were increased, the diligence and the organization of control over the execution of decisions and requirements of standards were improved.
Management system - a system of scientific approaches and methods, target, providing, controlled and managing subsystems, contributing to the adoption and implementation of competitive decisions.
Supporting subsystem - a subsystem of the control system, in which the composition, quality level and organizational issues of ensuring the input of the system with everything necessary for its normal functioning are determined. The components of the supporting subsystem include: methodological, resource, informational and legal support... Suppliers must be reliable and competitive.
The main tasks of the supporting subsystem include:
· Competitiveness of regulatory and methodological documents on the management system;
· The validity of the composition and quality of standards for the consumption of various resources for specific goods and stages of their life cycle; sources of resources;
· Quality of information;
· The composition and quality of legislative acts on various aspects of management;
Availability and effectiveness of organizational and technological projects for achieving goals
· The management system, the mechanism of its functioning.
One of the most important conditions for the integrity of the control system, its efficiency and ensuring the rational interaction of its spatial-structural, process organization and economic methods management is the formation on a scientific basis of its supporting subsystems: personnel, information and technical.
According to the essence systems approach the organization's management system (management system) should consist of an external environment (behind a "black box") and an internal structure (inside a "black box"). A number of authors substantiate the need to design the internal structure of an organization's management system of five subsystems: 1) scientific justification of the system; 2) target subsystem; 3) supporting subsystem; 4) controlled subsystem; 5) control subsystem. In relation to the "black box", it is rational to place the target subsystem at its "output", and the supporting (energy) one at the "input". The scientific rationale for the system is associated with all subsystems of the organization's management system, so it should be at the center of the "black box". Thus, the structure of the organization's management system will be as follows (Fig. 1.1).
Rice. 1.1.
management subsystem psychological assistance
Consider the structure of the supporting subsystem. The supporting subsystem includes the following components: methodological support (3.1); resource provision (3.2); Information Support(3.3); legal support (3.4).
Within the organization, communications between subsystems are, as a rule, all direct and two-way. Connections of connections within the "black box" indicate that the implementation of any operation (common function) on any component of the controlled subsystem (strategic marketing, innovation management, etc.) requires the application or fulfillment of the requirements of all components of the scientific substantiation subsystem that provides and controls subsystems of the organization management system.
Depending on the management tasks to be solved, the following information and management technologies can be used. Saving (save labor costs, materials and financial resources, but do not have a significant impact on the change in the state and level of operation of the enterprise), mainly transmitting information from the source to the addressee without responsibility for the essence of the transmitted information and its use by the addressee. Rationalizing (cover not only the transfer functions, but also to a certain extent are responsible for the use of information). Creative (development of new knowledge, their transfer, processing, use to improve the object of management).
The composition of the supporting subsystems does not depend on the chosen subject area. In general, the operation of the information system in the control loop is described by functional structure and information support. Human behavior in the control loop is characterized by organizational support and labor resources. The behavior of an automaton in a control loop is described by mathematical and technical support.
The functional structure is a list of functions (tasks) implemented by it and reflects their subordination. The function of an information system is understood as the range of actions of the system aimed at achieving a particular goal of management. The composition of the functions implemented in the information system is subdivided into information and control functions.
Information functions, in turn, include functions: centralized control, computing and logical operations... The number of control functions should include the following functions: search and calculation of rational control modes; implementation of the specified control modes.
Information support is a set of tools and methods for building an information base. It defines the ways and forms of displaying the state of the control object in the form of data on internal state control system, documents, graphs and signals from external environment.
The technical support (a set of technical means) consists of devices: measurement, transformation, transmission, storage, processing, display, registration, input (output) of information and executive devices.
Organizational support is a set of means and methods for organizing production and managing it. The purpose of organizational support is: selection and formulation of management tasks; analysis of the management system and ways to improve it; development of solutions for the organization of interaction, personnel; implementation of management tasks. Organizational support includes work methods, paperwork requirements, job descriptions etc. In conclusion, we note that all supporting subsystems are interconnected, with functional subsystems and a control subsystem. So, for example, the "Organizational support" subsystem determines the order of development and implementation of the system, organizational structure and the composition of employees, legal instructions for which are contained in the "Legal support" subsystem.
Human resources management is one of the most difficult elements of regulation in an organization. After all, employees have their own potential, their own interests, emotions, the ability to independently make decisions or criticize the orders of management. Therefore, it is impossible to predict the reaction to the use of
In order for the existence of the organization to be long and the goals set for it to be achieved, it is necessary to create correct system management.
The system is the ordering of all components and their integration into a single whole to achieve a common goal. In other words, it is orderliness and subordination to the main task.
Management includes functions: planning, motivation, organization and control. With their help, the fulfillment of the assigned tasks is achieved.
Management systems are ordered processes of planning, organization, motivation, control. They are aimed at fulfilling production tasks and achieving the main goal of the organization's existence.
Control system components
The organization management system includes all ongoing processes, as well as all services, subsystems, communications of the enterprise. The team at the enterprise can be divided into two groups. The first is controlled, the second is managing.
Let's consider them. The managed group includes elements that are involved in the process of creating material and spiritual goods or providing services. These are subordinates. The management group carries out all the functions necessary to fulfill the tasks assigned to the organization, for this it must have the necessary resources: material, labor, financial. She coordinates the work of all employees and owns all technical means, for example, such as communications, technology, is also responsible for the operation of production and the process of further improving the organization.
Depending on the structure of the organization and the number of subordinates, there may be several leaders, while they all report to one main manager.
The following stages of the control subsystem are distinguished:
- planning - shows what result can be achieved;
- regulation - maintaining the optimal set operating mode;
- marketing;
- accounting;
- the control.
Control systems are systems that combine all of these components to achieve higher purpose organizations.
Subject and object
Any concept has its own subject and object. Let's consider what they are in the personnel management system.
Objects include:
- workers;
- employees;
- groups of employees;
- labor collective.
The subject of the management system is represented by various structures of management personnel.
Types of leadership
Coordination of work in an organization can take four forms:
- Linear, when each subordinate leader is subordinate to a higher one. Their actions are coordinated and aimed at achieving specific goals. Most often used for the lower levels of the organization.
- Functional. There are several groups of governing bodies, each responsible for a specific type of activity. For example, one is for planning, the other is for the technical base. However, there are difficulties when several different tasks "descend" to the workers and their fast execution is required. Perfect option the existence of such a system - in combination with a linear one.
- Linear staff. Headquarters are created under line managers. At the same time, they do not make any decisions, but only advise and direct employees. They are designed to reduce and distribute the responsibilities of the line manager.
- Matrix. Management takes place both horizontally and vertically. Such structures are used for management at construction sites, where each complex is divided into units, which have their own leader.
Example of an enterprise coordination structure
Consider an example of a shop floor management system in production.
The workshop is one of the main links responsible for the functioning of the entire production. To achieve the goals of the organization, it is necessary to create the correct management system.
In the workshop, the director appoints the chief and his deputies, who must organize the implementation of the tasks received from the senior manager. In this case, the head of the shop must himself control the attitude of personnel to production resources. It is possible that this function is entrusted to a specially appointed employee. For example, the consumption of raw materials, compliance with safety rules and sanitary maintenance of the workshop are monitored.
The coordination structure includes the presence of foremen who receive tasks from the foreman and distribute it among the workers. They also organize their implementation, carry out professional help, if necessary, help the master to exercise control.
Modern enterprise management
IN present conditions coordinating the work of personnel requires special skill from the manager. Unstable economic situation and competition lead to this. Therefore, creating modern systems management, the manager must know the principles of their construction.
For an enterprise to function and develop, its products must be competitive. This largely depends on what kind of management strategy will be chosen. It must be unique for an enterprise - this is the main sign of a successful existence.
For a company to exist for a long time and make a profit, the products must withstand the competition. To improve the quality, you need:
- Have the necessary resources: raw materials, materials, components.
- Improve production lines: upgrade equipment to improve the quality of products.
- Periodically improve the qualifications of personnel.
- Sell manufactured products.
The first thing a professional manager should start with is to develop management systems, make an analysis of the enterprise, consider what elements are missing to achieve the goal, and figure out how to achieve them. When developing a development strategy, one must take into account:
- long-term development goals of the enterprise;
- resources;
- technology;
- control system.
That is, in order to achieve its goals, the enterprise needs to have all the necessary resources, high-quality technologies who will process these resources, and a well-built control system.
At the same time, the strategy should not be monolithic, but be able to change depending on external and internal factors. And the task of the management system is to control and timely amend the strategic goals of the organization.
Thus, effective leadership modern enterprise must be mobile and dependent on environmental factors.
Types of control systems
Management systems are areas of management activity that are associated with solving specific problems, aimed at the successful functioning of an enterprise.
There are two main categories:
- general - the management of the company as a whole;
- functional - management of certain parts of the company.
The control system is a complex cooperation of the general and functional types to achieve the set goals.
There are several forms of control systems, consider some of them:
- strategic planning;
- management: company managers, employees, internal and external communication, production;
- counseling.
With these types of leadership, the enterprise first sets strategic goals, for the achievement of which it is necessary to be able to coordinate the work of managers. This allows for an improvement in the management structure. Coordination of the work of employees allows you to direct their activities in the right direction. At the same time, there is an interaction of the company with the external environment: suppliers, customers, employees.
The types of control systems are also determined by control objects and differ in content. For example, in terms of content, the following can be distinguished:
- normative;
- strategic;
- operational.
Each of these types of management solves only its own specific tasks.
The coordination system needs to combine everything positive points with which it will be easier for the organization to develop. Then the set strategic goal will be achieved.
The design of control systems is carried out taking into account democratic centralism, harmonious combination unity of command and collegiality, responsibility, creative potential of employees.
Guidelines for Building a Leadership
The creation of management systems should be based on the following basic principles:
- optimal division of the structure of the organization into separate elements;
- hierarchical structure with the correct distribution of powers;
- organic interconnection of all levels of the organization;
- placing goals in order of importance;
- consistency of the links of the structure when performing the assigned tasks;
- efficiency in making managerial decisions, if such a need arises;
- all stages life cycles products, hierarchical structure, various management measures must exist in a complex;
- systematic - all management work is carried out constantly and operates for a long time;
- you need to learn from the experience of successful productions of foreign companies;
- use proven scientific methods in the management system;
- autonomy of subsystems;
- economic functions - when designing, provide for a reduction in management costs;
- development prospects;
- discussion of management decisions and choosing the best one;
- stability and ability to survive in a competitive environment;
- create comfortable conditions labor so that employees can do their best at work;
- correctly distribute labor costs for the implementation of specific production tasks;
- the adaptability of the organization's system to external and internal changes;
- the closed nature of the management process.
Performance the decision all stages must go through: planning, organization, coordination, control.
Important: the management decision must be intelligible and intelligible, it is necessary to check that the employee understood it correctly. This will save the employee from unnecessary movements and direct his full potential to the specific task.
Consider control systems and technologies.
Personnel management technologies
Management technology is a tool that guides personnel. These include the means, ends, ways by which the impact on employees occurs with the goal of directing them to the performance of the necessary tasks.
Systems and are engaged in:
- organization;
- assessment of the qualifications of employees;
- their training;
- career advancement;
- management and resolution of conflict situations;
- social development staff;
- personnel safety management.
The use of these principles also depends on the form of ownership of the enterprise, the style of activity.
The development of management systems is carried out taking into account the professionalism and competence of specialists who work in the field of personnel management.
Manager functions
For the implementation to be easy and accepted by employees, the manager must perform the following basic functions:
- Planning.
The manager continuously plans the solutions that are necessary to achieve the main goal of the enterprise. When the goal changes, decisions must also change in a timely manner. Planning directs the development of the organization in the right direction and predicts the tasks that must be completed by employees.
- Organization.
To better achieve the goals and plans set for the company, the work of the team takes place in an organized manner, while it is correctly distributed vertically and horizontally. Each is engaged in solving specifically their problems, cooperating with the rest of the workers.
- Motivation.
Managers use motivation to motivate workers to better perform their duties. It can be of two types: external and internal (psychological).
External - includes the receipt of material benefits: bonuses, bonuses, and psychological - moral encouragement, improvement of the workplace, relations in the team.
- The control.
For tasks to be performed efficiently, the line manager must exercise supervision.
Control includes:
- tracking the planned;
- checking intermediate results;
- comparison of the results obtained with the planned ones;
- correction of detected discrepancies and deviations from the predicted ones.
The action of these four functions should be carried out in a complex.
Conclusion
Thus, management systems are the orderliness of the basic principles of construction, functioning and control of the development of an organization. This is done in order to fulfill the tasks set for the company. The design and implementation of control systems have great importance in the successful development of the enterprise. Without a properly structured management, the existence and development of the enterprise will be impossible.
In the context of competition for raw materials markets and product sales, the problem of increasing the efficiency of enterprise management is becoming more acute. There is a need to create qualitatively new, rational management systems at enterprises that are adapted and practically prepared for the conditions of activity in a competitive environment.
Enterprise management should be mobile, dynamic, and responsive to constant changes in market conditions. Therefore, one of the conditions effective work enterprise is the use of innovative mechanisms for managing business entities. Due to this, it is possible to install internal and external Relations between organizations of related spheres of production, to establish the activities of all links of the production process, to increase labor productivity - from a simple worker to a manager, all this is achieved with the introduction of effective economic management mechanisms at the enterprise.
In a broad sense, the enterprise management system includes socio-economic, organizational, motivational, administrative influence on employees, which will lead to the achievement of both short-term and strategic objectives that the enterprise and its administrative personnel face. So that the management of a business entity has positive effect in the short term, one should not only apply standard mechanisms to management (statistical, economic), but also progressive management experience various forms enterprises. The introduction of progressive technologies, the use of new management methods is relevant. production process, improvement and expansion of the organizational structure.
Each socio-economic system is a unity of two subsystems: controlled and governing. The control subsystem (the subject of control) is a set of control bodies and its individual employees, which carry out a targeted impact on the controlled subsystem.
For the interaction between the controlling and controlled subsystems to be effective, a number of conditions must be met:
Their correspondence to each other and to the tasks that they solve (for example, to have homogeneous professions, the gap in the level of education is no more than 2 orders of magnitude).
Two-way interaction on the principle of feedback (Exchange of information - to drive the car blindfolded. The control subsystem not only affects the controlled one, but also adapts to it.
Moreover, the controlling and controlled subsystems must be compatible friend with a friend so that their interaction does not generate negative consequences that could lead to their inability to perform their tasks. So, if the leader and the subordinate are not psychologically compatible, then sooner or later conflicts will begin between them, which will have the most Negative influence on the results of the work.
Within the framework of unity, the controlling and controlled subsystems must have relative independence. The central link of management is not able to foresee all the necessary actions in specific situations due to the remoteness from the scene of events, ignorance of the details, interests of the object and its possible psychological reactions especially in unforeseen circumstances. Therefore, the decisions made at the top cannot be optimal.
The controlling and the controlled subsystems must carry out two-way interaction with each other, based on the principles of feedback, reacting in a certain way to the management information received from the other side. Such a reaction serves as a guideline for correcting subsequent actions, which ensure the adaptation of the subject and the control object not only to a change in the external situation, but also to a new state of each other.
Both the governing and the managed subsystems must be interested in clear interaction; one - in giving the commands necessary in a given situation, the other - in their timely and accurate execution. The subject's ability to control is conditioned by the object's readiness to follow incoming commands.
The control subsystem consists of two parts: the production control and the control of the processes of further improvement of both production and the control subsystem itself. The management subsystem includes the management of the enterprise, specialists, and governing bodies.
The following methods of the control subsystem are distinguished:
Planning (determines the development perspective and future state of the system);
Regulation (aimed at maintaining and improving the established operating mode of the enterprise);
Accounting and control (obtaining information about the state of the control subsystem).
The need for these methods in the system is based on the essence of management and the need to perform the corresponding functions.
The control subsystem includes:
The control mechanism is a set of means and methods of influencing the activities of people and the organization as a whole;
Management functions are special kind management activity, with the help of which the subject of management influences the managed object;
The management process is the operation of the management system or the implementation of management functions in a certain sequence;
Socio-psychological aspects of management are a set of factors that increase the efficiency of the individual and the team as a whole, creating a normal moral and psychological climate;
The development mechanism requires the introduction of a new, progressive, constant struggle against obsolete phenomena that hinder further development.
The control subsystem is built on the basis of two leading principles: hierarchy and feedback. The principle of hierarchy is to create a multi-stage management system, in which the primary production links are controlled by bodies under the control of bodies of the next level. Those, in turn, are subordinate and controlled by the bodies of the next level, etc.
The control subsystem continuously sends information to the controlled subsystem in the form of management decisions. The basis for the development of management decisions is the information of the controlled subsystem and information coming from the external environment. Under the influence of decisions, interaction between the elements of the system takes place.
The functional and organizational elements of the control subsystem include:
Production technology;
Production organization methods;
Production structure.
The resource elements of the control subsystem include:
Information;
Objects of labor;
Production personnel (enterprise staff, employees).
1The analysis of the concepts of "personnel (personnel) management", "personnel", "personnel", "personnel management system" and "personnel management subsystem" is carried out. A connection has been established between them, while considering all possible subsystems with which the personnel management subsystem is connected. The article expounds the position defining the concept of "personnel management subsystem", which the authors adhere to. The concept of "professional training of personnel" is also defined, its types, goals, objectives, and also considered full cycle work on training. In addition, these concepts are considered from the point of view as they are understood in a number of other countries, for example, in France. Also considered are the subsystems (elements) traditional in the personnel management system: the social development management subsystem, the motivation management subsystem, the personnel development management subsystem, the subsystem for ensuring normal working conditions, the management subsystem labor relations, a subsystem for managing the selection and accounting of personnel, a subsystem for planning and marketing, a subsystem for general and line management and their various combinations, which are individual, specific and unique in each individual company.
personnel management subsystem
personnel Management
staff
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Bibliographic reference
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The control system combines linear, target, functional and providing control and the corresponding interconnected control subsystems: general linear, target, functional and supporting.
In the subsystem of general linear control all general management activities of the organization's leaders are carried out, who have the right to make final decisions in relation to their subordinate personnel and for the results of whose activities they should be responsible.
Target subsystems: 1 - quality management; 2 - managing the implementation of the plan for the production and supply of products; 3 - cost regulation and resource management; 4 - management of production development and management improvement; 5 - management of the social development of the team; 6 - environmental protection departments.
Complex functional subsystems: 1 - production management (organization of the main, supporting and servicing production; operational management of production; 2 - technical management (organization of work on standardization; management of technical preparation of production; management of technological processes; organization of metrological support; technical control and testing of products); 3 - economic management (long-term and current technical, economic and social planning; work organization and wages; organization of financial activities; accounting and reporting; economic analysis); 4 - management of external economic relations (material and technical supply; product sales); 5 - management of capital construction (own and contract); 6 - management of personnel and creative activities of the labor collective (organization of work with personnel; organization of creative activities of the labor collective).
Supporting subsystems: 1 - equipping with technical means and office equipment; 2 - office work; 3 - organizing and maintaining a normative economy; 4 - information support of management; 5 - legal support; 6 - housekeeping service.
General control functions in the subsystems of the control system: forecasting and planning; organization and coordination of work; motivation (activation and stimulation); performance of work; regulation; the control; accounting; analysis.
6. Methods of production management
Production management methods- is a set of methods and techniques of management activities aimed at performing the functions and tasks facing each cell of production. Management methods are the main content of management activities. With their help, the leader influences the consciousness and emotions of people, achieving the greatest labor activity in solving problems facing the team.
In socialist production methods of organizational and administrative influence, material and moral stimulation, social and psychological influence are used.
Organizational and administrative impact consists in a clear definition of the production task and the deadline for its implementation, timely provision with everything necessary for work. Organizational tasks also include the selection of people, the distribution of work, taking into account the individual characteristics of each, systematic verification of performance. Organizational measures are based directly on the administrative rights of the manager, whose orders are binding on subordinates. Failure to comply with these orders entails certain administrative sanctions.
Material and moral incentives is aimed at creating the interest of employees in the performance of the labor task. To stimulate labor means to implement a set of measures, thanks to which, both as a result of work and in its very process, people satisfy their own needs.
Material incentives are achieved first of all, by establishing a strict correspondence between the quantity and quality of labor, on the one hand, and the amount of wages, on the other. The stimulating effect of payment is the greater, the clearer and clearer this correspondence is. Clarity of the task, a clear understanding of the payment system are indispensable for the effectiveness of material incentives.
In the case of a brigade work organization, it is especially important that the size of the employee's remuneration correctly reflects both the overall result of the team's work and the labor contribution of each. If payment is made without due regard for individual labor participation, dissatisfaction with the most qualified members of the team, a decrease in their labor activity, and a general decrease in interest in raising qualifications are inevitable. However, if a significant part of workers believes that the differences in the size of the labor participation rate (KTU) are excessive, then tension arises, productivity falls, and staff turnover increases.
Moral stimulation is carried out explaining the social significance of the work performed, publicity of socialist competition, awarding the winners.
Achieving the unity of material and moral incentives means ensuring the unity of the criteria for material and moral incentives, taking care of the moral justification of all types of incentives, and supporting moral rewards with material incentives.
Decisive factor socio-psychological impact- the influence of the team. Contributing to the growth of team cohesion, skillfully guiding public opinion, the leader seeks to create a healthy moral and psychological climate. The moral norms of such a collective are obligatory for all its members and coincide with the principles of socialist morality.
The various management methods are closely related. Good (organization of work, timely preparation of production, uninterrupted supply of materials and tools, serviceability of equipment, correct placement of people, strict adherence to socialist principles of wages according to work, the use of collective forms of wages based on the final result contribute to a healthy psychological climate at the site. facilitates the solution of problems of work organization.
Leadership methods cannot be opposed to each other. The greatest effect is obtained by their complex use. The leader must skillfully combine methods of influence, correctly determine their proportion, depending on specific conditions.