Evaluation of manager's performance. How to distinguish a "good" manager from a "bad" one

The effectiveness of management is manifested through the efficiency (effectiveness) of the main activity.

Organization performance criteria:

Efficiency - the degree to which the goals of the organization are achieved.

Profitability - the ratio of the necessary and actual consumption of resources.

Quality is the conformity of the characteristics of products (services) with the standards and requirements of consumers.

Profitability - the ratio between income and total costs.

Productivity - the ratio of the volume of products (services) for a certain period in physical, cost and other indicators and the cost of resources corresponding to a given volume of production (resources: labor, material, financial, etc.).

Quality of working life - working conditions of workers.

Innovative activity - the introduction of innovations in various functional areas of the organization.

Economic indicators of management efficiency:

E y \u003d P / Z y

E y - performance indicator;

Z y - management costs;

P is the profit of the organization.

K y \u003d W y / H

K y is the coefficient of the number of managerial employees;

N y - the number of management employees;

H - the total number of employees of the organization.

K z \u003d Z y / Z

K 3 - coefficient of management costs;

C y - management costs;

3 - total costs of the organization.

K ep \u003d Z y / OP

K ep - coefficient of management costs per unit of output (services rendered);

OP - the number or volume of products (services rendered).

Signs of effective management (according to T. Peters and R. Waterman)

1. Facing the consumer.

Only 4 out of 100 dissatisfied customers complain. But each will tell about 10 friends and colleagues about their bad experiences. This means that if we don't properly satisfy the needs of 100 customers, we can lose 1000!

Only one in 10 dissatisfied customers can return. And acquiring a new customer costs 5 times more than retaining an existing one.

2. Human performance

"Each employee is seen as a source of ideas, not just a pair of working hands."

Personnel management should be built taking into account human nature. In this case, the following should be taken into account: all people like to feel like winners, although they are not always so; often the feeling is more important than the actual situation; a person is able to operate simultaneously with no more than half a dozen facts; people are very sensitive to rewards and punishments; usually people judge by deeds, not by words; Man seeks to satisfy his needs and ambitions.

3. Action Oriented

Making a decision, even a bad one, is better than making no decision at all.

A wealth of experience is acquired only when one works directly with the subject. The material or process is poorly comprehensible in the abstract - by analysis on paper or in a description.

4. Create a search atmosphere

Exemplary companies are distinguished by decentralization of management, development of independence, entrepreneurship.

The atmosphere of search is created by the support of enthusiasts, the development of all forms of business contacts between employees, collegial management, soft internal competition.

5. Value leadership

In many exemplary companies, stories, slogans and legends associated with the activities of the organization, its prominent leaders and specialists are widely used. This is important because it reflects the common ingrained values of the organization, i.e. its culture.

The stronger the culture of the organization and the more it is market oriented, the less directive instructions, organizational charts, detailed procedures and rules are needed.

6. Loyalty to your cause

Some degree of diversification becomes the basis for the sustainability of the organization. But indiscriminate diversification is the least successful strategy.

7. Simplicity of form, modest management staff

The internal structural forms and systems of exemplary organizations are elegantly simple.

8. Strong leaders

The values and management practices that make organizations exemplary are established and developed under the influence of strong leaders.

The main measures to improve management efficiency:

improvement of the structure of the organization, more rational distribution of functions, rights, responsibilities;

development of an organization development strategy;

improvement of the decision-making system in the organization;

development of an effective information system in the organization;

improvement control systems personnel (selection, study of personnel, motivation mechanism; implementation of measures to prevent the occurrence of conflicts, development of skills to resolve emerging conflicts without conflict);

development of forms of collegial management, maximum development of independence and responsibility of employees;

creation of the culture of the organization, development of values recognized and shared by employees.

Requirements for the process of improving management efficiency:

the interest and unity of senior management;

compliance with the principles of morality by top management;

involvement of the entire management team in the transformation process;

participation of all workers and employees in improving the efficiency of activities;

maximum use of all forms of collegiality;

elimination of the causes of shortcomings and problems, and not the consequences;

start small: small victories lead to big successes.

Zarine Karapetyan, HR Consulting Project Manager CITY Consulting Group

How to choose indicators for assessing the performance of staff, including top managers.

In the person of a top manager, any company seeks to find a person with developed managerial qualities - the ability to think, propose and make competent organizational decisions, take responsibility, influence employees and manage a team. In reality, not everything is so simple, and there is not a single manager who ideally matches the position he occupies.

In conditions market economy manager - primarily a leader with a certain qualification level training, endowed with authority and responsibility aimed at implementing the company's development strategy: production volume, profit, profitability, labor productivity, capital productivity.

Currently, there are two types of management in the Russian economy: the “old generation with an engineering education”, which has passed through the state planning and five-year plans, and the “new generation”, with little work experience, but with a “profile” (often foreign) education. The pros and cons of the principles of work are present for everyone. Among the most common "flaws" can be identified:

* negative personal qualities: egocentrism, conformism, ambition, conflict, inability to manage oneself, lack of a core and charisma, low vocational training, stop in self-development, inability to learn;
* ineffective managerial qualities: insufficient vision of features management work, inability to influence people, lack of problem-solving skills, low ability to form a team (team), lack (lack) creativity, inability to teach.

Both "camps" of managers are united by one thing - "lead, and there will be followers": a temperament and mindset, leadership skills. Being a "strategist and commander" is the main task of a "successful manager". Both “oldies” and “newcomers” are valuable to business precisely in terms of a set of managerial characteristics.

To assess the performance of managers and line employees, many foreign and Russian companies are implementing systems for analyzing key indicators. These systems can be called differently: KPI (Key Performance Indicators) - key performance indicators, MBO (Management by Objectives) - management by objectives, BSC (Balanced Scorecard) - balanced scorecard. If you delve into the essence of each of the methods, they are all aimed at:

* setting goals that we want to achieve in the course of the company's activities;
* definition of key indicators that will allow us to evaluate the achievement of each goal;
* development of activities aimed at the successful implementation of indicators;
* linking the personnel motivation system to the implementation of key performance indicators.

In order to objectively evaluate the performance of a manager, it is necessary to adhere to several principles.

1. Evaluate the main and priority areas of the manager's work.

If one of the priority tasks in a company is to enter regional markets, then it is necessary to evaluate not only the overall turnover of the company, but also separately the growth in turnover in the regions.

2. The manager's activity should be analyzed according to those tasks and functions for which the manager has the authority to make managerial decisions.

If certain tasks are not included in his area of responsibility, relate to related departments or to higher management, then these tasks will not objectively characterize the effectiveness of this manager.

3. Along with “financial” indicators (the effectiveness and efficiency of management decisions, the quality of work performed, the development of partnerships), “non-financial” results (primarily socio-psychological aspects) should also be taken into account, since the team wins, not the individual.

There are often examples in life when an ambitious manager cannot understand, motivate and retain employees, as a result of which the project team is disbanded, the deadlines for the implementation of tasks are shifted (in best case, at worst - projects can be completely closed due to the absence and unwillingness to work for a certain category of specialists).

There is an opinion that it is difficult to evaluate non-financial indicators (for example, motivation, satisfaction). I am a supporter of a different opinion - this process is not much more complicated if you abstract from "emotionality" and concentrate on the results of the work. First of all, it is necessary to establish a mechanism for collecting and accounting for "special" indicators. The evaluation should be clear, transparent, formalized and systematic. The indicators themselves should acquire a normative character and be used as performance criteria and possible limitations.

Evaluation of personnel performance is mostly standard and can be carried out by senior management, an expert commission, independent evaluation centers, colleagues and subordinates. For this, tests, brainstorming, business games, interviews, reviews and, of course, analysis of the work performed are used. "Non-standard" appears when it is necessary to evaluate the owner (president, vice president, CEO, department head). When developing key performance indicators, this category of employees is often bypassed, since in most cases the "customers" of the assessment are themselves directly. Company owners are extremely reluctant to take this step, and there are few of them in our country, their main argument: “Why? I have no one to report to." Nevertheless, the main thing here is to understand that the performance-based management system is being implemented not to make someone accountable to someone, but to increase the efficiency and effectiveness of each employee! And the managing shareholder is often the most important employee in the company.

For clarity, let's consider a few examples where the assessment of the effectiveness of management (I specifically cite different indicators) was a key factor in the implementation various projects specialists of our company.

An industrial enterprise with about 1000 employees.

The company has two main shareholders - the President and the Vice President. In the process of work, the shareholders had difficulties with the top managers of the company based on the results of their work. As a result of personal conversations, we revealed the main dissatisfaction of top managers: “Most management decisions are made by the President and Vice President, but we rake up management “mistakes” and answer for them with our bonus.” In order to resolve conflicts and achieve the company's goals, with our help, a balanced scorecard (BSC) was introduced, on which a personnel motivation system was superimposed. At the first stage, we suggested that shareholders set indicators for themselves and make them open to top managers (for example, revenue, marginal profit, net income, profitability, EBITDA, ROE, and much more). After long negotiations, the shareholders made a positive decision. Thus, they put themselves and top managers on one side of the scale, on the other side were their general management decisions and, as a result, results that were not long in coming. In the near future, a powerful management team was formed, which now, after a difficult economic period, has successfully brought the company to a new stage of development. The example clearly illustrates the previously stated thesis that when using a scorecard, there should be no “untouchable” managers.

Large real estate agency, 400 people.

The heads of departments evaluated the activities of the Head of the Department of Administrative and Economic Support (AHO) using the criterion "quality of administrative and economic support." The score was given on a 4-point scale, where "4" - excellent, "3" - good, "2" - satisfactory, "1" - unsatisfactory. The average value of all assessments characterized the efficiency of the ACS department. To the question of the head of the AHO department: “What are your assessments based on?” there was no clear answer from the colleagues evaluating him. In this situation, we suggested that the management of the agency abandon the indicator "quality of administrative and economic support", and instead introduce two others: "compliance with the deadlines for the implementation of work on the ACS" and "quality of work performed". The indicator “compliance with the deadlines for the completion of works under the ACS” was defined as the total period of work delay in days, and the criterion “quality of work performed” was determined by the need (or lack of need) to repeat the work or adjustments. Thus, when introducing non-financial indicators, it is possible, and even necessary, to get away as much as possible from a personal, even an expert assessment of the work of departments and employees.

Large holding, 300 people.

Four indicators were chosen as key indicators for branch managers: "revenue from new customers", "profitability", "net profit" and "branch costs". The motivation system of the head of the branch was tied to the same indicators. The “branch profitability” indicator is calculated as the ratio of profit to revenue, that is, in order to increase the profitability of a branch, it is necessary to achieve an increase in profit, namely, cost reduction and revenue increase. Thus, the fulfillment of one indicator entails the fulfillment of another, and vice versa. As a result, the employee is rewarded twice, in fact, for the same achievements, or twice deprived of the bonus component. Here it is necessary to revise the composition of indicators of the head of the branch.

Examples given for the most part characterize the error of owners in the choice of key indicators, which forms subjective characterization work of management and very often leads to demotivation of employees (failure to meet deadlines, layoffs). It is good if “mistakes” are identified in time, corrective actions are taken and “correct” indicators are formed that help, rather than interfere with production activities. The main thing is not to forget: the true criterion for evaluating the effectiveness of the work of management is the final result of the work of the entire team, the team, where both leaders and performers are organically connected. Building a real team is always difficult. Today, many people want to show individual results so that they are noticed and appreciated. The talent of a manager lies precisely in the formation of a motivation system aimed at successful joint work in a team (team, project team, companies). If you have a manager who is followed “ideally”, despite obstacles (delays in payment wages, processing, etc.), and successfully jointly implement the tasks set, isn’t this the best assessment of a manager?

Take advantage of consulting services for personnel assessment

The criteria for evaluating managers allow the organization to determine the degree of compliance of managers with the position, the degree of achievement of strategic and tactical goals and specific tasks facing employees.

All criteria for evaluating managers can be divided into three groups:

1. Criteria for evaluating the effectiveness of activities
2. Criteria for assessing personal qualities
3. Criteria for assessing professional qualities.

The first group of criteria - Criteria for evaluating the effectiveness of activities

Criteria for evaluating the effectiveness of activities are indicators, indicators that help evaluate the quality of work of sales managers, the productivity and efficiency of a manager, correlate actual results with planned ones, and determine how quickly the organization is approaching its goal through workforce data.

The criteria for evaluating the effectiveness of activities, in turn, I propose to divide into three categories:

Criteria for evaluating the result of the manager's work;

Criteria for assessing the quality of work with clients;

Criteria for assessing the quality of work with receivables.

Let's take a closer look at each category.

1. Criteria for evaluating the result of the manager's work:

Sales volume (income / revenue).

Share of actual sales volume from planned sales volume.

Gross profit (revenue minus expenses).

Share of actual gross profit from planned gross profit.

2. Criteria for assessing the quality of work with clients.

Criteria for assessing the quality of work with clients are needed in order to determine how well the manager works with clients, and if the quality leaves much to be desired, to identify the manager’s mistakes, to determine at what stages of work the main difficulties arise.

Active client base.

Number of new clients.

The number of repeat applications.

The number of lost customers.

Number of calls per day.

Number of cross-sells.

The duration of one sales cycle (from the first call to the conclusion of the transaction).

Average transaction amount.

3. Criteria for assessing the quality of work with receivables.

These criteria help to assess how well the manager works with receivables (does he know how to prevent it, does he work to pay debts, etc.):

The number of invoices issued.

Number of invoices with a payment delay.

Share of invoices with a delay from total issued accounts.

Average debt.

Share of debt in total income.

Number of customers with late payments.

To improve the efficiency of sales personnel management, it is necessary to collect information on each criterion, conduct an analysis, identify patterns, draw conclusions on the basis of which management decisions are made, draw up an action plan and implement the plan.

The second group of criteria - Criteria for assessing personal qualities.

These criteria help determine the degree to which the personal qualities of a sales manager meet the requirements of the profession and the company.

This list of criteria may include several dozen personal qualities, I will list the main, key ones for a sales manager:

extraversion (orientation to the outside world and other people);

sociability (the ability to communicate, establish contacts, etc.);

high level social intelligence(the ability to understand people, predict their behavior);

self-confidence, adequate self-esteem;

independence;

enterprise (flexible mind + resourcefulness + vigor + practicality);

passion for sales, for influencing other people;

motivation for success (motivation for interaction with people, making a profit, motivation system corresponding to that adopted in the company);

helpfulness (customer orientation, courtesy);

high level of self-control.

The third group of criteria - Criteria for assessing professional qualities.

Professional qualities can be divided into two categories.

1. Knowledge:

Product knowledge;

Company knowledge;

Knowledge of the market, industry;

consumer knowledge;

Knowledge of corporate ethics;

Knowledge of sales techniques.

2. Professional skills and abilities:

Self-organization skills, time planning;

Ability to establish contact;

Negotiation preparation skills

Presentation skills (preparing, conducting oral and written presentations);

Skills of persuasion, argumentation, influence and suggestion;

Ability to work with objections;

Ability to talk about price;

Ability to record the results of activities;

Ability to maintain documentation.

How to use these criteria in your work.

When recruiting staff.

Evaluate personal qualities (according to the criteria for assessing personal qualities). If the qualities of a person do not meet the requirements - do not hire. If the qualities correspond - note, evaluate further.

Evaluate professional knowledge and skills (according to the criteria for assessing professional qualities). If the level of knowledge and skills suits you, you are hired. If you are not satisfied, think about whether you are ready to train the candidate. If you are ready to teach, you are hired.

For final decision indirectly, you can evaluate the effectiveness of the manager's activities (according to the criteria for evaluating the effectiveness of activities): find out during an interview with a candidate or get feedback from previous employers.

When evaluating an employee:

Evaluate the results of the manager's activities (according to the criteria for evaluating the result of work). If the result suits you, you can stop at this stage, you should not “dig into” a good employee. If you don't like it, we move on.

Evaluate the quality of work with clients (according to the criteria for assessing the quality of work with clients), identify problem areas in work, determine the reasons (using the criteria for assessing personal qualities and professional qualities). You decide whether you are ready to correct these causes (for example, to educate). You take the necessary action. If the reasons are in personal qualities that cannot be influenced, transfer the employee to another position or reduce. If everything is fine according to this criterion, but the results are not satisfactory, go to the following criteria estimates.

Evaluate the quality of work with receivables (according to the criteria for assessing the quality of work with receivables). Find problem areas, determine their causes, take corrective measures.

How to choose indicators for evaluating the performance of personnel, including top managers?

In a market economy, a manager is, first of all, a leader with a certain qualification level of training, endowed with authority and responsibility aimed at implementing the company's development strategy: production volume, profit, profitability, labor productivity, capital productivity.

negative personal qualities: egocentrism, conformism, ambition, conflict, inability to manage oneself, lack of core and charisma, low professional training, stoppage in self-development, inability to learn;
ineffective managerial qualities: insufficient vision of the characteristics of managerial work, inability to influence people, lack of problem-solving skills, low ability to form a team (team), lack (lack) of creativity, inability to teach.

Both "camps" of managers are united by one thing - "lead, and there will be followers": a cast of character and mind, leadership qualities. Being a "strategist and commander" is the main task of a "successful manager". Both “oldies” and “newcomers” are valuable to business precisely in terms of a set of managerial characteristics.

setting goals that we want to achieve in the course of the company's activities;
definition of key indicators that will allow us to evaluate the achievement of each goal;
development of activities aimed at the successful implementation of indicators;
linking the personnel motivation system to the achievement of key performance indicators.

In order to objectively evaluate the performance of a manager, it is necessary to adhere to several principles.

Evaluate the main and priority areas of the manager's work.
If one of the priority tasks in a company is to enter regional markets, then it is necessary to evaluate not only the overall turnover of the company, but also separately the growth in turnover in the regions.
The manager's activity should be analyzed according to those tasks and functions for which the manager has the authority to make managerial decisions.
If certain tasks are not included in his area of responsibility, relate to related departments or to higher management, then these tasks will not objectively characterize the effectiveness of this manager.
Along with “financial” indicators (the effectiveness and efficiency of management decisions, the quality of work performed, the development of partnerships), “non-financial” results (primarily socio-psychological aspects) should also be taken into account, since the team wins, not the individual.
There are often examples in life when an ambitious manager cannot understand, motivate and retain employees, as a result of which the project team is disbanded, the deadlines for the implementation of tasks are shifted (at best, at worst, projects can be completely closed due to lack and unwillingness to work a certain category of specialists).

Evaluation of personnel performance is mostly standard and can be carried out by senior management, an expert commission, independent evaluation centers, colleagues and subordinates. For this, tests, brainstorming, business games, interviews, reviews and, of course, analysis of the work performed are used. "Non-standard" appears when it is necessary to evaluate the owner (president, vice president, general director, head of the direction). When developing key performance indicators, this category of employees is often bypassed, since in most cases the "customers" of the assessment are themselves directly. Company owners are extremely reluctant to take this step, and there are few of them in our country, their main argument: “Why? I have no one to report to." Nevertheless, the main thing here is to understand that the performance-based management system is being implemented not to make someone accountable to someone, but to increase the efficiency and effectiveness of each employee! And the managing shareholder is often the most important employee in the company.

For clarity, let's consider a few examples where the assessment of the effectiveness of management (I specifically cite various indicators) was a key factor in the implementation of various projects.

Industrial company with about 1000 employees

The company has two main shareholders - the President and the Vice President. In the process of work, the shareholders had difficulties with the top managers of the company based on the results of their work. As a result of personal conversations, we revealed the main dissatisfaction of top managers: “Most management decisions are made by the President and Vice President, but we rake up management “mistakes” and answer for them with our bonus.” In order to resolve conflicts and achieve the company's goals, with our help, a balanced scorecard (BSC) was introduced, on which a personnel motivation system was superimposed. At the first stage, we suggested that shareholders set indicators for themselves and make them open to top managers (for example, revenue, marginal profit, net income, profitability, EBITDA, ROE, and much more). After long negotiations, the shareholders made a positive decision. Thus, they put themselves and top managers on one side of the scale, on the other side were their general management decisions and, as a result, results that were not long in coming. In the near future, a powerful management team was formed, which now, after a difficult economic period, has successfully brought the company to a new stage of development. The example clearly illustrates the previously stated thesis that when using a scorecard, there should be no “untouchable” managers.

Large real estate agency, 400 people

The heads of departments evaluated the activities of the Head of the Department of Administrative and Economic Support (AHO) using the criterion "quality of administrative and economic support." The score was given on a 4-point scale, where "4" - excellent, "3" - good, "2" - satisfactory, "1" - unsatisfactory. The average value of all assessments characterized the efficiency of the ACS department. To the question of the head of the AHO department: “What are your assessments based on?” there was no clear answer from the colleagues evaluating him. In this situation, we suggested that the management of the agency abandon the indicator "quality of administrative and economic support", and instead introduce two others: "compliance with the deadlines for the implementation of work on the ACS" and "quality of work performed". The indicator “compliance with the deadlines for the completion of works under the ACS” was defined as the total period of work delay in days, and the criterion “quality of work performed” was determined by the need (or lack of need) to repeat the work or adjustments. Thus, when introducing non-financial indicators, it is possible, and even necessary, to get away as much as possible from a personal, even an expert assessment of the work of departments and employees.

Large holding, 300 people

Four indicators were chosen as key indicators for branch managers: "revenue from new customers", "profitability", "net profit" and "branch costs". The motivation system of the head of the branch was tied to the same indicators. The “branch profitability” indicator is calculated as the ratio of profit to revenue, that is, in order to increase the profitability of a branch, it is necessary to achieve an increase in profit, namely, cost reduction and revenue increase. Thus, the fulfillment of one indicator entails the fulfillment of another, and vice versa. As a result, the employee is rewarded twice, in fact, for the same achievements, or twice deprived of the bonus component. Here it is necessary to revise the composition of indicators of the head of the branch.

The above examples mostly characterize the mistake of owners in choosing key indicators, which forms a subjective characteristic of the work of management and very often leads to demotivation of employees (delays, dismissals). It is good if “mistakes” are identified in time, corrective actions are taken and “correct” indicators are formed that help, rather than interfere with production activities. The main thing is not to forget: the true criterion for evaluating the effectiveness of the work of management is the final result of the work of the entire team, the team, where both leaders and performers are organically connected. Building a real team is always difficult. Today, many people want to show individual results so that they are noticed and appreciated. The talent of a manager lies precisely in the formation of a motivation system aimed at successful joint work in a team (team, project group, company). If you have a manager who is followed “ideally”, despite the obstacles (delays in paying wages, overtime, etc.), and successfully jointly implement the tasks set, isn’t this the best assessment of a manager?

Zarine Karapetyan
According to the materials of the journal "Joint-Stock Company:
questions corporate governance»

Recruitment and selection, Assessment, Labor market, Adaptation

The central concept of efficiency is the criterion of efficiency (indicator of success) of management.

Criteria (indicators) of management effectiveness - This quantitative indicators(numbers) characterizing its effectiveness and efficiency.

As performance criteria, indicators should be selected that make it possible to:

- predict the expected result - the achievement by the organization of its goal;

- evaluate the actual degree of achievement of the goal;

- compare various options achieving goals with each other.

To do this, the performance criteria should reveal the essence of the task being solved by the organization, determine the main, decisive links and ways to improve management.

Basic requirements for criteria (indicators) of management efficiency:

1. Be consistent with the goals of the organization. So, if the goal commercial organization is profit, then it is natural to take profit as an indicator of its success, and if the goal non-profit organization- decision of a certain social problem(for example, a decrease in the unemployment rate), then the success indicator should indicate its solution (this may be the number of unemployed on a certain day).

2. Be connected with the external and internal environment in which the organization solves its problems. So, if the organization is in a state of crisis, it is appropriate to use such indicators as stability, liquidity, etc. as performance criteria. If the organization is flourishing, indicators such as profitability, profitability, etc. come to the fore.

3. Be complete enough to accept necessary decisions. For example, the well-known indicator “tonne-kilometers” does not allow us to judge how the required result was achieved: either due to tons (overload?), or due to kilometers (did you drive far?).

4. Be usable, i.e. simple, understandable (make physical sense) and quantifiable. It is hardly possible to consider qualitative characteristics of the type " hot commodity», « high quality”, “great demand”, etc.

5. Be available to receive. Thus, some performance criteria that have a statistical basis (for example, the probability of achieving a certain goal) are impeccable from the point of view of theory, but require long and expensive experiments and complex calculations, which makes them unsuitable for practice.

Basic principle of choosing the efficiency criterion founded in 1945 by academician A. N. Kolmogorov and consists in establishing a strict correspondence between the goal that can be achieved by the organization as a result of its actions, and the accepted indicator of success. In this sense, the success rate (performance criterion) is called objective function .

Management performance indicators can be classified:

1. General indicators of economic efficiency of management:

The ratio of the overall result of all activities of the organization to the costs of obtaining this result;

The ratio of the costs of maintaining the management apparatus to the income of the organization, etc.

2. Generalizing indicators of social efficiency of management:

The ratio of the number of decisions made at the suggestion of the executors (employees) of the organization, to total number decisions taken;

The ratio of the number of personnel involved in management activities to the total number of all personnel of the organization.

3. Partial indicators of economic efficiency of management:

The ratio of the management costs of the shop to the total amount of all costs of the shop;

the complexity of processing management information of the personnel department.

4. Private indicators of social efficiency:

The ratio of the technical equipment of the managerial work of the shop to the general technical equipment of the entire shop;

· comparison of the turnover rate of employees of the management apparatus of our organization with the turnover rate of employees of the management apparatus of a competitor organization.

The system of performance indicators of the organization should provide a comprehensive assessment of the use of all resources and contain all socio-economic indicators: generalizing , as well as private (functional) characterizing any specific aspect of the activity.

The effectiveness of management as a whole can be characterized quantitative (economic efficiency ) and qualitative (social efficiency) indicators.

When evaluating the effectiveness of management, it is necessary to use the entire system of generalizing and partial indicators - both quantitative and qualitative.

The system of indicators for assessing the effectiveness of the management apparatus can be classified in the following way:

I. A group of indicators characterizing the effectiveness of the management system, expressed through the final results of the organization, and management costs , For example:

· profit;

actual net income.

II. Group of indicators, characterizing the content and organization of the management process, including the immediate results and costs of managerial labor . As management costs, current expenses for the maintenance of the management apparatus, operation technical means, maintenance of buildings and premises, training and retraining of management personnel, etc.

When evaluating the effectiveness of the management process, indicators are used that acquire a normative character:

1. Labor productivity of employees of the administrative apparatus can be defined as the amount of final products produced by the organization or the volume of information generated in the process of management on average per employee of this apparatus.

2. Under efficiency of the control apparatus refers to the relative costs of its operation. To assess the cost-effectiveness, indicators such as the share of costs for maintaining the management apparatus in the total amount of all costs, the share of managerial employees in the total headcount, and the unit cost of performing the volume of certain types of managerial work can be used.

3. Adaptability of the control system determined by its ability to perform effectively predefined functions within a certain range of changing conditions. The relatively wider this range, the more adaptive the system is considered.

4. Flexibility characterizes the property of the organs of the administrative apparatus to change their roles in the decision-making process in accordance with emerging tasks and to establish new connections without violating the orderliness of relations inherent in this structure.

5. Efficiency in making management decisions characterizes the timeliness of identifying management problems and the speed of their solution, which ensures the maximum achievement of the set goals while maintaining the stability of established production and support processes.

6. Reliability of the control apparatus generally characterized by its trouble-free functioning. To assess the reliability of the performance of the control apparatus and its subsystems, the level of task completion and compliance with approved standards, the absence of deviations in the execution of instructions can be used.

III. Indicator group characterizes the rationality of the organizational structure and its organizational and technical level:

The linkage of the management system,

The level of centralization management functions,

Adopted management standards

Balanced distribution of rights and responsibilities.

In market conditions, the role of optimal management of labor efficiency increases sharply, which should be considered not only as the ratio of processing incoming resources into the final product to labor costs, but also as a process that has a wide range of external influences (business and background environment).

Diagnostics of the organization's management system is designed to identify the symptoms and causes of existing problems. During the diagnosis, weaknesses (symptoms) are identified existing system management, analyze and identify the causes of their occurrence (see Fig. 5).

Rice. 5.Scheme of diagnostics of the control system

For a comprehensive assessment of the current state of the control system, the following blocks are analyzed:

Assessment of investment activity;

Financial management;

Efficiency of internal management processes and business processes;

Innovation and infrastructure development;

Staff training and development;

Relationship with clients.

An analysis of the organization's management process in the context of these aspects will provide the most complete answer to the main questions (Fig. 6).

Rice. 6. The main questions in the analysis of the organization's management process

In modern practice the concept of management effectiveness is expressed in two key terms:

1. managerial effectiveness- “systemic” efficiency.

System efficiency depends on how rationally the management is organized, i.e. on the composition and number of links, their subordination, distribution of functions. In other words, the effectiveness of the management system is determined by the quality organizational structure, management processes, and almost does not depend on the qualifications of specific managers.

2. management efficiency- "operational" efficiency.

Operational efficiency, i.e. the ratio between the results of managerial activity and the efforts expended, on the contrary, is primarily determined by the business qualities of managerial managers, as well as how rationally their potential is used.

The assessment of the quality and effectiveness of the manager's activities should be considered as a step-by-step process:

First stage. Evaluation of the manager's professional qualities and their compliance with the tasks and functions of the manager. Studied: level and profile of education; seniority and work experience; skills and abilities; personal qualities and ethics of behavior; career and potential. The composition and priorities of professional qualities depend on the level of management, the complexity of the tasks to be solved, the degree of responsibility and the level of risk.

According to the results of the assessment, the compliance or non-compliance of the manager with the professional qualities of the position held is revealed and the question of how to acquire the required qualities or transfer to another position is decided.

Second phase. Assessment of the professionalism of the management apparatus. The development of professionalism of managerial personnel is one of the goals of the manager's activity, therefore, the positive dynamics of qualitative characteristics is considered as a basic condition for effective activity.

Third stage. Evaluation of the activities of the management apparatus. The apparatus headed by the manager, which implements his ideas, is evaluated from the standpoint of the quality and effectiveness of labor.

Performance indicators of the management apparatus: efficiency; quality of output documentation; profitability; sociability; partnership; responsibility; motivation; image; business culture.

Fourth stage. Evaluation of the quality of the manager's work. Typical labor characteristics: level of creativity; complexity and variety of tasks to be solved; the nature and degree of responsibility; share organizational work in its total volume; scope of leadership; risk level; labor intensity and labor costs.

Fifth stage. Evaluation of the manager's influence on the formation of the internal atmosphere of the organization. Evaluated: leadership style; management culture; ethics of activity; resolution methods conflict situations; organizational culture; compatibility; socio-psychological climate; focus of the team on development; awareness and publicity; democracy; social justice.

Sixth stage. Assessment of quality, effectiveness and efficiency external relations and communications provides comprehensive assessment each type of connection.

The economic assessment takes into account influence of risk factors, conjuncture, inflation, investment climate. Organizational assessment includes taking into account time factors, stability, reliability of relations and behavior of subjects of external relations, the level organizational culture. The social assessment takes into account social significance of communication, activity, social risk, resilience.

It should be noted that it is in external environment there is a sale of products or services, the identification of the final results of activities and the evaluation of its individual types. Working with external partners, government bodies, organizations and entrepreneurs - a priority area of activity for a manager, which largely determines the effectiveness of management as a whole.

Seventh stage. Evaluation of the effectiveness and efficiency of the manager's activities. The methodology for assessing the development and implementation of decisions on the management of production and social activities, marketing, innovation and investment processes, ecology, and safety is applied.

Efficiency is considered as the level of achievement of the result corresponding to the purpose of the decision.

Efficiency is evaluated through the quality of the result, i.e. the effect obtained, correlated with the management costs (management resources).

To assess the effectiveness of the functioning of the subsystems of the management system of the organization and the system as a whole, efficiency ratio- a conditional value that makes it possible to quantify the result of the activity of an enterprise (organization) in the main areas of production, economic and social activities, analyze the state of affairs in dynamics to develop a control action.

All levels of management of the organization are evaluated according to the achieved indicators of production efficiency and quality of work (Fig. 7).

The effectiveness of the functioning of management as a whole and of each subsystem is determined as the sum of the weights of the corresponding performance indicators, provided that they are fulfilled according to the formula:

where K e - coefficient of efficiency;

P i - weight of the i-th performance indicator.

Rice. 7. Evaluation of the effectiveness and quality of management in the organization

The conclusion about the performance or non-performance of the performance indicator is given on the basis of a comparison of the actual value of the indicator with the base, established annually by the order for the organization. The management of this type of activity is considered effective if there is a steady improvement trend in the indicator.

Security high efficiency management in many modern companies is carried out on the basis of the "standard-organization" management method. The essence of the "standard-organization" method is to develop a basic model for managing an organization (firm, corporation), standards for certain types of activities and based on them - integrated management system of the organization (KSUO), the provisions and requirements of which are binding on all organizations.

An organization standard is a regulatory act on management, which regulates the main parameters of all life cycle creation of products or services - marketing, technical preparation of production, pilot (trial) and serial production, sales, rational use factors of production, efficiency and quality of work of personnel in the processes of economic and other activities of the organization (association).

The standard sets general provisions, goals, objectives, functions, organization and technology of work performance, assessment of the effectiveness and quality of work, monitoring, analysis and responsibility for the functioning of individual subsystems. A recommended list of performance indicators for the functioning of the entire organization and individual subsystems, as well as methods for calculating performance indicators are given in the enterprise standard.

The block diagram of the evaluation of the efficiency and quality of work is shown in fig. eight.:

Rice. 8. Structural diagram of the organization standard

The effectiveness of organization management is influenced by measures to improve the management system. At the same time, it should be taken into account that the changes made and the costs and the results obtained can be completely different, not coinciding.

The result of the activities carried out may appear immediately or after some time, sometimes after a significant period of time. This significantly complicates the assessment of the effectiveness of measures to improve management. An objective and complete assessment of the effectiveness of management requires consideration, first of all, of its economic component.

At present, due to the specifics of managerial work and the complexity of calculating its results and costs, the definition of many quality indicators, such as qualifications, culture of managerial work, to assess the effectiveness of management is extremely difficult. Therefore, it is recommended to use a more aggregated and somewhat conditional assessment method. total savings from the implementation of measures for the scientific organization of managerial work (Eob) according to the following formula:

Eob \u003d Ev + Ems + Eot - Z,

where Ev - savings achieved through the release of managers, rub.

E ds - savings achieved through changes in the job structure of managers in functional and production units, rub.;

E from - savings achieved through the rational use of office equipment, stationery, etc., rub.

Z - costs for the implementation of measures for the scientific organization of managerial work, rub.

Rational and timely assessment of the effectiveness of management and economic justification measures to improve management will increase its efficiency and competitiveness of both management and the organization as a whole.

Evaluation of the effectiveness of the manager and staff. AT modern conditions business at Russian enterprises, insufficient attention is paid to the problems of labor and the assessment of its effectiveness, and in particular the effectiveness of the work of managers and staff.

To assess the effectiveness of the manager's work, it is necessary to determine with the help of what forms and in what areas the activities of the manager and staff are evaluated. 3.1. Forms of assessing the activities of the manager What indicator can evaluate the contribution of the manager to the activities of the organization? Depending on the setting of the goal, when determining the result of the manager's activity, the appropriate forms of its assessment are selected (k.46). At present, the most widely used the following forms evaluation of the manager's activity: questionnaire survey, psychological audit, interview, graphological analysis, study personnel documents, evaluation tests.

Manager assessment forms: questionnaire survey, psychological audit, interview, graphological analysis, study of personnel documents, assessment tests.

Based on the forms, the assessment of the manager's activities can be divided into two main areas. This is an assessment of the effectiveness of the manager's work and an assessment of the manager's qualities. Evaluation of manager's labor efficiency, in turn, is a complex process and consists of the following stages: assessment of the manager's personal contribution to the organization's activities; assessment of the efficiency of using the manager's working time; evaluation of the results of the manager's work; assessment of the content of the manager's work.

The personal and professional qualities of a manager are the means that he uses every day in the process of analyzing and making managerial decisions, monitoring their implementation. When carrying out the certification of employees, as a rule, the assessment is carried out according to three groups of qualities: professionalism and competence; business qualities; personal characteristics. A significant place in the evaluation of the manager's activity is occupied by the problem of determining the manager's personal contribution to the results of the company's activities.

Currently, there are several approaches to solving this problem, namely: to determine the personal contribution by specific gravity salaries of employees of the administrative apparatus in the cost of finished products or measure their personal contribution using the indicator of output per worker, taking into account the complexity of labor and product quality. But in the end, the proposed options come down to their original purpose - the calculation of the costs of the enterprise for the maintenance of the management apparatus, which does not meet the task - to determine the personal contribution of the manager. 3.2.

End of work -

This topic belongs to:

Management efficiency

If management activity solves the tasks set, ensures the implementation of goals, and on the basis of the optimal use of existing .. In other words, efficiency shows to what extent the governing body .. In this regard, the assessment of management effectiveness will be fundamental in strategic and operational ..

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All topics in this section:

General view
General presentation. The implementation and improvement of the management of the organization cause the need to determine the effectiveness of this activity. In this regard, the question legitimately arises,

Factors for assessing the effectiveness of management
Factors for evaluating the effectiveness of management. To ensure the effectiveness of management, it is necessary to take into account all the influences on its own factors. But this can only be done when these factors are systematized.

Criteria and indicators of management efficiency
Criteria and indicators of management efficiency. In management evaluation the greatest difficulty represents an understanding of its outcome. You can estimate resources, it is easy to measure time, it is difficult to estimate re

Economic evaluation of efficiency
Economic evaluation of efficiency. Indicators of economic efficiency At the level of individual enterprises in various sectors of the economy, various groups of indicators of economic efficiency are used.

Improving management efficiency
Improving management efficiency. What are the main measures to improve the economic efficiency of management? Improving the performance indicators of the organization is possible as a result of

Social Performance Evaluation
social assessment efficiency. How can social efficiency be characterized? Assessment of social efficiency reflects the social result of management activities and characterizes the

Evaluation of the manager's contribution to management effectiveness
Evaluation of the manager's contribution to management efficiency. How can a manager's personal contribution to the organization's activities be measured? An interesting approach to assessing personal contribution was found in a Japanese corporation

Evaluation of personnel work
Evaluation of personnel work. What is achieved as a result of staff performance appraisal? Grade labor activity personnel is a focused process of establishing the conformity of results

Evaluation of the effectiveness of the use of information technologies
Evaluation of efficiency of use information technologies. Factors whose action provides an increase in efficiency What factors influence the increase in the effectiveness of the use of information

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