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 effectiveness of the entire management system.
The introduction of a management system based on standardization contributed to some improvement in the technical and economic performance of these enterprises, obtaining a higher economic effect of their activities.
It was noted that as a result of the introduction of the management system:
streamlined management activities;
rationally distributed the composition of management functions among departments;
duplication of activities in the management apparatus was excluded;
in some cases positively changed general system management;
· increased creative activity and expanded democratic principles in enterprise management;
· the responsibility of management employees and labor discipline increased, the diligence and organization of control over the implementation of decisions and requirements of standards improved.
Management system - a system of scientific approaches and methods, targeted, providing, managed and managing subsystems, contributing to the adoption and implementation of competitive decisions.
Supporting subsystem - a subsystem of the management system, which defines the composition, quality level and organizational issues of providing the input of the system with everything necessary for its normal functioning. The components of the supporting subsystem include: methodological, resource, information 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 the norms for the consumption of various resources for specific products and stages of their life cycle; sources of resources;
the quality of the information;
· the composition and quality of legislative acts on various aspects of management;
Availability and effectiveness of organizational and technological projects for the implementation of goals
management system, the mechanism of its functioning.
One of the most important conditions for the integrity of the management 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 essence systems approach The organization's management system (management system) should consist of an external environment (behind the "black box") and an internal structure (inside the "black box"). A number of authors substantiate the need to design the internal structure of the organization's management system of five subsystems: 1) scientific substantiation of the system; 2) target subsystem; 3) providing 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 providing (energy) one - at the "input". The scientific justification of the system is associated with all subsystems of the organization's management system, so it should be in the center of the "black box". Thus, the structure of the organization's management system will look like this (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 an organization, communication between subsystems is usually all direct and two-way. Connections of links inside the "black box" indicate that the performance of any operation (general function) on any component of the managed subsystem (strategic marketing, innovation management, etc.) requires the application or fulfillment of the requirements of all components of the scientific justification subsystem that provides and manages subsystems of the organization management system.
Depending on the management tasks to be solved, the following information and management technologies can be involved. Saving (save labor, materials and financial resources, but do not have a significant impact on the change in the state and level of functioning 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 (covering not only the functions of transmission, but also to a certain extent responsible for the use of information). Creative (development of new knowledge, their transfer, processing, use to improve the control object).
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 functional structure and information support. Human behavior in the control loop is characterized by organizational support and the provision of labor resources. The behavior of the automaton in the 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. Under the function of the information system is understood the scope of the system, aimed at achieving a particular goal of management. The composition of the functions implemented in the information system is divided into information and control functions.
Information functions, in turn, include the functions of: 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 specified control modes.
Information support is a set of means 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 actuators.
Organizational support is a set of means and methods for organizing production and managing it. The purpose of organizational support is: selection and setting 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 methods of work, requirements for paperwork, job descriptions etc. In conclusion, we note that all supporting subsystems are interconnected, with functional subsystems and the control subsystem. So, for example, the subsystem "Organizational support" determines the procedure for the 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 resource management is one of the most complex 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 application
In order for the existence of the organization to be long-term 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 combination into a single whole to achieve a common goal. In other words, it is orderliness and subordination to the main task.
Management includes the following functions: planning, motivation, organization and control. With their help, the fulfillment of the tasks set is achieved.
Management systems are ordered processes of planning, organization, motivation, control. They are aimed at fulfilling the tasks of production and achieving the main goal of the existence of the organization.
Components of the control system
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 control.
Let's consider them. The managed group includes elements that are involved in the process of creating material and spiritual wealth or providing services. These are subordinates. The management group performs 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, such as communications, equipment, and is also responsible for the work of production and the process of further improvement of the organization.
Depending on the structure of the organization and the number of subordinates, there may be several managers, while they all report to one chief manager.
The following stages of the control subsystem are distinguished:
- planning - shows what result can be achieved;
- regulation - maintaining the optimal established mode of operation;
- marketing;
- accounting;
- control.
Control systems are systems that combine all of these components to achieve highest goal organizations.
Subject and object
Any concept has its subject and object. 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
Organizational coordination can take four forms:
- Linear, when each subordinate leader is subordinate to the superior. Their actions are coordinated and directed towards the fulfillment of specific goals. It is more commonly used for the lower levels of an organization.
- Functional. There are several groups of governing bodies, each responsible for a specific activity. For example, one is for planning, the other is for the technical base. However, there are difficulties when several different tasks “go down” to the workers and they need to be completed quickly. Perfect option the existence of such a system - in combination with a linear one.
- Linear headquarters. 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 occurs both horizontally and vertically. Such structures are used to manage construction sites, where each complex is divided into nodes that have their own leader.
An 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 right management system.
In the workshop, the director appoints the chief and his deputies, who must organize the implementation of the tasks received from the top leader. At the same time, the shop manager himself must control the attitude of personnel to production resources. It is possible that this function is entrusted to a specially assigned employee. So, for example, the consumption of raw materials, compliance with safety rules and sanitary maintenance of the workshop are controlled.
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
V current conditions coordinating the work of staff 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.
In order for an enterprise to function and develop, its products must be competitive. This largely depends on what management strategy will be chosen. For an enterprise, it must be unique - this is the main sign of a successful existence.
In order for a company to exist for a long time and make a profit, products must withstand competition. To improve quality, you need:
- Have the necessary resources: raw materials, materials, components.
- Improve production lines: upgrade equipment to improve product quality.
- Periodically improve the qualifications of staff.
- Implement manufactured products.
The first thing a professional manager should start with is to develop management systems, analyze the enterprise, consider what elements are missing to achieve the goal, and figure out how to achieve them. When developing a development strategy, it is necessary to take into account:
- long-term goals of the enterprise development;
- resources;
- technologies;
- control system.
That is, in order to achieve its goals, the enterprise must have all the necessary resources, quality technologies, which 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.
Therefore, effective leadership modern enterprise must be mobile and depend on environmental factors.
Types of control systems
Management systems are such areas of management activities that are associated with the solution of specific problems, aimed at the successful functioning of the enterprise.
There are two main categories:
- general - management of the company as a whole;
- functional - management of certain parts of the company.
The management system is a comprehensive 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 such types of management, the enterprise first sets strategic goals, for the achievement of which it is necessary to be able to coordinate the work of managers. This makes it possible to improve the management structure. Coordinating 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 the objects of control and differ in content. For example, the content can be distinguished as follows:
- normative;
- strategic;
- operational.
Each of these types of management solves only its own tasks.
The coordination system must combine all positive points with which it will be easier for the organization to develop. Then the strategic goal will be reached.
The design of control systems takes place taking into account democratic centralism, harmonious combination unity of command and collegiality, responsibility, creative potential of employees.
Principles for building leadership
The creation of management systems should be based on the following basic principles:
- optimal division of the organization structure into separate elements;
- hierarchical structure with the correct distribution of powers;
- organic interconnection of all levels of the organization;
- arrangement of goals in order of importance;
- consistency of structure links in the performance of tasks;
- efficiency in making managerial decisions, if necessary;
- all stages life cycles products, hierarchical structure, various management activities should exist in a complex;
- systematic - all management work is carried out constantly and is valid for a long time;
- it is necessary to adopt the experience of successful productions of foreign companies;
- use proven scientific methods in the management system;
- autonomy of subsystems;
- economic functions - when designing, lay down a reduction in management costs;
- prospects for development;
- discussion of management decisions and selection of the best;
- sustainability and ability to survive in a competitive environment;
- create comfortable conditions labor, so that employees can give all their best at work;
- correctly distribute labor costs for the implementation of specific production tasks;
- adaptability of the organization system to external and internal changes;
- closed management process.
Performance decision must go through all stages: 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 all his potential to perform a specific task.
Let's consider control systems and technologies.
HR technologies
Management technology is a tool by which personnel is managed. These include the means, goals, methods by which employees are influenced in order to direct them to perform the necessary tasks.
Systems and engaged in:
- organization;
- assessing the qualifications of employees;
- their training;
- career advancement;
- management and resolution of conflict situations;
- social development personnel;
- 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
In order for the implementation to go smoothly and be accepted by employees, the manager must perform the following basic functions:
- Planning.
The manager continuously plans the decisions that are necessary to achieve the main goal of the enterprise. When the goal changes, decisions should also change in a timely manner. Planning directs the development of the organization in the right direction and predicts the tasks that employees need to perform.
- Organization.
To better achieve the goals and plans set for the company, the work of the team is organized, while it is correctly distributed vertically and horizontally. Everyone is engaged in the solution of specific tasks, cooperating with other employees.
- Motivation.
Managers use motivation to motivate workers to perform better. 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, relationships in the team.
- Control.
In order for the performance of tasks to occur qualitatively, the immediate supervisor must monitor.
Control includes:
- tracking the planned;
- verification of intermediate results;
- comparison of the obtained results 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 an ordering of the basic principles of building, functioning and controlling the development of an organization. This is done in order to achieve the goals set for the company. Design and implementation of control systems have great importance in the successful development of the enterprise. Without a properly constructed management, the existence and development of the enterprise will be impossible.
In the context of competition for the markets of raw materials and sales of products, 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 must be mobile, dynamic, quickly respond to constant changes in market conditions. Therefore, one of the conditions effective work enterprise is the use of innovative mechanisms for managing business entities. This makes it possible to install internal and external Relations between organizations of related spheres of production, to establish the activities of all parts of the production process, to increase labor productivity - from a simple worker to a manager, all this is achieved through the introduction of effective economic management mechanisms at the enterprise.
In a broad sense, the enterprise management system includes socio-economic, organizational, motivational, administrative impact on employees, which will lead to the achievement of both short-term and strategic goals that the enterprise and its administrative staff face. In order for the management of a business entity to have positive effect in the short term, one should not only apply standard management mechanisms (statistical, economic), but also progressive management experience various forms enterprises. Relevant is the introduction of advanced technologies, the use of new management methods production process, improvement and expansion of the organizational structure.
Each socio-economic system is a unity of two subsystems: managed and managing. The control subsystem (subject of control) is a set of control bodies and its individual employees, which carry out a targeted impact on the controlled subsystem.
In order for the interaction between the control and managed 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).
Bilateral interaction based on the principle of feedback (Information exchange - driving a 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 which 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 work.
Within the framework of unity, the controlling and managed subsystems must have relative independence. The central control link 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, the interests of the object and its possible psychological reactions especially in unforeseen circumstances. Therefore, decisions made at the top cannot be optimal.
The control and controlled subsystems must carry out bilateral interaction between themselves, based on the principles of feedback, reacting in a certain way to the control information received from the other side. Such a reaction serves as a guideline for adjusting subsequent actions that ensure the adaptation of the subject and object of control not only to a change in the external situation, but also to the new state of each other.
Both the managing and managed subsystems should be interested in a clear interaction; one - in the return of the commands necessary in a given situation, the other - in their timely and accurate execution. The ability of the subject to control is due to the readiness of the object 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 structure of the control subsystem includes the management of the enterprise, specialists, management bodies.
The following methods of the control subsystem are distinguished:
Planning (determines the development perspective and the future state of the system);
Regulation (aimed at maintaining and improving the established mode of operation 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 nature 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;
The control functions are special kind management activity, with the help of which the subject of management influences the managed object;
The management process is the functioning of the management system or the progress of the implementation of management functions in a certain sequence;
The socio-psychological aspects of management are a set of factors that increase the efficiency of the work 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 managed by bodies that are under the control of the bodies of the next level. Those, in turn, are subordinate and controlled by the next level authorities, and so on.
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, the interaction between the elements of the system is carried out.
The functional and organizational elements of the control subsystem include:
Production technology;
Methods of organization of production;
Production structure.
The resource elements of the control subsystem include:
Information;
Objects of labor;
Production personnel (enterprise team, employees).
1The analysis of the concepts "personnel management (personnel)", "personnel", "personnel", "personnel management system" and "personnel management subsystem" is carried out. A connection between them is established, while all possible subsystems with which the subsystem of personnel management is connected are considered. The position that defines the concept of "personnel management subsystem", which the authors adhere to, is stated. The concept of "professional training of personnel" is also defined, its types, goals, tasks, and also considered full cycle training work. 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. The traditional subsystems (elements) in the personnel management system are also considered: 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 link
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The control system combines linear, target, functional and supportive control and the corresponding interrelated control subsystems: general linear, target, functional and providing.
In the subsystem of general linear control all general managerial activities of the heads of the organization 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 must be responsible.
Target subsystems: 1 - quality management; 2 - management of the implementation of the plan for production and supply of products; 3 - cost control and resource management; 4 - management of the development of production and improvement of management; 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 the technical preparation of production; management of technological processes; organization of metrological support; technical control and testing of products); 3 - economic management (perspective and current technical, economic and social planning; organization of labor and wages; organization of financial activities; accounting and reporting; economic analysis); 4 - management of foreign economic relations (material and technical supply; sales of products); 5 - management of capital construction (own and contracted): 6 - management of personnel and creative activity of the labor collective (organization of work with personnel; organization of creative activity of the labor collective).
Supporting subsystems: 1 - equipment with technical means and office equipment; 2 - office work; 3 - organization and management of the normative economy; 4 - information management support; 5 - legal support; 6 - economic service.
General management functions in the subsystems of the management system: forecasting and planning; organization and coordination of work; motivation (activation and stimulation); performance of work; regulation; control; accounting; analysis.
6. Production management methods
Production management methods- this is a set of methods and techniques of management activities aimed at implementing the functions and tasks facing each cell of production. Management methods constitute 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 the problems facing the team.
In socialist production, methods of organizational and administrative influence, material and moral stimulation, and socio-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 of everything necessary for work. Organizational tasks also include the selection of people, the distribution of work, taking into account the individual characteristics of each, the systematic verification of performance. Organizational measures are based directly on the administrative rights of the leader, whose orders are binding on subordinates. Failure to comply with these orders entails certain administrative sanctions.
Material and moral stimulation is aimed at creating the interest of employees in the performance of a 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.
Financial 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 payment, on the other. The stimulating effect of payment is the greater, the clearer and clearer this correspondence is. The clarity of the task, a clear understanding of the payment system are essential for the effectiveness of material incentives.
With a brigade organization of labor, it is especially important that the amount of remuneration of an employee correctly reflects both the overall result of the work of the team 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 the growth of qualifications are inevitable. However, if a significant part of the workers believe that the differences in the size of the labor participation rate (LFC) are excessive, then tension arises, productivity falls, and staff turnover increases.
Moral stimulation is carried out clarification of the social significance of the work performed, publicity of socialist competition, awarding the winners.
To achieve unity of material and moral incentives means to ensure the unity of criteria for material and moral incentives, to take care of the moral validity of all types of incentives, to reinforce moral rewards with material incentives.
Decisive factor socio-psychological impact- team influence. Promoting the growth of team cohesion, skillfully directing public opinion, the leader achieves the creation of 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.
Various management methods are closely interrelated. Good (organization of work, timely preparation of production, uninterrupted supply of materials and tools, serviceability of equipment, proper placement of people, strict adherence to socialist principles of remuneration according to work, the use of collective forms of remuneration for the final result contribute to a healthy psychological climate of the site. At the same time, the cohesion of the team significantly facilitates the solution of labor organization problems.
Leadership methods cannot be opposed to each other. The greatest effect is given by their complex use. The leader must skillfully combine methods of influence, correctly determine their proportion depending on specific conditions.