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

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

Organization performance criteria:

Effectiveness is the degree to which the organization's objectives are achieved.

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

Quality - compliance of the characteristics of products (services) with the standards and requirements of consumers.

Profitability is the ratio between revenues and total costs.

Productivity is 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.).

The quality of working life is the working conditions of employees.

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

Economic indicators of management efficiency:

E y = P / Z y

E y is an indicator of efficiency;

Z y - management costs;

P is the profit of the organization.

K y = H y / H

К y is the coefficient of the number of management employees;

CH y - the number of employees in management;

H - the total number of employees in the organization.

K z = Z y / Z

K 3 - coefficient of management costs;

З у - management costs;

3 - the total costs of the organization.

K ep = Z u / OP

K ep is the coefficient of management costs per unit of output (services provided);

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

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

1. Facing the consumer.

Only 4 out of 100 unsatisfied customers complain. But each will tell about 10 friends and colleagues about their sad experiences. This means that if we fail to satisfy the needs of 100 clients, we can lose 1000!

Only one in 10 unsatisfied customers can return. And attracting a new client costs 5 times more than keeping an existing one.

2. Performance from a person

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

Human resource management should be based on human nature. It should be borne in mind the following: all people like to feel like winners, although they are not always so; often the feeling is more important than the real 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 words; a person seeks to satisfy his needs and ambitions.

3. Action orientation

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

The richness of experience is acquired exclusively when you work directly with the subject. The material or process is difficult to comprehend in the abstract - through analysis on paper or in a description.

4. Creating a search atmosphere

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

The atmosphere of search is created by the support of enthusiasts, the development of all forms of business contacts between employees, collegial management, and 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 overall ingrained values of the organization, that is, its culture.

The stronger the culture of the organization and the to a greater extent because it is market-oriented, the less directives, 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 distinguished by graceful simplicity.

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 the efficiency of management:

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

elaboration of a development strategy for the organization;

improving the decision-making system in the organization;

development of an effective information system in the organization;

perfection control systems personnel (selection, study of personnel, motivation mechanism; implementation of measures to prevent the emergence of conflicts, develop skills to resolve emerging contradictions without conflict);

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

creating a culture of the organization, developing values that are recognized and shared by employees.

Requirements for the process of improving management efficiency:

commitment and unity of top-level management;

observance by the top management of the principles of morality;

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 deficiencies and problems, not the consequences;

start small: small victories lead to big successes.

Zarine Karapetyan, head of HR consulting projects at CITY Consulting Group

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

In the face 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 the team. In reality, not everything is so simple, and there is not a single manager ideally corresponding to the position occupied.

In conditions market economy manager is primarily a leader with a certain qualification level preparation, empowered and responsible for the implementation of 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 engineering education,” which went through the State Planning Committee and five-year plans, and the “new generation” with little work experience, but with a “specialized” (often foreign) education. The pros and cons of the principles of work are present in all. Among the most common "shortcomings" are:

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

What unites both "camps" of managers is one thing - "lead, and there will be followers": the character and mind, leadership skills... Being a "strategist and commander" is the main task of a "successful manager". Both "old men" and "newbies" are valuable to business precisely because of their set of management characteristics.

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

* setting goals that we want to achieve in the course of the company's activities;
* determination of key indicators that will allow us to assess 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 assess 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 company's priority tasks is to enter regional markets, then it is necessary to assess not only the general turnover of the company, but also separately the growth of turnover in the regions.

2. Analyze the activities of the manager should be on the tasks and functions for which the manager has the authority to make management decisions.

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

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

In life, there are often examples when an ambitious manager cannot understand, motivate and retain employees, as a result of which the project group 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 a perception that it is difficult to assess non-financial indicators (for example, motivation, satisfaction). I am a supporter of a different judgment - this process is not much more difficult if we abstract from “emotionality” and concentrate on the results of the work. First of all, it is necessary to establish a mechanism for collecting and recording "special" indicators-indicators. At the same time, the assessment should be clear, transparent, formalized and systematic. The indicators themselves should acquire a normative character and be used as performance criteria and possible limitations.

Assessment of personnel performance is more standardized and can be carried out by senior management, an expert commission, independent assessment 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 they themselves act as "customers" of the assessment. The owners of companies are extremely reluctant to take this step, and there are few of these in our country, their main argument is: “Why? I have no one to report to. " Nevertheless, the main thing here is to understand that a management system based on performance indicators is being implemented not in order for someone to report 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, we will consider several examples where the assessment of the effectiveness of management's work (I specifically cite different indicators) was a key factor in the implementation various projects specialists of our company.

Industrial enterprise with about 1000 employees.

The company has two main shareholders - the President and the Vice President. In the course 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 of the management decisions are made by the President and Vice-President, but we sort out managerial" mistakes "and are responsible for them with our premium." To resolve conflicts and implement the company's tasks, with our help, a balanced scorecard (BSC) was introduced, on which a personnel motivation system was imposed. At the first stage, we asked shareholders to set their own indicators and make them open to top managers (for example, revenue, profit margin, net income, profitability, EBITDA, ROE, and much more). After lengthy 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 did not take long to wait. 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 the scorecard, there should be no "untouchable" managers.

Large real estate agency, 400 people.

The heads of departments assessed the activities of the Head of the Department of Administrative and Economic Support (ACS) using the criterion "quality of administrative support". The assessment 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 AXO department. To the question of the head of the AXO department: "What are your estimates based on?" there was no clear answer from colleagues evaluating him. In this situation, we suggested that the agency's management abandon the indicator "quality of administrative support", and instead introduce two others: "compliance with the deadlines for performing work on emergency chemical weapons" and "quality of work performed". The indicator "compliance with the deadlines for the execution of work on emergency chemical weapons" was defined as the total period of delay in work 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 personal, even if expert, assessment of the work of departments and employees.

Large holding company, 300 people.

Four indicators were selected as key indicators for branch managers: “revenue from new customers”, “profitability”, “net profit” and “branch costs”. The motivation system for the branch manager was tied to the same indicators. The indicator "profitability of a branch" 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 profits, namely, a reduction in costs and an increase in revenue. 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 is deprived of the bonus component. Here it is necessary to revise the composition of the indicators of the head of the branch.

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

Use personnel appraisal consulting services

The criteria for evaluating managers allow an organization to determine the degree of suitability of managers to the position, the degree of achievement of strategic and tactical goals and specific tasks that employees face.

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

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

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

Performance assessment criteria are indicators, indicators that help to assess the quality of sales managers' work, the productivity and efficiency of the manager's work, correlate the actual results with the planned ones and determine how quickly the organization is approaching its goal through the given workforce.

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

Criteria for evaluating the result of a 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 (revenue / revenue).

The share of the actual sales volume from the planned sales volume.

Gross profit (income minus expense).

The proportion of the actual gross profit of the planned gross profit.

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

The 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 customer base.

The number of new clients.

The number of repeated applications.

The number of lost clients.

The number of calls per day.

Number of cross-sells.

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

Average transaction amount.

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

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

The number of invoices issued.

The number of invoices with delayed payment.

Share of invoices with a delay from the total issued invoices.

Average amount owed.

The share of the amount owed from the total income.

Number of overdue clients.

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 managerial 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 personality traits, I will list the main, key ones for a sales manager:

extroversion (orientation to the outside world and people around);

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

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

self-confidence, adequate self-esteem;

independence;

entrepreneurial spirit (flexible mind + resourcefulness + energy + practicality);

passion for sales, for influencing other people;

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

helpfulness (customer focus, courtesy);

high level of self-control.

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

Professional qualities should be divided into two categories.

1. Knowledge:

Knowledge of products;

Knowledge of the company;

Knowledge of the market, industry;

Consumer knowledge;

Knowledge of corporate ethics;

Knowledge of sales technologies.

2. Professional skills and abilities:

Self-organization skills, time planning;

Ability to establish contact;

Negotiation preparation skills;

Presentation skills (preparation, oral and written presentation);

Persuasion, argumentation, influence and suggestion skills;

Ability to work with objections;

Ability to talk about the price;

Ability to record the results of activities;

Ability to maintain documentation.

How to use these criteria in your work.

When recruiting personnel.

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

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

For final decision you can indirectly evaluate the effectiveness of the manager's activity (according to the criteria for assessing the effectiveness of the activity): find out during the interview with the 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 you are satisfied with the result, you can stop at this stage, you should not "dig" into a good employee. If you are not satisfied, we move on.

Evaluate the quality of work with clients (according to the criteria for evaluating the quality of work with clients), identify problem areas in work, determine the reasons (using the criteria for assessing personal qualities and professional qualities). Make a decision whether you are ready to correct these reasons (for example, to teach). Take the necessary action. If the reasons are in personal qualities that cannot be influenced, transfer to another position of the employee or reduce. If everything is fine according to this criterion, but the results are not satisfactory, go to 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 measures to eliminate them.

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

In a market economy, a manager is, first of all, a leader with a certain qualification level of training, endowed with powers and responsibilities 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, a stop in self-development, inability to learn;
ineffective managerial qualities: insufficient vision of the features of managerial work, inability to influence people, lack of problem-solving skills, low ability to form a team (team), lack (lack) of a creative approach, inability to teach.

The two "camps" of managers have one thing in common - "lead, and there will be followers": a temperament and intelligence, leadership qualities. Being a "strategist and commander" is the main task of a "successful manager". Both "old men" and "newbies" are valuable to business precisely because of their set of management characteristics.

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

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

Assessment of personnel performance is more standardized and can be carried out by senior management, an expert commission, independent assessment centers, colleagues and subordinates. For this, tests, "brainstorming", business games, interviews, reviews and, of course, analysis of the work performed are used. "Non-standardness" appears when it is necessary to evaluate the owner (president, vice president, general director, head of direction). When developing key performance indicators, this category of employees is often bypassed, since in most cases they themselves act as "customers" of the assessment. The owners of companies are extremely reluctant to take this step, and there are few of these in our country, their main argument is: “Why? I have no one to report to. " Nevertheless, the main thing here is to understand that a management system based on performance indicators is being implemented not in order for someone to report 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.

Industrial enterprise with about 1000 employees

The company has two main shareholders - the President and the Vice President. In the course 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 of the management decisions are made by the President and Vice-President, but we sort out managerial" mistakes "and are responsible for them with our premium." To resolve conflicts and implement the company's tasks, with our help, a balanced scorecard (BSC) was introduced, on which a personnel motivation system was imposed. At the first stage, we asked shareholders to set their own indicators and make them open to top managers (for example, revenue, profit margin, net income, profitability, EBITDA, ROE, and much more). After lengthy 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 did not take long to wait. 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 the scorecard, there should be no "untouchable" managers.

Large real estate agency, 400 people

The heads of departments assessed the activities of the Head of the Department of Administrative and Economic Support (ACS) using the criterion "quality of administrative support". The assessment 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 AXO department. To the question of the head of the AXO department: "What are your estimates based on?" there was no clear answer from colleagues evaluating him. In this situation, we suggested that the agency's management abandon the indicator "quality of administrative support", and instead introduce two others: "compliance with the deadlines for performing work on emergency chemical weapons" and "quality of work performed". The indicator "compliance with the deadlines for the execution of work on emergency chemical weapons" was defined as the total period of delay in work 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 personal, even if expert, assessment of the work of departments and employees.

Large holding, 300 people

Four indicators were selected as key indicators for branch managers: “revenue from new customers”, “profitability”, “net profit” and “branch costs”. The motivation system for the branch manager was tied to the same indicators. The indicator "profitability of a branch" 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 profits, namely, a reduction in costs and an increase in revenue. 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 is deprived of the bonus component. Here it is necessary to revise the composition of the indicators of the head of the branch.

The above examples mostly characterize the mistakenness of the owners in the choice of key indicators, which forms a subjective characteristic of the work of management and very often leads to demotivation of employees (deadlines, dismissals). It is good if the "mistakes" are identified in time, corrective actions are taken and the "correct" indicators are formed, which help, and not interfere with, production activities. The main thing is not to forget: the true criterion for assessing the effectiveness of the management's work is the end result of the work of the entire team, the collective, where both managers and performers are organically united. Building a real team is always difficult. Today, many people want to show individual results so that they can be noticed and appreciated. The talent of a leader 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 "ideologically", despite obstacles (delays in the payment of wages, overwork, etc.), and successfully jointly implement the tasks set, isn't this the manager's best assessment?

Zarine Karapetyan
Based on the materials of the Joint Stock Company magazine:
questions corporate governance»

Selection and selection, Evaluation, Labor market, Adaptation

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

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

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

- predict the expected result - the organization will achieve its goals;

- evaluate the actual degree of goal achievement;

- compare different options achieving goals among themselves.

For this, the performance criteria should reveal the essence of the problem being solved by the organization, determine the main, decisive connections and ways to improve management.

The main requirements for the criteria (indicators) of management effectiveness:

1. Be consistent with the goals of the organization. So, if the goal commercial organization is the extraction of 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 rate should indicate its solution (this can be the number of unemployed for 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 thriving, such indicators as profitability, profitability, etc. come to the fore.

3. Have completeness sufficient for acceptance necessary decisions... For example, the well-known indicator "ton-kilometers" does not allow judging how the required result was achieved: either due to tons (overload?), Or due to kilometers (they were transported far?).

4. Be usable, that is, simple, understandable (have a physical meaning) and expressed in quantitative form. The qualitative characteristics of the type " hot commodity», « high quality"," High demand ", etc.

5. Be obtainable. So, 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 they require lengthy and expensive experiments and complex calculations, which makes them unsuitable for practice.

Basic principle of selection of efficiency criterion founded in 1945 by an 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 adopted indicator of success. In this sense, the success rate (performance criterion) is called target function .

Management efficiency indicators can be classified as:

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 performers (employees) of the organization, to the total decisions taken;

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

3. Private indicators of economic efficiency of management:

· The ratio of 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 labor of the workshop to the general technical equipment of the entire workshop;

· Comparison of the turnover rate of employees of the management apparatus of our organization with the rate of turnover of employees of the management apparatus of a competing organization.

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

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

When assessing the effectiveness of management, it is necessary to use the entire system of generalizing and particular indicators, both quantitative and qualitative, in a comprehensive manner.

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's activities, and management costs , for example:

· profit;

· Actual net income.

II. Indicator group, characterizing the content and organization of the management process, including the direct results and costs of managerial labor ... As the cost of management, 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 assessing 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 the final product produced by the organization or the amount of information generated in the management process on average per one employee of this apparatus.

2. Under the efficiency of the management apparatus the relative costs of its operation are understood. To assess the efficiency, such indicators can be used as the proportion of the costs of maintaining the management apparatus in the total amount of all costs, the proportion of management employees in the number of all personnel, the cost per unit of execution of the volume of certain types of management work.

3. Adaptability of the control system is determined by its ability to effectively perform preset 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 the 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 supporting processes.

6. Reliability of the management apparatus in general, it is characterized by its trouble-free operation. To assess the reliability of the executive staff and its subsystems, the level of task performance 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:

Links of the control system,

Level of centralization management functions,

· Accepted standards of controllability,

· Balancing the 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, weak points (symptoms) are identified the existing system management, the causes of their occurrence are analyzed and identified (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:

Investment activity appraisal;

Financial management;

The effectiveness of internal management and business processes;

Innovation and Infrastructure Development;

Personnel training and development;

Relationship with customers.

Analysis of the organization management process in the context of these aspects will allow the most complete answer to the main questions (Fig. 6).

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

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

1.management effectiveness- "systemic" efficiency.

Systemic 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 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 management activities and the expended efforts, on the contrary, is primarily determined by the business qualities of managers-managers, as well as by how rationally their potential is used.

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

First step. Assessment of the professional qualities of the manager 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.

Based on the results of the assessment, the compliance or inconsistency of the manager with the professional qualities of the position held is revealed and the question of how to acquire the required qualities or the transfer to another position is resolved.

Second phase. Assessment of the professionalism of the management apparatus... The development of professionalism of management 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.

Stage three. Assessment of the activities of the management apparatus. The apparatus headed by the manager, which implements his ideas, is assessed from the standpoint of the quality and efficiency of labor.

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

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

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

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

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

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

Seventh stage. Evaluation of the effectiveness and efficiency of the manager. A methodology is applied to assess the development and implementation of solutions for the management of industrial and social activities, marketing, innovation and investment processes, ecology, and safety.

Effectiveness is considered as the level of achievement of the result corresponding to the goal of the decision.

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

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

All levels of management of the organization are assessed 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 they are fulfilled according to the formula:

where K e - efficiency coefficient;

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

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

The conclusion on the fulfillment or non-fulfillment of the performance indicator is given on the basis of comparing the actual value of the indicator with the baseline set annually by the order of the organization. Management of this type of activity is considered effective if there is a steady tendency for the indicator to improve.

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 of management of an organization (firm, corporation), standards for certain types of activities and on their basis - an integrated organization management system (KSUO), 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 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 structural diagram for assessing the effectiveness and quality of work is shown in Fig. eight.:

Rice. 8. Block diagram of the organization standard

The effectiveness of the organization's management is influenced by measures to improve the management system. It should be borne in mind that the changes and costs made and the results obtained can be completely different, not coinciding in nature.

The result from the measures taken can appear immediately or after some time, sometimes after a considerable 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.

Currently, due to the specifics of managerial work and the complexity of calculating its results and costs, the definition of many quality indicators, for example, qualifications, culture of managerial work, to assess the effectiveness of management is extremely difficult. Therefore, it is recommended to use a more consolidated and somewhat conditional assessment method. total savings from the implementation of measures for the scientific organization of managerial labor (EOB) by the following formula:

Eob = Ev + Eds + Eot – Z,

where Ev is the savings achieved due to the release of managers, rubles.

E ds - savings achieved due to changes in the job structure of managers in functional and production units, rubles;

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

З - the cost of implementing measures for the scientific organization of managerial work, rubles.

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

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

To assess the effectiveness of the manager's work, it is necessary to determine with the help of which forms and in what areas the activities of the manager and personnel are assessed. 3.1. Forms of assessing the activities of the manager What indicator can be used to assess the manager's contribution to the activities of the organization? Depending on the setting of the goal, when determining the result of the manager's activities, the appropriate forms of its assessment are selected (room 46). Currently, the most widely used are following forms manager's performance assessment: questioning, psychological audit, interview, graphological analysis, study personnel documents, evaluation tests.

Forms of manager assessment: questioning, psychological audit, interview, graphological analysis, study of personnel documents, assessment tests.

Based on the forms, the assessment of the manager's performance can be divided into two main areas. This is an assessment of the efficiency of a manager's work and an assessment of the qualities of a manager. Evaluation of the efficiency of a manager's work, in turn, is a complex process and consists of the following stages: evaluation of the manager's personal contribution to the activities of the organization; evaluation 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 are used by him every day in the process of analyzing and making managerial decisions, monitoring, and overseeing their implementation. During 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 assessing the activities of a manager 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 to specific gravity the wages of employees of the administrative apparatus in the cost of finished products or to measure the personal contribution using the indicator of output per worker, taking into account the complexity of labor and the quality of products. But in the end, the proposed options are reduced to their original purpose - the calculation of the costs of the enterprise for the maintenance of the management apparatus, which does not meet the set task - to determine the personal contribution of the manager. 3.2.

End of work -

This topic belongs to the section:

Management efficiency

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

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All topics in this section:

General idea
General idea. The implementation and improvement of the organization's management necessitate the determination of the effectiveness of this activity. In this regard, the question legitimately arises,

Factors for assessing the effectiveness of management
Factors for assessing 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 be done only when these factors are systematic

Management efficiency criteria and indicators
Management efficiency criteria and indicators. In assessing management the greatest difficulty represents an understanding of its result. Resources can be estimated, time is easy to measure, re is difficult to estimate

Economic performance evaluation
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

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

Social performance assessment
Social assessment efficiency. How can you characterize social performance? Assessment of social efficiency reflects the social result of management activities and characterizes the

Assessment of the manager's contribution to management efficiency
Assessment of the manager's contribution to management efficiency. How can you measure a manager's personal contribution to the organization? An interesting approach to assessing personal contribution was found in a Japanese corporation

Personnel labor assessment
Assessment of personnel labor. What is achieved as a result of personnel performance appraisal? Grade labor activity personnel is a purposeful process of matching results

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

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