Ministry of Education of the Russian Federation
Kursk State Technical University
Department of Economics and Management
I argue:
Head Department
Dr. Ekon. Sciences, professor
EN Kuzbozhev
"___" ___________ 2003.
COURSE WORK
According to the management of management systems
"Analysis of the management system providing subsystems"
Manager: Cand. ECON. Sciences., Associate Professor Evchenko A.V.
The work is protected "___" ___________200 g. Evaluation __________
Commission members:
Introduction 3.
1. Providing management subsystems: Composition and purpose 5
1.1. Composition of the management subsystem .. 5
1.2.The Technical Support System: Purpose, Content, Research. eight
1.3. Personnel support subsystem: appointment, content, research. eleven
2. Study of the subsystem of information support. 17.
2.1. Communication process .. 17
2.2. Information Support and its composition. Information flows .. 22
2.3. Sources of information and methods of research of information support .. 30
3. Example of graphic information models in practical analytical studies. 35.
3.1. Preparatory procedures ... 35
3.2. The construction of the graphic model .. 36
3.3. Analysis of the matrix of an information graph. 38.
Conclusion. 42.
List of references .. 44
The process of reforming the Russian economy set a number of urgent tasks to enterprises, the most important of which is the formation and development of the management system as a new management concept. It is known that large industrial enterprise - this is a complex production system consisting of large number interrelated elements. The management subsystems, including personnel, technical, information, are essential for the enterprise. In this regard, the need to study the specified subsystems in order to identify and eliminate their "bottlenecks" are topical.
The purpose of present course research: Examine research methods providing management subsystems.
The achievement of the goals is provided by the solution of the complex of interrelated tasks:
Consider providing subsystems, identify their relationship and the impact on the functioning and development of the enterprise;
Analyze the methods of researching information;
Investigate the flow of information flows in the real enterprise.
The course research object is providing management subsystems.
The subject of the study are methods for researching the organization and movement information flows.
In the course of this course research, scientific and educational literature was used, as well as articles from periodic press. Currently, despite the relevance of this problem, literature concerning this topic is very small.
In his article "Information Support of Management Activities" in the journal "Management Issues" A. Yanovsky reveals the principles of systematization of information flows and notes the importance information technologies in management.
While doing term paper The basis of the presentation of the material given in the textbooks "Organization of Management of Industrial Production" edited by O.V. Kozlova and S.E. Kamerecera and "Analysis and Evaluation of Management Systems at Enterprises" The author of which Melnik M.V. In these textbooks, issues of research of management systems in enterprises are considered, including a significant place is given to the study of management systems that provide subsystems.
However, the practical aspects of the study of management subsystems are not covered enough, which led to the implementation of this course work.
An analysis of the management organization is a comprehensive interconnected process of studying the structure and content of the management cycle, organization managerial labor, information, technical and mathematical support, composition of organs and management costs. Analysis is the first stage and the starting point for the development of any event improvement. It allows you to give the full characteristic of the elements, structural units and control system levels, evaluate their condition and justify directions further development. Depending on the goals and tasks, the analysis can cover different parts of the control system, have a different degree of detail and end in preparation different materials, but methodological basis And the initial analysis positions remain uniform.
The analysis consists of three interrelated stages of work:
Collecting information on the state of management organization, individual elements, processes and objects in the studied and similar industries;
Descriptions of the analyzed process or object using a system of indicators and establishing a connection between them;
Processing the generated indicators system various methods and receptions in order to solve the tasks.
Performing the first stage of analysis is a information and forming work. The second stage is related to the selection of the system of indicators characterizing the study of the management organization under study; Development of methods for measuring and describing their relationships. The third stage of work is carried out in different ways depending on the characteristics of the object being analyzed and the task assigned to the analysis with a different degree of use of high-quality and quantitative methods.
Based on the essence of the management organization, the following directions from the analysis can be distinguished:
Spatial - analysis of the structure and interaction of individual governing bodies, functional division of labor, etc. When analyzing a spatial organization, its relationships with a system of larger object, with adjacent objects, and often with relatively independent and disposable units of their own facility are also investigated (production units in industrial associations; enterprises and associations - in sub-sectors and industries);
Temporary - study of the process of training, making and organizing execution of decisions, studying the sequence of interaction of management units and linking work in time when implementing a specific program;
Elemental - analysis of the structure personnel composition management workers and organization of their labor, information, management techniques, organizing various management methods.
The management process can be considered in the statics, i.e., as frozen at some time, and in dynamics (taking into account movement and development).
An analysis of the management organization may have a full (comprehensive) nature or study some part of the system (thematic analysis); It can be global, affecting all the basic levels and control links, or local, touching one level or level.
One of the most important conditions for the integrity of the management system, its economy and ensuring the rational interaction of the spatial-structural, the process of its organization and economic management methods is the formation of it on a scientific basis providing subsystems: personnel, information and technical.
When analyzing and designing providing systems, the following tasks are resolved:
The composition of providing subsystems is justified;
Various methods of organizing individual providing elements of the management system are compared, primarily information and technology;
The degree of rational centralization by providing subsystems in the analysis of the management system and the ratio of the capacity of the internal providing subsystems and the use of centralized (sectoral, regional) organizations of the corresponding profile is determined;
Learn and selected rational methods elementary management organization;
Progressive methods for the interaction of control system elements in typical control processes and subdivision of management subsystems are determined.
The management of modern complex high-mechanized production can be quite effective only if it is equipped with a variety of organizational and computing equipment. The intensity of modern production and the vehicles of many technological processes, an increase in product quality requirements determine the objective need for organic inclusion of controls in the production process. Multiplicity of bonds between various elements and production sites determines the need for operational contacts between them, the choice of the most rational directions and forms of communication and equip them effective technician. The complexity of decisions taken in the process requires their multivariate development and choice of the most efficient option. This significantly increases the volume and complexity of management work and becomes almost real only when using high-performance management techniques.
The huge arrays of the registered, transmitted and processed information would require unjustified labor costs if appropriate technique would not be connected to help a person for this purpose. Storage and processing of information also need mechanization. The speed of obtaining and processing information turns its reserves from an unnecessary data archive into an active impact tool on the managed object.
Depending on the solvable management tasks, the following information and management technologies can be involved. Savings (Save labor costs, materials and financial resources, but do not have a significant impact on changing the state and level of functioning of the enterprise), mainly transmitting information from the source to the addressee to the addressee for the essence of the information transmitted and its use by the addressee. Rationalizing (covers not only the transmission functions, but also to a certain extent responsible for using information). Creative (Developing new knowledge, their transfer, processing, use to improve the control object).
Thus, the technical equipment of the management system is one of the essential conditions for improving the quality of management and reduce costs associated with it.
The technical equipment of the management processes requires significant capital investments and makes a significant change in the content of management work, presenting additional requirements for the preparation of managers of different ranks and specialists. The effectiveness of these costs largely depends on the organization of all work on the implementation and operation of management techniques. Technical management means include a variety of types of machines, mechanisms, instruments and fixtures.
The presence of even a significant amount of equipment cannot fully characterize the real level of technical equipment of management, since the use of individual species even a very progressive technique can occur with its small loading. Technique can be used not by direct destinationIt may increase the complexity of its service, as a result of which the management costs are growing without proper results. Moreover, new technique Management must be accompanied by changes in the information system, organization of management work and personnel qualifications, organizational structure Control apparatus. Improving equipment in the separation from other elements of the management system reduces its effectiveness and does not create a real technical support of the management system.
Under the technical support of the management system it is understood as equipping the processes of management of modern technical means, relevant to the methods used, the material and technical base of production and the methods of its organization and combined with all other elements of the management system.
The basic requirements for technical management are:
The complexity of mechanization and automation of management processes and certain types of work;
Proportionality of productivity of different types of equipment related to the control process;
Continuity of using technical means and movement of information flows;
Rhythmic work technique and all links of the management apparatus;
Efficiency of operation of management techniques.
These features of the technical base control characterize it as a system of certainly organized technical means.
Thus, it can be said that the level of technical equipment largely determines the entire management system.
Technical support analysis is one of the central partitions. general analysis Management organization. The purpose of analyzing the organization of technical support is: assessing the level of mechanization and automation of management processes and certain types of work; Determination of the degree of complexity of equipping the processes of management of technology; Identifying the compliance of the technical means to the nature of the mechanized control processes, i.e. rationality of its use; Evaluation of the use of cash technology, detecting excessive techniques and justifying the additional need for it.
Technical analysis based on data statistical reporting and operational accounting, which particularly characterize the composition and use of computing equipment in detail. When analyzing technical equipment, a system of indicators characterizing the state is widely applied. qualitative composition and the use of management techniques.
The main element of the management system is the frames of executives and specialists who head the work of people's teams, determining the direction of development of the enterprise and its divisions, put specific tasks for certain periods, provide prerequisite For their execution.
Management frames - the leading link of the entire management system. Frames form the entire control system, ensure its effective functioning.
The management personnel includes employees professional activity which are fully or mainly related to the performance of production management functions. Not all full-time managers of the control apparatus are controlled by the management personnel (for example, the driver's chauffeur). On the other hand, not all "managers" refer to employees of the management apparatus, such as a master. The main feature for the allocation of management personnel is personal actual and constant participation in the management of production.
When analyzing the role of personnel management, it is important to properly understand the role of the subjective factor in management.
As the separation of labor and its specialization in the field of management, various categories of workers are allocated.
There are various classification of management frameworks:
By official sign
In levels in the management hierarchy,
According to special education
By branches of social production, etc.
However, the basic classification is the classification of workers in the process of adopting and implementing solutions. On this basis, the management frames are divided into three large groups:
Leaders
Specialists,
Auxiliary personnel.
The main thing in the activities of the head is the adoption of management decisions. Only the manager is granted right on the entrusted site (object) to directly make decisions.
Depending on the volume and nature of the functions of the functions of the functions, managers are divided into:
Linear
Functional.
Linear leaders are fully responsible for the implementation of all functions for managing a specific production facility (shop, association, industry, etc.). Functional leaders, submitting directly to their linear manager, is simultaneously functional, i.e. According to some special issues, they obey the relevant higher functional leader.
The head is the key link of the production management system.
All leaders in the level of control system are divided into three groups:
Low level leaders,
Middle managers,
Supreme management leaders.
The heads of the headlines include brigadiers, heads of sites, shops, prohibitions, etc., as well as heads of divisions within the functional departments and services of units (associations). Heads of Industrial Associations and Director of Production Associations, Director of Independent Enterprises, as well as their functional substituents are considered by the heads of secondary level. The senior executives include managers of ministries and departments, their functional substituents.
The most numerous category of management frames are experts. Specialist managers include workers who take direct participation in the development of solutions, in the preparation and implementation of specific decisions. The main result of their labor is to create new information necessary for the implementation of management processes. The production system features a numerous category of specialists who are not related to the management process. These are technologists, designers, supplies, technical controllers, etc. They are related to industrial engineering personnel.
A numerous group is running in the control system. auxiliary technical personnel. This category of employees include: secretaries, typist, clerk, operators of engineering bureaus, accounts, accountants, drawers, freight forwarders, etc. These employees are responsible for timely technical processing of information - its streamlining, reproduction, issuance, shipment, etc. .
In the information support of the leaders, the level of their information culture and susceptibility of information is important. From the ability to competently work with information directly depends on the final result of managerial activity - the effectiveness and quality of labor processes. No less important is the quality of management information, which in turn directly depends on the qualifications of information workers. The main requirements for specialists who prepare information for the "first persons" and management managers are:
Fundamental training on the theory and practice of management;
Understanding the essence of the functional load of the relevant leader;
Knowledge of the management decision mechanism;
Professional skills in the preparation of management information and experience of business communication with managers;
Understanding that scientific and technical information for the manager is only information to reflection, because For adoption final solution On the implementation of certain innovations on a specific facility, it takes the most diverse information on the status and possibilities of their implementation, on the availability of material and human resources, on the possibility of obtaining a positive effect, on compliance with current legislation, etc. .
The specific composition of managing the management of a particular organ determines it regular schedule. The list approved in the prescribed manner and the corresponding structure of the authority of posts.
The system of working with personnel of management is a set of all activities related to the formation of management personnel and ensuring their effective functioning.
In conclusion, it should be noted that the main elements of the system of working with frames are:
Requirements for personnel,
Selection, assessment and placement of frames,
Preparation and increase of their qualifications.
The successful functioning of various management systems in a lot is predetermined by the right acquisition, training and training system of managing frames and specialists.
Analysis of the organization of the recruitment, preparation and advanced training of managers of specialists is necessary in modern conditions for the design of rational subsystems of personnel support of enterprises, associations.
In the process of analyzing the management organization, the degree of compliance in the organization of the principles of the selection and acquisition of managers and specialists is revealed. For this purpose, first of all revealed specific gravity Organized selection of personnel as the ratio of the number of managers and specialists involved in the team.
The degree of flow of frames of executives and specialists is also detected as the ratio of the number of employees who retired from the team own willing And without sufficiently valid reasons, to the average number of employees.
The degree of combination of young and old leaders and specialists is estimated by the specific weighing of young workers in the total composition of managers and specialists, as well as on individual categories. At the same time, the age centers of assigning workers to the number of young people differentiates depending on the rank of the head.
It often happens that the transmitted message turns out to be incorrectly understood and, consequently, the exchange of information is ineffective. John Maiser, an outstanding researcher in the field of management, indicates that, as a rule, only 50% of information exchange attempts leads to mutual consent of communicating. Most often, the reason for so low efficiency is to forget the fact that communication is a matter of .
In the course of exchange, both parties play an active role. The exchange of information occurs only if one side "offers" information, and the other perceives it. So that it is so, you should pay close attention to the communication process.
Communication process is an exchange of information between two or more people.
The main purpose of the communication process is to ensure an understanding of information that is the subject of exchange, i.e. messages. However, the fact of exchange information itself does not guarantee the effectiveness of communication participating in the exchange of people. To better understand the process of sharing information and the conditions for its effectiveness, the following stages of the process should be distinguished, in which two or more people participate.
In the process of sharing information, you can select four basic elements.
1. Sender, The person generating ideas or collecting information and transmitting it.
2. Message, Actually information encoded with symbols.
3. Channel, Information transfer tool.
4. Recipient, The person who is intended for information and which interprets it.
When exchanging information, the sender and recipient pass several interconnected stages. Their task is to make a message and use the channel for its transfer in such a way that both sides understand and divide the original idea. It is difficult, for each stage is at the same time a point in which the meaning can be distorted or completely lost. These interrelated stages are as follows:
1. The origin of the idea.
2. Coding and channel selection.
3. Transfer.
These steps are illustrated in Appendix 8 in the form of a simple model of the Communication Process.
Although the entire communication process is often completed in a few seconds, which makes it difficult to allocate its stages, it is necessary to analyze these steps to show which problems may occur at different points.
The origin of the idea. The exchange of information begins with the formulation of the idea or selection of information. The sender decides what a significant idea or message should be made by the subject of exchange. Unfortunately, many attempts to exchange information are broken at this first stage, since the sender does not spend enough time to think about the idea.
It is important to remember that the idea has not yet been transformed into words or did not acquire another such form in which it will serve the exchange of information. The sender decided only, what kind of concept he wants to make the subject of information sharing. To exchange effectively, it must take a set of factors.
Coding and selection of the channel. Before passing the idea, the sender should coding it using characters by using for this word, intonation and gestures (body language). Such coding turns the idea of \u200b\u200bthe message.
The sender must also select a channel compatible with the character type used for coding. Some well-known channels include transmission of speech and written materials, as well as electronic communications, including computer networks, email, video tapes and video conferencing. If the channel is unsuitable for the physical embodiment of characters, the transmission is not possible. The picture is sometimes worthy of thousands of words, but not when transmitting messages by phone. Similarly, a simultaneous conversation with all employees immediately. You can send memorable notes that predict the meetings of small groups to ensure an understanding of the message and encouragement to the problem.
If the channel is not too complied with the idea of \u200b\u200bthe origination in the first stage, the exchange of information will be less effective. For example, the head wants to warn the subordinate of the disappearance of the security admitted to the last serious violations, and does it during a light conversation for a cup of coffee or sent him a note on the occasion. However, on these channels, it is likely possible to transfer the idea of \u200b\u200bseriousness of violations as efficiently as an official letter or at a meeting. Similarly, the direction of the subordinate note on the exclusiveness of its achievement will not transmit the idea of \u200b\u200bhow important the contribution to work is, and will not be effective as a direct conversation with the subsequent official letter with the expression of gratitude, as well as award.
The message should not be limited to the only channel. It is often desirable to use two or greater number of communications in combination. The process is complicated because the sender has to establish a sequence of using these funds and to determine the time intervals in the information transfer sequence. However, studies show that the simultaneous use of interchange tools and written information is usually more efficient than, let's say, only the exchange of written information.
BROADCAST. At the third stage, the sender uses a channel to deliver a message (encoded idea or a set of ideas) to the recipient. We are talking about the physical transmission of the message that many people by mistake and accept the process of communications. At the same time, as we have seen, the transfer is only one of the most important steps through which you need to go through to convey the idea to another person.
DECODING. After sending the message by the sender, the recipient decodes it. Decoding - This is the translation of the sender's symbols in the thought of the recipient. If the characters selected by the sender are of exactly the same value for the recipient, the latter will know what the sender had meant when his idea was formulated. If the reaction to the idea is not required, the process of exchanging information should be completed.
However, for a number of reasons, the recipient may give a slightly different than in the head of the sender, the meaning of the message. From the point of view of the head, the exchange of information should be considered effective if the recipient has demonstrated an understanding of the idea, making actions that the sender was expected from him.
Before discussing various obstacles to the exchange of information, you need to learn two important concepts - feedback and interference.
FEEDBACK. If there are feedback, the sender and the recipient change communicative roles. The initial recipient becomes the sender and passes through all the stages of the information exchange process to transfer its response to the initial sender, which now plays the role of the recipient
Feedback can contribute to a significant increase in the efficiency of exchange of management information. According to a number of studies, bilateral exchange of information (with features for feedback) compared with one-sided (there is no feedback), although it takes slower, nevertheless, more effectively removes stresses, more accurate and improves confidence in the correctness of the interpretation of messages.
NOISE. Feedback noticeably increases the chances of an effective exchange of information, allowing both parties to suppress noise. In the language of the theory of information transfer, noise is called what distorts meaning. Sources of noise that can create obstacles on the exchange of information vary from language (in verbal or non-verbal design) to differences in perception, due to which the meaning may change in the encoding and decoding processes, and to differences in the organizational status between the head and subordinate which may make accurate information transmission.
Defined noises are always present, so at each stage of the process of information exchange occurs some distortion of meaning. Usually we will manage to overcome the noise and transfer our message. but high level Noise will definitely lead to a noticeable loss of meaning and can fully block an attempt to establish an informational exchange. From the position of the head, it should determine the decline in the degree of achievement of goals in accordance with the transmitted information. In Appendix 2, the information exchange process is represented as a feedback system and noise.
The implementation of the requirements for analyzing the management organization, largely depends on the quality and amount of information about the state of the analyzed object. Information must be necessary and sufficient, objectively characterize the management organization using quantitatively specific characteristics.
The main sources of obtaining information about the current management organization and the trends of its development are currently the following.
The first source is reporting data and the current year. This source makes it possible to identify the number and composition of employees engaged in the management apparatus, the amount of management costs, the cost of organizational and computing technology.
The second source is the study of the policy documentation (orders, orders, protocols of meetings, materials on verification of execution, reports of individual units, etc.).
Third source - Special surveys. This source is currently the main one.
Currently, data on the workability of material and real elements of the control system are important. The object of observation in this case is a separate object - a computing machine, a multiple installation, any document.
An important source of data on the management of management is to conduct special surveys of employees of the management apparatus or a team of the corresponding division of the managed object.
These information sources do not exclude each other. They must be combined, complementary and enriching the received different methods Material.
Currently, several information support techniques are successfully used. They differ in the accepted characteristics of the number of information (symbols, records, grafins, documents, etc.), methods and analysis tools. The most designed methods can be considered the following methods.
1) The method of matrix modeling of data development processes, tested on machine-building enterprises.
2) Grafoanalytic method for studying information flows, tested at metallurgical factories.
3) Description of information flows in the form of a graphic type of wood.
4) The method of information links of planned calculations.
5) The method of research analysis of management tasks, developed on the identification of "short" flows.
These methods proceed primarily from the total quantitative characteristic of the information.
Each of these methods has its own scope: Some are convenient for describing information links between divisions, others - between groups of tasks, individual tasks and groups of elementary procedures.
The most complete and detailed reflection and analysis of information flows can be obtained using information models that are developed as matrix models. At the same time, various matrices are used - material processes and document management, document management and composition of solutions and tasks at a specific level of management, according to certain groups of tasks, different levels Management and others.
More often than others are used models in the form of matrices and graphs. Both of these methods involve the allocation in the information system in the form of independent components of the source, intermediate and end data. This allows you to study them in isolation, which is of fundamental importance for the need for the need for external and internal information.
Circulating information stream models can be built in different optionsBut as basic matrices are the dimension of the "document to the document", "indicator on the indicator". At the same time, documents can be considered as unified blocks.
In classic form, matrix models are designed to analyze classification links. But they are also acceptable to study the main characteristics of the information support of the management apparatus, because they allow to show different groups of species and sources of information and contribute to the more complete identification of actual security and the possibility of improving the tasks of different types.
The graph-analytical method of studying information flows is based on the representation of their information graph and analysis of its armed matrix. Counts can be built at the level of documents, at the level of components (source, intermediate and external data) and on a synthetic level (source and intermediate data, external and functional results).
On the basis of grafanalytic models, it is possible to identify the number of species of the original, intermediate and efficient information used and obtained during the problem of solving the problem, the frequency of use of various information data, the actual use of each indicator in operation.
Having the graphs of the main tasks and procedures solved during the control process, it is possible to obtain the arrangement matrix of graphs, indicating the relationship between tasks and documents used in the control. The graph of each task and a specific level of control allows you to establish a rational information continuity, the possibility of using intermediate and final results of this task for others.
Structural graph can be used to calculate the amount of information.
These techniques for analyzing information support in aggregate make it possible to consider all parties to the semantic aspect of the analysis.
The most fully analysis of the information support can be carried out when constructing and analyzing the block diagram of information carriers in the form of an information graph.
When justifying information flows, it is necessary to consider:
Information movement within the information support itself (from the block to block);
The relationship and continuity of information in the technological procedures of one functional subsystem and between independent functional units;
Hierarchical direction of information movement;
The focus and types of output information.
For this purpose, information models of objects and processes occurring in them are successfully used. ASUP creates the possibility of transition from building information models for individual functions and controls to build an information model of the control as a whole and for the enterprise.
The preparation procedure for solving a group of tasks or a separate task implies a preliminary determination of the composition, sequence and relationship of the structural components of information flows providing the solution process. The structural components of the flow include input and output documents (functional analysis level), arrays of the original, intermediate and output information (elemental level of analysis), considering the dedicated levels by independently or integrating them into a single scheme.
For fixed in the composition and content of information flows in the automation object, constant composition and interaction of elements of the ACS and the problems of tasks, the structure of information flows in the system will generally be unchanged. The sequences and relationships of the defined structural components of the streams are constant and can be found once. To automate the process of analyzing information flows, it is necessary to create an appropriate information model. To this end, it is convenient to use the apparatus of the theory of graphs.
Imagine the structural components of the flow streams in the form of a vertex of the oriented graph G \u003d (M, V), the arcs of which reflect their links among themselves. Each pair of Mi and MJ vertices is connected by an arc directed from Mi to MJ only if there is a transition of information from Mi to MJ.
Using the properties of graphs, it is possible to obtain a number of important characteristics of the studied information flows in the system.
We form the power matrices of the adjacency R, R 2, ..., R n and the total matrix R \u003d S n n \u003d 1 R n. The analysis of the matrices allows you to set the following stream properties. Order components MJ is determined by the largest path connecting Mi with MJ. It is equal to the degree of n matrix of the adjacency R n at which S i rj \u003d 0. The maximum value of the component component MJ is determined by the largest path from Mi to MJ for the entire information graph. The initial data is highlighted in equal to zero amounts of the elements of the argenty matrix column. With the equality, zero the amounts of the line I elements are highlighted output. The values \u200b\u200bS i R j\u003e 0 and S j R i\u003e 0 are equal to the number of components that are part of the MJ, and the number of results in which MI is included. The element R ij matrix of the adjacency degree n is equal to the number of paths n, binding mi and mj. Elements r ij matricesr sum give full number All paths from Mi to MJ without changing the length of the path.
The elements of the column are not equal to zero matrix R sum equal to zero, allow you to identify all the components that form MJ on all data pathways. Non-zero elements I strings indicate the results in the formation of which the MI element is used.
Using the adjacency matrix R and the value of the order you can determine the storage duration of the components that are intermediate with respect to the output.
The algorithm for analyzing information flows is presented in general In Appendix 9. Modifying the algorithm, you can get almost all the characteristics on the interaction of elements in the ACS model. The fragment of the real model illustrating the volume and complexity of the relationship of the system elements is given in Appendix 10. For clarity, only individual information arrays is included in it, and functional tasks. For this reason, some of the most significant links between the elements on the input and output information are allocated on the fragment.
Information graphs and the corresponding adjacency matrices can be used to determine the amounts of information on problems, groups of tasks, subsystems, the system as a whole and according to any other structural components of the graph.
As shown above, the volume of data entered into the system is quite large, therefore, their effective organization at the engine level is relevant. Analysis of information for obtaining source data in order to build or reconstruct the created information fund is conveniently carried out on the considered graph model within a single analysis algorithm. It is recommended to analyze the following relationships:
Review the number of tasks in which this indicator is used. According to this information, the data duplication coefficient is calculated in the event of an organization of individual arrays with source data for each task;
Calculate the matrix of the joint occurrence of pairs of indicators in tasks, the elements of which show the number of tasks in which the corresponding indicators are used together. Such indicators can be combined and used in general for them by the information array of the Unified Information Fund;
Determine the number and list of tasks in which this indicator is encountered together with other indicators, as well as the number and list of indicators. This will allow you to identify the groups of indicators that are used only together and are not used apart in any task.
The process of grouping indicators for tasks can be formalized, introducing a communication ratio between groups into consideration. Communication ratio is calculated by the following formula:
In the course of this course, the goal was achieved: the methods of studying methods providing subsystems of management were studied. To achieve it, chapter 1 considers providing management subsystems, their relationships and the impact on the functioning and development of the enterprise are established.
Thus, it can be said that in modern conditions from the manager it is required:
In-depth knowledge of the technique, technology and production organization;
Expansion of economic knowledge;
The ability to manage "new".
In turn, it should be noted that the greatest effect of the application of the office equipment is achieved when they are used comprehensively. Technique should be applied at all levels of management, at all stages of preparation and decision-making.
Since practically any managerial activity is inextricably linked with the collection, storage, processing and transfer of information, in chapter 2 of the course research the content and structure of the subsystems of management information support are studied, as well as properties and requirements for information. In addition, in the course work, the methods of researching information in the enterprise are considered and analyzed. They are as follows:
1. Metrix modeling method;
2. Grafoanalytic method for researching information flows;
3. Description of information flows in the form of wood type graphs;
4. Method of information connections;
5. Method of research analysis of management tasks.
Chapter 3 of this work describes in detail the grafoanalytic method for studying the flow of information and the construction of the corresponding arrangement matrix. For clarity, a fragment of the real model of the theory of graphs is given and some of the most significant links between the elements of the input and output information are highlighted.
Thus, during this course, the importance of research and analysis was proved by various methods providing subsystems for the management and use of research data for improving the management system under conditions of variability and rigidity external environment.
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The control system combines linear, target, functional and providing management and corresponding interrelated management subsystems: general linear, target, functional and providing.
In the general linear management subsystem All the overall management activities of the heads of the Organization, which have the right to make final decisions towards their subordinate personnel and for the results of which they must be responsible.
Target subsystems: 1 - quality management; 2 - managing the implementation of the production plan and product supply plan; 3 - regulating costs and resource management; 4 - management of production and management improvement; 5 - management of the social development of the collective; 6 - environmental protection.
Complex functional subsystems:1 - production management (organization of main, providing and servicing production; operational management of production; 2 - technical guidelines (organization of work on standardization; management of technical preparation of production; management of technological processes; organization of metrological support; technical control and product testing); 3 - Economic leadership (promising and current technical and economic and social planning; labor organization and wages; organization of financial activities; Accounting and reporting; economic analysis); 4 - manuals of foreign bonds (logistical supply; product sales); 5 - Guides in capital construction (own and contractor): 6 - manuals of personnel and creative activities of the labor collective (organization of work with personnel; organization of creative activities of the labor collective).
Providing subsystems: 1 - equipped with technical means and office equipment; 2 - office work; 3 - Organizations and regulatory management; 4 - management information; 5 - legal support; 6 - household services.
General management functions in the management system subsystems: forecasting and planning; organization and coordination of work; Motivation (activation and stimulation); performance; regulation; control; accounting; analysis.
6. Production management methods
Production management methods - This is a combination of methods and techniques of management activities aimed at carrying out functions and tasks facing each cell of production. Management Methods are the main content of management activities. With their help, the head affects the consciousness and emotions of people, achieving the greatest labor activity in solving the tasks facing the team.
Socialist production uses the methods of organizational and administrative impact, material and moral incentives, socio-psychological impact.
Organizational and administrative impact It is a clear definition of a production task and its deadlines, timely provision of everything necessary for work. Organizational tasks also include selection of people, distribution of work, taking into account the individual characteristics of each, systematic verification of execution. Organizational measures are based on the administrative rights of the head, the orders of which are mandatory for subordinates. Failure to comply with these orders entails certain administrative sanctions.
Material and moral stimulation It is aimed at creating the interest of workers in fulfilling the labor task. Stimulate labor means to implement a set of measures, thanks to which, and in its very process, people satisfy their own needs.
Material stimulation is achieved First of all, by establishing strict compliance between the amount and quality of labor, on the one hand, and the amount of payment is on the other. The stimulating effect of payment is the greater, the more clearer and visually the correspondence. The clarity of the task, a clear understanding of the payment system is required for the effectiveness of material incentives.
In the brigade organization of labor, it is especially important that the amount of payment of the employee correctly reflects both the general outcome of the work of the team and the employment of each. If payment is made without proper accounting of individual labor participation, dissatisfaction with the most qualified members of the brigade is inevitable, the reduction of their labor activity, the overall reduction of interest in the growth of qualifications. However, if a significant part of workers believes that differences in the size of the labor participation coefficient (CTU) are excessive, then tension occurs, the performance falls, the fluidity of frames is growing.
Moral stimulation is carried out An explanation of the social significance of the work performed, the publicity of the socialist competition, awarding the winners.
To achieve the unity of material and moral stimulation, to ensure the unity of criteria for material and moral incentives, take care of the moral validity of all types of incentives, to support moral remuneration to material rewards.
Decisive factor social and psychological impact - The effect of the team. Facilizing the growth of the collective cohesion, skillfully directing public opinion, the head seeks to create a healthy moral and psychological climate. Moral norms of such a team are mandatory for all its members and coincide with the principles of socialist morality.
Various control methods are closely interrelated. Good (organization of work, timely preparation of production, uninterrupted provision of materials and tools, serviceability, the correct placement of people, strict adherence to the socialist principles of labor payment, the use of collective forms of wages on the final result contribute to the healthy psychological climate of the site. At the same time, the team's cohesion is significantly Facilitates the problem of labor organization problems.
Manual methods can not be opposed to each other. The greatest effect gives their integrated use. The head must skillfully combine the techniques, correctly determine their proportion depending on the specific conditions.
Target subsystem Consists of the following components (Persons):
1. Improving the quality of goods manufactured and services performed;
2. Resource saving in stages life cycle manufactured goods;
3. Expansion of the market for goods;
4. Organizational and technical development of production;
5. Improving the quality of the goods service;
6. social development collective and environmental protection natural environment (OPS).
The listed components (s) are aimed at fulfilling the three objectives of the organization: increasing the competitiveness of goods and organizations issued (this goal is performed 1, 2 and 5); improving the efficiency of the organization (soda 1, 2 and 3); Complex development of the organization (soda 4 and 6).
The management in each target subsystem is determined by the object of control, its goals and indicators of achieving goals, specifics of the control mechanism, the composition of special control functions and their distribution by functional subsystems (head bodies), the composition of the tasks for each special function and their distribution to the management authorities, organization The interaction of management bodies in the implementation of special control functions, the interaction of this target subsystem with other target subsystems.
The relationship of target subsystems. The enterprise management system, like the production system itself, is integral-separate. The target subsystems are interrelated. These bonds are implemented in the structure of SU is the release of multipurpose special functions and horizontal relationships in the functional subsystems and a linear guideline subsystem.
6. Internal enterprise environment: management and managed enterprise subsystems.
Under the control subsystem of the control, you can understand the part of it that develops, accepts and broadcast management decisions, ensures their execution, and under the controlled one that perceives them and implements in practice. In the conditions of management hierarchy, most of its links, depending on the specific situation, may belong to the controlling the managed subsystem.
At the head of the control subsystem, it is its guide (central link), carrying out managerial effects. He can be individual (head) or collective (board of directors joint Stock Company). The control subsystem also includes mechanisms for its impact on managed - planning, control, stimulation, coordination, etc.
In order for the interaction between managing and managed subsystems, a number of conditions must be effective.
First, they must correspond to each other. If there is no such conformity, they will be difficult to "dock", they will not be able to understand each other in the process of work, and, consequently, to realize their potential opportunities. It is easy to imagine, for example, such a case when a person himself is smart and capable, becomes a leader in the field of activity that he myself is bad. It is clear that the decisions made by him will be lowered for subordinates, and the latter will not be able to work with the necessary impact.
Moreover, the control and managed subsystems must be compatible with each other so that their interaction does not generate negative consequences that could lead to the inability to perform their tasks. So, if the head and subordinate will not be compatible psychologically, sooner or later, conflicts will begin between them, which will have the most negative influence on the results of work.
Secondly, within the framework of unity, the control and managed subsystems must have relative independence.
The central control link is not able to provide all necessary actions in specific situations due to the remoteness from the place of events, ignorance of the details, the interests of the object and its possible psychological reactions, especially in unforeseen circumstances. Therefore, the decisions taken at the top cannot be optimal.
Thirdly, the control and controlled subsystems must be carried out among themselves bilateral interaction based on the principles of feedback, in a certain way reacting to management information obtained from the other side. This reaction serves as a guide to adjust the subsequent actions that provide the adaptation of the subject and the control object not only to change the external situation, but also to the new state of each other.
Fourth, both manageing and managed subsystems should be interested in clear interaction; One - in the return of the commands necessary in this situation, the other - in their timely and accurate execution. The ability to manage the person is due to the readiness of the object to follow the receiving commands.
Such a situation arises when the personal goals of the participants in the management process will coincide and at the same time correspond to the objectives of the management object. Therefore, the ability to achieve their goals should be directly dependent on the degree of achieving the objectives of the management object arising from its needs.
The listed factors should ensure the controllability of the object characterized by the degree of control, which control subsystem Carries out in relation to it through the managed.
The control system must be effective, which involves: efficiency and reliability, quality of decisions; minimization of time-related time costs; Economy general costs and expenses for the content of the management apparatus, the improvement of technical and economic indicators of the main activity and working conditions, the share of management workers in all personnel of the organization.
The controlled subsystem (object) consists of the following components: strategic marketing; innovative management; financial management; organization of production; tactical marketing; Organization of consumer services of goods.
The control subsystem (subject) consists of the following components:
· Management of personnel in the organization;
· Development of rational management decisions;
· Operational management of solutions.
7. The main content of the production processbut
The production process is a set of all the actions of people and labor instruments necessary for this company For the manufacture of products.
The production process consists of labor and automatic processes, as well as natural processes that do not require, as a rule, labor costs (for example, time to cool the castings, aging of blanks). On machine-building enterprises producing complex products, production processes are very diverse. To organize them rationally, it is necessary to classify production processes on the most important features.
1. Depending on the purpose, the main, auxiliary and serving production processes are allocated.
The main production processes are intended to directly change the form or condition of the material of products, which is in accordance with the specialization of the enterprise inventory. For example, in the automotive association, these are the processes of manufacturing parts of the car and assemble from them nodes, units and a car as a whole, on the tool plants is the manufacture of the instrument. The combination of basic production processes forms basic production.
The auxiliary production processes are the processes, as a result of which products are obtained, usually used at the enterprise itself to ensure the normal functioning of the main processes. An example of auxiliary production processes is the manufacture of technological equipment, mechanization and automation means own production, spare parts for the repair of existing equipment, production at the enterprise of all types of energy (electricity, steam, gas, etc.). The combination of auxiliary processes forms auxiliary production of the enterprise - instrumental, energy, repair, etc. The task of auxiliary production is a qualitative and timely provision of the main production by all means of technical equipment and energy carriers, an increase in the technical level of the main production.
Service-based production processes provide basic and auxiliary processes with the services necessary for their normal functioning. The service processes include, for example, transport and warehouses. The totality of serving processes forms serviced farms - transport, warehouse and others who provided uninterrupted work Basic and auxiliary production. As a result of these processes, products are not created, and only services are performed.
Thus, the composition and relationship between the basic, auxiliary and serving processes form the structure of the production process.
2. Depending on the nature of the technological operations performed
discern the procurement, processing and assembly production processes. Alloy, welded, wrought blanks can be obtained as a result of procurement processes. Cutting processing, thermal processing of parts is processing production processes. Assembly processes provide assembly of nodes and machines, their packaging.
3. The separation of functions between man and machine (mechanism) allows you to select manual, mechanized, automated and automatic production processes by the degree of automation. Manual (non-mechanized) processes are performed by workers without the help of mechanisms, such as plumbing work, manual layout of the workpiece, etc. Mechanized processes are performed by the working (operator) using means that reduce the magnitude of physical exertion, for example, work on a universal turning and screw machine.
Automated processes are partially executed without the participation of a person, followed by only the observer function, for example, work on a semi-automatic machine. Automatic processes completely release the worker from performing operations, leaving behind it the observation function of production, loading blanks and unloading finished parts.
In the conditions of competitive struggle for the markets of raw materials and sales of products, the problem of improving enterprise management efficiency is sharpened. There is a need to create in enterprises of qualitatively new, rational management systems, which are adapted and practically prepared for the conditions of activity in the environment of a competitive struggle.
The company's management must be mobile, dynamic, quickly responding to constant changes in market conditions. Therefore, one of the conditions efficient work Enterprises are the use of innovative management subjects management mechanisms. Due to this, you can install internal and external Relations Between organizations of related areas of production, to improve the activities of all parts of the manufacturing process, increase labor productivity - from a simple worker to the head, all this is achieved in the introduction of effective economic management mechanisms in the enterprise.
In a broad sense, the enterprise management system includes socio-economic, organizational, motivational, administrative influence on workers, which will lead to the achievement of both short-term and strategic tasks that are facing the enterprise and its administrative staff. To manage the management of the business entity positive effect In the short term, it is necessary not only to apply standard mechanisms for management (statistical, economic), as well as the progressive experience of managing various forms of enterprises. The introduction of progressive technologies is relevant, the use of new management methods production process, improvement and expansion of the organizational structure.
Each socio-economic system is the unity of two subsystems: managed and managing. The control subsystem (management subject) represents a combination of management bodies and its individual workers who carry out a targeted impact on the managed subsystem.
In order for the interaction between managing and managed subsystems, a number of conditions must be fulfilled:
Compliance with each other and the tasks they decide (for example, to have homogeneous professions, a break in the level of education of not more than 2 orders).
Bilateral interaction on the principle of feedback (the exchange of information is to lead a car with tied eyes. The control subsystem not only affects the managed, but also adapts to it.
Moreover, the control and controlled subsystems must be compatible with each other so that their interaction does not generate negative consequences that could lead to the inability to perform their tasks. So, if the head and subordinate will not be compatible psychologically, sooner or later, conflicts will begin between them, which will have the most negative impact on the results of the work.
In the framework of unity, the control and managed subsystems must have relative independence. The central control link is not able to provide for all necessary actions in specific situations due to the remoteness from the site of events, ignorance of the details, the interests of the object and its possible psychological reactions, especially in unforeseen circumstances. Therefore, the decisions taken at the top cannot be optimal.
The control and controlled subsystems should be carried out between themselves bilateral interaction based on the feedback principles in a certain way reacting to management information obtained from the other side. This reaction serves as a guide to adjust the subsequent actions that provide the adaptation of the subject and the control object not only to change the external situation, but also to the new state of each other.
Both control and managed subsystems should be interested in clear interaction; One - in the return of the commands necessary in this situation, the other - in their timely and accurate execution. The ability to manage the person is due to the readiness of the object to follow the receiving commands.
The control subsystem consists of two parts: the production management and the processes of further improvement of both the production and the control subsystem itself. The management subsystem includes enterprises management, specialists, management bodies.
The following methods of the control subsystem are distinguished:
Planning (defines the prospects for the development and future state of the system);
Regulation (aimed at maintaining and improving the established mode of operation of the enterprise);
Accounting and control (obtaining information on the state of the control subsystem).
The need to have these methods in the system is based on the entity of management and the need to perform the corresponding functions.
The control subsystem includes:
The control mechanism is a combination of funds and methods of impact on the activities of people and organizations in general;
Management functions are special view management activities, with which the management entity affects the managed object;
The control process is the operation of the management system or the implementation of the control functions in a certain sequence;
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;
Development mechanism - requires the introduction of a new, progressive, permanent anti-tailed phenomena that is inhibited further development.
The control subsystem is based on two leading principles: hierarchy and feedback. The principle of hierarchy is to create a multi-stage management system, in which primary production links are managed by organs under the control of the following levels. Those in turn obey and control the following authorities, etc.
The control subsystem continuously sends information to the managed subsystem in the form of management solutions. The basis for the generation of management solutions is the information of the managed subsystem and information coming from the external environment. Under the influence of solutions, interaction between the elements of the system is carried out.
The functional and organizational elements of the control subsystem include:
Production technology;
Methods of production organization;
Production structure.
The resource elements of the control subsystem include:
Information;
Technical means;
Labor objects;
Production staff (team of enterprises, employees).
Any organization is complex social systemconsisting of two elements - manager and manageable. Being a subsystem organization as a whole, the control element simultaneously represents a very difficult education itself.
Structural management system consists of managing and managed subsystems, (the boundaries between them are very conventional), in the unity of forming a management subject, as well as mechanism of their interactioncomprising a set of powers, principles, methods, rules, norms, procedures regulating the procedure for implementing management Action towards control object. The system approach requires to consider the subject and the management object as a single whole and in relationship with the external environment.
Under control subsystem Control systems understand the part of its part that produces, accepts and broadcast management solutions, ensures their execution.
Under managed Understand the one that perceives them and implements in practice.
In the conditions of management hierarchy, most of its links, depending on the specific situation, may belong to the controlling the managed subsystem.
The head of the control subsystem is its guide (central link), personifying management impacts. He may be individual (head) or collective (Board of Directors of the Joint-Stock Company).
The control subsystem also includes the mechanisms of its impact on the managed - planning, control, stimulation, coordination, etc.
The controlled subsystem includes elements of the control object.which perceive the control effects and convert the behavior of the object, as well as the mechanism of interaction between these elements (personal interests, employees, their relationship, etc.).
Typically, the control subsystem is less controlled and difficulty below; But it is more active, dynamic. The controlled subsystem, on the contrary, has a large inertia, to overcome which is usually needed considerable energy. This system refracts managerial solutions in accordance with its specificity, which largely determines the effectiveness of their implementation.
If the Office is official, then its subject is organizational and legally issued in the form of a post or a set of posts forming the Department of Management (Management Authority). Otherwise, the subject may be a separate person, or a group of people who are not related to formally with those or other positions. The main thing here is that the management entity generates decisions that regulate the functioning of the management object.
From the control subject it is necessary to distinguish subjects of management activities - Living people in which management relations are personally responsible - managers and staff of the device.
In order for the interaction between managing and managed subsystems, a number of conditions must be effective.
Firstly, they must match each other. If there is no such conformity, they will be difficult to "dock", they will not be able to understand each other in the process of work, and, consequently, to realize their potential opportunities. It is easy to imagine, for example, such a case when a person himself is smart and capable, becomes a leader in the field of activity that he myself is bad. It is clear that the decisions made by him will be lowered for subordinates, and the latter will not be able to work with the necessary impact.
Moreover, should be compatible friend from friendSo that their interaction does not generate negative consequences that could lead to the inability to perform their tasks. So, if the head and subordinate will not be compatible psychologically, sooner or later, conflicts will begin between them, which will have the most negative impact on the results of the work.
Secondlywithin the framework of unity control and managed subsystem must have relative independence. The central control link is not able to provide for all necessary actions in specific situations due to the remoteness from the site of events, ignorance of the details, the interests of the object and its possible psychological reactions, especially in unforeseen circumstances. Therefore, the decisions taken at the top cannot be optimal.
Thirdly, The control and controlled subsystems must be carried out among themselves. bilateral interactionFounded on the principles of feedback, in a certain way reacting to management information obtained from the other side. This reaction serves as a guide to adjust the subsequent actions that provide the adaptation of the subject and the control object not only to change the external situation, but also to the new state of each other.
Fourthboth manageing and managed subsystems should be interested in clear interaction; One - in the return of the commands necessary in this situation, the other - in their timely and accurate execution.
The ability to control the subject is due to the readiness of the object to follow the incoming teams.
Such a situation arises when the personal goals of the participants in the management process will coincide and at the same time correspond to the objectives of the management object. Therefore, the ability to achieve their goals should be directly dependent on the degree of achieving the objectives of the management object arising from its needs.
Listed factors should provide controllability The object characterized by the degree of control that the control subsystem is carried out with respect to it through the managed.
Controllability It is manifested as a reaction of a subordinate, managed subject of the subject or the control system as a whole to the control effect. It may have the form of relevant requirements, inaction, counteraction, formal actions, that is, is characterized by readiness to fulfill the requirements of manual and cooperation. Handling depends on such circumstances as knowledge and experience of personnel, compliance with the type of management of the internal and external situation, the sufficiency of the authority of the head, socio-psychological climate.
As part of the management system between its management and managed subsystems, there are the most diverse ties: direct and indirect; major and secondary; internal and superficial; constant and temporary; Pretty and random. Through these relationships Mechanism of controlSuch a combination of funds and methods of impact on a managed object in order to enhance it, as well as the motives of personnel behavior as its most important element (interests, values, installations, aspirations).
Control mechanism Must meet the objectives and objectives of the object, the real conditions of its functioning, provide reliable, balanced methods of influence on the object, and have opportunities for improvement.
The control system must be effectiveWhat suggests: efficiency and reliability, the quality of decisions made; minimization of time-related time costs; Saving common costs and expenses for the content of the management apparatus, the improvement of the technical and economic indicators of the main activity and working conditions, the share of management workers in all organization personnel.
The effectiveness of the management system can be enhanced by more reliable inverse relations, timeliness and completeness of information, accounting for the socio-psychological qualities of participants, ensuring optimal size divisions.