Organizational management tools. Organizational Project Management Toolkit

Project: concept and essence of the project. Organizational Project Management Toolkit

2.1 Types of organizational tools

The first part briefly reviewed the nature of the project and the related activities. At the same time, the question of structuring work to achieve the goals of the project was raised. Obviously, such an activity, as noted above, serves to increase the efficiency of project activities in various parameters (cost, timing, etc.). Among the elements of project activities, one can also name organizational tools. The following types of organizational tools are distinguished http://tww48.narod.ru/slides_03/PM_03.files/frame.htm#slide0040.htm:

1. network matrices (higher level of scientific development of "network diagrams"):

Represent the entire process of the project in a visual form,

· Identify the composition and structure of work, and acceptable means and methods of their implementation;

· Analyze the relationship between performers and work;

· Prepare a scientifically substantiated coordinated plan for the implementation of the entire complex of works on the project for more efficient use of available resources and reduction of terms.

2. matrix of division of administrative tasks of management (RAZU):

· Using this matrix in the project management system, it is possible to divide the responsibilities, rights and responsibilities of all project participants in the project team and, on this basis, build an organizational and dynamic structure and information system.

3.information technology model (ITM):

· Helps to design a project management technology, that is, fixing the sequence and relationship of the solution of management tasks.

Power in the organization. Characterization of power channels

We have already said that the power that a leader has is not necessarily the power of his office, that there may be other opportunities to influence people. Indeed, various typologies of power are known in management ...

Quality management tools as a factor in business investment strategy in the context of global competition

The quality management system is such a system, the effective work of which is impossible without reliable and objective information. This information allows you to make the right decisions related to product quality management ...

Investigation of factors influencing human behavior in the organization

More and more attention is paid to the practice and theory of modern management on the role of a person in management and organizational activities. The person is seen as the key resource of the company ...

Corporate financial and resource management system of the enterprise

Financial performance indicators characterize the absolute efficiency of the enterprise. The most important among them are profit indicators ...

Organizational behavior

In the work of American researchers Newstrom and Davis, four models of organizational behavior are identified: authoritarian, guardianship, support, and collegial. The authoritarian model is power-based, power-oriented ...

Organizational design, its purpose and methods

The organizational modeling method is the development of formalized mathematical, graphic, machine and other representations of the distribution of powers and responsibilities in an organization, which are the basis for building ...

Features of certification of personnel at the enterprise

Features of the conflict in the organization

The basis of any organization is people (collective), and without them the functioning of the organization is impossible ...

As a result of the study of the professional activity of the psychologist of the OJSC Regional Rehabilitation Center, an analytical professiogram was drawn up for this position (Appendix A). Based on the purpose of this work ...

Development of an algorithm and tools for identifying the professional competence of an organization psychologist

1. Methods of obtaining information about a person As a rule, before the organization makes a decision to hire a candidate, a candidate must go through several stages of selection. The main goal is to screen out candidates ...

Development of measures to improve the management system of JSC "Samara Bearing Plant"

Organizational design is a complex of works on the creation of an enterprise, the formation of the structure and management system, ensuring its activities with all the necessary ...

How to adapt to managerial positions

Ways to apply the methods of decision theory

As the main tool for the calculation, we will use the MS Excel software product. This program implements the function of solving such problems using the simplex method ...

Strategic and operational behavior of organizations

Attempting to combine the two types of behavior within the same enterprise can lead to conflict and tension ...

Liquidity and solvency management

The main task of financial management of an enterprise is to maintain solvency and ensure liquidity, i.e. the ability of an enterprise to fulfill its payment obligations at any given time. Hence...

To cope with the inherent difficulties and uncertainties of each project, the manager must break the project down into separate stages and identify the risk. Then, at each stage, a list of tasks is formed.

The task- this is an obligatory part of the work, which must be performed in a predetermined manner and within a predetermined time frame. For ease of verification, it should be small (perhaps no more than 10 man-hours). Many tasks tend to self-develop rather than self-regulate, so for each task, you need to define the following:

uniqueness of the task;

period of execution (days, hours, etc.), variable and fixed duration of work;

start and end dates:

planned (according to the original plan);

expected (in accordance with subsequent changes in the plan);

real;

constraints and constraints;

necessary resources for work (spatial, technical, technological, human, financial, etc.) and their uniqueness, availability and alternative use for other works and projects;

connection with other tasks (previous and subsequent assignments).

There are two main methods for planning and coordinating the execution of large-scale projects:

PERT (program evaluation and review technique) – method of evaluating and viewing the program) and

CPM (critical path method) – critical path method.

These methods have appeared independently of each other. CPM was developed Dupont Corporation in the 1950s. Twentieth century to help draw up a plan for the overhaul of the corporation's plant. PERT was developed around the same time by the US Navy to plan a missile development project Polaris... The methods are practically the same type; in the literature, the term is most often used PERT.

PERT/ time -it is a planning and management method that has four features: a network schedule, time estimates, determination of time reserves and critical paths, and the ability to take measures to adjust the schedule.

Many projects, be they construction, marketing, development and mastering of production of a new product, can be considered as a set of independent operations, the logical sequence of implementation of which can be displayed in the form of a network diagram. It is a chain of activities (operations) and events that reflect their sequence and connection in the process of achieving the goal (Fig. 16). The network starts from one node (zero event) and ends with one event when the project is completed.

Critical path- the longest chain of interconnected, sequential tasks, the slack for which is zero and which determine the minimum amount of time required to complete the project.

Fig. 16. Project network schedule

Work-event numbers above the arrows show the duration of work; -working of the critical path;

When analyzed by the critical path method, the following is determined:

earliest start date of surgery - this is the earliest possible start date, provided that all previous operations on the critical path are performed as quickly as possible. The given term for all transactions is calculated from left to right by adding the duration of the preceding transaction to its own earliest transaction start date;

latest start date of the operation - the last date for the start of the operation so that it does not cause a delay in the implementation of the entire project;

latest date of completion of the operation - the date by which the network operation should be completed so that the next one can start on time, and the project as a whole was completed as soon as possible. To calculate the latest end date, you must first calculate the earliest start dates from the left-to-right network schedule. Then, in the opposite direction, based on the earliest possible completion date for the project, determine the latest allowable time for the completion of each operation.

Operations on the critical path do not have the slightest slightest reserve of time.

Time reserve - the amount of free time for which the operation can be delayed within the framework of the project. There are two ways to calculate reserves:

full reserve - all available free time, in which the overall project duration will not be affected (for example, if an operation that takes 2 days can start on the 3rd day, and the next one should start on the 9th day of work on the project, then there is a complete gap in 4 days (4 \u003d 9 - 2 - 3):

Most deterministic projects use one estimate of the duration of the work, based on resource allocation norms (for example, a 40-hour work week). In less specific cases, it is recommended to estimate the duration of each job based on three estimates: optimistic, pessimistic and most likely.

In more complex projects with a high degree of uncertainty, the PERT the assumption is made that the duration of the pioneering work is a random variable that obeys a beta distribution.

Method PERT/expensesrepresents a further development of the method in the direction of optimizing network diagrams in terms of cost and is characterized by:

structural analysis of project work;

definition of types of work (R&D, production, marketing);

building network diagrams;

establishing the functional dependence of works on their duration;

finding the duration of work that minimizes the cost of the project, for a given time frame for the entire project;

control over the progress of work;

development, if necessary, of corrective actions.

After the terms and cost of each work are determined, the necessary material and labor resources are calculated and a budget is drawn up for each type of work, as well as the budget for the entire project.

As the project progresses, a periodic estimate of “cost to completion” is made and actual costs are compared with planned costs. In the event of a time lag or cost overrun, the project manager has the ability to take corrective action. Network schedules and cost estimates are revised from time to time to be consistent with actual and planned project changes.

Thus, this approach allows you to draw up detailed plans and schedules, determine the duration of work and their resource support, describe the sequential links that exist between activities and show which of them are critical for completing the project on time, and calculate the critical path. By identifying critical operations, managers can ensure that they are properly monitored and that the resources needed for those operations are delivered on time.

The critical path can be corrected by the following methods:

increase resources;

revise tasks on the critical path, shorten their duration, possibly exclude some;

loosen restrictions, increasing risk;

detail tasks by increasing the number of relationships.

Advantages and disadvantages of the method PERT are shown in Table 56.

Table 56 - Advantages and limitations of the methodPERT

Advantages

Limitations

PERT forces you to plan projects carefully. In complex projects, it is almost impossible to schedule events and activities without tying them together in a network schedule. The method requires structuring a complex of operations and allows you to plan a project;

The method is based on modeling and, therefore, enables experiments and variant calculations;

PERT increases the effectiveness of control, because allows you not only to analyze the data for the past, but also to see potential problems in the future.

Inaccurate estimates reduce the effectiveness of the method.

For a long time, automated project management systems, due to the high cost of computing resources, were used mainly for the analysis of large-scale projects. Now this limitation is becoming less significant in connection with the development of cheap application packages focused on managing small and medium projects.

In addition to the critical path method, there is also a step-by-step control method that follows the same pattern as the critical path method, but recognizes that the execution time of each operation is difficult to foresee in advance, and therefore makes an amendment for this.

For a project containing several dozen works, finding the critical path can be done manually. For the management of large projects, where the number of jobs exceeds hundreds and thousands, automatic means of ensuring project management are widely used (Project for Windows). For example, the technique PRINCE (Projects in Controlled Environments) is used by the UK government in the information technology field.

9.2 Gantt Chart and Network Matrices

Another analysis tool is gantt chart - a diagram showing tasks in the form of segments on a timeline. The length of the segment corresponds to the date of the task. The entire project is presented in the form of a calendar, which allows you to use it to monitor and show the percentage of the task completed.

A variation of the Gantt chart is network matrices, for the compilation of which the following characteristics are determined (table 57):

resource provision;

the sequence of work, taking into account the maximum possible parallelization of work;

performers of each work.

Table57 - List of works for building a network matrix

The network matrix is \u200b\u200ba graphical representation of the project implementation processes, where all work (management, production, etc.) is shown in a certain technological sequence and relationship. The network matrix is \u200b\u200bcombined with a calendar-scale time grid that has horizontal and vertical "corridors". Horizontal "corridors" characterize the degree of management, structural unit or official performing a particular job; vertical - the stage and individual operations of the project management process that take place over time. When constructing a network matrix, three basic concepts are used: "work" (including expectation and dependency), "event" and "path".

On the graph, the work is depicted as a solid arrow. The concept of "work" includes the process of waiting, i.e. a process that does not require labor and resources, but time, which is depicted by a dotted arrow with a designation of the waiting time above it. Dependency between events indicates that there is a connection between activities and that there is no need for time and resources.

The most important advantage of the network matrix is \u200b\u200bthat there is no need to calculate the matrix parameters, since they are clearly shown in the figure itself (see Fig. 29).

Subdivisions

Work code

Duration (days)

Number of staff

in sub-section, people

Employed at work, people

Chief Technologist Department

Chief construct department.

Manufacturing workshop snap

Mechanical workshop

Foundry shop.

Assembly shop

Drawing29 -An example of a network matrix (fragment)

Grid matrices should be used at all stages of the project life cycle. This will allow to present the entire process of project implementation in a visual form, as well as identify the composition and structure of work and acceptable means and methods for their implementation, analyze the relationship between performers and work, prepare a scientifically grounded coordinated plan for the implementation of the entire range of work on the project for more efficient use of available resources and reduction of terms. It also provides an opportunity to quickly process large amounts of information, predict the progress of work on the critical path and focus the attention of project managers on them. Using the mathematical apparatus, it is possible to determine the degree of likelihood of project implementation and correctly distribute responsibility.

1. network matrices (higher level of scientific development of "network diagrams"):

Represent the entire process of the project in a visual form,

· Identify the composition and structure of work, and acceptable means and methods of their implementation;

· Analyze the relationship between performers and work;

· Prepare a scientifically substantiated coordinated plan for the implementation of the entire complex of works on the project for more efficient use of available resources and reduction of terms.

2. matrix of division of administrative tasks of management (RAZU):

3.information technology model (ITM):

· Helps to design a project management technology, that is, fixing the sequence and relationship of the solution of management tasks.

Project planning

The project is based on the planning process. Planning in one form or another is carried out during the entire period of the project. "Planning is an ongoing process of determining the best way to achieve the set goals, taking into account the current situation" http://www.betec.ru/index.php?id\u003d6&sid\u003d18. At the very beginning of the project life cycle, an informal preliminary plan is usually developed - a rough idea of \u200b\u200bwhat will need to be done in the project. The decision to choose a project is largely based on the estimates of the preliminary plan. Formal and detailed planning of the project begins after the decision to open it is made. Key events are determined - project milestones, tasks, works and their mutual dependence are formulated.

The project plan is a single, consistent and agreed document that includes the results of planning all project management functions and is the basis for the execution and control of the project.

Network graphics and network matrices

The project consists of many stages and stages carried out by different executors. This complex process must be well coordinated and timed. The following requirements are imposed on planning and control systems:

· The ability to assess the current state;

· Predict the further course of work;

· Help to choose the right direction for influencing current problems so that the whole complex of works is completed on time according to the budget.

At this stage, the sequence of the work included in the WBS is determined, which results in a network schedule. This graph is a dynamic information model that shows the relationship between the work required to achieve the ultimate goal of the project. The network schedule is also useful in the development of large systems in which many performers are employed, for the operational management of development.

The network diagram depicts all the relationships and the results of all work necessary to achieve the ultimate development goal in the form of a directed graph, i.e. a graphical scheme consisting of points - the vertices of the graph, connected by directed lines - arrows, which are called the edges of the graph. The duration of work can be determined in the presence of labor intensity norms - by the appropriate calculation; in the absence of labor intensity standards - expertly. Based on the network schedule and the estimated duration of work, the main parameters of the schedule are calculated.

There are two possible approaches to building network models. In the first case, the arrows on the chart represent jobs, and the vertices represent events. Such models are referred to as Work-Arrows and are called network diagrams. In the second approach, on the contrary, events correspond to arrows, and works correspond to tops. Such models are classified as "Top work" and are called precedence networks (each subsequent work is associated with the previous one). In Fig. 2.1 and 2.2 show examples of these types of models.

Works are any actions leading to the achievement of certain results - events. Events other than the initial one are the results of work execution. Only one job or sequence of jobs can be performed between two adjacent events.

To build network models, it is necessary to determine the logical relationships between activities. The reason for the relationship is, as a rule, technological limitations (the beginning of some work depends on the completion of others). The complex of interrelationships between works determines the sequence of work execution in time.

Figure 2.1 Network model of type "Work-arrow" - Network diagram.

Figure 2.2 Work-Top Network Model - Precedence Network

When managing project activities, tools for creating hierarchical network models are often used. “The process of building a network is a step-by-step process” http://www.iis.nsk.su/preprints/Monog/MONOGR/node49.html. First of all, the root level of the hierarchical network is created, which consists of structural transitions of the work system, which represent its modules. Also at this stage, places are created that simulate points of interaction. These places and structural transitions are connected by arcs in accordance with the stage of the project. The next three generation steps are performed sequentially for each module. In the second step, a network is generated that implements the module. This network, in turn, will contain structural transitions. At this stage of construction, arcs are not created, but are completed in the next step, where subnets are created corresponding to structural transitions. After that, individual operators are broadcast. In the process of building such a network, arcs are created for the second-level network. The fourth step is to create structural transitions that implement procedures and functions, if any. At the final step - network optimization - all empty transitions are removed, that is, transitions that have empty bodies and do not have expressions on the output arcs.

Network matrices, as mentioned above, are a higher level of scientific development of network diagrams. They represent "a graphic representation of the project implementation processes, where all work (managerial, production) are shown in a certain technological sequence and the necessary relationship and dependencies" http://tww48.narod.ru/slides_03/PM_03.files/frame.htm#slide0040 .htm.

It is combined with a calendar-scale time grid, which has horizontal and vertical "corridors": horizontal "corridors" characterize the level of management, structural unit or official performing this or that work; vertical - the stage and individual operations of the project management process, flowing in time (Appendix 1).

The process of building a network matrix based on a precedence network ("Work-vertex") includes the following steps. First of all, this is the definition of the participants in the implementation of the project, their distribution hierarchically and their design in the form of a table (for example, as shown in Appendix 1): line by line from top to bottom in accordance with the position in the project. It is determined what everyone can do and what is really required of him for the needs of the project. Then a list of works is drawn up, the performance of which is necessary to achieve the set goals. Using, for example, the critical path method, the order of work is determined. Then, having marked the works with a conventional designation (circle, square, etc.), they are distributed in the cells of the calendar-scale grid, in which the model is placed, the elements of which are subsequently connected by arrows, illustrating - in turn - the sequence of works.

When constructing a network matrix, three basic concepts are used: "work" (including expectation and dependency), "event" and "path".

Work is a labor process that requires time and resources; the concept of "work" includes a waiting process, that is, a process that does not require labor and resources, but time, which is depicted by a dashed arrow with a designation of the waiting time above it.

Event - the result of the execution of all work included in this event, which allows to start all work coming out of it; on the network matrix, an event is usually denoted as a circle.

The path is a continuous sequence of work, starting from the initial event and ending with the final one; the path with the longest duration is called critical and in the matrix it is indicated by a thickened or doubled arrow.

The following parameters of network diagrams are distinguished:

· Time of early start (PH) of this work;

· Time of early end (RO) of this work;

· Time of late start (PN) of this work;

· Time of late end (PO) of this work;

· Full reserve of time for this work;

· Private reserve of time for this work;

· Coefficient of work intensity.

That is, it can be seen here that almost all of them are associated with a time limit for work, on the basis of which we can confidently assert that the use of network diagrams in general and network matrices in particular is intended to ensure, first of all, the planning of the timing of various works. Network planning methods are “methods whose main purpose is to minimize project duration” http://www.projectmanagement.ru/theory/pm_glos.html. This, in turn, will allow for more rational planning of work and resources at the stages of project activities, some or all of which will be identified precisely as a result of building a network matrix.

When clarifying the place and role of morphology in the organization's tools, it is important to remember the primacy of the essence of the concepts of process, system, mechanism over the form of their implementation. It manifests itself not only in the fact that the form becomes a concrete result of building a process, creating a system, functioning of a mechanism, but also in the fact that an already ongoing process, a really created system or an operating mechanism can acquire, transform and improve various, individually specialized forms.

At the same time, carrying out one or another classification of a procedural organization becomes the basis for identifying and presenting the composition and content of its elements, their aggregation and application in solving specific problems. This approach is most vividly and variedly revealed as a result of research and presentation of the organization's tools, which is the subject of the next chapter of this textbook.

Announcement 4.2. Aggregation, impact, activity, change, instrument, combination, cooperation, coordination, technique, set, sequence, consequences, application, adaptation, procedure, result, method, means, subject, technology, universality, unification, factor, function, part, efficiency. Justification, development, testing, adaptation, classification, application and modernization of modern organizational tools.

Justification, development, construction and application of the organization's tools are based on the unity of the universal process of research and impact, the use of its potential, content and results by the widest range of scientists and practice. This allows you to exclude parallelism, improve the consistency of the organization, significantly increase the efficiency of its functioning and development, ensuring the targeted coordination of the actions of all participants, users and even observers.

The logic of building and using the complex tools of the organization is laid in the foundations for the development, implementation and application of a specific methodology for analysis and assessment. The effectiveness of research is determined by the versatility, diversity and level of development of the instrumental palette, the formation of a wide range of necessary ways to apply a wide variety of procedures by assembling these and other components into a single set of applied configurations.

The use of the object approach is inevitably faced with the need to study and resolve the emerging hierarchical contradictions of the organization. In contrast to self-organization, their importance in the construction and use of a universal organization toolkit increases sharply, as it moves into the sphere of the formation and development of management relations. During the practical

A reasonable solution to this problem is necessary to determine the functional manifestation of the coordination unit in the organization's tools and can be conceptually considered on the following model (Fig. 4.2.1).

As can be seen even from a superficial analysis of the construction of this model, the real relationship between organization and coordination is manifested in the presence or absence of hierarchical relations in them. Indeed, only a subordinate can be organized, but the success of interaction also depends on those who are not subordinate to you. The coordination function provides the interconnection of joint actions of various, independent actors to achieve a common goal at this stage (see Appendix 2). In such a manifestation, coordination is not part of the function of the organization, but it is absolutely necessary to develop the use of the organization's tools.

At the same time, further analysis shows that the management influence, rising to a higher level, for which all those participating in this interaction are subordinates, whose joint actions can and must be organized accordingly, most often becomes inadequate, is late or emasculated by the administrative-bureaucratic procedure. In this case, the content of the impact is somehow transformed into an organization that is consistently integrated into a single toolkit, which is far from always justified by the situation and provides an effective solution to the tasks.

The given configuration reflects the ratio of organization and coordination not only in the study, but also in the impact on the object. It allows you to envisage the possibility of interaction and even transformation of the organization and coordination with specific goals and at specific levels of management. The problem of the complex implementation of tools for organizing and coordinating, ensuring their interaction in processes and control systems will be considered in more detail in the last section of the textbook, here the authors dwell on the differences between them already identified above.

The versatility of the organization's tools is manifested not only in the development and application of a single mechanism or its purposeful commutation with functions such as coordination. It, as was shown at the beginning of this chapter, can also be realized in the most direct way in the absolutely necessary, organic and consistent combination of research and impact on the object. In this regard, the universal toolkit becomes one of the specific and at the same time the most common aggregate manifestations of a particular organization.

Based on the use of a wide palette of a wide variety of configurations of a combination of external tools, means, methods, techniques, procedures for direct impact on the formation and development of organizational relations in real processes and systems, the organization's tools are used in the form of complex universal structures that combine individual components into a well-oiled purposefully operating mechanism organizations. The basic procedures of such a mechanism are constantly being modernized and augmented by innovative configurations that largely determine the essence and content of organizational changes and organization development.

Figure: 4.2.2. Basic configuration models of organizational tools

/ info / 120952 "\u003e basic models of the chain of sequences for the formation and use of tools, while maintaining the general logic of their construction, can and should be adapted, modified and modernized in accordance with the change and development of goals, objects and conditions of the organization. Moreover, the basic models are designed reflect only the general configuration of the construction and use of a specific toolkit aggregate as a prototype for the design of purposeful applied organizational toolkit.

In this approach, the means of the organization, in a particular case, are understood as all the resources used or the produced and applied management products, with the help of which the achievement of the desired result is ensured. The emphasis here is on building applied models of organization and administration aggregates based on what is shown in Fig. 4.2.2 basic tools. At the same time, the variety of tools used is limited only by the powers and resources available in the system for their implementation and largely determines the overall effectiveness of the development and use of the organization's tools.

Similar directions for improving the organization's tools are purposefully, detailed and comprehensively developed by such a discipline as the scientific organization of labor (NOT), which aims to optimize the mutual organization of the subject, means, conditions, product and performer of labor. Along with the already formed and traditionally used techniques and tools, recently, NOT has been developing new approaches to the self-regulating organization of labor (for example, network or program-targeted) cooperation based on the use of innovative resources of modern information technologies.

The directions given above and used in the scientific literature and examples of the manifestation of the organization's tools allow us to draw a conclusion about the objective-subjective nature, the open nature of its formation and development, a wide range of adaptation and application. At the same time, the universality of its perception and use is preserved, ensuring the adequacy of the interaction of various organizations and performers. This allows you to purposefully and permanently improve both the tools themselves and the methodology for their use in various organizations and situations.

The concept outlined in this chapter substantiates the idea that, in general, the modern organization's toolkit is a permanent, proactive, specialized and comprehensively developing resource for means of integration, unification and targeted research and organizational impact on processes and systems.

Give an example of the most common aggregations in an organization's toolbox.

Compare the use of organizational tools in application situations 1, 4, and 5.

The composition, content, relationships of organizational changes are extremely diverse and include all possible palette of targeted impacts and their results. Moreover, real organizational changes, as a rule, are provided by the use of a certain combination of methods and means of influence, substantively adapted to the goals and conditions of their achievement. In this sense, the organization's toolkit becomes the main resource for the development and implementation of organizational change.

In solving this problem, one can directly rely on the development of the morphology of the organization. So, in Chapter 3.2, in the model of morphological tools for organizing research and impact, transformation is clearly distinguished as a manifestation of the probabilistically emerging development of the organization and reform as the implementation of purposeful organizational changes. This makes it possible to structure the analysis of the situation and the synthesis of the impact aimed at its constructive resolution.

Chapter 4.2. Organization toolkit

Entrepreneurs and businessmen, at whatever level of the economy they cooperate with foreign partners, needed knowledge and skills in the development and decision-making related to relationships and interaction with international firms that are involved in the process of international exchange (sale and purchase) of goods or services ... At this stage, international marketing became the philosophy, methodology and tools for organizing and implementing communication processes in the field of international exchange. However, the complication of relationships, the end-to-end penetration of marketing into all types of company activities, not just sales, the uncertainty of making managerial decisions in foreign conditions, the development of marketing networks demanded a new philosophy and tools for the implementation of international business communications. So international marketing management became philosophy and a means of intensifying international entrepreneurship.International marketing management has become an integrated function, the implementation of which is aimed at intensifying the process of formation and reproduction of demand for goods and services, increasing profits in international business. This is due to the fact that the entry into world economic relations is accompanied by the processes of globalization and the internationalization of the economies of the countries - business partners.Globalization reflects the formation and development of convergent and divergent processes in the sphere of interaction of national cultures and their international ionization.

Despite the fact that national and international marketing are based on the same principles and tools for organizing marketing activities, the difference between them is determined more by the diversity and dissimilarity of communications between countries than by the difference in regional business communications within a particular country. In this context, we can say that marketing within the country should be based on the concept of intensive nationalization of market relations, i.e. taking into account internal, national characteristics and culture, and international marketing - on the concept of internationalization of international market relations, taking into account the peculiarities of the functioning of national business networks other countries, the principles of international expansion of national networks, international penetration and international integration.

Unfortunately, Russian management science did not "suffer" from pragmatism. Its characteristic feature was and is an all-consuming schematism, not supported either by a scientifically grounded concept of managerial activity, or by the corresponding specific tools for organizing labor in each social object and their interacting totality.

Time management tools should not be confused with their media. So, a laptop, a PDA or a simple organizer are only representatives of electronic and paper carriers of time management tools.

Even if the changes were not so dramatic, managers would still have to consider the environment, since the organization as an open system depends on the outside world for the supply of resources, energy, people, and consumers. Since the survival of the organization depends on management, the manager must be able to identify the significant factors in the environment that will affect his organization. Moreover, he must propose suitable ways of responding to external influences. Throughout this book, you will become familiar with the tools and methods at the disposal of a leader for planning, organizing, motivating and controlling the internal environment in response to external changes.

The ability to understand in time which project is not worth developing further can solve the issue raised in the section heading. By using information electronically, you can avoid the huge cost of unnecessary research and improve the quality of early decisions - which is very important because in the field of research and development, each next step is usually more expensive than the previous one. The use of electronic systems allows a biotech company to test its luck more often, which means it increases its chances of success. Such an organization needs to strive to improve the quality of projects that are candidates for further development. If any of them turns out to be unproductive, it is necessary to stop it as early as possible and give the green light to the other. Through the use of information tools, it is possible to significantly reduce false starts and improve screening efficiency, thereby increasing the percentage of future drugs in drug development.

At each stage of the development of social production, one has to deal with the solution of the problems of choosing the best, most effective option for capital investments, ensuring an increase in the economy of the national economy, an enterprise. To carry out calculations and assess options for economic decisions, scientifically based methods and economic tools are required. In industry and construction, the economic efficiency of capital investments and new technology is determined by industry and industry as a whole, individual enterprises and associations, oil and gas fields, construction organizations, organizational and technical measures in the following cases

The conceptual relationship of the theory of organization with other areas of knowledge, as noted at the beginning of this chapter and the content of the previous chapter, is most fully manifested in the formation and application of tools for their research. The practical implementation of the application of the theory of organization as a toolkit is confidently expressed in the construction, structuring and presentation of such industrial disciplines as technology, and socially applied disciplines such as conflictology or political science. This convincingly testifies to the universality of the formulation and application of the organization's toolkit in any area of \u200b\u200bknowledge and field of practice.

In real life, even when attention is not specifically focused on the use of such tools, in the ideas of the intellectual organization of his own consciousness, an individual does not care, one way or another, scrolls the upcoming deprivations and their possible consequences, which in itself is already modeling. It is this nature that determines the key place, the determining role and strategic perspective of the formation and development of modeling as one of the fundamental units of the modern representation of the universal toolkit of the organization.

To the extent that one person is dependent on another, he or she is potentially subject to the power of that other person. Within organizations, one person maximizes others by controlling access to information, people, and tools that we define as follows

The main features in the formation of the sequence is the observance of methodological, logical, organizational and informational unity. Optimization of models on network graphs, taking into account the available resources allocated for design, can be recommended as a toolkit used to link and control the design progress of complex tasks. The normative basis for functioning in the personnel management service of the SAOI should be recorded in the relevant methodological and regulatory documents of the organization. They should formulate general provisions and the content of tasks implemented in an automated mode, instructions for users to solve individual tasks, a description of the forms of input and output documents.

As competition grows in our information-driven economy, customer information is becoming an increasingly important manufacturing resource. Every company and every knowledge worker must make the most of the data they can. Many new users cannot afford the high costs of database tools or highly skilled, narrow-minded professionals. Fortunately, as the adoption of data mining tools on such a massive platform as the personal computer, it is inevitable that prices will fall rapidly, with an explosive growth in the popularity of this tool in companies of all sizes and their divisions. Soon every user in the business world will be able to carry out sophisticated information processing, previously available only to organizations that can shell out big money for it. Data mining will go everywhere, come standard

When constructing a network matrix, three basic concepts are used: work (including expectation and dependency), event and path.

Jobis a labor process that requires time and resources (for example, assessing the situation, analyzing information). In the diagrams, work is depicted as a solid line with an arrow. The process of waiting is included in the work, i.e. a process that does not require labor and resources, but requires time. The waiting process is depicted by a dashed line with an arrow with a designation of the waiting time above it. The dependence between two or more events indicates that there is no need to spend time and resources, but indicates the presence of a connection between the works (the beginning of one or several works depends on the execution of others), is depicted by a dotted line with an arrow without a time indication.

Event - this is the result of all the work included in this event, allowing you to start all the work out of it. On the network matrix, an event is usually depicted as a circle.

Way is a continuous sequence of works, starting from the initial event and ending with the final one. The path with the longest duration is called critical and is indicated in the matrix by a thickened or doubled line with an arrow.

There are general rules for building network models, knowledge of which allows you to avoid errors.

The rule of designation of works. In practice, there are often cases when two or more jobs exit from the same event, are executed in parallel and end with the same event.

Rule of prohibition of dead ends. There should be no dead ends in the network model, i.e. events from which no work exits, except for the terminating network event.

Rule of prohibiting unsecured events... There should be no events in the network model that do not include any work

Delivery picture rule... Delivery is a result that is received outside the system, i.e. is not the result of the work of this company.

The rule of organizational and technological links between works. The network model takes into account only the direct connection between activities or the connection through dependency.

Technological rule for building network models... But if it is necessary, for example, to show that another work is preceded by another work, then the model should be depicted in a different way (with a dash-dotted arrow).

To build a network schedule, it is necessary in the technological sequence to establish which works should be completed before the start of this work, which ones started after the completion of this work, which ones must be performed simultaneously with the execution of this work.

The belonging of the work (arrows) to one or another horizontal "corridor" is determined by its horizontal position or its scale-free horizontal section in this "corridor". Reliability of work (arrows) to the vertical "corridor" is determined by vertical lines defining the matrix time scale.

The duration of each work on the network matrix is \u200b\u200bdetermined by the distance between the centers of the two events enclosing this work (arrow) in the projection onto the horizontal time axis. The location of each event on the network matrix is \u200b\u200bdetermined by the end of the arrow that is most distant to the right (on the time grid). All other arrows, less distant to the right of the ordinate axis, included in the same event, are connected to it by a dashed line with an arrow at the end.

The dependence on the matrix with a slope to the right from the ordinate is depicted as a broken dashed line with an arrow at the end. The vertical dependence (its projection on the horizontal time axis is a point, and therefore the duration is 0), is depicted, as usual, with a dashed arrow. The deviation of arrows to the left from the ordinate axis on the network matrix is \u200b\u200bnot allowed. The length of the wavy line indicates the amount of the private slack.

An important advantage network matrix is \u200b\u200bthat there is no need to make calculations of matrix parameters, since they are clearly shown in the figure itself.

but this approach has its drawbacks - in complex projects, the visibility of the matrix is \u200b\u200blost due to the pile of work. In this case, it is necessary to split the matrix into parts - to create hierarchical structures, to place individual blocks of work into auxiliary matrices.

Organizational tools. Network Matrices

The problem of increasing the scientific validity of the formation of management systems puts forward the need to use in the process of their design new progressive methods and an effective organizational tool: network matrices, matrices for dividing administrative management tasks, regulations, economic and mathematical models, normative materials on management structures, job responsibilities, etc.

The use of network matrices in the management process makes it possible to present this process in a visual form, as well as to identify the features of the situation, the structure of the necessary work and acceptable means and methods for their implementation, to analyze the relationship between the performers and the work, to prepare a scientifically grounded coordinated plan for the implementation of the entire complex of works to the assigned task. Such a plan, based on the analysis of the network matrix and the identification of critical activities, makes it possible to reallocate resources for more efficient use of them. It also becomes possible with the help of computer technology to quickly process large amounts of reporting data and provide the company's management with timely and comprehensive information about the actual state of work, which makes it easier to correct the decisions made, predict the progress of work on the critical path and focus the attention of managers of various levels on them. Using the mathematical apparatus, it is possible to determine the degree of likelihood of the implementation of the plan and to correctly distribute responsibility among the hierarchical levels of management.

The network decision matrix is \u200b\u200ba graphical depiction of the management process, where all the operations, the execution of which is necessary to achieve the ultimate goal, are shown in a certain technological sequence and interdependence. The network matrix is \u200b\u200bcombined with a calendar-scale time grid, which has horizontal and vertical corridors. Horizontal corridors characterize the level of management, structural unit or official performing this or that operation of the process of preparing, making and implementing a decision; vertical - stages and individual operations of the decision-making process, taking place in time.

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