General characteristics of the management process. What stages does the management process include? Management process fundamentals

26.09.2019

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The management process is a sequence of actions of management workers aimed at achieving the goals of the organization.
The management process can be viewed from various points of view: from a meaningful one, analyzing the essence (content) and sequence of activities at each stage of the management process; with information, analyzing the processes of processing, transmission and storage of information occurring in the control system; with a model, using mathematical models to describe the control process; with criterion, analyzing the continuity and interdependence of goals and criteria for assessing the activities of the management system at various stages of the management process.
When analyzing the management process from any point of view, it should be borne in mind that it is cyclical, spiral in nature. The control process begins from the moment the relationship between the subject and the controlled object is established and ends only with the disappearance of these relationships.
From a meaningful point of view, the following stages can be distinguished in the management process (Fig. 3.2.1): forecasting, planning, organization, coordination, stimulation (motivation) and control.
Forecasting is a research process aimed at clarifying the development trends of an enterprise and its external environment.
Planning is the process of developing plans for the activities and development of the enterprise, the formation of the goals of the enterprise and its divisions.
Organization is the process of placing in space and time the resources needed to achieve goals, and determining how they integrate and interact.
Coordination is the regulation of the interaction of resources in the process of achieving a goal.
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Stimulation
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Coordination

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Control
Rice. 3.2.1 - Steps in the control process
Stimulation is a set of actions of the subject of management, encouraging people to do what the subject considers necessary.
Control is a process that makes it possible to judge the degree of goal achievement, the state of the subject and object of control, and the state of the external environment.
Information side of the management process. From an information point of view, the management process is a sequence of the following stages (Fig. 3.2.2): collection of primary (initial) information; its registration, transfer and storage on an information carrier; logical and mathematical processing of primary information, as a result of which synthetic information is obtained, which can be drawn up in the form of a document; provision of synthetic information to the subject of management; if the subject of management believes that the information provided is sufficient for making a management decision, then the transition to paragraph (6) is carried out, otherwise, additional primary information is collected, registered, processed and provided to the subject of management of the newly received synthetic information; making a management decision by the subject; documenting the solution; archiving documents;

Communicating the decision to the performers. After that, the performers perform certain actions, which leads to a change in the state of the controlled and (or) control objects, updating the primary information.
Control process technology. The technology of the management process is the order of interaction between employees of the management apparatus, information and technical means of management when performing any management activity. If the technology of the management process is documented, then the document indicates: what should be done; period of execution; executor; necessary resources; execution technique; place of performance; how the result should be presented. It is with the help of technology that each stage of the management process can be divided into various operations and procedures.
An operation is the primary (or minimum) element of a control process. An operation is understood as a completed action performed manually or with the help of technical means and aimed at achieving the set goal.
A set (or group) of logically interconnected operations leading to the solution of a problem is a procedure. The procedures can be both formal, i.e. fixed in any normative acts, and informal. An example of a formal procedure is the hiring of a new employee, and an example of an informal procedure is negotiating with business partners.
Operations and procedures can be classified according to different criteria.
First, they are subdivided into repetitive, constantly performed by employees of the management apparatus, and these procedures are amenable to measurement, analysis, regulation and design; non-repetitive, characteristic of creative processes in management. Secondly, according to the degree of automation, manual, automated and automatic operations and procedures are distinguished. Third, in terms of content, management operations and procedures are subdivided into: informational ones related to the processing, transmission and storage of any information; logical thinking, associated with the development and adoption of management decisions; organizational, related to personnel work, setting tasks for performers and administration.

The management process is the activity of management bodies and personnel to influence the management object using the selected methods to achieve the intended goals. The management process has common features with the processes taking place in the social system. It is determined by the objective laws of the functioning and development of this system and at the same time, to a certain extent, depends on subjective factors.

Distinguish:

methodological content the process of management, which assumes the allocation of the following stages in a natural way, reflecting both the general features of a person's labor activity and the specific features of managerial activity. Based on this, the management process can be represented as a sequence of four main stages: goal-setting, assessment of the situation, definition of the problem, management decision;

The methodological content of management involves the presentation of the management process in the form of a sequence of its four stages: defining the goal, assessing the situation, defining the problem and finding a solution to the management solution (Fig. 13).

^ The goal is the manager's idea of what the system controlled by him should be, that is, it is an ideal image of the desired, possible and necessary state. The management process begins with understanding, defining and setting the goal of the impact. The category "goal" means a planned result that acts as a unity of the desired and the possible.

^ Situation is the state of the controlled system, assessed in relation to the goal. The situation is characterized by a set of factors taken into account, measured indicators (variables) and their assessment. The state of the system can never be identical with the goal. Therefore, there are always situations that need to be assessed.

^ A problem is a contradiction between the desired (goal) and reality (situation). To resolve it, to bring the system closer to the goal, an act of influence is required. The contradiction, the solution of which should be influenced, is the problem. Without defining the problem, no management decision is possible.

^ The managerial decision as the final stage of the management process is the finding of ways to solve the problem and organizational work on its practical solution in the controlled system. The decision is the final stage of the control process, its connection with the production process, the impulse of the influence of the control system on the controlled one.

· functional process content management, manifested in a large-scale sequence and preference for the implementation of the main management functions. The stages are distinguished here: planning, organization, control and regulation. The functions of stimulation and training are carried out by stages of management;

· The functional content of the control process is manifested in a large-scale sequence and preference for the implementation of the main control functions. Here the following forms of manifestation of purposeful influence on groups of people can be distinguished (Fig. 16):

Planning, forecasting - developing and setting goals and objectives in the field of production management, as well as identifying ways and means of implementing plans to achieve the set goals;

· ^ Organization - the creation of new and streamlining of functioning organizational management structures as elements of the implementation of plans;

· ^ Coordination, regulation - ensuring the necessary coordination of people's actions as an element of the process of implementing the plans;

· ^ Stimulation, activation-motivation of people to action, providing for the improvement of the efficiency of the management system as an element of the implementation of plans;

· ^ Control, analysis, accounting - systematic observation of the activities of people to identify deviations from the established norms, rules and requirements in the process of implementing plans.

economic content of the process management, embodied in the following stages: the establishment of economic needs, the assessment of the availability of resources, the allocation of resources, the use of resources;

The management process also has an economic content. It

due to the fact that in the management process the use of production resources is expressed - from assessing their availability to turning into a product. Proceeding from this, the economic content of the management process can be represented as the stages of the use of resources, the movement of funds, which are carried out by labor in a controlled system.

The economic content of the management process is manifested when performing the following stages (Fig. 14):

^ establishment of economic needs;

^ assessing the availability of resources;

Resource allocation;

Resource usage.

social content of the process management, revealed by the role of a person in its implementation, since the subject and object of social management is always a person;

Each stage of this process (goal-setting, assessing the situation, defining a problem, making a managerial decision) presupposes the indispensable participation of a person.

organizational content of the management process, which is manifested in the sequence of using organizational levers of influence: stages of regulation, rationing, instruction, responsibility;

The organizational content of the management process is manifested in the sequence of using organizational levers of influence - stages (Fig. 15):

^ regulation (regulation - a set of rules, provisions that determine the procedure for performing work);

Rationing - an indicator characterizing the relative value (degree) of the use of tools and objects of labor, living labor, cash, etc., their expenditure per unit of output, area, weight, etc .;

^ instruction - the process of explaining the order and method of performing any work or action;

^ indication of the degree of responsibility for non-performance or incorrect performance of the assigned work.

information content of the control process, consisting in the sequence of performing information work: the stage of information retrieval, information acquisition, information processing, information transfer (91).

The information content of the control process is manifested in the sequence of work execution in the control process at the following stages (Fig. 17):

Search for information;

Acquisition of information;

Data processing;

Transfer of information.

Control process properties. The management process has specific properties that reflect its characteristics (Fig. 18).

The property of variability (dynamism) is manifested in the constant change of the management process in its direction, problems, the nature of implementation, as well as in the dynamism of the interaction of its various stages and operations. The control process moves from one stage of the control system to another, being carried out in various interactions of control links.

Stability property manifests itself in the emergence in the process of management and the corresponding consolidation of certain channels of its implementation. They form the natural structural basis of the management system, which is fixed in the organizational acts of its stabilization and serves as a system-forming factor in the management process. Thanks to this property, the control system itself is formed, which is a set of stable links of the control process between the links that carry it out.

^ Continuity property the management process can manifest itself in different ways depending on the level of management, the characteristics of the production process itself (whether it is single, serial, mass, etc.). But the very essence of the named property does not change from this.

^ Discreteness property complements the property of continuity and, in a certain sense, is opposite to it. It manifests itself in the fact that the management process proceeds unevenly, at first, as it were, accumulating the potential of influence when setting a goal, assessing the situation, identifying a problem, and then turning into an impulse for active organizational work at the decision stage. This property reflects the specifics of management activities and does not deny the need for an even rhythm of work.

^ Sequence property... As noted above, the management process cannot be built in its stages otherwise than in the sequence of the goal, situation, problem, solution, and each of these stages is mandatory. For example, if a decision is developed only on the basis of a management goal, without sufficiently careful consideration of the current state of affairs, real working conditions, prevailing circumstances, then such a management process cannot be effective, because in this case the decisions turn out to be either erroneous, or premature, or just voluntary. The other extreme is also possible, when insufficient attention is paid to goal-setting in the management process. In this case, decisions are developed mainly on a situational basis, without a sufficient understanding of the goals that they pursue, therefore, they are insufficiently effective, often contradictory, devoid of perspective and long-term orientation. The goal systematizes decisions, gives them a general focus and perspective; the situation determines the reality and practical significance of the decision; a clear statement of the problem ensures its concreteness and effectiveness. Each of the stages of the management process is mandatory, as well as the execution of the sequence of their implementation.

^ Cyclic property... Each act of influence ends with the transition of the controlled system to a new state. This necessitates (depending on what kind of state it is) either setting a new management goal, or adjusting, supplementing and clarifying the goal, for the achievement of which a new act of influence is required. The control process is repeated anew, a new cycle is carried out.

Understanding the properties of the management process is of great importance in the successful solution of all problems of its improvement, increasing the efficiency of enterprise management.

If the organizational structure, as a form, reflects the statics of management, then the management process characterizes the dynamics, i.e. the functioning of the management system, everything that happens in the management system of the organization in time. A process is defined as any action that management takes to achieve the objectives of an organization.

Management - a complex problem-solving process, it can be presented as tracking trends, setting goals, formulating problems and opportunities, developing and selecting alternatives, making decisions, drawing up programs and budgets, defining directions and measures for their implementation.

For example, when a manager is planning, organizing and controlling, he makes decisions. He analyzes the situation, develops several alternatives, compares alternatives, makes a decision and evaluates the result. Decision making is directly related to all management functions. The management process is divided in time and space into separate stages for the implementation of certain work related to the adoption of management decisions.

Management process- a set of sequential actions performed by the head and the management apparatus for the preparation and implementation of impact on the controlled object.

Mandatory components of the management process are:

1. A control object that determines the content of functional tasks to be solved in the control process.
2. The subject of management is a decision-maker. The decision maker can be individual and group.
3. Content of the process.
4. Organization of the process.
5. Process technology.

Grouping actions by function defines the tasks to be solved in a specific department (these are specific management functions)

Grouping actions the nature allows you to highlight the stages of the management process. Grouping actions by time- stages, procedures and operations.

Stage of the management process - This is a group of actions that are distinguished by their qualitative certainty, homogeneity, and obtaining a specific intermediate result.

There are 4 stages of the management process:

1. Setting a goal.

Target- an ideal representation of the desired, necessary and possible (final) a state or result of an activity to be achieved with cash or identifiable funds.

Each management process begins with setting goals and defining criteria by which the degree of its achievement is determined. Various types of criteria allow you to quantify the priority of goals and activities, to choose the most effective solutions. The goals are planned and one-time.

2. Assessment of the situation

Situation- the current state of the controlled system, assessed in relation to the goal.

Usually the situation is described using information, a scorecard, etc. Situations can be typical and original, critical and normal, foreseeable and unforeseen, temporary and permanent.

3. Definition of the problem.

Problem- the main contradiction between the current state of the control system and the goal.

The existence of the problem indicates a discrepancy between the goals and objectives of the organization and the possibilities of their actual implementation. For example, a 20% discrepancy between target and actual sales means there is a problem.

4. Management decision.

Making decisions is a conscious choice among the available alternatives of the direction of action leading to the achievement of the goal.

Decisions are an organizational response to an emerging problem. Decisions are a product of managerial labor, and making it is a process.

Each decision assumes different ways and means of organizing work, resource costs, consequences. This process is at the heart of planning an organization's activities, since a plan is a set of decisions about the allocation of resources and the direction of their use to achieve organizational goals.

Grouping actions in time allows you to highlight stages, procedures and operations.

Steps in the management process:

v Goal setting
v Communication work
v Analytical work
v Choosing a solution
v Organizational and practical work.

The connection between the stages and stages of the management process can be schematically represented in the following form:

Organization the management process reflects the order of interaction between various departments and employees when performing sequential actions and works. The division of managerial labor requires the establishment of organizational, informational links when performing joint work.

Technology The control process characterizes the means and methods of performing procedures and operations, which include technical means, information and methods used.

The control technology can change and depends on the chosen method for solving the problem.

The concept of the management process is closely related to the concept of activity. This is managerial labor, that is, the cost of resources: material, informational, human, etc. Therefore, it is important to assess and improve the efficiency of their use, and the issue of the effectiveness of the management process is given special attention.

Properties (characteristics) of the control process:

Features of the management process as a specific type of activity are reflected in the following properties:

1. Continuity

This property reflects the connection and unity of production and management.

Rhythmic and efficient production activity outside of management is impossible.

The stable, constant nature of management actions aimed at achieving the goals of the organization, and thereby maintaining its existence and growth.

SU and OU. Command and information channels are not interrupted as long as the organization exists.

2. Discreteness

Management potential is accumulated (during the collection, analysis of information, development of a solution), and then it is implemented in the form of impact on the educational institution.

Governance is a complex problem-solving process that can be thought of as tracking trends, setting goals, articulating problems and opportunities, diagnosing, developing and selecting alternatives, programming and budgeting, directions for implementation and specific implementation measures.

3. Cyclicity

Periodic repetition of a certain set of actions is an elementary control cycle.

4. Sustainability

The stability of the management process is ensured by the fact that the structure of the management process (the composition of actions and interactions) is fixed in organizational regulations, OSU, which ensures the stability of the process. Relationships when performing permanent work are preserved.

5. Variability (dynamism)

It characterizes the ability of the management system to switch to new goals, problems, new management methods.

It is due to the changes that occur in production.

6. The logical sequence of stages and stages.

A logical repetition of the main stages in each management cycle.

The properties of the management process must be taken into account when planning and organizing managerial work, determining the scope of work, their duration, and labor intensity.

Execution of control functions always requires a certain investment of time and effort, as a result of which the controlled object is brought to a given or desired state. This is the main content of the concept of "control process". Most often, it is understood as a certain set of management actions that are logically linked to each other to ensure the achievement of the goals set by transforming resources at the "input" to products or services at the "output" of the system.

This definition emphasizes the purposeful nature of the process carried out by the management apparatus of the organization, as well as its relationship with the functions, goals and resources necessary for their implementation. Along with this, another definition of the management process is widely used in the literature, in which not functions are considered as its key point, but a management decision, the development, adoption and implementation of which are directed the efforts and organizational activities of professional managers. The management process is presented as a set of cyclical actions associated with identifying problems, searching for and organizing the implementation of decisions made.

There are no contradictions between these two approaches to defining the essence of the management process, they complement each other, forming the continuity of cyclically repeating decision-making processes related to the performance of management functions. In the process of performing management functions, managers have to make a large number of decisions, planning, organizing work, motivating people employed in the organization, controlling and coordinating all the processes taking place in it.

The initial impulse to the decision-making process is set by information about the state of the controlled parameters of the controlled object, and the impact is carried out after the development and adoption of an appropriate decision, which in the form of one or another information (command, order, instruction, plan, etc.) is fed to the "input" managed object. The process of making managerial decisions is cyclical, starting with the detection of a discrepancy between the parameters and planned targets or standards and ends with the adoption and implementation of decisions that should eliminate this discrepancy. At the center of this cyclically carried out activity are three elements of the process: the problem or untapped opportunity, the solution, and the people involved in the process at all stages.

In the production management and decision-making system, the main and leading "element" of it are management processes. The management process, in comparison with other elements of the management system, largely depends on the human factor, which complicates its formalization. Like any real functioning, the management process most fully and extensively characterizes the management system as a whole. At the same time, it is the most difficult to analyze.

Management process:

Determined by the nature of the tasks being solved;

Has specific properties;

It can be classified on the basis of individual transactions depending on specific conditions.

Figure 4.

The methodological content of management, as one of the aspects of the management process, involves the presentation of the management process in the form of a sequence of its four stages: defining the goal, assessing the situation, defining the problem and finding a solution to the management solution (see Fig. 5).

Figure 5.

Steps in the management process

The goal is the manager's idea of what the system controlled by him should be, that is, it is an ideal image of the desired, possible and necessary state. The management process begins with understanding, defining and setting the goal of the impact. The category "goal" means a planned result that acts as a unity of the desired and the possible.

A situation is a state of a controlled system, assessed in relation to a goal. The situation is characterized by a set of factors taken into account, measured indicators (variables) and their assessment. The state of the system can never be identical with the goal. Therefore, there are always situations that need to be assessed.

A problem is a contradiction between the desired (goal) and reality (situation). To resolve it, to bring the system closer to the goal, an act of influence is required. The contradiction, the solution of which should be influenced, is the problem. Without defining the problem, no management decision is possible.

The managerial decision as the final stage of the management process is the finding of ways to solve the problem and the organizational work for its practical solution in the controlled system. The decision is the final stage of the control process, its connection with the production process, the impulse of the influence of the control system on the controlled one.

The management process has an economic content, which is due to the fact that the use of production resources is expressed in the management process - from assessing their availability to turning them into a product. The economic content of the management process is manifested when performing the following stages (see Fig. 6):

Establishing economic needs;

Assessment of the availability of resources;

Resource allocation;

Resource usage.

Figure 6

The economic content of the management process

In turn, the social content of the management process is revealed by the role of a person in its implementation. Each stage of this process (goal-setting, assessing the situation, defining a problem, making a managerial decision) presupposes the indispensable participation of a person.

The organizational content of the management process is manifested in the sequence of using organizational levers of influence - stages (see Fig. 7):

Regulation (regulation - a set of rules, provisions that determine the procedure for performing work);

Rationing - an indicator characterizing the relative value (degree) of the use of tools and objects of labor, living labor, cash and other, their expenditure per unit of production, area, weight, etc .;

Instruction - the process of explaining the order and method of performing any work or action;

Indication of the degree of responsibility for non-performance or incorrect performance of the assigned work.

Figure 7.

Organizational content of the management process

The functional content of the control process is manifested in a large-scale sequence and preference for the implementation of the main control functions. The following forms of manifestation of purposeful influence on groups of people can be distinguished (see Fig. 8):

Planning, forecasting - the development and setting of goals and objectives in the field of production management, as well as the definition of ways and means of implementing plans to achieve the set goals;

Organization - creation of new and streamlining of functioning organizational management structures as elements of the implementation of plans;

Coordination, regulation - ensuring the necessary coordination of people's actions as an element of the process of implementing the plans;

Stimulation, activation - motivation of people to action, providing for an increase in the efficiency of the management system as an element of the implementation of plans;

Control, analysis, accounting - systematic observation of the activities of people to identify deviations from the established norms, rules and requirements in the process of implementing plans.

Figure 8.

Functional content of the control process

The information content of the control process is manifested in the sequence of work in the control process at the following stages (see Fig. 9): information search; acquisition of information; data processing; transfer of information.

Figure 9.

Information content of the control process

1. The property of variability (dynamism) is manifested in the constant change of the management process in its direction, problems, the nature of implementation, as well as in the dynamism of the interaction of its various stages and operations. The control process moves from one stage of the control system to another, being carried out in various interactions of control links.

2. The property of stability is manifested in the emergence in the process of control and the corresponding consolidation of certain channels of its implementation. They form the natural structural basis of the management system, which is fixed in the organizational acts of its stabilization and serves as a system-forming factor in the management process. Thanks to this property, the control system itself is formed, which is a set of stable links of the control process between the links that carry it out.

3. The property of the continuity of the control process can manifest itself in different ways depending on the level of control, the characteristics of the production process itself (whether it is single, serial, mass, etc.). But the very essence of the named property does not change from this.

4. The property of discreteness complements the property of continuity and, in a certain sense, is opposite to it. It manifests itself in the fact that the management process proceeds unevenly, at first, as it were, accumulating the potential of influence when setting a goal, assessing the situation, identifying a problem, and then turning into an impulse for active organizational work at the decision stage.

5. Property of sequence. As noted above, the management process cannot be built in its stages otherwise than in the sequence of the goal, situation, problem, solution, and each of these stages is mandatory. For example, if a decision is developed only on the basis of a management goal, without sufficiently careful consideration of the current state of affairs, real working conditions, prevailing circumstances, then such a management process cannot be effective, because in this case the decisions turn out to be either erroneous, or premature, or just voluntary. The other extreme is also possible, when insufficient attention is paid to goal-setting in the management process. In this case, decisions are developed mainly on a situational basis, without a sufficient understanding of the goals that they pursue, therefore, they are insufficiently effective, often contradictory, devoid of perspective and long-term orientation. The goal systematizes decisions, gives them a general focus and perspective; the situation determines the reality and practical significance of the decision; a clear statement of the problem ensures its concreteness and effectiveness. Each of the stages of the management process is mandatory, as well as the execution of the sequence of their implementation.

6. Property of cyclicity. Each act of influence ends with the transition of the controlled system to a new state. This necessitates (depending on what kind of state it is) either setting a new management goal, or adjusting, supplementing and clarifying the goal, for the achievement of which a new act of influence is required. The control process is repeated anew, a new cycle is carried out.

Understanding the properties of the management process is of great importance in the successful solution of all problems of its improvement, increasing the efficiency of enterprise management.

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General characteristics of the management process. What stages does the management process include? Management process fundamentals

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