The profession of manager has recently been undeserved. Management is an important profession in the modern business world. Manager as a profession
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INTRODUCTION
Relevance. No company can exist without managers - after all, as soon as a company appears, the need to manage it immediately appears. This is what modern managers do. Therefore, we can say that the profession of manager is one of the most in demand and highly paid in the modern economic system.
Management science arose on the basis of many years of accumulation of empirical knowledge and established management theories. The subject of management science is social relations between people in the field of management, identifying factors and conditions that directly or indirectly affect the effectiveness of organized labor activity. The foundations of science are based on philosophy; The connection between management and political science, sociology and other sciences is obvious. The science of management must necessarily be based on the norms of civil and administrative law; the provisions of labor law are of great importance and must certainly be taken into account.
Object - the process of personnel management at the enterprise.
The subject is manager in modern society.
The purpose of the work is to understand the features of high-quality personnel management of a company by a modern manager. To achieve the goal, the following tasks must be completed:
1. Study the features of the manager’s profession.
2. Consider the existing types of management profession.
3. Familiarize yourself with the role of a manager in an organization.
4. Assess the professional and personal qualities of the manager.
5. Analyze levels and roles of management.
manager profession management
CHAPTER 1. MANAGER AS A PROFESSION
1.1 Profession of manager
The main content of a manager’s activity is management, leadership of people, and this is main feature manager profession. Management acts as the most important and most effective in modern world way of exercising power. In general, power is the ability and ability to exercise one’s will, to exert a decisive influence on the behavior and activities of individuals and their groups using authority, law, money, etc. In turn, the presence of power is a necessary condition effective management. The main features of professional management activities are determined by the following:
* uncertainty of decision-making conditions (lack of information and time to develop reasonable criteria for choosing a management decision);
* high level of risks that are important not only for the manager himself, but also for the team subordinate to him, as well as the organization as a whole;
* increased responsibility of the subject of management for the consequences of decisions made. When negative consequences We are talking about responsibility not only administrative (sometimes criminal), but mainly moral;
* a situation in which the subject of management is both a manager and a subordinate;
* special (increased) requirements for the level of professionalism of the subject of management - to knowledge, skills, level of education and quality of education, as well as to the moral and business qualities of the manager;
* the presence of significant conflict potential in the interaction between a manager and a subordinate, a manager and a team, between managers, between different organizations. This potential requires neutralization, and conflict situations require harmonization and resolution without damage to the parties involved;
* very high intensity of contacts of the subject of management with other people. Each of these types of contacts requires attention from the manager, a certain mental stress and a lot of energy;
* the determining influence that the personal qualities and interests of those making this decision have on the content of decisions;
* the competitive nature of the interaction of interests of representatives of various links and levels of management of the organization’s activities, which in most cases do not coincide;
* uniqueness of management situations. Each management situation is significantly different from all others, despite the fact that there are so-called typical and standard situations. The uniqueness of a real, even standard, situation is determined by the uniqueness of its participants, each time by a new combination of conditions and factors that are important for its resolution. Successful resolution of any management situation involves the use of the manager’s creative potential.
To characterize the managerial profession, the following grounds for the general classification of professions are also important:
* the nature of the requirements for the human psyche, i.e. characteristics of the subject of labor.
In terms of the object of labor, the profession of a manager should be classified as one of the professions focused on “person-to-person” interaction. At the same time, a manager can also lead a group of people who are professionally oriented toward the interaction of “man - nature” (engineers, mechanics), “man - sign system” (editors, draftsmen), “man - artistic image” (artists, TV presenters).
In terms of goals, the profession of a manager is transformative, and the object of transformation is social reality (its various aspects).
In terms of means of labor, a manager is predominantly classified as a mental labor profession; if necessary, information processing tools are used - computer and organizational technology.
In terms of working conditions, the profession of a manager is rather one of the professions associated with working in a microclimate that is close to comfortable. Often in conditions of increased responsibility for people’s lives and health.
The profession of a manager requires highly qualified labor and lengthy, expensive training.
This is a profession that requires the highest degree of activity and level of responsibility of a person, and also requires a combination of many qualities in a person, primarily communication and organizational ones.
As the level of a manager's position increases, the nature of the requirements for a person's psychophysical characteristics change from relative professional suitability (the lack of necessary qualities can be compensated by motivation and experience) to absolute professional suitability, which requires certain natural data (leadership qualities, organizational abilities, etc.). ).
The work of a manager, with an increase in his official position, also changes from independent (within the limits of the task, space is provided for independent choice of work methods) to free creative work (typical of “top managers” - the employee independently chooses not only work methods, but also tasks).
An important feature of the manager’s profession is that he can manage the work of groups of people whose profession is related to others:
* goals (gnostic professions - expert, auditor; research professions - researcher);
* objects (interaction “person - Live nature» - engineer, mechanic, etc.; “person-person” - doctor, teacher, salesman, etc.);
* means (manual labor - representatives of crafts; machine-manual labor - machinist, driver; using automated systems - operator);
* conditions - with work in unusual conditions (firefighter, diver), with emergency and extreme situations (employees of the Ministry of Internal Affairs, Ministry of Emergency Situations, etc.);
* degree of qualification (professions with simple skilled labor, professions that do not require special training);
* the nature of the work (automated work - strictly regulated, with the same type of small operations throughout the day, tasks and techniques are monotonous, in particular the assembly worker; semi-automatic work - actions are not always strictly regulated, the list of tasks and techniques is monotonous, but variety in the rhythm and style, in particular a typist; patterned performance work - tasks and techniques are varied, but strictly specified by instructions, in particular a seamstress).
There are four types of profession of manager (organization manager):
1) leader. His main activity is managing a specific team of people (organization), making management decisions to solve practical problems within his competence;
2) management consultant. Here his activity is also related to solving practical problems, but it is limited to consulting, i.e. preparation and presentation to the head (organization) of specific advice on solving problems in the field of social management. The decision-making process, taking into account the advice received, remains with the manager. He also bears full responsibility for the decision made;
3) management scientist. The essence of its main activity is Scientific research, aimed at searching and developing knowledge in the field of management, studying the patterns of social management, identifying, explaining, justifying and forecasting events and phenomena in the field of management;
4) management teacher. The purpose of a teacher’s activity is to teach, transfer knowledge in the field of management, guide self-education of managers, and management education.
Each of these types of management profession is associated with specific requirements for professional training and individual qualities of a specialist. Thus, leadership qualities and fluency in practical management tools are especially important for a manager. For a scientist in the field of management - creative abilities, a tendency to analyze, summarize information, and search for new knowledge in the field of scientific management. For a management teacher - his abilities as a methodologist and didactician, the ability to interest students in solving management problems, to guide them selfeducation, knowledge transfer skills.
Any profession requires experience and skill; as one grows professionally, a person can expand the scope of his professional interests or look for new areas of application of his abilities and knowledge, and specialize in narrower or new areas. Thus, the rotation of senior managers is the basis for the formation of the corps of “top managers” (top management) that is so necessary in Russia today. As a broader area of application of the forces and abilities of a federal-level manager, one can consider, in particular, the leadership of an interdepartmental commission. A narrower sphere of activity for the manager of a large enterprise can be the management of a federal target program.
In connection with the reform of the Russian economy to date, new areas have arisen that require qualified management, including risk management, crisis management, the creation of a unified charity system, the development and implementation of new social ideas (related to ecology, distribution healthy image life, etc.) .
1.2 The role of a manager in an organization
The role of a manager in an organization is guiding, shaping, structuring, and generally organizing. The manager’s activities are aimed at ensuring that employees become not just an arithmetic sum of people with their own problems and interests, but a cohesive team aimed at creation, at fulfilling a social task, so that all the positive effects of social organization (primarily synergetic) for which people and will unite in it so that the organization becomes truly an organization.
The manager of an organization (leader) also performs a variety of other functions that complement each other, in other words, he acts as an administrator, organizer, professional (specialist), public figure, teacher, psychologist, educator.
The head (manager) of an organization, as an administrator, uses his administrative powers to achieve the goals of the organization, acts in strict accordance with regulations, and participates in the implementation of personnel policies.
In the role of an organizer, a leader demonstrates the ability to skillfully determine the prerequisites and goals of an activity, select performers, distribute functions among them in accordance with their abilities, experience and inclinations, set tasks for them, distribute responsibility, correctly place emphasis in activities, allocate the necessary resources, and then coordinate the activities of subordinates.
The role of a professional (specialist) in the activities of a manager is associated, first of all, with his knowledge and experience in a specific area of practical activity, the ability to formulate criteria for evaluating activities, carry out its planning, conduct instructions, analyze the progress of the decision, and finally, if necessary, independently effectively implement professional activity, solve a specific professional problem, setting a personal example to a subordinate.
A manager in the role of a teacher (educator) must demonstrate the ability to teach a subordinate the necessary techniques and work skills, professional ethics, approaches to resolving possible conflicts of interest between interacting parties, the use of specific forms and methods in a specific field of professional activity, and transfer to him his knowledge and experience.
The manager's fulfillment of the role of a psychologist means his activities aimed at uniting the team, taking into account the characteristics of the subordinate's psyche in the process of communication, exchanging information with the subordinate, when setting goals and objectives for the subordinate and the team as a whole, when distributing responsibilities, when assessing work results, when determining measures of reward and punishment.
The role of the educator involves assistance to the employee from the manager in understanding the traditions of the organization, in understanding the socially significant goals of the organization's activities. It is also very important to develop a sense of official duty in the employee and to assimilate elements of corporate culture. The manager helps the subordinate, on the one hand, to become imbued with the spirit of the organization, and on the other, to strengthen his civic position.
The role of the representative of the organization (public figure) - signs documents on behalf of the organization, represents the organization in the external environment, in higher organizations, interacts with funds mass media, receives visitors to the organization, in general, as is now commonly said, carries out public relations, makes decisions on social issues together with public organizations, participates in conferences and other public events.
It should also be borne in mind that in all cases the dominant role for the leader (manager) remains the role of the organizer.
CHAPTER 2. PROFESSIONAL AND PERSONAL QUALITIES OF A MANAGER
2.1 Structure of professional and personal qualities of a manager
When considering the qualities of a person that contribute to the formation of certain work skills and the performance of certain job duties, professional and individual (personal) qualities are usually separated. Professional qualities, as a rule, include those that relate to the performance of his work, his official activities, are enhanced by a person’s professional specialization, and also reflect predominantly rational behavior in a person. In contrast, it is believed that individual (personal) qualities are those that are manifested outside of work relationships, in everyday life, in the family, in everyday communication with friends, family members, relatives and other people.
The business qualities of a manager include the following: hard work, initiative, accuracy, professionalism, organization, diligence, energy, responsibility, ability to work, discipline. The most important personal qualities of a leader are: benevolence, fairness, collectivism, ability to keep one’s word, responsiveness, balance, modesty, external attractiveness, cheerfulness, and broad-mindedness.
At the same time, practice shows that this division is not only arbitrary, but often does not fully reflect reality. The fact is that the effectiveness of management and the success of the organization are directly related not only to purely professional, but also to all other qualities of a leader. In particular, there are management situations, the successful resolution of which depends decisively on the moral qualities of the leader.
Such situations presuppose the presence of various kinds of interpersonal and other conflicts associated with the emergence of ethical problems. In them, the leader acts primarily as a judge, mediator, and sometimes a psychologist or teacher. The method and nature of the manager's resolution of such situations has very long-term consequences and determines the attitude towards the manager and the entire organization on the part of subordinates, partners, competitors, as well as superior managers and authorities.
It is no coincidence that a number of sources among the qualities of a leader that are important for the effectiveness of organizational management do not separate professional and individual (personal). Thus, among the most important qualities of business decision makers are: Special attention focuses on the following: motivation, self-esteem and level of aspirations, characteristics of thinking, volitional factors, the factor of conscience, the subjective importance of money, individual risk strategy, conflict behavior, possible deviant (deviating from the norm) behavior, as well as neurotic and pathological behavior.
In the course of his activities, a leader inevitably projects his inner world, his qualities, all his advantages and disadvantages onto emerging management situations, onto the activities of the team and the development of the organization. Depending on these qualities, situations are harmonized and resolved positively, contribute to the development and strengthening of the team he leads and the organization as a whole, or, on the contrary, they are aggravated, contribute to the emergence of new problems and lead to the decomposition of the team, degradation, destruction and, ultimately, to the liquidation of the organization .
Thus, no less important for the success of a manager’s work is his general attitude to life and work and his moral qualities, including respect for people, a sense of duty, loyalty to word and deed, honesty to himself and to others, enthusiasm for work, optimism , openness, curiosity, creativity (creative abilities), independence of judgment, flexibility of behavior, impartiality, ability to criticize and self-criticize, goodwill, sensitivity, responsiveness, demandingness, generosity, modesty, sense of the new.
It is difficult to overestimate the importance for leadership and management of a manager’s communicative qualities, and above all sociability, tactfulness, the ability to listen and understand the interlocutor, the ability to get along with people, politeness, the ability to psychologically correctly influence people, the ability to maintain distance.
Strong-willed qualities such as persistence, patience, self-control, and the ability to concentrate for long periods of time are essential for a manager.
His emotional manifestations are also of great importance for the effectiveness of a manager’s work: natural behavior, ease, sincerity in communication, resistance to stress, emotional stability, and the ability to empathize.
It should be noted other qualities, often forgotten, such as alertness (relaxed composure, instant readiness for adequate action without fuss and overexertion) and sobriety (approach to life and situations in it, in which there is an objective, true assessment of ongoing events and the actions of all those involved persons in them, including himself).
On the other hand, for various areas of a manager’s activity - scientific, practical, consulting - we can identify some qualities that are of particular importance for these areas. Thus, for a practical leader, his leadership abilities are extremely important. For a scientist - his spontaneous curiosity, the ability to spend a long time solving the same problem, creative thinking, imagination and observation; here leadership qualities are of much less importance.
Necessary qualities for a practical leader, as well as a consultant, are confidence in behavior appropriately with subordinates, partners and clients. At the same time, this confidence should not reach its extreme manifestations - self-confidence and self-affirmation.
Communication skills are extremely important for the activities of a practical leader and consultant in the field of management; they are less important for a scientist specializing in the problems of management science.
It should be borne in mind that in professional activity, especially in its first stages, it is difficult to be successful in everything. Not all types of activities inherent in a manager do not show the same inclinations and abilities of a novice manager. Not all forms and methods inherent in the sphere of management are mastered equally successfully. In this regard, it is important for a novice manager to purposefully form his own individual leadership style, which would take into account, on the one hand, his inclinations and abilities of various kinds individual characteristics, and on the other hand, the need to develop professional qualities and self-improvement.
In this regard, it is important for a novice manager to have adequate self-esteem, to be aware of his individual characteristics, abilities and inclinations, strengths and weaknesses of character, as well as ways and means of compensating for his own shortcomings. The negative qualities of a manager that exclude effective social management are absolutely unacceptable: treachery, arrogance, inertia (slavish adherence to outdated habits and traditions, inability to perceive and support new things dictated by the needs of life), dogmatism, formalism, authoritarianism.
This kind of knowledge of one’s qualities helps the manager to form an individual management style, contributes to increasing the efficiency of his activities, and therefore the success of the actions of the team he leads, and the stable development of the organization.
To independently assess your qualities, in particular thinking, managerial abilities, volitional factors, and moral qualities of a manager, you should take into account the opinions of others, use introspection, as well as psychological tests.
Organizational and communication skills are the most important for a manager.
At the same time, it should be taken into account that the desire to engage in organizational activities and communicate with people largely depends on the content of the corresponding forms of activity and on the characteristics of the person himself. To a large extent, this desire is determined by the subjective value and significance for specific person future results of his activities and attitude towards the persons with whom he interacts. Often, tendencies appear in the course of such types of activities and communication, which at first are indifferent to a person, but as he becomes involved in them, they become significant. Here, a person’s setting goals for his own development, as well as the efforts a person makes to achieve his goal, are very important.
2.2 Management levels and roles
Management is the process of planning, organizing, motivating and controlling necessary to formulate and achieve the goals of an organization.
The higher the level of management, the greater the influence on the organization’s teams and, ultimately, on society as a whole, the corresponding leader has. The combination of the above-mentioned qualities of a person determines the real opportunity for him to carry out effective management on an appropriate scale.
The level of activity of a manager is determined by various factors, in particular:
* the significance for the life of society of the idea being implemented by him;
* the number of people included in the team he leads;
* the scale of entrepreneurial projects, the implementation of which he manages;
* the importance of the division he manages for the activities of a large commercial or public organization;
* the place and role of the organization he heads in the system government controlled;
* the degree of suitability of his specific leadership position.
For effective leadership at any level of management, two groups of individual qualities of a manager are important:
* qualities, knowledge, skills and abilities determined by the organization’s field of activity (economics, science, culture, military affairs, etc.). Here great importance have education in the field of activity, work experience in this field, as well as the presence of personal connections in the field of activity of the organization;
* qualities and skills related to the field of people management and in their essence independent of the organization’s field of activity (leadership qualities and skills, the degree of development of the volitional, intellectual and emotional spheres, moral qualities of a person). In this regard, it is important that knowledge is acquired as a result of possibly very intensive training sessions, complete immersion in work situations, are acquired and consolidated relatively quickly in the presence of a Teacher and sources of information (books, documentation, etc.), as well as practice in working in specific life situations.
At the same time, the will, emotional and intellectual spheres, and moral qualities of a leader (like any person) are formed throughout his life. The development of these qualities requires hard work on oneself, awareness and moral assessment of life situations, specific events, one’s role and place in them. This is a long process, sharp jumps in it are extremely rare and unlikely.
At the same time, the essence of most problems in the activities of any organization and complex management situations consists of various kinds of ethical conflicts. Conflicts of this kind arise due to differences in the interests of various divisions of the organization, different employees, the interests of an individual employee and the work collective or the entire organization, the interests of the organization and the consumer or society as a whole, etc. To adequately respond to unique management situations and successfully, harmoniously resolve emerging problems in an organization’s activities, it is necessary, first of all, to have the moral qualities of a leader, as well as developed emotional, volitional and intellectual spheres.
As the level of management increases, the rights of the manager in relation to subordinates expand significantly, both in terms of reward and punishment. The group of workers subordinate to him increases in quantity. The team he leads also changes qualitatively: more and more qualified workers are subordinate to him. The share of the “organizational component” in the work of a manager is increasing to the detriment of current management: his influence in determining the goals of the organization’s activities is growing, he increasingly determines the rules and operating procedures common to all participants in the organization. Strategic planning and strategic management are increasingly attracting his attention. Representative functions are expanding, and more and more people are judging the organization as a whole based on their impression of the leader.
The circle of people who are, to one degree or another, affected by the specific actions and decisions of the leader (especially if this is the head of public administration) is expanding. The leader must embrace these people, their relationships and activities in his intellectual sphere; in order to achieve the effectiveness of his own activities, he must emotionally identify with them. These people are increasingly experiencing the influence of his volitional sphere. Possible consequences the management decisions he makes (both positive and negative) are becoming increasingly large-scale and long-term.
The individual ideas of a leader, his moral qualities and stereotypes, and personality orientation are increasingly projected onto the people subordinate to him and onto the organization he leads. As a result, the importance of his moral qualities, emotional, volitional and intellectual spheres increases significantly.
3. MY IDEAAL MANAGER
Best Manager 2003 Alexander Georgievich Mazyr - leader of the pharmaceutical market. In the difficult crisis year of 1998, he not only became the head of the SIA International-Samara subsidiary and led the company to success in the regional pharmaceutical market, but was also named the best manager of the year in the finals of the all-Russian Platinum Ounce competition. Now A.G. Mazyr works for another company, but he became the winner of the Platinum Ounce competition as an employee of SIA.
He planned the process of moving to another company in advance. It was necessary to leave for another company at the peak of success. Mazyr A.G. stood at the origins of the creation of SIA and the set goals were achieved. It just became clear that in order to continue the successful movement it was necessary to move to another company, do new step forward. And he did it.
First education of Mazyr A.G. -- Academy of Architecture and Construction, specialization "Automated control systems." The second is Samara Academy of Economics, specialty “Economics and Enterprise Management”. He also received and is receiving invaluable knowledge at the Moscow Classical Business School under the Master of Business Administration program.
He managed to become the winner in the “Manager of the Year” nomination thanks to his determination, tirelessness, and desire to introduce innovations. Perhaps also due to the fact that he is 4.5 years old. A successful manager requires many qualities. But the basis is the ability to develop. Development is a gradual increase in the number of tasks that a manager can solve efficiently, without outside help. If a leader does not increase the number of these tasks over time, this may mean that his development has stopped.
You can also determine the reasons for performance and derive a formula for a successful manager. The first is education. Fundamental knowledge allows you to look inside the processes occurring in the enterprise. The second is managerial potential. There must be a leader who works according to modern technologies, developing his own methods, projects and programs. Competence is also important. To control the situation, the manager must thoroughly know every part of his enterprise. Otherwise, the management process may come down to incompetent orders. And, of course, marketing. Every manager working in dynamic markets must know the basic laws of the market and be able to distinguish trademark from the brand. The manager also needs direct sales experience.
Personal qualities such as high ethical standards, intelligence, intelligence, honesty, and openness are also important. An important factor in a manager’s success is self-motivation. Each person knows and can do much more than what he does. The main principle of A.G. Mazyra is a creative application of her knowledge in a changing market. This is reinforced by persistence, an almost naive desire to do oneself and the world better.
The life principles of A.G. are especially attractive. Mazyra: “Fortune favors the strong” and “Beauty will save the world.” You must be able to do everything beautifully - think, work, and relax. Beauty is an internal state. Therefore, you need to do everything beautifully and be confident in yourself.
CONCLUSION
Based on the material studied, we can conclude that the effectiveness of leadership depends on the personal qualities of the manager, on the type of power he uses and, of course, on the authority he has.
In order to master the profession of manager, it is necessary not only to put in a lot of effort and have a great desire, but also to possess certain internal qualities necessary to achieve success in this profession.
The main thing for a manager is to choose the most appropriate leadership style that matches his personal qualities. Possessing real power, the manager significantly influences the work collective, and through it, the nature and results of the functioning of the object itself.
Management activities contain a number of specific functions, the possession of which at a sufficient minimum gives the right to one or another person to call himself a manager or a manager. Undoubtedly, these functions include an organizational task. He must have the skills of planning, standardizing and regulating work, analysis, correction of standards and control. He needs to know whether everything is being done correctly, whether a particular specialist deviates from performing duties according to a given standard or not. But the manager’s arsenal of professional competencies cannot be limited only to the organizational component. He must also motivate employees. Managerial activity is manifested in the field of labor organization. However, work cannot be alienated from motivation, since then the main source of desire, which is the very opportunity that allows a person to perform a certain job, falls out of sight. Not only the organization, not only the regulations and technology force a person to be more productive, more efficient and responsible, ultimately generating quality, but also work motives. Therefore, when a manager organizes work, he must include a motivation component in it. The manager knows how to combine motivational skills with purely organizational ones.
In conditions modern management In an organization, a manager must have a number of necessary qualities, both personal and professional.
Professional ones include those that characterize any competent specialist. Possession of them is only a prerequisite for the successful performance of official duties.
These qualities are:
* high level of education, production experience, competence in the relevant profession;
* breadth of views, erudition, deep knowledge of not only one’s own, but also related areas of activity;
* the desire for constant self-improvement, critical perception and rethinking of the surrounding reality;
* search for new forms and methods of work, helping others master them, training them;
* ability to use time rationally and plan your work.
The personal qualities of a manager should also not differ much from the qualities of other employees who want to be respected and taken into account. Here you can mention:
* high moral standards;
* physical and psychological health;
* internal and external culture, justice, honesty;
* responsiveness, caring, goodwill towards people;
* optimism, self-confidence.
But possessing them is also just a prerequisite for successful management, because it is not professional or personal qualities that make a person a manager, but business qualities, which must include:
* the ability to organize the activities of subordinates, provide them with everything necessary, set and distribute tasks, coordinate and control their implementation;
* dominance, ambition, high level of aspirations, desire for independence, power, leadership in any circumstances, and sometimes at any cost, courage, determination, assertiveness, will, uncompromisingness;
* contact, sociability, ability to win people over, convince them of the correctness of their point of view (experts believe that 80 percent of a manager’s knowledge should be knowledge about a person);
* initiative, efficiency in solving problems, ability to concentrate on the main thing;
* the ability to manage yourself, your behavior, relationships with others;
* desire for transformation, innovation, willingness to take risks and engage subordinates.
The requirements for managers in relation to these qualities at different levels of management are not the same.
At the grassroots, decisiveness, sociability, and some aggressiveness are valued; on average - mostly communication skills, partly conceptual skills; on higher levels the ability to think strategically, assess the situation, set new goals, implement transformations, and organize the creative process of subordinates comes first.
Since a manager at any level not only organizes and directs the work of employees, but also, if necessary, influences their behavior, including off-duty behavior, he must be quite well prepared pedagogically.
LIST OF REFERENCES USED
1. Barinov V.A. Manager's Handbook. - M.: ADS, 2000.
2. Vesnin. V.R. Management. - M.: Prospekt, 2004.
3. Vikhansky O.S., Naumov A.I. Management. - M.: Gardariki, 2003.
4. Gerchikova I.N. Management. - M.: Unity, 1994.
5. Zaitsev N.L. Economics, organization and enterprise management. - M.: Infra-M, 2004.
6. General and special management. / Under general ed. A.L. Gaponenko, A.N. Pankrukhina. - M.: RAGS, 1997.
7. Odintsov A.A. Organisation management. Introduction to the specialty. - M.: Exam, 2004.
8. Petrukhina I. Best manager of the year close-up. // Weekly information and analytical newspaper. - No. 26. - 2003.
9. Personality psychology. / Ed. Yu.B. Gippenreiter, A.A. Blisters. - M.: Education, 1992.
10. Rumyantseva Z.A. General management of the organization. Theory and practice. - M.: Infra-M, 2001.
11. Susanov A.N. Your psychological portrait. - Minsk: Polymya, 1997.
12. Organization management for modern managers. / Ed. E.A. Borisova. - St. Petersburg: Peter, 2003.
13. Khalipov V. Introduction to the science of power. - M.: Education, 1996.
14. Economics and organization of a market economy. / Ed. B.K. Zlobina. - M.: Economics, 2000.
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Topic 1. The essence of management activities and areas of specialization
History of the origin and development of the manager profession.
Objectives and goals of management. Fundamentals of philosophy for the formation of worldview positions. Methods for analyzing the development of society to identify the stages and patterns of development of society.
Models and methods of management.
Management in micro- and macroeconomics.
The role of information in training managers for enterprises.
Management functions.
Currently, it is difficult to name a more important and multifaceted field of activity than management, or management, on which both the efficiency of production and the quality of service to the population largely depend. Today management is considered as a system of economic management, as a governing body, as a form entrepreneurial activity. Actually, management includes management theory and practical examples of effective leadership, which are understood as the art of management, the main results of management, the process of developing and implementing control actions. A control action is an influence on a control object intended to achieve the control goal. The development of control actions includes the collection, transmission and processing of necessary information and decision-making. Management in all its decisions is guided by economic considerations.
Manager is a management specialist.
History of the origin and development of the manager profession
The prerequisite for the formation of the manager profession was the current situation when the ability to solve issues of measuring and rationing the work of an individual for the purpose of rational management of employees attracted attention to a more complex task - motivating employees and establishing production relations between them. This situation can be traced back to the time of workshop production. The basis of the workshop was a man - a master, from whom students and apprentices studied. Accordingly, management was built on the basis of how relationships were established between these people. What was important was what position people occupied in relation to each other on the shop floor.
The emergence of manufactory (factories where fractionally divided manual labor was used) belittled the individuality of man; manufacturing operations. Manufacture prepared the basis for the next stage of industrial development, when the machine factory appeared. If in manufactory a person was subordinate to an operation, a procedure, a scheme, then in a factory a person becomes completely subordinate to a machine. An extreme example of this would be a conveyor belt. At the factory, control is built in accordance with the logic set by the machine.
In the 20th century in the 60-70s and partly in the 80s. man ceases to obey the machine. Automatic machines are being introduced into production. Man begins to subjugate the machine. The problems of creativity in work and the use of human potential are increasing, and the use of group forms of labor organization is expanding. Accordingly, the approach to management changes fundamentally. In the 1980-1990s. Computer information systems are becoming widespread. Changes in personnel management are becoming even more significant because it is now possible to “move” the machine outside the organization. This significantly changes the system of relationships between people in the team.
In the 21st century most actual problem The profession of a manager will differentiate the types of labor. If management theory now teaches how to compare your management with management in other organizations (so-called benchmarking) and how to measure this comparison, then management theories of the 21st century. will teach you how to not be like everyone else. If before this management taught how to work correctly and create effective, correct organizational systems, then in the 21st century. The question arises: how to get away from standards, from accepted systems, how to be different. According to some professionals working in this field, management concepts will be concerned with how to develop a management methodology through which organizations can find a way to differentiate themselves from others. It is very difficult to be different from others, but this will be the basis of managerial success in the 21st century.
The essence and content of organization management.
Managing organizations in conditions market economy has become significantly more complex, as their rights and responsibilities are expanding and more flexible adaptation to changes in the environment is required. New goals and functions arise that organizations had not previously solved or even set on their own; new organizations are created; under the influence of privatization processes, forms of ownership and organizational and legal forms of organizations change, new economic management mechanisms are developed and implemented. All the problems arising in connection with this cannot be solved without modern management.
Modern management includes two integral parts :
Leadership Theory;
Practical ways of effective management, or the art of management.
The concept of “management” has firmly entered into everyday life and has become familiar to business Russian life. However, it must be taken into account that we are talking about new philosophy, where other systems of values and priorities operate.
In this regard, it is necessary to dwell in detail on the meaning of the term “management”. Russian word“Management” and the English word “management” are considered synonymous, but in reality their true content is quite different. Using the term “management”, we follow the tradition established in international practice, according to which it means a very specific range of phenomena and processes. The term “management” is not a satisfactory substitute for the term “management”, because in the latter case we are talking about only one of the forms of management - the management of socio-economic processes through and within the framework of an entrepreneurial structure, a joint-stock company. Moreover, the adequate economic basis of management is the market type of management, carried out on the basis of the industrial organization of production or commerce.
The inclusion of this issue in the workshop is determined by the fact that it is the assessment of the concept of “manager” that turns out to be the most controversial and useful in this section, which is the subject of most of the situations proposed for consideration. Subjects of management are managers and executives at various levels who occupy a permanent position in the organization and are vested with decision-making authority in certain areas of the organization’s activities.
Nowadays, the concepts of “manager”, “businessman”, “entrepreneur” are widely used both in everyday practice and in scientific and educational literature. This juxtaposition of concepts sometimes introduces ambiguity and confusion into the definition of the functions of these individuals, so it is necessary to find out “who is who.”
In Russian conditions, the concepts of “manager” and “entrepreneur” began to be widely used in the late 80s and early 90s. in connection with the beginning of perestroika in the country. The transition from an administrative-command management system to a market one required changes both in the socio-political life of society and in the entire economic sphere. It was necessary to reconsider the previously established management system, which was based on the principles of centralized directive planning, strict distribution of material, human and financial reserves and resources from the center. It was necessary to change the entire system of subordination and control, the foundation of which was democratic centralism, popular control, etc. Market relations require a different approach to management: more democratic methods of work; new relationships “manager - subordinate”; following the strict rules of the market, competition, private interest, as well as the desire of people to extract the greatest benefit from the undertaking.
By 1993, the Russian national economy accounted for more than 4% of the population engaged in entrepreneurial activities. Hundreds of thousands of workers, office workers, peasants, heads of workshops and sections, plant directors, party and Komsomol workers attempted to organize their own business. The concept of “small and medium-sized businesses” appeared, small and large banks and, accordingly, bankers, stockbrokers, managers of large companies and heads of small factories, shops and other commercial and non-profit organizations arose.
The financial crisis of August 17, 1998 undermined the material basis of a number of business organizations and led to a decrease in their number, but did not stop the movement process itself. Entrepreneurship has received the right to life and will undoubtedly continue to develop.
Great opportunities for the development of entrepreneurship opened up as a result of privatization (with all its costs and abuses), which made it possible to create private enterprises, joint-stock companies, associations and unions in industry and other sectors of the national economy. New economic relations required not only entrepreneurs, but also professional managers - managers.
Business is an entrepreneurial activity, business or occupation that is a source of profit (profit).
Entrepreneur how the owner performs his functions independently, creates products (services) with his personal labor, makes the necessary decisions in the development of his business, provides production activities with resources, sells products and appropriates the results of his own labor.
Things look different when the scale of production increases, its by-products arise, branches and subsidiaries are organized, and the enterprise goes abroad with its products. Here the entrepreneur’s own labor is not enough. Each of the functional areas of the enterprise (supply, production, sales, etc.) becomes an independent direction, i.e. There is a division of functions into production and management, which requires a professional manager. This is where the labor force of the corresponding specialty appears on the labor market - professional manager.
Of course, an entrepreneur as an owner can deal with management issues himself, leaving participation in direct production. In this case, the entrepreneur (businessman) and the manager are combined into one person. This is typical mainly for small businesses. But many medium-sized enterprises, according to certain criteria, and all large ones, as a rule, are managed by hired professional managers - managers.
So, entrepreneur, businessman and manager are similar concepts, but not the same thing. A businessman is an owner using own or borrowed capital for the purpose of generating profit or business income. He may not hold any official position in his company, but may also be on its board or board of trustees.
The word "manager" has several meanings:
1) hired professional manager;
2) production management specialist;
3) entrepreneur in professional sports.
Thus, A manager is an employee who occupies a certain leadership position in a given organization. At the same time, in some cases a manager may be a co-owner of this enterprise and have its shares.
The work of a manager and an entrepreneur has common features: both pursue goals set for the enterprise; apply certain management methods; plan, coordinate and control the activities of the enterprise’s employees; work at your own peril and risk. One risks his position, the second - his own capital. This is a new phenomenon for Russia. Previously, leaders risked their positions, and in Stalin's times, their freedom.
Managers decide what productivity goals will be set for the organization, what methods of obtaining products will be used, what forms of incentives are most appropriate, and more. It is the leaders who, through their organization and personal example, set
tone in the organization. They determine whether the organization will focus on quality, productivity and customers in its work or remain indifferent to them.
Who are managers? What is the essence of their profession and what are the requirements for them?
The content of the very concept of “managerial personnel” is interpreted quite broadly and ambiguously. The International Labor Organization (ILO), for example, views management as part of a broader category of workers that includes other professionals in addition to managers. The basis for this is considered to be a close connection in the work of managers and specialists. They depend on each other and, working in constant contact, ensure the planned development of the organization.
To answer questions about the content of the management profession, it is necessary to understand the essence of the division of labor and determine the scope of tasks facing managers in the organization.
As the organization grows, management is divided into smaller and smaller elements, management functions are specialized within a professional group, and a management hierarchy develops. Consequently, in determining the areas of activity of managers and the characteristics of work in a particular place, it is very important to consider the horizontal and vertical division of labor in the management apparatus of the organization.
In domestic management theory and practice, it is customary to distinguish three groups of managerial personnel in connection with the horizontal division of labor:
Managers are management personnel who determine the work of other people. Moreover, this group is divided into two parts - line managers (their subordinates perform production functions) and functional managers (their subordinates perform management functions);
Specialists - management personnel performing non-production work (managerial functions) requiring high qualifications;
Employees are management personnel performing non-production work (management functions) that do not require high qualifications.
Horizontal division of labor is also called specialization between areas of management. In this regard, it is interesting for understanding the essence of management to distinguish between functional, general, line and hardware managers, shown by K. Hayles.
Functional managers are responsible for specific elements of an organization's activities, such as management, personnel, research, marketing, or production.
General managers typically head divisions of an organization, such as a division or subsidiary, that are called upon to perform a set of functions. The general manager is responsible for the overall activities of the organization or divisions, and, therefore, relies on managers responsible for the performance of individual functions.
Line managers are responsible for performing functions directly related to the production or delivery of product services to consumers. Depending on their level, they can manage the work of a trading company store, a group of nurses, a department of social work or production activities of the enterprise.
Hardware managers are responsible for executing non-productive functions of a business's operations, such as finance, personnel, purchasing, or legal matters. When managing subordinates, hardware managers usually act in the same way as line managers.
As an organization grows, the need for a hierarchy of managers arises. The actual number of levels in enterprises is characterized by great diversity and ranges from one or two in small enterprises to eight to ten or more in large associations and corporations. Depending on the “step” that the manager occupies in it, the volumes of “management” and “non-management” differ significantly. The degree of horizontal division of labor at each level of management also differs. Accordingly, the content of tasks solved at different levels also changes. What is common is that each of them provides for a certain amount of work on management functions. This - horizontal division of labor function managers. The functional structure of work at each level is not the same. When moving from the lower level to the highest, the number and complexity of tasks for drawing up plans and organizing the entire work of the enterprise increase, and the importance of the control function increases. At the lower and middle levels, managers are busy coordinating the joint activities of people, so this function, along with motivation, becomes the most important.
A deeper horizontal division of labor among managers involves their specialization in key areas of activity that form the subsystems of the enterprise. Z.P. Rumyantseva identified five subsystems: personnel, research and development, marketing, production and finance. To a certain extent, this division is arbitrary, but it has a rationale obtained by generalizing the existing practice of managing and identifying subsystems in modern enterprises.
From the point of view of revealing the control mechanism as a cybernetic system having 1 - input (resources), 2 - output (results), 3 - transformation (production), the following subsystems can be distinguished:
1- management of personnel, finances, information, equipment and inventories,
2- goal setting and strategic management, marketing,
3- research and development, supply, production.
The vertical division of labor in domestic and foreign theory and practice most often leads to the separation of managers at the top, middle and lower (lower) level or level. This division applies mainly to one category of managers in the domestic classification - executives. Lower-level managers supervise direct performers, middle-level managers are a kind of transmission links between top and lower-level managers, partially performing the functions of both, senior managers manage the organization as a whole, determining the paths of its development.
Lower-level managers manage such primary units as teams, shifts, and sections.
The middle level - the most numerous, according to some sources, accounting for 50-60% of the total number of management personnel of the organization - includes managers responsible for the progress of the production process in departments that consist of several primary formations (structural units); this also includes managers of headquarters and functional services of the enterprise’s management apparatus, its branches and departments, as well as the management of auxiliary and service production, target programs and projects.
The highest level is the administration of the enterprise, which exercises general strategic management of the organization as a whole, its functional and production complexes. Only 3-7% of general management personnel are employed at this level.
In foreign literature, positions related to the following activities are distinguished: performing direct work operations, managing personnel engaged in direct operations, managing managers, and business management.
Execution of direct work operations
Managers responsible for direct operations are engaged in mental and physical labor in organizing the production and supply of goods and services. Such work includes both low-paid support activities and
skilled or technical work, and highly valued professional or creative work. Often the functions of management and
direct labor is not shared; in this case, responsibility for planning or controlling certain activities rests with
direct performers.
Managing personnel performing direct operations
Managers performing these functions are sometimes called first-level or lower-level managers; They are responsible for the execution by subordinates of the daily operations accepted in the organization and participate in solving problems that arise. These include foremen (foremen) in production (supervisors), hotel managers, head nurses in hospitals or bank managers. Typically, direct work operations take them significantly less time than
from their subordinates (with the exception of small companies).
Manager management
Managers performing these responsibilities are generally considered executives
middle management (a very large group). Their main function is to direct the activities of lower-level managers in line with company policy. They check the achievement of their subordinates' goals, constantly keep abreast of events and, depending on the situation, provide their employees with support or put pressure on them. Managers of managers are responsible for
formation and uninterrupted connection of communication lines that ensure unhindered circulation of information in the organization. They are the ones who bring it to
lower-level managers have expectations from management, and to top-level management - information about the real state of affairs in the company. In addition, a significant part
middle managers' working time is spent interacting with
superior managers and colleagues at the same level of the hierarchy. Some managers communicate very closely and frequently with managers from other organizations on whom they depend in some way.
Business management Business management is carried out by a relatively small group of individuals who are responsible for the overall management and operations of the organization. Top managers set policy and are responsible for managing relationships with representatives and institutions of the outside world, such as shareholders, funds
media, organs state power. They must have complete
information about the state of affairs in the organization, while at the same time directing the main efforts to determining the prospects for its development or interaction with external agents. Performing direct operations by such managers takes a minimum of time (however, in small companies, managers are directly involved in the work process).
To perform their complex and responsible functions, managers must have specialized knowledge and be able to use it in the day-to-day work of running a business.
For example, abroad, to assess the qualities of a manager, he is sent on a long business trip without warning. If during it
absence, the company is operating successfully, this is a positive assessment
manager's activities. However, often during the absence of a manager, activities become less effective - this indicates that the manager did not influence the entire system as a whole (i.e., did not ensure the strategic development of the company), but daily dealt with current issues, not trusting them to middle managers link .
The requirements for their professional competence are very diverse. Domestic scientists offer the following set of them, which can be conditionally divided into two groups.
Introduction
1. Definitions of management as a science
2. Profession manager
3. Qualities required for a manager
4. Control functions
Conclusion
Bibliography
Introduction
The topic of management as a profession is especially relevant in our modern times. Agree that most people do not want to work as subordinates, but want to manage the organization. More and more people are striving for this, but not everyone achieves their goals, and not everyone deserves the role of manager.
Personally, as a student of the Faculty of State and Municipal Administration, this topic worries me greatly. I, as a future specialist, manager, want to know what management is, what definitions exist for this science. Also, what this profession includes; what qualities a specialist must have in order to become successful in his field of activity. I want to be successful, thanks to my work I was able to learn what will help me achieve my goal.
The main goal of my work is to determine the essence of management as a type of human activity.
I set myself the following tasks:
Consider the history of the origins of management.
Define the role of management in the modern world.
Consider the functions of management.
The object of my research is a manager who runs an organization.
The subject of my research is qualities, various facets of personality.
To achieve the goal, it is necessary to review periodical literature, books, reference books and encyclopedias on this topic, analyze the knowledge gained, and write out an answer to this question. I think that my own reasoning will also help me in revealing the topic.
Definitions of management as a science
Behind last years our country has undergone profound economic transformations. Russian Federation as an independent state, it has set a course for carrying out market reforms that should ensure the welfare and freedom of Russian citizens, the economic revival of the country, and the growth and prosperity of the domestic economy. Indeed, the times we live in are an era of change. In socio-political life this is a transition from totalitarianism to democracy, in economics - from an administrative-command system to a market, in the life of an individual - his transformation from a “cog” into an independent subject of economic activity.
Property relations have changed significantly, and with them the goals of the organization's activities and the mechanisms of their interaction. Under these conditions, the role of governing structures - management - has increased significantly.
We can say that management appeared along with people. Where at least two people united in an effort to achieve some common goal, the task of coordinating their joint actions arose, the solution of which one of them had to take upon himself. Under these conditions, he became a leader, a manager, and the other became his subordinate, an executor.
During the years of transition of our economy to market principles of economic management, along with the usual phrase “management of an organization or enterprise,” something else became common - “management of an organization or enterprise.” Currently, they are most often used as identical and interchangeable concepts. What is management?
There are many definitions and interpretations of this word. Let's look at some of them.
In a simplified understanding, management is the ability to achieve set goals using labor, intelligence, and the motives of other people’s behavior.
In the fundamental Oxford dictionary in English management is defined as a method, a manner of dealing with people, power and art of management, a special kind of skills and administrative skills, a governing body, an administrative unit.
An American textbook for students on a management course gives the following definition: “Management is the process of optimizing human, material and financial resources to achieve organizational goals." Fundamentals of management. Zaitseva O.A., Radugin A.A. Moscow ed. Center. Moreover, the process here refers to a system of actions taken by managers. Optimization means that managers must work to achieve the best long-term results, and goals are those results that the company's major shareholders seek.
The control object can be a natural phenomenon, technical or economic system. Despite the specifics of each type of control, they have a common feature: influencing objects with a small amount of energy should give a significant result. General management. Vishnevsky Yu.R. Ekaterinburg
So we got acquainted with the definitions of management, and now I would like to talk about the profession of manager.
Profession manager
The profession of a manager is difficult, but at the same time it has many attractive aspects and is very interesting. In the modern world, not every person is capable of becoming a good manager. Why do I think this? Because in the past, workers were for the most part a submissive, poorly educated, faceless mass and in the best possible way their treatment was considered coercive. And the managers were primarily people with obvious dictatorial abilities. People were forced to work without reasoning.
Nowadays everything is completely different. With the understanding that workers should not be forced to work, but encouraged, the requirements for managers have changed. The manager is like the head of the family, a father who treats his subordinates with firmness, but with fairness.
A manager often has to solve complex problems in critical situations and uncertain prospects.
This profession provides great opportunities for personal development, gives a person dignity, is exciting and exciting.
Life is not easy for leaders. On their way, they encounter many difficulties, the main one of which, by universal recognition, is the leadership of subordinates. In second place is the planning of the company's activities and in third place is the dismissal of employees. You can also note the problem of managing your time, delegation of authority, financial “wilds”, decision making and conflict resolution.
Qualities required for a manager
To be successful, a manager must have a number of qualities. Just getting along with people is not enough; interaction must be ensured in a reliable manner. material base, which is created by reliable uninterrupted sales of goods. This will also require the manager to have brokerage skills.
And finally, today, companies have grown so much that sole management has become almost impossible. In addition, managers have added many external functions, including interaction with partners, trade unions, government and political figures. Each direction is handled by an independent manager, so the head of the corporation becomes an organizing manager, whose main responsibility is to coordinate the activities of a group of managers.
In fulfilling this responsibility, the modern manager acts in several guises.
Firstly, he is a manager, vested with power, leading a large group of people.
Secondly, he is a leader who is able to lead his subordinates using his authority, high professionalism, and positive emotions.
Thirdly, he is a diplomat who establishes contacts with partners and authorities and successfully overcomes internal and external conflicts.
Fourthly, this is an educator with high moral qualities, capable of creating a team and directing its development in the right direction.
Fifthly, this is an innovator who understands the role of science in modern conditions, who knows how to evaluate and immediately introduce into production this or that invention or rationalization proposal.
Sixthly, this is simply a person with high knowledge and abilities, a level of culture, honesty, decisiveness of character and at the same time prudence, capable of being a model for others in all respects.
The personal qualities of a manager primarily include honesty and decency, which always presuppose compliance with the norms of universal morality, modesty and fairness towards others.
A leader must try to understand his subordinates, see them as individuals worthy of respect, be able to understand their behavior, be humane and care about people, strive for cooperation, while taking into account the interests of everyone.
A manager must be principled in all matters, be able to withstand pressure both “from above” and “from below”, consistently and firmly stand his ground, not hide his views, defend to the end the values that he professes, and help others acquire these values through personal example, and not moralizing, to firmly keep your word.
Another group of qualities needed by any manager is professional. This is competence, i.e. system of special knowledge and practical skills. It can be special and managerial. This is culture - general, technical, economic, legal, informational, psychological and pedagogical. A number of other points are also important. First of all, a modern manager is distinguished by a good knowledge of reality, both internal and external, an understanding of the goals of the company and his division, the ability to see problems, highlight the most significant aspects of them, and be receptive to novelty and changes. This is impossible without having above-average mental abilities, the ability to analyze a situation, create and critically evaluate various plans and programs, make decisions, take responsibility for their implementation, work hard and persistently for this, be energetic and decisive.
However, a leader must not only be well trained and highly educated, but also a creative person. He is required not only to believe in his own creative abilities, but also to appreciate such abilities in others, to be able to mobilize and use them, overcoming all obstacles encountered along the way. To do this, you need to be persistent, feel the need for change, be able to break with traditions, perceive new ideas and innovative solutions, and systematically use them.
Control functions
In the management process, the manager carries out a number of specific functions, including: organizing and planning the activities of the team and one’s own work; distribution of tasks and briefing of subordinates; control over them; preparing and reading reports; verification and evaluation of work results; familiarization with all the new products in the world of business, engineering and technology, putting forward and considering new ideas and proposals; resolving issues beyond the competence of subordinates; familiarization with current correspondence; answering calls and receiving visitors; holding meetings and representation; filling out reporting forms; Negotiation; training.
Here are the goals that managers of commercial and industrial organizations adhere to:
1. Management goals for commercial organizations:
Obtaining maximum profit for the current period of time or during the market cycle of a product, the required amount of profit;
Gaining a larger market share;
Maximizing share price
2. Management goals for industrial organizations:
Minimizing costs for producing a certain amount of products;
Maximizing the number of products produced;
Maximizing equipment load;
Ensuring uniform loading of equipment, with restrictions on other parameters of the production process (annual operating time of equipment, underload of equipment, equipment throughput, etc.)
The management by objectives process consists of four stages.
1. The terms of reference and responsibilities of all managers of the enterprise are determined;
2. Management goals are developed within the framework of established responsibilities;
3. Real plans are drawn up to achieve the goals;
4. Control, measurement, and evaluation of the work and results obtained by each manager are carried out.
Managers not only make plans, but also organize their implementation by creating structures, processes and methods through which collaborative and effective work is organized.
As already mentioned, the management process has four interrelated functions: planning, organizing, motivating and controlling. Let's talk a little about each of these functions.
1. Planning -- This is a type of management activity associated with drawing up plans for the organization and its components. Plans contain a list of what needs to be done, determine the sequence, resources and time required to achieve the goals. Accordingly, planning includes:
* setting goals and objectives;
* developing strategies, programs and plans to achieve goals;
* identification of necessary resources and their distribution according to goals and objectives;
* communicating plans to everyone who must carry them out and who is responsible for their implementation.
2. Organization-- the second management function, the task of which is to form the structure of the organization, as well as to provide everything necessary for its normal operation - personnel, materials, equipment, buildings, in cash and etc.;
To organize means to divide into parts and delegate the implementation of a common management task by distributing responsibility and authority, as well as establishing relationships between different types of work.
In any plan drawn up in an organization, there is always a stage of organization, i.e. creation real conditions to achieve planned goals. Often this requires restructuring the structure of production and management in order to increase their flexibility and adaptability to the requirements of a market economy. Currently, organizations are forming a management structure in accordance with their own needs.
3. Motivation is the process of motivating oneself and others to take action to achieve personal or organizational goals.
The motivation process includes:
* establishing or assessing (understanding) unmet needs;
* formulation of goals aimed at meeting needs;
* determination of actions necessary to meet needs.
Motivational actions include economic and moral stimulation, enrichment of the very content of work and the creation of conditions for the manifestation of the creative potential of workers and their self-development.
Carrying out this function, managers must constantly influence the factors of productive work of members of the work team. These primarily include: variety of work in content, growth and expansion of the professional qualifications of workers, satisfaction from the results obtained, increased responsibility, opportunities to show initiative and exercise self-control, etc.
4. Control -- This is a management activity, the task of which is the quantitative and qualitative assessment and accounting of the results of the organization’s work.
There are two main directions in it:
1. control over the implementation of the work planned;
2. measures to correct all significant deviations from the plan.
The main tools for performing this function are observation, checking all aspects of activity, accounting and analysis. In the general management process, control acts as an element feedback, since according to its data, previously made decisions, plans, and even norms and regulations are adjusted. Effectively implemented control must have a strategic focus, be results-oriented, timely and fairly simple. The last requirement is especially important in modern conditions, when organizations strive to build their work on the principle of trust in people, and this leads to the need and possibility of a significant reduction in the control functions performed. directly by managers. Under these conditions, control becomes less stringent and more economical.
Conclusion
Thanks to this work, I became even more convinced that an ordinary person cannot become a real manager. Organizations need truly professionals in their field. Those specialists who not only have a minimum of knowledge, but who are comprehensively developed, know how to apply knowledge in practice, those who are purposeful and determined to act immediately.
It must be borne in mind that there is not and will not exist a manager who has universal abilities and acts equally effectively in any situation. There is a certain set of human qualities, which were listed above, that form the basis of organizational abilities.
So, in the end, we can say that I was able to determine the essence of management as a type of human activity. Identified the functions of management. Achieved the goals set for himself through a thorough study of issues related to the topic of the work.
Bibliography:
1. Zaitseva O.A., Radugin A.A. Fundamentals of management. Moscow ed. Center.
2. Vishnevsky Yu.R. General management. Ekaterinburg
3. Maksimov M.M. Management. Moscow. Ed. Unity, 1999.
4. Kabushkin N.I. Fundamentals of management. Moscow. Ed. Economypress, 1998.
5. Management/edited by F.M. Rusinova. Moscow. Ed. FBK-press, 1999.
7. Telor Frederick Winslow, “Management”, - Moscow. 1992.
8. Vikhansky - Management.
9. Lebedev O.T. Fundamentals of management. Saint Petersburg. ed. MiM 1997
10. http://www.economika.info/index.
11. http://examen.od.ua
12. http://www.erudition.ru/
13. http://revolution.allbest.ru/
14. http://www.rambler.ru
What is management and why is it needed? Basic concepts: types, functions, methods and principles of management. Management as a profession in the modern world.
Greetings, dear friend! Welcome to Dmitry Shaposhnikov, one of the authors of the site HeatherBober.ru.
For more than 10 years, I managed teams of up to 1000 people in large banks and telecommunications companies in Russia.
Today, my experience also formed the basis of this article.
I have long noticed that most people do not understand what management is and why it is needed.
Below I will share with you an understandable theoretical basis this concept and practical examples from your life.
This information will be useful both to novice managers and to those who want to learn more about management and effectively use this knowledge in practice.
1. What is management - a complete overview of the concept
The word “Management” translated from English literally means “management”, “administration”, “ability to lead”.
However, this word is not an exact synonym for “management”. After all, you can manage not only a factory, but also a car or a bicycle. Management is primarily about managing people. At the same time, the control is also done by a person, and not by an automatic machine or a computer.
The most accurate definition of management is as follows:
Management- this is control, maximum efficient use and control of social or economic systems in a market economy. Management initially developed as the art of production management, but then transformed into the theory of managing human behavior.
In general, there are several meanings of the term “management”. Here are some of them:
- A type of work activity that represents a management process: the continuous implementation of actions and decision-making that contribute to the accomplishment of assigned tasks.
- The actual process of managing something is forecasting, coordination, stimulation of activity, command, control and analytical work, as well as combining various methods of management activities together.
- An organizational structure designed to manage a company, enterprise, group of people, or country.
- A scientific discipline that studies problems of managing and leading people.
- The art of managing people, including operationally and under stress. It assumes not only knowledge of theory, but also an intuitive understanding of human behavior.
- The art of managing intellectual, financial, and raw material resources for the purpose of maximizing efficient production activities.
The above definitions of management do not contradict each other, but, on the contrary, are interrelated and reveal various aspects of this concept.
On the one hand, it is a theoretical discipline engaged in the study of laws and principles of management, on the other hand, it is purely Practical activities, aimed at the rational distribution of human and/or material resources.
World history of management development
No historian can name the exact (or even approximate) date of the birth of management science.
It is logical to assume that management has existed in society since the emergence of social relations. Even the most ancient societies needed people to take on the functions of managing and coordinating the activities of groups.
Ancient managers controlled people in building homes, obtaining food, and protecting them from wild animals and enemies.
There are 4 historical periods in the development of management as a science of managing people:
- Ancient period(10,000 BC – 18th century AD). Before management emerged as an independent field of knowledge, society had been accumulating management experience bit by bit for centuries. Rudimentary forms already existed at the stage of the primitive communal system. The elders and leaders represented the guiding principle of all types of activities. Around 9-10 millennia BC, the appropriating economy (gathering and hunting) gradually gave way to the producing economy: this transition can be conditionally considered the period of the emergence of management. Already in Ancient Egypt(3 thousand years BC) a full-fledged state apparatus with a serving layer was formed. Later, the principles of management were formulated in their works by the philosophers Socrates and Plato.
- Industrial period(1776-1890). A. Smith revealed the principles of public administration as accurately as possible in his works. He formulated the laws of classical political economy and management, and wrote about the responsibilities of the head of state. In 1833, British mathematician Charles Babbage proposed his project of an “analytical engine”, which would help make management decisions more quickly.
- Systematization period(1860-1960). A time of intensive development of management theory, the emergence of new directions, trends and schools. We can say that modern management originated during the Industrial Revolution. The emergence of factories led to the need to create a unified theory of managing large groups of people. For these purposes, the best workers were trained to represent the interests of local management - they were the first managers.
- Information period(1960 - our time). Today, making management decisions requires processing a huge amount of information. Control is a logical process that can be expressed mathematically. Various approaches to management are practiced, based on the principles of loyalty to working people and business ethics.
Management as a science and applied activity continues to develop and improve. No leader in our time can manage people, finances, or production processes without a theoretical basis and practical management skills.
2. Main goals and objectives of management
For those who have not had experience managing at least 2-3 subordinates, it is difficult to understand what management is and why this science should be studied long and hard. It would seem that everything is extremely simple: subordinates work, and the manager observes and indicates what they should do to increase productivity and increase the company’s income.
In reality, everything is much more complicated: in order to give the right instructions, you need to clearly understand the essence of production processes. Management must be as effective as possible, otherwise it will bring losses and harm instead of benefit.
Any leader must base his work on knowledge of scientific principles and understanding of the current situation.
For example
A personnel manager in a printing house must not only skillfully manage printers and printing equipment operators, but also have a good understanding of the printing business.
One more example
You urgently need to remove the goods from the warehouse and load them into transport. A qualified manager will order the goods to be removed from the treasure in advance and distributed on the loading dock in a certain way - large and durable ones closer, fragile and small ones further away. When the vehicle arrives, movers will quickly move the items into the truck in the order in which they are located.
An inexperienced or lazy manager will not take care of the preliminary work at all, so the loaders will have to carry goods from the warehouse for a long time without any system.
The main goal of management– harmonious and coordinated work of the organization, efficient functioning its external and internal elements.
The specific content of management is influenced by 2 groups of factors:
- General development trends of the company;
- Territorial or national economic factors.
Local management tasks are subordinated to the main goal.
Supporting tasks include:
- development and survival of the organization, maintaining its market niche and focusing on expanding its sphere of influence;
- achieving the set results, ensuring a specific level of profit;
- creating conditions necessary for the stable existence of the organization;
- overcoming risks and predicting risky situations for the company;
- monitoring the effectiveness of the organization.
Management of the activities of a company or group of people is carried out taking into account the potential capabilities of the organization and constant correction of production processes. In large enterprises, management is divided into 3 interacting levels - higher, middle and lower.
3. 7 main types of management
Types of management– these are specific areas of management related to solving specific problems. There are 7 main types of management - let's look at each of them in detail.
Type 1. Production management
The term “production” should be understood as broadly as possible: it can refer to a commercial company, a bank, or a factory.
Production management is responsible for the competitiveness of services and goods provided by the company. The effectiveness of such activities is determined by the accuracy of strategic forecasts, production organization, and competent innovation policy.
A production management specialist solves the following tasks:
- monitors the operation of the system, promptly detects failures and malfunctions;
- eliminates conflicts within the organization and deals with their prevention;
- optimizes the volume of products produced;
- monitors the rational use, loading and serviceability of equipment;
- controls labor resources, is responsible for discipline and encouragement, and takes into account the interests of the organization’s employees.
The main task of such a specialist is to effectively combine the company’s capabilities with its long-term goals, as well as manage the production process.
Type 2. Financial management
Enterprise financial management.
The financial manager is responsible for the organization's budget and ensures its rational distribution. The tasks of such a manager include analyzing and studying the company’s profits, its costs, solvency and capital structure.
The goal of financial management is obvious - increasing the profits and welfare of the organization through effective financial policies.
Local tasks of a company money management specialist:
- optimization of expenses and cash flow;
- minimizing the financial risks of the enterprise;
- accurate assessment of financial prospects and opportunities;
- ensuring the profitability of the organization;
- solving problems in the field of crisis management.
In other words, the financial manager makes sure that the company does not go bankrupt and generates stable profits. The principles of financial management can also be used individually when managing your own funds.
Type 3. Strategic management
Strategy– development of methods and ways to achieve goals.
Therefore, strategic management is the development and implementation of company development paths. The specific plan of action is determined by the tactics.
Let's say the goal of an organization is to achieve maximum income. Strategic measures to achieve this goal can be different: become the best manufacturer in your niche in terms of quality, increase production volume, expand the range. Methods for solving these problems will also be different.
For example, when implementing a program to improve product quality, the enterprise will need to introduce the position of a full-time control manager or open an entire department responsible for the functionality and compliance with product standards (QC).
Type 4. Investment management
As the name suggests, the task of investment management is to manage the investments of enterprises. This type of manager is engaged in the profitable placement of existing investments and attracting new ones.
The specialist’s work tool is an investment project (long-term business plan). This also includes fundraising.*
Fundraising- this is searching and receiving money from sponsors, attracting grants.
Type 5. Risk management
Since commercial activity inevitably involves risk, it is necessary to calculate in advance possible losses from production processes and correlate them with the expected profit.
Risk management is the process of making and implementing management decisions aimed at minimizing losses and reducing the likelihood of adverse consequences.
Risk management is carried out in stages:
- The risk factor itself is identified and the scale of its possible consequences is assessed;
- Risk management methods and tools are selected;
- A risk strategy aimed at minimizing damage is developed and implemented;
- The primary results are assessed and the strategy is further adjusted.
Competent risk management significantly increases the competitiveness of an entity and protects it from unprofitable activities.
Type 6. Information management
A specific area of management that became an independent industry in the 70s of the 20th century. Information management is responsible for collecting, managing and distributing information. This type of activity is carried out with the aim of forecasting client expectations and providing the organization with up-to-date information.
Modern information management is a management activity based on computer technology.
Today it is much more than document management and office work: information management refers to all types of information activities of a company, from internal communication between employees to the provision of information about the organization to the public.
Type 7. Environmental management
Part of the corporate governance system that has a clear organization and implements programs and measures to protect environment. The environmental policy of each company is regulated by law and various regulations.
This type of management is based on the formation and development of environmental production: this includes rational use natural resources, activities aimed at preserving the quality of the natural environment.
This also includes a course to reduce enterprise waste and rationally process it. Environmental management systems operate in most enterprises in the civilized world; Our country is not lagging behind: in the Russian Federation the number of such organizations is growing every year.
4. Disclosure of the main components of management - concepts and definitions
Here we will look at what management actually consists of and what its main functions are.
1) Subjects and objects of management
The subjects of management are considered to be managers themselves - managers at various levels who occupy permanent positions and have decision-making authority in various areas of the organization's activities.
Objects of management are everything in relation to which management is carried out - production, sales, finance, personnel. Objects have a certain hierarchy: you can direct management to your workplace, structural unit (group, team, section), division (workshop, department), organization as a whole.
2) Functions and methods of management
General functions reflect the main stages of the process of managing the work of an organization at all its hierarchical levels.
Competent and effective management involves the implementation of the following functions:
- setting goals;
- activity planning;
- work organization;
- activity control.
Often include additional functions - motivation and coordination. Functions are also divided into socio-psychological and psychological. Both groups complement each other and create a holistic system that allows you to control the work of the organization at all levels.
Management methods are:
- Economic(state regulation of the activities of organizations, market regulation);
- Administrative(direct action methods based on discipline and responsibility);
- Socio-psychological based on moral stimulation of personnel.
Within one company various methods management can be combined and applied depending on the current situation.
3) Models and principles of management
It is more convenient to provide complete information about management principles in the form of a table:
№ Principles Contents of the principle 1 Division of labor The purpose of division of labor is to perform more work under constant conditions. Specific goals are distributed among participants in the production process according to their abilities 2 Authority and Responsibility Authority in the form of an order is accompanied by responsibility for the competent execution of the assigned task. 3 Discipline Participants in the production process must obey certain regulations, and managers must apply sanctions to violators of internal regulations 4 Unity of command An employee receives (and follows) orders from one boss 5 Subordination of personal interests to public ones The interests of the group take precedence over the interests of one employee 6 Reward Loyalty and devotion to the company should be supported by rewards (bonuses, salary increases) for effective work 7 Order Personnel and material resources must be in the correct location 8 Justice Fair treatment of employees stimulates loyalty to the company and increases productivity 9 Initiative Employees who take initiative and have the ability to put their plans into action work at their full potential 10 Corporate spirit Team spirit is the basis of harmony and unity within the organization 5. Profession manager - how to become a successful leader
Who is a manager?
The dictionary definition reads:
Managers- These are leaders who manage subordinates. Managers can be considered foremen, heads of sections and departments, and shop supervisors. This average And inferior(linear) management link. Higher link - heads of enterprises, companies, government bodies. They are also called “top managers”.
Top managers make the final decisions, and middle management and line managers implement these decisions. Top management is also involved in setting the goals of the organization.
Let's say the head of a company makes a decision for the enterprise to take a leading position in its industry in the current quarter. The methods by which this task will be implemented depends on middle management and line managers.
Managers are called both managers and managers - persons involved in management. Managers must have a certain number of people subordinate to them.
Today, managers are also called workers whose professional activity involves contacts with people. Such specialists often do not have subordinates, but have direct contact with the organization’s clients and partners. This type of activity is carried out, for example, by office managers and sales floor managers.
In fact, any person, excluding infants and bedridden patients, is the manager of his own affairs: he is forced to constantly plan and manage his resources.
The main resource of each of us is time. You can use it usefully, or you can waste it in vain. It follows from this that knowledge of the theory and practice of management is useful for each of us, and not just for executives.
In the modern business world, the concept of time management or “time management” is distinguished. This area of knowledge involves effective planning of your time and proper distribution.
One of the founders of this science is a popular Western author. His book "Effective time management" popular all over the world among managers and simply business people who want to competently organize their personal time.
Brian Tracy on time management:
In the specialized literature, the concept of “manager” is often contrasted with the term “performer”. Thus, in a narrower sense, a manager can be called someone who has at least one subordinate under his command.
In production, managers represent a kind of frame structure on which the work of the entire company rests. The company's profits, relationships within the team, and the company's development prospects directly depend on the talent of managers.
To become a successful manager, you must have excellent theoretical training and developed communication skills. A manager must be knowledgeable, fair, reliable and available for dialogue with subordinates.
7 golden tips:
- Build interpersonal understanding. Managers must be able to understand their subordinates and superiors. To do this, a manager must be able to communicate and be genuinely involved in the lives of his employees and colleagues. It is not for nothing that this principle comes first, because it is healthy relationships between you and your wards will bring “ripe fruit” of joint activity.
- Learn to motivate those around you. It is clear that there is no incentive common to everyone, so the principles of motivating employees need to be constantly improved and changed. You must have a very clear sense of people's needs and wants. Everyone has different values, for some it is important to get an extra day of rest before their vacation, while others need material encouragement, while others simply need help solving a psychological problem.
- Keep feedback. Constantly interact with your subordinates, make communication regular: this will help you constantly stay up to date with production matters. The ability to interact and convey your ideas to the most peripheral employees of the company (including cleaners and custodians) will ensure that employees understand their tasks and goals.
- Improve your influence skills and techniques. An effective leader is not one who can force, but one who can convince subordinates that working for the benefit of the company is beneficial for themselves.
- Learn to plan. The ability to develop strategies at the stage of their creation is a necessary quality for a manager. When planning, be sure to discuss your projects with your employees - this will make your work easier, and at the same time keep your subordinates interested in the company’s affairs.
- Awareness. A good manager always knows what is happening in the organization, how its structure is structured, and what the internal culture of the corporation is. Knowledge of unofficial work methods and other “secrets of the inner kitchen” is especially useful.
- Creativity. Using imagination where an employee sees only a job description is a necessary quality of a successful leader. Sometimes an employee, when a production issue arises, does not see the problem in the future: a manager must have such a vision and be able to make non-trivial and non-standard decisions.
A successful manager never reacts to a situation, he always comprehends it (sometimes he has to do this instantly) and only after that makes a thoughtful and competent decision.
Ideal manager– a person who is interested in his work, has stress resistance, self-control, knows management theory and knows how to implement his knowledge practically.
2) Where can you learn management
Today you can learn management professionally at leading universities of the Russian Federation - in particular, at Moscow State University, the Financial University under the Government of the Russian Federation, at the Plekhanov Economic University, State University Management and other educational institutions.
There are also teaching aids(A. Orlov “Management”, R. Isaev “Fundamentals of Management”), schools and classes for those wishing to improve their skills, as well as video courses that can be watched for free on the World Wide Web.
Separately, it is worth highlighting the online school of Business and personal development by Alex Yanovsky (you can find many videos on YouTube). Here you can learn to think in terms of making the right decisions, learn management, entrepreneurship, and make new friends and like-minded people.
6. Outstanding managers in human history
Here I will briefly present several biographies of outstanding managers of the 20th century.
1) Jack Welch - General Electric Company
This man became a legend of American entrepreneurship. Having spent exactly 20 years as CEO of General Electric, he transformed the clumsy corporation into a global player in the world economy and was recognized as the best manager of the 20th century.
Welch's principle states: If a company is not a leader in its industry, it should be sold.
Guided by this principle, the head of GE consistently got rid of unprofitable and unpromising companies owned by the corporation and radically reduced the number of employees.
Welch tried to get more out of fewer people, and he succeeded. There are fewer employees, but they began to work better. To motivate workers, Welch invested millions of dollars in corporate fitness facilities, recreation facilities and guest facilities.
2) Henry Ford - Ford company
The creator and head of one of the world's largest corporations was the first to put car production on an assembly line basis. He holds the honorary title of father of the modern automobile industry.
Having become the head of the company he founded in 1903, Ford, before others, understood the importance of competent marketing of its products to increase profits.
In those years, the slogan “A car for everyone” was perceived, to put it mildly, without much enthusiasm (this is roughly what the slogan “an airplane for everyone” would look like now), but Ford managed to first sway public opinion and then completely change it.
Ford was one of the first industrialists to understand that in order to increase productivity, they should motivate their workers with dollars: the salaries of employees at his enterprise were the highest for their time. In addition, he introduced 8-hour shifts and paid vacations at his plant.
3) Konosuke Matsushita - Panasonic
The father of the world famous brand of electronics and household appliances came to big business with capital of 100 yen. Starting with the production of circuit boards for fan insulation and bicycle lamps, Matsushita gradually transformed his company into a global leader in the electronics industry. He saw the company's mission as improving people's living standards and serving society.
The Panasonic Corporation owes much of its success to the creative approach of the company's head to marketing and product promotion.
In addition, Konosuke was the first among the leaders of Japanese companies of this level to understand that the price of an enterprise is equal to the value of its human factor. Without motivated and properly directed personnel, any company falls apart and does not function as a whole.
7. Conclusion
Dear friends, thank you for your attention. I hope that you have now learned a little more about management and that you are now successfully using the information provided for your own development.
The theoretical foundations of management can be successfully used not only in production and in management areas, but also for personal interests.
If you found the article useful or gave rise to some thoughts and considerations, feel free to leave reviews and comments, like!
