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Coordination andcontrol in the management system

management control management coordinating

The planning function is closely related to the function of regulation and coordination, which is carried out by the governing bodies in the process of implementing plans.

Regulation there are maintenance activities in dynamic system control of production of the set parameters. It is determined by the task of maintaining a state of order both in the production subsystem and in the control subsystem. This view of the regulation function is the most common in the domestic literature. This is exactly the function that connects the control system with the external environment.

The regulation function is determined by normativity: any deviation from the norm is in its field of vision. Regulation consists in achieving such activity of the system, in which all deviations of the state from the given value are eliminated.

The constant dynamism of production is associated with continuous changes in the situation, generated both by the movement of the system itself and by the disturbing influences of the environment. Changes in the production itself are taken into account thanks to scheduling, which is a specific form of operational regulation. Disturbing influences external environment take place, first of all, in relations between enterprises - horizontally consumer - supplier. Here, unfortunately, very frequent violations by counterparties of their obligations for deliveries, etc. are observed, which greatly complicates regulation. However, under all conditions, the control body through the control function must ensure the preservation of the specified parameters by various methods (equalization of deviations, compensation of disturbances, elimination of interference effects).

Coordination ensures the coherence of actions in time and space of the governing bodies and officials, as well as between the system as a whole and the external environment.

The coordination function plays a role in production management, which can be figuratively compared with the role of a conductor in an orchestra. It is thanks to it that the dynamism of the production system is ensured, the harmony of the interconnections of production units is created, the technological and labor resources within the enterprise due to changes in technical and economic tasks.

The object of the coordination function is both the controlled and the control subsystem. Coordination of the activities of the governing bodies is designed to ensure the unity of actions of all management units, management workers and specialists for the most effective impact on the production process.

Thus, the coordination of activities means the synchronization of the efforts made, their integration into a single whole, i.e. this is the process of distributing activities in time, bringing its individual elements into such a combination that would allow the most efficient and effective achievement of the goals set.

Coordination is the central function of the management process, ensuring, firstly, its continuity and continuity, and, secondly, the interconnection of all functions. the main task coordination - achieving consistency in the work of all parts of the organization by establishing rational connections (communications) and exchanging information between them.

The relationship of management functions

Communication is a process associated with interpersonal and organizational communication in the transfer of information both within the organization and with the external environment. It is through communications that information is transmitted to decision makers, and decisions to their executors.

Studies show that managers spend most of their working time on communications, i.e. on the exchange of information The nature of these links can be very different, as it depends on the coordinated processes. The most frequently used meetings, documents, reports, memos, computer and telephone communications, radio and television broadcasting. With the help of these and other forms of communication, interaction is established between organizational units, resources are maneuvered, unity and coordination of all stages of the management process (planning, organization of motivation and control), as well as the actions of managers, are ensured.

Precisely because the exchange of information is built into all major types of management activities, we call communication a link. This means that for the success of managers and organizations to coordinate their activities, it is necessary effective communications. Inefficient communications, for example, in terms of time and quality, do not allow effective coordination of both the actions of people, groups and the organization as a whole, and the performance of management functions.

The structure of the cost of the manager's working time

Production management through the coordination function is designed to rationally organize numerous connections based on their study and improvement. As the scale of production and its management grows, the processes of specialization and cooperation develop in it, the number of connections steadily increases. The growth in the number of connections is accompanied by an increase in the amount of information needed for management. This complicates the management process. It is found that the number of connections grows as the square of the number of production growth. If the volume of production increases by 3 times, then the number of connections will increase by 9 times. On the contrary, a reduction in the number of connections leads to a simplification of the production process and its management. Hence the importance of studying the factors influencing the reduction in the number of connections. These include: improving the organization of labor, production and management.

In the context of growing independence and responsibility of managers at all levels, there is an increase in the so-called informal connections that provide horizontal coordination of work performed at the same level of the management structure. In any management process, both direct and feedback take place. Coordination of activities is unthinkable without feedback. In the presence of feedback, the sender and receiver exchange communication roles. The information received through feedback channels makes it possible to regulate the production process. For example, if the production of any position of the monthly plan lags behind in terms of time and volume, it is necessary to develop a system of measures aimed at eliminating this lag. In this case, the function of coordination and regulation ultimately ensures the achievement of the goal of the performer, the group and the organization as a whole. It follows that feedback as communication * is very important, because it makes it possible to ensure the continuity of the management process.

Management is based on a clear system of control, without which it has a fictitious demonstrative character.

In control system the control performs the following main functions:

* verification (determination of the expediency, validity, legality of decisions; verification of their implementation, compliance with technical, environmental, legal and other norms and standards; identification of errors and violations);

* informational (collection, transmission, processing of information about the state of the object);

* diagnostic (study and assessment of the real state of affairs in the organization and its environment; identification of the main trends in its change, threats and opportunities, hidden reserves);

* predictive , which creates the basis for assumptions about the future state of the object and possible deviations from the specified parameters;

* communication providing the establishment and maintenance of feedback;

* orienting , suggesting what you need to pay special attention to;

* stimulating (according to the results of control, personnel are assessed, rewarded or punished);

* corrective (based on the results obtained, the state and behavior of the object (its part) are changed in such a way as to ensure the necessary values ​​of its characteristics or stability of operation in case of deviation from them);

* protective (contributes to the preservation of resources).

The control carried out in accordance with certain princeandpami.

- all-encompassing, those. to keep in view the main areas of activity of the organization and the processes taking place in it.

Such control is beyond the power of one person or a small group of people. The whole Persian is attracted to him.aboutthe organization’s cash or a significant part of it, because the best effect is provided by self-control of those interested in the results of their work andwithfillers.

clear strategic focus set by the main priorities of the organization's development. It is far from always advisable to carefully check the secondary areas of its activity, and some do not make sense at all, since this diverts a lot of effort and money.

Modern control is not aimed at correcting, but at error prevention , which is significant cheaper. Therefore, it is an indispensable element of the planning process at all its stages.

- flexibility, adaptability to changing conditions about wiyam.

- timely allow violations to be corrected before they become dangerous dimensions, otherwise it will be forever late and will be useless in practice.

- economical (benefits must exceed costs). Since control not by myselfaboutgoal, a means to an end, it should serve as a condition for increasing the efficiency of management. This is ensured by the optimization of all costs associated with control (for technical means, collection, processing, storage of information, etc.)

Lack of economic effect from control indicates that he does not increase the degree of command of the leadership of the real situation, moreover, directs his actions along the wrong path.

- individualized , is aimed at specific processes, results, requires taking into account the personal qualities of people, their position, connections in the team.

- Human-centred control means his benevolence, the exclusion of any kind of surveillance of people, the search for "scapegoats". And this is possible only under conditions of maximum openness, publicity holding relevant events.- objectivity. To control must correspond to the nature of its object, and its purpose must be clear. The employee must show that control not his personality, but production activities,

- avoid excessive control over people , especially out of distrust of them, because apart from a waste of money and unnecessary emotions, this does not give anything.

Weak control, and even more lack of control are a sign of indifferent attitude of the management to the people and the affairs of the organization.

The assignment of control functions to one or another official requires taking into account not only his formal position in the official hierarchy, but also his personal qualities, inclinations, and the attitude of his colleagues and subordinates towards him. Any person, before controlling others, must learn to control himself.

In general, for the system managerial control affect the nature of the organization's activities, the degree of its isolation, environmental factors, positions of managers.

During control may take place objective and subjective mistakes. These include:

* occasional control, not anticipating deviations, but carried out after them;

* prejudice control, mistrust, overly detailed, total, giving rise to lack of independence and dependency;

* pro forma control e.g. attendance at workplaces, etc.;

* orientation to past experience, traditions, stereotypes;

* ignoring the personal characteristics of people;

* mixing facts and conclusions;

* lack of informing controlled about the results.

Types of management control

Preliminary - carried out before the start of work. Its task is to check the readiness of the organization and necessary resources to work.

Directions preliminary control :

Grade professional suitability performers, the level of their training, knowledge of instructions, duties, understanding of the goals and nature of the work .;

The state of the material and financial resources of the organization (availability of the necessary stocks of raw materials, compliance of their quantity and quality with the needs of production, guaranteed supplies, budgeting or estimates, reliability of financial sources, reasonableness of future expenses).

Current the control - is carried out in the process of work, the goals set and the results obtained are compared. This control is usually carried out by the leader himself, so it is important to have feedback from subordinates. For example, the movement of products within the framework of the technological process (observance of the sequence and timing of the operation, loading equipment), the level of current costs, discipline. T.K. can be continuous (checking all objects) and selective. The latter is less expensive, but there is a risk of accidental errors.

An important place in improving the efficiency of technological control can be played by its map (a diagram where the permissible limits of quality parameters and measurement results are plotted, which will allow you to immediately visually detect deviations from standards).

Final control - carried out after completion of work. It is necessary to identify and eliminate problems that arose in the process of work, as well as to reward employees for the results obtained. The data of the final control are used in the preparation of the next plans.

Internal control (subject and object K. in one system) assumes that employees themselves monitor their work and results and make changes to it as necessary. Self-control is possible in an organization with a healthy moral and psychological climate, a predominance of group forms of work and decision-making, and a democratic management style.

External control made by the administration or controllers.

The success of external control depends on the circumstances:

D.b. protection against a trickster (visibility of work) is provided. It is more clearly manifested in the bureaucratization of management, in the absence of clearly defined work standards.

Goal achievement threshold, d.b. 50% confidence in its achievement;

Based on the results of the control, d.b. reward or punishment.

Control is a continuous process that goes through three stages:

1) setting standards and criteria for the activities of the organization;

2) measurement and comparison of the results actually achieved with the normative ones and analysis of deviations;

3) taking the necessary corrective actions.

First stage most clearly demonstrates the relationship between planning and control, since standards are the desired result, specific goals that are measurable and clearly follow from the planning process. The clearer the link between the objectives of the organization and the standards applied for control, the more likely it is that the control process will be accepted, understood and even self-regulating.

Targets that can be used as standards for control are characterized by the presence of:

¦ the time frame for the implementation of each work;

¦ a specific criterion (performance indicator), against which the degree of performance can be assessed.

A good standard for a control system is that it has thoughtful units of measure and realistic target parameter tolerances.

Standards and regulations should:

reflect reality objectively;

be achievable in normal conditions;

· be flexible, i.e. regularly reviewed when internal and external conditions change;

reflect all the main aspects of the work of the organization.

Of particular difficulty are those goals and objectives of the organization that are difficult to quantify (for example, raising morale, R&D efficiency, etc.). In this case, it is possible to use various kinds of subjective indirect indicators obtained on the basis of surveys and surveys.

Second phase The control process consists in comparing the actual results achieved with the established standards. The activities carried out at this stage of control often become the most visible part of the entire control system and consist of scaling deviations, measuring results and evaluating them.

It is this stage that determines the costs of monitoring and its effectiveness. AT commercial organizations if the costs of the control system exceed the profit received from its implementation, such control is uneconomical and unproductive. For this reason proper organization at this stage and the use of specific methods become fundamental in deciding whether it is worth exercising control at all.

The following points are important:

¦ the measurement system must correspond to the type of activity that is subject to control, while the units of measurement must be converted into those units in which the standard is expressed;

¦ it is necessary to coordinate the speed, frequency and accuracy of measurements with the activity to be controlled. Measurements should be carried out at a frequency that ensures a high probability of achieving the goals (for example, product safety);

¦ the problem of determining truly important deviations must be solved, i.e. the scale of permissible deviations has been established, within which the deviation of the results obtained from the intended ones does not entail the development of appropriate control actions;

¦ Both the established standards and the results achieved should be communicated to the relevant personnel in the organization. Information must be accurate, timely, and communicated to those responsible for the relevant area in a manner that allows for easy acceptance. necessary solutions and actions;

¦ it is necessary to identify communication problems that arise in the process of collecting and disseminating control information, and eliminate them. Despite the use of modern computer technology, most of the information is processed by humans, which increases the likelihood of errors and data distortion.

After the assessment is made third stage, usually implemented through one of the following forms.

1. Maintaining the current status. When the results are consistent with the standards or the deviation was episodic, the most acceptable response is recognition of the performance, the correctness of the chosen actions, the need for only minor changes. It is important for the manager to assess the positiveness of the feedback (i.e. recognition of the achievement of the result and expression of approval), so that the staff is clearly aware of the importance of the efforts expended and the presence of control over their activities.

2. Implementation of regulation. The process by which the characteristics of the system are kept on a certain trajectory by eliminating deviations is called regulation, and the element that performs these functions is called a regulator. The adjustments made should be aimed at eliminating the real cause of the deviation, which is quite difficult to identify, since a combination of various factors can contribute to the deviation of the results from the desired ones, and most of the work in the organization is the result of the combined efforts of several groups of people. As a result, any significant change in one of the departments will affect the entire organization.

There are three types of regulation:

a) by leveling the deviations of the actual state of the variables from the required one (timely replenishment of stocks, repair of equipment);

b) by eliminating from the environment of the system a factor that brings the system out of the desired state; this type of regulation is compensatory in nature (for example, legal sanctions against a supplier that do not ensure the timely receipt of materials and components);

c) by isolating the system from disturbances (for example, the creation of reserves minimizes the impact of external disturbances).

In each case, the benefits from the measures taken in short term and consequences in the long run (for example, increased costs in the future).

3. Changing standards. If the results deviate significantly from the standards, then another method of adjustment used in the control process may be the revision of standards or plans. The change can be carried out both upwards and downwards. The latter is extremely important if the established standards and regulations are very difficult to fulfill, which sharply reduces the motivation of staff to achieve goals. The need for a radical revision of standards is a symptom of problems that have arisen in the control or planning process.

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Control as a function of management is a type of management activity carried out in order to keep the organization on the chosen development path by comparing performance indicators with established standards and taking action in case of deviations (P. Shemetov).

A. Fayol: “At the enterprise, control is to check whether everything is carried out in accordance with approved plans, developed instructions and established principles. Its goal is to identify weaknesses and errors, correct them in a timely manner and prevent repetition. Everything is controlled: objects, people, actions.

Control as a management function is a way of organizing feedback, thanks to which the management body receives information about the progress of decisions.

Reasons for the need for control:

· the need to observe what people are doing in order to be sure that they know what and how they should do; the cumulative effect of small errors over time can affect the reduction of the organization's capacity;

the ongoing changes that organizations and their managers face; the dynamism of the firm's internal and external environment reinforces the importance of the link between planning and control;

· the increasing complexity of organizations due to the growth of their size and scale of production.

In the control system, control performs the following main functions:

verification (determination of the expediency, validity, legality of decisions; verification of their implementation, compliance with technical, environmental, legal and other norms and standards; identification of errors and violations);

information (collection, transmission, processing of information about the state of the object);

diagnostic (study and assessment of the real state of affairs in the organization and its environment; identification of the main trends in its change, threats and opportunities, hidden reserves);

· prognostic, creating a basis for assumptions about the future state of the object and possible deviations from the specified parameters;

communication, ensuring the establishment and maintenance of feedback;

orienting, suggesting what you need to pay special attention to;

stimulating (according to the results of control, personnel are assessed, rewarded or punished);

corrective (based on the results obtained, the state and behavior of the object (its part) are changed in such a way as to ensure the necessary values ​​of its characteristics or stability of operation in case of deviation from them);

Protective (contributes to the preservation of resources).

The tasks that control solves in the management system:

Identification in the external and internal environment of the organization of factors that have a significant impact on its functioning and development;

timely detection of violations, errors, deviations and prompt action to eliminate them;

· the basis for assessing the work of the organization and its personnel for a certain period, the effectiveness and reliability of the management system.

Control is carried out in accordance with certain principles. First of all, he must be all-encompassing, i.e. keep in view the main areas of activity of the organization and the processes taking place in it.

The control system must have a clear strategic focus set by the main priorities of the organization's development. It is far from always advisable to carefully check the secondary areas of its activity, and some do not make sense at all, since this diverts a lot of effort and money.

Modern control is not aimed at correcting, but at prevention errors, which is much cheaper. Therefore, it is an integral element of the planning process at all its stages.

Effective control should also be linked to changes in the structure of the organization and its management system, therefore, an important requirement for it is flexibility, adaptability to changing conditions.

Control must be timely, to allow violations to be eliminated before they assume dangerous proportions, otherwise it will be forever late and will be useless in practice.

Since control is not an end in itself, but a means to an end, it should serve as a condition for increasing the efficiency of management, therefore, be economical(benefits must exceed costs). This is ensured by the optimization of all costs associated with control (for technical means, collection, processing and storage of information, etc.).

Management control, in general, is carried out at two levels: operational and strategic. Operational control is exercised at the operations level, where managers are faced with the use of resources to achieve organizational goals. When exercising strategic control, top managers collect information about competitors, suppliers, technologies, etc. and seek to observe phenomena that may affect the plans of the company in order to respond to them in a timely manner.

By the time of implementation in organizations, preliminary, current and final (reverse or final) control are distinguished.

Preliminary control is an approach to control that uses resources in the system of organizational activities as a means of controlling the achievement of organizational goals. It allows you to check the readiness of the organization to start work. This check is carried out in three main areas: management decisions, personnel, material and financial resources. At the strategic level, ex ante controls are introduced to direct managers to key changes in an environment that may affect the achievement of long-term organizational goals.

Current control - such an approach to control, which is based on its application in the process of performing work and is usually carried out in the form of control of the work of a subordinate by his immediate superior. At the operational level, current control seeks to ensure that all work and events develop in accordance with the plan. At a strategic level, monitoring managers typically focus on quarterly results and key milestones in order to monitor organizational progress and make necessary adjustments.

Final control is an approach to control that focuses on the performance of the organization after the completion of production process. At the operational level, final control plays three main roles: provides the information necessary to evaluate the effectiveness of the organizational activities for which they are responsible; used as a basis for assessing and remunerating workers; sets the managers responsible for providing or conducting the production process to ensure that they set up their activities properly.

In addition, they often distinguish between general (control of the activities of the entire organization as a whole), functional (control of the activities of a separate function, division, section of the enterprise) and selective (control that allows you to draw a conclusion about the quality of products, services and works based on the evaluation of a part of a batch of products or certain types works, employees) control.

Depending on the subject, control is divided into internal (carried out by the subjects of the organization itself) and external (carried out by management entities external to the organization). Internal and external control are applied in a certain proportion, which depends on a number of circumstances:

the possibility of obtaining a reliable assessment of the results of the activities of employees (if there is such an opportunity, external control, in the absence of internal control);

The nature of subordinates (for unscrupulous - external, for conscientious - internal);

microclimate in the team (if favorable - internal, if unfavorable - external);

The adopted system of remuneration for the results of activities (in case of individual - external control, in case of collective - internal).

In form, control can be open (a system for evaluating and accounting for activities, which is enshrined in the relevant regulations), visual (the results are drawn up in the form of diagrams, graphs, etc.) and hidden (carried out without notifying the controlled persons).

The control process (Fig. 18) includes three main phases.

1. Creation of standards. A standard is a desired outcome or expected event against which managers can compare subsequent activities, performance and change. The standards should be driven by the goals of the organization. Because goals typically focus on performance, they can be used to create standards that also focus on performance.

2. Observation of changes, progress or results against established standards. Such observation requires, firstly, the identification of appropriate changes or indicators for observation, and secondly, systematicity. The results may coincide with the standard, and may be below or above it. The manager's task is to decide to what extent deviation from the standard is acceptable.

3. Carrying out corrective actions and regulation of the process. These actions usually take one of three forms:

Maintaining current status when results are consistent with standards

• Implementing regulation – when results deviate from standards, adjustments are usually needed in what was done and how it was done; regulation can also be applied where standards are too high;

· change of standards - another way to correct in case of a significant deviation of the results from the standards.

Rice. 18 Control process model

Effective can be called control, which is the middle between total control and complete lack of control. Recommendations for organizing effective control:

employees must know and share the goals and values ​​of the organization; the reasons and nature of the control system should be clear to the performers;

Adequate, understandable to employees standards and norms should be established;

effective control is individualized, i.e. is aimed at specific processes, results, requires taking into account the personal qualities of people, their position, connections in the team;

· Orientation of control to a person means his benevolence, the exclusion of surveillance of people;

Compliance with the principle of fair remuneration the best employees based on the results of control and the principle of mandatory follow-up measures in relation to persons who have committed significant violations.

One of the signs of effective control is the existence of realistic tolerances for the parameters of the target - the scale of acceptable deviations (MAD). Overestimation of the MDO can lead to serious problems, and if it is underestimated, the control system becomes overly sensitive, which can lead to disorganization of work.

The principle of exclusion follows from the concept of MDO: the control system should only work if there are noticeable deviations from the standards.

One of the main conditions for the successful operation of the organization is the consistency of the actions of the managers of this organization. Not only should they not contradict each other, on the contrary, it is necessary that they complement each other and lead to one goal - the goal of the organization, expressed in long-term and operational plans. Consistency of actions in time and space of management bodies and officials, as well as between the system as a whole and the external environment ensures coordination. The coordination function plays a role in production management, which can be figuratively compared with the role of a conductor in an orchestra. It is thanks to it that the dynamism of the production system is ensured, the harmony of the interconnections of production units is created, and the maneuvering of technological and labor resources within the enterprise is carried out in connection with changes in technical and economic tasks.

The object of the coordination function is both the controlled and the control subsystem. The coordination of the activities of the management bodies is designed to ensure the unity of action of all management departments, management employees and specialists for the most effective impact on the production process.

Thus, the coordination of activities means the synchronization of the efforts made, their integration into a single whole, i.e., this is the process of distributing activities in time, bringing its individual elements into such a combination that would allow the most effective and efficient achievement of the set goals.

Coordination is the central function of the management process, ensuring, firstly, its continuity and continuity, and, secondly, the interconnection of all functions. The main task of coordination is to achieve consistency in the work of all parts of the organization by establishing rational connections (communications) and exchanging information between them. Coordination involves:

Ensuring the unity and consistency of the functions of the management process (planning, organization, motivation and control);

Ensuring consistency between individual managers, employees;

· Agreeing deadlines managerial functions, works;

Ensuring consistency in the activities of departments and officials of the organization with the subjects of the external environment, with business partners;

collective development and coordination executive directors companies of the main parameters of the project of its budget (before detailed study of the budgets of divisions);

· optimal division of labor, distribution of duties and responsibilities between employees, performers at all levels;

· elimination of deviations of the control system from the specified parameters.

Coordination can be divided into several types:

preventive, when problems, difficulties and ways to overcome them are predicted and adequate measures are taken;

Eliminating, aimed at eliminating interruptions in the system after they have occurred;

Regulatory, designed to maintain management and production systems within the established limits;

· stimulating, increasing the efficiency of the functioning of management and production systems.

Coordination in an organization is accompanied by two types of procedures:

Direct management of activities in the form of instructions, orders, etc.;

· actions to create a system of norms and rules relating to the activities of the organization.

Coordination activities are carried out through meetings, contacts between managers, employees, coordination of plans and schedules, making adjustments to them, linking the work of performers, etc.

In the context of the growth of independence and responsibility of managers at all levels and performers, there is an increase in the so-called informal ties that provide horizontal coordination of work performed at the same level of the management structure. At the same time, the need for vertical coordination is reduced when management structures become "flat".

The main task of coordination is to achieve consistency in the work of all parts of the organization by establishing rational links between them. These links are often referred to as communications.

There are traditional forms that allow coordinating the actions of workers.

1. Meetings. Regular meetings help solve many problems. However, organizing a meeting is not an easy task. First, information that is relevant to the issues being discussed at the meeting should be collected. Such information should be circulated in advance so that participants can reflect on their position on the issue.

Secondly, it is necessary to be able to direct the discussion of the issue in the right direction. This does not mean changing the opinion of employees in the right direction, but the ability to stop unproductive forms of discussing issues (for example, an emotional dispute). It is desirable that all points of view on the solution of the problem be expressed - this will contribute to the adoption of a more effective solution.

2. Personal contacts between leaders. Sometimes personal contacts can solve problems related to the coordination of activities. individual workers or divisions can be of great benefit. In addition, it is always necessary to clarify indicators that are important from this point of view (for example, the deadlines for completing work) by contacting the employee responsible for this issue, for which a simple phone call is sometimes enough.

3. Coordination of work plans and schedules. Every division has plans; they do not always have a materially expressed form (in the form of a document), but they always exist. For this reason, it is always necessary to inform the heads of other departments about the time frame you plan to complete the work assigned to you. This should be done in the first place in cases where either another division depends on you, or you depend on another division. If this is not done, a conflict may unexpectedly arise.

4. Compromise. Sometimes employees fail to agree and come to a common opinion, regardless of the efforts that are made both on their part and on the part of third parties. In other words, there is conflict. The conflict situation is bad because it interferes with the coordination of actions of different people or units; as a consequence, it may have a distrust of both parties to each other, that is, the impossibility of effective joint work in future.

In this case, it is advisable to compromise, especially if the good of the organization depends on it. Compromise does not mean giving up one's position and moving to the position of the other side. Compromise implies a concession, which is motivated precisely by the desire for cooperation. At the same time, it is advisable to clearly indicate what you are ready to give up - otherwise, the opposite side can take power into their own hands.

5. Coordination in the work on documents. You can often encounter situations where a document intended for internal use or sent to another organization affects the interests of different employees or managers. In this case, the contractor who prepares this document must provide the first version to all persons interested in it. When submitting a document, it is necessary to indicate the deadline by which all comments on it must be prepared.

When they are ready, the performer must contribute them (or not, but in this case, his position must be clearly motivated). New option again shared with all interested parties.

It is advisable to convene a conciliation meeting at which all considerations will be expressed as to what the document should be. This face-to-face discussion often brings very good results and helps resolve disagreements.

Motivation of activity in management

Motivation - This is a type of managerial activity to encourage a person to activity, which has a certain target orientation.

MOTIVATION - it is the process of motivating oneself and others to act in order to achieve personal or organizational goals.

Types of motivation

External motivation(extrinsic) - motivation, not related to the content of a particular activity, but due to external circumstances in relation to the subject.

intrinsic motivation (intrinsic) - motivation associated not with external circumstances, but with the very content of the activity.

Steady and Unsustainable Motivation. Motivation that is based on the needs of a person is considered sustainable, since it does not require additional reinforcement.

Stages of the motivational process

1. Emergence of needs
2. Determination of ways to satisfy needs (you can satisfy through suppression)
3. Formation of a mechanism for achieving the goal (meeting the need)
4. Taking action
5. Receiving a reward
6. Change in need (qualitatively or quantitatively)

There is a division into content and process theories of motivation.

Process theories - go beyond the individual and study the influence of various environmental factors on motivation.

A. Maslow's hierarchy of needs theory;

ERG theory by K. Alderfer;

The theory of two factors F. Herzberg;

"Theory X" and "Theory Y" by D. McGregor;

"Theory Z" by V. Ouchi;

The theory of acquired needs D. McClelland.

Process theories of motivation:

W. Vroom's expectation theory;

Theory of A. Porter and E. Lawler;

Theory of goal setting;

Theory of equality (justice);

Theory of counteraction;

Theory of participatory control

Coordination function involves making decisions on how to coordinate the activities of various structural units, the use technical means communications, etc.

Coordination- ensuring the coordination of actions of all levels of management, maintaining, maintaining and improving a sustainable mode of operation of the production mechanism. The goal is to establish interaction in the work of production units, heads of specialists and eliminate interference and deviations from the specified mode of operation.

On the present stage development of production continues the process of further division of labor in the field of management. This requires strengthening the coordination of the activities of managers, specialists and individual parts of the management system. Impaired coordination - managers are not informed about each other's work, act in isolation - a violation of cooperation. Coordination is carried out through meetings, personal contacts between managers, coordination of work plans, schedules, making adjustments to them, linking work between performers.

The control is a type of management activity to ensure that the organization achieves its goals.

Target internal control - information transparency of the control object for the possibility of making subsequent effective decisions. Internal control functions include:

operational;

Protective;

ordering;

preventive;

Informative;

communicative

Management is based on a clear system of control, without which it has a fictitious demonstrative character.

Word " the control”is perceived, as a rule, negatively and for many means restriction, coercion, lack of independence, etc. Due to this persistent perception, control is one of the management functions, the essence of which is most often misunderstood.

The main task of management is to ensure that the organization achieves its goals. It is at the stage of control that it is checked to what extent the implementation of various activities made it possible to solve the tasks.

For the manager, control means the ability to keep employees within certain limits and ensures obedience, since restrictions exclude the possibility of actions that harm the organization. They force everyone to behave in accordance with its goals.

Control as a function of management - this is a type of management activity with the aim of keeping the organization on the chosen development path by comparing performance indicators with established standards and taking the necessary measures in case of deviations.

Control is a set of functions, the meaning of which is to collect information about the actual state of affairs in the organization and develop recommendations for drawing up an improvement program for further development.

The control system created in the organization provides feedback between expectations, initial plans and achieved real indicators. Control is closely related to planning, since planning without control is meaningless, and control without planning is impossible.

Establishing the purpose of the enterprise;

Current selection and processing of information from the point of view of creating the necessary conditions for decision-making;

Implementation of current control over the observance of goals and the implementation of plans;

Comparison of plans with actual indicators of their implementation;

Conducting an analysis of the deviations that have occurred

Solving tax planning and tax payment issues

Effective control requires the following: elements:

■ definition of the purpose and concept of control(goal and subject of control, controlling body, adopted control system);

■ setting control standards: ethical, legal, industrial, etc.;

■ choice of methods (independent control, self-control, involvement of specialists or subcontractors, etc.);

■ definition of volume and area(financial, product quality control, labor productivity, etc.).

The main areas of control are:

Cost control - corrective actions at the phase of organization of output.

Production process control - actions that serve to regulate and evaluate the product release process and determine the necessary transformation of plans in accordance with emerging situations.

Product Release Control - actions taken by management to regulate the output of products or services of the organization.

Financial control formally establishes financial objectives for the organization, as well as financial parameters for a certain period of time within which the organization will operate, working conditions for this time and performance standards by which financial performance will be evaluated.

Behavior control - management actions aimed at finding, evaluating and correcting human performance within the organization. Behavior control includes: performance assessment technologies; activity and production planning to set performance standards; measuring and evaluating performance and, if necessary, taking corrective action.

Feedback is essential in determining the directions of control.

Feedback - information about work or organizational performance obtained directly from workplaces, which is used to correct activities. A system with effective feedback ensures that the output characteristics are maintained at a given level, despite the influence of external and internal deflecting factors.

Deviations, to which the system must respond in order to achieve its goals, can be called as external, and internal factors, and therefore the scope of control should cover them completely.

Internal factors- these are situational factors within the organization: goals, structure, tasks, technology and people.

To the number external factors refers to everything that affects the organization from environment: competition, the adoption of new laws, changes in technology, the deterioration of the general economic situation, changes in the system of cultural values ​​and much more

The resulting deviations suggest the following actions:

urgent intervention in the work of the enterprise (decision-making);

revision of plans;

revision of the system of goals of the organization.

Thus, object of control serve as performance results (deviations between planned and actual indicators for various reasons), and themselves planning and control methods designed to reflect as realistically as possible the activities of the organization in the past and future.

Management control is carried out at two organizational levels:

1) operational (control over production and economic activities, technological process, quality control of products, carried out at the level of operations);

2) strategic control that determines the effectiveness of the organization, the use of resources.

In control system the control performs the following main functions:

verification (determination of the expediency, validity, legality of decisions; verification of their implementation, compliance with technical, environmental, legal and other norms and standards; identification of errors and violations);

informational (collection, transmission, processing of information about the state of the object);

diagnostic (study and assessment of the real state of affairs in the organization and its environment; identification of the main trends in its change, threats and opportunities, hidden reserves);

predictive , which creates the basis for assumptions about the future state of the object and possible deviations from the specified parameters;

communication providing the establishment and maintenance of feedback;

orienting , suggesting what you need to pay special attention to;

stimulating (according to the results of control, personnel are assessed, rewarded or punished);

corrective (based on the results obtained, the state and behavior of the object (its part) are changed in such a way as to ensure the necessary values ​​of its characteristics or stability of operation in case of deviation from them);

protective (contributes to the preservation of resources).

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Management as a system and type of management

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All topics in this section:

Management as a system and type of management
The term "Management" comes from Starorus. "uprava", i.e. the ability to manage something. U. - activity to streamline the processes occurring in nature, those

Functions and control methods
Management functions are a direction or type of management activity, characterized by a separate set of tasks and carried out specially.

Organization as an object of management
In management, the word "organization" is usually used to refer to a formal organization. An organization is a group of people whose activities are consciously

Organizational and legal forms of economic organizations of the Russian Federation
Class Legal Forms Definition, character traits and properties Commercial organizations

The tasks of the organization are traditionally divided into three categories: work with people, objects (raw materials, tools, machines, equipment) and information
Important points in the work of the organization are the frequency of repetition of a given task and the time required to complete it. At the same time, managerial work is less monotonous, repetitive in nature.

People as a factor in the internal environment of the organization
The ultimate suitability of a particular technology is made by people when they make their consumer choices. People are also a critical factor within an organization in determining relative compliance.

Function Planning
Planning: concept, tasks, principles Process and methods of intra-production planning Types and stages of planning Long-term planning Wed

The main tasks of planning in the enterprise
1. Determination of goals, strategies and tactics of activities at the substation. 2. Ensuring success in the market. 3. Ensuring high and sustainable rates of development of p / p.

Principles for the implementation of the planning function
The principle of unity. Since the organization is an integral system, all its constituent parts must develop in a single direction. Therefore, the planned activities of any link of the organ

Long term planning
The long-term planning process includes the following stages: economic forecasting, strategic planning, development of a long-term plan. Ek

Medium term planning
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short term planning
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operational planning
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Business plan
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Organization function
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Through operational management
Through administrative and organizational management, the structure is determined, relationships are established, functions are distributed between departments, powers are delegated and responsibility is determined.

Organizational Relations
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Management powers
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Collective management assumes that the manager transfers the business of developing and making decisions to a group of subordinates headed by the most experienced of them. He himself created

Motivation of activity in management
Motivation is the process of inducing oneself and others to certain activities aimed at achieving personal goals or the goals of the organization. This process is based on

Types of management control
Types of control: A) External (tax, audit, etc.); B) 1. Internal: 1.1. Preliminary (before) - in relation to re

Information and communication support for management
To develop and adopt management decisions, as well as information is needed to organize their implementation. Information - any message about objects, yavl

Communication process
Elements and stages of communication Element Entity Stage Content Sender

Types of communications in an organization
Interpersonal (carried out between people in situations "face to face" and in groups using words and non-verbal means of communication). Communication through technical

Communication networks and their varieties
In organizations where more than two people are employed, communication channels are combined into communication networks that link controls into a single whole. Usually isolated

Communication roles in the organization
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Man management and group management
Personality is a set of socially significant qualities that allow a person to act actively and consciously. The formation of qualities depends on natural properties (physiologist

Social (business) roles
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Interpersonal roles
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Varieties of teams
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Typology of organizational culture
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Org culture models
Model V. Sate. The essence of the model lies in the relationship of organizational culture with organizational activities. V. Sathe identified seven processes through which to

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Topic 11. Coordination and control in the management system

Control is the process of ensuring that an organization achieves its goals.

The control process consists of setting standards, measuring the results actually achieved, and making adjustments if the results achieved differ materially from the established standards.

One of the most important reasons for the need for control is that any organization, of course, must have the ability to fix its errors in time and correct them before they damage the achievement of the organization's goals.

Rice. 11.1. Time of implementation of the main types of control

The main means of exercising preliminary control is the implementation (not the creation, namely the implementation) of certain rules, procedures and lines of conduct.

In organizations, pre-control is used in three key areas - in relation to human, material and financial resources.

Human resources. Preliminary control is achieved through a thorough analysis of those business and professional knowledge and skills that are necessary to perform certain job responsibilities and the selection of the most prepared and qualified people.

Material resources. Control is carried out by developing standards for minimum acceptable quality levels and conducting physical checks for the compliance of incoming materials with these requirements.

Financial resources. The most important means of preliminary control is the budget. It gives confidence that when an organization needs cash, it will have it. The budget does not allow the organization to exhaust its cash to the end.

Current control is based on the measurement of the actual results obtained after carrying out work aimed at achieving the desired goals. In order to carry out current control in this way, the control apparatus needs feedback.

The final control is used after the work is done. It has two important features:

1) the final control gives the management of the organization the information necessary for planning if similar work is supposed to be carried out in the future;

2) promotes motivation.

There are three distinct steps in the control procedure:

Development of standards and criteria;

Comparison of real results with standards and criteria;

Taking necessary corrective action.

All feedback systems

1. Have goals.

2. Use external resources.

3. Convert external resources for internal use.

4. Watch for significant deviations from the intended goals.

5. Correct these deviations in order to ensure the achievement of goals.

Standards are specific goals against which progress is measurable.

A performance indicator specifies exactly what must be achieved in order to achieve the set goals. Metrics like these allow management to compare what they actually did with what they planned and answer the following important questions: What do we need to do to achieve our planned goals? What remains undone?

Step One of the Control Process: Set Standards and Establish Performance Metrics

At the second stage of control, the scale of permissible deviations is determined, within which the deviation of the obtained results from the planned ones should not cause alarm.

The third stage: it is necessary to choose an appropriate course of action and eliminate deviations.

To be effective, control must be economical. One way to possibly increase the economic efficiency of control is to use the method of control by exclusion.

The principle of exclusion is that the control system should be triggered only when there are noticeable deviations from the standard.

Rice. 11.5. Control process model

No matter how well the plans are made, they usually cannot be carried out as intended. The future cannot be predicted with absolute accuracy. Unfavorable weather conditions, industrial and transport accidents, sickness and dismissal of employees, and many other reasons that we discussed at the beginning of this chapter, disrupt our plans. These violations, first of all, must be detected using the control system. For example, you need to regularly - once a day, week or month - return to the plan and identify unwanted deviations from the planned.

There are two main approaches to deviations. First, you can strive to return to the planned trajectory of movement. This will require additional resources - material, human, financial. Sometimes such resources are created according to plan, anticipating the possibility of complications in advance. A vivid example is the cosmonauts' backups. But we have to put up with the fact that in a favorable environment, such resources will "idle". Secondly, it is possible to change the plan itself, replacing the outlined milestones with others that are realistically achievable in the current situation. The possibility of such an approach depends on how important the plan is for the company - whether it is a "law" or just a "guide to action" that sets the desired direction of movement.

The manager is responsible for monitoring the implementation of previously made decisions, not only included in the plan, but also operational, current. Partial control is carried out in the course of meetings and approval of documents. But this is not enough. When planning his own work, the manager should provide for regular checks on the activities of his subordinates, not only members of his team, but also everyone else. Both official reports and attestations, and informal conversations can be used. It should be noted that a conversation with a manager who is several steps higher on the hierarchical ladder has a great positive impact on the employee. In the UK, it is believed that the CEO should talk to every employee at least once a year. Unfortunately, such interviews are not accepted in Russia.

There are three aspects of managerial control:

setting standards - precise definition goals to be achieved within a certain period of time. It is based on the plans developed during the planning process;

measuring what has been achieved over the period and comparing what has been achieved against expected results;

preparation of necessary corrective actions.

The manager must choose one of three lines of action: do nothing, eliminate the deviation, or revise the standard.

The control technology is carried out according to the following scheme:

choice of control concept (system, process, private check);

determination of control objectives (expediency, correctness, regularity and effectiveness of control);

establishment of control standards (ethical, industrial, legal);

choice of control methods (diagnostic, therapeutic, preliminary, current, final);

determination of the volume and area of ​​control (continuous, episodic, financial, product quality).

The organization of effective internal control is a complex multi-stage process, including the following steps:

1. Analysis and comparison of the goals of the company’s functioning determined for the previous business conditions, the previously adopted course of action, strategy and tactics with the types of activity, size, organizational structure, as well as its capabilities.

2. Analysis of the effectiveness of the existing management structure, its adjustment. Provisions should be made for organizational structure, which describe all organizational units with an indication of the administrative, functional, methodological subordination, the direction of their activities, the functions that they perform; established the rules of their relationship, rights and responsibilities; the distribution of types of products, resources, management functions for these links is shown. The same applies to the provisions on the various structural units (departments, bureaus, groups, etc.).

3. Development of formal standard procedures for control over specific financial and business transactions. This allows you to streamline the relationship of employees regarding control over financial and economic activities, effectively manage resources, assess the level of reliability of information for making management decisions.

The most important place in the company's management system is control over strategic decisions. This refers to finding out to what extent the decision leads to the achievement of the company's goals. In practice, we are talking about the formation of a modern controlling management system.

To make a decision on control and organization of control processes, a number of criteria may be important: its effectiveness, the effect of influencing people, the tasks of control and its boundaries.