Management of information and communications of the project (Project Communications Management)

Providing participants and project processes with information includes communication channels, data accumulation, data exchange and updating, database maintenance, distribution of information to consumers. Information management ensures the provision, evaluation, processing, monitoring, analysis of information, information flows throughout the life cycle of the project.

Communication and related information is a kind of foundation for coordinating the actions of project participants.

Under information understand the collected, processed and distributed data. To be useful for decision-making, information must be provided in a timely manner, as intended, and in a convenient form. This is solved by using modern information technologies within the project management system.

Project communications management (management of interaction, information links) is a management function aimed at ensuring the timely collection, generation, distribution and storage of the necessary project information.

Communications management The project includes the following processes:

Communication planning(Communications Planning) - determines the information and communication needs of the project team (who, when and what information is needed).

Distribution of information(Information Distribution) - timely provision of the necessary information to project participants.

Performance reporting(Performance Reporting) - collection and dissemination of information on the progress of the project.

Administrative Completion(Administrative Closure) - preparation, collection and distribution of information and materials for the official completion of a phase or project.

The main consumers of project information are:

Project manager - to analyze discrepancies between actual performance indicators and planned ones and make decisions on the project.

Customer - to be aware of the progress of the design work.

Suppliers- if there is a need for materials, equipment, etc. necessary for the performance of work.

Designers - if necessary, make changes to the project documentation.

Direct executors of works.

The content of project communications management. Project communications management provides support for the communication system (interactions) between project participants, the transfer of management and reporting information aimed at ensuring the achievement of project goals. Each project participant must be prepared for interaction within the project in accordance with his functional responsibilities.

Communications management includes the following processes.

Planning a communication system - determining the information needs of project participants (determining the composition of information, the timing and methods of its delivery).

Collection and dissemination of information - the processes of regular collection and timely delivery of the necessary information to project participants.

Preparation of reports on the progress of the project - processing the actual results of the state of the project, comparing them with planned indicators, trend analysis, forecasting.

Documenting the progress of work - collecting, processing and organizing the storage of project documentation.

Let's take a closer look at these processes.

Communication system planning. The communications plan is an integral part of the project plan. It includes:

an information collection plan that defines the sources of information and methods for obtaining it;

information distribution plan, which defines the consumers of information and methods of its delivery;

a detailed description of each document to be received or transmitted, including format, content, level of detail, and definitions used;

a plan for the commissioning of certain types of communications;

methods for updating and improving the communication plan.

The communication plan is formalized and detailed depending on the needs of the project.

Collection and dissemination of information. Within the framework of the project, there is a need for various types of communications:

• internal (within the project team) and external (with company management, customer, external organizations, etc.);
• formal (reports, requests, meetings) and informal (reminders, discussions);
• written and oral;
• vertical and horizontal.

Project progress reporting. The processes for collecting and processing data on actual results and displaying information on the status of work in reports provide the basis for coordination of work, operational planning and management. Progress reporting includes:

• information about the current state of the project as a whole and in the context of individual indicators;
• information about deviations from baseline plans;
• forecasting the future state of the project.

Systems for collecting and distributing information should meet the needs of various types of communications. For these purposes, automated and non-automated methods of collecting, processing and transmitting information can be used.

Manual methods include the collection and transmission of data on paper, holding meetings.

Automated methods involve the use of computer technology and modern means of communication to improve the efficiency of interaction: e-mail, document management systems and data archiving.

Documenting the progress of work. The main intermediate results of the progress of work should be formally documented. Documentation of progress results includes:

• collection and verification of final data;
• analysis and conclusions about the degree of achievement of the project results and the effectiveness of the work performed;
• archiving results for future use.

Computer systems for maintaining electronic archives make it possible to automate the processes of storing and indexing text and graphic documents, and greatly facilitate access to archival information.

1. The concept and characteristics of communications.

2. Improving organizational communications.

3. The concept of information, its significance in the management process.

The concept and characteristics of communications

Management is a process that ensures that people perform certain actions, and the basis of this process is communication.

The problem of effective communications is one of the key ones in the activities of managers, since they are used to exchange messages expressed in various symbols and have a certain semantic load.

Communications- this is the exchange of information, on the basis of which the manager receives the data necessary for making decisions, and brings them to the employees of the organization.

Effective Communication(that is, one that leads to the desired type of behavior of the addressee) has 4 stages:

1. Ensuring the attention of the addressee(ensuring readiness of the addressee to receive information). The communication process may be interrupted already at the first stage, if the sender cannot overcome the competition of messages, which is understood as the simultaneous impact on the addressee of several sources of information.

2. Ensuring understanding of the essence of the message. Many communications fail at this stage, so the manager, using feedback channels, must make sure that subordinates understand the essence of the message.

3. Recognition. This stage involves ensuring the readiness of the addressee to obey (to do what is required of him in connection with the notification received).

4. Action. This is the last stage of effective communication. It provides for the performance by the addressee of certain actions based on the reported requirements. The most effective way to implement this stage is to convince subordinates that there is a connection between the goals of the organization and the needs of employees.

Communication- this is the process of information exchange, including the subjects of communication (sender and recipient), the method of communication and the object of communication (transmitted information).

Communication needs of the organization depends on:

Characteristics of the external environment of the organization (its dynamism, complexity, uncertainty)

Tasks solved by the organization (for example, if the task is to release a qualitatively new product, capture new sales markets, modernize production, diversify activities, then the need for communications increases dramatically);

The main characteristics of the organization - scale, structure, scope, nature of products (services), degree of diversification, position in the industry, etc.

Communication media include technical means of communication (telephone, telefax, telex, mail, e-mail), as well as memos, reports, reference and promotional materials.

Classification of communications carried out depending on:

means of communication;

Goals and objectives to be solved in the process of communications;

The subjects of communication (external and internal).

♦ communications between the organization and its external environment (external communications)

♦ communications between levels and departments of the organization (internal communications). These include upward communication, between different departments, the leader-pidpeglia, communication between the leader and the working group, informal communication.

External communications is the exchange of information between an organization and its external environment. Any organization does not exist in isolation, but in interaction with its external environment. The nature and methods of its communications depend on what factors of this environment (consumers, competitors, government regulators, etc.) have the greatest influence on the work of the organization and its results (Fig. 17.1).

Rice. 17.1. Subjects of external communications of the organization

Internal communications are information exchanges carried out between elements of the organization. Inside the organization, information exchanges occur between levels of management (vertical communications) and between departments (horizontal communications) (Fig. 17.2). Communication between levels in organizations include:

communication between different departments(divisions) - organizations need horizontal communications. Since an organization is a system of interrelated elements, management must ensure that the special elements work together to move the organization in the right direction. Additional services from horizontal communications are in the formation of equal relations - an important component of the satisfaction of employees of the organization;

communication manager - subordinate is the most obvious component of communication in an organization. Some of the many types of information exchange between a leader and a subordinate are related to the manifestation of tasks, priorities and expected results; ensuring involvement in solving the tasks of the department; discussing performance issues; achieving recognition and rewards for the purpose of motivation;

communication between the leader and the working group- allow the leader to increase the effectiveness of the group's actions. Since all members of the group participate in the exchange of information, everyone has the opportunity to talk about new tasks and priorities for the department, about how they should work together.

Rice. 17.2. Subjects of internal communications of the organization

Internal communications are divided into two types of communications: formal and informal .

Formal communications provided by the organizational structure. Under the formal communications understand the information exchange carried out between the elements of the organization. They are divided into vertical, horizontal and diagonal.

TO vertical communications belong to communication from top to bottom and bottom to top, that is, information is transmitted from top to bottom from management to subordinates. Thus, employees of the organization are informed about new strategic and tactical goals, specific tasks for a certain period, changes in rules, instructions.

If an organization consists of several departments that need to coordinate their actions, then this makes them need to exchange information among themselves. Thus, there is a need for horizontal communications. These communications are carried out between persons at the same level of the hierarchy. This exchange of information ensures the coordination of activities (for example, between vice presidents of marketing, finance, production).

Diagonal communications are carried out between persons at different levels of the hierarchy (for example, between line and headquarters units, when headquarters services manage the performance of certain functions). Such communications are also characteristic of communications between linear divisions, if one of them is the main one in a certain function.

Communications are divided into two large classes: oral and written.

Oral communications are carried out during face-to-face conversations, group discussions, telephone conversations, etc., in which spoken language is used to convey meaning. The main advantage of verbal communications is that they provide immediate feedback and reciprocity in the form of verbal questions or verbal contracts, facial expressions and gestures. Oral communications (all the sender needs to do is talk) are telephone conversations, public speaking, meetings, etc. The positive aspect of such communications is saving time, providing a deeper mutual understanding.

Written communications- these are notes, letters, reports, records, etc. With their help, many problems associated with oral communications can be solved.

One of the biggest disadvantages of written communications is that they delay feedback and reciprocity. When one manager sends letters to another, this letter must be written or dictated, printed, sent, opened and read. If the information in the letter is incomprehensible, then you can spend a few days to find it out. Of course, written communication also has some advantages. They are quite reliable: they constantly register mutual relations. The sender may use the time to collect and process information.

Communication process is the exchange of information between two or more people.

Basic functions of the communication process consist in achieving a social community while maintaining the individuality of each of its elements.

The main goal of the communication process- ensuring the understanding of the information that is the subject of the exchange, i.e. messages. However, the very fact of information exchange does not guarantee the effectiveness of communication between people who participated in the exchange.

The communication process represents the process of information movement in the chain "sender - channel - recipient".

During the exchange of information, eight basic elements :

1. Sender- a transmitter that generates ideas or collects information and transmits it. It can be an individual or a group of people working together.

When exchanging information, the sender and recipient go through several interrelated stages: the birth of an idea, encoding and channel selection, transmission, decoding. The exchange of information begins with the formulation of an idea or the selection of information.

2. Encoding- this is the process of converting ideas into symbols, images, drawings, shapes, sounds, speech, etc. That is, before transmitting an idea, the sender must encode it using symbols using words, intonations, gestures (body language) for this and provide good "packaging" ideas. This coding turns an idea into a message.

3. Message- this is a set of characters, the actual information encoded with the help of characters and transmitted to the recipient. It is for this purpose that the act of communication is carried out. Many messages are transmitted in the form of language symbols. However, symbols can also be non-verbal, such as graphic images, gestures, facial expressions, and other bodily movements.

4. Transmission channels - the means by which a signal is sent from a sender to a receiver. Sofas are divided into media and interpersonal sofas. The sender must choose a channel: speech and written materials, electronic communications, e-mail, videotapes and videoconferencing.

5. Decoding The process by which the recipient of a message translates the received characters into specific information and interprets its meaning.

6. Recipient- the target audience or person to whom the information is assigned and how it interprets.

7. Feedback- the totality of the reaction of the message delimiter after familiarization with its content. Three main types of communication results can be observed: changes in the knowledge of the recipient, changes in the attitudes of the recipient, changes in the behavior of the recipient of the message.

From the manager's point of view, communication should be considered effective if the recipient has demonstrated understanding of the idea by taking the actions expected by the sender.

8. Feedback- part of the receiver's response that is sent to the sender. It characterizes the degree of understanding or misunderstanding of information. Feedback can be verbal and non-verbal (smile, nod, handshake, negative gesture, etc.).

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Introduction

In modern society, one of the key problems is communication. In organizations, this problem turns out to be that there is a lack of understanding that communication is not just an exchange of information, but a dynamic interpersonal process of exchange of behavior. Of all the organizational processes, communication, perhaps, occupy a central, pivotal place, since they underlie the life of an organization. Decision making is often defined as a choice between two or more alternatives. However, in reality, it is the process of collecting and processing information, developing alternatives and choosing one of them, and most importantly, this is the implementation of the decision. Without the latter, this process does not make sense at all. Management interaction is carried out in the organization at various levels, and conflicts take place at each of them. Conflicts are considered today as a source of individual and organizational development, since in the course of conflict resolution a new situation is born. The paradox lies in the fact that the presence of conflict is used to judge the maturity of an individual, group and organization. Conflict is the vital seed from which success grows.

The purpose of the course work is to determine the place of information and communication in the management of the organization.

The tasks of the work are to find out exactly how information contributes to the normal functioning of the company, what role it plays in management, how a manager can work effectively with the help of communication.

The object of the course work is the information involved in the process of management and communication.

1. General concepts of information and information exchange

1.1 The concept of information

Information is understood as information about the surrounding world, which has the form of symbols, both accessible, understandable to a person, and requiring analysis, comprehension, decoding.

Information is a reflection of the surrounding world in the mind of a person, fixed in some way and therefore possessing the property of reproducibility, used as a means of communication between people, cognition and awareness of the world, accumulation and preservation of knowledge.

In management activities, information is a collection of information about the state of the control and managed subsystems, as well as the environment. However, in the practice of managing an organization, information is understood in a simplified way, as:

· A set of information about the state of the control, managed systems and the external environment of their functioning;

· New information about the state of these control objects;

· Information that reduces the level of uncertainty and risk regarding the future, etc.

In modern conditions of managing and managing an organization, information support has become an important area, which consists in the collection and processing of information necessary for making informed management decisions.

Organizations store and process vast amounts of data that can be turned into actionable information. The effectiveness of its use depends on the organization's ability to collect primary data that provides managers with the information they need. Figure 1 shows the process of converting primary data into management information through an information system (IS).

Figure 1 - Converting data into information through IS

1.2 Properties of information

The quality of information is determined according to four main criteria:

1) Reliability (accuracy). If the train schedule changes even by 10%, most passengers will perceive the old schedule as extremely unreliable. If employees find errors in the information contained in the document, they will be distrustful of all the data received with its help.

2) Timeliness. Only information received in a timely manner is of value. The manager responsible for the execution of the budget needs up-to-date information on the level of costs, which allows him to adequately respond to undesirable changes.

3) Required volume. Many managers suffer from information overload because they are unable to view and use large amounts of it. Perhaps this means that it is unfortunate to choose a format for converting data into management information.

4) Significance. Much depends on the tasks and responsibilities of a particular employee. The manager responsible for production needs information on production volumes, equipment downtime indicators; a senior manager needs more generalized data.

In order to assess the criterion of significance, we turn to table 1, which shows the differences in the information needs of top managers and heads of departments responsible for the current work of the organization (Gorry and Skott-Morton, 1971):

Table 1 - Differences in the information needs of senior managers and department heads

1.3 Information exchange

In the activities of large firms, the transfer of information is an indispensable paramount factor in the normal functioning of the firm. At the same time, ensuring the efficiency and reliability of information is of particular importance. For many firms, an intra-company information information system solves the problems of organizing a technological process and is of a production nature.

By means of information, cyclically repeating stages of the management process are carried out - obtaining, processing information about the state

managed object and transferring control commands to it. Consequently, with the help of information, a connection is realized between the subject and the object and between the control and controlled parts of the overall control system.

In the course of joint activities, people exchange various ideas, ideas, views, suggestions, knowledge, attitudes. All this can be considered as information, and the communication process itself can be presented as a process of information exchange. Precisely because the exchange of information is built into all the main types of management activities, we call communications a connecting process. And one of the most important management tools in the hands of a manager is the information at his disposal. Using and transmitting this information, as well as receiving feedback, he organizes, directs and motivates subordinates. Therefore, much depends on his ability to convey information in such a way that the most adequate perception of this information by those to whom it is intended is achieved.

Communication is the exchange of information, on the basis of which the manager receives the information necessary for making effective decisions, and brings the decisions made to the employees of the organization. If communication is poor, decisions may be wrong, people may misunderstand what management wants them to do, or, finally, interpersonal relationships may suffer. The effectiveness of communications often determines the quality of decisions and how they are actually implemented.

It is almost impossible to overestimate the importance of communications in management. Almost everything leaders do to help an organization achieve its goals requires effective communication. If people can't share information, they won't be able to work together, set goals, and achieve them. However, communication is a complex process consisting of interdependent steps. Each of these steps is very necessary in order to make our thoughts understandable to another person. Each step is a point where if we are careless and don't think about what we are doing, the meaning can be lost.

According to research, managers spend 50 to 90% of their time on communication. This seems incredible, but it becomes clear when you consider that the manager does this to fulfill his roles in interpersonal relationships, information exchange and decision-making processes, not to mention the managerial functions of planning, organizing, motivating and controlling.

Precisely because the exchange of information is built into all the main types of management activities, we call communications a connecting process. Since the manager performs three of his roles and performs four main functions in order to formulate and achieve the goals of the organization, the quality of communication can directly affect the degree of implementation of the goals.

This means that effective communication is essential for the success of individuals and organizations. Poor communication is one of the main areas of concern. By thinking deeply about communication at the individual and organizational level, we must learn to reduce the incidence of ineffective communication and become better, more effective managers. Effective leaders are those who are effective in communications. They represent the essence of the communication process, have well-developed oral and written communication skills, and understand how the environment affects the exchange of information.

Communication is carried out by conveying ideas, facts, opinions, sensations or perceptions, feelings and attitudes from one person to another, verbally or in some other form, in order to obtain the desired reaction in response.

When considering the communication process, it is necessary to take into account that in the conditions of human communication, it is important not only how information is transmitted, but also how it is formed, refined, and developed. Communication and information are different but related things. Communication includes both what is being communicated and how that "what" is being communicated.

In order for communication to take place, at least two people are required. Therefore, each of the participants must have all or some of the abilities: to see, hear, touch, smell and taste.

Effective communication requires certain skills and abilities from each of the parties. Communication should be considered not only as sending and receiving information, since we are dealing with the relationship of two individuals, each of which is an active subject - their mutual informing involves the establishment of joint activities. Therefore, in the communicative process, not only the movement of information takes place, but also an active exchange of it.

In a specifically human exchange of information, the importance of information plays a special role for each participant in communication, since people do not just exchange words, but strive to develop a common meaning. And this is possible provided that the information is not only accepted, but also understood and comprehended.

2. Semiotics and its sections

communication management management

Semiotics is a science that studies the ways of transmitting information, the properties of signs and sign systems in human society (mainly natural and artificial languages, as well as some cultural phenomena, systems of myths, rituals), nature (communication in the animal world) or in man himself ( visual and auditory perception, etc.). In other words, semiotics is the theory of signs and sign systems.

There are three branches of semiotics:

§ syntax (or syntax, from the Greek. syntaxis- construction, order) - studies the patterns of construction of sign systems, regardless of their interpretation, that is, the relationship of signs with each other;

§ semantics (from the Greek. semanticos- that which means) - studies the relationship between the sign and its meaning;

§ pragmatics (from the Greek. pragmatos- action) - studies the relationship of signs with their senders, recipients and the context of sign activity.

In modern science, there are several areas of semiotic research.

First direction - biological semiotics, or biosemiotics.

This direction is engaged in the study of signaling (communication) systems of animals, including lower animals and insects, that is, it studies systems based on natural signs, or signs that are somehow important for the existence of the organism itself, that is, biologically significant (biologically relevant).

The second direction is ethnosemiotics, which studies the "implicit level" of human culture. Even when something quite tangible is a separate object of observation for ethnosemiotics, for example, a folklore wedding song or a charm, the point of view of semiotics on this subject differs from the point of view; the sciences of folklore: semiotics studies it as part of such sign systems of a given society, the meaning and role of which are not recognized by the members of society themselves.

Ethnosemiotics is a young and rapidly developing science; it does not yet have generally recognized generalizing theories. Abroad, especially in the USA, a large number of individual specific studies are being carried out within the framework of ethnography (called there "cultural and social anthropology").

Let us first dwell on private research conducted in cultural and social anthropology, taking as a typical example the study of human postures that can be part of sign systems. Within the framework of cultural and social anthropology, the study of postures can be carried out from different angles.

On the one hand, postures can be studied from the point of view of the physiology of the human body (crying, laughter, physiological functions, etc. can be studied in the same way), this is the so-called ethological point of view. The description of postures is important for engineering psychology, which consists in the study of a person in contact with a machine: the reactions and behavior of a person, the placement of a person in front of a machine or machine, the design of handles, control panels, etc.; knowledge of typical postures for a given nationality is important when planning apartments, furniture, etc.; for psychiatry: psychiatric observation of postures, in turn, can shed light on the physical behavior of a healthy person.

On the other hand, postures can be studied as positions of the human body typical of a given culture. This is an ethnological point of view. The total number of different stable positions that the human body can take is about 1000. But of these, due to the cultural tradition of each tribe and people, some are prohibited (tabooed), while others are fixed. Therefore, the study of postures must necessarily be comparative, “intercultural”. In order to determine whether a certain posture, such as the posture of sitting at a meal, is significant, i.e., whether it has ethnological significance, one must compare the postures of sitting while eating in different cultures, for example, among North American Indians and New Zealand Aborigines. If the postures turn out to be stably different, then they are a fact of culture.

After that, a catalog of ethnological postures can be compiled (Figure 2). After identifying the smallest, elementary units of a person's spatial behavior - postures and compiling catalogs - their in-depth cultural and ethnographic study begins, which can be carried out along the following lines:

a) the relationship of postures with other sign and non-sign systems of culture: clothing, housing layout, etc.;

b) cultural and historical tradition - the stability of certain postures over long periods of existence of peoples.

Such postures are passed down by tradition and persist for long periods of time. It is assumed that they can serve, like forms of language and objects of material culture, to establish the most ancient movements and contacts of tribes. Thus, the posture in the third row from the top, fourth column from the left, characteristic of the population of the Samoan islands in the Pacific Ocean, apparently indicates indirect contacts with India, where it is associated with religious customs.

Figure 2 - Part of the catalog of postures significant from an ethnological point of view (according to G. Hughes)

Third direction - linguosemiotics- focuses on the study of natural language with its style.

The natural spoken language of humans is the most complete and perfect of all communication systems that exist in the world known to man. Other, artificial, man-made systems and languages ​​(for example, writing, signaling with flags, Morse code, Braille for the blind, artificial languages ​​like Esperanto or Volapuk, information-logical languages, etc.) embody only some of the properties of a natural language. These systems can greatly enhance language and surpass it in one or more respects, but at the same time be inferior to it in others, just as the telephone, television, radio (in general, any tool, any instrument) enhance certain properties of individual human organs.

Linguosemiotics explores other related sign systems that:

§ function in parallel with the language (for example, gestures and facial expressions that accompany speech);

§ compensate for the language (for example, expressive, stylistic intonation; typographic fonts);

§ modify its functions and its sign character (for example, artistic speech).

In recent years, due to the rapid development of natural language modeling and the emergence of various types of artificial languages ​​(information, information-logical, like programming, etc.), the object of linguosemiotics has also expanded.

The fourth direction abstract semiotics- studies only the most general properties and relationships that characterize sign systems, regardless of their material embodiment (R. Carnap abroad; V.B. Biryukov, D.P. Gorsky, A.A. Zinoviev, V.V. Martynov and others ., THE USSR). Within the framework of this direction, the most abstract, logical-mathematical theory of sign systems is being created.

The subject of general semiotics is the comparison, collation and generalization of the results of particular semiotics; consideration of how abstract linguistic relations are manifested in various sign systems; the formulation of the general semiotic laws emerging in this process; resolution of epistemological issues, etc.

3.Measuring information. Entropy

3.1 The role of information in management

The essence and role of information in management is best shown by the connection between the concept of information and the concept of entropy. At one time, N. Wiener expressed the duality entropy - information as follows: “Just as the amount of information in a system is a measure of the organization of the system, in the same way entropy is a measure of the disorganization of the system; one is equal to the other, taken with the opposite sign. Management in the system depends on the available information. Of all the variety of definitions of information, the most fundamental is the one that is postulated by information theory and is related to the amount of information:

Information is the removal of uncertainty. In this case, the uncertainty is reduced by the amount of information that was obtained in the process of choosing or making a decision from the available number of alternatives;

However, in management, information is also a means of communication (information is transmitted in the form of a message that contains information in the change of variables).

Information counteracts the tendency of the system to disorganize and increase entropy, and the amount of information in the system is a measure of the organization of the system (Figure 3.1.).

It is necessary to distinguish between such concepts as data and information. Data - primary information (signals) about changes in variables (the degree of aggregation is low);

Intermediate information obtained as a result of the accumulation and aggregation of primary data, informing about the dynamics of changes;

Final information (high degree of accumulation and aggregation) directly used in the decision-making process.

3.2 Quantitative measures of information

Structural measures are used to measure only discrete information. The basis of the used structural measures are information elements (quanta), which are understood as indivisible parts of information.

Structural measures are subdivided into geometric, combinatorial and additive measures of information.

geometric measure defines the amount of information as the value of the length, area or volume of the geometric model of the message, related to the number of quanta contained in it. The geometric method determines the potential, i.e., the maximum possible amount of information in the given structural dimensions. This quantity is called information capacity.

The amount of information when using combinatorial measure is calculated as the number of combinations that can be made from information elements. This measure measures the potential structural diversity of information complexes. It is advisable to use a combinatorial measure when it is required to evaluate the possibilities of transmitting various information using alphanumeric elements.

Before talking about the additive measure of information, we introduce the concepts of depth h and length l of a word.

Depth h words name the number of different elements (signs) contained in the accepted alphabet.

Length l words are the number of characters necessary and sufficient to represent a given set of words by elements of a given alphabet.

The depth of the word corresponds to the base, and the length of the word corresponds to the bit depth of the number system or coding.

The total number of words that can be represented by codes of length l and depth h is given by

This means that the information capacity q with this method of estimation depends exponentially on the length of the word l. Therefore, the application of this measure in practice is a great inconvenience.

To ensure the possibility of adding the amount of information when adding words and proportionality of the amount of information to the length of the word, Hartley introduced an additive logarithmic measure of information

I = log 2h l = l log 2h.

The unit of information when applying an additive measure is a bit, i.e. the amount of information contained in a word with depth h = 2 and length l= 1. If information comes from different sources, then when estimating the amount of information by an additive measure, we have

where I(A1, A2, ..., An) is the total amount of information from sources A1, A2, ..., An;

I(Ai), i = 1(1)n - the amount of information from the source Ai, measured by an additive measure.

Determining the amount of information using statistical measures requires a probabilistic approach. With this approach, information is considered as a message about the outcome of random events, the implementation of random variables and functions, and the amount of information is made dependent on the a priori probabilities of these events, quantities, functions. Statistical and structural measures of information do not allow assessing the content of information, since they do not take into account the meaning of the message and its value for the addressee. Semantic measures make it possible to avoid this shortcoming.

3.3 The amount of information as a measure of the organization of the system

The amount of information is used to express the degree of organization of the system based on the measurement of the degree of uncertainty (formula 3.1.):

K= -log2 p i , (3.1.),

where p i is the probability of choosing the i-th alternative;

This formula is illustrated in Figure 3.2 below. The concept of the amount of information is interpreted below in connection with the reduction of uncertainty when choosing from 8 alternatives. At the same time, the uncertainty decreased by 3 bits or by the amount of information that was obtained as a result of choosing from 8 alternatives.

K= -log2 pi = -log 2 18 = 3 bits.

where K is the amount of information;

p i - probability of choosing the i-th alternative;

Figure 4 - Three cycles of selection and reduction of uncertainty by three bits when choosing from eight options.

4.Communication networks of the organization

An organization is managed through people. One of the most important management tools for a manager is to direct them signals or messages to their subordinates about their behavior necessary to achieve organizational goals. Using this and receiving feedback from subordinates, the manager organizes, motivates and leads subordinates. Much depends on the manager's ability to effectively transmit and receive such signals and messages in order to achieve their most adequate perception by those to whom they are intended. Many managers understand the importance of this problem and pay great attention to it.

In the process of communication, signals or messages about behavior are transmitted from one subject to another and vice versa. Individuals, groups and organizations as a whole can act as subjects.

In the first case, communication is interpersonal character. It is carried out by the transmission of ideas, facts, opinions, hints, sensations or perceptions, feelings and attitudes from one person to another in verbal(oral or written) and in non-verbal(poses, gestures, tone of voice, transmission time, etc.) form in order to obtain the desired response.

In the second and third cases, it is organizational communications, i.e. about how, by whom and when signals are sent in the context of groups and organizations (meetings, presentations, instructions and procedures, business documents, orders and instructions, plans, etc.) and how feedback is organized (observations, reports, evaluation and etc.). The communication links that exist in the organization reflect its actual structure, and the task of top management in this case is to bring both into conformity.

The discrepancy between the approved structure and the communication process existing in the organization significantly reduces the effectiveness of its activities.

It should be noted that communication information -- these are different (two concepts that are very often confused), but related concepts. Information is a natural and meaningful part of a signal or message sent or received, which makes it possible to give them a certain significance. Simply put, information is an internal interpretation of external events. For example, a cry of fear is an interpretation of information that can even be measured in decibels.

Communication also includes what is transmitted, and how this "what" is conveyed. In order for communication to take place in an interpersonal variant, at least the presence of two people is necessary.

Communication imposes requirements on each of the participants in managerial interaction. So, each of the participants must have all or some of the abilities: to see, hear, touch, smell, taste, etc. Effective communication requires each of the parties to have certain skills and abilities, as well as a certain degree of mutual understanding.

The term "communication" comes from the Latin "communis", meaning "general": the sender of signals or messages tries to establish "community" with the receiver.

From here, communication can be defined as the transfer of not just information, but meaning or meaning through symbols. Effective interpersonal communication is very important for success in management for a number of reasons. Firstly, the solution of many managerial tasks is based on the direct interaction of people (boss with subordinates, subordinates with each other) within the framework of various events.

Secondly, interpersonal communication is perhaps the best way to discuss and resolve issues characterized by uncertainty and ambiguity.

A communication network is a connection of individuals participating in the communication process in a certain way with the help of information flows (Figure 5). In this case, not individuals as such are considered, but communication relations between individuals. A communication network includes the flow of messages or signals between two or more individuals. The communication network focuses on the organization's patterns of these flows, not on whether the meaning or meaning of the message was conveyed. However, the communication network may have the effect of narrowing or widening the gap between the value sent and received.

The network created by the manager consists of vertical, horizontal and diagonal links. Vertical connections are built along the line of leadership from the boss to the subordinates. Horizontal connections are carried out between equal levels of individuals or parts of the organization: between deputies, between heads of departments, between subordinates. Diagonal ties These are connections with other superiors and with other subordinates. The network of these connections creates the real structure of the organization. The task of a formal organizational structure is to give the communication flows the right direction. The size of departments in an organization limits the possibilities of developing a communication network. If the group size increases exponentially, then the number of possible communication relationships increases exponentially. Hence the communication network in a group of 12 is more varied and complex than in a group of three.

Depending on how the communication networks are built, the activities of the group may be more or less effective.

EXTERNAL COMMUNICATION NETWORK

Figure 5 - Interpersonal communication network of a team leader in an organization

There are well-established patterns of communication networks for groups of the same or different sizes (Figure 6). In circle networks, group members can communicate only with those who are located next to them. In wheel networks, there is a formal, centralized hierarchy of power in which subordinates communicate with each other through their boss. The objective basis of such a situation is that the person in the center of the "wheel" has more communication connections than other members of the group. He receives more messages, is more often recognized by other members of the group as a leader, has more social influence on other members of the group, usually has more responsibility for conveying information, he is more than others expected to finally solve the problem.

A similar picture is observed in networks of type "Y". Such networks are called centralized and can be effective if simple problems are solved. Another type of power hierarchy is represented by "chain" networks, in which horizontal connections appear - an element of decentralization. "Omnichannel" networks represent completely decentralized groups. This is usually required when it is necessary to involve everyone in solving complex problems. This approach is also called open communications.

Knowing the types of communication networks is especially important for understanding the relationships of power and control in an organization. Hiding or centralizing information is known to support power relations. The nature of the interdependence of jobs and people in a group or organization will determine the type of more efficient communication network. Simple interdependence allows the use of centralized networks. Complex interdependence requires a "team" approach to building communication networks. However, a complex network may not solve a simple problem.

Figure 6 - Samples of communication networks in groups

5. Management technology as an information process

Technology is any means of transforming raw materials to produce desired results. Since information is the subject and, accordingly, the source material of managerial work, management technology, for example, can be defined as a set of methods for processing managerial information in order to develop, adopt and implement managerial decisions.

Management technology reflects the content of management, is characterized by the processes of movement and processing of information and is determined by the composition and procedure for performing management work, during which this information is transformed and affects the managed object. This implies the main purpose of management technology - the establishment of a rational scheme for the interaction of structural units and individual performers in the management process.

Management technology is defined as a system of operations and procedures performed by managers, specialists and technical performers in a certain sequence using the methods and technical means necessary for this.

The purpose of management technology is to optimize the management process, rationalize it by eliminating such activities and operations that are not necessary to achieve the result.

The main function of management technology is to ensure the scientific and functional relationship of management processes with specific management technologies that contribute to the implementation of management functions. In this regard, it is important to form the thinking of a new type of managers, orienting them towards proactive analytical and innovative activities.

The development of control technology involves determining the number, sequence and nature of the operations that make up the control process, developing or selecting appropriate methods, techniques and technical means for each operation, identifying the optimal conditions for the process of transferring the system object from the initial state to the desired one.

The precise functioning of the governing body requires the division of the management process into operations, and the effective organization of management requires the proper combination of operations. Each operation must be linked to the previous operations of this cycle of the control process. The execution of an operation must be linked to the execution of other operations. The concept of " control technology» is closely related to the process of algorithmization of operations within certain functions of the control system.

The role of the algorithm (procedure) of the management process is a prescription that determines the content and sequence of actions in any informational or organizational process. Its algorithm is the rules for the sequential implementation of certain, interconnected operations, into which this process can be decomposed, and which must be implemented to achieve the desired goal. The procedure can be defined as a system of sequentially implemented instructions on the execution of operations in a certain order, leading to the solution of managerial problems.

Schematically, management technology can be represented as information and organizational interaction of three main cycles or processes within which various operations and procedures are performed.

1. Information process: search, collection, transfer, processing and storage of various types of information. Mostly creative performers and specialists are employed here.

2. Logical-thinking, or the process of developing and making managerial decisions: research, processing, calculations, forecasts, decision making. It employs mainly specialists and executives of the organization.

3. Organizational process or organizational impact on the management object for the implementation of management decisions: selection and placement of personnel, bringing tasks to performers, operational planning, labor organization, coordination, control over execution, etc.

The essential points in management technology are research and description of rational ways to implement management processes with the help of appropriate operations and procedures. Nevertheless, it is very difficult to describe the algorithms for the functioning of management systems and to determine the entire set of methods for performing and ordering information transformations and organizational interactions that make up the management process, and it is not possible to formulate unambiguously.

Currently, there are several approaches to the formation of management technology. Since management technology is determined by the composition of management work, then, accordingly, its construction can be carried out depending on which approach to understanding management is taken as a basis, or what management style characterizes the activities of the company's executives.

The most developed and simplest is the traditional, classical functional approach, which is based on the understanding of management as a process for performing certain functions. Here, management technology can be defined as the regulation of rational procedures and ways of working with information in the process of implementing management functions. The essence of the functional approach lies in the fact that at each hierarchical level of management systems, relatively separate areas of management work or functions are allocated, for each of which a specific set of procedures is built. In the future, subfunctions and the corresponding blocks of procedures are allocated, detailed to the level of the operation; types of documents, necessary technical means, etc. are determined.

This approach to the technologization of management processes is applicable for enterprises operating stably in a little changing environment. So, an organization may have a planning technology, a control technology, or (taking into account special management functions) a technology for managing the development of a new product, a marketing research technology, etc.

The most appropriate in a changing environment is a situational approach, the essence of which is to substantiate the algorithm for choosing a procedure based on the signs of a particular situation or problem. With a situational approach, management technology is defined as a sequence of actions to select appropriate procedures and perform the information transformations and organizational impacts included in them. The management technology scheme includes:

diagnosing the problem and determining ways to resolve it;

Identification of factors influencing the decision;

development and evaluation of alternatives;

· development of tactics for the implementation of the planned development paths.

And, finally, the approach to management from the point of view of decision-making allows us to consider management technology as a certain sequence of actions used in setting the goals of an enterprise and developing mechanisms for achieving them. There are two stages in this:

1. development of goals and strategies for the development of the enterprise;

2. formation of technology for the adoption and implementation of management decisions.

The effectiveness of management technology is the end result, which is expressed not only in saving time and costs, but also in ensuring the stability and survival of the organization in a changing external environment.

The criteria for the effectiveness of management technology include:

Simplicity (control technology should not be overly complicated, contain intermediate steps or operations);

flexibility (adaptation to changing conditions);

Reliability (presence of some margin of safety, backup mechanism);

Profitability (technology can be efficient, but not economical);

Ease of use (a well-designed technology will be useless if it is inconvenient for the people who have to work).

A special place in control technology today is occupied by control technology.

Management technology is a set of material resources (office equipment, communications equipment, computer equipment, etc.) that make it possible to reduce the complexity of management work, the timing of their implementation, and also improve the quality of decisions made.

The mental capabilities of an individual have a limit, the use of operative and long-term memory of computers makes it possible to expand the intellectual capabilities of specialists to solve managerial problems. The development of automation tools contributes to the deepening of the information nature of managerial work, and computerized system technologies are becoming an integral part of management technology today.

There are obstacles in the way of communication that can be divided into two groups: those that exist at the individual level, and those that "grow" at the organizational level.

The sources of communication barriers are both individuals and organizations as a whole (Table 2).

Individual barriers, firstly, can be associated with differences in emotions and types of perception. For example, if a person tends to divide people into groups (classes), his opinion will be difficult to change. If a person rigidly defines his position even before the discussion begins, the chances of achieving success in communication are sharply reduced. Moreover, people with different backgrounds or levels of knowledge tend to interpret the same information differently.

Secondly, the problem may lie in the wrong choice of channel or means of communication. For example, when a message has an emotional connotation, it is advisable to convey it personally, at a meeting, and not in a letter. Written messages are better for routine communications, but they don't provide fast enough feedback. In addition, it is inappropriate to use written messages to transmit multiple information signals.

Thirdly, communication difficulties are often associated with semantic differences.

Semantics is the meaning of the words and the context in which they are used. The word "efficiency" for a factory manager can mean achieving high production volumes, and for a human resource specialist, employee satisfaction. Many perfectly common English words have an average of 28 different meanings. Therefore, successful communication involves careful selection of words that are designed to accurately reflect your thoughts.

Fourth, the recipient may misunderstand the sender if he says one thing, but non-verbal messages indicate something completely different. If the facial expression of a person does not match his words, there will be “noise” and uncertainty in communications. Intonations, gestures, actions - all this should not contradict what is said aloud.

Table 2 - Communication barriers and ways to overcome them

Organizational barriers are related to factors inherent in the organization as a whole. First of all, it is a problem of different status and level of authority. For example, if you were a front-line employee, would you report a problem to a manager if your complaint gave the manager a negative impression of your work? On the other hand, managers endowed with power often perceive ordinary employees as incapable of frivolous thoughts and actions of individuals.

Differences in the goals and needs of departments have a significant impact on communications. Each of them has their own problems. For the production department, the main thing is performance indicators, its employees are quite far from the interests of marketing service workers.

The third problem is that the communication flows may not match the task of the team or the entire organization. If a centralized communication structure is used when performing non-standard tasks, the exchange of information between employees will be clearly insufficient. An organization, department or team is only as effective as possible when the volume of communication between employees corresponds to the task.

The lack of formal channels in the organization has a negative impact on the effectiveness of communications. The company should always have ascending, descending and horizontal communications adequate to the current situation in various forms: employee surveys, open door policy, information letters, notes, special teams, even the establishment of special "connecting" positions. The absence of formal channels means that there is no communication in the organization as such.

To overcome communication barriers, management must create an organizational structure that will encourage positive, effective communication, which requires both individual skills and organizational action.

The most important individual skill is the ability to listen. Listening actively means asking questions, showing interest, and occasionally paraphrasing what the other person has said to make sure you understand it correctly. Listening actively means providing feedback to the sender of the message.

Secondly, it is necessary to choose suitable channels for the transmission of one's own messages. A complex message requires the use of a capacious communication channel (telephone, personal conversation), routine messages and data can be transmitted in the form of notes, letters or e-mail.

Thirdly, both the sender and the recipient must try to understand the other party's point of view. When receiving information, managers must exercise special attention, which will allow them to recognize if the interlocutor has any prejudices, clarify what was misunderstood, and correct their own message. When we correctly assess the views of interlocutors, we more accurately interpret the semantic meaning of the transmitted words, sensations, and generally treat them more objectively.

And, finally, governance based on going out to the people. The manager must periodically leave his office and independently check the status of communication channels in the company. When a manager sees everything with his own eyes, meets people, he gets a much more complete picture of the organization, gets the opportunity to directly convey important ideas and values ​​to employees.

The atmosphere of trust and openness in the organization encourages employees to communicate honestly with each other, when employees fearlessly convey both good and bad news to the top. To create such an atmosphere, conditions are necessary for the development of interpersonal qualities of employees.

Second, managers must develop and use formal channels of communication, in all directions. At Scandinavian Design, two different newsletters are used to contact employees. At the Packard Electric plant, owned by General Motors, employees have access to all information about the company: financial information, future plans, quality assessments, performance indicators. Bank of America has programs to encourage employees to contribute ideas and provide feedback. Other methods may be used: direct mail, bulletin boards, surveys.

Third, managers should encourage the simultaneous use of multiple channels of communication, formal and informal. These multiple channels include written directives, face-to-face discussions, "going out" and "vine". For example, at the same GM plant, a newspaper is published monthly, managers have regular meetings with work teams, and an electronic display in the cafeteria is used to broadcast news. Sending messages through multiple channels at the same time increases the chances that they will be received and understood correctly.

Fourth, the structure of the organization must match the needs for communications. For example, the Casino/Holiday Inn (Las Vegas) has a dedicated communications team (as part of the organizational structure). It consists of representatives from each department. The team deals with the most urgent problems of the company, designed to help managers evaluate problems not only within the interests of their departments. To solve problems, the team involves everyone who is able to help. If there is a shortage of horizontal communication channels in an organization, similar teams can be created in it, other “rapid response” groups, positions of integrator managers, and matrix structures can be introduced. The organizational structure, among other things, should reflect the needs for information. If a department or team performs complex non-standard tasks, decentralization of structures is necessary, which allows intensifying discussions and involving employees in the management process.

Conclusion

In this course work, we examined the concepts of information and the importance of communications for the effective operation of an organization manager. Without knowledge and special skills, it is impossible to manage people; on this way, various barriers can be encountered, which we highlighted in paragraph 5 of the work.

Talented leaders are interested in maintaining contact with employees and customers and in shaping the direction of their companies. And such contacts must be carried out continuously, which means that leaders must have developed interpersonal skills. Those unfamiliar with management tend to be amazed at the amount of energy that successful managers put into communication.

I believe that information is central to the management of an organization. Information coming from outside and circulating within the company, the head and leading managers accumulate, analyze and, as a result, form the correct work strategy. “Whoever owns the information owns the world,” said Winston Churchill.

We have defined communication as a process in which two or more people exchange and understand the information received, the purpose of which is to motivate or influence certain behavior.

The effective activity of a manager presupposes a clear distinction between the concepts of separation and proclamation. A manager who doesn't listen to anyone is like a used car salesman who says, "I'm selling, they don't want to buy." Management communications is a two-way street that requires listening and other forms of feedback. The knowledge gained by managers from personal communication with employees forms their understanding of the life of the company. I believe that with this knowledge, managers in the process of communication are able to influence the minds of subordinates, as well as work effectively with customers.

Therefore, it is very important to maintain a “healthy” corporate spirit in the organization through regular meetings, trainings, and joint events for employees from different departments. After all, only the coordinated work of all parts of one whole can lead to the successful functioning of the organization.

List of used literature

1 Boddy D., Payton R. Fundamentals of Management / Ed. Yu.N. Kapturevsky. - St. Petersburg: Peter, 1999.

2 Vikhansky O.S., Naumov A.I. Management. - M.: Gardarika, 2001. - 528 p.

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Blagoveshchensk 2016

INTRODUCTION

1.1 The concept of information.

1.2 Properties of information.

1.3 Types of information.

SEMIOTICS..

ENTROPY.

CONCLUSION.

APPENDIX.

INTRODUCTION

GENERAL CONCEPTS OF INFORMATION AND INFORMATION EXCHANGE

The concept of information

Information is understood as information about the surrounding world, which has the form of symbols, both accessible, understandable to a person, and requiring analysis, comprehension, decoding. Information plays an important role in management. Information is necessary in the preparation and adoption of a management decision; feedback information is necessary to control the execution of the decision; information is also needed in the development of the company's strategic plans to achieve its goals. Therefore, we consider the basic concepts of information theory. Now there are many definitions of the concept of "information" and none of them is generally accepted. This is natural, since a generally accepted definition appears in science when it becomes classical and ceases to develop. Fortunately, this cannot be said about information science.

“Information 1) message, awareness of the state of affairs, information about something transmitted by people; 2) reduced, removed uncertainty as a result of receiving a message; 3) a message inextricably linked with control, signals in the unity of syntactic, semantic and pragmatic characteristics; 4) transfer, reflection of diversity in any objects and processes (inanimate and living nature) ".

Parashchenko I.P. in Information and Informatics. (Troitsk, 2005) cites for illustration some of the definitions collected in the work of Melik-Gaykazyan I.V. "Information Processes and Reality". (Moscow, 1997)

- "Information is knowledge transmitted by someone else or acquired through one's own research or study."

- "Information is the information contained in this message and considered as an object of transmission, storage and processing."

- "Information in the ordinary sense is information, news, in scientific and technical applications - that which carries a signal."

- "Information is a designation of the content received from the outside world in the process of our adaptation to it and the adaptation of our feelings to it."

- "Information is the objective content of the connection between interacting material objects, manifested in a change in the state of these objects."

- “Information is current data on variables in a certain field of activity, systematized information regarding the main causal relationships that are contained in knowledge as a concept of a more general class, in relation to which information is subordinate.”

- “Information is knowledge about some special event, case, or something like that.”

The Russian philosopher V.G. Afanasyev in his work “Social Information”, which was republished in 1994, described information in the following way: “...Information in the most general sense of the word is the result of reflecting the diversity of reality, communication, information about it. It is not material, not energetic in its essence, but a mental, ideal category. It is inherent not in all nature, matter, but only in living and social matter. Information is not just the result of reflection, not just knowledge. She is precisely messages, information, i.e. such knowledge that is needed and that has a consumer. Only by interacting with the consumer, knowledge acquires the character of a message, information, i.e. become information. Information is knowledge that is in constant circulation, movement, that is collected, stored, processed, transmitted and used (or can be used) by the system. And not any, but only a self-governing system ... Information is where there is control.

Information properties

The quality of information is determined according to four main criteria:

1. Reliability - If employees find errors in the information contained in the document, they will be distrustful of all data received through it.

2. Timeliness - Only timely received information has value. The manager responsible for the execution of the budget needs up-to-date information on the level of costs, which allows him to adequately respond to undesirable changes.

3. Required volume - Many managers suffer from an excess of information, because they are not able to consider and use large arrays of it. Perhaps this means that it is unfortunate to choose a format for converting data into management information.

4. Significance - The manager responsible for production needs information about production volumes, indicators of equipment downtime; a senior manager needs more generalized data. Figure 1 shows the process of converting primary data into management information through an information system (IS).

Types of information

mechanical reflection.

A stone, bumping into a wall, leaves on the one hand a dent, a trace, and on the other hand, it is reflected at the angle at which it hit the wall, i.e. the angle of reflection is equal to the angle of incidence. The second example of mechanical reflection is specular reflection, i.e. in the mirror we see a copy, an image, a sign, a mark of the object that is reflected in the mirror. But, naturally, we see only the external features reflected in the mirror; specular reflection is a step towards other physical reflections. There is a mechanical reflection, there is a physical reflection.

physical reflection

This is just the interaction of elementary particles of different fields: electromagnetic and other fields, and the appearance of some new phenomena, the receipt of some new interactions.

chemical reflection.

The oxygen atom receives a signal from the gold atom and “understands” that you can’t cook porridge with gold, gold will not come into contact with oxygen, and there is no interaction. Gold is not oxidized by oxygen. And when oxygen receives a signal from hydrogen, then a rather violent connection occurs. For example, this connection can occur through an explosion, if an appropriate proportion of hydrogen and oxygen accumulates in a container or in an apartment, then an explosion is obtained. Or, hydrogen and oxygen combine to give heat. On this basis, oxygen-hydrogen burners are created, which give temperatures up to 3000 degrees, melt and cook metals. But, apparently, the same signals or approximately the same signals are received by any other atoms and molecules, as a result of which chemical interactions occur.

SEMIOTICS

Semiotics finds its objects everywhere - in language, mathematics, fiction, in a single work of literature, in architecture, in the layout of an apartment, in family organization, in the processes of the subconscious, in animal communication, in plant life.

But everywhere its immediate subject is the information system, that is, the system that carries information, and the elementary core of such a system is the sign system.

Whatever such systems may be - whether they operate in society, in nature or in man (his organism, thinking and psyche) - they are the subject of semiotics.

The three sides of the Frege triangle give three sections of semiotics, which C. Morris gave the following names:
1. Syntactics. He studies the relationship between signs, including in the speech chain (or the sphere of internal relations between signs). Syntactics can be characterized by the relationship of expression, which is realized between a word and a concept.
2. Semantics. Studies the relationship between signs and the designated object; or the relationship between signs and their objects. That is, the sphere of interest of semantics is in the study of the relationship between the thing and the word, which is realized through the relation of designation.
3. Pragmatics (studying the relationship between a sign and a person, or the relationship between signs and those who use them, the relationship between a thing and a concept, i.e. pragmatics can be characterized through the relationship “makes sense”).

All information circulating in the external and internal circuits can be divided into three information flows:

1. By the type of embodied knowledge in science-intensive products;

2. Human professional knowledge (patents, licenses, inventions, skills and techniques);

3. Art, methods and technology of practical solution of problems of modern enterprise management.

In foreign literature, the third information flow is represented by a combination of the following components:

o management (enterprise, personnel and production management);

o marketing (management of product development and sales market);

o targeting (long-term targeting programs to conquer sales markets in another country).

Thus, information resources, which are based on the essence and patterns of development of the concept of information, are a strategic resource and allow:

o develop strategic and tactical goals;

o implement programs (plans) to achieve the goals and objectives;

o make management decisions to coordinate the actions of units based on information monitoring;

o improve the management system based on its diagnostics;

o develop informatization processes based on the improvement of its infrastructure (Fig. 2).

ENTROPY

Entropy (information) is a measure of the randomness of information, the uncertainty of the appearance of any character of the primary alphabet. In the absence of information loss, it is numerically equal to the amount of information per symbol of the transmitted message

For example, in the sequence of letters that make up a sentence in Russian, different letters appear with different frequencies, so the uncertainty of occurrence for some letters is less than for others. If we take into account that some combinations of letters (in this case they speak of the entropy of the n-th order, see below) are very rare, then the uncertainty decreases even more.

To illustrate the concept of informational entropy, one can also resort to an example from the field of thermodynamic entropy, called Maxwell's demon. The concepts of information and entropy have deep connections with each other, but despite this, the development of theories in statistical mechanics and information theory took many years to make them correspond to each other.

CONCLUSION

In this course work, we examined the concepts of information and the importance of communications for the effective operation of an organization manager. Without knowledge and special skills, it is impossible to manage people; There are various barriers along the way.

Talented leaders are interested in maintaining contact with employees and customers and in shaping the direction of their companies. And such contacts must be carried out continuously, which means that leaders must have developed interpersonal skills.

I have determined (I believe) that information is central to the management of an organization. Also, what is communication as a process during which two or more people exchange and understand the information received, the purpose of which is to motivate certain behavior or influence it.

A manager who doesn't listen to anyone is like a used car salesman saying, "I'm selling! They don't want to buy." Management communications is a two-way street that requires listening and other forms of feedback. The knowledge gained by managers from personal communication with employees forms their understanding of the life of the company. I believe that with this knowledge, managers in the process of communication are able to influence the minds of subordinates, as well as work effectively with customers.

Therefore, it is very important to maintain a “healthy” corporate spirit in the organization through regular meetings, trainings, and joint events for employees from different departments. After all, only the coordinated work of all parts of one whole can lead to the successful functioning of the organization.

APPENDIX

Glossary

Management- Mandatory management of economic activity, which in turn is an independent type of professional activity.

Sphere of management- this is the activity of enterprises that act in the market mechanism as independent economic entities.

Management object- economic activity, the enterprise as a whole or its separate division.

Manager- a specially trained professional manager who is a specialist in this field. This is a person who holds a permanent managerial position and is empowered to make decisions on specific activities of an organization operating in a market economy.

Management stages.

1.Strategic management- development of management objectives, forecasting and long-term planning of management actions.

2.operational management- timely decision-making in connection with the changing conditions of the external and internal environment of the organization.

3.Control- comparing the results achieved with the plan and developing corrective measures to eliminate undesirable errors and consequences of activities.

Scope of management:

– economic;

– socio-psychological;

– legal;

- organizational and technical.

Economic field of activity– production process management. The activity of the manager is to coordinate material and labor resources to achieve the goals at the lowest cost.

Subject of management- a natural or legal person who exercises power influence.

Control object- what is directed by the influence of the object of control. The object of management can be individuals and legal entities, social, socio-economic systems and processes.

control mechanism It is the environment in which management activities are carried out. Such a control environment is the control system and control technology.

Two interpretations of the concept of "management":

1) as a process of managing an organization - management activities;

2) as a control mechanism. the management process and the management mechanism must correspond to each other and the goals of management as a type of activity.

MINISTRY OF EDUCATION AND SCIENCE OF THE AMUR REGION STATE PROFESSIONAL EDUCATIONAL AUTONOMOUS INSTITUTION OF THE AMUR REGION

"AMUR PEDAGOGICAL COLLEGE"

Communication information in organization management

Course work

Blagoveshchensk 2016

INTRODUCTION

GENERAL CONCEPTS OF INFORMATION AND INFORMATION EXCHANGE..

1.1 The concept of information.

1.2 Properties of information.

1.3 Types of information.

1.4. What is information exchange.

1.5. Information exchange functions.

WHAT INFORMATION DO EMPLOYEES NEED TO PERFORM SUCCESSFULLY IN ACCORDANCE WITH THE GOALS OF THE COMPANY..

1.1. The purpose of the company should be known to all employees. The presence of a general goal determines the setting of intermediate goals and thereby sets the structure of the company, the stages of work of the entire company as a whole and its divisions.

1.2. All employees must understand the purpose of the company. Goals should not only be known, they should be realized by all employees. Since it is awareness that allows you to see the system of target priorities, subjective utility.

1.3. Employees must have access to information about the means to achieve the goal. The goal can be achieved by various means. Specific means are determined not so much by the goal as by conditions, circumstances and opportunities.

1.4. Employees must have access to the information necessary for independent decision-making to achieve the goal. Awareness of the goal and the choice of means precede specific activities and behavior.

SEMIOTICS..

ENTROPY.

COMMUNICATION NETWORK IN ORGANIZATION..

MANAGEMENT TECHNOLOGY AS INFORMATION PROCESS.

CONCLUSION.

LISTS OF USED LITERATURE..

APPENDIX.

INTRODUCTION

In modern society, one of the key problems is communication. In organizations, this problem turns out to be that there is a lack of understanding that communication is not just an exchange of information, but a dynamic interpersonal process of exchange of behavior. Of all the organizational processes, communication, perhaps, occupy a central, pivotal place, since they underlie the life of an organization. Decision making is often defined as a choice between two or more alternatives. However, in reality, this is a process of collecting and processing information, developing alternatives and choosing one of them, and most importantly, this is the implementation of the decision. Management interaction is carried out in the organization at various levels, and conflicts take place at each of them. Conflicts are considered today as a source of individual and organizational development, since in the course of conflict resolution a new situation is born.

The purpose of writing a term paper is to determine the place of information and communication in the management of an organization.

The tasks of the work are to find out exactly how information contributes to the normal functioning of the company, what role it plays in management, how a manager can work effectively with the help of communication.

Information and communications in management.

Lecture #6

Section 3 Management Technology

3.4 The process of making a managerial decision.

The performance of managerial functions, interactions between individuals and social groups are carried out through communications and exchange information. The concepts of information and communication are interrelated, but communication includes both what is transmitted (information) and how it is transmitted.

The activity of any manager is associated with the implementation of the following procedures and operations:

Receipt, verification and processing of information;

development and implementation of solutions;

control and correction of their implementation;

· systematization and storage of data on completed solutions.

The main way to implement this activity is communication. Communication is considered as a process and as a phenomenon. As a process of communication, they reflect the principles and patterns of information exchange between people, as a phenomenon, they represent established norms (rules, instructions, regulations) of interaction between people within organizations, corresponding organizational forms.

In the process of communication, information is transferred from one subject to another. Individuals, groups and organizations can act as subjects. The following typology of communications has been adopted:

Communication between the organization and the external environment;

Communication between departments;

Communication within departments by levels of production and management;

Interpersonal communications;

informal communications.

Communication is carried out by conveying suggestions, opinions, hints or sensations in oral or other form (writing, gestures, posture, innuendo, etc.) in order to obtain the desired reaction.

When communicating, its participants must be able to see, hear, touch, and also have certain skills and a certain degree of mutual understanding.

For management, interpersonal communication is important, since many management tasks are solved with direct communication between people.

At the sending stage, the sender designs and encodes the information intended for transmission to the participants in the process, i.e. defines himself as an individual (“who I am”) and forms the meaning of what he wants to convey.

Further, the information intended for transmission is encoded. First, information carriers are selected (sound, light, temperature, smell, taste, physical actions), which are then organized into a certain form (speech, text, drawing, act, etc.).

This is how the message is formed. In this case, the sender expects that it will be perceived adequately to the value encoded in it.

The greater the difference between what is transmitted and what is received, the poorer the communication. Thus, professionals usually have difficulty in communicating with the public, as they encode meaning in a form understandable only to people in their circle.

The message through the transmitter (human, technical means, chemical or physical state) enters the transmitting channel, bringing it to the addressee. As soon as the transmission of a message or signal has begun, at this moment the stage of sending ends and the stage of receiving the transmitted information begins. The channel outputs the message to the receiver, which fixes the receipt of this message.

The person to whom the message was addressed is called the recipient. It fixes the received message and decodes it into a clear meaning. Decoding refers to the perception of the message, its interpretation and evaluation.

Basically, the messages are distorted. This is due to the presence of noise in the communication process. Its sources can be both means of the communication process and organizational components (multi-level, scale of control, etc.). So, the distortion of information during its transfer between functional units (the law of information entropy). Control information is transmitted mainly using natural language, which has information redundancy. The information redundancy of the Russian language is estimated at 32%, which is much more than that for many other European languages. Information redundancy is a source of distortion of the essence of the message. When transmitting information through four levels of control, we have a high probability of receiving about 100% distortion from the original message. Noise is always present, so at all stages of the communication process there is some distortion of the transmitted message. The manager should overcome the available noise as much as possible and convey the meaning of the message as accurately as possible.

The last stage of the communication process is feedback when the participants in the process exchange roles. The whole cycle is repeated, but in the other direction. Feedback is the recipient's response to a message. It becomes possible to find out whether the message has reached the addressee and in what sense. Feedback can be expressed in a different code system than the received message. So, often we answer the phrase with a nod of the head. For the manager, feedback can be either direct (directly observed change in behavior) or indirect (increase in labor productivity).

The communication process is carried out communication network, those. connection of participants in the communication process using information flows. This network consists of vertical, horizontal and diagonal links. Vertical connections are formed from the boss to subordinates, horizontal - between individuals or departments of equal levels. Diagonal connections are connections with other superiors and other subordinates. The network of these connections creates the structure of the organization. The task of the organizational structure is to give communication features. currents in the correct direction.

There are well-established patterns of communication networks for groups of workers of different sizes. They are called "wheel", "star", "circle", "chain", "turntable", etc. They have a significant impact on the activities of organizations. Thus, in networks of the "wheel" type, a centralized hierarchy of power is represented. The person in the center of the “wheel” receives more messages, is more often recognized as a leader by other members of the group, has more influence on other members of the group, usually bears more responsibility, and the solution of the problem depends on him more than on others.

Information used in management is classified:

By the object of management;

By belonging to a particular control subsystem;

By the form of transmission (verbal, i.e. verbal, and not verbal);

By variability over time;

According to the method of transmission;

By transmission mode;

By appointment;

By the stage of the life cycle of the object;

In relation to the object of management to the subject.
The main requirements for the quality of information are:

Timeliness;

Reliability;

Adequacy;

Reliability;

Targeting;

Multiple use;

High speed of collection, processing and transmission;

Possibility of coding;

Relevance.

An information array is a set of all types of information used by government bodies, ordered according to certain criteria. It should provide: direct access of consumers to the stored information; the most complete satisfaction of their information needs; operational search and issuance of information; protection of information from distortion.

The flow of information is the movement of information from sources to consumers.

The volume of information is a quantitative characteristic measured using conventional units (words, messages, signs, letters, sheets, etc.) and used to determine the information load of government bodies and make decisions on management automation.

When designing a document flow, it is necessary to ensure:

The presence in each document of the necessary and sufficient information for decision-making;

Rational information flows by eliminating duplication of documents and indicators contained in them;

Minimization of routes for passing documents from
source to consumer;

Effective control over the deadlines for the execution of documents;

Unification of forms of documents.

Non-verbal information also plays a very important role, i.e. information sent by the sender without the use of words. It forms the non-verbal messages that underlie non-verbal communication. Gestures, facial expressions, intonations are the most important part of business communication. Sometimes with the help of these means (they are called non-verbal) you can say much more than with the help of words. The main types of non-verbal information are:

Physical data of a person (height, weight, hair color, etc.);

Body movements (gestures, facial expressions, eye movements, etc.);

Environment (light, noise, cleanliness, room, furniture, etc.);

Use of the environment (manners, distance
when communicating, etc.);

Time (arriving early, being late, keeping yourself waiting).

Non-verbal communications mostly have an unconscious basis, as they testify to the actual emotions of the participants in the communication process and are a very reliable indicator of the feelings shown. Non-verbal information is difficult to manipulate And it is not easy to hide in interpersonal communication.

Many non-verbal signals, their specific meanings are examples of a particular human culture in which a person “grew up”. To the extent that these signs are used as patterns of behavior and have symbolic meanings, they can be understood as clearly as verbal signs expressed by a system of verbal codes known to the parties involved.