Department of Education of the City of Moscow

State budgetary professional educational institution

Moscow City College of Management, Hotel Business and Information Technology "Tsaritsyno"

Deputy director of

O.V. Fomina

"____" ___________20

APPROVE

Deputy Director of Curriculum and Project Coordination

O.V. Fomina

"____" ___________20

APPROVE

Deputy director of

coordination of training programs and projects

O.V. Fomina

"____" ____________ 20

CALENDAR - THEMATIC PLAN

for 2017-2018 academic year ________________ac. year ____________________ac. year

by discipline OP.01 Management

Compiled on the basis of the work program approved by the Deputy Director for the Coordination of Curricula and Projects Fomina O.V. 08/31/2017

Considered at a meeting of the Department of Economics and Management

dated __________________ protocol No. _

Specialty / profession43.02.11 Hotel service

Teacher Ermolaeva N.N.

semester

Extracurricular (independent) load (hour)

Mandatory classroom teaching load (hours)

including:

Number of mandatory examinations under the program

Intermediate Attestation Form

Lessons (hours)

Laboratory work (hour)

Practical lessons (hour)

Course design (hour)

offset

offset

Total by discipline:

155

offset

Head of Department:Frolova M.V. /_________________________/

CONTENT OF THE CALENDAR AND THEMATIC PLAN

activities

Outside Audi

thorny (self

solid work)

Types of extracurricular (independent work)

Basic and additional literature

1

2

3

4

5

6

7

8

Section 1. Theoretical foundations of management

12

10

The concept of management, its tasks and role in the development of modern hotel business

Lesson learning new material

Doing homework (working out class notes, educational literature, drawing up the “Management Ring” scheme)

Abstracts

The evolution of management concepts.

Combined lesson

Computer, media projector. Presentation

Doing homework (working out class notes, educational literature, compiling the table "Management Evolution")

Prepare reports: "Portraits of the Greatest Managers (F.W. Taylor, A. Fayol, G. Ford)".

Dracheva E.L., Yulikov L.I. Management.

Abstracts

National features management

Combined lesson

Computer, media projector. Presentation

Doing homework (working out class notes, educational literature, compiling a table “Comparative analysis of management in Japan and the USA”)

Dracheva E.L., Yulikov L.I. Management.

Abstracts

Essence, characteristic features of modern management

Combined lesson

Computer, media projector. Presentation

Doing homework (working out class notes, educational literature, supplementing the table "Comparative analysis of management in Japan and the USA" with the column "Management in the Russian Federation" and filling it out)

Dracheva E.L., Yulikov L.I. Management.

Abstracts

Features of management in the field of professional activity (by industry)

Combined lesson

Computer, media projector. Presentation

Doing homework (working out class notes, educational literature)

Write a mini essay "What should a modern manager be like?".

Practical lesson No. 1: "Theoretical foundations of management"

Practical lesson

Report

Section 2. Organization as a management system

8

2

Goals and objectives of managing organizations of various organizational and legal forms

Combined lesson

Computer, media projector. Presentation

Doing homework, working out class notes, educational literature)

Prepare a synopsis in the form of a table: “The main organizational and legal forms of legal entities in the Russian Federation”

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 2: "Comparative analysis of organizational and legal forms in the Russian Federation in hotel business»

Practical lesson

Tasks for the lesson.

Report

Organizational structure of management

Combined lesson

Computer, media projector. Presentation

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 3: "Construction and analysis of organizational management structures"

Practical lesson

Tasks for the lesson.

Report

Section 3. External and internal environment of the organization

6

2

Characteristics of the external and internal environment organizations.

Combined lesson

Computer, media projector. Presentation

Dracheva E.L., Yulikov L.I. Management.

Abstracts

Analysis of the external and internal environment of the organization.

Combined lesson

Computer, media projector. Presentation

Case analysis (external and internal environment) by options.

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 4: "Analysis of the external and internal environment of a particular organization"

Practical lesson

Tasks for the lesson.

Report

Section 4. Functions and methods of management

14

6

Management cycle.

Combined lesson

Computer, media projector. Presentation

Dracheva E.L., Yulikov L.I. Management.

Abstracts

Planning in the management system.

Combined lesson

Computer, media projector. Presentation

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 5: "Drafting and analysis of enterprise plans"

Practical lesson

Tasks for the lesson.

Report

Control and its types

Combined lesson

Dracheva E.L., Yulikov L.I. Management.

Abstracts

Practice #6: "Implementation of the control function in the organization"

Practical lesson

Tasks for the lesson.

Report

System of management methods

Combined lesson

Computer, media projector. Presentation

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 7: "Analysis of the preference for management methods."

Practical lesson

Tasks for the lesson.

Report

Section 5. Strategic management

12

6

Mission and strategy of the organization: essence and characteristics

Combined lesson

Computer, media projector. Presentation

Dracheva E.L., Yulikov L.I. Management.

Abstracts

The essence of strategic management: basic concepts, functions, principles

Combined lesson

Computer, media projector. Presentation

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practice #8: " Strategic planning at the enterprise."

Practical lesson

Tasks for the lesson.

Report. Preparation for a practical lesson

Practice #9: “ Strategic Analysis. Calculation of the attractiveness of customer firms»

Practical lesson

Tasks for the lesson.

Report

Innovation management

Combined lesson

Computer, media projector. Presentation

Prepare a presentation "Innovation Management"

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 10: "Innovations in the organization (by industry)" (business game)

Practical lesson

Tasks for the lesson.

Report

Section 6. Risk management in the organization

6

4

Theoretical foundations of risk management

Combined lesson

Computer, media projector. Presentation

Dracheva E.L., Yulikov L.I. Management.

Abstracts

Risk assessment methodology

Combined lesson

Computer, media projector. Presentation

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practice #11: "Risk Management in a Specific Organization"

Practical lesson

Tasks for the lesson.

Report

Section 7 Fundamentals of the theory of managerial decision making

8

6

Essence and classification of management decisions

Combined lesson

Computer, media projector. Presentation

Prepare a report on the topic "Types of management decisions"

Dracheva E.L., Yulikov L.I. Management.

Abstracts

Models, processes and methods of making managerial decisions

Combined lesson

Computer, media projector. Presentation

Prepare a report and presentation "Management decision-making models"

Dracheva E.L., Yulikov L.I. Management.

Abstracts

Rules for making managerial decisions under risk and uncertainty

Combined lesson

Computer, media projector. Presentation

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 12: "Development and adoption of a management decision"

Practical lesson

Tasks for the lesson.

Report

Section 8 Fundamentals of personnel management of a modern organization

10

8

Personnel management in modern socio-economic conditions.

Combined lesson

Computer, media projector. Presentation

Doing homework (working out class notes, educational literature, preparing for a practical lesson)

Dracheva E.L., Yulikov L.I. Management.

Abstracts

The place of labor motivation in modern personnel management

Combined lesson

Computer, media projector. Presentation

Doing homework (working out class notes, educational literature, preparing for a practical lesson)

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 13: "Analysis of the organization's motivation system."

Practical lesson

Tasks for the lesson.

Report

F forms and methods of selection and selection of personnel.

Combined lesson

Computer, media projector. Presentation

Doing homework (working out class notes, educational literature, preparing for a practical lesson)

Dracheva E.L., Yulikov L.I. Management.

Abstracts

Adaptation and training of personnel.

Combined lesson

Computer, media projector. Presentation

Doing homework (working out class notes, educational literature, preparing for a practical lesson)

Dracheva E.L., Yulikov L.I. Management.

Abstracts

Practical lesson No. 14 "Recruitment (business game)".

Practical lesson

Tasks for the lesson.

Report

Section 9 Communications in management

4

2

Information and communication in management.

Combined lesson

Computer, media projector. Presentation

Doing homework (working out class notes, educational literature, preparing for a practical lesson)

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 15 “Analysis of the communication system in the organization. Obstacles and ways to eliminate them.

Practical lesson

Tasks for the lesson.

Section 10 Leadership and partnerships

4

4

Fundamentals of power and influence. Leadership.

Combined lesson

Computer, media projector. Presentation

Prepare a message and presentation on the topic "Qualities of a leader"

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 16 "Defining the style of leadership."

Practical lesson

Tasks for the lesson.

Report

Section 11 Managing conflicts and stress. Psychology of management.

6

6

Conflict: essence, causes, classification. Stress.

Combined lesson

Computer, media projector. Presentation

Prepare a message and presentation on the topic "Methods for resolving conflict situations."

Dracheva E.L., Yulikov L.I. Management

Psychology of management

Combined lesson

Computer, media projector. Presentation

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical work No. 17 "Management of conflicts in an organization based on knowledge of individual typological characteristics of a person."

Practical lesson

Tasks for the lesson.

Doing homework (working out class notes, educational literature, writing an essay "Portrait of an ideal leader", "Portrait of an ideal specialist", "Portrait of an ideal subordinate", preparation for a practical lesson)

Report

Section 12. Ethics of business communication and features of management in professional activities

4

4

Ethics of business communication.Rules for conducting business conversations, meetings, telephone conversations

Combined lesson

Computer, media projector. Presentation

Making a presentation on the topic "Ethics of business communication"

Dracheva E.L., Yulikov L.I. Management

Preparation for a practical lesson

Practical lesson No. 18 "Ethics of business communication and features of management in the field of hotel business"

Practical lesson

Tasks for the lesson.

Report

Total:

95

60

Used Books

Main

M.: Publishing Center "Academy", 2013. - 288 p.

Management: textbook

Pereverzev M.P., Shaidenko N.A.,

M.: INFRA-M, 2014. - 330s.

Additional

M.: Publishing Center "Academy", 2013. - 304 p.

Management. Workshop: Proc. allowance

Nabiev R.A.

M.: "Finance and statistics", 2014. - 144 p.

Internet resources:

Electronic resource "Management in Russia and abroad". Access form: http://www.mevriz.ru/

Electronic resource "Economic portal" Access form:

Electronic resource “Federal Educational Portal “Economics. Sociology. Management". Access form:

Federal State Budgetary Educational Institution of Higher Professional Education "Russian Academy of national economy and public service under the President Russian Federation»

Volgograd branch

Bitkina I.K.

_____________________________________

PRODUCTION MANAGEMENT

(name of academic discipline)
Educational and methodological complex for students of the specialty

080200.62 Management (undergraduate)

Volgograd 2013

SECTION 1. Work program of the academic discipline

1.1. Requirements of the state educational standard and didactic units in the academic discipline "Production Management"

Types and characteristics of the production process. Economics and organization of production. Sectoral structure of production. Production management specialization: mechanical engineering, construction, metallurgy, chemistry, energy, etc. Technology management at the enterprise. Functions for managing production processes. Personnel in production management. Control system in production management. An enterprise in the structure of a production association, a financial and industrial firm. Strategy and tactics of production management. Innovative development of the enterprise.

Didactic units in the discipline "Production Management"

DE 1. Basics of the organization of production

DE 2. Production planning and management

DE 3. Technical preparation of production

DE 4. Enterprise infrastructure

DE 5. Organization of labor activity

DE 6. Features of the production process at the enterprise

DE 7. Basic and working capital in the production process

DE 9. The production program of the enterprise

DE 10. Production and business planning at the enterprise

DE 11. Investment and innovative activity in the production process

DE 12. Analytical activity in production management

DE 13. Reorganization of production

DE 14. Strategy for the development of industrial production

1.2. aim the academic discipline "Production Management" is the disclosure of the theoretical and methodological foundations of the organization of production management at the enterprise.

The main objectives of this training course are:

• 
  Study of the basics of the organization of production.
• 
  Refinement and expansion of the categorical apparatus of the discipline under study.
• 
  Studying the processes of planning and production management.
• 
  Identification of directions of organization of labor activity.
• 
  Determination of the place of analytical activity in the production process at the enterprise.
• 
  Acquisition of practical skills related to the calculation of baseline indicators for performance evaluation production activities at the enterprise.

• 
  Production characteristic.
• 
  Organization of production at the enterprise.
• 
  Innovative development of the enterprise.

As a result of studying the subject "Production Management", the student must know:

1. The main stages in the development of production management as a science and profession.

2. Principles of development and patterns of functioning of the production process in the organization.

3. Roles, functions and tasks of a manager in a modern organization in the implementation of the production process.

4. Basic business processes in the organization.

5. Types of organizational structures, their main parameters and principles of their design.

6. The main types and procedures of intraorganizational control of the production process.

7. Types of management decisions related to the organization of production, and methods for their adoption.

8. Types of organizational culture and methods of its formation.

The student must be able to:

1. Set goals and formulate tasks related to the implementation of professional functions in the field of production management.

2. Analyze organizational and production structures and develop proposals for its improvement.

3. Organize team interaction to solve management problems related to production processes in the organization.

4. Design implementation programs organizational change and evaluate their effectiveness.

5. Calculate and analyze the cost of production and make informed decisions based on management accounting data.

6. Evaluate the effectiveness of the use of various accounting and distribution systems.

7. Justify decisions in the field of working capital management and the choice of sources of financing.

8. Assess the risks, profitability and efficiency of financial and investment decisions.

The student must receive the following skills:

1. Analysis of the production activities of the organization.

2. Evaluation of the effectiveness of the use of the organization's production resources.

3. Development of programs for the implementation of organizational change.

4. Distribution of a limited amount of production resources.

5. Delegation of powers related to the implementation of the functions of production management in the organization.

6. Intraorganizational control of the production process.

7. Building business processes in the organization.

8. Organization of team interaction for solving managerial tasks related to production processes in the organization.

Possess the following competencies:

• 
  the ability to take into account the consequences of managerial decisions and actions from the position social responsibility(OK-20);
• 
  knowledge of the main stages of the evolution of managerial thought (PC-1);
• 
  the ability to design an organizational structure, to carry out the distribution of powers and responsibilities on the basis of their delegation (PC-2);
• 
  readiness to develop procedures and control methods (PC-3);
• 
  the ability to effectively organize group work based on knowledge of the processes of group dynamics and the principles of team formation (PC-5);
• 
  the ability to assess the conditions and consequences of organizational and managerial decisions (PC-8);
• 
  the ability to analyze the relationship between the functional strategies of companies in order to prepare balanced management decisions (PC-9);
• 
  own the methods of making strategic, tactical and operational decisions in the management of the operational (production) activities of organizations (PC-18);
• 
  the ability to plan the operational (production) activities of organizations (PC-19);
• 
  own project management methods and readiness for their implementation using modern software(PK-20);
• 
  willingness to participate in the implementation of technological and product innovations (PC-21)
• 
  knowledge of modern concepts of organization of operational activities and readiness for their application (PC-22);
• 
  knowledge of a modern quality management system and competitiveness (PC-23).

1.4 THEMATIC PLAN OF THE COURSE "" (110 hours) for 2012 - 2013 academic year. year for students of the flow BKM-400

Lecture 1 Introduction to production management

The essence of production management. The main functions of production management. Stages of evolution of production management as a science. The structure of the management cycle.

Lecture 2 Basics of the production process at the enterprise

The essence of the enterprise and organization. Organization and enterprise entity. Internal and external environment of the enterprise. The production process and its classification at the enterprise.

Lecture 3 Organizational and legal forms of enterprises

The concept of organizational and legal form. Associations and societies. Organizational and legal forms non-profit organizations. Joint stock companies. Limited liability companies.

Production structure. Single, serial and mass production. The structure of products. Linear structure. Matrix structure. divisional structure. The workplace and its functions in the production process at the enterprise.

Lecture 5 Industrial products of the enterprise

Production output and its structure. The concept of finished and manufactured products: the ratio in accounting.

Lecture 6 Product quality management

Product quality. Product quality standards. International indicators of product quality. Methodology for assessing product quality. Marriage of manufactured products and methods for its evaluation and accounting.

Lecture 7 Costs and expenses

The cost of production and its elements. Material costs and their structure. Types of costs and expenses. Accounting for labor costs in the structure of production costs. Management and opportunity costs.

Lecture 8 Non-current assets in the production process of the organization

The concept and structure of non-current assets of the organization. Fixed assets and methods of their evaluation. Indicators of the effectiveness of the use of fixed assets in the production process. Depreciation of fixed assets.

Lecture 9 Material resources in production activities

The concept of material resources. Structure of material resources. Accounting for material resources in the production process. Evaluation of the effectiveness of the use of material resources for production purposes.

Lecture 10 Labor resources in the production process

The concept and composition of labor resources. Enterprise personnel. Personnel motivation systems. Calculation of the need for production personnel. Indicators of the efficiency of the use of labor resources.

Lecture 11 Rationing and remuneration in the organization

Remuneration of labor as a way of material motivation of personnel in production. Remuneration systems for production personnel and methods of calculation wages. time system. Piece system.

Concept and composition financial resources organizations. The need for financial resources in the production process. Own capital and its sources. Borrowed capital and its sources.

Lecture 13 Production planning

Methodical approaches to production planning. Operational Analysis as a way to plan production. Break-Even Point: Graphical and Analytical Approaches. Determination of the critical volume of production.

Lecture 14 Investments as a source of financing for the production activities of an enterprise

The concept of investment. The role of investment in the production process. Types of investments. Investment design in the production process. Evaluation of the effectiveness of capital investments.

Lecture 15 Innovative development of the enterprise

Innovation and innovation process. Essences and types of innovations. Concepts of innovative development. Innovative infrastructure and its management. Sources of innovation. The role of innovation in expanded reproduction.

Seminar plans.

Seminar No. 1

Topic:Structure and content of production management.

Questions for discussion living.

1. 
   
2. 
   Manufacturing process. Types and characteristics of the production process.
3. 
   
4. 
   Efficiency of production management. Diagnostics and monitoring of the quality of the organization's management system.

1. 
   Gorelik, O.M. Production management: adoption and implementation of management decisions: textbook. allowance / O.M. Gorelik. - M.: KnoRus, 2009. - S. 34-69.
2. 
   Jurabaev, K.T. Production management: textbook / K.T. Jurabaev [i dr.]. - M.: KnoRus, 2009. - S. 100-124.
3. 
   Production management: textbook / V.A. Kozlovsky [and others]; ed. V.A. Kozlovsky. - M.: INFRA-M, 2006. - S. 39-85.
4. 
   Fatkhutdinov, R.A. Production management: a textbook for universities / R.A. Fatkhutdinov. - 5th ed. - St. Petersburg: Peter, 2007. - S. 17-66.

1. 
   The world's leading schools of production management.
2. 
   Approaches to assessing the effectiveness of production management.

Seminar lesson number 2

Topic:Organization of production processes

Issues for discussion.

1. 
   Sectoral structure of production.
2. 
   Types of organizational structures.
3. 
   Organization of production processes in time and space.
4. 
   Fundamentals of operational management of production.
5. 
   Organization of the product quality management system.
6. 
   Quality ratings after-sales service goods.
7. 
   Resource saving.
8. 
   Analysis of the efficiency of resource use.

1. 
   Gorelik, O.M. Production management: adoption and implementation of management decisions: textbook. allowance / O.M. Gorelik. - M.: KnoRus, 2009. - S. 28-69.
2. 
   Jurabaev, K. T. Production management: study guide / K.T. Jurabaev [i dr.]. - M.: KnoRus, 2009. - S. 201-241.
3. 
   Production management: textbook / V.A. Kozlovsky [and others]; ed. V.A. Kozlovsky. - M.: INFRA-M, 2006. - S. 28-35.
4. 
   Fatkhutdinov, R.A. Production management: a textbook for universities / R.A. Fatkhutdinov. - 5th ed. - St. Petersburg: Peter, 2007. - S. 214-234.

1. Dynamics of the sectoral structure of production in modern Russia.

2. Formation of the image of product quality. World experience.

Workshop #3

Topic:Functions for managing production processes.

Questions for discussioneniya:

1. 
   
2. 
   
3. 
   Organization of production subsystems.
4. 
   Motivation as a function of management.
5. 
   Control of production processes.
6. 
   The essence of production accounting.
7. 
   Functions of the organization in the context of project management.

1. 
   Gorelik, O.M. Production management: adoption and implementation of management decisions: textbook. allowance / O.M. Gorelik. - M.: KnoRus, 2009. - S. 112-184.
2. 
   Jurabaev, K.T. Production management: textbook / K.T. Jurabaev [i dr.]. - M.: KnoRus, 2009. - S. 129-197.
3. 
   Production management: textbook / V.A. Kozlovsky [and others]; ed. V. A. Kozlovsky. - M.: INFRA-M, 2006. - S. 278-340.
4. 
   Fatkhutdinov, R.A. Production management: a textbook for universities / R.A. Fatkhutdinov. - 5th ed. - St. Petersburg: Peter, 2007. - S. 69-115.

1. 
   Planning as a function of management in countries with planned economies (on a specific example).
2. 
   Planning as a function of management in countries with a market economy (on a specific example).

Workshop #4

Topic:Controlling in production management.

Issues for discussion:

1. 
   The concept of controlling.
2. 
   
3. 
   Persons responsible for the implementation of controlling.
4. 
   Characteristics of the stages of implementing controlling.
5. 
   

1. 
   
2. 
   Gorelik, O.M., Paramonova, L.A., Nizamova, E.Sh. Management accounting and analysis: textbook. - M.: Knorus, 2009.
3. 
   Jurabaev, K. T. Production management: study guide / K.T. Jurabaev [i dr.]. - M.: KnoRus, 2009. - S. 305-311.

1. 
   Organization of the controlling process for large enterprises(on a specific example).
2. 
   Organization of the controlling process in small enterprises (on a specific example).

Topic:Production personnel management.

Questions for discussioneniya:

1. 
   Principles and methods of personnel management.
2. 
   human needs and motives. Hierarchy of needs.
3. 
   
4. 
   Moral and psychological aspects of the consciousness of a working team.
5. 
   Socio-psychological foundations of labor rationing.
6. 
   Relationship between leader and team.
7. 
   Organization of wages.
8. 
   Planning and development human resources.

1. 
   Gorelik, O.M. Production management: adoption and implementation of management decisions: textbook. allowance / O.M. Gorelik. - M.: KnoRus, 2009. - S. 159-203.
2. 
   Jurabaev, K.T. Production management: textbook / K.T. Jurabaev [i dr.]. - M.: KnoRus, 2009. - S. 315-351.
3. 
   Production management: textbook / V.A. Kozlovsky [and others]; ed. V. A. Kozlovsky. - M.: INFRA-M, 2006. - S. 429-498.
4. 
   Fatkhutdinov, R.A. Production management: a textbook for universities / R.A. Fatkhutdinov. - 5th ed. - St. Petersburg: Peter, 2007. - S. 403-470.

1. 
   Positive and negative methods of personnel management.
2. 
   Needs and motivations in Maslow's teachings.

Topic:Strategy and tactics of production management.

Questions for aboutdiscussions:

1. 
   
2. 
   Mission and strategic vision.
3. 
   Product strategy.
4. 
   Process strategy.
5. 
   Human resources development strategy.
6. 
   Logistics strategy.
7. 
   Tactical Marketing
8. 
   Analysis of the effectiveness of sales promotion measures.

1. 
   Gorelik, O.M. Production management: adoption and implementation of management decisions: textbook. allowance / O.M. Gorelik. - M.: KnoRus, 2009. - S. 203-260.
2. 
   Jurabaev, K. T. Production management: study guide / K.T. Jurabaev [i dr.]. - M.: KnoRus, 2009. - S. 21-98.
3. 
   Production management: textbook / V.A. Kozlovsky [and others]; ed. V. A. Kozlovsky. - M.: INFRA-M, 2006. - S. 504-536.
4. 
   Fatkhutdinov, R.A. Production management: a textbook for universities / R.A. Fatkhutdinov. - 5th ed. - St. Petersburg: Peter, 2007. - S. 349-384.

1. 
   Tactical production management.
2. 
   Human Development Index.

Topic:Innovative development of the enterprise.

Questions for discussiondriving:

1. 
   Essence, classification and coding of innovations and innovations.
2. 
   Organization of research and development work.
3. 
   innovation cycle.
4. 
   
5. 
   
6. 
   
7. 
   Venture innovative enterprises.
8. 
   Buying a franchise for an innovation being mastered.

1. Gorelik, O.M. Production management: adoption and implementation of management decisions: textbook. allowance / O.M. Gorelik. - M.: KnoRus, 2009. - S. 209-160.

1. 
   Jurabaev, K. T. Production management: study guide / K.T. Jurabaev [i dr.]. - M.: KnoRus, 2009. - S. 315-351.
2. 
   Production management: textbook / V.A. Kozlovsky [and others]; ed. V. A. Kozlovsky. - M.: INFRA-M, 2006. - S. 256-409.
3. 
   Fatkhutdinov, R.A. Production management: a textbook for universities / R.A. Fatkhutdinov. - 5th ed. - St. Petersburg: Peter, 2007. - S. 133-167.

Topic:Economic content of the firm and optimal decision making.

Questions for discussiondriving:

1. The concept of the firm, the model of the economic goals of the firm in the long run and short term.

2. Optimal decision making. transaction costs. Profit maximization hypothesis. Non-economic goals of the firm.

3. Social responsibility of companies.

4. Types of risk: business and financial risk.

5. The hypothesis of maximizing the wealth of shareholders.

6. Market value added and economic value added.

7. Profitability and entry of the company into the world market, international competition.

Main literature:

1. 
   Ilyin A.P. Planning at the enterprise: Proc. allowance. In 2 parts. Mn: New knowledge, 2004
2. 
   Chase Richard B., Aquiline Nicholas J., Jacobe Robert F. Production and Operations Management, 8th edition: Per. from English: M.: Publishing house "Viljame", 2004. - 704 p.: ill. - Paral. tit. English
3. 
   Fatkhutdinov R.A. Production management: Textbook for universities. 5th ed. – Publishing house "Peter", 2007
4. 
   Michael Mescon, Michael Albert, Franklin Hedouri Fundamentals of Management. M.: Williams Publishing House, 2007

1. Economic models of firms in Japan, Europe and Russia.

2. Profit maximization: positive and negative aspects of the phenomenon for macroeconomics.

Organization of independent work of students

The section on the organization of independent work of students is presented in the form of a table

"Educational and methodological complex for the course Management The electronic educational and methodical complex (EMC) for the discipline "Management" was created in accordance with the requirements of the Regulations on..."

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Educational and methodological complex for the course

Management

Electronic educational and methodical complex (EMC) for educational

discipline "Management" was created in accordance with the requirements

Regulations on the educational and methodological complex at the higher level

education and is intended for students of the specialty "World

economy". The content of the sections of the teaching materials corresponds to the educational

standards of this specialty, the structure and subject of the curriculum

in the discipline "Management".

The main goal of the EMC is to provide methodological assistance to students in the systematization of educational material in the process of preparing for the final certification in the course "Management". A distinctive feature of this complex is its profile orientation, taking into account the features of the specialty "World Economy".

The structure of the UMC includes:

1. Educational and program materials (sections: organizational and methodological, content of educational material), including an approximate thematic plan of the discipline, the content of the work program for the course "Management", plans for seminars for self-training of students.

2. Educational and methodological support of the discipline (lecture notes on the course "Management", questions for preparing for the exam in the discipline, assignments, questions for self-control, subjects of abstracts and reports, list of references). The material can be used for independent preparation of students for lectures and practical exercises.

3. Educational and practical instructions for independent work of students, preparation for seminars, performance of control tasks, preparation of abstracts and reports.

4. The form of control in the discipline "Management" (a system for monitoring and evaluating students' knowledge).

5. Reference materials, including certain provisions of the legal acts of the Republic of Belarus regulating economic processes, program and planning documentation educational work BGU.

EXPLANATORY NOTE

The objectives of teaching the discipline:

to give students a basic understanding of organizations of various types and outline general directions effective management them;

state the system of scientific knowledge that constitutes the theoretical and methodological basis management;

to teach students to independently analyze managerial problems and make decisions that meet a specific situation;

orientation in the diverse problems of management;

develop the skills and abilities to search for the necessary information for making managerial decisions.

The tasks of studying the discipline:

mastering the functions, principles and methods of scientific management;

study of scientific schools of management and modern approaches to management;

understanding the importance of the internal and external environment of the organization;

mastering the tools of strategic planning, organization, motivation and control as the main functions of management;

orientation in leadership and management styles;

The list of disciplines, the assimilation of which by students is necessary for the study of this discipline:

Economic theory, economics, world economy and international economic relations, business economics.

Place in the educational process:

This discipline is an introductory training course in management.

The skills of working with literature, statistical data on the course "Management" can be used in the future when writing term papers and theses.

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Topic 5. Management functions. The concept of functions. Function types:

basic, connecting, special, auxiliary.

Main functions. Forecasting (Delphi method, scenario method, heuristic methods, extrapolation methods, psychological methods), short-, medium- and long-term forecasts.

Planning: essence, types of plans (strategic, current, tactical, operational, project plans). Modern approaches to planning (management by objectives, special planning group, decentralization of planning, new planning paradigm).

Organization and coordination as functions of management. The concept of organization (norm of manageability, formalization of management, management structure). The concept of coordination.

Stimulation and motivation. The concept of incentives, types of incentives (monetary, non-monetary, social, psychological, creative, moral). The concept of motivation. Theories of motivation (needs hierarchy theory, Herzberg's two-factor model, McClelland's theory of acquired needs, expectations theory, S. Adamson's theory of justice, reinforcement theory). Modern tricks incentives - motivation in the organization of work (design of work tasks, flexible work schedules, empowerment and power), professional ethics (refusal of moralizing, fading rewards), pay (flexible pay systems, profit sharing, ownership participation).

Control and controlling. The concept of control, its stages, varieties, purpose. Types of control: traditional bureaucratic (rationing, power hierarchy, technical control departments), decentralized (corporate traditions, "groups of equals", self-control, selection and specialization of personnel), total quality management (quality circles, delegation of control powers, control comparisons, external sources cycle times, continuous improvements). The concept of controlling.

Linking functions in management. The role of communications in management. The concept of communications. Elements of communications (sender, recipient, channels, networks, "barriers", the actual message). Making decisions. Essence of management decision.

Types of decisions (rational, compromise, intellectual, intuitive). Factors of influence on managerial decision-making (management personality, environment, quality of initial information, dependency circumstances). Decision-making algorithm (problem diagnosis, selection of criteria, identification and selection of alternatives, implementation of the selected alternative, feedback).

Modern decision-making techniques (brainstorming, devil's abvocat, multiplicative defense, Carnegie model).

Concept and essence of consulting. Algorithm of actions of the consulting service.

Special management functions (management of production, resources, supply, marketing, innovation, investment, personnel, finance, funds, joint ventures) Topic 6. Leadership styles.

The concept of leadership style.

classic styles leadership (democratic, liberal, authoritarian, dictatorial, flexible). Leadership style theories (behavioral and situational approaches, attention to subordinates and work structuring, "management grid" by R. Blake and J.

Mouton, F. Fiedler's situational theory). Special leadership styles (diplomatic, innovative, regulatory, planned, conservative, bureaucratic, emergency, administrative, totalitarian, mixed, creative).

Modern leadership styles (charismatic, transactional, service, interactive, team)

Foundations of the organization. Organization as a field of activity of the manager. The concept of organization. The relationship between the concepts of "organization" and "team".

Professional and informal groups in a collective.

The main characteristics of the organization (mission, goal, material base, personnel, position in the market segment, internal and external environment). Types of organizations (industrial, service, social, public, commercial, non-profit, charitable, church, sports, etc.). Other typologies of organizations.

Formalization as a way of managing an organization. Reactive control. Target management (organizational-stabilizing, organizational-technological, organizational-administrative).

The internal environment of the organization. The main elements of the internal environment ( functional structure, divisional structure, matrix structure, command structure, network structure). Tall and flat structures. The concept of controllability. Centralization and decentralization of management, delegation of authority. Types of technologies (low, intensive, high and intermediate) Corporate culture as the most significant factor in the internal environment of the organization. Levels of corporate culture. External elements of corporate culture (symbol, legend, hero, ceremony, motto). Adaptive and non-adaptive corporate cultures.

Cultural gap and the role of the leader-symbol in overcoming it.

Psychological climate in the team. The main characteristics of the psychological climate (professional ethics and informal processes). The main factors influencing the psychological climate (the personality of the leader, working conditions, the incentive system, motivation, professional relations).

The external environment of the organization. The concept of the external environment. Environment of direct influence (suppliers, consumers, resources, competitors, legal conditions). External environment of indirect impact (economic, political and social factors).

International environment. Main elements of the international environment (competitiveness of products, investment climate, export-import balance, export structure) Topic 8. Working in teams.

Team work. The concept and essence of commands. Difference between professional groups and teams in terms of key indicators. Economic and psychological performance indicators of the team. Types of work teams (vertical, horizontal, specialized, self-managed, virtual).

Characteristics of teams by number (optimal, small, large) and by the roles of participants (specialists, harmonizers, observers, mixed).

team processes. The concept of command processes. The main types of team processes (development, indicators of team cohesion, formation of team opinion, interpersonal friction).

Advantages and disadvantages of working in teams

Individual professional features of subordinates. Education and experience (specialty, qualifications, work culture, professional responsibility, professional pride). Abilities (types of abilities, quality of abilities, mastery, diagnostics of abilities). Character (definition, types of characters in men and women). Temperament.

Emotional world of personality. The main types of emotional states. Emotional properties (sensibility, responsiveness, sentimentality, emotionality, passion, coldness).

The emotional state of the individual. Deviation of mood from the norm (excitement, depression, stress, affect, shock, frustration).

Management of emotions (psycho-correction, relaxation, reflection, self-correction) and stress (internal and external prevention of stress, recognition of defeat, reassessment of values, switching attention).

School of self-correction according to the D. Carnegie system (“Live today”, “Think positive”, “Correctly meet failure”, “Reconcile with the inevitable and already happened”, “Use the “case rating”, “switch”, “Do not “settle scores ”, “Do good for yourself”, “Reap the benefits of losses”, “Share care”), an algorithm of actions for mastering self-correction techniques.

Personnel management (recruitment and recruitment, personnel training, placement of personnel, work with personnel)

Portrait of a manager (biographical characteristics: education, managerial experience, age of the manager, gender problems of management; natural properties: charisma, intelligence, emotional stability and stress resistance; acquired qualities: enterprise, purposefulness, reliability, communication skills).

Manager image. Components of the manager's image. The external part of the image (appearance, clothes, business shoes, gestures, facial expressions, gait, people around). The inner part of the image (culture of behavior, speech, lexicon, imagery of language, purity of language, rhythm of speech, tonality of speech, sense of humor). The professional part of the image (obligation, the nature of professional activity, special knowledge, business confidence, the state of the workplace).

Requirements for a modern manager: tasks of a modern manager, success factors (work for pleasure, modern approaches to working with people, creativity, professional training). Psychological orientation of the manager. Typical mistakes of an unqualified leader (punishment of the innocent, encouragement of the uninvolved, "raw" decisions, own sinlessness, labeling, favorites and outcasts). Psychological laws of management and communication (laws of Khleid, Hunt, Hanlon, Hawkins, Meyer).

Management and leadership. Correlation of leadership and official power. Types of official power (coercion, reward, law, example, trust). Classical theories of leadership (personal, behavioral, situational). Modern theories of leadership (charismatic, attributive, transformative). Differences between a manager and a leader. Combination of management and leadership.

Self-development of a manager as purposeful work on oneself.

Manager's self-development program (determination of one's strengths and weaknesses, overcoming stereotypes of consciousness and external barriers, development of personal qualities, professional knowledge, self-management). Individual work plan.

Selection and training of future managers (the practice of selecting future managers, the practice of preparing for managerial activities).

Management experience.

From the history of oratory. Preparing a speech (the topic of the speech and the audience, collecting material, developing the form and content of speech, visual aids, mastering the material (folding-thinking over pronunciation), communicative desire). Type of speech, culture of speech (correctness, clogging, slang, foul language, gestures, facial expressions, emotions), attention control, regulations. The content of the speech: the plan and composition of the speech (introduction, main part, main links, purpose and conclusion), the logic of speech ("text tree", "text pyramid", new information in the speech, a new look), arguments and facts, speech language ( adequacy, expressiveness, imagery of the language), 10 methods of expressiveness oral speech(question-answer form, tropes, connecting constructions, inversion, repetition, synonyms, antithesis, debatable form, humor and satire, catchphrases).

Business conversation. Business conversation: start business conversation(contact, content debut phase, (hook and direct transition), typical mistakes at the beginning of a business conversation (uncertainty, apology, negative statement, disrespect for the interlocutor, claims against the interlocutor), the course and content of a business conversation, questions to each other (open, closed , rhetorical, critical, questions for reflection), the end of the conversation.

Business meetings and sessions. The concept of a business meeting, goals, types of meetings (authoritarian, segregative, debatable, free), tasks of a planned production meeting, an algorithm for preparing a business meeting (determining the need and expediency of a meeting, setting the day, time and place of holding, determining the composition of participants, preliminary study of issues, advance familiarization of the participants with the agenda), advice on holding the meeting. Methodology for preparing the meeting (determining the agenda, appointing speakers for each issue on the agenda, appointing inspectors or opponents, determining the circle of invitees, compiling a list of speakers, preparing visual materials, preparing a draft resolution).

Psychological rules collective decisions at meetings and sessions.

Preparation for negotiations. Concept of negotiations. The main elements of the negotiations: the initiative of the negotiations, the time and place, the preconditions for the negotiations, the composition of the delegations, the draft agreement, the positions of the parties (strong position, weak position, position of interests or principles, position of pseudo interest).

negotiation process. The beginning of negotiations (the process of acquaintance, souvenirs, accommodation of delegations, the beginning of a conversation), the rules of business negotiations, the rules of business negotiations (taking into account the interests of a partner, discussing details, expanding the scope, polite persistence, keeping records, avoiding self-deprecation, writing agreements, common words mean polite refusal), negotiation styles (aesthetic, analytical-aggressive, flexible-aggressive, outgoing), psychological negotiation tricks (high start, false accents, extortion, salami, bad-good guy, tearing out parts, hiding flaws, low pitch, high innings).

The art of controversy. The concept of controversy, elements (thesis, arguments, demonstration). Rules of controversy (clarification of the thesis, definition of concepts, evaluation of arguments, evaluation of the demonstration, preservation of the thesis, respect for the opponent, stopping the dispute). Techniques of controversy (tearing off "masks", being caught red-handed, returning an argument, revealing motives, an argument of authority). Tricks in controversy (substitution of thesis, false argument, personal argument, lady's argument, argument of power, false retraction of an argument, delaying an objection, inspiring confidence, addressing the public)

Fundamentals of conflictology.

The concept of conflict. Theories of conflicts (conflict-free harmonious development by J. Moreno, conflict dialectical development). Causes of conflicts, i.e. conflictogens (value, behavioral, informational, structural), conflict model.

Typology of conflicts (according to the participants, the source of occurrence, the nature of values, the degree of influence, the duration of the course).

Behavior in conflict (avoidance, concession, confrontation, compromise, cooperation). Consensus as a result of overcoming the conflict. Post-conflict (constructive and destructive).

Conflict management: main functions (prevention, suppression, delay), methods of conflict resolution (structural, interpersonal, "arbitrator"). Negotiation algorithm for conflict resolution. Psychological rules for resolving (minimizing) conflicts.

PLANS OF SEMINAR LESSONS

1. Management as an educational and scientific discipline.

3. Modern view on the role of management.

Topic 2. The origins of scientific management.

1. Control system of F. Taylor.

2. Graphs by G. Gantt. Diagrams F. and L. Gilbreth.

3. G. Ford's contribution to the scientific organization of labor.

4. Development of management in Europe: principles and functions of management of administrative management by A. Fayol (“General and industrial management»).

5. The theory of rational bureaucracy M. Weber.

6. Issues of leadership and rationalization by L. Urwick, the theory of "small-scale organizations" and "intermediate technologies" by F.

Schumacher.

Topic 3. Management of human relations.

1. "Psychology of management" L. Gilbreth. "Dynamic Management" M. Follett ("The New State", "Creative Experience").

2. Hawthorne experiments E. Mayo.

3. "Theory of the hierarchy of needs" A. Maslow. "Theory X" and "Theory Y" D. McGregory.

4. Japanese management system: five distinctive features of Japanese management, "Theory Z", "Control culture".

5. Socio-psychological management: principles.

6. Psychology of management.

7. Development of management thought in Russia and Belarus Topic 4. Modern concepts, principles and methods of management.

1. Process, system, situational and quantitative approaches in modern management theory.

2. Evolution of management principles.

3. Specific features (mandatory, gratuitous, verifiable, accurate) and types (organizational, administrative, disciplinary) of administrative management.

4. Economic methods (state, internal, personal) management.

5. Socio-psychological methods (collective and individual levels) of management.

6. Management models: types (physical, analog, mathematical) and types (game modeling, analytical modeling, queuing modeling, inventory management modeling, computer modeling).

Topic 5. Management functions.

1. The concept of functions. Function types.

2. Main functions. Forecasting, short-, medium- and long-term forecasts.

3. Planning: essence, types of plans.

4. Modern approaches to planning.

5. Organization and coordination as a function of management.

6. Stimulation and motivation.

7. The concept and types of incentives (monetary, non-monetary, social, psychological, creative, moral).

8. The concept and theories of motivation (the theory of the hierarchy of needs, the two-factor model of Herzberg, the theory of acquired needs of McClelland, the theory of expectations, the theory of justice by S. Adamson, the theory of reinforcement).

9. Modern methods of stimulation - motivation in the organization of work.

10. Control and controlling.

11. Connecting functions in management.

12. The role of communications in management.

13. Decision making. Solution types.

14. Factors of influence on managerial decision-making.

15. Algorithm for making a decision.

16. Modern decision-making techniques.

17. Concept and essence of consulting. Algorithm of actions of the consulting service.

18. Special functions of management.

Topic 6. Leadership styles.

1. The concept of leadership style. classic leadership style.

2. Leadership style theories

3. Special leadership styles.

4. Modern leadership styles.

Topic 7. Organization as an object of management.

1. Fundamentals of organization. Organization as a field of activity of the manager. The concept of organization.

2. The main characteristics of the organization.

3 Types of organizations.

4. The internal environment of the organization.

5. Corporate culture as the most significant factor in the internal environment of the organization. Levels of corporate culture.

External elements of corporate culture (symbol, legend, hero, ceremony, motto).

6. Adaptive and non-adaptive corporate cultures. Cultural gap and the role of the leader-symbol in overcoming it.

7. Psychological climate in the team.

8. The external environment of the organization.

International environment.

Topic 8. Working in teams.

1. The concept and essence of commands.

2. Types of work commands; Characteristics of teams in terms of number and roles of participants.

3. Command processes; advantages and disadvantages of working in teams.

Topic 9. Personality as an object of control.

1. Individual and professional characteristics of subordinates.

Education and experience, abilities, character, temperament.

2. The emotional world of the individual. The main types of emotional states. Emotional properties, emotional state of the individual, mood deviation from the norm.

3. Management of emotions and stress.

4. School of self-correction according to the D. Carnegie system.

5. Personnel management (recruitment and recruitment, personnel training, placement of personnel, work with personnel).

Topic 10. Manager: portrait, image, requirements.

1. Portrait of a manager.

2. Manager's image.

3. Requirements for a modern manager: tasks of a manager, success factors, Psychological orientation of a manager.

4. Typical mistakes of an unqualified manager.

5. Management and leadership.

6. Classical theories of leadership; modern leadership theories.

7. Differences between a manager and a leader; combination of management and leadership.

8. Self-development of the manager.

9. Selection and training of future managers; management experience.

Topic 11. Oratory and business communication.

1. Preparation of a speech, mastery of the material, type and culture of speech.

3. Business conversation.

4. Business meetings and sessions.

5. Concept and basic elements of negotiations. negotiations.

6. Negotiation process.

7. Negotiation styles.

8. Art of controversy.

Topic 12. Conflict management.

1. Fundamentals of conflictology. The concept of conflict. Theory of conflicts.

2. Causes of conflicts, conflict model.

3. Typology of conflicts.

4. Behavior in conflict, post-conflict.

5. Conflict management:

Negotiation algorithm for conflict resolution.

Psychological rules for resolving (minimizing) conflicts.

EDUCATIONAL AND METHODOLOGICAL SUPPORT OF THE DISCIPLINE

LECTURE NOTES

1. INTRODUCTION TO MANAGEMENT

“Good managers not only make money, but create the meaning of people's existence,” T. Peters and R. Walterman point out in the book “In Search of Effective Management”.

In other words, the modern understanding of management lies in the art of managing people, and through them – managing various processes, systems, and phenomena. It is the person who is the center, the core of any socio-economic process, the management of which is the subject of management.

The purpose of the discipline "Management" is the development of basic theoretical knowledge and the acquisition of practical skills in management activities.

The discipline is profiling for managerial and economic specialties.

Discipline tasks:

Studying the history and theory of management;

1) The study of modern achievements and findings in the theory and 2) management practice;

Mastering practical skills in solving various 3) managerial tasks;

Teaching a creative approach to solving specific 4) managerial problems;

Acquisition of an internal attitude towards effective and 5) cultural management.

Management theory is the basis for building a number of academic disciplines: "strategic management", "production management", "reengineering management", "marketing management", "innovation management", "investment management", "personal management", "controlling management" , "financial management", "information management", "anti-crisis management" and a number of others.

The discipline "Management" is closely related and interacts with a number of training courses: "Psychology of Management", "Basics of Leadership", "Sociology", "Economic Theory", "Macro- and Microeconomics", "Logistics", "Statistics", "Finance". ", and many others.

In the USSR, management as a scientific discipline and the practice of managing socio-economic processes was absent, since it was considered a bourgeois theory unacceptable for the socialist system. Only in the early 90s. of the last century, management is included in the category of disciplines studied in higher and secondary specialized institutions.

1.2. The main categories of management The main categories of management include: management, leadership, management itself, self-government, leadership, leaderism, administration, organization, team, managers, "white collars". Let's look at these categories.

Management is a set of coordinated measures aimed at achieving a specific goal.

"To manege" - (English) to manage.

A very close concept to management is leadership. However, these categories are not identical. Leadership is the influence on people to achieve a certain goal.

Actually management is management in the socio-economic and production spheres. In a narrow sense:

management is a set of principles, functions and methods of managing (managing) an organization In a broad sense: Management is the science and art of managing material and labor resources (limited) of an organization to achieve various goals.

Management, as an academic discipline, sets out a system of scientific knowledge and ideas about the patterns of management of organizations based on the principles, functions and methods of management.

A manager is a person professionally engaged in the management of socio-economic and production processes.

Management can be viewed as a system. In this case, two subsystems can be distinguished: control and managed. These subsystems closely interact with each other.

The control subsystem is the subject of management, that is, the manager. A managed subsystem is an object of management, that is, most often an employee.

The relationship of subsystems can be shown by a simple diagram:

–  –  –

The subject, as shown in the diagram, affects the control object. However, this effect is not strictly one-sided.

There is also an opposite effect (feedback).

Of course, the direct impact is much more intense than the reverse.

However, the reverse effect is also present. Moreover, it is simply necessary. Without feedback management system very soon it will start to falter, and then it will stop working altogether. In other words, a manager cannot effectively manage employees if he does not know how his guidelines are being carried out.

Control objects can be very diverse:

organizations (enterprises), teams, processes and systems (economic, political, technological, technical). Thus, we have two new categories - "organization" and "team". Let's define them.

An organization is a set of material objects and a team of people united with a specific goal (mission);

a group of people whose activities are consciously coordinated to achieve certain goals.

A team is a community of people working in the same organization.

The entire team in the literature is often figuratively divided into "blue-collar" and "white-collar". Blue-collar workers include all workers and specialists. White-collar workers are managers, that is, leaders of all levels.

There are three levels of rank managers: primary, middle and highest.

The primary level - lower-level managers, that is, "junior bosses" - is the organizational level located directly above the executive workers; their positions:

master, head of department, laboratory, head of department.

Typical Functions: Execution Control production tasks; responsible for the use of resources; are responsible for subordinates. Nature of work: tense, filled with a variety of activities, frequent breaks, transition from one task to another; communication with subordinates takes more than half of the working time. Such leaders, by analogy with English, are called “fst-managers” (first - first).

The middle level - “middle managers” (middle - middle) is a buffer between top and bottom managers: they prepare information for decisions that are transferred in the form of tasks for execution to lower managers; coordinate and supervise the work of junior superiors and entrusted units; positions: dean of the faculty, head of the workshop, director of the branch; the nature of work is determined to a greater extent by the content of the work of the unit than by the organization as a whole. Communication takes 66-90% of working time.

And, finally, the highest level - "top managers" (top - top) are responsible for making decisions regarding the fate of the organization (hence - high responsibility, exposure to risks); work is highly valued and highly paid; positions: rector, director, chairman of the board, president of the company and all vacant positions of deputies; the nature of labor is not complete;

working week - 60-80 hours; scheduled meetings - 59%; work with documents - 22%; unscheduled meetings - 10%; talking on the phone - 6%; trips, inspections - 3%.

Management in the social sphere has its own specifics. First of all, this is due to the fact that the object and subject of management are people.

Therefore, the intensity of the reverse effect is usually quite high. Interaction in the social control system is always dynamic, that is, it changes over time. Moreover, the dynamics may turn out to be such that the object and subject of management can change places.

A special case in the social management system is the combination of the object and the subject of management. This is called "self-management".

The relationship between subject and object in the social control system can be defined as leadership. This concept comes from the English "leading" - leading. We give our definition of this category.

Leadership is a relationship of dominance and submission.

In modern management theory, there are traditional and modern concepts of leadership. Three concepts are traditional: personal, behavioral and situational.

The personal concept of leadership considers the interaction of dominance and subordination based on the personal qualities of the object and the subject. The leader (subject) is distinguished by a higher will, confidence, activity, perseverance, determination. In slaves (objects), these qualities are much less pronounced.

The behavioral concept of leadership is based on the practical active actions that the leader takes as part of the management of the behavior of the followers. Among such actions are the distribution of responsibilities, demand, encouragement or criticism, coordination, etc.

The situational concept of leadership assumes the presence certain situation, in which the interests of the group are forced to give power to one. The choice of a leader in this case is based on the presence in him of those qualities that are dictated by the situation. It can be knowledge, experience, connections, belonging to something and much more. It is the specificity of the situation that defines the leader. After a change in the situation, such a leader usually resigns as leader.

Modern leadership concepts are attempts to combine both elements of traditional approaches and new findings into a new quality. There are also three modern concepts: attributive, charismatic and transformative.

The concept of attributive leadership is based on causal relationships between what happened and what is considered to be the cause of what happened. This relationship is explained by attribution theory. Upon the fact of the effect, a cause is put forward, which is then corrected in order to obtain a new effect. The leader subjectively establishes the causes of events, attributes certain qualities to the followers, and gives them assessments. Based on this, the leader corrects both his behavior and tasks for the followers.

The concept of charismatic leadership is based on the concept of "charisma". This concept means a special natural ability of a person to influence other people, to convince them, to lead.

Charismatic leader has influence based not on logic and prudence, but on the faith and emotions of the followers. The latter are convinced that the leader is always right, he has knowledge that is inaccessible to others, and exceptional qualities.

Charisma can be positive-moral. Mother Teresa, Martin Luther King, Andrei Sakharov and many others can serve as examples. At the same time, charisma can turn out to be negative, and even anti-human. Unfortunately, there are many such examples in history.

You can name Adolf Hitler, Joseph Stalin and many others.

The concept of transformative (reformative) leadership is based on the leader's ability to translate a new vision of problems into action.

The leader builds an activity algorithm, explains, arouses enthusiasm among the followers and sets tasks for them. Followers rely on the knowledge and skill of the leader (leader). Such leadership is effective in the conditions of innovative (updating) activity.

The attitude of the followers to the leader in each of the above concepts can be figuratively expressed as follows:

in attributive - "I admit - I obey";

in the charismatic - "I love - I adore";

in the transforming one - "I respect - I count."

Leadership plays a special role in the political sphere. The largest leaders with inflated self-esteem and claims are called leaders. From this arises our next category - leaderism.

Leadership is pretentious political leadership.

The leader, as a rule, strives for inclusiveness, universality, uniformity, unanimity. This phenomenon is called "totalitarianism". It comes from the German word "total", which means universal, all-inclusive.

The totalitarian leader strives in every possible way for universal love and boundless worship. He so passionately desires this that he himself is ready to be deceived. He sincerely believes that everyone adore him. Any dissent of the followers is considered harmful. Even the softest opponents are declared enemies. Moreover, the enemies are not the leader himself, but the people.

In the field of people management within the framework of professional activities, a manager is often called an administrator. This word denotes a person who is officially appointed or elected to a certain post (position). This gives rise to another concept from the sphere of management. Administration is the management of the professional activities of subordinates.

1.3. A modern view on the role of management Today, about 15% of employees in the world can be attributed to the profession of a manager. These people, as a rule, are the masters of their own lives. In addition, the well-being of their subordinates depends to a large extent on them.

Tasks of the modern manager:

1) Make your professional life interesting;

2) Make the professional life of subordinate personnel interesting;

3) “Make money”, that is, ensure the efficiency (profitability) of the work being led;

4) Make your personal and family life interesting.

The stated tasks assume that a manager is a person who is internally (psychologically) positively disposed towards his work, it brings him satisfaction. It is not only not necessary to work as a manager “under duress”, but it is also harmful: such a person himself experiences discomfort and creates psychological stress for his subordinates.

And finally, the last task. A modern manager, he is obliged to show his managerial, regulatory and tuning qualities to the sphere of his relations in the family and circle of friends.

Today, about a quarter of managers are women. The problem of gender in management theory is called "gender". For a long time it was believed that the most important qualities for a leader are logic, prudence, and emotional balance. And these, in turn, are typical qualities of that mindset and character, which is commonly called masculine.

However, 15-20% of women fully possess the listed qualities. This means that they can be successful leaders "playing on the field of men." Such were the political leaders Margaret Thatcher, Indira Gandhi, Benazir Bhutto and many others.

But modern management theory does not at all set up women managers to “be men”. On the contrary, a female manager can successfully lead using exactly the typically “female”

quality. Among such qualities are an emotional attitude to work, practicality in life, dedication in business. Modern theory and practice of management substantiated even a special management style - interactive.

The interactive style of management is the involvement of the head of subordinates in emotional unity on the basis of both an interested attitude to work and non-productive affairs of each other. In this case, the boss is a “friend-conspirator”.

IN modern profession the manager does not need to change his “sexual orientation” at all. A woman may well play according to the "female rules" of management, and a man according to the "male" ones.

To summarize, there are six components of effective management:

setting goals that meet the interests of the company, and not 1.

personality of the leader;

creation of effective profitability of the organization at 2.

limited material, labor and financial resources;

formation of a team of like-minded people;

striving for the long term;

formation of new consumers and creation of new markets 5.

sales of products;

rapid response to social changes by 6.

market and emerging needs.

2. HISTORY OF THE DEVELOPMENT OF MANAGEMENT

2.1. Taylor - the father of scientific management The practice of management has existed since ancient times, the theory has appeared relatively recently. In particular, such attempts include the capital work of the famous English economist Adam Smith "The Wealth of Nations" (1776).

Smith considers the impact of the reception of the division of labor on increasing productivity. He analyzes, in particular, the production of pins. Smith points out that an untrained worker can make one pin in a day, a trained worker can make several. At the same time, Smith reports that he saw a small workshop in which 10 people, as a result of the division of labor, were able to make 48,000 pins in a day (!).

At the beginning of the 19th century, the French economist Jean-Baptiste Sey introduced the concept of "entrepreneurship". It meant determining the most rational way to use the available resources to create wealth.

In the early nineteenth century, brilliant experiments in the field of new approaches to management were carried out by the English textile industrialist, manager and social thinker Robert Owen. At his weaving mills in the village of New Lanark (south of Glasgow, England), he introduced a number of economic, industrial and social innovations. Owen was sure that the consciousness of the worker is determined by his being. Therefore, he first offered his workers social benefits that were significant at that time: service housing, free education for children, a factory store with products at cost, a reduction in the working day from 14 to 12 hours, and a ban on the work of children under 10 years old. Owen's economic and production innovations included: a device fixed at each workplace that visually shows the productivity of labor - the "silent controller", severe fines for drunkenness and dirt in the workplace. Moreover, the fight against drunkenness and dirt was carried out not only in the shops, but also in everyday life. And Owen achieved amazing results. The level of his income and the welfare of the workers were far ahead of his partners and competitors.

However, despite the noted and unnamed achievements, management theory as an independent science was formed only at the beginning of the 20th century. Frederick Taylor (1856-1915), an American engineer, inventor, entrepreneur, and manager, founded the

Society for the Propagation of Scientific Management. In 1911 he published the book "Factory Management", in which he outlined the theory and practice of scientific management. These two events (society and the book) became the starting points in the creation of management theory.

It should be noted that Taylor's management system was accepted by the public with diametrically opposed assessments. Managers, as well as Taylor, saw in her the source of the future prosperity of the nation. The workers, on the other hand, perceived it as an ingenious way to additionally “squeeze the sweat” out of workers who were already mercilessly exploited. The workers were especially hated by the stopwatch, with the help of which all their movements in the workplace were timed. The International Association of Mechanical Engineers strongly opposed the timing of production operations.

As a result of the congressional hearings on the riots in Illinois, clauses were introduced into the appropriation bill to prohibit the use of the proposed methods, and, above all, timekeeping with a stopwatch.

However, this ban proved ineffective, Taylor's management ideas began to march steadily throughout the industrialized world.

The management system developed by Taylor was called by him "scientific management". Taylor's supporters and opponents later called his invention "Taylorism".

Taylor considered the main goal of management to be the maximum prosperity of the employer, coupled with the maximum benefit for the employees.

To achieve the main goal, Taylor proposed four principles:

1) a new mentality (scientific management is not just a way to increase production efficiency, but a revolution in the mind of the employee, which will change his attitude to work, to comrades and employers; workers, managers, owners - must overcome psychological antagonism and realize the common "unity of purpose" - prosperity of the enterprise and, as a result, of each of the participants in the production process);

2) scientifically thought-out work tasks (breaking it down into its component parts and their systematic timing, which allows you to standardize in actions and normalize any type of work in time);

3) scientific selection of personnel (selection and training of workers not randomly, but on the basis of studying their qualities, adequate to the profession);

4) individual incentives (the introduction of a progressive system of wages; a skilled and hardworking worker absolutely unequivocally had to be placed on a significantly higher level of material well-being).

Thus, Taylor was the first to synthesize and systematize the best of what was known about the management of people, and proposed methods by which this art could be further developed.

The Society for the Propagation of Scientific Management, created by Taylor, after his death was transformed into the "Taylor Society". It is still the most respected organization in the world in the field of management theory and practice.

Taylor's associate and assistant, engineer and manager Henry Gantt (1861-1919) was engaged in the development of a bonus system of wages, the ratio of labor, wages and income. He became widely known for the diagram method - the so-called "Gantt charts" - graphic image elements of production operations and the time spent on their implementation (a common measure of any kind of work is time).

Gantt charts allowed for scheduling and systemic control over the progress of work. They made it possible to visually represent both the amount of work done and the time spent. This allowed management to monitor the state of affairs at any time and take adequate action in case of violation of the set work schedule.

The practical management system built by Gantt affected all aspects of enterprise management, including the incentive method of remuneration (“task-bonus”), time standards, the creation of a planning department, control of costs and stocks. He introduced a number of technical innovations, some of which were patented by himself.

The practical system of Gantt, like "Taylorism", caused rejection, not only among the workers, but also among the primary managers (foremen and foremen), since scientific management methods reduced part of their subjective power. Discontent turned into a strike.

The clash of interests and misunderstanding on the part of workers and foremen strengthened Gantt in the idea of ​​the need to humanize scientific management. He develops three ideas: "mutual interests", "aristocracy of the able" and "doctrine of service".

According to the latter, the ultimate goal of economic activity should not be profit, but a properly functioning, practically significant economy that ensures the well-being of the people (service to people). At the same time, relations between managers and employees should be based not on conflict, but on reciprocity of benefits and interests.

The "aristocracy of the capable" assumed the nomination of leaders and specialists according to their abilities. Industrial leadership must be based on facts, not opinion, on merit, not privilege.

American engineer and manager Frank Gilbert (1868 -

1924) worked independently of Taylor, but in line with the ideas of scientific management. He was assisted in many ways by his wife Lillian Gilbert.

The central direction in the work of F. Gilbert was the study of labor movements. By carefully studying his own work as a mason, he was able to show that the number of required movements could be reduced from 18 to 4.5. Such a reduction gives extraordinary savings of any labor, leads to a sharp increase in productivity and, of course, earnings.

F. and L. Gilbert created the School for the Training of Managers, which proved to be very effective and very popular.

The second direction in the work of F. Gilbert was to reduce fatigue by improving all factors of the production environment. He defined "14 parameters environment, equipment and tools” affecting fatigue and productivity. Among the selected parameters were lighting, heating, ventilation, wall color, etc. F. Gilbert singled out "15 parameters of an employee", which included his anatomical features, lifestyle, beliefs, experience, qualifications, temperament, training, etc. Finally, he introduced the "3 Parameters of Motion", which included acceleration and automatism, overcoming inertia, direction, and efficiency.

The practical implementation of the principles of Taylorism was embodied by Henry Ford (1863-1947).

detailed specialization of labor operations;

maximum mechanization of these operations;

delivery of work to the worker;

technologically forced rhythm of work.

This made it possible to sharply raise labor productivity and improve the quality of products due to its standardization. The consequence of innovations was the dequalification of performers, the displacement of individual skills of handicraft work.

Ford believed that the increased monotony of labor does not harm people's health, the main thing is to ensure proper production safety. Problems of dissatisfaction with work are removed by its higher pay. "The solution of the question of wages eliminates nine-tenths of mental questions, and structural engineering solves the rest." Ford was against the interference of trade unions in the affairs of the company, personal communication between workers (“the factory is not a salon”), workers' schools, and charity. He supported the creation of a broad consumer market for mass production.

Ford was not only a talented inventor, a successful industrialist and a major manager. Fabulous wealth made him a great philanthropist and democrat towards the end of his life. At his enterprises back in 1914. the working day was reduced to 8 hours, the number of work shifts was reduced from three to two, and wage rates were doubled to $5 a day.

American theoretical thought and management practice following Taylor at the beginning of the 20th century, right up to the Great Depression, made an invaluable contribution to the origin, formation and development of scientific management. In the future, this changed the face of the industrial world and had a significant impact on the fate of Civilization.

2.2. The development of scientific management in Europe An outstanding contribution to the development of scientific management in Europe was made by the French engineer and manager Henri Fayol (1841 - 1925). He is rightly often called the European father of management.

Fayol's main work - the book "General and Industrial Management" - was published in 1916, that is, 5 years after Taylor's "Factory Management". The author himself was then already 75 years old.

The management system created by Fayol was called the “Concept of Administration”. Fayol substantiates and examines in detail the 14 principles of management. These principles can be conditionally combined into three groups: 1) organization of labor (principles 1 - 5); 2) the mechanism of power (6 - 10 principles); 3) management psychology (11 - 14 principles).

The first group includes the following principles: 1) division of labor; 2) discipline; 3) order; 4) the stability of the staff;

5) initiative.

1. The division of labor is specialization. It allows "to produce more and better under the same conditions." It should affect not only the main production process, but also management and ancillary spheres.

2. Discipline - "in essence, comes down to obedience, diligence, energy, certain behavior and external signs of respect, observed in accordance with the agreement existing between the company and employees."

3. Order is material and social order. And in production, and in the warehouse, and in the office, there must be "a place for every thing and every thing in its place."

4. The stability of the composition of the staff is the prevention of "fluidity" work force. This is achieved by competent planning of personnel selection, training, adaptation, improvement of management methods, study of the moods and problems of workers.

5. Initiative - participation in labor planning and ensuring the implementation of plans by delegating part of the authority.

“A leader who knows how to use the initiative of subordinates in this way stands much higher than a leader who is incapable of it.”

The second (powerful) group of Fayol's principles can include the following: 6) power; 7) unity of management; 8) unity of leadership; 9) centralization; 10) "scalar chain".

6. Power - "the right to give orders and demand their implementation." There is an "official" (formal by position) and "personal" (informal by individual qualities) authority of the leader. A good leader seeks to gain personal authority among his subordinates, to become not only a formal but also an informal leader.

7. Unity of command - "a subordinate should receive orders from only one superior." Double subordination, orders "over the head" of the immediate superior are a source of tension, embarrassment and conflict, and the existing communicative vertical ties are violated. The result is "the confusion of subordinates, the irritation and dissatisfaction of some of the leaders who remained out of work, and a violation of the normal course of work."

8. Unity of leadership - "one leader and one plan for a set of operations aimed at achieving the same goal." This principle is reduced to the unity of planning and management.

9. Centralization - general management issues, final decision-making should be concentrated in one center.

The ratio of centralization and decentralization should be decided individually in each specific case.

10. Scalar chain - "power vertical linking all levels of subordination from the highest authority to the lowest levels ("hierarchy of power" or "power vertical").

Each "power level" should have its own functions, its own terms of reference and responsibility. In order to maintain control over the overall situation and prevent unnecessary loss of time, Fayol proposes delegating rights and responsibilities to subordinates to carry out the necessary communications. A similar method of "horizontal" communications between employees of the same rank was called "trap".

The third (psychological) group of Fayol's principles includes: 11) subordination of individual interests to the general ones; 12) staff remuneration; 13) justice; 14) corporate spirit.

11. Subordination of individual interests to common ones - "the interest of one subordinate or a group of subordinates should not contradict the goals of the enterprise." The inconsistency of common, group and personal interests directs the reinforcement of the staff not to the goals of the enterprise, but to the disassembly of interpersonal relationships.

12. Remuneration of personnel - "work must be rewarded." Fayol considers, among other things, the factors that are not dependent on the will of the employer, which should determine the level of remuneration. These are factors such as the cost of living, the supply and demand of labor, the economic situation in the region, the financial situation of the enterprise. It also offers various methods of compensation: time rate, piecework (piecework) payment, piecework payment, bonuses, profit sharing, various non-material incentives. The purpose of remuneration is to satisfy the needs of the employee.

13. Justice - a combination of justice and goodwill.

Striking the right balance between fairness and discipline requires the leader to have "considerable sanity, experience and good nature."

14. Corporate spirit - the creation and maintenance of harmonious relations in the organization. Sowing discord among subordinates is an unworthy occupation, which is the lot of mediocrity.

In addition to Fayol, M. Weber, L. Urvik, F. Schumacher, C. Handy and other researchers made their contribution to the development of management theory in Europe in the 20th century.

The German professor Max Weber (1864 - 1920) created the "theory of rational bureaucracy", which can be reduced to the following provisions:

1. A strict hierarchical structure, in which the areas of competence of officials are clearly divided;

2. Management is carried out by means of written prescriptions according to general rules, the development of which requires special training.

3. Candidates are selected on the basis of professional qualifications and educational diplomas, and then appointed by order from above;

4. Monetary salaries and pension rights are fixed and are in strict accordance with the place of the official in the hierarchy. His promotion is connected with the length of service, but also depends on the ratings of superiors;

5. Officials of the lower level of the hierarchy are subordinate to those at the highest level only within the framework of their prescribed duties. They are required more devotion to duty than to superiors;

6. Seats in the apparatus are distributed on a free contract basis with predetermined conditions;

7. Office and private household are strictly separated. An official cannot appropriate as his property either the post he holds or the sources of remuneration;

8. An official is subject to a single discipline and is subject to a unified control system;

9. Service in the apparatus is the only or main place of work for an official.

Many different conceptions of the bureaucratic system have grown out of Weber's theory over time.

English economist and manager Lindell Urwick (1891 -

1983) headed the International Institute of Management (Geneva), and then one of the most famous Management Consulting firms (London). For my long life in numerous writings, he considered the issues of leadership and rationalization in most detail.

Rationalization according to Urwick was understood as "a set of organizational and technical methods designed to minimize the waste of manpower and materials. These include the scientific organization of labor, the standardization of materials and products, the simplification of production processes, and the optimization of transport and marketing systems.”

Two theories were created by the famous German economist Fritz Schumacher (1911 - 1977): "small-scale organizations" and "intermediate technologies".

In The Beauty of the Small (1973), he outlined the main ideas of the "theory of small-scale organizations." Huge organizations, for all their seeming stability, in most cases are characterized by bureaucracy, facelessness and unhealthy atmosphere. Schumacher did not call for the restructuring of entire industries, "breaking" them into a number of small-scale, "face to face" enterprises, but proposed the idea of ​​"smallness in a large organization." Such examples exist.

The main achievement of the leadership of General Motors was "such a structuring of this giant firm, which, in fact, turned it into a federation of firms of quite acceptable size." But the small is functional, and "it is the small that is beautiful."

In 1963, Schumacher came up with a "theory of intermediate technologies." For developing countries that cannot move from low immediately to high and intensive technologies, this is the most acceptable direction of development. Intermediate technologies are cheaper and cleaner than low ones. They allow the use of local traditional approaches and means that do not destroy, but even support established communities.

Thus, already in the first third of the 20th century, European managerial and theoretical thought made a significant contribution to the development of scientific management. It should be noted that the classics of management theory both in the United States and in Europe were people who themselves were major leaders. They were able to scientifically comprehend their experience and create a coherent and extremely practical theory of management.

2.3. Management of human relations The development of the theory of scientific management in the first third of the twentieth century was very successful. Taylor's "timekeeping", "micromovements"

Gilbert and Gantt's "graphics" complemented each other. However, it soon became clear that scientific management could not improve the organization of labor indefinitely. The scientific organization of labor (SOT) has approached the ceiling of its possibilities.

During this period, a number of researchers in management theory direct their attention to the "human factor", where, in their opinion, lies a huge reserve for increasing labor efficiency. Any kind of improvement in working equipment or tools is of particular importance to the person who will use them. It is the person who is the central link of any labor process.

Reviewing today almost a century of development of management theory, three major stages can be distinguished in it:

1) 1910 – 1930s scientific organization of labor;

2) 1940s - 1960s School of Human Relations;

3) 1970s / present time socio-psychological management.

One of the first to explore the role of the human factor in industry was Lillian Gilbert (1878 - 1972). Back in 1914, she published the book Psychology of Management. It dealt with the human aspects of work, relationships in professional activities, organizational and industrial psychology, problems of personnel management.

At first, together with her husband Frank (until 1924), and then independently, Lillian Gilbert actively dealt with the problem of work fatigue. This was understood as the duration and nature of the rest period necessary for the employee to restore his capabilities. An important role was also played by industrial relations, the general mood, the physical and psychological state of the worker, and other factors.

A significant role in the development of the theory of human relations in management was played by the American sociologist and political scientist Mary Follett (1868 - 1933). It was she who defined management as "doing work with the help of other people." In other words, management is the art of organizing the work of others.

Follett's main books are The New State (1918) and The Creative Experience (1924). In them, she outlined her management theory, called "dynamic management." This theory was based on four elements.

1) The organized whole always exceeds the sum of its parts;

2) Primary production team(organization), and personality is secondary;

3) Organizations are dynamic, not static. Hence the famous "do not cling to your plans", as they may become obsolete before they are completed;

4) Improving human relations in the organization is the main concern of management.

Personnel, not technology, equipment or products, were the main subject of research by Harvard University professor Elton Mayo (1880-1949). He wrote that "managers should focus more on people than on products."

Mayo became widely known for his description and analysis of the Hawthorne Experiments (Chicago, 1927-1932). Their essence was to study the influence of various factors on labor productivity: industrial lighting, room size, and others.

However, the main factors were social: human relations, monotony and fatigue, the psychological attitude of the worker.

In his summary analysis, Mayo highlights two factors that had the biggest impact on labor productivity:

group cohesion and unobtrusive leadership. The first one covered the sphere of interpersonal relations in the production team (on the site). The second factor meant the consent of managers and workers through the realization of the unity of goals, the achievement of industrial harmony, and the prevention of antagonism between management and workers.

Mayo formulated the basic principles of the social philosophy of management:

1) a person is a “social animal”, predisposed to group behavior and included in it;

2) a rigid hierarchy of subordination and bureaucratic organization are incompatible with the nature of man and his freedom;

3) industry leaders should focus more on people than on products, which will ensure the social stability of society and the satisfaction of the individual with his work.

A new page in the management of human relations was opened by the American psychologist and businessman, professor at the University of Massachusetts Abraham Maslow (1908 - 1970). He devoted a number of his works to the theory of motivation.

Maslow created the "need hierarchy theory". According to her, “human needs are arranged in a hierarchy. In other words, the emergence of a new need is usually preceded by the satisfaction of the previous, more urgent one.

He identified five basic needs and arranged them in a hierarchy from lowest to highest:

1) physiological needs; 2) the need for security; 3) the need for love; 4) the need to satisfy self-esteem; 5) the need for self-actualization (self-realization).

Maslow's hypothesis: people's behavior is motivated not by economic forces, but by various needs that are only partially satisfied with the help of money.

Recommendations: to increase the degree of satisfaction of employees to increase the efficiency of the organization (personal contacts between management and subordinates, communication during breaks, consultations, establishing harmonious relationships).

Contribution: explanation of motivation as a function of management.

Maslow's hierarchy of needs theory has received practical managerial application. The organizational forms that emerge from the widespread adoption of scientific management and mass production, such as Ford's moving assembly line, leave little room for self-respect and self-actualization needs. The demands of efficiency and control force employees to do only what their superiors require of them. Creativity and innovation are forbidden not only for blue-collar workers, but also for many white-collar workers engaged in routine paperwork in the office.

In the 1960s, management science began to take shape new approach(School of Behavioral Sciences (1950 - to the present), which consisted in expanding work and searching for alternative options for organizing work. Representatives: Frederick Herzberg - author of the two-factor theory of motivation, Douglas MacGregor (1906 - 1964) - developer of "theory X" and " Theory Y” to explain, respectively, authoritarian and democratic leadership styles.

The object of study is various aspects of the social interaction of people in an organization: motivation, the nature of power, leadership, leadership style, communication, content of work and quality of working life.

The goal is to develop principles and methods for establishing interpersonal relationships.

A distinctive feature of the school is a focus on human behavior, which is a reaction to various external and internal urges.

Postulate: the correct application of the science of behavior will always improve the efficiency of both the individual employee and the organization as a whole.

School contribution: 1) applying the principles of interpersonal relationship management to improve employee satisfaction and productivity; 2) understanding that each employee, if the necessary conditions are created for him, will be used in accordance with his creative and labor potential.

The well-known American theorist and practitioner of management Douglas McGregor (1906 - 1964), developed two alternative management concepts: "Theory X" and "Theory Y".

"Theory X" included the traditional vision of command and control. According to it, man is a factor of production. Taking into account his individuality is not only unnecessary, but often even harmful to production. According to Theory X, managers are well aware of the importance of the hierarchy of needs. However, they tend to see this knowledge as a hindrance rather than a means to a meaningful understanding of the foundations of human behavior.

"Theory Y" involves the integration of individual and organizational goals. She considers a person as a central figure in the production process. Moreover, this figure is endowed with individuality. In addition, it must be perceived not abstractly, but in organic connection with work environment. McGregor puts forward five postulates of "theory Y": 1) free and more general leadership, without "petty tutelage"; 2) decentralization of official powers; 3) less reliance on coercion and control, and greater reliance on individual activity and self-control; 4) democratic style guides; 5) involvement of ordinary workers in the decision-making process.

"Theory Y" followed logically from Maslow's hierarchy of needs.

From the latter it followed that the models of scientific management cannot satisfy the highest human needs. The assumptions of Theory X led to directiveness rather than goal integration, control rather than involvement. The adoption of the postulates of "theory Y" made it possible to motivate workers based on the satisfaction that came from the work itself. It was a qualitatively new level of management.

Thus, the appeal to "human relations"

allowed to breathe new life into the development of scientific management.

Addressing the worker opened up a huge reserve for increasing labor efficiency. It radically changed the attitude of society to the problem of governance.

2.4. Japanese management system Scientific management became known in Japan very quickly. Already in 1912, the works of Taylor, Gilbert and other authors were translated and published here. In 1925, a branch of the Taylor Society was established in Japan. However, in imperial Japan, scientific management could not be in demand for social and mental reasons. The pyramid of governors, built in the name of the emperor, has always been absolutely right. Submission was unquestioning and unconditional.

There was no need to bring any science under this.

The renaissance of management theory began after World War II.

This was actively promoted by the military command of the American occupying forces. In 1946, Commander Douglas MacArthur summoned a young engineer-manager, Homer Sarason, from the United States, and then several of his colleagues. They were given the task of training current and future leaders of Japanese enterprises. At the end of 1949 - beginning of 1950. Americans organized two 2-month seminars in Tokyo and Osaka. Only top-level managers were invited to these seminars. For those invited, attendance at these seminars was mandatory. Soon the Americans stopped holding such seminars. However, the Japanese began to conduct them on their own. And they did it for another 25 years. During this period, the total number of managers participating in the seminars reached 5,200 people. It was these leaders who became the captains of the Japanese industry resurrecting at a new level.

Taylor's scientific management and Fayol's administrative management were superimposed on the specific mentality of the Japanese, with an unexpected result. In the practice and theory of management, a phenomenon has arisen, called "Japanization" in management.

The Japanese learned the lessons of their American teachers very well.

Gradually, they were able to surpass them. One of the first to notice and describe this phenomenon was a professor at the University of California, William Ouchi. He co-authored with R. Johnson in 1974 published an article "Made in America (under the leadership of the Japanese)", which stated: the productivity of the Japanese is 15% higher than that of the Americans.

The realization of the "Japanese miracle" in the form of technical and economic superiority made a very strong impression on the Americans. In the mid-1980s, in terms of annual per capita income, Japan overtook the United States at around 21 thousand dollars.

The fantastic economic successes of the Japanese were decisively promoted by the management system they created.

Ouchi and Johnson began to actively explore Japanese management.

They concluded that certain aspects of it are "inextricably linked to Japanese culture" and therefore absent from America. Ouchi and Johnson identified five distinctive features of Japanese management that they proposed for transfer to other soil: 1) an emphasis on the movement of information and initiatives from the bottom up; 2) the transformation of top management (top management) from an order-issuing body into a decision-making body; 3) the use of middle management (middlemanagement) as the initiator and driving force of "searching out" and solving problems; 4) making decisions based on consensus; 5) increased attention to the well-being of employees.

(1978). In 1981, Ouchi published the best-selling book Theory Z: How American Business Should Respond to the Japanese Challenge. Ouchi's "Theory Z" continued McGregor's Theories X and Y. It envisioned a combination of American individualism and enterprise with Japanese collectivism and industriousness.

The Japanese system of government can be summarized in five elements:

1) the involvement of all employees in caring for the success of the company through mutual trust and close interpersonal ties;

2) lifetime employment of employees;

3) inclusive quality control movement;

4) collective decision making;

5) collective responsibility and concern for the firm.

The element named in paragraph 3 literally turned the Japanese industry around. The Japanese reacted to this with exceptional understanding. Since 1950, the Movement of Quality Control Circles (KKK) began in Japan. About 80% of the entire staff was involved in this movement. Such an active and comprehensive concern for the problem of quality began to bear fruit. Soon the quality of Japanese goods began to grow rapidly.

One of the modern American management theorists highlights such a feature of the Japanese mentality as "controlling culture", which means the complete self-subordination of every Japanese to traditions and public opinion.

Despite the attractiveness of "Japanization", it turned out to be problematic to spread its experience to America and Europe. And it was connected with the difference of cultures and mentalities.

In Japanese culture, there is the concept of "eme", which means: 1) the psychological dependence of a person on members of his microgroup;

2) an increased sense of duty to a group, firm, country. The Japanese are literally unable to survive outside their microgroup, its support, recognition, and trust.

Unlike the Japanese, Americans prefer individual freedom. They are not attracted to the "professional family" at all. They categorically do not want to spend their family "weekend" with the families of work colleagues. They were already tired of each other during the work week. This predetermined the serious limitations of the use of "Japanization" in America and Europe.

At present, the McKinsey "7-C" Frame Model has been formed, which is based on the following provisions:

different assessment of the role of socio-cultural characteristics, factors in American and Japanese management;

in the US, “strong” management tools prevailed:

development strategy, structure of the organization, system of built relationships in the organization;

in Japanese, “weak” instruments were rated significantly higher:

leadership style, social values ​​shared by all employees, attitude towards personnel, position of an employee in the organization as a family member;

The idea behind the model is to combine the strengths of the American and Japanese management systems.

"Strong" elements of the American model:

strategy - develops in the planning process as a system of tasks to achieve the goals of the organization;

structure - based on the goals, an effective organizational structure is built;

a system is a routine or processes that take place in a company with the involvement of people to complete tasks;

Strengths of the Japanese model:

all employees share the common agreed values ​​of the company, which play a big role;

leadership style based on cooperation and mutual assistance;

attitude towards the employee as a member of the family, and vice versa;

Special knowledge and skills are acquired on the job.

McKinsey Model "7-S"

STRUCTURE

SYSTEM

STRATEGY

SOCIAL

SHARED

VALUES

SPECIAL STYLE

E KNOWLEDGE

STAFF

2.5. Socio-psychological management Management of human relations by the middle of the twentieth century was recognized on both sides of the Atlantic. Management theorists perceived it as a higher stage in the development of management.

However, it soon became clear that the problem of "human relations"

does not cover all aspects of the professional life of people. Her options were basically exhausted. The social and then the psychological component of professional life became new reserves of influence on improving labor efficiency.

The social component in management theory began to develop immediately after the advent of scientific management. The working and living conditions of workers have always been in the sphere of attention of management theorists.

Gradually, the following principles of social management emerged:

The wealth of the state is determined by the wealth of the people.

The well-being of an organization is determined by the success of its employees.

The enterprise should take care not only of its own profit, but also of the social needs of the staff.

Modern management has in its arsenal a number of specific factors of social impact on staff.

The most common of these are:

Working conditions of employees;

Social infrastructure of the enterprise: (polyclinic, Kindergarten, dispensary, sports complex, house of culture, etc.);

Cooperation of the administration with trade unions and other public organizations of employees;

Opportunities for further education, development, advanced training of employees;

Living conditions and recreation opportunities for employees.

One of the most characteristic features of the historical development of management is its consistent psychologization. Ultimately, this led to a new scientific direction- psychology of management. At present, the creation of ways to activate human potential within the organization, taking into account the psychological characteristics of the personnel are considered as decisive factors in increasing the efficiency of any organization.

In modern management theory, one of the key problems is the professional selection, training and evaluation of managers.

In this regard, it is interesting to note what attention is paid to when considering the professional qualities of a manager. Leading experts of the world show stable unanimity in this. Among the most important qualities of a successful manager, knowledge of economics, technology, finance, accounting, logistics, statistics, labor law and other special disciplines that form the basis of managerial training. As management practice has shown for a long time, even excellent knowledge in these areas is not a guarantee of successful managerial activity.

As a rule, priority in describing the most important professional qualities of a successful leader is given to the ability to communicate and manage people. This is interpersonal interaction, communication, personal influence on people, the ability to speak and listen, the ability to convince. It is also the ability to identify problems, make decisions, manage time, prioritize things, and so on.

Management psychology is an interdisciplinary scientific and practical direction. Its purpose is to study the problems of organizations and people and provide psychological support for their solution in a market economy. Thus, the object of study of the psychology of management is the personnel of the organization.

The subject of management psychology is the psychological phenomena associated with professional activities in organizations.

They include:

1) The psychology of the employee, incentive and motivation systems, issues of working with personnel;

2) Psychology of a manager, mechanisms for making individual and group decisions, leadership problems, leadership style;

3) The psychology of the team and the group, team and informal processes, the psychological climate, corporate culture ethics of professional relations.

4) Psychology of labor, functional mental states, analysis of labor activity, quality and safety of labor, psychologization of professional activity in the links "man - machine" and "man - process".

The theoretical basis of management psychology is the concept of psychological support for professional activities. She considers the problem from the "entry" into the profession, to the "exit" from it, that is, in the "through" psychological support.

professional adaptation; training; "exit" from the profession, that is, adaptation to new conditions of life;

retraining and retraining. In other words, the process of continuous psychological support acts as mandatory condition formation of a specialist and his subsequent professional activity.

The concept of psychological support can be successfully implemented if appropriate effective methodological means are available. Among them is the development of scientific and practical foundations of psychodiagnostics, active methods of influence in order to increase the effectiveness of professional activity. One of the leading forms of such influence are specially oriented psychological trainings on the development of professionally important qualities, business communication, business games, mental self-regulation of the functional states of workers, etc.

The concept of psychological support extends to the professional activities of the managers themselves. In modern practice, a number of forms and methods of psychological support for the professional activity of a manager have emerged and are developing most intensively. Among them: mental selection; professional training; ongoing analysis and evaluation; professional development and retraining of managers. A wide variety of specific evaluation methods has been formed: psychodiagnostics of personal characteristics and professional qualities; biographical method; interview;

diagnostic games, etc.

Modern psychology divides human life into four parts:

household, family, personal and professional. Above, in section 1.3, this issue was touched upon. The concept of "professional life" is by no means adequate to the designation "time spent at work."

Professional life believes that at work we do not just spend time, earn a living, but live a fulfilling life. True, this is not an ordinary life, but a professional one. But it should be interesting, satisfying, provide opportunities for self-realization. If this is not so, then this is a tragedy of the individual and a serious problem for society. Every modern person has the right to a decent professional life.

The extent to which this idea is implemented in the life of a particular employee depends very much on his immediate supervisor. Thus, according to the concept of psychological management, a modern leader must understand that not only and not so much the efficiency of production, but the quality of the professional life of his subordinates depends on him.

2.6. The Development of Managerial Thought in Russia and Belarus The social order for the professional training of managers in Russia and Belarus (in the USSR) began to be realized only in the 1970s. The concept of "management" entered the modern vocabulary even later, in connection with the transition to market transformations in the economy. At the same time, it is clear that the construction and functioning of states and society throughout history could not be carried out without the function of management. The implementation of the latter was inextricably linked with certain features of the development of our society and the Slavic mentality.

Russia entered the phase of industrial development later than Western Europe, in the 28th century. The main figures in the factory industry were merchants. It was they who determined the formation of industrial capitalism in Russia. Large capitals were concentrated in the hands of merchants, which were invested in industry. In addition, the merchants developed a set of professionally important qualities necessary for the organization and management of production: initiative, enterprise, responsibility, efficiency, riskiness, self-discipline, etc.

Russian entrepreneurs had a kind of "code of honor".

This was especially true for the principles of housekeeping, trade, and making a profit. Birzhevye Vedomosti, a newspaper of Russian business circles, was published before the revolution under the motto: "Profit is above all, but honor is above profit." In the Orthodox-Slavic tradition and ethics, it was considered unworthy to make money dishonestly.

Among Russian entrepreneurs there was a strict division into "venerable" and "irrespectable". The former adhered to an unspoken set of rules that forbade usury, speculation, deception of buyers, etc. It could be both large and small entrepreneurs, merchants and financiers, doing business "in honor and without deceit." The second group included usurers, speculators, dealers, stock market players, etc. This part of the entrepreneurs tried to make money through fraud, deceit, unscrupulous deliveries to the treasury, etc. Despite the ability of some of them to turn big money, the attitude of the "venerable" towards them was contemptuous. They were not allowed into the circles and affairs of the Russian business elite.

In the Slavic-Orthodox mentality, the attitude towards property and entrepreneurship has developed in a very specific way.

Here are some of its main points:

property is not an absolute and eternal good, not an end in itself.

It is temporary and relative. It is only a means to improve life and improve the soul. Therefore, it is of decisive importance how honestly the wealth is obtained;

property implies in a person a moral responsibility before God, people and himself for the righteous state of his soul. Wealth is not a criterion for success in life, the main thing is the inner world, the righteousness of the human soul;

wealth imposes on a person a high moral and social responsibility: the manifestation of mercy, charity, helping the sick and the poor.

The beginning of the 20th century in the Russian Empire was marked by the rapid growth of entrepreneurship. The first steps are being taken to train specialists. The Moscow Commercial Institute and a number of schools are being created. The first professiographic descriptions of entrepreneurial activity appear. In them, along with professional knowledge, much attention was paid to human qualities: honesty, decency, correctness.

During this period, there was an active search for the most progressive ways of socio-economic development of society. A bright trace in the organizational and managerial activities to reform the economic life of the country was left by its prime ministers S.Yu. Witte and P.A.

Stolypin.

Very constructive views on the ways of the country's development were expressed by the outstanding chemist D.I. Mendeleev. A number of provisions of his theory have not lost their significance to this day. Among them: 1) a combination of Western thought with Russian identity; 2) enlightenment and education of the population; 3) development of entrepreneurship and training of entrepreneurial personnel.

Bogdanov. Since 1913, that is, only two years after Taylor's "Management of the Factory", the first volume of his three-volume work "The General Organizational Science (Tectology)" appeared. The author showed that all types of management (in nature, society, technical systems) have fundamentally common features. He also stated one of the key provisions of the system methodology: an organized whole is superior to the simple sum of its parts.

Further development of managerial thought takes place after the October Revolution of 1917. A prominent practitioner and theorist of scientific management was A.K. Gastev. In 1920 he created Central Institute Labor (CIT), who later did a lot in the development of management science. The first in the country psychological laboratory for the organization of labor and management appeared at the CIT.

Gastev created 16 "rules-commandments" for any work, "social engineering" and "the concept of labor attitudes." In his "rules-commandments" he outlined the method of organizing labor. Before doing, - he wrote, - it is necessary to think over, plan, prepare (materials, tools) and develop an algorithm of what to do and for what.

Gastev's "social engineering" was a synthetic science of labor and management.

"The concept of labor attitudes" by Gastev included a number of interrelated provisions: 1) the theory of labor movements in production processes; 2) organization of the workplace; 3) the methodology of rational industrial training; 4) the theory of management processes.

Another well-known management theorist of the 1920s and 1930s was P.M. Kerzhentsev. He created the "theory of the factors of the organization's work efficiency", the "method of self-knowledge and self-control" of the employee, formulated "the three main tasks of the leader". He included in the tasks: what exactly should be done, in what time frame, who is responsible for completing the task.

At the turn of the 50-60s, primarily through the efforts of Academician A.I. Berg, the science of optimal control complex processes - cybernetics. She also considered the problems of increasing the efficiency of human labor.

Attempts were made to improve the system of economic management from the standpoint of cybernetics. However, the rigidly centralized command-and-administrative system that had developed in the USSR became an obstacle to this. government controlled, as well as the monopoly of power in the hands of the organs of the Communist Party.

With the collapse of the USSR (1991), both in Russia and Belarus, the development of management theory receives a powerful impetus.

Today, management is a new major phenomenon in the management of the economies of our countries.

The specialty "management" is studied in many universities of Russia and Belarus.

In less than 10 years, real management schools emerge in Moscow, St. Petersburg and Minsk.

The most prominent modern management theorists are:

in Moscow - V.A. Abchuk, L.E. Basovsky, I.N. Gerchikova, V.V.

Goncharov, P.I. Smirnov, V.A. Razanova, S.V. Shekshnya;

in St. Petersburg - M.K. Tutushkina, G.S. Nikiforov, A.V.

in Minsk - A.A. Brass, N.P. Belyatsky, N.I. Kabushkin, R.S.

Sedegov and others.

3. APPROACHES AND METHODS OF MANAGEMENT

3.1. Modern approaches (concepts) of management Approach is the main (conceptual) idea.

The concept is the underlying theory.

Modern approaches to management have their own characteristics.

They consider management as a multifaceted, complex and dynamic phenomenon, depending on the internal state and external environment of the organization. Such approaches are often called synthetic.

Interpretation and approaches to management Currently, a functional and institutional interpretation of the concept of management has been formed.

Functional interpretation gives an interpretation in the aspect: who are managers?

these are persons, personalities, people with their individual characteristics;

they perform managerial functions;

they are characterized as managers, carriers of managerial work in the organization at the highest or middle level.

The institutional interpretation interprets management as:

management body of the organization (rectorate, directorate, administration), i.e. institution of management of the organization and the collective body;

management of a university, school, gymnasium, firm, company, i.e. organization at the microeconomic (primary) level in the industrial or social sphere.

National approaches to management:

German approach: The most important function of a manager is to make decisions in the production and social sphere of the organization, therefore the person who has the authority and power is the manager of the organization. He is the "bearer" of decisions, as the Germans say.

American pragmatic approach to management:

Management as the implementation of management functions:

planning, organization, command, coordination, controlling, communication, formalization, motivation, innovation, directives, direction, representation, activation, decision making, administration, delegation, etc.

Key provisions of modern management concepts:

1) Rejection of managerial rationalism classical schools management. Accepting that the success of a firm depends on more than just internal factors. Even more important are flexibility and responsiveness to dynamic external factors;

2) Acceptance by management of social responsibility to society as a whole and to people working at this enterprise;

3) The use in management of both systems theory and a situational view of the current situation.

In modern management theory, there are four main approaches: process, system, situational and quantitative.

The process approach considers management as a process consisting of successive interrelated parts, or functions.

Hence the second name of this approach is the “functional concept”. This approach is the main one. It most fully takes into account the specifics of managerial work.

The management process begins from the moment the relationship between the object and the subject of management is established and ends only with their disappearance.

In the classical version, management as a process is considered to consist of four successive parts (functions) that pass into each other (see diagram No. 3.1).

Scheme No. 3.1. Management as a process.

Planning Organization Stimulation Control The activity of a manager consists mainly in the performance of these functions.

The systems approach considers management as a system of interrelated and interdependent elements. Impact in one place inevitably causes a certain reaction in all elements of the system. A systematic approach involves a comprehensive solution to any problems of the organization.

Systems are divided into open and closed.

An open system actively interacts with the external environment. On the one hand, it depends in a certain way on the environment, and on the other

– in one way or another, it affects the environment.

A closed system has rigid boundaries. It is relatively independent of the environment. Its activity is closed on internal phenomena.

The components of the system, in addition to elements, may include subsystems. This happens when the overall system is too complex.

The situational approach in management considers management as a specific situation that requires adequate actions under the circumstances. Since the main link here is actions or deeds appropriate to the circumstances, this approach is sometimes called a business approach, or a “business concept”.

The implementation of the situational approach in management involves a specific algorithm of actions:

1) Determining the specificity (not typicality, features) of the situation;

2) Predicting the possible results of using specific techniques for a given situation;

4) Impact on the main variables.

The quantitative approach in management is management based on the accounting and analysis of a significant amount of data using special techniques. Statistics deals with quantitative indicators. That's why this approach also called "statistical concept".

In modern conditions, special computer programs are used to implement the quantitative approach in management.

They allow managers, relying on the dynamics of specific parameters, to perform various management actions:

planning, organization, correction, stimulation, control, etc.

3.2. Management principles Management principles are the basic laws and rules of management activity.

The formulation of the principles was started by the classics of management at the dawn of its inception. Thus, Taylor identifies four principles of scientific management. Fayol considered fourteen principles in administrative management.

In 1912 The Association of Russian Entrepreneurs has formulated seven principles of Russian business.

1. Respect authority. Power and order are necessary conditions for a successful business.

2. Be honest and truthful. These qualities are the foundation of entrepreneurship, a prerequisite for healthy profits and harmonious relationships in business.

3. Respect the right of private property. Free enterprise is the basis of the well-being of the state.

An entrepreneur must actively work for the benefit of his Fatherland.

4. Love and respect the person. Such an attitude towards a working person gives rise to reciprocal feelings. Under these conditions, a harmony of interests arises, which creates an atmosphere for the development of abilities, encourages people to express themselves.

5. Be true to your word. “Once you lied, who will believe you!” Success in business largely depends on the extent to which others trust the entrepreneur.

6. Live within your means. Do not bury yourself, realistically assess your capabilities.

7. Be purposeful. An entrepreneur must always have a clear goal in mind. Serving Two Masters

unnatural. In striving for a goal, one should not forget moral values.

Modern theorists G. Kunu and S. O'Donnell in their book "System and situational analysis of managerial functions"

consider about fifty principles of management.

Our position is closest to the classification of principles made by T. Pitters and R. Waterman. We will look at eight principles of management, which are the most basic and most modern.

1. Orientation to achieve success: constant search for the best ways to develop the enterprise; the ability to choose the right direction of activity and concentrate on it; the ability to develop adequate methods for solving problems arising in the company.

2. Orientation to the consumer: a clear and precise understanding of the interests of its consumer; respect for the needs of consumers of their products; stimulating each employee of the company to innovate and continuously improve products.

3. Entrepreneurship: cultivation in the company: individual initiative of all employees; decisive, but balanced actions of personnel based on the forecast of consequences; workers' responsibility for their actions.

4. Productivity: supporting the interests and aspirations of employees to create an interesting professional life; continuous staff training; orientation of employees to regular changes related to market dynamics; identification of employees with the company, when each employee is “their own person” for the team.

5. Connection with life: taking into account objective economic laws and a real assessment of the production situation; development of simple and understandable criteria for evaluating the activities of each employee and the company as a whole; regular analysis and necessary adjustment of goals and objectives;

strengthening the organization's links with the external environment; orientation of the organization's activities to the interests of its consumers and society as a whole; the ability to learn from the mistakes of one's own and others.

6. Loyalty to one's work on the basis of: universal values;

mission (philosophy) of the organization; social partnership and mutual benefit; creating an atmosphere of community of interests of the company and staff.

7. Simplicity of structure and management due to: preference for "flat" structures over "high" ones both in the firm itself and in its management; decentralization of management and delegation "down"

a significant part of the power; wide involvement of employees in the processes of creative search and management decision-making.

8. Combination of freedom and responsibility: balance of powers of freedom of action and personal responsibility of employees;

correct in form, but firm in content, exactingness in the performance of one's duties and compliance with professional culture; taking care of the staff on the part of the company; conscious discipline and diligence of workers.

Although theoretical in appearance, the principles of management are very practical. Relying on them in their activities helps managers to work at the level of modern achievements in management science.

3.3. Management methods Management methods are methods of influencing people and phenomena to achieve a specific goal.

When choosing methods (methods) of control, the following requirements should be observed:

purposefulness - i.e. a clear understanding of the goal and movement towards it;

feasibility - i.e. the real achievability of the desired results;

consistency - i.e. taking into account the impact in the relationship of elements;

dynamism - i.e. ability to respond to changing situations;

efficiency - i.e. achieving maximum results at minimum cost.

There are three types of methods: administrative, economic and socio-psychological.

Administrative methods of management are methods of managerial influence through official power.

Administrative management methods have their own specific characteristics and features.

Consider these characteristics:

Mandatory. Administrative methods leave no choice to the subordinate. They directly affect the will of the performer;

Gratuitousness. Execution initially does not provide for promotion. Diligence is considered as a natural phenomenon in the framework of professional activity;

Checkability. Administrative methods are necessarily accompanied by a certain system of control over execution professional duties and specific tasks;

Accuracy. Administrative methods require not the best, but strictly defined execution. After all, often the best seen can turn out to be bad within the framework of a common task.

For example, the engine shop, at its own discretion, produced 5% more engines than the task stipulated. But the bodies were produced exactly according to the instructions. Wheels and other equipment too. And where in this situation to put excess engines?

Within the framework of administrative type methods, several types can be distinguished:

1. Organizational Methods. These include: a) regulating; b) regulatory; c) instructing.

2. Administrative methods. These are methods of operational management - orders, resolutions, orders, instructions.

3. Disciplinary. These are various forms of punishment for improper performance: remarks, reprimands, warnings about misconduct, demotion, etc.

Economic management methods are methods of management through material impact.

The material influence both on the whole organizations and on the individual employee is figuratively called “rule management”.

There are three levels of application of economic methods of management: state, in-plant and personal.

The state level is the economic ways of state influence on a separate enterprise (organization). There are three most common tools of state influence on an enterprise: taxation, financing and government orders.

Taxation can be both regular and preferential.

The latter consists in a reduced rate of taxes on a particular enterprise for a certain period. The state can completely exempt the enterprise from the tax. The regulated tax rate is used by the state to stimulate or reduce the activity of the enterprise.

Often, temporary preferential taxation is used in relation to newly created enterprises. This gives them the opportunity to develop - "stand on their feet." Temporary exemption from taxes is very effective for attracting non-state investments to a country, region or industry, including foreign ones. Such a technique can significantly improve the investment attractiveness (investment climate) of a country, industry or region.

Financing from the state as a management tool can be implemented in two forms. The first one is direct state (including gratuitous) subsidies to the enterprise. The second is preferential (at a reduced rate) bank loans to the enterprise. Usually state-owned banks act as such lenders. But they can also become commercial banks under the influence of the state.

The state order as a management tool is as follows. The state orders the company products in a certain volume and assortment. Thus, marketing and sales issues are resolved automatically. The state can afford to accept a high level of prices, to make an advance payment. As a rule, the state order is very beneficial for the enterprise. In fact, this is the form state support the last one.

The second level of application of economic methods of management is in-house. In fact, these are methods of economic management of the structural divisions of the enterprise - workshops, departments. The most popular model in the recent past in this context was the "economic calculation" model.

The cost accounting model established the boundaries of competence in the distribution of material resources between departments and the management of the enterprise as a whole. The guild had the right to keep a predetermined percentage at its disposal from the income and profit it received.

The cost accounting model also included other elements.

The main ones are the following:

a) assigning resources to departments;

b) operational and economic independence of units;

c) leaving at the disposal of the divisions a part of the profits received;

d) economic sanctions for improper fulfillment of general plant obligations and tasks.

The third level of application of economic methods of management is personal. Its main tool is individual material incentives for staff. Ways of economic (financial) influence within the framework of incentives can be: salary increases, the establishment of allowances, bonuses, payments, benefits, etc. Fines, salary cuts, complete or partial deprivation of bonuses, etc. can be used as economic punishment.

Socio-psychological methods of management are methods of management through social and psychological influence.

Social impact is aimed at the staff of the enterprise or its subdivisions. The psychological impact is individual.

Thus, socio-psychological methods have two levels of application - collective and individual.

The collective level is the ways managerial influence enterprises on their employees by providing them with certain social benefits.

Types of social benefits can be:

a) Social infrastructure of the enterprise: kindergarten, clinic, dispensary, stadium, sports hall, recreation center, etc. Of course, for their employees, the prices in these social facilities are several times lower than in similar citywide ones;

b) Working conditions at the enterprise - modern premises, equipment, good lighting, low noise level, convenient tools, etc.;

c) Conditions for improving education and professional qualifications - the presence of training centers at the enterprise or the encouragement by the administration of distance learning in universities and technical schools;

d) Cooperation between the administration and trade unions in matters of upholding the interests of workers.

Individual application level socio-psychological management methods are ways of managerial influence of managers on the psychology of employees.

The use of psychological management methods implies a fairly deep knowledge on the part of managers of both general psychology and inner world each of his subordinates.

Specific methods of influence that are effective in relation to one person may be completely inapplicable to another.

Individual approach to employees;

Psychological comfort of each employee;

Professional etiquette in relations between employees;

Psychological climate in the production team.

3.4. Management Models

The manager's impact on the control object is often unpredictable. You may not get the desired effect at all. To avoid managerial mistakes, modeling is used. The situation is first studied on models, and only then - in reality.

Management models are a representation of a control object in some other form for the purpose of its study and experimentation.

Thus, it is possible to formulate the goals of modeling:

Study of the control object on simplified analogues;

Experimentation where it is impossible or undesirable in reality.

In modern management, there are three main types of models - physical, analog and mathematical.

A physical model is a reduced or enlarged copy of a control object.

For example, a production team of several people can act as a model for a large team. On them, one can experimentally test certain new methods of managerial influence. In this case, if necessary, you can make corrections and adjustments.

The analog model of management is the use of another object that differs from the object of management under study, but behaves in a similar way.

The mathematical model of management is a description of the properties and a study of the response of the control object using mathematical formulas and calculations.

In management practice, a number of types of modeling are used.

Let's take a look at five of the most common.

Game modeling. It includes play or imitation forms. To do this, a certain probable situation is set for the purpose of training or testing personnel. It can also be a group game to find a way out of a given problem situation.

Analytical modeling. To study the control object, analysis is very effective: systemic, economic, statistical, etc. System analysis reveals the influence of specific variables on the state of the system as a whole. Economic analysis allows you to evaluate costs, benefits, efficiency and other parameters. Statistical analysis makes it possible to see the directions and types of dynamics of certain processes, etc.

Queuing Modeling. It creates a control scheme for complex multi-volume diverse flows affecting a large number of things and people. These can be different distribution queues or sequences of actions. This scheme allows you to determine the optimal number of service channels in relation to the need for them. They are used to optimize the costs of production, trade, services. The model takes into account the following factors: the rhythm of the change in the number of orders;

the likelihood of increased influx; ways to reduce waiting costs; ways to improve service.

Examples of using queuing models: queue for computer data calculation; waiting for the equipment repairman; queue of trucks for unloading at the warehouse; checkout line.

However, it should be borne in mind that significant time losses in the queue are dangerous. Customers can choose another partner.

Inventory management modeling. It can be used to create an optimal inventory and resource management reserve. The goal is to ensure the continuity of production. But at the same time, do not create "overstocking" with raw materials, spare parts, tools.

This model allows you to determine the time of placing orders for resources, their quantity, volume finished products in warehouses. At the same time, the costs are significantly reduced: for the organization of purchases; for storage of stocks; to customer failures when stocks are depleted. The inventory management model is actively used by logistics.

Computer modelling. Its essence is to create special algorithms of actions in the development of certain processes.

With its help, you can control and adjust the specified parameters. That is, to actually manage, including complex processes and systems.

Programming problems usually consist in finding the maximum or minimum of some function. This takes into account the restrictions on the available variables.

The considered approaches (concepts), principles, methods and models of management form the basis of the science of management theory. Their knowledge and correct application is an indispensable condition for the effectiveness of the modern manager.

4. MANAGEMENT FUNCTIONS

4.1. The concept of functions Function as a concept arises in the process approach to management. In this concept, management is considered as a process consisting of successive interconnected parts of functions.

The management function is component managerial work.

In the development of scientific management theory, managerial work was broken down into four functions: planning, organizing, stimulating and controlling. They began to be called classical functions (see Scheme 1).

–  –  –

Today's classification of management functions:

classical, modern (basic), binding, special, auxiliary.

The classic functions of management are planning, organizing, stimulating and controlling.

The development led to the formation of modern management functions. They were: forecasting, coordination, motivation and controlling. In fact, each of the classical functions has been enriched with its own pair. The existing four pairs of functions (classical plus modern) can be called the main functions of management.

Let us now represent the latter on the vector of the control process (see Fig.

–  –  –

There are two connecting functions of management: communication and management decision-making. They got their name because, as it were, they interconnect all the main functions.

There can be many special management functions. Let's name the most common of them. This is the management of the main or auxiliary production, logistics, marketing, sales, innovation or investment projects, finance, real estate, resources, etc. The list of special features can go on and on.

This topic will be discussed in more detail in § 4.8.

Unlike the previous group, there is only one auxiliary function of management so far. This is consulting. V.F.

Morozov defines consulting as a process of advising a manager by specialists in the course of developing managerial decisions and developing complex projects. In the course of management, the manager constantly encounters problems for which he does not have enough information and competence. This is where consultants are needed, although the last word still remains with the leader.

The relationship of all management functions is presented by us in Scheme 3.

–  –  –

4.2. Forecasting and planning Despite the fact that planning as a classical management function appeared before the modern function of forecasting, in practice, forecasting precedes planning.

Forecasting is the process of studying the prospects for the development of an organization and its external environment.

Forecasting is the basis for developing an enterprise and industry development strategy. It is the forecast indicators and the factors of the main influence on them that form the foundation of the strategy.

The most important problem of predicting the reliability of the results, which is not easy. Poor quality forecasting can lead the company to lag and bankruptcy.

For example, the Microsoft company of B. Gates today firmly occupies the position of the world leader in computer software.

But the company's management not only actively introduces its developments into every corner of the global computer network Internet. It closely monitors not to miss the next technological round. Otherwise, you can quickly become an outsider.

Modern management theory has quite effective methods of foresight. The main ones.

The Delphi method is named after its creator. Its essence lies in certain techniques and algorithm of actions. 5-7 highly qualified experts are invited to work on a complex and important forecast. Each of them, independently of each other, performs "option 1" of a given forecast. The experts then get together and publicly discuss the presented “option 1” of each. All arguments and objections are heard and discussed. After that, the experts disperse, and again work separately, independently of each other. Each of them independently develops a "variant 2" forecast. Then again follows the joint "discussion 2". This continues until “option N” appears, which does not contain fundamental disagreements between experts. This will be the forecast using the Delphi method.

scripting method. A scenario is a description of the future, which outlines the possible course of events and the degree of its likelihood. The scenario defines the main factors to be taken into account. Several alternative scenarios are being drawn up. The latter is a predictive characteristic of the future. The most likely scenario is indicated.

Scenario forecasting allows: to better understand the situation and its evolution; evaluate potential threats; to identify favorable opportunities and find optimal directions of activity.

heuristic methods. They are inseparable from the person making the prediction, that is, they are largely subjective. The forecaster can use both formalized methods (sociological, statistical, etc.) and intuitive ones. The latter rely on the experience and imagination of the forecaster.

extrapolation methods. These are linear methods that take into account existing trends and the pace of their dynamics.

Psychological methods. To attract attention and better understanding, psychologists often present them with a certain amount of humor, in the form of peculiar laws.

For example. “If something bad can happen, then it will certainly happen.” Or "if there are several possible options for events, then the worst will happen."

These examples are not a product of pessimism. Their meaning is different. A person, and even more so a manager, should not be passive. He cannot afford to expect that "the problem will resolve itself."

You should take an active position. Circumstances must be created and regulated, but not letting them take their course.

By duration, forecasts are divided into: short-term, medium-term and long-term. Usually the degree of reliability is highest in the former.

Planning is a process of making decisions in advance; optimal distribution of resources to achieve the goals; activities (a set of processes) associated with setting goals (tasks) and actions in the future.

There are several types of plans: strategic, current, tactical, operational, projects (see diagram 3).

Scheme 3. Types and origins of plans.

Forecasts Development goals of the organization

–  –  –

Tactical Operational plans Strategic planning is the process of developing an organization's development strategy for the future. The end result is the approval by the management of a specific document - a long-term plan, concept, development program.

The strategic plan contains: implementation of the general policy of the enterprise; general direction of activity; priorities;

distribution of resources. It usually covers 3-5 years.

Characteristic features of the strategy: top managers develop the strategy, and carry out all levels;

must respond to the perspectives of the organization, not to individuals;

must be scientifically substantiated and based on large-scale studies of the external environment;

designed for the long term, but must be flexible.

Management actions within the framework of strategic planning:

distribution of internal resources; adaptability to the external environment;

internal coordination should be achieved taking into account strengths and weaknesses; the ability to learn from past decisions, to predict the future.

Stages of strategic planning:

Stage 1: assessment and analysis of the external environment, i.e. accounting process external factors to identify opportunities and threats for the firm

– economic factors (inflation, exchange rate, tax rate, employment rate);

- political and legal factors (changes in legislation, changes in the attitude of the government to any area, changes in attitudes towards competition);

– market factors (demographic factors);

– technological factors;

– international factors (price for oil, gas, exchange rates);

- factors of competition;

- factors of social behavior.

Stage 2: managerial survey of strengths and weaknesses, i.e. methodological assessment of various functional areas of the organization in order to identify its strengths and weaknesses in comparison with competitors.

For a business organization, these areas are:

marketing (market share, competitiveness of products, quality and range of products, consumer interests, development of new products, pre- and after-sales service, sales efficiency, advertising, promotion of goods);

finance (solvency and financial stability, liquidity) production (cost reduction);

human resources (number of personnel, remuneration system, competence);

culture and image of the corporation (atmosphere and climate in the organization, customs);

image of the company, the impression that is formed by the company itself, as well as the public.

Stage 3: Exploring strategic alternatives:

Limited growth, i.e. setting goals from 1) achieved, adjusted for inflation (mature industries, established technology, successful company);

Growth, i.e. a significant increase in goals compared to 2) the previous level - 6-7% growth. In industries where technology is changing rapidly. Growth can be internal (an increase in the range of goods and services) and external (the company moves into new industries);

reduction (last resort strategy);

3) liquidation;

cutting off excess (sale);

downsizing and reorientation;

A combination of several previous alternatives.

4) Stage 4: choice of strategy. Factors influencing the choice of strategy:

risk; knowledge of past strategies; response to owners; time.

Implementation of strategic decisions: 1. Tactical plans. They are developed in the development of the strategy. The tactics are designed for more short term, is developed by middle links. The results of the tactics appear quickly. 2. Policy - development of additional guidelines for achieving goals. This is a general guide for making decisions. 3. The procedure describes the actions to be taken in specific situations (instruction). A person acting according to a procedure has few alternatives and little freedom. 4. Rules exclude freedom of choice and are intended for specific situations.

The tactical plan reflects the development of the enterprise for a shorter period. Usually it is one year. This plan stems from a strategic one.

The operational plan is usually drawn up for one month.

Of course, it proceeds from the tactical plan and operational tasks of the enterprise (workshop, department).

A project is a plan for the implementation of a single activity.

Examples of such activities are listed above.

The development of complex projects (innovation and business plans) is usually not the responsibility of organizations themselves. For this, specialized (design, consulting) firms are hired.

The theory and practice of management offer modern approaches to planning: management by objectives; a dedicated planning team; decentralization; new planning paradigm.

Let's consider them.

Management by Objectives (MBM) is a planning method that involves setting goals for each department and employee, as well as monitoring and controlling their implementation.

An effective process of the UOC consists of the following algorithm of actions: 1) setting goals; 2) development of action plans; 3) control over the movement towards the goal; 4) performance evaluation; 5) adjustment of goals.

A dedicated planning group is made up of several line managers brought together to develop strategic plans. They carry full responsibility for the planning process in the company.

Western studies show that since 2000 such groups have been created in every third firm.

Decentralization of planning is the allocation of specialist planners to departments to help them develop their own plans. This practice allows you to smooth out possible contradictions between planners and other employees. Indeed, in this case, the plans are developed by those who are “doomed” to fulfill them, and not by the “tops”.

For example, R. Larsen, executive director of the international company Johnson & Johnson, says: “The easiest way to spoil the mood of employees is to release some kind of cunning plan from the central office.”

The new planning paradigm includes four components:

1) acceptance by each employee of the mission of the organization; 2) audacity (ambitiousness) in setting goals; 3) creating an environment that encourages employees to experiment and learn; 4) the transformation of the principle of continuous improvement in the meaning of life.

4.3. Organization and coordination Organization is the process of arranging resources in time and space, and determining how they interact.

In the concept of "organization (organizational activity)" management theory distinguishes three elements: the rule of manageability, the formalization of management and the management structure.

The manageability rate is a definition of the number of employees that one person can manage personally.

Management practice empirically (based on long experience) came to the following. One leader can devote enough time to each subordinate, if there are no more than ten.

Modern management theory defines the controllability rate by the following formula HY = 7 2.

The optimal number of subordinates for one leader is seven. If the nature of the work is simple, this figure can be increased by two. If the work is difficult, the manager should pay more attention to each of the subordinates, then their number should be reduced by one or two people.

Formalization of management is the establishment of the relationship of authority and responsibility between employees in writing. The latter can be stated in instructions, orders, standards.

Linear accountability of employees and managers is called the "chain of command".

The line of authority from superior to inferior is defined as a "scalar chain".

The formalization of management assigns authority not to a person, but to a position. This is a fundamental, key point. This is the meaning of formalization.

The management structure is a diagram of the management hierarchy of an enterprise.

Management structures are of two types: high and flat.

High (pyramid) structures have three or more levels of management hierarchy (see Chart 4).

–  –  –

High structures have a number of significant drawbacks: a large number of administrative staff; shifting responsibility on each other; inefficiency in decision-making;

Flat management structures have only two levels of management hierarchy (see diagram No. 5).

Scheme 5. Flat management structure.

–  –  –

These structures are spared from the shortcomings noted above for pyramidal structures. The objection that the firm would become unmanageable if the president fell ill is easily dismissed. In this case, his operational responsibilities are temporarily transferred to the first manager. Modern means connections allow the president of the company to go on a business trip painlessly for management.

High structures are characterized by the centralization of power. All more or less significant decisions are made at the upper levels of the hierarchical ladder.

Flat structures are associated with the decentralization of power.

A significant part of the powers and rights in decision-making are delegated to the lower level of management. Therefore, lower-level managers must be sufficiently qualified to effectively use the authority delegated to them.

Actually organizational activity has its own characteristics, patterns, stages.

Its algorithm looks like this:

1) formulation of the company's goals and development forecasts;

2) setting goals and defining types of activities;

3) distribution of resources in space and time (in dynamics);

4) creation of an adequate structure of both the firm itself and its management without unnecessary levels, sufficient to solve the tasks set);

5) distribution of powers and specification of responsibility.

No matter how skilled or organizational activity, it is impossible to foresee everything many steps ahead.

Therefore, in the course of action, there is constantly a need to correct, clarify something. And then the organization (as a function) is supplemented by coordination.

Coordination is the regulation of the interaction of resources in the process of achieving the goal. The following resources may be included in regulatory activities: human, material, financial, time, etc. The manager identifies "bottlenecks" and "reinforces" them with personnel, equipment, money, etc. This may simply be providing additional time to solve the tasks, that is, the coordination of a temporary resource.

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1 Sklyarova E.E. MANAGEMENT EDUCATIONAL AND METHODOLOGICAL COMPLEX WORKSHOP ON MANAGEMENT: collection practical work and business games. majoring in Economics and Accounting (by industry) Voronezh 2013

2 LBC An electronic educational and methodological complex for the discipline "Management" was prepared as part of the implementation of the methodological problem of the college "Modern approaches to educational processes in the context of the transition to the Federal State Educational Standards of Higher Education", focused on a qualitatively new level of professional competence, implemented in the GOBU SPO of VO "VGPEK". Sklyarova E.E. Management: educational and methodical complex. Part 4. Workshop on management: a collection of practical work and business games: for the specialty Economics and accounting (by industry). Voronezh State Industrial and Economic College, p. This publication is part of the educational and methodological complex in the discipline "Management". This part of the teaching materials provides methodological recommendations for conducting classes for teachers, methodological recommendations for students on the implementation of practical tasks, a methodology for solving a practical task. In accordance with the work program of the specified discipline, given in the normative block of this teaching material (part 1), each topic includes practical work, including various forms of tasks, with instructions for their implementation and business games, which allows the teacher, depending on the number of hours allotted curriculum educational institution, the level of preparation and activity of the study group, replace some forms of practical tasks or supplement them with business games. An addendum to this guide is workbook for practical work, designed for independent work of students in the classroom and at home directly on its pages. The textbook is intended for teachers conducting training sessions in the discipline in secondary schools and students studying in the specialty "Economics and Accounting (by industry)" of the enlarged group "Economics and Management". Reviewer: Head of the Department of Management Systems and Energy Economics, Novosibirsk State Technical University, Candidate of Economic Sciences, Associate Professor S.S. Chernov Published by the decision of the Methodological Council of the Voronezh State Industrial and Economic College Voronezh State Industrial and Economic College,

3 TABLE OF CONTENTS: FOREWORD... 5 METHODOLOGICAL RECOMMENDATIONS FOR CONDUCTING CLASSES FOR TEACHERS... 6 METHODOLOGICAL RECOMMENDATIONS FOR PERFORMING PRACTICAL WORKS FOR STUDENTS... 8 TOPIC 1: ESSENCE AND CHARACTERISTIC FEATURES OF MODERN MANAGEMENT... 9 Business game Shipwrecked 1. Shipwrecked ... 9 TOPIC 2: EXTERNAL AND INTERNAL ENVIRONMENT OF THE ORGANIZATION. ORGANIZATION STRUCTURE Business game 2. Formation of an organization model TOPIC 3: MANAGEMENT CYCLE Practical work 1. Analysis of the enterprise management cycle Business game 3. Basic managerial functions THEME 4: PLANNING IN THE MANAGEMENT SYSTEM Practical work 2. Determining the mission of the organization using the example of a specific situation Practical work 3 Building a tree of organization goals on the example of a specific situation AND NEEDS Practical work 6. Authority and responsibility. Personnel motivation.. 30 Business game 6. Personnel motivation Business game 7. Evaluation of employees' motivational behavior TOPIC 7: SYSTEM OF MANAGEMENT METHODS. SELF-MANAGEMENT Practical work 7. Choosing the most effective methods of managing an organization Business game 8. Quantitative assessment of managerial activities TOPIC 8: SYSTEM OF COORDINATING RELATIONS AND COMMUNICATIONS IN ORGANIZATION Practical work 8. Using attraction techniques when working with subordinates Business game 9. Communication in an organization

4 TOPIC 9: MANAGEMENT AND BUSINESS COMMUNICATION...46 Practical work 9. Drawing up a plan for a meeting on the example of a specific situation...46 Practical work 10. Drawing up a plan for negotiating on an example of a specific situation...47 Business game 10. Active listening ...50 Business game 11. Conducting a business meeting...52 TOPIC 10: CONTROL AND ITS TYPES...55 Practical work 11. Drawing up a plan-scheme of control...55 Business game 12. Calculation of indicators of economic efficiency of management. 56 TOPIC 11: SELF-MANAGEMENT...60 Business game 13. Inventory of working time...60 TOPIC 12: DECISION-MAKING PROCESS...62 Practical work 12. Making managerial decisions in specific situations...62 Practical work 13. Making managerial decisions decisions in production situations and their effectiveness ... 65 Business game 14. Making a managerial decision, taking into account limiting factors ... 70 Business game 15. Development of managerial decisions by the method of collective generating ideas...71 TOPIC 13: MANAGING CONFLICTS AND STRESS...73 Practical work 14. Solving a given conflict situation...73 Practical work 15. Preventing stressful situations in the workplace...78 Business game 16. Swan, cancer and pike...80 TOPIC 14: GUIDANCE: POWER AND PARTNERSHIP...83 Practical work 16. Determining the management style according to the "Management Grid" in a given situation...83 Practical work 17. What kind of leader are you?...88 Business game 17. Partnership in the process of personnel management ... 90 Business game 18. New leader ... 91 LIST OF LITERATURE AND SOURCES ... 93 APPENDIX 1. Examples of job descriptions for managers ... 94 APPENDIX 2. Situational test for practical work APPENDIX 3. Psychological tests

5 FOREWORD Management is the science of rational organization management of the company, aimed at entrepreneurial success. In the context of the country's transforming economy, the most important task is the formation of a flexible system of economic management, especially at the enterprise level. There is a growing need for leaders capable of entrepreneurship, risk, and competition. When training specialists in the organization of management in any field of activity, it is necessary to study a separate course aimed at considering the problems of management theory, the laws and patterns of purposeful activity of people in the management process. The importance of knowledge systems is growing, allowing not only to manage current affairs in a timely and high-quality manner, but also to predict the development of events and, in accordance with this, develop a strategy, market policy of organizations that serves as a support in setting goals and implementing management practices. The purpose of this manual is to form certain practical skills and abilities of future specialists in accordance with the new requirements of state standards. The purpose of this textbook is to help future managers (mid-level managers) gain knowledge in the field of management and related economic and social sciences, form and strengthen certain skills in managing an organization and personnel, create the basis for the formation of an integral management concept, tactics and strategy for effective management in the future. management. Practical work is one of the elements of the educational process aimed at training highly qualified specialists. The implementation of practical work contributes to the consolidation and deepening of the theoretical knowledge of students and allows students to develop the skills to apply this knowledge in practice when analyzing and solving practical situations using the example of real enterprises. In the process of creative interaction between a student and a teacher, the personality of a future specialist is formed, the ability to solve actual problems of future professional activity develops, to navigate independently and work with scientific literature. Particular importance in the implementation of practical work is given to the study and generalization by students of practical experience in organizing and implementing enterprise management in modern conditions, domestic and foreign models of enterprise management. All this improves the efficiency of the educational process. These guidelines are intended for students performing practical work in the discipline "Management" in the specialty Economics and Accounting (by industry). Methodological instructions are drawn up in accordance with the curriculum, work program. An addition to this workshop is a workbook for practical work, which facilitates the process of explaining the assignment and is intended for students to enter answers to practical work assignments. The workbook contains specific gravity each task in the implementation of practical work, which allows using the rating system for assessing students. five

6 METHODOLOGICAL RECOMMENDATIONS FOR LESSONS FOR TEACHERS This workshop is part of a set of control and evaluation tools designed to monitor and evaluate the educational achievements of students who have mastered the program of the academic discipline OP.03. MANAGEMENT. Practical work is one of the main elements of the educational process aimed at training highly qualified specialists, because contributes not only to the consolidation and deepening of the theoretical knowledge of students, but also allows students to develop the skills to apply this knowledge in practice when analyzing and solving practical situations using the example of real enterprises. As a result of mastering practical classes, a student must acquire a certain set of skills established by federal state educational standards (Table 1). Table 1 The results of mastering the discipline to be checked Learning outcomes (learned skills, learned Current con- Types of certification Main indicators for evaluating results Current control of knowledge) troll U1 use in practice the methods of planning and organizing the work of the unit practical work 2, 3, 11 U2 U3 U4 U5 U6 analyze the organizational structures of management; carry out work to motivate the work of personnel; apply business and managerial communication techniques in professional activities; apply effective solutions using a system of management methods; take into account the features of management in the field of professional activity. about the department, job description, staffing, etc.) the choice of the organizational structure of management, taking into account the profile of the enterprise, the choice of methods for stimulating personnel in specific projects practical situations demonstration of the ability to apply the techniques of business and managerial communication in specific practical situations the choice of an effective solution in specific practical situations modeling prof. activities taking into account the peculiarities of management practical work 4, 5 practical work 6 practical work 8, 9, 10 practical work 7, 12, 13 practical work 1, 14, 15, 16, 17 student's portfolio, including the availability of relevant practical work, presentations with reports completed homework, tests, grades for active participation in the classroom, creative tasks; performance of tasks in the workbook for SIW; exam Each practical work is designed for 2 classrooms. hours. In general, the workshop was formed on the basis of the work program of the discipline, designed for 64 hours (Table 2). Table 2 Volume of the discipline "Management" and types of study work Type of study work Volume of hours Maximum study load (total) 96 Mandatory classroom study load (total) 64 including: laboratory classes - practical classes 34 tests - course work(project) - Independent work of the student (total) 32 6

7 Practical exercises are based on the analysis of specific situations. Situations and tasks are selected in such a way as to combine theory and practice within the framework of the topic of the curriculum of the discipline program. Individual situations are provided with detailed questions, the discussion of which is very useful for students. The student, as it were, gets used to the role of a manager who needs to analyze or solve a problem, do it on his own, using the conceptual side of the theory and his practical experience. Situations are peculiar tasks, which are characterized by uncertainty. In some of the situations presented, there is no clearly formulated condition, there is only a description of the circumstances, based on the analysis of which a reasonable solution to managerial problems should be developed. To consolidate and update the theoretical knowledge necessary to perform practical work, students are invited to solve a crossword puzzle or evaluate the correctness of the above statements. Depending on the number of hours allocated by the curriculum of the educational institution, the level of preparation and activity of the study group, the teacher can replace some forms of practical tasks or supplement them with business games given in this study guide for each topic of the work program. Classroom analysis of situations assumes that the teacher at the previous lesson names the topic within which the situations will be used, recommends basic educational and additional literature. At the beginning of the lesson, the teacher explains the goals of its conduct and determines the content of the lesson, conducts current control on the topic, divides the student group into working, target, expert subgroups, sets each subgroup a specific task, gives the floor to offer their own solutions, which creates the basis for an exchange of views and free discussion on the topic. After discussing each situation or solving a specific problem, the teacher analyzes and evaluates the quality of the answers, their theoretical depth, the originality of the argumentation, logic, justifies correct solution proposed task. In conclusion, the teacher sums up the general results of the lesson, draws the attention of individual subgroups to issues that require deeper theoretical study and practical assimilation. Answers to situations and other practical tasks, as well as the performance of creative tasks, are recorded by students in a workbook for practical work, developed in accordance with this textbook. The workbook is an addition to this manual and is a didactic complex designed for independent work of students in the classroom and at home directly on its pages. The criteria for evaluating the performance of practical work are: - the use of modern approaches to managing an organization in solving a problem situation or a practical task; - reliance in decision on personal or described managerial experience; - reasonableness and reasoning of the answer; - consistency of the proposed solution with the value orientations declared by the student. 7

8 METHODOLOGICAL RECOMMENDATIONS FOR THE PERFORMANCE OF PRACTICAL WORKS FOR STUDENTS The solution of practical situations (cases, situational tasks) is a type of student's independent work to systematize information in the framework of setting or solving specific problems and applying the acquired knowledge in practice. This type of independent work is aimed at developing thinking, creative skills, assimilation of knowledge gained in the course of active search and independent problem solving. This allows the student to learn to see, set and resolve both standard and non-standard tasks that may arise in the future in professional activities. When solving a practical situation, students should: 1. present an argument about the need for additional data and sources for obtaining them; forecasts regarding the subjects and/or causes of the situation; 2. demonstrate the ability to use a systematic approach, situational approach, breadth of views on the problem; 3. prepare an action program aimed at implementing, for example, an analytical method for solving a problem: analyze all available data, turn them into information; define the problem; clarify and agree on goals; put forward possible alternatives; evaluate the options and choose one of them. When performing the task, one should adhere to the following methodology for solving practical problems (cases and situations). It is advisable for students to offer the following most complete "typical" scheme of preliminary preparation for the analysis of a specific situation 1: 1. Generalization. A short, clear and precise statement of a fact or event in a situation, an assessment of the result of the development of the event. 2. Formulation of the problem. A brief summary of the problem without symptoms and a ready-made solution. 3. Participants of events: people, their characteristics and statements; characteristics of organizations. 4. Chronology of events. Can be presented in the form of a table (yesterday, today, tomorrow). 5. Conceptual questions. They require the study of a lecture on the topic of a practical lesson or an independent study of the problem. 6. Alternative solutions. Possible, according to the student, directions of action are listed. Arguments are given and each alternative is evaluated. Possible positive and negative consequences of the choice are assumed. The best option for resolving a particular situation is selected. 7. Recommendations. It is necessary to motivate the course of action chosen by your subgroup or by you personally, leading to the resolution of the problem, and explain the reasons and rationale for its choice. 8. Plan of action. The direction, course of action and specific steps to implement the chosen course should be described, as well as assess whether the problem has been resolved. 9. Correction of the action plan. After submission of all action plans of the working subgroups, adjustments are made, if necessary, own plan and course of action. The following are responses to the teacher's comments. 10. Elimination of bottlenecks. It is necessary to assess the correspondence between the personal vision of the situation and the analyzed facts of the situation, identify gaps "bottlenecks" in the theoretical knowledge of the course and practical skills and abilities and strive to eliminate them with the help of a teacher, students of other working subgroups and independent study of management problems. 1 Levina S.Sh., Turchaeva R.Yu. Workshop on the course "Management" Rostov n / a: Phoenix, C

9 TOPIC 1: ESSENCE AND CHARACTERISTIC FEATURES OF MODERN MANAGEMENT Business game 1 SHIPwrecked 2 The purpose of the game is making a group decision, analyzing, modeling the situation when solving a group problem; relationships among participants, leadership and dominance in the group. Rules: Each member of the group is given the following instructions and asked to complete the task within 15 minutes. You are drifting on a yacht in the South Pacific. The fire destroyed most of the yacht and its cargo. The yacht is slowly sinking. Your location is unclear due to the failure of the main navigational instruments, but you are approximately a thousand miles southwest of the nearest land. Below is a list of 15 items that remained intact and undamaged after the fire. In addition to these items, you have a sturdy inflatable life raft with oars, large enough to support you, the crew, and all the items listed below. The survivors' possessions are a pack of cigarettes, several boxes of matches, and five one-dollar bills Objective: Rank the 15 items listed below according to their survival value. Put a 1 for the most important item, a 2 for the second most important, and so on up to the fifteenth least important to you. Do an individual assessment first, then a group assessment. Next, evaluate the result according to the standard presented by UNESCO experts. The results are recommended to be entered in the table: Name of the subject Individual assessment Group assessment Standard 1. Shaving mirror. 2. Canister with 25 liters of water. 3. Mosquito net. 4. One box of army rations. 5. Maps of the Pacific Ocean. 6. Inflatable pillow. 7. Canister with 10 liters of oil and gas mixture. 8. Small radio. 9. A chemical that repels sharks m 2 of an opaque film of rum with a strength of m nylon rope. 13. Two boxes of chocolate. 14. Fishing tackle. 15. Sextant. Annex to the exercise "Shipwrecked" Experts believe that the main thing for the shipwrecked in the middle of the ocean is what can attract attention to them, and what can support their existence until help arrives. Navigational instruments and lifeboats are of no particular importance. Even if a small life raft can swim to the nearest shore on its own, the necessary food supplies will not fit on it. Therefore, a shaving mirror and a can of combustible mixture are of paramount importance. Both are possible 2 Modeling and group decision situation proposed by Kjell Rudestam 9

10 to use for signaling. Less important are supplies of water and food, such as a box of army rations. The information given below obviously does not list everything. possible ways use of the item, but rather indicates how important the item is to survival. 1. Shaving mirror. An important means of attracting the attention of the air rescue service. 2. Canister with 10 liters of oil and gas mixture. An important signaling device: A flammable mixture will stick to the surface of the water, where it can be set on fire with matches and dollar bills. 3. Water canister. It is necessary to replenish the loss of fluid in the body as a result of sweating, etc. 4. One box of army rations. Basic power supply m 2 opaque film. Can be used to collect rainwater and to protect against bad weather. 6. Two boxes of chocolate. Reserve power supply. 7. A set of fishing accessories. Ranked below chocolate because "a tit in the hand is better than a pie in the sky". You still need to catch the fish with a nylon rope. With a rope, you can tie the necessary things so that they do not fall overboard. 9. Swimming cushion. If someone gets overboard, it can be used as a life-saving aid. 10. Chemical Shark Repellent Roma 80 strength. This strength is sufficient to use rum as an antiseptic in case of injury. In all other respects it is useless. Ingestion of rum can cause dehydration. 12. Small radio. Has no value as there is no transmitter. 13. Maps of the Pacific Ocean. Useless without navigational aids. 14. Mosquito net. There are no mosquitoes in the middle of the Pacific Ocean. 15. Sextant. Useless without navigation tables and a chronometer. The main reason to prioritize signaling over life support (food and water) is that without signaling, there is virtually no chance of being seen and rescued. Practice shows that in most cases, rescue occurs within the first one and a half days after the disaster, and during this time you can survive without food and drink. 10

11 TOPIC 2: EXTERNAL AND INTERNAL ENVIRONMENT OF THE ORGANIZATION. ORGANIZATION STRUCTURE Business game 2 FORMING ORGANIZATION MODEL The purpose of the lesson is to develop students' abilities for independent work on the formation of an organization model, identifying and analyzing factors that affect the effectiveness of its activities, including such as: organizational structure; planning and quality control system; making managerial decisions in a limited time; interpersonal relationships. Task: You are a small firm that "produces" words and "packages" them into meaningful sentences (in Russian). Market research has shown that sentences of 3-6 words (including function words) are in demand. So "packaging, shipping, and selling" should target 3-6 word sentences. This "industry" is characterized by strong competition. Several new firms have just entered an expanding market. Since raw materials, technology and prices are industry standard, your competitiveness depends on two factors: 1) production volume; 2) product quality. Thus, the main task of the subgroup is to create an organization so that it works as efficiently as possible during 10-minute production cycles. Between cycles, you will have the opportunity to reorganize. Before the start of each cycle, you will receive the source material - a word or phrase. Its letters serve as the raw material for the production of new words that are packaged into sentences. For example, from the word "crocodile" you can make the phrase "an idol gave birth to a stake." Before starting the production cycle, you should carefully study the rules of production. Work order: 1. Two Heads of the Quality Council are invited from a group of students in advance. They receive production rules and get acquainted with them. 2. A group of students is divided into subgroups (4-6 people), which form small firms for the production of words. 3. Preparation (20 min) - familiarization with the tasks of the lesson and the task, production rules and evaluation of results in the Quality Council. The Council consists of representatives of all manufacturing companies, Council Leaders and a teacher. At the end of the independent study of the rules by the manufacturers, the leaders of the Quality Council bring to them the most important rules, pay attention to the main criteria for assessing the quality of the product. 4. Modeling according to the following algorithm. Step 1 (10 min). Members create organizations. Questions for participants: What are the objectives of your organization? How will you achieve them? How will you plan your work? What division of labor, power and responsibility is most appropriate for your goals, objectives and technology? eleven

12 Which team members are best suited for which tasks? Each subgroup nominates one representative to the Quality Council (the rules for evaluating results in the Quality Council are given below). Step 2 (10 min). First production run. All subgroups receive the original material, ie. two sets of letters for two production runs (the original set must consist of letters). The countdown starts. 1 minute before the end of the cycle, the teacher warns about the remaining time. At the command of the leader, the work stops. The representative of the group must present the results of the work to the moderator within 30 seconds for participation in the Quality Council. Step 3 (15 min). The Quality Council checks the quality of products and reports the results. The participants analyze the work organization of the first cycle and reorganize the firm for the second production cycle. Step 4 (10 min). Second production run. The loop is performed similarly to step 2, but with a new initial set of letters. Step 5 (15 min). The Quality Council checks the quality of products and reports the results. Participants analyze the organization of work during both cycles and prepare short reports on various aspects of the organization of their firms; analysis (60 min); representatives of each subgroup make a report on the results of the work, they are discussed. Questions for preparing reports and conducting discussions: What organizational structure (culture, leadership style, decision-making methods) did your company have during the first production cycle? Was she effective? Why do you think so? (The same question applies to all analyzed parameters listed in brackets.) How was the quality control carried out? Has there been a reorganization? If yes, what was it? How has the structure, culture, leadership style, and decision-making changed? Have there been conflicts? If so, how were they resolved? What factors have had the greatest impact on the performance of your organization? What theoretical ideas and concepts have been most useful to you? Production rules: Products that do not meet the accepted rules do not withstand quality control and are not allowed on the market. From the initial set of words, it is required to create as many sentences as possible. In the produced word, letters can be used as many times as they occur in the original set of words. For example, from the original word "crocodile" you can produce the word "eye", but you can not - the word "about", because in the original word "crocodile" there are only two letters "o". The letters "e" and "ё"; "and" and "and"; "b" and "b" are considered different. The letters of the original word can be used in all words of the sentence being composed (for example, from the word "crocodile" you can make the sentence "an idol gave birth to a stake." A new word cannot be created by changing the grammatical form of the word (case, number, etc.). Words differ in spelling, not by meaning (for example, "castle" and "castle") The use of non-literary words (for example, jargon) is not allowed. The use of proper names is allowed. The sentence must contain a subject and a predicate. The allowed number of words in sentences is at least 3 and not more than 5. A produced word can be used only once during one production cycle.The sentence does not have to carry a semantic load (for example, the phrase "the house overflowed the banks" is acceptable).

13 Rules for the sale of products: Products issued by each company on a separate sheet of paper are accepted by the Quality Council on the basis of the above rules for the production of products. Products are evaluated on the following scale: + 1 point - for each word in the accepted proposal; 1 point - for each word in the unaccepted sentence. Evaluation of results in the Quality Council: Each representative of the subgroup in the Quality Council must have a list of proposals presented on one sheet containing the words produced by the subgroup. If the group did not present the result within 30 seconds, then it is not considered, and it is considered that the group did not produce a single word. The Quality Council evaluates the compliance of the submitted products with the standards set forth in the "Production Rules", and determines the result of the work of the subgroups, the number of produced words that meet the standards. If any word in a sentence does not meet the standards, the entire sentence is crossed out. In addition, the number of words in the rejected sentence is subtracted from the subgroup result as a penalty. Report formatting requirements: The subgroup prepares a single report on the work done with a detailed justification for each stage of implementation. As an industry where the firm is engaged, there remains the production of sentences from phrases. 13

14 TOPIC 3: MANAGEMENT CYCLE Practical work 1 ANALYSIS OF THE ENTERPRISE MANAGEMENT CYCLE The purpose of the work is to learn how to distribute the functions of a leader (manager) in accordance with the management cycle (on a specific example). Tasks: 1. Complete the management cycle diagram (see workbook for practical work). 2. Study carefully the example of the job description for the head of the personnel department (option 1), deputy director (option 2), sales manager (option 3), brand manager (option 4). Distribute the functions of the manager in accordance with the management cycle and fill in the table (in the table, indicate the numbers of the corresponding paragraphs of the instruction). Job descriptions are presented in the Appendix Distribution of functions of the head of the personnel department by stages of the management cycle. Management function (sta- Functions of the head of the personnel department of the management cycle) 3. Enter in the table of managers according to the levels of management: foreman, foreman, head of the personnel department, head of the shop, general director, financial director, chief accountant. Management level Highest Middle Lowest Types of managers by levels of management. Who is the Head of the organization and his deputies All other heads of the organization that are not assigned to the highest and lower levels Heads who do not have heads under their control 4. Solve the situation below. 5. Prepare answers to security questions. Main tasks Formation of the organization's goals, development of long-term plans, interaction of the organization with the external environment Coordination of the work of lower managers, management of individual divisions Direct organization of employees engaged in core activities, control over the use of raw materials and equipment heads of departments about management functions. fourteen

15 The head of the shop, Fedorov, wrote in his notebook: “Any subject and object of management has common unified management functions. There are many management functions, but they have always been, are and will be based on a three-tier division.” Master Semenov read what was written aloud and clarified: “Each object and subject of management has its own correlation of functions, their rational combination or division. In the process of development, in each control object, changes occur in the conditions of the operation of general functions, a combination of their individual elements and tasks to be solved. Statement of the problem: 1. Give a list of functions that are basic for the object and subject of management? 2. Describe what management functions characterize preliminary, operational and final management. 3. Arrange the following concepts in a logical sequence (from general to more specific): “functions of the governing body”, “functions of management”, “functions of an employee of the management apparatus” and “functions of the control object”. 4. The role of what functions increases (decreases, remains unchanged) in the conditions of the formation of market relations? Control questions 1. What are managerial functions? 2. What is planning? 3. Place of planning in a country with a market economy; 4. Organization as an object of management; 5. What is motivation? 6. What is the role of control in management? 7. What is the relationship between planning and control? Business game 3 BASIC MANAGEMENT FUNCTIONS The purpose of the game is to learn how to distribute the functions of a leader (manager) in accordance with the management cycle (on a specific example). General guidelines The most important of the managerial functions is making managerial decisions. Responsibility for the decisions made lies with the head of the organization or the collegiate body that makes the decisions. As a rule, the adoption of a managerial decision is preceded by careful preparation, which includes an analysis of the managerial situation, forecasting its development trends, and much more. One of our classes will be specifically devoted to the main stages of preparing a management decision. After the decision is made, a detailed plan for its implementation should be developed, including the amount of necessary resources, the implementation period, and the executors who are entrusted with the implementation of the various stages of the adopted management decision. The next function of management is planning. We know such varieties of planning as strategic, tactical and operational, depending on the tasks that are set in the development of plans. When moving to market economy in Russia at the end of the 20th century. many enterprises abandoned this important management function, which was often one of the reasons for their inefficient performance. 15

16 The main functions of management are implemented through management communications, through which management information is transmitted. In the process of making and implementing managerial decisions, orders, orders, instructions, plans are transmitted from a higher level to a lower one in the managerial hierarchy, information is requested on the state of affairs on the ground. In the opposite direction, information is transmitted on the state of affairs, on the implementation of orders, orders, plans, management decisions are requested in case of problems that are not within the competence of a lower managerial level. A higher management level may receive proposals for solving problems that have arisen, for adjusting plan targets, etc. The successful implementation of management decisions largely depends on the quality of management communications. The technological sequence of the management process, in which the main management functions are implemented, forms the main management cycle (Fig. 1). Figure 1 Main management cycle. Managerial Situation 1 The management of a large plant for the production of tools for mechanical engineering has set the task of expanding its penetration into foreign markets. To do this, it was necessary to significantly improve the quality of products. At the same time, it was not possible to purchase new production lines or carry out a large-scale replacement of equipment due to large accounts receivable (late payment for purchased products by consumer enterprises). Problem 1. What is the best strategy for a wider market penetration for the plant? What can be recommended to the management of the plant in this situation to solve the problem of improving product quality? What role can additional employee motivation play? Development of the management situation 1. As a strategy for a wider penetration of the products manufactured by the plant into the sales markets, it is advisable to use the strategy of increasing the production of tools that are in steady demand among consumers. This will, on the one hand, reduce the labor intensity of production and improve the quality of products, and on the other hand, reduce its cost. The plant managed to solve the task of significantly improving the quality of manufactured tools by creating quality circles in the workshops, which included the most experienced workers and craftsmen. They were tasked with finding ways to improve quality at all stages of tool making. At the same time, the implementation of the received proposals was guaranteed, provided that they passed the examination. In the case of a positive result from the implemented proposal, a premium was set, commensurate with the average salary. 16

17 In fig. 2. the main functions of management and the basic principles of their implementation in the process of managing an organization are presented. The management system functions effectively only when it ensures the implementation of each of the main management functions. The absence of any link in the process of functioning of the management system of any organization makes the management system ineffective. The task of any leader in the formation or reorganization of the management system is to ensure that each of the main management functions is implemented in the newly formed or reorganized management system. Managerial Situation 2 When organizing control over the execution of plan targets at a woodworking factory, a communication system was used, in which all information about the progress of the plan, emerging problems and difficulties came to the masters of the main production sites, from them to the heads of workshops, from the heads of workshops to the administration of the factory. Figure 2 Main functions of management and principles of their implementation According to the tradition that existed at the factory, the foreman analyzed the current results of the implementation of the plan and transferred his conclusions to a higher authority. The foreman worked on the same principle with the information received by him. The role of the factory management in the implementation of control was reduced to familiarization with the information received from the heads of the shops. Problem 2. Analyze the situation with the organization of control over the fulfillment of planned targets that has developed at a woodworking factory. Assess the quality of communications. What would you recommend to a factory manager? Development of the managerial situation 2. With the organization of control that has developed at the factory, the factory management is not guaranteed from receiving false information from the heads of shops, and the heads of shops from receiving false information from the foremen. This allows us to characterize the communication system at the factory as insufficiently effective. 17

18 As a result of the use of such a system of communications, the principle of independence of control was violated. The functions of production and control over the execution were carried out by one official, which resulted in the receipt of not always objective and timely information on the progress of the plan by the higher management. Naturally, in such a situation, the receipt of orders from a higher managerial level to a lower one is late and does not always correspond to the current situation. The director of the factory can be recommended to reorganize the control and communication systems through which information is received on the progress of the implementation of planned targets. The management of the factory, along with the conclusions of the heads of workshops and foremen, should have primary (direct) information on the progress of the implementation of planned targets. Making a managerial decision is the first in a series of basic management functions. The main functional chain of organization planning, motivation, control is preceded by a strategic, tactical or operational management decision. Adoption strategic decision about the transition to the production of a new type of product sets in motion the entire main functional chain. The adoption of a strategic decision on a new defensive Doctrine of the country, a new social policy or a policy of economic transformation also “turns on” the entire main functional chain, without which the implementation of the adopted managerial decision is impossible. If an enterprise has made a tactical decision to increase the volume of production, which, as expected, will be in high demand in the near future, and will make it possible to obtain additional profit, then this entails the need to develop additional plan, requires additional organizational work, motivation, control. An operational management solution to a serious problem that has arisen in a particular area of ​​the enterprise's activity may also require the inclusion of the entire main functional chain, starting with making adjustments to the approved plans (production, financial, etc.). However, both tactical and operational decisions must be consistent with the enterprise development strategy. The development and adjustment of the strategy, followed by the adoption of a management decision at the appropriate level of strategic, tactical, operational, together with the main functional chain, form the main management cycle shown in Fig.

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Ryzhikov Sergey Nikolaevich

teacher ,

G (O) BOU SPO Lebedyansky Trade and Economic College

Lebedyan, Lipetsk Region

UMK MANAGEMENT FOR STUDENTS SPECIALTIES ACCOUNTING

Module 4

IV. METHODOLOGICAL MODULE

METHODOLOGICAL SUPPORT FOR STUDENTS' TRAINING CLASSES FOR CORRESPONDENCE TRAINING

METHODOLOGICAL INSTRUCTIONS FOR WRITING A HOME TEST ON THE DISCIPLINE "MANAGEMENT" FOR CORRESPONDENCE STUDENTS IN THE SPECIALTY 080114 ECONOMICS AND ACCOUNTING (BY INDUSTRY)

The transition to a market economy puts forward a number of priority tasks for the development of enterprises - a radical improvement in the level of training of managerial personnel, obtaining new knowledge and acquiring practical business entrepreneurship skills.

In the new economic conditions, a manager and a specialist of any level must have sufficient erudition in a wide field of knowledge that make up the content of the discipline "management".

Management is an essential activity for an organization. It is an integral part of any human activity, which to some extent need coordination. This includes production and the state, cities and territories, industries, hospitals, universities, enterprises of various forms of ownership and fields of activity.

The manager occupies a certain place in the enterprise management apparatus, and therefore must have the necessary knowledge, skills and abilities in the field of management.

As a result of studying the discipline "management" the student must:

Have an idea:

about the area of ​​management activity;

about international experience in the field of management;

about the prospects and problems of management.

Know:

management methods;

management functions;

the procedure for working with personnel;

management process.

Be able to:

plan the activities of the enterprise;

organize the activities of employees;

motivate work;

exercise control;

to make decisions;

work with information.

The preparation of a test work develops independence of thinking, the ability to argue one's position, theoretically generalize and analyze specific material.

A successfully completed test should be an in-depth presentation of the material, testify to a good knowledge of the literature on the topic, the ability to analyze different points of view on contentious issues. This method of preparing a test work develops independent thinking, the ability to argue one's position, theoretically generalize and analyze specific material.

The work does not allow mechanical rewriting of the text of the textbook or article.

To control the knowledge of students, one control work is provided.

The control work is carried out in a notebook, on the cover of which the student indicates the full name of the subject, personal file number, group number, last name, first name, patronymic, variant, home address.

The work must be completed within the time period established by the study schedule, written correctly, legibly, without abbreviations, with margins for reviewers' remarks.

Answers to questions should fully reveal their essence, be accompanied by detailed explanations and specific examples from practice. It is necessary to be creative in the presentation of the material.

The quality of the work is assessed by how correctly and independently the answers to the questions posed are given, to what extent the recommended literature is used.

At the end of the work, a list of used literature is given, the date of completion and a personal signature are put. It is necessary to leave 1-2 blank sheets for the teacher's review.

Having received the work checked by the teacher, the student must carefully read the text of the review, if there are comments on the teacher's recommendations, finalize individual tasks.

Uncredited control work is performed by the student again and submitted for verification before the start of the examination session.

The variant of the control work is determined by the table of variants based on the last two digits of the student's cipher. In the table, horizontally, the numbers from 0 to 9 correspond to the last digit of the cipher, and vertically, to the penultimate one. The intersection of the horizontal and vertical lines determines the cell where the option is indicated. Work not done according to one's own will not be accepted.

The control work includes 2 theoretical questions and 1 practical task. The work can be done in handwritten or printed form.

The volume of the control work should be at least 18 pages of a regular student notebook, or 10-12 pages on paper 210x330 mm (A-4 format).

If the work is performed using organizational technology (on a computer), then it must meet the following requirements.

The work is done on a computer in Word at 1.5 intervals. 14 in Times New Roman, no errors or typos. There should be 60-65 characters per line.

Text should be printed with the following margins; left - 20 mm, right - 10 mm, top - 20 mm, bottom - at least 20 mm. The paragraph requires a 5-character indent.

Section headings are printed in capital letters three to four intervals (with typewritten method) from the previous and following lines. Subheadings are printed from the paragraph in lowercase letters (except for the first, capital). Do not put a dot at the end of the heading and subheading.

The page count starts from the first (title) page. Pages are numbered in Arabic numerals from the center at the bottom of the page.

Illustrations: tables and drawings (photographs, charts, graphs, diagrams) located on separate pages of the work are included in the general page numbering of the manuscript. Tables are designated by the word "Table" and numbered sequentially with Arabic numerals" For example Table 1 -. Table 2 -.

Illustrations are denoted by the word "Figure" and numbered in the same way, for example Figure 1 -.

Tables are used for better clarity and ease of comparison of indicators. The title of the table, if any, should reflect its content, be precise, and concise. The name of the table should be placed above the table on the left, without paragraph indentation, on one line with its number separated by a dash.

When transferring a part of a table, the title is placed only above the first part of the table; the bottom horizontal line that bounds the table is not drawn.

The table should be placed in the report immediately after the text in which it is mentioned for the first time, or on the next page.

table with big amount lines can be transferred to another sheet (page). When transferring part of the table to another sheet (page), the word "Table" and its number are indicated once to the right above the first part of the table, the word "Continuation" is written above the other parts and the table number is indicated, for example: "Continuation of table 1". When transferring a table to another sheet (page), the heading is placed only above its first part.

If the text repeated in different rows of the column of the table consists of one word, then after the first writing it is allowed to replace it with quotes; if from two or more words, then at the first repetition it is replaced with the words “The same”, and then with quotation marks. It is not allowed to put quotation marks instead of repeated numbers, marks, signs, mathematical and chemical symbols. If numerical or other data in any line of the table is not given, then a dash is put in it.

Digital material is usually presented in the form of tables. An example of table design is shown in the figure.

Figure - An example of the design of tables

Tables, with the exception of annex tables, should be numbered with Arabic numerals through numbering.

The name of the table is printed with a capital letter without a dot at the end. Leave a free line between the title and the frame of the table.

The table can be given (in addition to its description in the text) additional explanations and notes. They are placed under the table after the word "Note:".

Large tables can be given on a separate page.

If the table does not fit entirely on one page, it is transferred to the next page, begins with the words "Continuation of table 1" without indentation on the right.

In the figures, the word "drawing" number in order (the numbering of tables, diagrams, figures is carried out separately, in a through order, despite the numbers of sections and parts) is placed below the graphic object.

The list of references for the control work includes all cited sources and read literature that relates to the topic and had a significant impact on the content of the work.

Literature is placed in the list strictly in alphabetical order (first in Russian, then in foreign languages ​​by the names of the authors or by the title of the works, if the author is not indicated). The bibliography has a serial numbering.

At the end of the test is a list of used literature. The preparation of the list should begin with the indication of normative acts, which are arranged according to their legal force. Then indicate educational and other literature, arranging it in alphabetical order. The description of each book should include: the surname and initials of the author (s), if any, the full title of the book, after the slash - data about the editor (if the book was written by a group of authors) data on the number of volumes, after the dash - the name of the city in which the book was published, after the colon - the name of the publisher, and after the comma - the year of publication. (For example: Financial Law: Textbook / Edited by O.N. Gorbunova. - M .: "Jurist", 1996.).

On the last page, the student puts the date of completion of the work and his signature.

The control work needs to be improved if:

it is not independent, represents plagiarism or compilation;

does not contain factual material on real enterprises;

the main issues are not disclosed, they are outlined schematically, fragmentarily;

Estimate "Great" receive works that contain elements of scientific creativity, draw independent conclusions, give reasoned criticism and independent analysis of the factual material based on deep knowledge of the literature on this topic.

Grade "Okay" is put in the case when the work, performed at a good theoretical level, fully and comprehensively covers the issues of the topic, but there is no proper degree of creativity.

Estimate "satisfactorily" deserve works that correctly illuminate the main issues of the topic, but there is no logically coherent presentation of them, contains some erroneous provisions.

Estimate "unsatisfactory" the student receives in the case when he cannot answer the comments of the reviewer, does not own the material of the work, is not able to explain the conclusions and theoretical provisions of this problem. In this case, the student will have to re-defend.

TYPICAL MISTAKES OF STUDENTS IN THE PREPARATION OF CONTROL WORKS

Students often make the following mistakes:

do not submit the finished control work within the time period specified by the academic unit;

do not disclose goals and objectives;

the work lacks scientific novelty and practical significance;

an error is the coincidence of the name of one of the parts with the topic of the test;

When writing a test, only textbooks are used.

use the pronoun "I";

There are no graphics or illustrations in the work.

The experience of writing test papers shows that among the most common mistakes, the most common ones are the use of uncommon abbreviations, the strikethrough of individual words and sentences, students make spelling errors, and there is no pagination in the work.

Mechanical copying from textbooks and other sources. You can't just rewrite textbook material. The student must understand the topic and form his own presentation of theoretical aspects, while referring to the educational literature. It also implies the absence of a practical part in the control work. In this regard, there is no practical part in the control work.

Lack of student's position on the problem being studied. There are no conclusions in the control work, the author's opinion is not traced. It is necessary to add critical remarks and analysis of the given theoretical material.

Duplication of material in the text. Repetition of paragraphs, sentences, etc. Sometimes this means a long study of one issue that does not develop.

The presence in the work of excess material that is not directly related to the topic. The material presented must be specific and clear. It is necessary to remove all unnecessary and add analysis.

Mistakes are corrected by the student during consultations on the test, but without careful self-thinking of the material, the conversation with the consultant will inevitably be “general”, superficial and will not bring the desired result.

EDUCATIONAL AND METHODOLOGICAL SUPPORT OF CONTROL WORK

GOS SPO in the specialty.

Working curriculum in the specialty.

Work program for the discipline.

The list of topics for the test, approved by the director of the technical school.

Guidelines for students on writing and designing a test.

The list of actions of the head to organize the preparation and defense of the control work.

STAGES OF ACTIONS OF THE MANAGER IN ORGANIZING PREPARATION AND PROTECTION OF CONTROL WORK

To study the requirements of the State Educational Standards of secondary vocational education in the specialty, the working curriculum, the work program for the discipline.

To study the method of organizing classes on control work.

Make a calendar-thematic lesson plan.

Develop test topics.

Make a list of references for the preparation of the test.

Study the guidelines for students on writing and designing a test.

Conduct a review of each control work.

Organize and conduct the defense of the control work.

STAGES OF ACTIONS FOR PREPARING STUDENTS

AND PROTECTION OF CONTROL WORK

Selection and study of literature: preparation of a list of references.

Drawing up a plan of control work.

Collection and processing of factual, statistical, illustrative material and their design in the form of tables, diagrams, diagrams.

Literary presentation of the studied material in accordance with the plan of the test.

Preparation and delivery of control work to the head.

Preparation for the defense of control work.

Acquaintance with the review of the control work.

Completion of preparation for the defense, taking into account the review.

Protection of control work.

CONSULTATIONS

One of the indispensable conditions for the student's successful activity in completing the test is the pedagogical support from the teacher during the consultations.

Most of the students do not seek to discover their abilities, preferring to act within the framework of the requirements, considering too many things impossible for themselves. In view of this, the issue of creating conditions under which the discovery and development of one's abilities would be a natural need for the student, which in general would contribute to his personal self-realization, is relevant.

Students need advice on how to perform tests, and diverse pedagogical support in finding and mastering the techniques and methods of effective independent study.

Consultations on the performance of control work include semantic, target and performance components. Mastering more and more complex intellectual actions, the student comes to an active semantic orientation, which allows him to work out his own approaches to solving the problem of self-education.

The target and performance components include goal setting, task definition, action planning, choice of ways and means of their implementation, self-analysis and self-control of results, correction of prospects for further activities.

Consultations on the performance of control work include in its structure such components as:

clarification of the goal and the set educational task;

clear and systematic planning of independent work;

search for the necessary educational and scientific information;

development of own information and its logical processing;

the use of methods of educational and research work to solve the tasks;

developing one's own position on the task received;

presentation, substantiation and defense of the developed recommendations;

construction of operating samples and models with their subsequent presentation.

Test consultations are corrective in nature and should be used to deepen knowledge, fill in gaps and resolve any difficulties that may arise.

VERIFICATION OF CONTROL WORK

A fully prepared control work is signed by the student and submitted to the supervisor for verification within the prescribed time frame. Verification of control works by the head is carried out within a week after their delivery.

If, as a result of the check, significant errors, incomplete volume or low quality of the work design are found, it is returned to the student for revision and alteration. The supervisor's comments in writing are submitted to the student. On the title page, the signature "Revise" or "Remake" is put. In this case, the student is obliged to fulfill all the instructions within the prescribed period and submit the control work again for verification.

Results control control work of students can be carried out within the time allotted for compulsory training sessions in the discipline and extracurricular independent work of students in the discipline, can take place in written, oral or mixed form.

Forms of control of control work are reviewing (written review), protection.

Criteria for evaluating results student's tests are:

the level of mastering the educational material by the student;

student's ability to use theoretical knowledge in the performance of practical tasks;

the formation of general educational skills for problem analysis;

the validity and clarity of the presentation of the material of the control work;

the presence of a personal position of the student on this issue;

design of the material in accordance with the requirements.

If the control requirements of the guidelines are met, the head puts the signature “To protect” on the title page. Defense of control works is carried out on the day and hour appointed by the educational unit.

REVIEW OF CONTROL WORKS BY THE MANAGER

The supervisor reviews the submitted test papers within the time limits determined by the academic unit. The purpose of the review is to give a comprehensive assessment of the degree of achievement of the goals and objectives of the control work on a given topic.

Review - this is a critical review of a specific control work, where the author speaks about the quality of the presentation of the material, gives a detailed scientifically based assessment of the leading ideas of the reviewed work.

Write the output of the source.

Study the text and highlight the range of issues raised in the control work.

Determine the nature of their lighting (quite complete, superficial, etc.).

Highlight in the text the main, essential, which characterizes the material read in terms of its theoretical or practical significance for the science or specialty being studied.

Determine the relevance, scientific, practical significance of the work under consideration, the connection of its ideas with the general scientific movement of our time on the issue under consideration.

Assess the degree of independence in the use of educational and additional literature, the availability of graphic materials and illustrations that allow you to visualize ways to solve the issue under consideration.

To determine how the conclusions drawn reflect the essence of the problem under consideration.

Make the necessary comments about the identified shortcomings.

In the review, the leader should make a conclusion about the relevance and novelty of the topic, the importance of the problem raised, the originality of the solution, the reliability and effectiveness of the results. In the conclusions give overall rating control work and areas of possible application.

The review should reflect:

general description of the work;

indication of the degree of independence of work;

an indication of the quality of the study of literature on the issue under discussion;

the relevance and importance of the topic of the control work;

the degree of fulfillment of the set goal and tasks;

analysis of the main provisions of the work, their advantages and disadvantages;

the degree and level of disclosure of the topic;

analysis of the shortcomings of the content of the work and design;

consistency and literacy of the presentation of the material and the design of the work.

At the end of the review, the head gives the final grade (according to a four-point system), puts a personal signature and date.

The supervisor's review can be submitted in printed or handwritten form.

To obtain an additional objective assessment of the control work, its external review may be carried out.

The reviewer is obliged to analyze the essence and main provisions of the work and, on their basis, prepare a review.

In conclusion, the reviewer expresses his point of view on the overall level of the examination and puts the recommended mark.

The review must be received by the student no later than three days before the defense of the test.

PROCEDURE FOR PERFORMING CONTROL WORK BY A STUDENT

Teaching socio-economic disciplines should contribute to the formation of advanced economic thinking among students and is based on a new management paradigm - a system of concepts, methodologies and methods that form the model of setting and solving management problems adopted in the socio-economic system of Russia.

A deep understanding of the theory and practice of management largely depends on the independent work of students during the preparation of the test. Since only the student himself, through intellectual activity, can acquire knowledge, make it his own property.

“Students' mastering of management disciplines consists not only of studying the scientific foundations of management, but also of mastering the methods of economic analysis. Managers need to know how funds are earned, how to properly allocate them and control how funds are spent. It is from here, from everyday everyday logic, that what is called “entrepreneurial vein” is born and, mastering life examples, a person becomes a real master in his enterprise, independent and responsible for the results of labor at his workplace” 1 .

The performance of control work by the student is carried out in accordance with the following stages:

Goal setting.

Organizational stage

Stage of information support.

Stage of control work.

The stage of submission of control work for verification.

Completion of the control work in accordance with the comments of the reviewer.

Stage of protection of control work.

Completion of control work.

Re-protection.

STUDY OF SELECTED LITERATURE

Selection and study of literary sources and regulations. For the successful completion of the test work, the student must learn to work with educational and scientific literature. For this, it is necessary 1) to have an idea about such important literary sources as monographs, collections, journal articles, brochures, reviews, etc.; 2) know the main paths to literary sources and know how to find them in library collections; 3) be able to isolate the necessary information in them, process it correctly.

Reading sources is carried out for a specific purpose:

1. Information retrieval - find the information you need.

2. Assimilation - to understand the information and the logic of reasoning.

3. Analytical-critical - comprehend the text, determine your attitude towards it.

4. Creative - on the basis of comprehension of information, supplement and develop it.

Control work is carried out on the basis of a deep study of literary sources. Literature on the topic of the test can be selected by the student using the subject and alphabetical catalogs of libraries. For these purposes, catalogs of books, indexes can be used. journal articles, special bibliographic reference books, thematic collections of literature, periodically issued by individual publishing houses.

The student is recommended to use the following documents to complete the test:

Laws of the Russian Federation on financial, economic and management issues;

Decrees of the President of the Russian Federation on these issues;

Decrees of the executive authorities of the Russian Federation on these issues;

instructional and teaching materials ministries and departments.

When performing control work, it is advisable to use monographs, textbooks, manuals, reference books, as well as articles published in the journals "Management in Russia and abroad", "Finance", "Money and Credit", "Economist", "Economic Issues", "Expert", "Business Life", "Personnel Management", "The Art of Management", etc. The necessary material can also be found in articles published in the newspapers "Economics and Life", "Financial Newspaper", "Financial Russia", " Russian newspaper”, “Economic news”, etc.

Work on literary sources should begin with the study of legal acts of the Russian Federation, textbooks, manuals, and monographs. Then articles in magazines are studied.

Along with the indicated literary sources, collections of scientific papers, collections of scientific articles and materials of scientific conferences can be used.

When studying literature by table of contents, content, by title of chapters, students need to highlight the necessary information, determine its level, volume and page numbers, degree of importance and write this data in a draft test (file), in the section to which the information contained in this material information. At the next stage, it is necessary to study the literary sources in the sequence corresponding to their location on the issues of the control work, starting from the sources of a higher level, while making entries in the draft (file) of the most important provisions that can be used in the course of the control work.

The study of sources is accompanied by extracts, notes. Extracts from the text are usually made verbatim, in the form of a quote. At the same time, they choose the most important, weighty statements, the main ideas that need to be quoted in the test. After each quote, borrowed statement, a link to the author and source should be given. Therefore, when writing out quotations and notes, you should immediately make references: author, title of publication, place of publication, publisher, year of publication, page number.

The purpose of studying literature is to form one's own judgment on each educational issue, to determine the structure and content of quotations and theses in the test. When compiling abstracts, it is recommended: to give a definition of the phenomenon under consideration; reveal its essence, showing the structure, revealing cause-and-effect relationships and the mutual influence of factors, conditions and circumstances on the phenomenon under consideration; determine the state, patterns and trends of its change depending on various factors and conditions. Be sure to show positive sides and shortcomings in order to form sound practical recommendations in the conclusions on ways to eliminate bottlenecks, on methods and ways to resolve the issue or improve the situation.

The study of literature is completed with a classification (grouping) of selected sources on educational issues.

USE OF SCIENTIFIC ACHIEVEMENTS IN CONTROL WORK

A distinctive feature of secondary specialized education is, first of all, its scientific basis, the preparation of students in disciplines that form a specialist with knowledge of the achievements of modern science.

When preparing tests in managerial and economic specialties, it is necessary to use scientific achievements in the field of management, as well as in economics, statistics, accounting, and banking. The control work, especially its theoretical part, should be filled with modern scientific material, and each problem should be covered taking into account the latest achievements of science in this field.

Students starting to perform tests should master not only the main content, but also the methodology of science, which will allow them to explore the factual material, establish connections and patterns, and draw correct conclusions.

The creative use of scientific achievements in test papers is a difficult task, because science, constantly developing, becomes more complicated, and great efforts are required to study it.

The study of economic and managerial disciplines requires constant reference to the ideological heritage of the classics in this field, as well as familiarity with the work of modern Russian and foreign scientists. Management in Russia today is, first of all, the revival of Russian optimism, the active development of entrepreneurial activity through the realization of the potential for internal transformation of enterprises of various types of ownership.

The student performing the test must be able to analyze the events of the past and new phenomena in economic life, be able to use facts and statistical materials to confirm this or that situation in modern conditions. Only by comparing the data, their deep analysis can comprehend the essence of the problem under study.

Management activity today is, first of all, research activity, work to identify problems, analyze them and search for scientifically based solutions.

Scientific thought in the field of management is currently focusing on the fundamental synergetic approach, and the synergetic ideology finds fertile ground in the traditions of Russian society. The new management paradigm in Russia is based on the ideas of synergetics and has a unique potential for the dynamic development of the country with its territorial scale, multicultural diversity, and wealth of natural resources.

The study of the works of the classics must be approached objectively, creatively, without prejudice. The study of management literature can be seen as an intervention of the views of the most educated element of top management and business consulting.

Independent creative work will help students master modern economic and managerial science, methods of scientific research and apply them in the preparation of tests.

USE IN CONTROL WORK OF THE LAWS OF THE RUSSIAN FEDERATION

Knowledge of the legislation in the field of economics and finance is necessary for every student performing control work so that the proposals developed by him do not contradict the laws of the Russian Federation.

It is important that students are well aware that decisions that are contrary to the law are not legally binding. However, this does not mean at all that it is impossible to make reasonable proposals for improving legislation.

In practice, when developing any topic of a test, it is necessary to study one or another law (or several laws) of the Russian Federation and a number of documents executive power, the so-called by-laws.

After studying the questions for the control work with the student must make their own bibliography, to select and study the necessary literature. This work should begin with a study of the list of literature recommended by teachers. When compiling a list of references, it is recommended to use bibliographic catalogs, thematic bibliographies, lists of articles published in journals for the year in the last issue of a particular journal, and Internet materials.

When writing a test paper, you must:

to study scientific works, monographs of Russian and foreign outstanding scientists on this issue;

The study of periodical literature should begin with works published in recent years and most fully revealing the issues of control work, and then move on to earlier editions.

After selecting and studying the literature, the student must compile a carefully thought-out control work plan, which is designed to contribute to a more complete disclosure of its main issues. The work plan is closely related to its structure (clause 4.3. "Structure and scope of work"). The drafted work plan must be discussed with the supervisor advising the student.

Having collected and studied literary sources and practical material, the student proceeds to write a test. This is a difficult stage of work on the topic, requiring concentration and hard work.

Collection and processing of material. To write a control work, one needs not only literary sources, but also statistical, factual materials, on the basis of which one can draw reasonable conclusions about the ongoing processes and phenomena. The sources of obtaining this data can be: statistical collections and directories, various newsletters, interviews, results of analysis of the behavior of managers and their testing.

In the course of data collection, various research methods can be used: questionnaires, testing, oral survey (interview), individual conversation. An important role here can also be played by the analysis of the documents of the organization under study, the use of their own materials collected during the internship. In some cases, experiments (testing), mathematical modeling, the use of technical means are possible

Performing control work. After the literature has been selected and studied, a plan has been drawn up, a specific (digital) material has been selected and appropriately processed, one can proceed to writing a test. This is a very time-consuming and responsible stage, since here the student must show the ability to write independently, make generalizations, conclusions and specific proposals. At the same time, it is important to maintain a logical connection between subsections, the sequence of disclosure of the topic. Each subsection ends with brief conclusions.

In control works on social and economic disciplines it is necessary to provide:

Transfer of managerial views on business systems to the masses (attitude towards the enterprise on the part of the personnel as a “family business”);

The development of personnel is congruent with the development of the enterprise;

Self-confidence of each individual involved in the process of change;

Creation at each enterprise of a social philosophy based on the mission of the organization and long-term goals;

The transition from the introduction of top-down management ideas to the promotion of a recreated staff experience, i.e. "upwards";

Creation of common corporate values ​​for people, no matter what position they occupy.

Please note that the narration is in the third person plural: for example, we researched ..., we analyzed ...., we consider ..., etc. (and not I researched, I used). Because we are talking about a student and a supervisor (their names are on the title page, indicating who prepared the work for defense). In cases where the opinions of the authors of scientific papers and references to opinions from the media are stated, it is separately stipulated that this is the position of one or another author.

Although the test is carried out on one topic, in the process of writing it, the student uses the entire stock of knowledge and skills he has acquired while studying a number of disciplines.

The presentation of the issues of the topic should be consistent, logical.

Working with the text of textbooks, books, on the topic of test work, materials of scientific conferences consists in the student's understanding of the text read and in fixing the results of processing the information received in the form of extracts, quotations, theses and abstracts of various types.

When making a plan when reading a text, first of all, the student must determine the boundaries of thoughts. These places in the book should immediately be marked. Students are encouraged to give headings to the necessary passages, formulating the appropriate paragraph of the test plan. Then review what you read again to make sure that the “rotation” of the content is set correctly, to clarify the wording.

Consistently reading the text, the student can make a rough outline of the plan with the necessary detail.

To facilitate the work on the selection of material and its systematization, it is recommended to use a loose summary. Records should be made in such a way that it can be easily covered at a glance.

Extracts. The explanatory dictionary says: “To write out means to write off some necessary, important place from a book, magazine, to make selections” (from the word “choose”). Extracts must be done after the text is read completely and is understood as a whole.

Students should beware of copious automatic quoting in exchange for creative exploration and analysis of the text.

You can write verbatim quotes) or freely, when the author's thoughts are expressed in their own words. Large passages of the text that are difficult to quote in full, students should write down in their own words, and bring bright and important passages verbatim in the form of quotations.

writing down quotes, You need to protect the text from distortion. But if extracts are made from the same text, quotes can be omitted next to each quote. In this case, the student can state all his thoughts in the margins of the draft (in a draft file), strictly separating from the quoted text. A quote torn from the text often loses its meaning, so do not interrupt the author's thought.

Extracts and citations it is advisable to do it on separate sheets, which together will make up a loose summary. At the top of each sheet is written the name of the question to which the extract relates. Do not forget to indicate the source of information, and if this is a quote, also the author. Cards with information related to one statement are marked with the same number and different letters. Numbers in square brackets indicate the number of the source according to the list of literature used by the student, and the page from which the material is issued.

Abstracts allow you to summarize the studied material, express its essence in brief formulations, helping to reveal the content of the book, article and report. Unlike quotations, abstracts are a summary of the main ideas of a book or conference materials, written directly from the text.

When compiling the theses, you do not need to give facts and examples. It is recommended to keep the original form of the statement in the abstracts so as not to lose documentary and persuasiveness.

It is useful to connect individual abstracts with the original text (in the margins of the sheet, make links to the pages of the book or the ciphers of the sheets of the loose abstract).

Upon completion of work on the thesis, the student needs to check them with the text of the source and number them.

Abstract- this is a consistent fixation of information selected and considered in the process of reading. Recommended: read the text, read the preface, introduction, table of contents, sections and subsections, highlight informationally significant places in the text.

The student most often needs to make a bibliographic description of the material being reviewed, highlight the theses and write them down with subsequent arguments, backed up with examples and specific facts.

Drawing up a text plan helps the student in the logic of presentation and grouping of material. When compiling their own comments, questions and thoughts, the student can place them in the margins of the draft.

In conclusion, the student needs to summarize the text of the abstract, highlight the main content of the material worked out, and evaluate it.

The student needs to draw up a summary: highlight the most important places in different colors so that they are easy to see. Diversity must be avoided.

Work with Internet sources. In order for the work to turn out to be modern, the student needs to find the websites of specialized journals on the Internet, if there are none in the library of the educational institution, and copy the articles corresponding to the topic of the test. It is possible to work with electronic libraries. They will certainly have a number of books on the topic of test work, from which you can take material and cut out the necessary quotes. However, we must not forget that the work must be independent. Moreover, any teacher knows the most "running" tests on the Internet in this discipline.

The principle of working with the Internet is as follows: if there is a research topic, the main keywords, on the basis of which in the future the search engine will select the appropriate links to the Internet (mainly in the CIS countries). After the output of links, the student can "manually" explore (select) exactly those links that fit the selected topics. To do this, for each problematic issue, you need to choose a set of keywords.

Thus, it turns out that each student simply needs to use the world data bank - the Internet when writing tests, since a significant part of the literature available in the library of the educational institution may be outdated (the information is not true).

Keyword examples:

Genesis, essence and content of the process of managing social processes: control, process.

Morphology of the social organism of a state enterprise or a private firm: organism, company, private firm, private company.

Intra-company ideology: ideology, firm.

Intra-company value system: values, firm.

Mission and goals of the organization: organization.

Modern concepts of motivation: motivation, concept.

Motivation as an element of the social organism of a firm, enterprise: motivation, firm, company.

Modern concepts of stimulating human and group behavior: stimulation, human, Group;

Communications in control systems: communications, control.

Recommendations when building diagrams: select facts for drawing up a diagram and highlight among them the main, general concepts. Identify key words, phrases that help to reveal the essence of the main concept. Group the facts in a logical sequence, give a name to the highlighted items. Fill the diagram with data (Figure 3).

Simple listings

Group

Combination

Table types

Figure 3 - An example of an outline - diagrams:

Management:

The subject of control work with detailed plans

http://www.agency74. people. en

Ideology:

Dugin A. Goals and objectives of our revolution
http://web.redline.ru/~arctogai/ideol.htm

The ideology of the new world
http://www.chat.ru/~kizub/

Dugin A. Crusade against us
http://ns1.redline.ru/~arctogai/dispens.htm

Gromov V.I., Vasiliev G.A. New ideology
http://www.neystadt.org/moshkow/win/POLITOLOG/new_ideology.txt

Ideology in the company and changes in the organization
http://www.ptpu.ru/Issues/6_98/Pu1_5.htm

Ideology of Technocracy
http://tkp.find.org.ru/idetex.htm

Motivation, stimulation:

Motivation: the path to success
http://www.zemser.ru/kiv/kiv9905/k05cal1.htm

Motivation


How to make an employee work, or Motivating staff in an organization
http://www.ibusiness.ru/archive/management/mang1098.html

Materials and results of research (November 1996 - May 1997) Motivation and stimulation of personnel
http://smesupport.leontief.ru/recruitment/results_4.htm

Polyakov O. Staff motivation
http://src.nsu.ru/psych/konspekt/k22/k22_3.htm

Motivation and stimulation of personnel
http://www.dero.ru/pni/obuchP.htm

Marketing Strategy Implementation: Theory and Practice of Financial Analysis, Investments, Management
http://koi.cfin.ru/marketing/tema8_sales.shtml

Motivation
http://www.biont.perm.ru/ab2n3.htm

Staff motivation
http://panorama.irk.ru/~chuck/_tmp/rentex.old/develop/Konspekt/default.htm

Markevich A.M. Promotion of forced labor in Russian industry during the first world war
http://www.hist.msu.ru/Departments/Ecohist/OB3/markevic.htm

Hekhauzen H. Extrinsive and intrinsic motivations
http://www-personal.rtsnet.ru/~dsatin/Library/00020.shtml

Values:

Behavior. Part 2. Norms of behavior. Values
http://doctrina.ru/conduct/pv2.htm

Kozlovsky V. V. Social values ​​as the basis of Russian modernization
http://hq.soc.pu.ru/publications/vestnik/1997/1/KOZLOVSKII.HTML

Life values ​​of Russians: is our mentality changing?
http://www.nns.ru/analytdoc/doclad3.html

Behavior:

Tolman E. Behavior as a polar phenomenon
http://www-personal.rtsnet.ru/~dsatin/Library/00059.shtml

Sternin I.A. Communicative behavior as a subject of description
http://homepages.tversu.ru/~susov/Sternin.htm

Ilyin V.I. Irrational consumer behavior
http://www.marketing.spb.ru/read/m7/14.htm

Ilyin V.I. Play as social behavior
http://www.marketing.spb.ru/read/m7/13.htm

The behavior of a corporation on the Internet affects its assessment by consumers
http://koi.www.rocit.ru/rocit/otto.htm

Skinner B. Behavior Technology
http://hq.soc.pu.ru/persons/golovin/r_skinner1.html

Society:

Luman N. The concept of society
http://hq.soc.pu.ru/persons/golovin/r_luhmann1.html

Organization:

http://www.ibs.ru:8000/4_3/4_34/4_3422.htm

To help the organizers of the information and consulting service
http://www.aris.ru/N/WIN_R/INFO/KONS/11/

Organization strategy

Body:

Parsons T. The concept of society
http://www.philsci.univ.kiev.ua/courses/asp/biblio/par2.html

Communication:

"Speech Communication: Secrets of Success" International Conference
http://www.intcol.msu.su/conferences/communicat/index.html

Shulgin A. Manifesto, Art, Power and Communication
http://sccamoscow.ru/gif/lab/myth/sh0/shulgin3.htm

Conflict:

Kaneva N.K. Communication and conflict
http://homepages.tversu.ru/~susov/Kyneva.htm

Culture:

Dida N.A. Professional communication as an element of cultural development
http://www.csti.ru/libcsti/pub/k0102.html

Culture as a social phenomenon
http://bgpi.ufanet.ru/prepstud/slava/socfil.htm

Poluyan L.Ya., Faseev I.F. Organizational culture of representative meetings (parliamentary culture - what is it?)
http://www.hist.msu.ru/NIISS/Publications/Mag/10/organiz_cultur.htm

Organization culture
http://src.nsu.ru/psych/konspekt/k20/k20-6.htm

Personnel:

Stroev E.S. Personnel, strategy, finances - this is the triad of any production
http://www.fadr.msu.ru/archives/mailing-list/priv-agr/art-rus/msg00009.html

Molta D. Personnel decides everything
http://www.ccc.ru/magazine/depot/97_05/str_030.htm

Strategy:

Organization strategy
http://src.nsu.ru/psych/konspekt/k20/k20-2.htm

Financial newspaper No. 30 (346) July 1998 Rubric Business Process Management « Integrated automation Enterprises: Importance of Due Diligence” OMEGA Option: “ABACUS Financial” – Accelerated Implementation Strategy
http://www.omega.ru/publications/AF_strateg.htm

Leadership:

Charismatic leader


Democracy and leadership
http://www.ug.ru/ug_pril/gv/96/09/07.html

Golovin N.A. Biographical stories as a source for the study of the political socialization of the leaders of modern Russia
http://www.soc.pu.ru/publications/conf97-1/art25.html

Solution:

Political decision-making style
http://www.nikkolom.ru/books/book1/24.htm

Career:

All about career
http://www2.telecom.mogilev.by/osp

Tartakovskaya I. Career of a woman in the industry
http://www.infomost.ru/pmuz/number2/TARTAKO.htm

bureaucracy, bureaucracy

Krupskaya N. The Taylor system and the organization of the work of Soviet institutions
http://www.magister.msk.ru/library/revolt/krupn001.htm

Party bureaucracy
http://tkp.find.org.ru/pb.htm

Mises L. Bureaucracy. Planned chaos. Anti-capitalist mentality
http://www.libertarium.ru/library/buero.html

Herr R. Theoretical Bureaucracy
http://www.pcmag.ru/9612/129607.htm

Beetham D. Bureaucracy
http://www.nir.ru/socio/scipubl/sj/4beetha.htm

Fonotov A.G. Russia: from a mobilization society to an innovative one
http://science.csa.ru/Info/fonotov.htmr

Bystritsky A. I love bureaucracy
http://www.midural.ru/izbircom/Journal/Bistr.html

Makarin A.V., Strebkov A.I. Methodology for the Analysis of Bureaucracy and the Evolution of the Soviet Bureaucratic Regime
http://hq.soc.pu.ru/publications/conf97-1/art15.html

Power:

Power racket and racket power
http://www.abacus.ru/newspaper/reket.shtml

Yakovenko I.G. Power in Russian traditional culture: the experience of cultural analysis
http://scd.centro.ru/3.htm

Power structures and executive power
http://www.nns.ru/region/lipetsk52.html

Situational:

Bagiev G.L., Bogdanova E.L. Market segmentation and diagnostics of the competitive environment in the marketing system
http://www.marketing.spb.ru/read/m9/15.htm

Self management:

Shirokov A.N. Local self-government in the political system of modern Russia: features and problems of formation

http://future.ftf.tsu.ru/MSU/Minnac/5/MSUinPolSystem.htm

Local government

http://www.rossel.ru/Rus/Principles/Principle7.htm

Local self-government is the key to preserving statehood

http://www.rbcnet.ru/comm/tpv_news/2511981755/5.htm

Chudakov M.F. Local Self-Government and Management Abroad (Some Issues of Theory)
http://un.minsk.by/publications/journal/journal4/chudakov.htm

Local government course
http://www.ic.net.ru/school5/kurs_oms.htm

How to overcome distrust of the current Russian authorities? Self-government and the state
http://www.tranet.trecom.tomsk.su/home/news/BOOKS/5-1.htm

Social, social:

Green M.K. (USA). Kropotkin. Social structure and metaphysical metaphors
http://www.konecky.spb.ru/sci/history/tk1-07.htm

Bunin I. New Russian Entrepreneurs and Myths of Post-Communist Consciousness

http://www.libertarium.ru/libertarium/l_liblibrus_art3

Lysyakova L. East Asian version of social policy
http://win.www.roline.ru/sp/iet/eurasia/july97/lisakova.rhtml

Weber M. Types of domination
http://hq.soc.pu.ru/persons/golovin/r_weber2.html

Japanese, American:

Menshikov S. Moderate growth of the Western economy
http://www.ptpu.ru/Issues/2_97/pu2_10.htm

State:

Sultanov Sh. Karma of the elite: inhale-exhale, night-day
http://www.russ.ru/antolog/inoe/sult.htm

Politics and power. State and society
http://www.nns.ru/elects/documents/pglpr2.html

State and industrial management
http://www.elemte.ru/vid/vid000/business/business05.htm

Illarionov A., Markov M. The less the state participates in the economy, the more chances to get out of the crisis?
http://www.ilim.ru/~taf/public/nogovecon.html

Nemtsov B. Provincial. Society and State

http://boris.nemtsov.ru/province/country5.htm

Information society and the rule of law (Sketch of the concept of legislation in the field of information security)
http://www.duma.gov.ru/dppage/99103703/inf_obsh/title.htm

Staff:

Capital in staff?
http://www.fbr.donetsk.ua/asorty/003/kadry.shtml

Staff
http://www.zeim.ru/report/personal.htm

New Approaches: Investing in People
http://www.rosugol.ru/uk/htm/u7i12.html

Supervisor:

You are the leader
http://www.rosugol.ru/uk/htm/u7i17.html

Management - Library
http://www.unc.host.ru/Library/library0101.htm

Library of Evgeny Volkov on psychology, logic, philosophy, etc.
http://www.people.nnov.ru/volkov/library/index.html

Belarusian Journal of International Law and International Relations
http://un.minsk.by/publications/journal/journal4/cont.html

International journal "Problems of theory and practice of management"
http://www.ptpu.ru/

Libertarium - a journal on sociology, political science, economics
http://www.libertarium.ru/libertarium

Open business and economics courses

http://www.college.ru/economics/index.html

Leader image. Psychological guide for politicians / Edited by E.V. Egorova-Gantman
http://www.nikkolom.ru/books/book3/book1.htm

How to make a politician's image / Edited by Doctor of Political Sciences E.V. Egorova-Gantman and I.E. Mintusov

http://www.nikkolom.ru/books/book3/book2.htm

Political consultant in Russian election campaigns / Edited by Doctor of Political Sciences E.V. Egorova-Gantman and I.E. Mintusov
http://www.nikkolom.ru/books/book3/book3.htm

Newsletter "Conspectus" - collections of works on management
http://src.nsu.ru/psych/konspekt/

Mises L. Liberalism in the classical tradition
http://www.libertarium.ru/library/mises/mises.html

Belorusskaya Gazeta - articles on economics, politics, management
http://www.open.by/bg-weekly/

On line marketing publications
http://www.marketing.spb.ru/read.htm

List of terms on management, political science
http://www.etel.ru/leader/glossary.htm

Markus H., Nurius P. Possible Selves: Mediators between Motivation and Self-Concept

http://src.nsu.ru/psych/internet/bits/markus.htm

Yakovenko I. Society and entrepreneurial values

http://www.libertarium.ru/library/sbornik2/3-2.html

Professional telephone behavior in a client-oriented company
http://www.hrclub.org/prog10.html

Zinchenko V.A., Martirosova G.A. Rostov Chamber of Commerce and Industry and Stimulation of Entrepreneurial Activity

http://stud.math.rsu.ru/reg/rnd21/zinchenko.htm

Yarkina T.V. Fundamentals of business economics (short course)

http://www.referat.ru/up/05/econom43.htm

Gershman E.A. Beginnings of the theory of sociogenesis
http://www.politic.donetsk.ua/ideya/01/sociogen.htm

Grebenichenko S.F. Nomenclature in the new historical conditions professional guidelines and values
http://kleio.dcn-asu.ru/aik/krug/5/11.html

Social progress and global problems of our time
http://www.ugatu.ac.ru/ugatu.new/fakult/f6/k1/philosophy/topic16.html

Kozer L.A. Functions of social conflict
http://www.philsci.univ.kiev.ua/courses/asp/biblio/kozer.html

1 The use of teaching aids in the disciplines of the management cycle Ryzhikov S.N. and Knyazkova L.A. // The average professional education № 9, 2005.