It is important to understand how functions differ from tasks. A task is an activity aimed at achieving the required results at a certain time. Function – repeating the activities of the organization. A set of management tasks represents a management function.

Typically, one function is performed by one unit, but some functions may be performed jointly by different units, or one unit may perform several functions.

Figure 1 shows the factors on which the composition of functions depends.

Figure 1 – Factors influencing the composition of management functions

Management functions are needed to provide direction, management and maintenance of production activities in an organization.

All functions have the following main characteristics:

• appointment;
• repeatability;
• uniformity of content;
• specifics of execution.

Management functions are distinguished by the presence of an objective nature, which is determined by the need for the management process itself in conditions of joint work.

The main functions of organization management are:

• organization – a set of methods and techniques for combining all links of the management system;
• standardization is the process of developing scientifically based calculation values ​​that establish the quantity and quality of assessment of developed elements used in the process of production and management;
• planning is a function that occupies a central place in the organizational structure and is aimed at regulating the behavior of the control object;
• coordination - influencing a team of people in order to manage different but interconnected departments;
• motivation is a function that stimulates work activity;
• control – analysis and accounting of possible errors and deviations from planned plans;
• regulation is a function closely related to the functions of control and coordination.

Management functions are the basis of the management apparatus, determining its number and structure. The main task of the management apparatus is to combine different but related functions.

There are several options for classifying the management function, but the simplest and most understandable divides them into two groups:

• are common;
• special.

General control functions

General functions were formulated by Ani Fayol at the beginning of the 20th century. They exist in the management of any organization in any business field.

Among all the general management functions, titration is considered the main one - a method of mass quantitative and qualitative analysis. Performing this function, the manager, usually a senior manager, does the following:

• formulates goals and objectives for the future period;
• carries out strategic planning;
• draws up operational plans.

The implementation of all plans depends on the organizational function. It is aimed at creating an organization, forming its structure, distributing tasks among personnel, and coordinating their work.

The motivational function is responsible for stimulating the work activity of personnel. It is based on analyzing and identifying people's needs, choosing a way to satisfy them in order to maximize employee productivity.

The control function is aimed at identifying possible risks, hazards, errors and deviations and thereby helps to improve work.

Special Features

The functions of managing individual objects occupy a special place in the organization. How control objects can be distinguished:

• production activities;
• logistics;
• innovation;
• marketing and sales activities;
• personnel selection;
• financial activities;
• accounting and analysis.

Management of these objects constitutes the content of special management functions. Table 1 provides examples of the content of some functions.

Table 1 – Contents of special control functions

Topic 4

Control functions.

Enterprises as a complex management system contain managed part (production, workshops, sites, teams, services) and manager (manadgement Department). Production management requires specialization of the divisions of the management part of the system and the assignment of certain types of management activities to an employee or group of employees of the management apparatus.

Specialization of control system units is carried out according to management functions .

Control function is a complex of necessary, repetitive management work, united by the unity of content and target orientation.

Management functions characterize a certain area of ​​management activity carried out at all levels of enterprise management.

Distinguish are common And special management functions.

Are common - reflect the typical structure of the management process; they include complexes of management work performed when managing any object. These include: forecasting ,planning, regulation, control, accounting.

Special – include complexes of management influences on individual aspects of the enterprise’s activities, which act as specific management objects, for example: supply management, transport management, product quality, etc.

Function- This is an objective component of management. The functions reveal the essence and content of management.

A complex set of management actions on any level and in any system- can be reduced to a limited list, that is, all researchers fully share this opinion about the composition of the management cycle: (Fig. 4.1)

Making a management decision ;

Implementation of the solution ;

Control .

In practice, the implementation of management functions at a specific economic facility is associated with the implementation of tasks that the corresponding management apparatus is designed to solve. That is, they need to be defined as functions-tasks control apparatus.

Planning

Planning is the process of developing an organizational goal and activities aimed at achieving this goal.

Planning as a management function has a complex structure and is implemented through its subfunctions: forecasting , modeling , programming .

Forecasting is a method of scientifically based prediction of possible directions for the future development of an organization, in close interaction with the environment.

Forecasts are probabilistic in nature; if the forecasting is done well, the result will be a forecast of the future, which can be used as a basis for planning.

It is designed to provide the following tasks:

-determination of the dynamics of economic phenomena

- drawing up forecasts showing possible directions for the future development of the organization;

- determination in the future of the final state of the system, its transition states.

Modeling - the process of presenting the implementation of various situations and states of the system during the planned period is the most important condition for forecasting. Programming . Its task is, based on the actual operating conditions of the system, to program its transfer to a new specified state.

Includes :

Development of an algorithm for the functioning of the system;

Identification of required resources;

Selection of management methods.

Planning , as a management function, is the process of determining goals and ways to achieve them. It covers various levels of the organization and carries over time long-term , medium term And short character.

1 Long-term planning(15...20 years).

The overall goals of the company and strategy are determined

2 Medium-term planning(for 5 years).

The main task is the choice of means to achieve the intended goals.

Determined :

General personnel policy;

General financial policy;

General production strategy;

General marketing strategy;

3. Short-term planning (ongoing)

It is detailed by quarters and months and has several forms :

1. One from its forms is the process of breaking down medium-term plans into short-term ones with more detailed segments. In this case, usually for a year, they are compiled industrial ,financial plans and plan in Marketing .

2. Another form is to develop policies and regulatory mechanisms in the event of possible future situations (in the event of a strike).

3.Third form is budget planning. A budget is a financial plan that serves as a guide and control over future operations. Typically, several types of budgets or even groups of them are developed:

Estimate of income and expenses;

Cost estimate, materials;

Capital cost estimate;

Cash budget;

Balance sheet.

* Managers not only make plans, but also organize their implementation through the formation of structures, processes and methods.

Organization

Organization means process:

Organization- this is the process of creating the structure of an enterprise, as well as providing it with what is necessary for its normal operation (personnel, materials, equipment, tasks, funds, etc.), which allows people to work effectively together to achieve goals.

Function of the organization considered in two aspects:

How the system creation process;

As a process of its improvement.

Organization of work is a function that all managers must perform - regardless of their rank.

The decision to choose the structure of the organization as a whole is always made by senior management. At the same time, the task of managers is to choose an organizational structure that best meets the goals and objectives of the organization, productively distributes and directs the efforts of its employees.

In addition to forming the structure of the organization, it also provides it with everything necessary (personnel, funds, means of production, materials, and so on). That is, at this stage, conditions are formed for achieving more effective results.

Organization structure cannot remain unchanged because it changes like

its external and internal environment.

Motivation

Motivation is the process of motivating oneself and others to act to achieve the goals of the organization as a means of satisfying their own desires.

Motivation theory is divided into two categories:

2 Procedural based on how people behave based on their perceptions and cognitions. (Or how a person distributes efforts to achieve various goals and how he chooses a specific type of behavior).

Meaningful Motivation theories are based on identifying human needs and their structure.

Need - this is the awareness of the absence of something, causing an urge to action.

– Primary needs are genetically inherent in a person, and secondary needs are developed in the course of cognition and gaining life experience. (Or by the nature of its psychology, for example, the need for success, respect, power, and so on).

1. Maslow's hierarchy of needs theory .

Maslow's structure of needs has 5 hierarchical levels. A person is not inclined to rise to the upper levels of needs until the needs of the lower levels are satisfied.

2. McClelland's theory of motivation

According to this theory, any organization offers a person opportunities to satisfy three higher-level needs: the need for authorities, V success and in accessories.

- need to dominate develops on the basis of learning, life experience and consists in the fact that a person seeks to control people, resources and processes occurring in their environment.

IN needs of success, it is necessary to take into account that subordinates receive satisfaction mainly from the work process and, to a lesser extent, from the reward for the work performed.

- need for participation manifests itself in the form of a desire for friendly relations with others. For such team members to work successfully, it is necessary to create conditions so that they can actively interact with a fairly wide range of people.

3. According to this theory, there are two groups of factors that have different effects on employee motivation.

Procedural Motivation theories look at how a person allocates efforts to achieve goals, as well as behavior of a person not only as a function of his needs, but also expectations related to this process or situation.

This approach is based on the experiments of a scientist physiologist Pavlova .

For effective motivation, a manager must establish a firm relationship between what has been achieved result And reward.

Expectancy theory

Expectation can be considered as a given person's assessment of the likelihood of a certain event.

When analyzing motivation to work, three relationships are distinguished:

1. Labor inputs - results (Z-R);

2. Results - reward (R-R);

3. Satisfaction with reward - valence (B).

(Z-R)x(R-B)xB = motivation

The essence of the theory is that subordinates are most productive when they believe that their expectations are met.

Theory of justice

This theory says that people have a subjective perception of the rewards received versus the effort expended, and then compare it with the rewards of other people doing similar work. If the comparison shows an imbalance, tension arises, reducing productivity.

Conclusion: Until people begin to believe that they are receiving fair remuneration, they will tend to reduce the intensity of work.

Porter-Lawler model.

Porter and Lawler generalized the two previous theories and came to the conclusion that productive work leads to satisfaction. The authors of the model believe that it is the feeling of completed work that leads to satisfaction. It is important to combine into a single whole such concepts as effort expended, abilities, results, rewards, degree of satisfaction, perceptions within a single interconnected system.

Main conclusion theories of justice for the practice of management is that until people begin to believe that they are receiving fair remuneration, they will tend to reduce the intensity of work.

Control.

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

Main types of control: preliminary , current , final.

1. Preliminary control is carried out before the start of the operation. It is a readiness check from the point of view of resource provision.

2. Current control, carried out in the course of work, the object of control is most often subordinates. It is based on measuring the actual results obtained after solving local problems and comparing them with the intended goals.

3. Final control has two functions:

A) Educational . Provides the manager with information for planning in case of repetition of work, taking into account both the problems that have arisen and successful solutions.

b) Motivational (remuneration taking into account specific contribution to the final result)

The control function includes accounting(collection, processing) and analysis information on the actual results of the activities of all divisions of the organization, comparing them with planned indicators, identifying deviations and analyzing their causes; development of activities to achieve set goals.

Control process model:

Development of plans, regulations and standards;

Taking actions to improve plans;

Obtaining actual performance indicators;

Comparison of actual performance indicators with standards and standards;

Determination of deviations;

Deviation analysis;

Development of a corrective action program.

Forms of control:

Financial, production, marketing, quality control, pricing, administrative.

1.Financial control is the basis of general management control and is carried out on the basis of receiving financial statements from each division in standard forms.

Financial control covers all aspects of the life of an enterprise (organization) - production, marketing, and management itself. It includes – budgets, cost-benefit analysis, relative performance analysis and return on investment.

2. Industrial control includes the following functions:

Routing, i.e. sequence of operations;

Production schedules, which determine the time at which each operation must be performed;

Preliminary estimate of the cost of performing the work.

Dispatch that completes an activity that checks whether plans have been completed.

3. Marketing control is based on:

Analysis of sales opportunities;

Market share analysis;

Analyzing the relationship between marketing costs and sales.

4. Quality control includes:

Novelty, technical level,

No defects in execution -

Reliability in operation.

Ministry of Education and Science of the Russian Federation

Federal Agency for Education State Educational Institution of Higher Professional Education

All-Russian Correspondence Financial and Economic Institute

BRANCH IN UFA

Test on Management Option 4

Teacher

Performed

Speciality

Grade book no.

Introduction

Management is seen as process, because working to achieve goals with the help of others is not some one-time action, but a series of continuous interrelated actions. These activities, each a process in itself, are critical to the success of the organization. They are called management functions. Each management function is also a process because it also consists of a series of interrelated actions. The management process is the sum total of all functions.

Henri Fayol, who is credited with originally developing the concept, believed that there were five original functions. According to him, “to manage means to predict and plan, organize, command, coordinate and control.” Other authors have developed other lists of functions. A review of modern literature reveals the following functions - planning, organizing, directing (or commanding), motivating, directing, coordinating, controlling, communicating, researching, evaluating, decision-making, recruiting, representing and negotiating or concluding deals, in fact in almost every management publications contain a list of management functions that will be at least slightly different from other similar lists.

Rice. 1. Control functions.

This paper adopts an approach based on grouping significant management activities into a small number of categories that are now generally accepted as applicable to all organizations. We believe that the management process consists of functions planning, organizing, motivating and controlling. These four primary management functions are united by the connecting processes of communication and decision making. Management (leadership) is considered as an independent activity. It involves the ability to influence individuals and groups of employees so that they work towards achieving goals that are essential to the success of the organization. All these categories are discussed in different chapters of the book. Below is a brief description of each of the functions as an overview.

I. Management functions in management and their classification

Control function– this is a separate type of activity that is objectively necessary for the implementation of operational goals. This is a separate homogeneous type of activity, implemented through decision making.

The classification of management functions, determined by the content of the management process, allows us to distinguish the following functions: planning, organizing, motivating and controlling(Fig. 1.).

Planning .

Planning function involves deciding what the organization's goals should be and what members of the organization should do to achieve those goals. At its core, the planning function answers the following three basic questions:

1. Where are we currently? Managers must evaluate the organization's strengths and weaknesses in such important areas as finance, marketing, production, research and development, and human resources. All this is done with the goal of determining what the organization can realistically achieve.

2. Where do we want to go? By assessing the opportunities and threats in the organization's environment, such as competition, customers, laws, political factors, economic conditions, technology, supply, social and cultural changes, management determines what the organization's goals should be and what might prevent the organization from achieving those goals.

3. How are we going to do this? Managers must decide, both generally and specifically, what members of the organization must do to achieve the organization's goals.

EXAMPLE. Management: science or art?

Management thought of the 20th century places special emphasis on turning management into a science. And as we progressed toward this goal, there was ongoing debate about whether this was actually possible. Luther Gulick, a management theorist, states that management becomes a science because it systematically studies phenomena that are grouped into various theories and because it “seeks to understand on a systematic basis why and how people systematically work together to achieve certain goals and in order to make these systems of cooperation more useful to humanity." On the other hand, many experts put forward the idea that management is rather an art that can only be learned through experience and which only people who have the talent for it master perfectly. Some practitioners, including a number of very successful people in the field, believe that scientific management theories are academic ivory towers rather than the real, everyday world of organizational life. The basis of any science is the ability to objectively measure the phenomena being studied. The difficulty of this task has haunted management ever since it became an independent discipline. Some aspects of organizations can be quantified, measured, and accurately analyzed. For example, it is not particularly difficult to determine the most efficient ways to perform mechanical tasks. Authors of works in the field of scientific management have very successfully analyzed the implementation of such works. This led some to firmly believe that management could become a science. However, this optimism was destined for a short life. Practicing managers saw that, indeed, it is possible to rationally design a job to be carried out most efficiently, but it is not always possible to get the worker to do everything prescribed accurately and consistently. People, as it turns out, are not as simple as machines. You cannot implant a meter in the mind of a person so that he or she can objectively measure his or her own reaction to the proposed method of work. Moreover, managers have to deal not only with individual employees, but also with entire groups. In a large group, there are so many social factors at work that it is difficult to even simply identify them, let alone accurately measure their magnitude and significance.

The same can be said about the countless environmental factors that influence the organization, and about the complex potential interactions between the environment and the organization, so complex that sometimes it is even impossible to clearly determine the existence of these relationships. Therefore, in our opinion, management, at least partially, is an art. Managers must learn from experience and modify subsequent practice accordingly to reflect the implications of theory. This does not mean, however, that management theory is useless. Rather, it means that the manager must recognize some of the limitations of theory and research, and use them only where appropriate.

Management theory and research should not be viewed as absolute truth, but rather as tools that help us understand the incredibly complex world of organization. When used correctly, theory and scientific research help a manager predict what, in all probability, can happen, thereby helping the manager make decisions more appropriately and avoid unnecessary mistakes.

Source: Luther Gulick, "Management Is a Science", Academy of Management Journal, vol. 8, no. 1 (1965), pp. 7-13.

Through planning, management seeks to establish guidelines for effort and decision-making that will ensure unity of purpose for all members of the organization. In other words, planning is one of the ways in which management ensures that the efforts of all members of the organization are directed toward achieving its common goals.

Planning in an organization does not represent a separate one-time event for two significant reasons. First, although some organizations cease to exist after achieving the purpose for which they were originally created, many strive to survive as long as possible. Therefore, they redefine or change their goals if full achievement of the original goals is almost complete. An example of this is the Dime Movement. It originally arose to fight polio. When the Salk vaccine virtually eliminated the threat of new diseases of polio among children, this movement found itself out of work, and it refocused its main goals on helping disabled children in general.

The second reason why planning must be carried out continuously is constant uncertainty of the future. Due to changes in the environment or errors in judgment, events may not unfold as management anticipated when plans were made. Therefore, plans need to be revised to ensure they are consistent with reality. For example, a firm had previously planned to build a new headquarters in five years, using the proceeds from expected increases in profits to pay for construction. If profits do not actually increase as expected, or these funds must be used for more pressing purposes, the firm will have to reconsider its plans for future construction and operations.

Organization.

To organize means to create some kind of structure. There are many elements that need to be structured so that an organization can carry out its plans and thereby achieve its goal. One of these elements is work, the specific tasks of an organization, such as building houses or assembling radios or providing life insurance. The Industrial Revolution began with the realization that organizing work in a certain way allowed a group of workers to achieve much more than they could have done without proper organization. Organization of work was the focus of the scientific management movement.

Since people perform work in an organization, another important aspect of the organization's function is determining who exactly should perform each specific task from the large number of such tasks that exist within the organization, including management work. A manager selects people for a specific job by delegating to individuals tasks and the authority or rights to use the organization's resources. These delegates accept responsibility for the successful performance of their responsibilities. By doing this, they agree to consider themselves subordinate to the leader. As we will see, delegation is the means by which management gets work done with the help of others. The concept of introducing a systematic approach to the organization of people's work and activities can be expanded (as will be discussed below) to the creation of the structure of the organization as a whole.

Motivation .

A leader must always remember that even the best laid plans and the most perfect organizational structure are of no use if someone does not carry out the actual work of the organization. And the task motivation functions is to ensure that members of the organization perform work in accordance with the responsibilities delegated to them and in accordance with the plan.

Managers have always performed the function of motivating their employees, whether they realized it themselves or not. In ancient times, this was done using a whip and threats, and for a select few - rewards. From the late 18th century to the 20th century, there was a widespread belief that people Always will work more if they have the opportunity to earn more. It was therefore believed that motivation is a simple matter of offering appropriate monetary rewards in exchange for effort. This was the basis for the approach to motivating the school of scientific management.

Research in the behavioral sciences has demonstrated the failure of a purely economic approach. Managers learned that motivation, i.e. the creation of an internal drive to action is the result of a complex set of needs that are constantly changing. We currently understand that in order to motivate of its employees effectively, a manager must determine what those needs really are and provide a way for employees to satisfy those needs through good performance.

Control .

Almost everything a leader does is focused on the future. The manager plans to achieve the goal at some time, precisely recorded as a day, week or month, year or more distant point in the future. During this period, a lot can happen, including many unfavorable changes. Employees may refuse to perform their duties as planned. Laws may be passed to prohibit the approach taken by management. A new strong competitor may appear on the market, which will make it much more difficult for the organization to achieve its goals. Or people may simply make a mistake while performing their duties.

Such unforeseen circumstances may cause an organization to deviate from the course management originally intended. And if management fails to identify and correct these deviations from original plans before serious damage is done to the organization, achievement of goals, perhaps even survival itself, will be jeopardized.

Control - it is the process of ensuring that the organization actually achieves its goals. That's why in Fig. 1. arrows coming from control go to planning. There are three aspects of management control. Setting standards - This is a precise definition of goals that must be achieved in a designated period of time. It is based on plans developed during the planning process. The second aspect is measurement what has actually been achieved over a given period, and comparison achieved with expected results. If both of these phases are performed correctly, then the organization's management not only knows that there is a problem in the organization, but also knows the source of that problem. This knowledge is necessary for the successful implementation of the third phase, namely, the stage in which actions are being taken if necessary, to correct major deviations from the original plan. One possible action is to revise your goals to make them more realistic and appropriate to the situation. Your teacher, for example, through a test system, which is a way of monitoring how you are progressing in comparison with established norms, saw that your group could learn more material than originally determined. As a result, he may revise the curriculum to ensure more material is covered.

by discipline: Management

on the topic of:

“Control Functions”

Completed:

Savinov P.V.

Speciality:

GTB II-3

Institute:

ITiRR

Moscow 1999

1. Introduction 3

2. Essence and content of management functions 5

3. Basic functions of management 7

4. Characteristics of basic management functions 13

4.1. Planning function 13

4.2. Organization function 14

4.3. Motivation function 15

4.4. Control function 15

5. Specific control functions 17

5.1. Personnel management 17

5.2. Marketing 17

5.3. Research and Development Management 18

5.4. Financial management 18

6. Conclusion 18

7. List of references 19

Introduction

“Management” is a word of English origin and means “to manage”.

In general, management should be represented as the science and art of winning, the ability to achieve goals using labor, motives of behavior and intelligence of people. It is about deliberately influencing people to transform unorganized elements into an effective and productive force. In other words, management is the human capabilities through which leaders use resources to achieve the strategic and tactical goals of the organization.

Manager is an independent profession with its own professional-specific tools and skills, clearly different from other professions. Contributing to the achievements of the employees themselves concerns only the managerial profession, and all other professions perform special tasks, but not the tasks of a manager.

A manager is a person who has undergone extensive special training and has achieved results through other people. This is a recognized leader of any team.

In the economy, various objects of both state social management and management of horizontal market structures are formed, function and develop. The main objects of public administration are public property, social infrastructure, etc., as well as collective property. Private, non-state and mixed property are objects of management of horizontal market structures.

This paper examines the functions of modern management.

Function is a widely used word with many meanings. Function (lat. functio) is a duty, range of activity, purpose, role. This concept is used in all areas of knowledge and in all areas of activity.

In political economy, a function is understood as a specific form of manifestation of an essence; in philosophy - the external manifestation of the properties of an object in a given system of relations; in biology - work performed by an organ or organism; in mathematics, the dependence of one variable on another.

Most people plan their activities for the day (month, year, etc.), then organize the resources that will be needed to carry out their plan. As we move forward, we compare what we have done with the goals and objectives we set earlier. This day-to-day work affects a range of management functions. Those. management must be viewed as a cyclical process consisting of specific types of management work, called management functions.

In socio-economic systems, the concept of “function” is also widely applied to the system as a whole, the object and subject of management, individual subsystems and types of activities. Functions occupy a special place in the management system and play a key role in its formation. This paper examines the entire complex of management functions, the criteria for their identification and the relationship between them. The basics of functional modeling of management systems are provided, recommendations are provided on how to work with management functions and how to use the functions to create an effectively operating management apparatus.

The management function as a possible area for the formation of control influence involves the implementation of continuous interrelated actions to develop means and methods of influence and their implementation in relation to solving a specific problem. Therefore, the function is considered as an objectively necessary area of ​​the management process, which has temporal and spatial certainty and final effectiveness.

The division of a single management process into relatively separate, but at the same time inextricably linked functions is necessary when describing the management system as an integrated process aimed at achieving a clearly defined goal.

Control system functions, i.e. management as such defines only a few types of functions. The most fundamental approach is the approach of the American school:

1. Planning;

2. Organization;

3. Stimulation;

4. Control.

They spread to Europe, to a lesser extent in Asia, and now in

The State Administration defines other functions - extended ones (see Table 1).

Table 1. Main functions of management and means of influence.

Main functions Priority means of influence

Goal setting Needs, missions, goals, potential, resources,

results, information

Strategic setting Strategy, tactics, innovation, potential, resources,

organization, information

Planning Hypothesis, concept, forecast, program, plan

Regulation Law, regulation, standard, regulation, tax, benefits,

fines, fees, license, information

Organization Process, system, structure, technology, resources,

communication, information, method

Coordination Coordination, balance, balance,

insurance, reservation, manageability

Motivation and Need, interests, motives, methods, expectations,

activation of attitude, power, leadership, style

Stimulation Motives, incentives, methods, levers, mechanism,

benefits, fines, career

Humanization Ethics, culture, traditions, education, legal

consciousness, professionalism

Providing Values, Atmosphere, Leadership, Beliefs, Climate,

corporate compatibility, career

Control Norms, rules, instructions, technology, analysis

Assessment Indicators, criteria, procedures, examination

This work examined the main functions of management, the essence and content of the functions, their relationship, as well as the functions of the process in the management system.

Without the manifestation of management functions, the normal functioning of an organization or enterprise is impossible, therefore, sufficient attention should be paid to the study and analysis of management functions.

The essence and content of management functions

Management functions are a specific type of management activity, which is carried out with special techniques and methods, as well as the corresponding organization of work.

As you can see, one of the main components that make up the content of management is functions. Thus, in order to perform this or that relatively simple work, it is necessary to determine in advance what needs to be obtained in the end, how to organize the work, motivate and monitor its implementation. These are the management functions. Although management techniques have improved over time, the fundamental management functions have remained relatively unchanged.

Henri Fayol, who developed the theory of administrative management, at the beginning of the twentieth century. identified five initial functions, or elements, of the administrative process: foresight, organization, management, coordination, control.

But very often they talk about only four management functions - planning, organization, motivation and control.

The concept of Russian management as a process of performing the interrelated functions of planning, organizing, coordinating and regulating, motivating, and controlling united a number of management theories, in particular, the school of scientific management, administrative theory, and the behavioral school, which studies tendencies in human behavior based on the development of needs and the emerging theory of motivation. In further development, the process model of management was refined and expanded, deepened due to the application of the methodology of systemic and situational approaches, sociological research, economic and mathematical methods and modeling to management.

The essential characteristic of management is the function or type of activity of managing people. This feature of any type of management was noted by Mary Parker Follett in her definition of management as ensuring that work gets done with the help of other people. In the process of management development, the essence of management was interpreted as “influencing” people to coordinate and streamline their actions in joint work through motivating behavior.

The most complete content of management as a process reflects the main functions that act as a general condition for managing social and socio-economic processes. The process of influence will be real upon its completion in production and economic activities, where any means of interaction are used: goals, strategies, methods, management structures. Therefore, the management process can be considered as a process of interaction between the subject and the object of management, where the ideas of the subject are realized, i.e. manager This group of functions is united by the process of developing and implementing a management decision, which has universal stages in a certain sequence, which can be interpreted as groups of management functions, i.e. types of activities for the development and implementation of management decisions.

The essential feature of management determines the presence of a manager - the subject of management, a professional manager who has undergone special training, giving him the right to perform the functions of managing people.

In market conditions, not only functions must be assigned, but also resources associated with the performance of these functions and decision-making, and specific types of responsibility for management performance.

For managers, knowledge of the relationship and interaction of groups of management functions creates the conditions for making the right decisions in the field of formation and operation of management systems.

Let us note the main features of management functions. Management relations in a market economy are multifaceted, multi-layered, because they reflect different facets of socio-economic relations between people and teams engaged in production and non-production spheres of activity of organizations of various forms of ownership.

An important feature of management functions, due to the specifics of the Russian economy, is the need for a high degree of adaptability to changes in the external and internal environment.

The transitional stage of development of the Russian market economy is characterized by the special nature of the interaction between market management levers and the system of state regulation. Therefore, management functions, in addition to their integration role, ensure adaptation of production and economic systems to new and frequently changing state regulators, as well as adaptation to new market conditions in all areas of economic and social activity.

Adaptability is understood as the ability to maintain the qualitative certainty of the management function when the socio-economic environment changes. The system of adaptive elements of the management system includes the entire set of means of influence: targeted, regulating, coordinating, activating, motivating, controlling, self-organizing. It follows that the system of means of influence and interaction for each function must be flexible and ensure less loss of resources when socio-economic and organizational and technical factors change.

It should also be noted the processes of adaptation to erroneous decisions and negative phenomena in the management system. Thus, the current practice of reforming industrial relations (simultaneous release of prices, retroactive introduction of legislative acts, lack of mechanisms for their implementation) causes outrage in the economic environment and adaptation to these conditions of lower levels (concealment of income, non-payment of taxes, non-compliance with government decisions).

Management functions have a specific nature, special content and can be carried out independently, be either unrelated or inextricably linked, moreover, they seem to interpenetrate each other. In other words, in the management system all management functions are combined into a single holistic process.

Basic functions of management.

The main functions of management are characterized by completeness of content, stability of structure, consistency and universality of use in different fields of activity. Their main feature is that each main management function represents a separate management process to develop methods of activation and means of influencing personnel and their activities to achieve the overall results of the socio-economic system.

Figure 1 shows the composition and interrelationship of modern functions that shape the management process. Each of the 6 blocks of functions represents a separate stage in the process of managing an object, a company, or a corporation. Each block contains two types of functions, interconnected and complementary to each other. With the same purpose, the functions of each block reflect the features characteristic of the management of different areas of managed activity, different levels of management and objects.

Fig.1. Relationship between the main functions of management

The functions are interesting because in a systematized form they can give a complete picture of the processes of motivation, influence and interaction from the origin of ideas to their implementation, evaluation of the result and the emergence of consequences. The main functions characterize the impact, determining its defining means, the implementation of which can provide the required result.

Goal setting as the main function of management orients the production and economic system in time and space. Its purpose is to set, define and formulate management goals in accordance with the need of society for the products (services) produced by the company, to justify the resource availability of goals and feasibility in accordance with the existing potential.

Goals are specific desired results that the team strives to achieve in the process of joint activities. Economic, social, marketing, innovation, investment and other goals are distinguished. Their composition and interdependence are determined by the purpose of structural activity.

Awareness of a common goal, involvement in the process of achieving it and benefiting from the final state of the system act as influencing incentives.

Constant monitoring of goals and the results of their achievement allows you to clarify intermediate goals, the order of their importance and the nature of the developed strategy. Thus, the goals and strategies for achieving them are closely interrelated; adjustment or clarification of one of these categories immediately directly affects the other. In the management process, a constant process of their coordination and determination of mutual correspondence is carried out.

A management strategy is developed for a long period, but can also be developed for the current period when there are fundamental changes in economic policy. Management strategy is characteristic of both large and small enterprises, any form of business.

When assessing any means of influence, the manager analyzes the management process at all its stages and main functions.

Planning as the main function of management, it represents activities to create means of influence that ensure a unified direction of the efforts of all members of the company to achieve common goals. Planning as a management process includes the development and implementation of means of influence: concept, forecast, program, plan. Each of the means of influence has its own specifics and conditions of use.

Concept - an idea, theoretical and methodological foundations for its development, justification, methods and conditions for implementation. Any theoretical economic problem, before its implementation in economics, goes through the stage of concept formation.

Forecast is a scientific prediction of the possible state of a company, corporation, economy, society in the future. Forecasts in business are developed on complex socio-economic problems, usually for the long or medium term. Most often, the forecast is used in strategic management.

A program is a complete set of tasks, activities, works, united by a common goal, having a specific end result, requiring the attraction of significant resources, carried out by a set of interacting bodies, organizations, individuals from different functional spheres of the economy. The formation of targeted comprehensive programs in business and their implementation play an increasingly important role in management processes in various areas of the economy and scientific research.

Regulation- a type of activity to maintain the functioning modes of the socio-economic system in the sphere of objective laws, principles and provide conditions for the manifestation of objective processes and trends. In the process of regulation, means of influence and mechanisms for implementing the interaction of state and market regulators are developed. This function adapts management to parameters established by the state, such as taxes, interest rates, tariffs, exchange rates, and ensures response to changes in macroeconomic parameters: employment level, inflation rate, changes in the dynamics of gross domestic product.

Regulation as a main function has independent content, and it cannot be considered as part of the state regulation system. The functions reveal a direct connection between different types of social management.

Organization as the main function of management is the activity of people to achieve goals. When implementing this function, they operate with the following categories: process, system, communications, organizational and stabilization methods and organizational and administrative means. Organization as a management function forms an object, improves it, develops operating modes, creates adaptation mechanisms in changes in external and internal connections in the management system. Therefore, the organization of management is the formation of conditions for the stability and flexibility of the socio-economic system based on an integrated approach, taking into account systemic and situational factors.

The content of the management organization function involves the formation and justification of a set of types of work necessary to carry out the organized activity, the definition for each type of activity: competence, i.e. possibilities or boundaries of action and decision-making; powers, i.e. decision-making rights; responsibility, i.e. measures and forms of responsibility and sanctions for the consequences of decisions made. On the basis of these data, a list and professional composition of personnel is established and an information support system is created. In this case, management levels, divisions or links across management levels and a system of connections between them are formed. A link in the management system is considered as a separate element according to the criterion of specialization and combination of functions in terms of the volume and scale of management powers. The link can be a position, department, service, division. The composition of the links in the control system is varied. When characterizing a link, priority is given to the criteria of the type of functions and scope of authority.

According to these criteria, there are linear links (head of the company, workshop), functional (economic planning department), linear-functional link (chief engineer), functional-linear link (head of the creative team). It should be noted that the connections between links and the place of a link in the hierarchy of the management system are determined by the criteria for the formation of the system, among which the most important are: the feasibility of integrating functions, controllability, production and life cycles of products.

Coordination as the main function of management is a type of activity to coordinate and streamline people united by a common goal and joint activities in production and economic organizations. In organizations focused on long-term functioning, coordination is seen as a complement and expansion of the organization's function. In the process of implementing this function, coordination is carried out primarily of external relations by managers at the highest levels of industry, regional, and municipal government.

In other cases, for example, when forming program-oriented systems such as creative groups, coordination becomes the main organizing function, because in these systems it is not strict formalization that is required, but only the coordination of creative efforts, focus on ideas, and their motivation.

Motivation how the main function of management is associated with the process of motivating oneself and other people to act through the formation of motives of behavior to achieve personal goals and the goals of the organization. In the process of motivation, a certain sequence of interdependent categories is assumed to be used: people's needs - people's interests - motives for activity - people's actions.

Motives may include involvement in a large company, in solving significant problems, interest in interesting communications, and the need to develop a career. We can say that the motives that motivate a person to active, productive, creative work are multifaceted, just as the person himself and the social relations that influence him are multifaceted.

The motivational approach to behavioral activity is a central function of management. A manager influences another person through his real goals, life attitudes and expectations, creating effective motivation for the employee’s production activities. As an example, we can point out the characteristics of the motivation of different categories of managers themselves. Motivation of specialists - focus on professional growth, accumulation of knowledge; they prefer to be assessed by professionals.

Motivation through needs reflects the process of their elevation from simple (food, housing, safety) to complex (self-affirmation, self-improvement, self-government). If motivation is based on satisfying higher needs, then such a person is prone to self-government. To satisfy higher needs, primary needs must first be satisfied, and a high production and management culture is necessary.

Stimulation- the main function associated with the process of activating the activities of people and teams through the use of incentives, levers and methods of shaping interests and motives for activity. It follows that the incentive function is based on motivation processes, transforming them into incentives that influence the behavior and activities of primarily teams and firms.

Economic incentives for workers are currently the most effective. The most sensitive incentive applied to an employee is the size of wages and the timeliness of their payment. The amount of wages is compared with the cost of living, taking into account prices for the formation of the consumer basket and other indicators and serves as a criterion for the standard of living of the population. The ineffectiveness of economic incentives during the period of decline in production and the crisis experienced by the Russian economy at the stage of reform is evidenced by a significant gap in income (36 times) between the rich and the poor.

Humanization as the main function of management reflects the social nature of management and the role of the human factor as a subject and object of management. As already noted, a person in a management system is not only a factor of production and a means to achieve a goal, but also the goal of management. Therefore, the function of humanizing managerial relations and the entire system of social relations in the conditions of reorientation of personnel in the Russian economy to market thinking acquires special importance.

First of all, the humanization of relations concerns the ethics of activity, the nature and mechanisms of influence of morality as one of the aspects of human social activity, a special form of social relations and consciousness. Ethics as a system of knowledge generalizes and systematizes the principles of morality formed in the process of development of society, and represents the basis of moral education and the formation of an active life position.

The composition of the features of professional ethics is defined as the code of an entrepreneur or manager. It is assumed that the entrepreneur:

n is convinced of the usefulness of his work not only for himself, but also for others and society as a whole;

n proceeds from the fact that the people around him want and know how to work, strive to realize themselves together with the entrepreneur;

n believes in business, regards it as an attractive creativity, treats business as an art;

n recognizes the need for competition, but also understands the need for cooperation;

n respects himself as a person, and any person as himself;

n respects any property, state power, social movement, social order, laws;

n trusts himself and others, respects competence and professionalism;

n values ​​education, science and technology, computer science, culture, ecology;

n strives for innovation;

n is a humanist.

Such traits of a cultured person as politeness, tact, and delicacy should be the norm of behavior. Goodwill, a sense of proportion, the ability to manage emotions and stress form a civilized style of behavior and a favorable image of an entrepreneur and manager.

An important place in the humanization function is occupied by the formation and development of a company’s culture and management culture. At the same time, the influence of society's culture on management and the impact of management on the formation of a corporate management culture (activity, behavior, communication) are examined.

American models of performance-oriented management rely on two key incentives: employee participation in profit distribution and the transition of the enterprise to employee ownership. The literature provides examples of attempts by American firms to use some Japanese systems, such as quality circles and statistical process control, which were not very successful due to the sharp differences in the culture of American and Japanese companies.

Corporatism– this is a method of managing, developing the economy and social relations of a community, a set of ethical and legal norms of behavior of an individual in a community; This is a contractual community in which the main factor in the growth of human well-being is the balance of personal and corporate interests.

Corporate spirit as a new management function, it includes activities to create the atmosphere of the company, its socio-psychological climate, which provides a solution to the problem of staff satisfaction with their work, communication, collaboration with colleagues and their immediate supervisor. It also provides for the formation of a corporate system of target orientation and target orientation, which is ensured through education and persuasion, awareness of the commonality of ideas and interests.

Corporatism involves the formation of a corporate culture, which is designed to promote broad participation of personnel in the creative processes of developing and making management decisions. The result should be a social, economic and organizational community of the team, a collective spirit, for example, entrepreneurship or a spirit of innovation. Community or sociability, patriotism, a penchant for mutual assistance and support can be considered as traditionally characteristic of Russian management.

Control as the main function of management, it combines types of management activities related to the generation of information about the state and functioning of the management object (accounting), the study of information about processes and results of activities (analysis), work on diagnosing and assessing development processes and achieving goals, the effectiveness of strategies, successes and miscalculations in the use of management tools and methods.

The last stage of control is associated with understanding problems and the reasons for their occurrence, which is the basis for active actions to correct deviations from the goal and activity plan. It should be noted that all the considered stages of the control function are carried out simultaneously, i.e. control can be in the process of activity and after its completion, and the system for organizing control activities depends on the specific situation. To a large extent, the effectiveness of the control function is determined by the methodology, i.e. preliminary research and development of principles, rules, instructions, as well as evaluation criteria and indicators measuring individual aspects of activity and processes. In addition, it is necessary to develop procedures for conducting control operations, select and train management personnel capable of such work.

Performing the control function requires high professional training and experience working with people. A specialist in the field of control must be organized and friendly, which can give a greater effect than strict control and strict sanctions, although the latter is largely determined by the type of work, independence of performance and other situational factors. In any case, managers are responsible for the effectiveness of their decisions financially, administratively, morally, i.e. their prestige and career.

The control function, based on its role in the management process, is called the feedback function of management with the control object. The significance of this function is determined by the nature of the economic activity of managers who carry out the process of managing this activity through the activities of people in accordance with the objective nature of reproduction processes and taking into account the subjective factors of the external and internal environment influencing this development.

Characteristics of basic management functions

Planning function. It involves deciding what the organization's goals should be and what its members should do to achieve those goals. Essentially it is preparing today for tomorrow, determining what is required and how to achieve it.

The plan is a complex socio-economic model of the future state of the organization. The stages of the planning process are largely universal. As for specific methods and strategies, they differ significantly. Typically, an organization forms a single plan to manage its overall activities, but within its framework, individual managers use different methods to achieve specific goals and objectives of the organization. In this way, a map of the path that the organization must take over a specific period of time is drawn up.

There is no single planning method that will suit every situation. The type of planning and the emphasis that a manager makes in the planning process depends on his position in the organizational hierarchy of the company, i.e. the planning process is carried out according to the levels of the organization. Thus, strategic planning (the highest level) is an attempt to take a long-term view of the fundamental components of the organization.

At the middle level of management they are engaged in tactical planning, i.e. intermediate goals are determined on the way to achieving strategic goals and objectives. Tactical planning is essentially similar to strategic planning.

Planning is also carried out at the lower level of the organization. It is called operational planning. This is the basis of planning principles.

All three types of plans constitute a common system, which is called a general, or general, plan, or business plan for the functioning of the organization.

Planning involves all the methods, tactics and procedures that managers use to plan, predict and control future events. All types of planning techniques vary from such traditional methods as budget methods to more complex ones - modeling, development of plans or its individual sections based on game theory and draft scenarios. The use of such planning techniques reduces uncertainty, increases the accuracy of the forecast, and helps managers track or analyze factors that influence the plan.

With the help of the planning function, the problem of uncertainty in the organization is solved to a certain extent. Planning helps managers better cope with uncertainty and respond to it more effectively. Therefore, it should be remembered that uncertainty is one of the main reasons why planning can help an organization manage better under conditions of uncertainty and respond more effectively to changes in the external environment.

Function of the organization. It consists in establishing permanent and temporary relationships between all divisions of the organization, determining the order and conditions of its functioning. It is the process of bringing together people and means to achieve the goals set by the organization.

The purpose of planning is to resolve uncertainty. However, as important as planning is, it is only the beginning. An organization that has a large number of different plans and does not have a coherent structure for implementing them is doomed to failure. The fact is that the functions of planning and organization are closely related. In a sense, planning and organizing come together. Planning sets the stage for the realization of the organization's goals, and organization as a management function creates the work structure of which people are the main component.

Since the concept of the organization is to bring together all the specialists of the company, the task is to define the mission, role, responsibility, accountability for each of them.

The organization process structures work and forms divisions based on the size of the enterprise, its goals, technology and personnel. There are a number of elements that need to be structured in order for an organization to carry out its plans and thereby achieve its goals.

As you can see, regardless of the types and scale of activity, each company must be organized in some way. There are a number of principles that should be followed in the process of performing the functions of the organization:

1) definition and detailing of the company’s goals that were identified during planning;

2) determining the types of activities to achieve these goals;

3) assigning various tasks to individuals and combining them into manageable work groups or units;

4) coordinating the various activities assigned to each group through the establishment of working relationships, including a clear definition of who is in charge, that is, each group member must know what he must do, the timing of the work and who is in charge of him;

5) unity of purpose - whether each member of the organization works for a common goal, that is, no one should work against the goals of the organization;

6) the scope of control or the scope of management - is each manager in the group responsible for the number of employees he manages.

Thus, senior managers supervise no more than ten subordinates, while managers at lower management levels can manage a much larger number of employees. In this regard, two important factors that determine controllability standards (the number of employees that one manager can manage) can be identified: time and frequency. That is, how much time does a manager need to spend with each employee and how often. Naturally, this criterion largely depends on the manager’s ability to communicate with subordinates, the complexity of the tasks being solved, interest and involvement in the work process.

Thus, organization is the second function of management. Of the many meanings of the term “organization” in the sense of management functions, two are most often used:

1) organization is the structure of the system in the form of relationships, rights, roles, activities and other factors that take place when people are united by joint work;

2) organization is the process by which the structure of the organization is created and maintained.

Motivation function. Human behavior is always motivated. He can work hard, with enthusiasm and enthusiasm, or he can shy away from work. Personal behavior can have any other manifestations. In all cases, one should look for a motive for behavior.

Motivation is the process of motivating oneself and others to act in order to achieve personal and organizational goals.

The traditional approach is based on the belief that employees are merely resources, assets that must be put to work effectively.

A person who has acquired knowledge and skills in the process of training and advanced training, accumulation of production experience, wants to apply his skills in work. And the more he succeeds, the greater the degree of satisfaction, and, accordingly, the degree of expression of motives. In this case, the employee considers the goals of the organization to be his goals.

A person’s desire to realize himself in his business is undeniable. That's the way he's built. Where management and labor organization provide employees with such opportunities, their work will be highly effective and their motivation to work will be high. This means motivating employees means touching on their important interests, giving them a chance to realize themselves in the process of work.

Due to the fact that there are different ways of motivation, a manager must:

first, establish a set of criteria (principles) that most strongly influence the behavior of the employee. These criteria, when combined, form a personal philosophy, which represents fundamental behavior.

By developing a personal philosophy, managers can create a work environment that encourages employee motivation. This environment, or organizational climate, will have a significant impact on the attitude of employees; it affects employees who perceive the rules and regulations of the organization much more easily and less painfully;

secondly, create an atmosphere conducive to motivating workers;

thirdly, actively communicate with your employees, because in order for an employee to be fully motivated and work with full dedication, he must clearly understand and understand what is expected of him. This is important not only because employees know their managers' expectations, but they also need to be told how they perform their jobs. Direct communication with the manager indicates his availability to all employees equally. Feedback provides a strong foundation for motivation.

Control function. So, a plan for the organization has been drawn up, its structure has been created, jobs have been filled and the motives for the behavior of employees have been determined. There remains one more component that needs to be added to the management functions - control.

Control, as a rule, is associated with power, command, “catch”, “improve”, “grab”. This idea of ​​control leads away from the main content of control.

In its most general form, control means the process of measuring (comparing) the actual results achieved with the planned ones.

Some organizations have created entire control systems. Their functions are to mediate between plans and activities, i.e. The control system provides feedback between the expectations determined by the initial plans of management and the actual performance of the organization. And those who have modern and accurate control systems have a greater chance of survival. Management is characterized by a large number of not only different types of plans, but also types and control systems. All control systems have always been based on the idea of ​​feedback, namely: they compare actual achievements with forecast data. As a result, deviations are established in order to either correct negative influences or enhance the action if the results are positive.

The ultimate purpose of control is to serve the various plans and objectives of management.

The creation of all control systems should be based on the following basic requirements-criteria: Effectiveness of control, effect of influence on people, implementation of control tasks, determination of control boundaries (Fig. 2)

Fig.2 Requirements and control criteria

The following types of control are distinguished.

1. Preliminary control. It is carried out before the actual start of work. The main means of carrying out preliminary control is the implementation of certain rules, procedures and lines of conduct.

During the preliminary control process, deviations from standards at various points can be identified and anticipated. It has varieties: diagnostic and therapeutic.

Diagnostic monitoring includes categories such as meters, standards, warning signals, etc. that indicate that something is wrong in the organization.

Therapeutic control allows not only to identify deviations from standards, but also to take corrective measures.

2. Current control. It is carried out during the work. Most often, his object is employees, and he himself is the prerogative of their immediate superior. It allows you to eliminate deviations from planned plans and instructions.

In order to carry out ongoing control, the control apparatus needs feedback. All feedback systems have goals, use external resources for internal use, and monitor deviations to achieve those goals.

3. Final control. The purpose of such controls is to help prevent future errors. As part of the final control, feedback is used after the work is completed (in the current control, during its implementation).

Although final control is carried out too late to respond to problems as they arise, it, firstly, provides management with information for planning in case similar work is proposed to be carried out in the future, and secondly, it contributes to motivation.

Monitoring, while important, can be quite costly. Therefore, the decision about what type of control to apply requires careful consideration. In this regard, when organizing and conducting control, a number of factors should be taken into account and the following questions should be answered:

Do employees understand the organization's goals?

Is the control system designed to provide significant rather than trivial measurements?

Does the control system in place provide managers with actionable information within a reasonable time frame?

There is no doubt that future control systems will use new devices and new advances, but the basis on which they are created will remain the same.

The control function is not the end point of the entire process of managing an organization. In practice, such a final point does not exist at all, because each management function is driven by the other. A kind of gradual circular movement occurs. For example, information obtained during the control process can be used at the stage of planning, organizing and motivating employees.

High-level managers spend most of their working time on planning and control functions, while lower-level managers are more busy recruiting personnel and organizing their work. However, at all levels of management, they to some extent use and perform all four functions of management: planning, organizing, motivating and controlling. Managers at all levels are assessed according to two main criteria: effectiveness (i.e. the ability to achieve the desired result) and efficiency (the ability to achieve the result at the lowest cost).

Specific control functions

Specificfunctionsmanagement– these are highly specialized types of management activities for the management of specific objects and organizations.

Personnel Management. Personnel management includes a whole system. The personnel management system is a set of interrelated actions to ensure management of work of a certain quality and quantity. Such a system involves not only the formal organization of work with personnel (selection, placement, control, etc.), but also a combination of factors of a socio-psychological and informal nature.

Marketing. Marketing is a management system that is market-oriented both methodologically and organizationally. There are several signs of marketing:

1) The state and dynamics of demand and market conditions determine all processes of functioning and development of the market.

2) Providing conditions for maximum adaptation of production to market requirements, the structure of demand, and trends in its change.

3) Active influence on clients and consumers through advertising and formation of the company’s image

4) Search and implementation of competitive advantages.

5) Management strategy and tactics are determined by market conditions. Most often this is consumption maximization, a high degree of consumer satisfaction, the formation of a structure of needs, and consumer choice.

As a result, marketing is one of the effective types of management in modern conditions of economic development.

Financial management. Financial management is the competent ownership and management of funds of a company or organization.

Conclusion

The main features of the first stage of the formation of a market economy in Russia are: voucher privatization; formation of entrepreneurial structures of small businesses; formation of a multi-structure economy; rejection of one-dimensional thinking and transition to multidimensional systems thinking; creation of a civilized management system.

At this stage, there is a large lack of knowledge and experience for the implementation of scientific methods based on activating the activities of market entities. These methods are based on the principles of economic freedom and severe responsibility, self-organization and self-government, and innovative dynamism.

Due to the lack of necessary knowledge and experience, it was not always possible to form the personality of a cultural owner who knows how to manage effectively, especially in industry, to competently restructure and design flexible and cost-effective structures of systemic and functional management, especially since old management systems hastily collapsed, and the principles of building new ones have not yet been developed.

The most important tasks of the second stage of the transition to a civilized market economy should be the education of a corporate owner and the improvement of management systems.

The market is not able to provide stable connections between production units performing different functions in a single technological process, so there is a need for long-term contractual relationships, and in some cases, property dependence. In addition, in Russia, a vacuum has formed in the middle management, which was a consequence of the disaggregation and privatization of industrial associations. In countries with developed market relations, the functions of middle management are performed by: financial industrial groups; production concerns consisting of a holding company and subsidiaries; holdings; TNC; innovation and technology centers (ITCs), specializing in the commercialization of developments and complemented by centers for information services and technology management training.

This paper examined the main management functions.

Each management function represents the scope of a specific management process, and the management system for a specific object or activity is a set of functions connected by a single management cycle. This is the essence of the process approach to the study of management functions.

The main functions are independent and follow one another until each specific one is completed.

List of used literature:

1. M.: “FBK-Press”, Edited by M.L. Razu and F.M. Rusinov, “Management” (Modern Russian Management), 1998.

2. M.: “Economics”, B.Z. Milner “Organizational structures of production management”, 1980.

3. M.: “Finance, accounting, audit”, N.I. Kabushkin “Fundamentals of Management”, 1997.

4. M.: “Infra-M”, “Directory of the Director of an Enterprise”, 1997.

5. M.: “Business”, M. Meskon “Fundamentals of Management”, 1992.

6. S.-P.: “Econompress”, Smirnov S.V. “Organization of enterprise management, 1993.

7. M.: “DeKA”, Korotkov E. M. “Concepts of management”, 1997

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FUNCTIONS AND METHODS OF CONTROL

Issues covered:

Selection V management individual functions- an objective process generated by the complexity of production and its management. The emergence of management functions is the result of differentiation of targeted influences, division and specialization of labor in the field of management.

IN in general form under management function is understood as a set of objectively necessary, steadily repeating actions, united by the same content and target orientation .

IN the present time exists multiple management function qualifications. However, management is always a set of cycles, interconnected, in many cases repeating, which can be identified as general management functions. These include: planning, organization, motivation (including selection and placement of personnel), control and coordination. Moreover, the work related to the coordination function is inherent in work on other functions to one degree or another, as if intertwined with them. Therefore, it is advisable to graphically depict the listed functions as shown in Fig. 6.1.

To some extent, separating these functions, it should be remembered that:

In the process of executing one of them, others are necessarily executed;

Without performing any of them, the management process is disrupted.

Let's take a closer look at these functions and the jobs that make them up..

Planning - designing the achievement of organizational goals under existing constraints (determining what should and can be done and when). Planning usually involves the following activities:

1) forecasting - assessment of the prospects for the development of the situation in which the managed organization is located and the possibilities for carrying out its activities in this situation;

2) setting goals means the determination of the desired results of the activities of the managed organization, as its specific reaction to the influences of the external environment (superior, interacting and public organizations, as well as social groups and individual members of society), determined by the current economic, political, scientific, technical, social and other conditions of the development of society . Determining the nature and range of work for the future;

3) specification of goals - formulation of specific goals for the activities of the managed organization with clarification of the resources required for this;

4) development of a work plan (programming) - formation of an action plan to achieve goals, carried out, as a rule, on the basis of a previously developed strategies. Assessment of resource and time costs for individual stages of work. Determining the time sequence of work to achieve the goal. Calculation of the volume of costs and distribution of resources according to the stages of this work, linked to all other existing plans.

Organization- determining the forms, rules and methods of performing work to achieve goals, creating an organizational environment. Organizing usually involves performing the following work (actions):

1) structuring - breakdown (differentiation) of work to achieve the goal into elements and a corresponding breakdown of available resources. Clarification of the functions performed by them. Technological grouping of these resources relative to subgoals and in accordance with the functions performed;

2) formation of procedures - development of expedient and systematized methods of performing work;

3) establishing organizational policy - final formation of the management structure (checking the compliance of the current management structure of the organization with the planned activity plan), establishment of general rules of action, drawing up governing documents (formalization of the management structure).

Motivation- creating conditions for teams and individual employees to perform actions necessary to achieve the organization’s goals, which usually involves performing the following work (actions):

1) selection and placement of personnel . Analysis of work and determination of requirements for their performers. Identification and appointment of persons with the necessary qualifications to positions;

2) personnel training - training in methods and techniques of work. Creating conditions for improving the skills of employees;

3) targeted impact on personnel consists in organizing jobs and the work of individual performers in order to ensure the required efficiency of their activities. Influencing people to perform the actions desired by the organization;

4) creating a favorable internal culture team is associated with the development of interpersonal relationships, behavioral stereotypes of workers and their favorable informal relationships, unity regarding production, economic and social goals.

Control- comparison of the actual state or functioning with the specified goals, identifying the causes of deviations and options for their elimination. Typically, the implementation of the control function involves performing the following work (actions):

1) creation of evaluation criteria is aimed at determining the registered and assessed parameters (indicators) of the organization’s activities and the performance of work to achieve goals, at establishing methods for assessing and forming a scale for measuring the results of these works;

2) measurement of work parameters - assessment of the compliance of actual work results with what is established in planned targets and other regulatory documents;

3) corrective actions - identifying the causes of deviations that arise and developing proposals for improving the parameters of work to achieve goals.

Coordination- establishing harmony between participants in the performance of work, which usually involves performing the following work (actions):

1) ensuring communications - creation of a socio-psychological climate and conditions for the exchange of information for effective teamwork of interconnected organized units;

2) task distribution - assigning responsibility to specific performers for the work assigned to them;

3) With agreement - prevention of imbalances in work aimed at achieving group goals.

Function coordination allocate not all authors (for example, its concept is present in V.R. Vesnin’s textbook “Management”). Indeed, the “coordination” function is, as it were, auxiliary and, apparently, its role and place are more correctly reflected as shown in Fig. 4.1. Moreover, the well-known textbook by M. Meskon, M. Albert and F. Khedouri “Fundamentals of Management” deals only with the four main functions of management, and one of the most popular textbooks in the USA by S. Robins and P. Coulter “Management” is broken down into 6 parts, of which 4 parts are devoted to the functions: planning, organization, leadership (“coordination” in it), control.