Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Posted on http://www.allbest.ru/

1. History of management development

To begin with, let's say that the history of management development has its roots in the distant past. It originated back in the days ancient Greece and Sumerians. The very history of the formation and development of management is quite confusing in the early stages, but is undeniably important for the present.

How did management come about?

The history of management development began with the thinker Plato, who wrote works about the need for a division of labor to achieve high results. Then Socrates made his contribution, noting that regardless of the type of activity, the worker’s responsibilities are the same, the main thing is to correctly distribute labor and authority, then the production process will be much more efficient. Cato the Elder later described how managers reported to the owner on the work they had done and gave him reports of profits compared to previous results.

Modern scientists and economists piece by piece collected the history of the emergence and development of management, identifying the main factors that influenced the evolution of management from simple ideas to science:

· social and then industrial production developed;

· innovators and theorists appeared who collected and generalized the experience gained;

· the logic of management began to develop based on the two above factors, which developed a system of principles in work and made management a science.

Historical development of management

As you can see, the history of the emergence of management is based on the experience collected by our distant ancestors. It was noticed that using certain rules of division of labor and the right motivation, any activity began to bring much better results. Over the years, the basic principles have not changed, but only with each round of development of civilization they began to acquire additions and new approaches to subordinates.

Main stages in the history of management development:

1. Ancient period. The longest, from the 9th millennium BC. to the 18th century. The period of accumulation of knowledge and experience.

2. Industrial period from 1776 to 1890 Labor management was classified and divided according to forms of work. We owe this to A. Smith. Management becomes a teaching, and it is actively used in the management of both production and the state.

3. The period of systematization from 1856 to 1960. Management is actively and rapidly developing, new teachings and approaches to issues of effective management appear, the history of the development of management as a science begins, the first managers appear - representatives of the owner in the workplace.

4. Information period, from 1960 to today. A logical process can be expressed mathematically using computer technology. This makes it possible to quickly select a work program. There is a revision of the internal structures of organizations, new forms of internal planning appear in the history of management development: simulation modeling, analysis method, mathematical assessment of management decisions. No one can do without these forms. modern direction Sciences.

Management as a science

Management from a scientific point of view solves the following problems:

· explains the nature of managerial work;

· establishes cause-and-effect relationships in work;

· identifies factors and conditions necessary for joint work;

· develops effective management methods and strategies;

· predicts possible future events.

Today, the history of the development of modern management as a science is constantly updated with new works and directions, this is due to the rapid development of humanity in all sectors.

Management is: a rational way of managing business organizations, management focused on profitability and profitability, supervisory activities that use special forms of labor organization, contractual and contractual relations between labor and capital; a special branch of scientific knowledge and professional specialization of managers-managers, make up the administrative staff of a business organization and others. From a scientific point of view, management is the ability to use those objective laws and patterns that express cause-and-effect relationships in the field of management activities. Management views the enterprise not so much as a technological chain of social production, but primarily as a social-production subsystem of market relations. The approaches that are most often used to determine the essence and content of management can be presented in the form of the following model.

Features of management as a science. Management is, first of all, the management of people, the science of man, his interests, behavior and interaction with other people. Generic features of management as a science. Firstly, it is an interdisciplinary science that includes theories and concepts of psychology, sociology, economics, systems theory, operations research, etc. Secondly, the truth of certain theories and concepts of management as a normative discipline depends on the behavior of people, their actions and decisions. Thirdly, management is a practical discipline that is applied in nature and is expressed in the actions and skills of a person. Management as a practical management activity is based not on knowledge, but on action, that is, it is not enough to explain a certain phenomenon, it is necessary to show how the theory works in practice.

2. Goals and objectives of management

A goal is the result of an organization's activities, a set point that needs to be achieved. The goals that management sets for the development of the organization are the main guidelines for the activities of the enterprise as a whole. Goal setting is based on hypotheses and forecasts. A positive outcome in the future will depend on how accurately forecasts are made and hypotheses are substantiated. The longer the time component of the forecast, the more difficult it is to make assumptions and put forward hypotheses, the more uncertain the future. Tasks include a specific time period to complete or achieve certain goals. A task is a certain sequence of tasks, the execution of which leads to the achievement of a goal. So, let's look at the goals and objectives of management in more detail. The general goals of management are forecasting, planning and achieving planned results. The fundamental goal of management of any organization is to ensure the profitability of that organization. Also identified are such goals as production management, unlocking human resources and its use, increasing the level of personnel qualifications and stimulating them. The goal of management is management that focuses on the final positive result and successful activities of the entire organization. Naturally, for each individual organization the concept of success is associated with different goals and objectives. Therefore, the goals and objectives of management of different organizations can and should differ. A successful company is not necessarily a huge corporation. Perhaps achieving “large” size is not a priority for the organization, but achieving the set goals fully indicates the success of even a small company. There are even organizations that cease to exist after completing all tasks. But more often, of course, it is important for an organization to stay on the market as long as possible. The task of management is the development and testing of scientific approaches that are designed to ensure stable and effective operation of the organization in practice. In addition, there are such tasks as: - formation of the production of goods and services focused on consumer demand. - attraction of highly qualified specialists to the work. - motivating employees to effectively perform their duties by improving working conditions and increasing pay. - determination of the enterprise development strategy; - development of goals and plans for their achievement. - determination of the required resources and methods of providing them. - implementation of the control function. It is worth immediately noting that the goals and objectives of management in general and the goals and objectives of strategic management have much in common, but at the same time there are significant differences. Strategic management consists of the following: creating a strategic vision further development organization, goal setting, strategy development, analysis of the results obtained and adjustment of goals and objectives, as well as strategic vision.

3. Principles of management according to A. Fayol

1. Division of labor	Increasing the quantity and quality of production at the same cost. This is achieved by reducing the number of targets. The result is specialization of functions and divisions of power.
2. Authority and responsibility	Delegation of authority to each employee, and where there is authority, responsibility also arises.
3. Discipline	Discipline involves fulfilling the terms of the agreement between workers and management and applying sanctions to violators of discipline.
4. Unity of management, or unity of command	Receive orders and report to only one immediate superior
5. Unity of leadership and direction of action	Combining actions with the same goal into groups and working according to a single plan
6. Subordination of private, personal interests to general ones	The interests of one employee or group of employees should not prevail over the interests of a larger organization, including the interests of the state as a whole.
7. Reward	Ensuring that employees receive fair compensation for their work.
8. Centralization	The right balance between centralization and decentralization to achieve better results
9. Hierarchy or scalar chain	A hierarchy, or scalar chain, is a series of leadership positions, starting with the highest and ending with the lowest. It is a mistake to avoid hierarchy unnecessarily, but a much greater mistake is to maintain it when it may be detrimental to the organization. ("chain of superiors")
10. Order	A workplace for every employee and every employee in his own place.
11. Justice	Fair enforcement of rules and agreements at all levels of the scalar chain
12. Stability of personnel (constancy of composition)	High staff turnover is both a cause and a consequence of poor performance. A mediocre manager who values ​​his job is certainly preferable to an outstanding, talented manager who quickly leaves and does not hold on to his job.
13. Initiative	Initiative is the development of a plan and its successful implementation. Freedom of proposal and implementation also falls under the category of initiative.
14. Corporate spirit (staff unity)	Harmony and unity of staff is a great strength in an organization.

Enerson management principles:

1. Clearly defined production goals and clearly defined personnel tasks.

2. Common sense. This means not just everyday savvy, but the courage to face the truth: if there are difficulties in organizing production - it does not make a profit, the goods produced are not sold on the market - then there are specific reasons that depend primarily on the organizers and managers. It is necessary to find these causes and eliminate them boldly and decisively.

3. Competent consultation. It is advisable and profitable to involve specialists in this field - sociologists, psychologists, conflict experts, etc. - in the constant improvement of the management system.

4. Discipline. Real discipline requires, first of all, a clear distribution of functions: every manager and executive must clearly know his responsibilities; everyone should be aware of what he is responsible for, how and by whom he can be rewarded or punished.

5. Fair treatment of personnel, expressed in the idea “if you work better, you live better.” Arbitrariness in relation to workers must be excluded.

6. Feedback. Allows you to quickly, reliably and fully account for and control the actions taken and products released. Violations in feedback lead to failures in the control system.

7. Order and planning of work.

8. Norms and schedules. High results at work are associated not with an increase, but with a reduction in effort. Reducing effort is achieved through knowledge and consideration of all productivity reserves, the ability to implement them in practice and avoid unjustified labor costs, loss of time, materials, and energy.

9. Normalization of conditions. It is not necessary to adapt a person to a machine, but to create machines and technologies that would enable a person to produce more and better.

10. Rationing of operations. Labor must be rationed so that the worker is able to complete the task and earn good money.

11. Written standard instructions. They serve to free up the employee’s brain for initiative, invention, and creativity.

12. Reward for performance. It is advisable to introduce a remuneration system that takes into account both the time spent by the employee and his skills, which are manifested in the quality of his work.

Taylor's Management Principles:

1. Creation of a scientific foundation replacing old, purely practical methods of work, scientific research of each individual species. labor activity.

2. Selection of workers and managers based on scientific criteria, their selection and professional training.

3. Cooperation between the administration and workers in the practical implementation of NOT. 4.Equal and fair distribution of duties (responsibilities) between workers and managers.

Modern management principles:

1. The wide variety of existing approaches to personnel management, due to (including historical) differences in national, institutional and organizational contexts, has led to the fact that neither a single body of professional knowledge nor a common professional ideology of this management discipline is still didn't work out.

2. Personnel work has traditionally been on the periphery of attention of corporate leaders. The marginal role of HR specialists was determined by the fact that they served as advisors to management and were not directly responsible for the development and implementation of the organization's strategy. And financial and production considerations, as a rule, always prevailed over the proposals of personnel workers, which ran counter to the general strategy of the corporation.

3. From the very beginning, HR specialists developed an aura of defenders of the interests of ordinary workers, which, in the opinion of their fellow managers, hindered the achievement of the goals of the organization.

4. Personnel management was interpreted as an activity that does not require special training; Unlike other management specialties, one could be content with common sense considerations, and there was a common belief that any experienced manager could fully cope with the functions of a personnel manager.

5. Lack of specialized professional training and appropriate professional qualifications reduced the authority of personnel workers in the eyes of superiors and line managers.

4. Types of management and their characteristics

1. Let's start with strategic management. It is needed in order to plan and ensure the implementation of long-term tasks that are created for a period of more than 1 year. This could be the management of the construction of a large facility, the business plan of an organization, or even the well-known state budget for the next year. In order for the plan to be executed exactly and on time, there are people who control it and manage the performers. As a rule, a whole group of managers is created, whose main task is to manage the implementation of the strategic plan. Moreover, it is important to understand that far-reaching plans are very approximate, they do not give clear instructions, so managers need to think about how best to fulfill a certain prescription. For example, it was ordered to place 6 offices, a toilet and a manager’s office on the second floor of a business center, but in what order and how exactly to do this is decided by the responsible managers who carry out the management.

2. The second type of management is tactical management, also known as medium-term management. This includes all plans for which implementation is allocated from a month to a year. For example, this could be the restructuring of departments in an enterprise, a marketing campaign, etc. To perform such tasks, new groups can be created or tasks can be entrusted to existing ones (marketing department, labor protection department). The instructions in these plans can be both approximate and precise, so the manager still needs to be able to think and make the right decisions.

3. Operational management is the last type of management. Its characteristics are as follows: an operational plan is created with a time limit of no more than a month for its implementation, entrusted, as a rule, to a small manager or directly to the executor, after which it is put into action. This may include scheduled and unscheduled inspections, small projects at the enterprise, etc.

5. Approaches The effectiveness and quality of managerial work is determined, first of all, by the validity of the methodology for solving problems, i.e. approaches, principles, methods; Without good theory, practice is blind. However, to date, only a few approaches and principles are applied to management, although more than 13 scientific approaches are currently known:

1. Complex. When applying an integrated approach, technical, environmental, economic, organizational, social, psychological, political and other aspects of management and their relationships should be taken into account. If you miss one of them, the problem will not be solved.

2. Integration. The integration approach to management is aimed at researching and strengthening the relationships: - between individual subsystems and elements of the management system; - between stages of the life cycle of a control object; - between control levels vertically; - between control levels horizontally.

3. Marketing. Provides for the control subsystem to focus on the consumer when solving any problems: - improving the quality of the object in accordance with the needs of the consumer; - saving resources for the consumer by improving quality; - saving resources in production due to factors of production scale, scientific and technical process (STP); - application of the management system.

4. Functional. The essence of the functional approach to management is that a need is considered as a set of functions that need to be performed to satisfy it. After establishing the function, several alternative objects are created to perform these functions and the one that requires the minimum total costs for the life cycle of the object per unit of useful effect is selected.

5. Dynamic. When applying the dynamic approach, the control object is considered in dynamic development, a retrospective analysis is performed for five or more past years and a prospective analysis (forecast).

6. Reproductive. This approach is focused on the constant resumption of production of goods and services to meet market needs in comparison with the best technological object in a given market.

7. Process. Considers management functions as an interconnected management process, is the total sum of all functions, a series of continuous interrelated actions.

8. Normative. The essence of the normative approach is to establish management standards for all subsystems of the management system. Standards should be established for the most important elements: - target subsystem; - functional subsystem; - supporting subsystem.

9. Quantitative. The essence of the quantitative approach is the transition from qualitative to quantitative assessments using mathematical statistical methods, engineering calculations, expert assessments, point systems, etc.

10. Administrative. The essence of the administrative approach lies in the regulation of the functions of rights, responsibilities, quality standards, costs, duration, elements of management systems in regulations.

11. Behavioral. The goal of the behavioral approach is to help the employee understand his own capabilities based on the approach of modern behavioral sciences. The main goal of this approach is to increase the efficiency of the company by increasing human resources. Behavioral science will always contribute to improving the efficiency of both the individual employee and the company as a whole.

12. Situational. Focuses on the fact that the suitability of various management methods depends on the specific situation. Since there is such an abundance of factors both within the company itself and in the external environment, there is no best single approach to managing an object.

13. Systemic. With a systems approach, any system (object) is considered as a set of interconnected elements that has an output (goal), input, connection with the external environment, and feedback.

The most important principles: - the decision-making process should begin with the identification and clear formulation of specific goals; - necessary identification and analysis of possible alternative ways to achieve the goal; - the goals of individual subsystems should not conflict with the goals of the entire system; - ascent from the abstract to the concrete; - unity of analysis and synthesis of logical and historical; - manifestation in an object of different quality connections and interactions.

6. Scientific schools of management management

School of Quantitative Approach (since 1950) A significant contribution of the school was the use of mathematical models in management and a variety of quantitative methods in developing management decisions. Among the supporters of the school are R. Ackoff, L. Bertalanffy, R. Kalman, S. Forrest, E. Rife, S. Simon. The direction is intended to introduce into management the main scientific schools of management, methods and apparatus of the exact sciences. The emergence of the school was due to the development of cybernetics and operations research. An independent discipline arose within the school - the theory of management decisions. Research in this area is associated with the development of: methods of mathematical modeling in the development of organizational decisions; algorithms for selecting optimal solutions using statistics, game theory and other scientific approaches; mathematical models for applied and abstract phenomena in economics; large-scale models simulating society or an individual company, balance models for costs or output, models for making forecasts of scientific, technical and economic development.

Empirical school Modern scientific schools of management cannot be imagined without the achievements of the empirical school. Its representatives believed that the main task of management research should be the collection of practical materials and the creation of recommendations for managers. Prominent representatives of the school were Peter Drucker, Ray Davis, Lawrence Newman, Don Miller. The school contributed to the separation of management as a separate profession and has two directions. The first is research into the problems of enterprise management and the development of modern management concepts. The second is a study of the job responsibilities and functions of managers. “Empiricists” argued that a leader creates something unified from certain resources. When making decisions, he focuses on the future of the enterprise or its prospects. Any manager is called upon to perform certain functions: setting the goals of the enterprise and choosing development paths; classification, distribution of work, creation of an organizational structure, selection and placement of personnel and others; stimulation and coordination of personnel, control based on connections between managers and the team; standardization, analysis of the work of the enterprise and all employees; motivation depending on the results of work. Thus, the activities of a modern manager become complex. The manager must have knowledge from different areas and apply methods proven in practice. The school resolved a number of significant management problems that arise everywhere in large industrial production.

School of Social Systems The social school applies the achievements of the school of “human relations” and views the employee as an individual with a social orientation and needs that are reflected in the organizational environment. The enterprise environment also influences the formation of employee needs. Prominent representatives of the school include Jane March, Herbert Simon, and Amitai Etzioni. This trend in studying the position and place of a person in an organization has gone further than other scientific schools of management. The postulate of “social systems” can be briefly expressed as follows: the needs of the individual and the needs of the collective are usually far from each other. Thanks to work, a person gets the opportunity to satisfy his needs level by level, moving higher and higher in the hierarchy of needs. But the nature of the organization is that it often conflicts with moving to the next level. Obstacles that arise in the way of an employee moving towards his goals cause conflicts with the enterprise. The school's goal is to reduce their power through research into organizations as complex sociotechnical systems.

management science management control

8. Manager in the control system

Some of the key roles specific to the HR manager profession include:

1) “personnel strategist” - a member of the management team responsible for the development and implementation of the personnel strategy, as well as the organizational mechanisms for ensuring it; management and management systems for services performing the functions of personnel management (usually in an organization this role is most successfully implemented in the position of one of the top managers, for example, vice president for personnel management);

2) “head of the personnel management service” - organizer of the work of personnel departments;

3) “personnel technologist” - a developer and implementer of creative approaches in areas of activity specific to the personnel manager, competent in special and technological knowledge, capable of attracting a variety of internal and external resources and using them effectively taking into account the business prospects of the organization (head of the organizational development service or personnel development);

4) “personnel innovator” - a manager, leader - a developer of experimental, initiative or pilot (trial) projects that require a lot of attention and careful study before they become widespread in the practice of personnel management of an organization;

5) “executor” - a specialist implementing operational personnel policy;

6) “HR consultant” (external or internal) - a professional who uses a panoramic vision of the corporation’s prospects, practical knowledge in the field of human resource management and expert skills to identify needs, opportunities and ways to solve problems related to the development of organizational and personnel potential.

MANAGER FUNCTIONS - a special type of activity that takes place in the management system and is performed by special methods and techniques. The management process must be sustainable, i.e. maintain basic properties when the external and internal environment changes. Functions are divided into general and private. General Features controls do not depend on the control object and reflect the essence of control processes.

These include:

*forecasting

*planning

*organization

*coordination

*motivation

*control.

Particular or specific functions reflect the content of the management process for various objects. The allocation of management functions is associated with the division of labor specialization.

PLANNING - the activity of developing and making management decisions determines the development prospects and future composition of the production system as a subject and object of management.

It increases the rate of production growth, reveals additional resources, material sources, and requires the use of advanced methods and forms of influence on the entire production organism. The plan provides goals and objectives; ways and means; resources necessary to achieve the objectives; proportions; organization of plan implementation and control.

ORGANIZATION is the construction of an enterprise structure that enables people to work together to achieve their goals. The organizational process includes the following stages:

1) Determination of certain types of work to achieve the assigned tasks.

2)Assessment of available labor resources.

3) Identification of the degree of responsibility and nature of the powers of management personnel.

4) Determination of specialized activities. 5)Registration and approval job descriptions, provisions of structural units, schemes and standards.

When organizing, you must be guided by the following necessary principles:

*specialization

*proportionality (departments must be comparable with each other)

*straightness ( shortest path passing information)

* uninterruptedness (rhythm).

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

Control is closely related to accounting and analysis. 3 types of management control:

1)Preliminary. Closely related to the planning function and carried out at the planning stage. The purpose of preliminary control is to predict material, financial and human resources so that the organization's goals are realistic.

2) Operational (current). It is carried out from the beginning of management or production activities until the result is obtained. The goal is to detect significant deviations from the planned plan in a timely manner in order to prevent serious disruptions in the operation of the enterprise.

3) Monitoring the solved problem and analyzing the effectiveness of the results obtained. The purpose is to serve as motivation for successfully completed work.

Control should be:

*warning

*timely

*continuous

*tactful.

Stages of the control process:

1)Development of standards and criteria

2) Comparison of actual results with planned ones

3)Adjustment.

Leadership is a critical component of effective leadership.

Manipulative - characterized by the desire to use employees in one’s own interests, while the partner’s feelings are indifferent. The attitude towards equality occupies a very low position, while the attitude towards understanding and creativity occupy a dominant position.

Comfortable - characterized by uncritical compliance of the subject of the partner’s influence. An attitude towards understanding is expressed, but towards equality and creativity - it occupies low positions.

Alterocentric - the subject’s refusal of his own goals. Attitudes towards understanding and creativity occupy high positions.

Indifferent orientation is characterized by the underdevelopment of each of the three attitudes.

Posted on Allbest.ru

...

Similar documents

Basic provisions of the classical school of management. Principles and functions of management by A. Fayol, F. Taylor and G. Ford. Development of scientifically based knowledge about work activity. The beginning of a revolution in management. Creation of "administrative science".

presentation, added 09/15/2015


Management as a science and art, its categories and their characteristics. Key criteria for classifying types of management. Laws and patterns of organization management, its functions, methods and principles. Analysis of the management concept according to E.M. Korotkov.

presentation, added 02/21/2016


Management and its methodological foundations. Requirements for the control system. Character traits and management stages. Professional activity manager and types of management models. The nature of management and historical trends in its development.

abstract, added 01/29/2010


Management as a scientific discipline, the subject and methods of its research, the history of the formation and development of specific management schools. Classification of management schools and directions of their activities. The place of Taylor's Teachings in the system of modern management.

course work, added 08/20/2009


Basic approaches in the history of management. Concepts of management and manager. The essence and characteristic features of modern national management. General and differences between Russian and Western management. Problems of the Russian school of management, development prospects.

course of lectures, added 01/15/2012


Principles of management in the concept of A. Fayol. The essence of reforming the Russian management system by P. Stolypin. Characteristics and advantages of the English management model. The essence of the Finnish school of management and factors for the successful performance of managers.

test, added 07/11/2011


Main types and step-by-step control processes. Behavioral aspects and characteristics of management control. Enterprise management structure. Approximate structure of the management apparatus of a large enterprise with a developed energy sector.

abstract, added 02/18/2012


The concept, goals and objectives of management, its modern paradigms. Concepts and principles of management, scientific approaches. Determining the essence and role of management and management in the conditions market economy. Components, aspects and goals of profit management.

abstract, added 09.29.2009


abstract, added 02/14/2011


Characteristics of the stages in the history of development of management theory and practice. Features of formation, the concept of management schools and their types. The emergence, formation and content of various areas of management theory. Types and functions of management schools.

Management in a simplified sense is the ability to achieve goals using labor, intelligence and the motives of other people’s behavior.

The concept of “Management” can be viewed from 3 points of view:

1. Management is a type of activity for leading people, i.e. function

2. Management is a field of human knowledge, i.e. science that helps to carry out this function;

Management is an independent type of professionally carried out activity aimed at achieving set goals in market conditions through the rational use of material and labor resources using the principles, functions and methods of the economic management mechanism. The essence is to manage everything: production, finance, personnel, resources to streamline the management system, from the initial situation to an improved one. results.

The goal of management is the future desired state of the object of management - the organization. The ultimate goal of management as a practice of effective management is to ensure the profitability of the enterprise through the rational organization of the production process, including production management and the development of the technical and technological base. Main tasks: organization of production of goods and services taking into account consumer demand based on available resources; transition to the use of highly qualified workers; employee incentives; definition of necessary resources and sources of their provision; development strategy development and implementation; defining development goals; developing a system of measures to achieve goals; implementation monitoring the effectiveness of organizational activities.

Management as a type of practical activity faces two main tasks:

1. tactical (maintaining the sustainability of the organization and all its elements);

2. strategic (development and transfer to a qualitatively new state).

These tasks are solved within the framework of three types of management:

1. general (setting goals, developing a strategy, development paths, solving organizational issues, control);

2. linear (management of the current work of main and auxiliary departments);

3. functional (management of solving company-wide problems, planning, scientific research, etc.).

Depending on the period for which management activities are oriented, current, advanced (prospective) and controlling management are distinguished.

Current ensures that the parameters of the corresponding object are maintained within acceptable deviations in real time.

Anticipatory (prospective) management is associated with forecasting, planning and implementation of innovations taking into account risk.

Controlling management is aimed at adjusting and overcoming the negative consequences of decisions made in the past.

The subject of management study is a special type of organizational relations between people, which take the form of information exchange and are associated with the management of business and economic processes.

Management as a science describes and analyzes these relationships, identifies factors influencing them, directs its efforts to studying the nature of managerial work, identifying the conditions for its effectiveness, and establishing cause-and-effect relationships in the process of making management decisions.

Back in the 50-60s. of the last century in Europe and the USA, the dominant idea was the idea of ​​management as a universal discipline with a single, undivided object. Today there are several such objects, and their number continues to grow. The corresponding types of management are “responsible” for these objects.

Organizational management manages the processes of creating an organization, forming or transforming its structure, management mechanism; development of norms, regulations, rules, instructions, etc.

Production management ensures the effective implementation of the main activities of the enterprise (in accordance with technology) by directing it in the right direction, coordinating subjects and resources. Moreover, the term “production” here can be understood in a broad sense, as referring to an enterprise in any sphere (factory, bank, agricultural company).

The objects of production management are setting goals, choosing a strategy, planning, optimizing the volume and structure of product output, organizing the labor and technological process, regulating them, eliminating failures and malfunctions, control, managing people, incentives, personnel placement, etc.

Supply and sales management manages the processes of concluding business contracts, purchasing, delivering and organizing the storage of raw materials, materials, components, as well as manufactured goods, their pre-sale preparation, sending to customers.

Innovation management carries out innovation management, coordination and control scientific research, applied development, creation

prototypes of goods and services, their introduction into production; formation and evaluation of plans and programs innovation activity, organization of their resource support; stimulating creativity.

Marketing management is in charge of perhaps the most important and complex area of ​​an organization’s economic activity today - behavior

firms on the market. With its help, the latter is studied, the current and future market conditions are assessed, target markets are selected, sales channels are formed, pricing and advertising policies are developed, etc.

Personnel management solves problems of selection, placement, training, development, advanced training of personnel; develops reward and incentive systems; is responsible for creating a favorable moral and psychological climate, improving working and living conditions, maintaining contacts with trade union organizations and resolving labor disputes and conflicts.

Financial management deals with the preparation of the budget and financial plan of the organization; formation and distribution of the fund of its monetary resources, investment portfolio; assessment of the current and future financial condition. The elements of financial management are tax management, which looks for legal ways to optimize the amount of taxes paid by an organization, as well as risk management.

Account management manages the process of collecting, processing and analyzing data about the organization’s work; their comparison with initial and planned indicators, the results of activities of other organizations in order to timely identify problems, reveal reserves and ensure full use of existing potential.

2. Principles of management: content and classification.

General principles controls:

– principle of scientific validity of management – a scientific approach to management requires a continuous, comprehensive study of the entire set of factors influencing the efficiency of an organization’s functioning, and the subsequent application of the acquired knowledge in management practice;

– principle of a systematic approach – a systems approach requires that managers view the organization as a set of interconnected, interdependent and constantly interacting elements, such as people, structure, tasks and technologies, which are focused on achieving various goals;

– principle of optimal control – establishes the requirement to achieve management goals with minimal expenditure of time and money. Inextricably linked with this principle is the principle of management flexibility, the practical implementation of which allows for timely adaptation of the organization to changing environmental conditions or its rapid restructuring in accordance with new operating goals;

– principle of regulation – all processes occurring in the control system must be strictly regulated. In other words, any organization must develop a comprehensive system of rules and regulations that determine the order of functioning of both the organization as a whole and its individual structural divisions;

– principle of formalization – provides for the formal consolidation of the norms and rules of the functioning of the organization in the form of orders, instructions and directives of the head, as well as in the form of provisions on specific structural units and job descriptions.

The application of the principles of regulation and formalization makes it possible to streamline the process of functioning of an organization, making it more systematic, rational, reliable and predictable.

It should be remembered that any socio-economic system is created and operates to achieve certain specific goals, therefore the principles that guide the organization's managers must be selected individually in each specific case based on the goals of operation.

2. K private principles management include the following:

– principles of priority goals; structures over functions in existing organizations; the subject of control over the object of control in emerging organizations; object of control over the subject in existing organizations;

– compliance principles delivered goals for allocated resources, management and subordination; production efficiency and cost-effectiveness;

– principle of optimal combinations of centralization and decentralization of production and management;

– principles of organizing the organization process (predominant focus on achieving the set goal; an integrated approach to the study of controllable and uncontrollable factors influencing the organizational process; ensuring the objectivity of the process; optimal and complete information support for the process; strict regulation of operations and procedures at all stages of the designed process; compliance of the process properties with technical and economic , social and organizational resources of the organization);

– principles of organization and implementation management accounting(continuity of activity of the enterprise; use of uniform units of measurement for planning and accounting; assessment of the performance of both the enterprise as a whole and its structural divisions separately; continuity and repeated use of primary and intermediate information for management purposes; formation of a system of indicators of the organization’s internal reporting; application budget method of inventory and cost management; completeness and analyticality, providing comprehensive information about accounting objects; frequency, reflecting the production and commercial cycles of the enterprise established by the accounting policy;

– principles of system formation personnel management(adequacy of personnel management functions to operational goals; primacy of personnel management functions; optimal ratio of intra- and infra-functions of personnel management; prompt response to changes in the specifics of the organization’s functioning; potential imitations (temporary departure of individual employees should not interrupt the process of functioning of the organization); situational approach; compatibility; combination; compensation; dynamism).

3. K special principles management, as noted above, includes the principles of managing specific types of activities, namely:

– investment management principles (orientation towards long-term prospects; availability of objective information about the state of the stock market; adequate and timely response to changes in the investment environment, etc.);

– principles of risk management (loyal attitude to risks; forecasting; insurance; reservation; minimizing losses and maximizing income);

– principles of technology management (focus on increasing the efficiency of using basic production assets; optimization of technological processes, etc.);

– principles for creating effective organizational structures (priority of orientation of the organization to the needs of the market; creation of structural divisions according to the target attribute; minimum required number of management levels; creation of the necessary conditions for employees to show initiative, etc.).

Management principles develop, improve, and become more specific over time. Their evolution is due to fundamental changes in the concept of management that was followed in a particular society at a certain point in time.

3. Management functions: concept, content, classification.

The essence of any theory or purposeful activity, including management, is manifested in functions (Latin functio - duty, scope of activity, purpose, role).

Management functions can be understood as:

The purpose of management activities in general;

This or that general problem that needs to be solved (such a problem can be

Basic and supporting, for example planning and motivation);

A relatively independent type of management action;

A certain area of ​​management, isolated as a result of the division of managerial labor, where specific decisions are made.

The general functions of management, reflecting its content, were formulated in 1916 by A. Fayol. As such, he identified organization, planning, coordination, control and management. Today you can add motivation, information and development to them.

The main function of management is planning in the broad sense of the word.

Planning- the main function of management, which involves forecasting, determining goals, strategies, policies and tasks of a particular formation; means a conscious choice to decide what work, how, to whom and when

Organization as a management function, it is aimed at the formation of control and managed systems, as well as connections and relationships between them, ensuring the orderliness of the technical, economic, socio-psychological and legal aspects of the activities of each business entity.

Motivation- is the process of encouraging employees to perform highly productive activities to meet their needs and achieve the goals of the organization

Control- this is a system for monitoring and verifying the compliance of the functioning of an enterprise with established standards and other regulations, identifying deviations from decisions made and determining the reasons for their non-compliance.

Coordination as a management function, it is a process aimed at ensuring proportional and harmonious development of different aspects (production, technical, financial, etc.) of an object at optimal costs of material, financial and labor resources.

Adjustment- this is a type of management work, the purpose of which is to overcome the contradiction between organization and disorganization, order and factors that violate this order

If the structural aspects of the enterprise’s activities are determined, then all management functions are divided into general and specific.

General functions are distinguished by stages (stages) of management. In accordance with GOST 24525.0-80, these include (SAME AS A. Fayol):

Forecasting and planning;

Work organization;

Motivation;

Coordination and regulation;

Control, accounting, analysis.

Functions allocated by field of activity are called specific. GOST recommends their typical composition:

Long-term and current economic and social planning;
- organization of standardization work;

Accounting and reporting;

Economic analysis;

Technical preparation of production;

Organization of production;

Technological process management;

Operational production management;

Metrological support;

Technological control and testing;

Sales of products;

Organization of work with personnel;

Labor organization and wages;

Logistics;

Capital construction;

Financial activities.

All types of management are interconnected, since the manager performs administrative functions, manages staff, and participates in choosing the goals of his activities and the means of achieving them. For example, the director of a small enterprise, and especially an individual entrepreneur, performs all or most of the functions himself. Only with an increase in the size of the organization does it become possible to assign them to various employees or management departments. However, in all cases it is advisable to distinguish and analyze types of management, since they are characterized by special means and methods of management, skills and techniques.
The growth of social production in the twentieth century. stimulated the development of management as a science. Evidence of this is the publication of the first textbooks in the current century, the creation of specialized educational institutions for the study of management, the use of mathematical methods in solving its problems, etc. Currently, this growth continues and is reflected in the structuring of management. This structuring occurs according to the following characteristics:
- object of management, for example banks, personnel, commodity flows, inventories, technologies, etc.;
- organizational and legal form of the enterprise, for example commercial or non-commercial organizations, general partnerships, limited liability companies, joint stock companies, holdings, financial and industrial groups, etc.;
- area of ​​activity, such as production, intermediation, commercial transactions, finance, insurance, etc.;
- types of management, for example traditional, systemic, situational, socio-ethical, moral and ethical (Japanese), stabilization; strategic, long-term, current, operational; one-time, cyclical, continuous (process approach), etc.
Therefore, within the framework of management as a scientific discipline, such areas as personnel management, financial management, strategic and operational management, bank management, etc. are being intensively formed.
It should be noted that the management goals for commercial organizations can be:
- obtaining maximum profit for the current period of time or during the market cycle of the product, the required amount of profit;
- gaining a larger market share;
- maximizing share price, etc.
The goals of production management can be expressed by alternative requirements:
- minimizing costs for producing a certain amount of products;
- maximizing the number of products produced;
- maximizing equipment load;
- ensuring uniform loading of equipment with restrictions on such parameters of the production process as the annual operating time of equipment, underutilization of equipment, equipment throughput, etc.
Depending on the goal pursued by management in a given situation, its corresponding types are distinguished.
On the one hand, the classification of management types precedes the analysis and identification of factors important for classification, and on the other hand, it is based on various combinations of these factors for different types of management. This allows us to assess the possibility of both theoretical and practical development of a certain type of management through the development of certain factors on which it is based.
The use of this classification allows the manager, when solving practical problems, to choose the type of management that corresponds to the conditions of the problem. At the same time, it is possible to reduce the time spent searching for the most suitable management techniques. There are three methodological approaches in management: traditional, systemic, situational.
Traditional approach develops and uses management principles and rules suitable for any organization. The traditional approach understands management as a fairly simple one-dimensional interaction of people and (or) organizations. It assumes that all control objects are identical and respond identically to influences.
Systems approach focuses on the interaction of parts in an organization and emphasizes the importance of studying each individual part in the context of the whole. The main elements of the system approach are input to the system (incoming resources), the process of converting incoming resources into a product, exit from the system (product), feedback (knowledge of the result, influencing the chain in the opposite direction).
Situational approach is based on the fact that in the management of an organization there is not only one set of principles (rules) that could be used in all situations.
In systems engineering, a situation is understood as the following relationship of elements:
- “state of the control object”;
- “available control actions”;
- “consequences of control actions.”
In accordance with this, two types of management can be distinguished: social-ethical, moral-ethical.
Moral and ethical (or Japanese) refers to personnel management with a paternalistic attitude towards employees (including lifelong employment) with significant use of moral incentives, learning in the process of practical activities through personnel rotation, and so on in Japan.
Social and ethical management is aimed at reducing the likelihood of making decisions that could lead to unacceptable damage to the financial, technological, technical, personnel, external and internal structures of objects falling within the sphere of influence of the decisions being made. In this case, the object of activity is chosen as a result of social and ethical marketing, and operations are considered that are not intended to cause unacceptable damage.
Objects falling within the sphere of influence of decisions made at various levels of the hierarchy may include:
- individuals, such as consumers, intermediaries and personnel;
- legal entities, for example suppliers, intermediaries, consumers;
- nature and society as a whole, if their dependence is significant.
Social and ethical management can be used to manage social processes, ensure life safety, legal regulation and other areas of life.
Depending on the time of onset of consequences for the control object and the environment, two types of management are distinguished: strategic and operational.
However, such a classification is not complete enough. This is evidenced by its inconsistency with the classification of plans. In turn, the need for correspondence between the types of management and planning is due to the fact that management includes planning, motivation, organization, and control as components. Therefore, management can be considered as an instrument for the implementation of relevant plans, and there cannot be fewer types of management than plans. Moreover, it seems natural that the type of management, when classified according to the time of occurrence of consequences for the control object, should correspond to the type of plan. For example, strategic, long-term (business plan, long-term plan), current, operational management.
Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies designed to help the organization achieve its goals. Strategic planning is implemented through resource allocation, adaptation to the external environment, internal coordination and organizational strategic foresight.
Strategic management - is the management process of creating and maintaining strategic alignment between the goals of the company, its potential capabilities and chances in the market for goods and services.
The company's strategic plan determines on the basis of which areas and programs the organization will build its activities, based on available resources, and outlining the objectives of these areas.
Forward-looking management aimed at implementing business or long-term plans. The goals of business planning are to clarify the goals and objectives of certain areas, taking into account a more in-depth study of the external environment and capabilities of the company. The development of a long-term plan for an enterprise is carried out after decisions are made on the production of a certain product, production volume, etc. In this case, the object of planning is the production process of the product as a whole.
Depending on the frequency of decision-making, the following can be distinguished: management of one-time decisions, cyclical decisions, a continuous chain of frequent decisions (process approach).
Management of “one-off” solutions used when solving relatively large problems and when it is impossible to establish a date for the next decision regarding this problem. Examples of such decisions at the country level could be the decision to join NATO or the CIS. At the level of the individual, an example of such a decision would be the decision to marry.
Cyclic decision management used to solve problems that have a known cycle. An example of cyclical decision management would be that once a year decisions are made to implement the current year’s budget and adopt the budget for the next year.
Process management, considering management as a process, occurs when the need for decision-making arises at random times on unrelated problems so often that the process is considered continuous. The management of large public organizations (country, territory, etc.) can be considered process-based in that part of it that cannot be attributed to one-time or cyclical management. This is due to the fact that a certain number of managers independently make decisions that are aggregated (hierarchically combined) into some resulting management with corresponding consequences.
In our opinion, for a more complete understanding of the types of management and their role in the organization’s management system, the following types of management can be distinguished: strategic; investment; financial; industrial; innovative.

Types and levels of management are a topic relevant for any company. There is no enterprise where attempts have not been made to build an effective personnel management system and, as a result, an algorithm for achieving the assigned tasks. Competent management of various groups of specialists in conditions of constant development is a complex but necessary process.

What is management

This term is relevant if we're talking about on managing the activities of various groups of employees both within a specific department and the entire enterprise as a whole.

Accordingly, the people responsible for organizing quality management are called managers. Their key task is the competent formation of the labor process, its planning, control and motivation of personnel. The result of such efforts should be timely achievement of the company's goals.

Therefore, modern management is a constant desire to develop and improve the quality of work. It is worth noting that professional management can bring about tangible social change. An example is the growing popularity of quality education, driven by the desire to obtain Good work.

Who is a manager

Without effective leadership, the development of modern companies is not possible.

If we use the actual meaning of the terms, then a manager can be called a manager or leader who has sufficient authority to solve various problems related to specific types of activities of the enterprise.

• managers of the enterprise, as well as its divisions (these can be departments, divisions, etc.);
• organizers of various types of work operating within the framework of program-target groups or divisions;

• administrators, regardless of management level, whose responsibilities include organizing the work process taking into account modern requirements;
• leaders of any groups of specialists.

Regardless of the profile, the key task of a manager is always to manage employees for the high-quality implementation of assigned tasks.

Key Features

Based on the information presented above, we can conclude that the essence of management comes down to planning, motivation, organization of the process and its control. In fact, these are the goals of management.

Thus, the main functions of a manager have the following structure:

• planning;
• organization;
• motivation;
• control.

Regarding planning, it should be noted that within the framework of this function, the most relevant goals for the company are determined and a strategy for achieving them is drawn up, up to the formation of an algorithm for the work of employees at all levels.

Enterprise management at this stage includes working with several key issues:

1. Where is the company currently located?
2. Where should we go?
3. What exactly will this movement look like (plan, resources, etc.)?

It is through planning that the company's management determines the key areas in which the main efforts must be made.

Organization of an enterprise is, in essence, the process of creating and developing an existing one, as well as new structure. In this case, the work of managers is focused on taking into account all facets of the company’s internal processes in order to ensure their competent interaction. If there is a high-quality formation of all processes and a global algorithm for the progress of the enterprise, all employees and managers will contribute to the effective achievement of their goals.

The management system also allows you to accurately determine who should perform what functions in the enterprise.

It is difficult to imagine modern management without competent motivation. The bottom line is that the algorithm of action and development will be successful only if all groups of employees are able to perform the functions assigned to them on an ongoing basis with high quality. To achieve this, managers develop a personnel motivation system that allows them to maintain a high level of interest in accurately achieving goals.

The goals of management also include control. The fact is that, due to certain circumstances, processes within the company may deviate somewhat from the original algorithm and the fulfillment of the assigned tasks will be in question. To avoid such processes, managers pay a lot of attention to monitoring the work of their subordinates.

Senior management

There are always few managers representing this category at the enterprise. The responsibilities entrusted to them are significant. But they can be reduced to the following concept: competent development and subsequent effective implementation of company development strategies. As part of this process, senior managers accept important decisions, which requires appropriate competence. This group of leaders can be represented, for example, by the rector educational institution, company president or minister.

When considering the levels of management, it is worth understanding that the highest segment is responsible for shaping the course of movement of the entire enterprise. That is, these specialists actually choose the direction of development and determine how to effectively move within the designated course. A mistake at this level can lead to significant financial and structural losses.

For this reason, a high level of management implies active mental activity and a deep analysis of the work of the company as a whole and each of its departments in particular.

Middle management

This group of managers controls lower-level managers and collects information about the quality and timing of the tasks they set. Managers transmit this information in processed form to senior managers.

Middle levels of management in a company sometimes require hiring so many specialists that they are divided into separate groups. Moreover, the latter may belong to different hierarchical levels. For example, some enterprises form both upper and lower levels of middle management.

Such managers typically manage large departments or divisions of the company.

Lowest level

Managers in this category are also called operational managers. This group of employees is always large. The lower level of management is focused on monitoring the use of resources (personnel, equipment, raw materials) and fulfilling production tasks. At enterprises, such work is carried out by foremen, the head of the laboratory, the head of the workshop and other managers. At the same time, within the framework of the tasks of the lower level, a transition from one type of activity to another is possible, which adds many additional facets to the work.

Research shows that due to the variety of tasks and high work intensity, lower levels of management are subject to significant workload. Those who hold such a position must constantly move from effectively performing one task to solving another.

In some cases, one stage of work may take little more than a minute. With such frequent changes in intraday activity, the consciousness is in constant tension, which is fraught with prolonged stressful conditions.

Such managers do not communicate very often with their superiors, but they communicate a lot with their subordinates.

Features of general management

This form of management finds its active implementation within the framework of modern capitalist society.

General management is needed when there is a need for management methods and approaches that are suitable for any area in various socio-economic systems, regardless of the level of management.

This category includes various management techniques and functions (accounting, organization, planning, analysis, etc.), as well as group dynamics and mechanisms used for the development and subsequent decision-making.

Levels of general management

There are several levels of this form of control that are used depending on the situation. They look like this:

• Operational. The key task in this case is the competent regulation of processes related to the production of a product in conditions of resource scarcity.
• Strategic. Within this direction, promising markets and relevant products for them are identified, the desired management style is selected, and a tool is selected to regulate the process.

• Normative. Here, the enterprise management is focused on developing rules, norms and game principles that allow the company to gain a foothold in a specific market and strengthen its position over time.

Functional management structure

This system is necessary for organizing effective management in certain areas of the company's activities. That is, unlike the general one, it is not universal and covers various functions separately. This approach includes current schemes for achieving the company’s goals, depending on the area of ​​application of management tools, the type of entrepreneurship and the social environment.

The functional management system includes the following management areas:

• financial;
• industrial;
• investment;
• information management algorithm;
• HR management.

All these areas are more than relevant, since the process of division of labor has led to the emergence of numerous facets of the activity of the enterprise as such. In addition, the specifics of each area of ​​entrepreneurship creates its own unique working conditions.

Innovation management

This management organization scheme deserves special attention. The bottom line is that markets are constantly changing, dividing into separate segments and giving birth to new directions, there is a need to develop technologies and products that meet today's ever-increasing requirements. This is exactly what this type of management is aimed at.

Such a system is needed for the effective management of processes related to the creation, dissemination and subsequent application of technologies, as well as products that can meet the needs of a progressive society and will have scientific and technical novelty.

Innovation management also aims to create an environment that allows for targeted search, preparation, and implementation of innovations necessary to maintain competitiveness.

Bottom line

Levels of management and their characteristics, as well as various types of management, are an integral part of the modern economy, without which companies simply will not be able to meet the constantly changing demands of the market.

On the other hand, it precedes the analysis and identification of factors important for classification, and on the other hand, it is based on various combinations of these factors for different types of management. This allows us to assess the possibility of both theoretical and practical development of a specific type of management through the development of certain factors on which it is based.

The use of this classification allows the manager, when solving practical problems, to choose the type of management that is most appropriate to the conditions of a particular task. At the same time, you can dramatically reduce the time spent searching for the most suitable management techniques, increasing its efficiency.

Figure 1.4 Classification of management types

Classification of management types according to the methodology of interaction with the managed object:

* t a di tionn y. The traditional approach develops and uses management principles and rules that are suitable for any organization. The traditional approach understands management as a fairly simple one-dimensional interaction of people and (or) organizations. In essence, such management proceeds from the fact that all objects of management are the same and react equally to the same influences. The systems approach focuses on the interaction of parts in an organization and emphasizes the importance of studying each individual part in the context of the whole. The main elements of the system approach are: login (incoming resources); the process of converting Receded Resources into Product; logout (product); feedback (knowledge of the result influencing the chain in the opposite direction);

* systemic focuses on the interaction of parts in an organization and draws attention to the importance of studying each individual part in the context of the whole. The main elements of the system approach are: entry into the system (incoming resources), the process of converting retreated resources into a product, exit from the system (product), feedback (knowledge of the result, influencing the chain in the opposite direction);

* situational. The situational approach is based on the fact that in managing an organization there is not only one set of principles (rules) that could be used in all situations. In systems engineering, a situation is understood as a triple: “state of the control object” - “available control actions” - “consequences of control actions”;

* social and ethical. Social and ethical management is aimed at reducing the likelihood of making decisions that could lead to unacceptable damage to financial, technological, technical, personnel, external and internal systems structures objects falling within the sphere of influence of the ma possible solutions. In this case, the object of activity is chosen as a result of social and ethical marketing, and operations are considered that are not intended to cause unacceptable damage (military, special, etc.). objects, those falling within the sphere of influence of the decisions made at various levels of the hierarchy may include: individuals (consumers, intermediaries and personnel), legal entities (suppliers, intermediaries, consumers), wildlife, society as a whole, if their dependence on these decisions cannot be considered negligible. Management goals (for example, profit maximization, etc.) in social and ethical management should take into account, as a limitation, the requirement not to cause unacceptable damage to other elements of the market system. This requirement must also be taken into account when formalizing management goals in the process of synthesizing a criterion for assessing the effectiveness of a decision. For example, the criterion can be formulated as follows: “Maximize net profit while avoiding certain consequences (recognized as unacceptable: changes in market shares of more than 3% in a calendar period, price changes of more than 2% per month, etc.) for certain market participants." Social and ethical management can be used to manage social processes, ensure life safety, legal regulation and other areas of life;

* moral and ethical. Pestilence al no- this iches ki m (or Japanese) is called personnel management when paternalistic attitude towards employees (including lifetime employment), with the significant use of moral incentives, learning in the process of practical activities through personnel rotation, etc. This type of management is most clearly practiced in Japan. Therefore, it seems possible to call it Japanese. It is practiced only in relation to personnel;

* stabilization is aimed at stabilizing the financial, technological, technical, personnel, external and internal structure of the organization.

The need for correspondence between the types of management and planning is due to the fact that management includes as components: planning, motivation, organization, control. Therefore, management can be considered as a tool for implementing relevant plans. And there cannot be fewer types of management than types of plans. Moreover, it seems natural that the type of management, when classified according to the time of occurrence of consequences for the control object, should correspond to the type of plan.

Types of management according to the time of occurrence of consequences for the control object and the environment:

* strategic. Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies designed to help the organization achieve its goals. Strategic planning is implemented through resource allocation, adaptation to the external environment, internal coordination and organizational strategic foresight. Strategic management is the managerial process of creating and maintaining a strategic fit between a firm's goals, capabilities and marketing opportunities. The company's strategic plan determines which areas (programs, productions) it will engage in, based on available resources, and sets out the objectives of these areas;

* perspective (business plan, long-term plan). Long-term management is aimed at implementing business or long-term plans. The goals of business planning are to clarify the goals and objectives of specific areas, taking into account a more in-depth study of the external environment and capabilities of the company. The development of a long-term plan for an enterprise is carried out after decisions are made on the production of a specific product, production volume, etc. In this case, the object of planning is the production process of the product as a whole.

* operational is a set of actions and concepts aimed at quickly solving problems, by breaking a more complex task into individual components, as a result of which a faster result is achieved;

* current represents a set of actions and decisions taken by management that the organization is currently engaged in.

Based on the frequency of decision-making, the following types of management can be distinguished:

* one-time solutions. One-time solution management is used when solving large problems when it is impossible to set a date for the next decision on this problem. Examples of such decisions at the country level may be a decision on the country’s accession to NATO or the CIS, and at the level of a public security organization - decisions on the creation or liquidation;

* cyclical solutions. Cyclic decision management is used to solve problems that have a known cycle. An example of cyclical decision management: once a year, decisions are made on the execution of the current year’s budget and the adoption of the budget for the next year;

* a continuous chain of frequent decisions (process approach). Process management (management as a process) occurs when the need to make decisions arises at random times on unrelated problems so often that the process is considered continuous. The management of large public organizations (country, territory, etc.) can be considered process-based in that part of it that cannot be attributed to one-time or cyclical management. This is due to the fact that a certain number of managers independently make decisions that are aggregated (hierarchically combined) into some resulting management with corresponding consequences.