History of management. When and how did management originate When did management originate

Management is a set of enterprise management methods

Theory, goals and objectives of management, and its role in the development of the enterprise

Management is the definition The essence of management Goals and objectives of management Management theory Principles and functions of production management Complexity and adaptation of control systems Functions and goals of management Evolution of production and management concepts Manager and his functions Organization and management Enterprise management Top, middle and lower management Strategic management Functions of strategic management Stages of strategic management Principles and trends of strategic management Major schools of scientific management Development of views on management Teachings about management Synthetic doctrines of management Sources and links

Management is the definition

Management is one of the directions of modern economic science, aimed at creating, planning and implementing a development plan for an enterprise, organization, firms in order to maximize potential profit companies, creating a sustainable system management enterprise. Of great importance for the development of the company is the strategic management company management.

Management is development (modeling), creation, the most efficient use (management) and socio-economic systems.

Therefore, the life of the organization consists of three fundamental processes:

Obtaining raw materials or resources from the external environment;

Manufacture of goods;

Transfer of goods to the external environment.

Management is

All three of these processes are vital to an organization. If at least one of the processes stops, the organization can no longer exist. A key role in maintaining a balance between these processes, as well as in mobilizing the organization's resources for their implementation, belongs to management. It is for the solution of these problems that management exists in the organization, and this is the main role played by management in the organization.

Since management plays such an important role in the organization and solves such multifaceted tasks, organization management cannot be presented only as a special type of activity for the purposeful coordination of the actions of participants in the process of joint work. In addition to the functional characteristics of management, which answers the question of what and how is done in management, very important aspects of considering management are also:

The relationship of management and the system of relations in the organization;

Management and external environment of the organization;

Leadership.

Based on this, the textbook considers organization management from several angles. The traditional consideration of organizational aspects of management is given. Issues related to the management of a person in an organization are especially highlighted. Separately, the provisions relating to the management strategy are set out, i.e. how an organization adapts to a changing environment.

Since management is a multifaceted phenomenon that covers the processes taking place in an organization related both to its internal life and its interaction with the environment, its consideration, depending on which processes are put at the forefront, can be conducted from different points. vision. The most significant approaches to consider the management of the organization are the following:

Consideration of management in terms of processes occurring within the organization;

Consideration of management from the standpoint of the processes of inclusion of the organization in the external environment;

Consideration of the management of the organization in terms of the process of implementing this activity itself.

Enterprise management

Production of results - ensures the effectiveness of the organization in the short term.

Administration - maintaining order in organizational processes.

Entrepreneurship - defining the direction an organization should take.

Integration - creating a system of values ​​that encourage people to act together, ensuring the viability and effectiveness of the organization in the long term.

The development of a market economy is impossible without competition, free enterprise, dependence on timely and correct decisions of the manager, knowledge of the mechanisms of movement capital and labor force free prices makes the importance of the managerial profession extraordinary. Management or management is an important facet of any activity, without which the movement of the process is impossible. This is a special activity that has its own specifics in the performance of managerial functions. As Henri Fayol defined, management or management is based on foresight, planning, organization, orders, coordination and control. Modern specialized literature considers such functions of a manager as the ability to predict, define and achieve goals, plan and organize activities, motivate staff, control, take into account and analyze results in order to further improve business processes.

The management (management) process is impossible without time and resource costs, which, due to their limited nature, determine the requirements for efficient distribution and use, which in turn determines the interdependence and interconnectedness of management functions. Therefore, management problems cannot be solved without setting the right tasks and proper planning for the implementation of resources. Examples of such implementation are communication processes that lead to management decisions, the solution of production and technological processes, effective investment in the processes of a wide variety of purchases, and much more.

Today, the development of a market economy requires, first of all, theoretical justifications and the ability to put them into practice, so management has become a whole science, a management science. Although all over the world the processes of formation of management in the field of individual knowledge, the formation of the science of management began quite a long time ago. At the end of the nineteenth century, management was a kind of community, which included empirical knowledge, accumulating a variety of experiences and theoretical information on management activities. This became possible as a result of the accumulation of such knowledge as a result of many years of practice, which had to be generalized and systematized in the form of a specific approach, principle and method capable of revealing and modeling one or another aspect of the manager's activity. At different times, management could set completely different main tasks - the beginning of the twentieth century set the goal of increasing productivity, the end of the same twentieth century became a turning point in terms of flexibility and adaptation to the constant modification of the environment.

Thus, management expanded and specialized, separate branches appeared for scientific management, administration, management and building human relations, and so on. In the future, specializations developed according to the process, system, situational approach, narrow specialization today has become decisive.

Enterprise management requirements

Modern management is a specific means, a specific function, a specific tool for the production of results by organizations. The fulfillment of this super-task requires expanding the area of ​​responsibility of the manager, which includes all the factors influencing the activities of the organization and its results: both internal and external, both controlled and completely independent of it. This circumstance requires a strategic approach to management both vertically (at all hierarchical levels) and horizontally (management of functional areas); strategy is everyone's business. The human factor is becoming a key factor in the success of the enterprise, which is reflected in the management principles formulated at the turn of the 20th and 21st centuries.

Loyalty to workers. 100% responsibility is a prerequisite for successful management. Communication that permeates the organization from the bottom up, top down, horizontally.

The atmosphere in the organization, conducive to the disclosure of the abilities of staff. Continuous learning for everyone, anywhere and anytime. Timely response to changes in the environment. Methods of working with people that ensure job satisfaction. The transition from an authoritarian leadership style to leadership.

Direct participation of managers in the work of groups at all stages as a condition for coordination and integrity. Ability to communicate with buyers, suppliers, performers, managers, etc. Business ethics.

Honesty and trust in people. Use in the work of the fundamental principles of management. The vision of the organization, that is, a clear idea of ​​​​what it should be. The quality of personal work, continuous self-improvement.

The implementation of management principles in modern conditions places high demands on the manager's personality.

Elements of the enterprise management system

Essential elements:

Mission of the organization;

The goals of the organization;

Organizational scheme of subordination;

Subdivisions;

Performance evaluation indicators (KPI);

Work regulations;

Activity measurement system.

Components of enterprise management

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In general, management exists as long as there are people and their relationships, that is, in fact, always. But in different eras it took different forms. Nevertheless, as numerous studies have shown, management has always been based on three main ways of managing people:

Creation of clear ownership relationships;

Construction of various organizational structures;

Development of a system of "written and unwritten" values.

Holistic management systems with a theoretical basis began to be created only in the era of the formation of developed capitalism, that is, at the end of the 19th century. This is explained by the fact that capitalism has so complicated the production and social relations between people that intuitive concepts have become insufficient - serious generalizations of the accumulated practical results and new theoretical developments were required. These processes became especially active at the turn of the 19th-20th centuries - the so-called "management schools" began to emerge.

Historically, the “school of scientific management” arose, the founder of which is considered to be the American engineer F. Taylor. Well-known American authorities in the field of management G. Ford (the founder of the world-famous automobile manufacturer Ford motors) and G. Emerson also belong to this school. This school presupposes “the development of numerous rules, laws and formulas, which take the place of the personal judgment of the individual worker and which can only be usefully applied after systematic accounting, measurement, etc. has been carried out. their actions."

Somewhat later, a "school of classical or administrative management" appeared. Its founder was also the American A. Fayol. He first formulated the principles of administrative management:

Power is inseparable from responsibility;

Unity of disposition;

Discipline for all;

Unity of leadership;

Subordination of individual interests to common ones;

Labor remuneration;

Centralization and hierarchy;

Order in everything;

Justice in everything;

Staff resilience;

corporate spirit.

The application of these principles in the practice of managing an organization removes a whole range of issues related to relationships between people.

The next in the United States was the "school of human relations", the founder of which was J. Mayo. He showed the importance of informal connections that arise between people in organizations. The essence of his concept is that the establishment of “human relations” between people, that is, a certain and rather complex system of formal and informal connections, leads to a significant increase in labor productivity and a reduction in various losses, in particular, losses of working time.

A further development of the "school of human relations" was the emergence of the "school of behavioral sciences", the author of which is considered to be the American sociologist with Russian roots A. Maslow. He built a "pyramid of needs", which makes it possible to predict a person's behavior in various situations quite well.

Also from the "school of human relations" emerged the "empirical school of management", which was based on the conceptual statement that a good manager can only be based on one's own experience.

After the Second World War, mathematical methods began to appear in management:

Operations research;

Economic and mathematical methods;

Linear programming (planning).

The Soviet mathematician L. V. Kantorovich achieved great success in the development of linear programming methods. He was awarded the Nobel Prize.

In the late 1940s, the American mathematician N. Wiener published his famous book "Cybernetics", which opened a new era in management. In this work, the author argued that the control processes in technical, physical, biological and social systems are the same. He also introduced the concept of negative and positive feedback, which laid the foundation for another important concept - the stability of the system. In the USSR, this direction was actively taken up, although for political reasons, instead of the term "cybernetics", "automatic control" was used. Thanks to the achievements of domestic researchers of that period - A. I. Berg, A. N. Kolmogorov, V. M. Glushkov and others, it became possible to implement the most complex flight control systems for rocket and space technology.

In the same period, the works of the Austrian Ludwig von Bertalanffy appeared, in which techniques were used that were called the “system approach to management”. Although, as it turned out later, many of the ideas used by von Bertalanffy were proposed back in the 1920s by the Russian naturalist A. A. Bogdanov.

In the 1990s, a synergetic approach began to be actively used in management, the founder of which is the Belgian physicist of Russian origin I. Prigogine. Synergetics allows taking into account in management the so-called cooperative effects, which allow achieving more with less effort.

In Russia, speaking in a historical retrospective about the development of management in the modern sense, one can mention the era of Tsar Ivan IV the Terrible (mid and second half of the 16th century), when a clear state and local government was first introduced. The next important milestone was the era of Peter I, when a state of the European type was founded in Russia. After the expulsion of Napoleon's army during the reign of Emperor Alexander 1, his then favorite M. M. Speransky carried out a significant modernization of the Russian state - ministries and departments were introduced, which have survived to this day despite any external and internal transformations. After the unsuccessful Crimean War, Emperor Alexander II abolished serfdom in 1856 and carried out state, military and judicial reforms. As a result, local self-government, the zemstvo, appeared for the second time, and capitalism began to actively develop. Already in the 1880-1890s, the then Minister of Finance, and then Prime Minister S. Yu. Witte, made unprecedented management efforts in the history of Russia to develop the national economy and, in particular, railways. After the defeat in the Russo-Japanese War of 1904-1905, Prime Minister P. A. Stolypin took significant measures to strengthen the development of capitalism in Russia and, in particular, capitalism in the countryside, which cost him his life.

During the Soviet era, significant measures were also taken to develop management:

Already mentioned A. A. Bogdanov in the 1920s laid the foundations of the general theory of systems, which is the basis of modern management;

A.K. Gastev in the 1920-1930s proposed the idea of ​​"bottlenecks" in management, which require priority jointing; his ideas were later revived in the form of network diagrams;

P. M. Kerzhentsev in the same period proposed a number of fundamental points: a plan, organization of work to implement the plan, accounting and control of implementation, distribution of rights and duties, etc., which have now become common management practice throughout the world;

G. A. Kulagin developed in the 1960s-1970s the issues of managing complex industrial complexes and large enterprises

The history of the development of the theory of management, management, its stages:

1. 1900-1920 - the birth of management (F.Taylor)
2. 1920-1940 - highlighting management as a science (A. Fayol), the guiding principle: clear regulation, distribution of work and strict discipline;
3. 1940-1960 - the theory of "human relations" (A. Maslow), management with a humanistic-psychological bias (guiding principle: strengthening the initiative, activity of people);
4. 1960-1970 -- computerization of the control system;
5. 1970-1980 - situational management (guiding principle: flexibility of methods, forms of management);
6. 1980-1990 - enterprise management is considered in close connection with the market and marketing. Marketing is the science and art of exchange management, market management.

Founder of management Frederic Winslow Taylor(1856-1915) studied in detail the socio-economic organization of the enterprise and came to the conclusion that technical and organizational innovations should not be an end in itself. Taylor developed and implemented a complex system of organizational measures - timekeeping, instruction cards, methods of retraining workers, planning office, collection of social information, a new structure of functional administration - which, not individually, but together, are able to guarantee the worker that his increase in labor productivity will not be destroyed. arbitrarily by the administration through price cuts. First, the administration must learn to manage in a new way, and then demand conscientious work. He attached considerable importance to the leadership style, the correct system of disciplinary sanctions and labor incentives. His differential system of payment - the successful person is additionally rewarded, and the idler is de-bonded (carrot and stick policy) - suggested that in a scientifically organized production a person cannot receive unearned money. Taylor assumed that the main criterion for the efficiency of production in relation to the firm is to reduce the cost of production. Labor in his system is the main source of efficiency, and the workshop is the main link in the application of his system. Considering the procedure for measuring labor activity as the most important means of improving production,

Taylor attempted to solve this problem by setting precise and detailed standards for time, the movements required to complete each step of the manufacturing process, and by revising wages in the light of the data. It is concluded that workers increase their returns provided that they perform the work in the best possible way.

Taylor is credited with the discovery of the "economic man" model, who allegedly sees no other meaning in work than to receive money. The individual characteristics of the worker were subject to unification and leveling in order to have only a minimal subjective impact on the production process, built on a strictly objective basis of scientific knowledge.

The development of scientific management in the United States took place in the direction of the rationalization of production. It is associated with such names as F. Gilbreth(in a number of publications in Russian, his surname is written as Gilbret) and G. Emerson. The American specialist in production management, Frank Gilbreth, was the first in the United States to organize the systematic training of instructors in the scientific organization of labor at a special school in Providence. Following Taylor, Gilbreth developed the best method of doing work and determined the conditions necessary for this: an expedient arrangement of the workplace, rational ways of supplying materials. He also created the necessary devices, tools, instructions, etc. F. Gilbreth wrote the well-known books The ABC of the Scientific Organization of Labor and The Study of Movements, which were published in our country in 1924 and 1931 several times.

Gilbreth, in his study of the issues of rationalizing the work of workers, repeated to a certain extent the path traversed by Taylor. Moreover, it was Taylor who pushed him to such activities. Here is a typical example. At one time, Gilbreth worked as a construction contractor. Taylor, who visited its construction, noticed that the work was being carried out unproductively. Gilbreth, with his characteristic vehemence, replied:

Do my workers work unproductively? Look, in the evening their shirts are wet. To which Taylor replied: "When they have dry shirts at the end of the work, then the work will be more productive."

After a long and careful study of the work of masons, Gilbreth came to the conclusion that when performing brickwork, on average, thirty movements are made. He managed to reduce the number of movements to five and increase the hourly output of a bricklayer: he was able to lay 350 bricks per hour instead of 120. This increase in labor productivity was achieved not only due to better execution of movements, but also due to a more thoughtful organization of the workplace, a special improvement in the design of scaffolding , the introduction of tools and devices that facilitate the work. Another example from the life of F. Gilbreth can serve as a convincing proof of the possibility of effective application of HOT in any industry. Once F. Gilbret was asked to investigate some complex operations in the production of optical instruments. As a result of the analysis of these operations, Gilbreth achieved that he himself was able to perform these operations three and a half times faster than the most experienced workers. The surprise of the factory owners was even greater when, within a few hours, Gilbreth taught the messenger and the typist, who had never done this business, to perform these operations just as quickly. He died in 1924, a few days before the 1st International Congress on NOT, held in Prague.

Questions of the scientific organization of labor were especially widely studied by another American organizer of production, G. Emerson. He developed a comprehensive, systematic approach to the organization of management. Its main provisions are covered in the well-known book "The Twelve Principles of Productivity". This book was published in our country several times in the 20-30s. It is considered a classic work on the rationalization of production.

Twelve principles, the significance of which is indicated by the fact that they are introduced in the title of the book, G. Emerson gave in the following sequence:

1. well-defined goals;
2. common sense;
3. competent advice;
4. discipline;
5. fair treatment of staff;
6. prompt, reliable, complete, accurate and permanent accounting;
7. dispatching;
8. norms and schedule;
9. normalization of conditions;
10. normalization of operations; written standard instructions;
11. reward for productive work.

G. Emerson identifies two leading principles A: Accurately set goals and common sense.

Taylor and his like-minded people had actually already formed the basic principles of management and even applied them quite widely in practice, but their methods were used only in individual enterprises. The attitude of the majority of entrepreneurs to such innovations was predominantly negative. They saw this as an infringement on the sacred right of "a private owner to act in his enterprise as he pleases." Emerson began his work by examining the condition of the railroad and found the condition to be unsatisfactory. From a scientific management point of view, as a result of careful study of the whole case, Emerson came up with a conclusion that stunned America:

“Railways can save $1 million daily by introducing scientific management”

Now entrepreneurs are interested in scientific management. It almost instantly became a subject of general interest. And already in 1912, 55 branches of business activity began to apply scientific management in industry, transport, construction, etc., and not only in the USA (in England, France and other countries).

In the European direction of scientific management schools of the late XIX - 20s. 20th century A. Fayol was the brightest figure. Entrepreneur, organizer, scientist - all this was combined by one person. For 20 years he was the managing director of a large mining and metallurgical plant. A. Fayol developed and deepened a number of important concepts of scientific management. The first of these is the question of the functions of leadership. Fayol divided the entire range of work on the management of an industrial company into 6 main groups and determined the optimal time required to perform the relevant functions:

• administrative activity of the administrative apparatus
• planning, organization, leadership, coordination 40% of the time of the total;
• commercial activity - buying, selling, exchanging 15% of the time;
• technical and production activities - production, finishing, testing, control - 10% of the time;
• financial activity - implementation of financial control, in particular on the most efficient application of capital - 10% of the time;
• security-related activities, i.e. safety measures 10% of the time;
• control function, or activities to take into account the state of affairs in production - 15% of the time.

The second very important position in the theory of management, which was put forward and substantiated by A. Fayol, is the position on the optimal ratio of organizational (administrative), technical and social abilities and knowledge among people working in a large enterprise. He expressed it as a percentage.

Table 1.5 shows that all three types of abilities are inherent in all categories of employees in the enterprise, but in very different quantitative ratios. So, the main functions of the director are administrative and social. The share of technical abilities is small - 15%. But in the work of the lower level of management - foremen - it is the production function that is leading - 80%. Workers should have 5% more technical ability.

In 1916, the work of the French economist A. Fayol "General and Industrial Administration" was published, where the author proposes a new system of organizational rationalization of management. These principles contained elements of the approach from the point of view of the concept of "human resources", which subsequently received wide development in American management. Fayol formulated a number of general principles of administration, which were an important condition for the successful solution of purely practical problems of enterprise management. These include: the division of labor, the authority of the leader, discipline, the unity of management, the subordination of private interest to the general, the principle of remuneration, centralization.

At the turn of the 1920s and 1930s, prerequisites began to form in the United States, which later led to a qualitatively different situation in management. In the context of the transition from extensive to intensive management methods, there is a need to search for new forms of management that are more sensitive to the "human factor". The task was to eliminate the depersonalized relations in production, characteristic of theories of scientific management and bureaucratic models, and replace them with a broader concept - the concept of partnership, cooperation between workers and entrepreneurs. Most capaciously and clearly these approaches were implemented in the "theory of human relations".

A reaction to the shortcomings of the classical (scientific) approach in management was the emergence of a school of human relations. The time of its origin and flourishing is the 30-50s. 20th century

The founder and the greatest authority in the development of the school of human relations in management is the American psychologist E. Mayo (1880-1949). The essence of the concept of E. Mayo is that the work itself, the production process, is of less importance for the worker than his social and psychological position in production. From here, E. Mayo concludes that all problems of production and management should be considered from the standpoint of human relations.

E. Mayo conducted a large series of experiments from 1927 to 1932 to study the causes of low productivity and staff turnover at a number of enterprises of the Western Electric Company in the city of Hawthorne. Initially, he studied working conditions (for example, better workplace lighting), but even an increase in wages did not lead to an increase in labor productivity.

According to E. Mayo, the main task of management- put at the service of social and psychological motives of activity, the ability of employees to "group feeling, cohesion and action." Thanks to the recommendations of E. Mayo, managers began to pay attention to the behavior of people in the labor process, they learned that job satisfaction is not only about getting high wages. The motive for effective work is the atmosphere in the team, good internal relationships.

According to Mayo:

1. Rigid hierarchy of subordination and bureaucratic organization are incompatible with human nature and freedom.
2. Industry leaders must focus more on people than on products.

This contributes to social stability» society and job satisfaction of the individual. Rationalization of management, taking into account the social and psychological aspects of people's labor activity, is the main path of innovative activity in an enterprise. The social practice of the doctrine of "human relations" was based on the principle proclaimed by Mayo of replacing individual remuneration with group, economic - socio-psychological (favorable moral climate, job satisfaction / democratic leadership style). This is where the development of new means of increasing labor productivity begins: "humanization of labor", "group decisions", "education of employees", etc.

The thesis was also put forward about the important and sometimes decisive role in the production of the informal structure. One of the founders of the school of human relations, F. Roethlisbergen, defined an informal structure as a set of norms, unofficial rules, values, beliefs, as well as a network of various internal connections within and between groups, centers of influence and communications. And all this together exists under a formal structure, but is not subject to its control and regulation.

Two other scientists, W. French and C. Bell, compared the organization with an iceberg, the underwater part of which carries elements of an informal structure, and the upper part is a formal system. Thus, they once again emphasized the priority of the "social person" in the production process and the priority of socio-psychological methods in management.

The American sociologist R. Likert developed the structure of the ideal, in his opinion, organization of management in an enterprise. Among its main characteristics, he considered the following:

• leadership style in which the leader demonstrates his trust and confidence in subordinates;
• motivation based on the desire of the leader to encourage the subordinate, to involve him in active work, using group forms of activity;
• communication, where information flows are directed in all directions and information is distributed among all participants;
• decision-making, characterized by the fact that they are approved at all levels with the participation of all members of the organization;
• the goals of the organization, established through group discussion, which should remove the hidden opposition to these goals;
• control, the functions of which are not concentrated in one center, but are distributed among many participants.

The concepts of "management", "management" are known today to almost every educated person. Their significance was especially clearly realized in the 20-30s of the 20th century. Management activity has become a profession, the field of knowledge - an independent discipline. Today, it is obvious that the high level of development of the modern world, for the most part, is due to successful management methods. Competent managers are required in any field, their social stratum has become a very influential social force, and professional activity is often the most important key to success. The activity of any organization requires management; without this activity, not only effective functioning, but even the existence of the organization is impossible.

Literally, the word manage meant "the art of riding around horses." The term "management" itself comes from the Old English word "manage" (Latin "manus") - "hand". The concept of management in a sense close to the modern one appeared with the beginning of the industrial revolution of the 18th-19th centuries. in England and then spread throughout the world. It owed its birth to the growth in the number of large enterprises with hundreds and thousands of workers. Their owners could no longer competently manage so many subordinates alone and were forced to hire special people for this - managers, professional managers.

Management is also called the management of an independent type of activity, which does not necessarily involve the creation of an enterprise and the management of subordinates, for example, organizing performances by pop stars, sporting events, etc.

The concept of "management" is always closely related to the concept of "market economy". Since, studying the discipline "Management", we will mainly consider management processes occurring at the microeconomic level (ie, at the level of a separate organization), we will consider several definitions of management of the following content.

Management is the management of an organization operating in a market economy.

Management (management)- the impact of one person or group of persons (managers) on other persons to induce actions corresponding to the achievement of the set goals when managers assume responsibility for the effectiveness of the impact.

Management- purposeful influence of the subject of management on the object in order to achieve the desired state of the object, qualitatively or quantitatively different for the better from the existing one.

AMERICAN DEFINITION OF MANAGEMENT- to do something with the hands of others.

MANAGEMENT INCLUDES THREE ASPECTS:

- "Who" governs "whom" (institutional aspect);

- "How" management is carried out and "how" it affects the managed (functional aspect);

- "What" is being controlled (instrumental aspect).

In the activities of any enterprise, goals and limitations should be distinguished. They perform the following main tasks in management:

Comparison of the existing state with the desired one ("where are we?" and "where are we going?");

Guiding requirements for action ("what needs to be done?");

Decision criteria ("which way is the best?");

Instruments of control ("where have we really come and what follows from this?"

To date, there is no single definition of the concept of "management" in the scientific and methodological literature on management issues.

The main problem here is that management can be viewed from different points of view: as a phenomenon, as a process, as a system, as a branch of scientific knowledge, as an art, as a category of people engaged in managerial work, or a governing body.

AS A PHENOMENON OF MANAGEMENT is a purposeful, planned impact on the object of management by the subject of management.

HOW PROCESS MANAGEMENT includes a number of consecutive functions. These functions include planning, organization, regulation, motivation, control and accounting.

MANAGEMENT AS A SYSTEM is a collection of interdependent elements, such as people, information, structure, etc.

FROM A SCIENTIFIC POINT OF VIEW MANAGEMENT is a science that studies management problems. In 1881, in one of the US colleges, Joseph Wharton began teaching the discipline "Management".

The importance and significance of systematized scientific knowledge about management is determined by the fact that they allow timely and high-quality management of the current activities of the organization, predicting possible scenarios and, in accordance with this, developing a strategy and tactics of functioning, competently setting goals and objectives.

Often MANAGEMENT IS CONSIDERED AS AN ART which is based on the underlying concepts, laws, principles and methods. This approach is based on the fact that any organization, as an object of management activity, is a set of complex socio-technical systems, the functioning of which is influenced by numerous external and internal factors.

Often the concept MANAGEMENT IS ASSOCIATED WITH PEOPLE whose job is to coordinate the efforts of all personnel of the enterprise to achieve the goals of the operation.

In addition, the concept of management can refer to the management apparatus of modern organizations, regardless of their form of ownership and goals of activity.

The term "management" in fact, is an analogue of the term "management". But the term "management" is much broader, since it is applied to various types of human activity (driving a car), various fields of activity (management in inanimate nature, biological systems, in the state), to management bodies (divisions in state and public organizations, as well as in enterprises and associations).

The term "management" is applied only to the management of socio-economic processes at the level of a separate organization operating in market conditions, although recently it has been used in the United States in relation to non-profit organizations.

GOVERNED BY understand the purposeful impact of the subject of management on the object to coordinate activities and achieve the final result.

IMPACT- this is an influence on a person's activity, coordinating his work with the activities of other people and leading to the achievement of a common goal or a common result.

SUBJECTS OF MANAGEMENT are individuals and/or legal entities from which power influence comes.

OBJECTS, which management is directed to can be both legal entities and individuals (more precisely, their activities), as well as processes, systems, etc. This means that any organization is a unity of two management subsystems: managing and managed. The subject and object of management are related as part and whole. The system of subject-object relations is the basis for building a management system.

CONTROL SYSTEM- a set of functions and powers necessary for the implementation of the impact. The environment in which the functioning of the enterprise is carried out determines the structure and content of the elements of the system, as well as the establishment of links between them. The concept of "management system" characterizes the statics of management, the necessary connections through which and thanks to which it is possible to exercise influence.

CONTROL MECHANISM- a set of actions and methods of influencing people's activities in order to encourage them to achieve organizational goals (motivation). The concept of "management mechanism" reflects the levers or means of influence, which are the interests and values ​​of a person.

PROCESS MANAGEMENT - the sequence of actions from which the impact is formed. The concept of "management process" reflects the dynamics of management, its temporal characteristics, technological features.

The essence of management lies in the fact that it is a specific type of human activity that arose as a need and a necessary condition for achieving results in individual and joint activities. The content of management reveals the functions of management. To manage means to plan, organize, motivate and control.

The specificity of management is manifested in the vertical and horizontal division of managerial labor.

Vertical deployment of management activities forms the levels of management, horizontal - links and controls.