The organization of work is the process of delegating and coordinating tasks and resources, with responsibilities, authorities and accountability that are clearly defined. What do we get if we invest our time and energy in proper organization work, and how to achieve it?

Benefits of good work organization

The powers and responsibilities of employees are clearly defined; everyone knows what is expected of him.
Responsibilities are fairly distributed; employees have a certain amount of work that they agree to.
Use of resources as efficiently as possible; there is no duplication of responsibilities.
Coordination of work is continuous; employees work together to achieve the goals of the company.
Employee satisfaction at a high level; they prefer an organization that works well together.
Tasks are achieved; this can be achieved only by properly organizing the work.

But how to properly organize the work? What principles should be followed in this regard?

General principles

Unity of leadership implies the presence of one leader for each employee and a single plan that is designed to achieve a common goal for employees.

Command chain means that the authority in the organization must be clearly outlined from top to bottom. Everyone should know who reports to him, and to whom, respectively, he reports.

The main principle that follows from the above is that each employee should have only one boss!

Scope of control- the leader should have as many subordinates as he is able to keep under control and effective control. The number of direct reports may vary. It depends on many factors, for example, the area of ​​work of the company, the level of responsibility and authority of a particular manager, the tasks performed by this unit, and other variables.

Specialization Every person in the organization has clear, defined roles. In order for this principle to be observed, the manager must clearly understand the structure of the company and have full knowledge of who, what, where and why is doing and what are the interactions and communications within the company. Documents such as job descriptions, are very helpful in defining the functions of employees.

Coordination- the process of integrating the work of departments to achieve the goals of the company. To begin with, it is important to understand what the purpose of the company is. Then you need to understand what is the function of a particular unit in the process of achieving a common goal. In the end, it is necessary to coordinate the actions of different departments in the course of realizing the company's goal. A unit can only be useful if it is included in common work.

Balanced responsibility, authority and accountability- all the functions listed below are balanced among themselves and have the same importance.

Delegation- the process of allocating responsibility and authority for the task. The main thing in delegation is to correctly determine what can and should be delegated, and what should still be carried out by the leader personally. The volume of delegated tasks depends on many nuances, so each manager determines it based on his own situation. Nevertheless, delegation is a process that is mandatory for the effective operation of an enterprise.

Employee stability- employees stay in their places as long as possible, low staff turnover. This principle significantly affects the profit of the company, although this is not as obvious as, for example, in the case of rent or the purchase of raw materials. But if we consider how much money is spent on finding suitable personnel, selecting them, training, etc., the importance of employee stability becomes obvious.

KISS (Keep It Short and Simple)- Simplify the process as much as possible. In some enterprises, job descriptions, rules and regulations are like specially encrypted messages. The proposals are so ornate and incomprehensible that an employee, especially a beginner, is lost from the very first pages. But unjustified difficulties that exist only on paper are not the worst thing. It is much worse when the work process itself is complicated, especially if this is not necessary. The reason for the complication may be excessive bureaucratization, when there are a bunch of instructions to make a simple decision, as well as a lot of approvals that need to be obtained.

Flexibility There are exceptions to every rule. The situational approach implies not violating the rules on own will, but the ability to think outside the box, especially when the situation goes beyond the generally accepted regulations. It is widely known that any situation of crisis or force majeure requires an individual approach. However, not only the crisis can force the manager to move away from template solutions, otherwise there would be no new technologies and approaches in business.

Power

Power is an integral part of the process of organizing work. The optimal option is one in which formal and informal power is in the same hands.

formal power starts at the top of the organization and is delegated down the chain of command.

The leader has the right:
- to make decisions;
- issue orders;
- use controlled resources.

informal power- being endowed with formal power upon taking office, leaders have to acquire informal power, if it was not there initially. Informal power, or the so-called authority, is much easier to earn by a leader in the eyes of employees if he has the following qualities:

Technical skills, that is, a thorough knowledge of the job.
Success stories are great previous work.
People communication skills.
Trust is openness and honesty in relationships.

Organization of the work of the institution

There are three organization/reorganization tools that must be developed before starting the workflow:

1. Building an organizational structure.
2. Development of policies, procedures, rules.
3. Development of job descriptions (responsibility, tasks, functions).

To whom should the leader delegate authority in the first place?

It is best to delegate to those whom you are going to promote. Try to take into account the interests of employees, do not overload them. Don't try to set the bar too high. Take the time to train employees before asking them.

In order to move from theory to practice, let's get acquainted with the delegation algorithm, which will help to properly build the transfer of authority and allow you, as a leader, to develop subordinates and develop yourself.

Step 1. Explain to the employee why there is a need for delegation and why you are transferring this or that responsibility to him.

Your explanations help the employee to see the big picture and understand the importance of the work delegated to him. You need to motivate the employee by showing him that you appreciate him. Do not use the approach: "This is, of course, a stupid job, but someone has to do it ...".

Step 2. Set tasks by defining responsibilities, scope of authority and deadlines.

Delegation is planning, and it begins with setting a goal that the employee must achieve.

Example:

1. Compile a list of suppliers and submit it to the manager every Friday at 12.00 (authority to inform).

2. Fill out the order to suppliers and submit it to the manager every Friday at 12.00 (authority to recommend).

3. Fill out the order to suppliers, sign it and send it to the purchasing department, providing a copy to the manager every Friday at 12.00 (authority to report).

4. Fill out an order to suppliers, sign it and send it to the purchasing department, keeping a copy for yourself every Friday at 12.00 (full authority).

Step 3. Develop a plan.

When developing a plan, an operational sheet should be drawn up. Employee training may be part of the plan. If it is necessary for an employee to interact with other services, the manager must give an order to provide him with the necessary information and support.

Choosing the right managerial style is very important for successful delegation.

Step 4. Set breakpoints.

The end date for the delegation should be set in the tasks. The boss and the subordinate must agree on the following issues: the form of control (call, visit, memo, detailed report) and the time frame (daily, weekly, after certain steps completed before moving on to the next step).

Step 5. Enter reporting by employees.

Employees are more productive when their work is measured and valued. The manager must evaluate the work at each checkpoint and after its full completion; as a result of control, rewards or penalties should be imposed, depending on the situation.

Below are the principles that were formulated by A. Fayol.

1. Unity of control. Regardless of the structure of the organization, the degree of decentralization and delegation of authority, one person should bear full and absolute responsibility for the activities of the entire enterprise.
2. Scalar transfer method. Full and absolute responsibility means the right not only to manage, but also to transfer, delegate part of the powers to other persons through management.
3. Unity of submission. Any employee (employee) can have only one manager.
4. The principle of conformity. Delegated authority should correspond to the level of responsibility. If a person is assigned certain duties, then it must be endowed with the appropriate powers necessary to fulfill these duties.
5. The scale of management. The number of persons in effective management, limited. It depends on a number of circumstances, on the nature of the work performed.
6. Communications, communication system. Both formal and informal lines of communication must be established and constantly maintained.
7. orientation principle. Organizations should be built in accordance with the nature of the tasks assigned to them and not depend on subjective factors.
8. The principle of selectivity. Management should only receive information that is outside the scope of the plan and is exceptional, that is, either favorable or unfavorable for doing business. Thus, it will be possible to cut off unnecessary, unusable information.
9. Job differentiation. Different types of work have different characteristics, which must be considered when creating an organization. For example, highly skilled individual labor requires different conditions than semi-skilled repetitive operations.
10. The breakdown of a complex element into simple components, specialization and standardization. These methods should find their application in the organization, as they can reduce costs.
11. Operations control. This function must be entrusted to an apparatus clearly marked for this purpose. A certain part of the administration must monitor the daily progress of operations. Creativity should be encouraged.
12. Planning should always precede work.
13. Flexibility. The structure of the organization should allow making adjustments to it in connection with changes in methods, tasks, goals, scale commercial activities the advent of new technologies and resources. Of course, making significant changes requires a comprehensive study.
14. Availability at all levels of the organization. Any employee (employee) of the organization should have the right and opportunity to file a complaint, make comments or make complaints to the relevant manager.

1. Principle of perspective activity: the structure and work of the organization should be focused on achieving the ultimate goal, and not on the level of ability of existing employees. People need to be selected based on the goals of the organization.

2. Unity principle: each employee should receive orders and instructions from only one leader and report only to him.

3. Management specialization principle: all regularly repeated management actions must be firmly distributed among employees and not duplicated. All job descriptions must be clearly defined and mutually agreed upon.

4. Controllability Principle: there should be no more than 6-12 direct subordinates per manager, depending on the level of management.

5. Principle of vertical hierarchy constraint: the fewer hierarchical levels, the easier it is to manage the organization. A large management structure often begins to "live its own life", contrary to the interests of the organization.

6. The principle of delegation of authority: the leader must be able to delegate the appropriate part managerial work subordinates. At the same time, the leader should not shift his functional responsibilities- otherwise he risks losing them soon.

7. The principle of effective communications: communications in the organization should be optimized based on the goals of the organization. Document and information flow should be simple, transparent and practical.

8. The principle of adequacy of remuneration: remuneration for work should ensure the full restoration of the employee's labor costs, the satisfaction of his actual needs, as well as his interest in working with this organization.

9. The principle of psychological environmental friendliness of the control system: the organization's management system should ensure not only the achievement of the organization's goals, but a high level of socially responsible behavior of the organization in the external environment and in relation to its employees. A healthy socio-psychological climate, a work regime that ensures maximum productivity and satisfaction of employees, an effective and adequate remuneration system for labor costs, a system of advanced training and retraining of employees, career planning for worthy - all this is a psychological investment in the future of the organization.

33. Scheme of the communication process, its practical application.

Communication It is the process of transferring information from one person to another.

It is important to understand the following.

1. For the implementation of the communication process, it is important to have both the sender and the recipient of the message, which together form an integral interconnected system in the communication process.

2. In fact, communication is what the receiver of the message is aware of, not what the sender means.

A two-way communication process always includes eight steps.

These steps need to be explained in detail.

1. The birth of an idea. A person's thought is a multidimensional image, often a kind of holistic picture at the level of sensations. To convey this image using a code of several words, and in such a way that the recipient as a result perceives exactly what the sender wanted to convey, is a task that requires the greatest art of communication.

2. At this stage, the original mental image encoded using symbols and signs of the language of communication (words, speech patterns, intonations, gestures, facial expressions, etc.).

3. Coded message transmitted on the selected channel transfer of information. Along the way, messages can be barriers hindering high-quality and effective communication. Value Bridge - this is a set of signs and symbols that are equally interpreted by the sender and recipient, which gives people the opportunity to correctly understand each other.

4. At the stage of obtaining information, the recipient perceives message, that is, it reaches his consciousness.

5. Message received decoded and interpreted recipient.

6. Even if a person correctly perceived and interpreted the received message, he is not always able to receive this message. to accept . The reason for this may be the cognitive dissonance - internal conflict and anxiety that occurs when a person receives information that is incompatible with their value system, previously decisions taken or other data known to them. To overcome this conflict, a person tends to ignore subjectively unacceptable information.

7. After the recipient has accepted and assimilated the information, he begins make decisions and take action based on this information.

8. To improve efficiency communication process very important to use feedback , i.e. track on various aspects interlocutor's reactions the quality of their perception of your message.

I. Basic - the principles necessary to comply with any enterprise:

• 1. Specialization (all departments of the enterprise should be as specialized as possible for the implementation individual works included in the overall complex for the manufacture of the finished product).
• 2. Proportionality (all divisions and sections of the workshop in terms of their throughput (capacity) must be proportional (equal) to each other).
• 3. Parallelism (simultaneous execution of separate parts production process Thus, the wider the front of work, the shorter the duration of production).
• 4. Continuity (elimination of interruptions in the production of a product is ensured by a competent organization repair work, maintaining a brigade form of work, and so on).
• 5. Straightness (requires the organization of such work so that the movement of parts takes place along the shortest path)
• 6. Rhythm (ensuring the delivery of products at regular or decreasing intervals)

II. Additional - principles dependent on technical equipment enterprises:

• 1. Automaticity (performance of the production process without the participation of a worker, the functioning of which is reduced only to observation).
• 2. Flexibility ( modern tendencies market, global economy, instability puts forward a new requirement for the organization of production - flexibility, that is, the possibility of reconfiguring equipment, a wide range of equipment use, and so on)
• 3. Complexity ( modern processes manufacturing products are characterized by the interweaving of the main, auxiliary and service processes. Auxiliary ones occupy an increasing place due to the lag in their automation compared to the equipment of the main production processes)
• 4. Reliability (ensures the steady progress of the production process, the reliability of the equipment involved and the technologies used)
• 5. Environmental friendliness (aimed at environmental assurance of production processes in accordance with the ISO standard).
• 5. FORMS, METHODS AND TYPES OF ORGANIZATION OF PRODUCTION

Form - a certain combination in space and time of the elements of the production process:

• 1. Concentration of production (concentration of one or more similar types of products in large organizations
  within a small region).
• 2. Specialization of production (division of labor according to its certain types and forms, concentration production activities organizations in relatively narrow social areas, individual technological operations or types of products:
  • Ш subject specialization (production of finished
    to the final consumption of the product)
  • Ш detailed specialization (production of homogeneous parts
    and nodes)
  • Ш technical specialization (allocation of certain stages of production in self enterprise industries)
  • Ш cooperative specialization (establishment and use of production and management links between organizations that jointly manufacture products, acting according to a single plan, providing solutions to a common production problem)
  • Ш combined specialization (connection of various industries into one group of organization in order to simplify inter-production links of the technological chain)

• 1. Single (a wide range of products in a single copy).
• 2. Batch (periodically produced a relatively limited range of products in certain batches)
• 3. Treacle (continuous production, large output)

• 1. Mass (narrow nomenclature, a large volume of output of products continuously manufactured or repaired over a certain period of time).
• 2. Serial (intermediate type between mass and single, limited product range, manufactured in periodic batches). Subdivided into:
  • SH Large series
  • SH Medium series
  • Sh Small-scale
• 3. Single ( big variety manufactured products, irregular repeatability of production).
• 6. ANALYSIS OF THE WORK OF OPEN JOINT-STOCK COMPANY "AVTOVAZ"

JSC "AVTOVAZ" - the largest manufacturer cars in Russia and Eastern Europe. Its share in the gross domestic product of our country is 1%.

For the period 1970 - 2009, the enterprise produced 22 million cars. The existing production potential of the automobile complex makes it possible to produce over 700,000 vehicles per year.

The mission of the organization is to create quality cars for customers according to affordable prices bringing stable profit shareholders, improving the well-being of employees and increasing the value of the business for the benefit of the Fatherland.

Type of production - serial, that is, a limited range of products, production in periodic batches.

The form of organization of production is technological. This form ensures the most complete loading of the equipment and is adapted to frequent changes in the technological process.

In this organization, the flow method of organizing production is used, since the following conditions for its application are met:

• 1. The volume of output is large enough and does not change for a long period of time;
• 2. The design of the product is manufacturable, individual components and parts are transportable, products can be divided into structural assembly units, which is especially important for organizing the flow at the assembly;
• 3. Time spent on operations can be set
  with sufficient accuracy, synchronized and reduced to a single value, a continuous supply of materials, parts, assembly units to the workplaces is ensured, full loading of equipment is possible.

JSC "AVTOVAZ" has a matrix organizational structure of management.

This structure is based on the principle of dual subordination of performers: on the one hand, to the direct head of the functional unit, which provides personnel and other resources to the project manager, on the other hand, to the head of the temporary group, who is endowed with the necessary powers and is responsible for the timing, quality and resources. With such an organization, the project manager interacts with two groups of subordinates: with members of the project team and with other employees of functional units who report to him temporarily and on a limited range of issues.

Program management is carried out by specially appointed managers who are responsible for coordinating all program communications and achieving its goals in a timely manner. At the same time, top-level managers are relieved of the need to make decisions on current issues. As a result, at the middle and lower levels, the efficiency of management and responsibility for the quality of the execution of specific operations and procedures are increased, that is, the role of the heads of specialized units in organizing work according to a clearly defined program is noticeably increasing.

Problems that arise in prioritizing tasks and allocating time for specialists to work on projects can disrupt the stability of the organization and make it difficult to achieve its long-term goals. To ensure the coordination of work in a matrix management structure, the program control center is designed to link the implementation of management procedures by individual functional and linear divisions.

The scale of the use of matrix structures in organizations is quite significant, which indicates their effectiveness, although the dual subordination system causes many problems with personnel management and its effective use.

This organizational structure has its advantages and disadvantages.

Advantages:

• 1. The ability to quickly respond and adapt to changing internal and external conditions of the organization
• 2. Increasing the creative activity of administrative and managerial personnel through the formation of program units that actively interact with functional structures
• 3. Rational use of personnel through specialization various kinds labor activity
• 4. Increasing the motivation of activities due to the decentralization of management and strengthening democratic principles guides
• 5. Strengthening control over individual project tasks
• 6. Reducing the burden on high-level managers by delegating a certain part of the authority
• 7. Increasing personal responsibility for the implementation of the program as a whole and its constituent elements.

Flaws:

• 1. Complex subordination structure
• 2. Presence of a "spirit" of unhealthy competition between program managers
• 3. The need for constant monitoring of the "correlation" of forces between the tasks of management by objectives
• 4. Difficulty in acquiring the skills needed to work on the new program.

Proposals for improving the organizational structure of the management of JSC AVTOVAZ:

The formation of a functional management structure is based on the principle of full-fledged management: each manager has the right to give instructions on issues within his competence. This creates conditions for the formation of staffs of specialists who, by virtue of their competence, are responsible only for a certain area of ​​work. Such decentralization of work between departments makes it possible to eliminate duplication in solving the problems of managing individual services and creates the opportunity for specialization of departments to perform work that is uniform in content and technology, which significantly increases the efficiency of the management apparatus. At the same time, the functional structure has a number of shortcomings: 1. The principle of full control to a certain extent violates the principle of unity of command. Each performer receives instructions simultaneously going through several communication channels from different managers. Thus, the functional specialization of work breaks the management process, which is unified in nature.

The management structure built according to the functional principle contributes to the development of the psychological isolation of individual managers who consider the tasks of their departments to be tasks of paramount importance. Hence the weakening of horizontal ties and the need for a controlling and integrating body. There is no such organ in the functional structure.

The production structure of an enterprise is a form of organization of the production process, in which the size of the enterprise, composition, quantity and specific gravity production units, as well as their sites and workplaces. The production structure of enterprises is influenced by the size of the enterprise, the types and nature of products, the technology of its manufacture, the staging and degree of cooperation in production. The production structure of JSC AVTOVAZ is highlighted in dark color on the organizational chart.

Effective enterprise management is possible only on the basis of scientifically based principles. The objective basis of management principles is the system of objective economic laws and values ​​operating in society. This leads to the development of rules and regulations governing the behavior of the personnel of the enterprise. This is how management principles are formed. commercial organization. They are a reflection of the objective laws of management practice.

At the core management activities the following laws of control lie.

1. System unity production management. This means the stability of the internal connections of the system when the state of the external environment changes.
2. Proportionality of production and management. important task management is to ensure the interface of individual parts of the system and its subsystems. The proportionality of the main and auxiliary production is due to both economic and technological conditions.
3. Centralization and decentralization of management. The centralization of management involves the construction of a management system and its organization in order to form a stable subordination of each link of the system to the subject of management. On the other hand, a certain independence of links is determined by the different conditions of their functioning and the scale of the tasks being solved.
4. Correlation and adequacy of control and controlled systems. This means the correspondence of the control system to the controlled one.

The principles define the requirements for a particular system, structure and organization of the enterprise. In management, the principles formulated by W. Taylor, A. Fayol, G. Ford, G. Emerson and others are known. In Russia, the principles were developed by A. A. Bogdanov, A. K. Gastev, P. M. Kerzhentsev.

AT modern management different approaches to the classification of principles have been developed. The most general approach was developed by A.A. Belyaev and E.M. Korotkov. It is based on the division of principles into general, particular and situational in the management of the activities of individual enterprises. Another approach to the classification of management principles is to highlight the principles of the static and dynamic state of the organization, as well as general principles organizations. It was developed by E.A. Smirnov. Also substantiated is the classification of organization principles, including structural principles, process principles, principles of the final result.

Principles are concepts that express the beliefs that underlie management activities. This finds its expression in certain rules, norms of behavior of the subject of management. That is, it is the implementation of control patterns in practical activities management of an organization (enterprise).

The main principles include the following.

1. principle of democratic centralism. The combination of centralized management of the object and the independence of its individual links.
2. The principle of unity of political and economic leadership. It is important to observe the subordination of the goals of society, implemented by a specific political system, and goals of economic entities operating within the framework of this political system.
3. The principle of planned housekeeping. Development for a long period of time of the direction, pace and proportions of the development of production.
4. The principle of material and moral incentives.
5. The principle of scientific management. It involves taking into account in practice the need to take into account the patterns and objective trends in the development of society and make decisions taking into account the objectively prevailing situation and the results of the forecast.
6. The principle of responsibility. Substantiated in the theory of administration by A. Fayol and involves the construction of a clear organizational structure of management, a system of subordination based on a hierarchy, equality of rights and duties, unity of command.
7. Principle correct selection and framing.
8. The principle of economy and efficiency.
9. The principle of optimality of the combination of sectoral and territorial management.
10. The principle of succession of economic decisions.

Since any organization (enterprise) is social system, then the management of such an object should be based on the principles of a systematic approach. The important ones are:

• principle of hierarchy. It assumes multi-level management of the organization, each level manages the lower level and at the same time is the object of management of the higher level.
• the principle of necessary diversity. Control system should have no less complexity than the controlled system.
• principle feedback. Identification of a discrepancy between the actual state of the object and the planned one and adjustment of management in order to rebuild the system so that it functions in a given direction.

5.2.2. Designing organizational, managerial and information structures enterprises

The goals of organizational design can be:

1. creation new system;

Types of organizational structures of enterprise management

All internal organizational processes in the enterprise proceed within the framework of organizational structures. The organizational structure fixes tasks, functions, rights and obligations for each structural element. Enterprise management is no exception. The organizational management mechanism is a system of management actions, techniques, procedures aimed at implementing the functions of the enterprise.

The organizational structure of management is understood as an ordered set of stably interconnected elements that ensure the functioning and development of the enterprise as a whole. It includes a set of departments of the management apparatus, their interdependence and interrelationships. There are horizontal and vertical links between them. Horizontal links are in the nature of coordination and act as single-level ones. Vertical links express subordination and form a management hierarchy. Linear and functional connections are formed in the management structure. Line relationships reflect the relationship between line managers who are responsible for the activities of the enterprise or structural unit. Functional links express the relationship for the implementation of management functions, due to the distribution of powers.

The organizational structure reflects:

1. goals and objectives of the enterprise;
2. functional division of labor and scope of employees' powers;
3. taking into account the state of the socio-cultural environment of the enterprise.

The linear structure is formed from mutually subordinate organs in the form of a hierarchical ladder. The head in this case is linear and all management functions are in his charge. This leads to the exclusion of conflicting tasks, complete responsibility for the results of work and unity of command. The disadvantages include the need for a broad outlook of the head for effective management and a high workload on the head.

The functional structure of management is based on the social division of labor and involves the creation of units to perform certain tasks. managerial functions. Management impact is divided into linear and functional. The advantage of this management structure is more competent management, but there may be a violation in the unity of command and responsibility for work.

The linear-functional structure is a type of management structure in which management actions are divided into linear ones, which are mandatory for execution, and functional ones, which are recommendatory for execution.

The divisional management structure (product) is based on the division of the enterprise into certain blocks, each of which separately produces and serves the needs of end users in a certain type of product. This management structure is typical for large enterprises with several types of production. The managers of such industries carry out management both in the linear and in the functional aspect. But in connection with the emergence of parallel services in each of the industries, the costs of maintaining the administrative apparatus are increasing.

The matrix control structure is based on a combination of vertical linear and functional control links with horizontal ones. Such a management structure is characterized by flexibility, quickly adapting to changes in the external environment. At the enterprise, along with permanent functional departments, temporary project teams to solve specific problems.

play an important role in effective management Information Systems. The management information system (MIS) serves to assist the manager in collecting primary information, in planning and in controlling the activities of the enterprise.

The MIS is designed to concentrate selected data from transaction and transaction systems and external sources. This database makes it possible to make the initial information more convenient for the generalization of information by the manager.

However, MISs have the peculiarity that their capabilities are limited to providing certain information, but do not allow to contribute to decision support. For this, decision support systems (DSS) are created. SPR are created as computer systems, helping to make decisions in a dynamically changing content of the problems being solved. DMS allow, on the basis of interaction with the MIS, to flexibly, adaptively and promptly develop a reasonable management decision.

Knowledge-based management systems have also emerged. That is, an information management system of this kind represents a certain version of artificial intelligence. It allows not only to systematize information about transactions, but also on the basis of software product offer options management decisions.

Thus, the considered types of management systems expand the possibilities of management in managing an enterprise and effectively making transactions.

Specialists in the field of information systems design associate the process of creating and using such systems with their life cycle. Thus, the 1st phase of determining the content of the problem and the possibilities of creating an information system are singled out. 2nd phase creation of a real system with software to solve a certain range of management tasks. The 3rd phase of the implementation of such a system consists in the operational commissioning of the system. The 4th phase consists in the development of information systems. As a rule, the successful operation of the implemented management system gives rise to desires for further development of information systems.

The main directions of development of intra-company management

Currently, commercial success is achieved by those enterprises that have been able to:

1. focus on the main areas of its activity, rely on the key values ​​of the organization;
2. efficient use of time, innovation;
3. introduced flexible forms of organization economic activity;
4. combine the benefits of joint work with the motivation of each employee;
5. organize a high level of management based on advanced methods of organizing and managing economic activities.

The main trends in the development of enterprise management are:

1. the growing role of scientific and technical progress not only in the formation of a modern material and technical base of the enterprise, but also in achieving the goals of the enterprise by improving quality and competitiveness;
2. the growing role of democratization of management along with organizational culture enterprises;
3. new forms of organizational decisions: from network organization interaction of structures within the enterprise to the maximum economic independence of the enterprise's divisions. In the organ corporate governance the solution of strategic issues of enterprise development is concentrated, implementing integrative trends, and lower divisions independently finance their activities and enter into partnerships with any other organizations. That is, the degree of rigidity, the hierarchy of structures within the enterprise decreases;
4. the sharply increased role of coordination in the activities of the enterprise due to the closeness of ties and dependencies due to the characteristics of the region in which the enterprise operates. This finds expression:
   • in the need to predict problems, as well as to identify difficulties and ways to overcome them;
   • in eliminating the causes that cause interruptions in the work of the enterprise;
   • the need to maintain economic relations with business entities;
   • intensive development integration processes in management activities, which allows to more fully use the advantages accumulating in the external environment of the enterprise;
5. strengthening the international nature of management in connection with the open nature of the Russian market economy.

conclusions

1. The objective basis of management principles is the system of objective economic laws and values ​​operating in society. This leads to the development of rules and regulations governing the behavior of the personnel of the enterprise.
2. Management activities are based on the following management patterns:
   • unity of the production management system,
   • proportionality of production and management,
   • centralization and decentralization of management,
   • correlation and adequacy of the control and controlled systems.
3. The main principles include the following:
   • principle of democratic centralism,
   • principle of unity of political and economic leadership
   • the principle of planned management,
   • the principle of material and moral incentives,
   • the principle of scientific management,
   • principle of responsibility
   • the principle of proper selection and placement of personnel,
   • the principle of economy and efficiency,
   • the principle of the optimal combination of sectoral and territorial management,
   • the principle of succession of economic decisions.
4. The design of organizational, managerial and information structures of an enterprise is a process of finding a correspondence between the situational factors of an organization (goals and objectives, structure, personnel, technologies, enterprise size, external environment) and strategic goals. The result of this process is the creation of a new organizational structure, characterized by reliability, sustainability and economy.
5. The goals of organizational design can be:
   • creation of a new system;
   • partial improvement of the existing organizational system;
   • radical transformation of the existing organizational system.
6. There are the following types of enterprise management structures: traditional (linear, linear-functional), divisional, matrix.
7. Information systems play an important role in effective management. The following types of these systems are distinguished: management information systems, management decision support systems, knowledge-based management systems.