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 the general principles of the organization. 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 management patterns in practical activities to manage 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 management, a system of subordination based on a hierarchy, equality of rights and duties, unity of command.
7. The principle of proper selection and placement of personnel.
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.
• feedback principle. 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 intra-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. Linear relationships reflect the relationship between line managers who are responsible for the activities of an 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 are formed to solve specific problems.

An important role in effective management play 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 for 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 of 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 structure of the organization, characterized by reliability, sustainability and efficiency.
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.

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 supervisor.
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 is 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, the scale of commercial activity, the emergence 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.

A book about how strict adherence to corporate discipline can lead to quick and unexpectedly successful results. The authors are confident that, despite the lack of compelling empirical evidence, teams provide better results more effectively than groups that are not organized into teams.

Book:

Universal principles for creating an effective team

There is no proven recipe for building an effective team. For example, the Deal to Steel task force was originally a potential team and could very well have stayed at that level – or even progressed to a working group level – had it not been for a few wise decisions, new ideas, and pivotal events. Like many other stories, the Deal to Steel task force story demonstrates that the difference between a potential team and an actual team can be small, and the transformation occurs as a result of the impact on the group of a key shaping event. Or, this difference can be significant, say, due to a long-term neglect of efficiency.

At the same time, we have identified several universal principles that can help potential teams take the risks necessary to move up the team effectiveness curve. These principles are listed below and illustrated with the Deal to Steel Task Force and other teams.

1. Create a sense of urgency to work and the right direction. All team members must be convinced that the team has a truly significant and urgent task, as well as understand what is expected of them. In fact, the more significant and urgent the task, the higher the probability of the birth of a real team. The best team charters are clear enough about the end results, but at the same time, the charters are flexible enough to allow team members to independently form the mission, specific goals and approach to business. Doing this is not always as easy as it seems.

Ron Burns, head of the pipeline group at Enron, has made it clear that he views the work of the task force and the corporate transformation program as top priorities. In addition, he backed up his words with deeds; for example, Burns spent more than a third of his working time "personally breaking down barriers." As patrons of the team, he chose two top managers, Horton and Prentice. They and Burns himself spent a lot of time with the team and at every opportunity publicly expressed their support for its activities. As a result, Burns, Horton, and Prentice helped shape the direction, the opportunity, and the urgency of the Deal to Steel team. According to Janacek, Burns “really pushed the cause and motivated people. He sincerely wanted change."

2. Select team members based on their skills and potential, not personality traits. To accomplish their task, teams need a set of complementary skills. They fall into three categories: 1) professional and functional skills; 2) problem solving skills; 3) interpersonal skills. It is important for potential teams to find right balance between those employees who already have the necessary skills, and those who are able to develop these skills after the team begins its activities.

Many leaders overestimate the importance of recruiting people, believing that “without the right starting lineup” it is impossible to build an effective team. However, with the exception of some advanced occupational or functional skills, most people can develop the necessary skills. after joining a team. We are all capable of personal growth; we just need a worthy task focused on efficiency. So, rather than focusing entirely on finding candidates with the right skills, it's more important to determine whether the team, including its leader, is willing to invest time and effort into the professional growth of potential team members. If not ready, then putting such people on the team or keeping them probably doesn't make sense.

By the way, the right selection of employees is important not only for target or special project teams. Constituent teams, whether made up of managers, manufacturers, or performers, must also be careful about team selection. It is all too common to assume that a position automatically guarantees team membership. But when the group is still a potential team, it is necessary to carefully evaluate the skills and abilities to master them among its members. For example, this is exactly what was done when the Garden State Brickface Team (Chapter 3) instructed foremen to staff their own work crews. By selecting people with whom they will work side by side for a long time, foremen have taken a fresh look at their skills and potential for growth.

When the formation of a group is completed, the question of training often arises. Formal learning is certainly beneficial, although it is not always the best or only way to develop the required skills. Training is most effective when it is timely and individualized to the specific needs of the group. For example, General Electric trains frontline teams in problem solving, decision making, interpersonal communication, and teamwork. Motorola encourages anyone who wants to learn to contact the experts directly for help. In doing so, Motorola strives to ensure that training is relevant because its content is directly related to the specific task that the individual or team is performing.

Horton and Prentice recruited people from all parts of Enron to provide the Deal-to-Steel Task Force with the full range of professional and functional skills needed to accomplish its mission. They also instinctively took into account interpersonal skills, choosing people who were ready to speak their minds openly. While the task force did not engage in any formal training programs, it did draw on external experts when necessary to improve the quality of problem solving and decision making.

3. Pay close attention to first encounters and activities. Initial impressions mean a lot. In the first meetings of potential teams, everyone closely monitors the signals sent by other people in order to confirm, mute or dispel their assumptions or fears. Employees pay special attention to the team leader and any manager who organizes and controls the team or influences it in one way or another. And, as always, the actions of leaders are much more important than their words.

Burns, Horton, and Prentice, the organizers of the Deal to Steel team, signaled their seriousness from the outset mainly by how much time they devoted to the team. Fred Mott did the same when he convinced the ELITE team members of his determination to implement their recommendations (“whatever you offer”) and when he brought the best people into the team. The plant manager at Sealed Air Corporation (more on that later) began his modernization program with a series of seminars on operational economic indicators- and carried out on the job. As one employee later said, “it immediately became clear to me that he was an honest person who sincerely cares about the fate of our enterprise.”

The experience of the From Deal to Steel team has shown that meetings outside the workplace help to remove barriers, establish more open relationships - and thereby give a potential team good start. The advantage of such meetings is that they give participants more time to informal communication in a psychologically comfortable environment. At the same time, there are teams that successfully overcome the initial barriers without such meetings.

The initial meetings and activities are not necessarily limited to the actual first meeting or event; for example, in the case of the Deal to Steel team, the “first meeting” spanned several pre-start meetings. In addition, for permanent groups, such as potential management or work teams, the first meeting does not mean that its employees are actually meeting for the first time as a group. As a rule, such “first meetings” take place with or after the arrival of a new leader, when a new program or initiative is announced, or when a task changes. For example, for Cosmo Products executives (Chapter 5), this first meeting took place after listening to hard-hitting feedback from employees, although top managers had met regularly for many years prior to this. Unfortunately, far too many potential teams do not perceive such meetings as "firsts" but instead succumb to existing leadership habits and practices, including an over-focus on individual rather than collective responsibility. Thus, they deprive themselves of the opportunity to approach the tasks facing them in a fundamentally different way.

Even more important than the environment is the actions of the team leader. For example, in a meeting outside the office, Janacek was much more effective than during the first meetings at headquarters. By bringing the subgroups together, he showed his flexibility and willingness to admit mistakes. Letting others speak, he expressed his intention not only to speak, but also to listen. And recognizing that he, as a manager of an operating company, needs to learn to consider marketing companies as his clients, has demonstrated a willingness to overcome personal prejudices and habits. The key to Janáček's success was his attitude, flexibility, and attitude, backed by action—which encouraged open discussion that allowed individual problems to be resolved while setting the tone for the entire team.

Whatever the occasion for "first meetings", the leader must be aware of the potential impact of his words and actions on the group. For example, one of our acquaintances was transferred from another division of the company and was appointed the head of an already existing group. His introduction to the potential team was to take place at a dinner party. Only a few employees from his new team knew him personally, but the rest had heard a lot about him as an active leader and a cheerful person. The group outdid themselves with a welcome skit, and at the end of a pleasantly spent evening, our friend was asked to say a few words. But instead of taking the opportunity to outline a few key themes or areas for future action for the staff, he only said: “I am sincerely glad to join your group.” Thus, he missed an important chance, and another one was no longer presented to him.

4. Set clear rules of conduct. All true teams develop certain rules of conduct that help them achieve their final results and increase efficiency. The most important initial rules concern concentration (for example, “during meetings it is forbidden to be distracted by telephone calls”), the nature of discussions (“no sacred cows”), confidentiality (“no information should leave this room except what we decide to disclose”), analytical approach (“facts are our friends”), focus on the end result (“everyone gets assignments and performs them”) , constructive criticism (“no pointing fingers”) and, most importantly, individual input (“everyone does a real job”).

Such rules promote focus, openness, commitment and trust. They are efficiency oriented. For example, in the From Deal to Steel team, the rule “Evaluate people, not process” was introduced, which helped to keep conflicts in a constructive framework. These rules do not have to be in writing; they may well be unspoken. In the NYC Partnership team described in Chapter 7, leaders were strictly forbidden from sending subordinates to meetings in their place. Although this rule was not official, it was never broken.

At the same time, such rules, when they arise, test the strength of the group itself. For example, if all its members agree that priority should be given to general meetings, and then begin to skip them, this signals the inability of the group to cope even with such small things, let alone the main task. Having established the rules, the group must enforce them. One of the teams we studied agreed to complete confidentiality to encourage open discussion. But soon one employee broke this rule in a conversation with an outsider. When it became known to the others, the team leader politely but firmly reprimanded the violator, after which the team discussions became even more open and creative.

5. Set and implement a few immediate goals and performance-oriented goals. Most teams navigate their path to high performance through a series of key activities that bring them together. To take the first step on this path, potential teams can set themselves some relatively ambitious but achievable goals that they can achieve at an early stage.

For example, the potential grassroots teams we observed at Motorola, Sealed Air Corporation, and General Electric set many measurable goals, such as reducing production cycle, ensuring the timeliness of deliveries, reducing the percentage of scrap or defects, reducing the time it takes to get equipment to work, etc. Other teams set goals, although not quantifiable, nevertheless measurable. For example, the "Dallas Mafia" precisely as it moves towards such a goal - replacing simple banking transactions with innovative ones. Financial services- evaluate your performance.

Whatever the goals - quantitative or qualitative, their achievement should require a certain "strain of forces". A couple of years ago, one leading financial company analyzed the performance of several of its most successful divisions around the world to identify common drivers of achievement. It turned out that in each case, top managers set goals for their division that other managers in the company considered as "virtually unrealistic, if not insane." In addition, in most cases, on the way to these goals, the management group turned into a real team.

What matters is that the results generated by such ambitious goals should not necessarily be regarded as success. At Enron, the refusal of an operating company chief to relinquish some of his control over the budget helped rally the Deal-to-Steel Task Force. The rejection of the equal pay proposal by Global Headquarters had the same effect on the Dallas Mafia. A smart team understands the value of such events and benefits from them, regardless of their outcome.

6. Keep your team updated with facts and information. New information forces the potential team to rethink and expand the task, helping to formulate the mission, set clearer goals and improve the approach to business. When the Deal-to-Steel Task Force analyzed all the mistakes of the Iceberg Project, it helped them start their training and unite as a team.

Conversely, potential teams make the mistake of assuming that they already have all the information they need thanks to the collective knowledge and experience of their members. Target groups like Deal to Steel fall into this trap less often than employees or managers trying to use a team approach in their current work. After all, task forces and special project teams are created, not least for the purpose of collecting and analyzing new information. In contrast, potential teams on long-term, permanent assignments easily develop habits that cut off fresh information and different points of view. However, new facts can often galvanize such groups into action, as happened after Cosmo Products executives listened to employee feedback.

7. Spend a lot of time together. As common sense tells us, teams should spend a lot of time together, especially in the beginning. But potential teams often neglect this. Time spent together should be partly planned, partly not. Generating creative ideas and forming personal connections require informal, impromptu interactions, as well as collaborative analysis of pivot tables, customer surveys, competitor research, communication with colleagues, and constant discussion of topical issues. Somewhat surprisingly, we found that communication between team members not always should be personal. Teams are increasingly using telecommunications, as we saw with Rapid Response (Chapter 5).

Busy executives very often deliberately minimize the amount of time they spend together. And even when they are physically nearby, they limit interaction. Regular meetings are kept as short as possible in order to distract managers from their work as little as possible. The agenda is very strictly followed. For example, scheduled discussions are often interrupted in the middle so as not to get out of the meeting schedule. Too often, as happened at the start of the Deal to Steel task force, people look for an excuse to walk out of a meeting (for example, citing the need to call) or skip it altogether. The results are deplorable: the potential team simply does not have time learn to be a team. An unscheduled and open-ended meeting or a three-day retreat is one of the better ways break this stereotype, since such events provide time for informal communication and problem solving. But even offsite meetings won't work if the potential team returns to tightly planned, non-interactive meetings when they return to work.

For example, the potential top-management team we studied used a series of away meetings to secure a promising start. They quickly developed an inspiring common mission, a set of specific goals and an approach based on their complementary skills, and even laid a solid foundation of mutual respect and trust. Unfortunately, managers mistakenly believed that further work required minimal interaction from them. However, by reducing the time spent together, they, without noticing it, lost a clear understanding of the team mission and goals. And besides, they destroyed the rudiments of trust and respect. Six months later, they began to interpret the mission and goals of the team in different and even contradictory ways. Moreover, by that point they had lost the desire to get together and overcome their differences. Starting as a potentially strong team, they turned into a pseudo-team that eventually needed a complete overhaul.

Conversely, the most successful teams always find a way to spend as much time together as possible, especially when things go wrong. The Burlington Northern Intermodal Team held daily morning meetings and interacted extensively throughout the business day and even at night. When the need arose, they also met on Sunday. Members of the Rapid Response Team, thousands of miles apart, talked to each other for several hours a day on the phone. The employees in the Deal to Steel task force spent so much time on this assignment that it literally became their second job. Remarkably, in successful task forces and special project teams, this “second job” and the time spent on it often bring people much more satisfaction than their full-time work.

8. Harness the power of positive feedback, recognition, and rewards. Positive feeding works for teams in exactly the same way as everywhere else. The Gold Star Giveaway helps reinforce new behaviors that are important to team performance. For example, when a shy person first expresses his opinion openly, the group should be attentive and supportive in order to encourage him to further contribute to the common cause. Similarly, when someone takes the risk of bringing up a sensitive, potentially controversial topic, other team members, and especially the team leader, may react positively, thereby showing their willingness to discuss sensitive issues.

Positive feedback and recognition works at all levels. David Rockefeller masterfully used this to turn a group of volunteer executives into a very successful New York City Partnership team (see Chapter 7). At each meeting, Rockefeller found a reason to praise each leader, and his praise was always associated with the specific contribution of this person to the common cause. Some suspected that Rockefeller had a staff of his staff assisting in preparing such reviews. But it didn't matter. All members of the Rockefeller team recognized his sincere commitment to the common mission and the fact that he, himself a very busy man, really appreciates the time and effort they devote to the common cause. Even the strongest personalities respond to positive feedback when it's real.

There are many ways to recognize and reward team members for high performance, and financial rewards are just one of them. For example, leaders promise immediate rewards when, like Ron Burns at Enron, they explain to the team the urgency of the problem being solved. Sometimes teams can take advantage of already existing systems of bonuses and incentives in companies. Sometimes a potential team will have to develop own ways. For example, the Zebra Kodak Team, described in Chapter 3, handed out certificates to exceptional employees for dinner at a restaurant. Ultimately, the feeling of satisfaction from the achievements of the team becomes the main reward. But until that happens, potential teams need to find other ways to acknowledge and reward employees for their commitment and contributions.

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 that depend on the technical equipment of the enterprise:

• 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 profits to 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 project team and with other employees of functional units reporting 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 the strengthening of democratic principles of leadership
• 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 management process, one 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.