Each leader performs the basic functions of management: planning, organization, motivation, control. The four elements of the control function are: defining indicators and how to measure results, measuring results, determining if results are on track, and corrective actions.

All management functions: planning, organization, motivation, control are closely interconnected. They are equally important for effective management. They cannot be divided into major and minor. At the same time, the functions of management: organization, motivation and control are based on thoughtful and effective planning.

• Planning is the primary, fundamental function. Based on the strategic goals, a plan is built to achieve them, providing for the allocation of certain resources and linking this allocation in time. Planning documents the allocation of resources and consolidates efforts individual divisions and employees to achieve a common goal. To do this, the decomposition of general goals into personal ones is carried out. It is imperative to provide for planning and control of the organization. Management functions, in addition to goal setting, also provide for the compilation of a list of work that must be performed in a certain sequence to achieve the goal. At the same time, each job is tied to the time of its beginning and end, the resources assigned to it, and subsequent (or previous) jobs in time.
• The organization, as a function of management, is to create a structure that allows the individual elements of the system to work together according to given rules and rationally spend the allocated resources to achieve the goals. Organizational structure is described by a number of formalized rules - regulations, provisions, instructions.
• Motivation, as a function of management, is to encourage employees at all levels to be effective joint activities to achieve the set goals. This is the most humanistic and least formalized management function.
• Control, as a function, the management process consists in the quantitative and qualitative accounting of the results of work, this is a process that ensures the organization achieves its goals.

Purpose of control

Control is the main function of management. It is designed for:

• Reducing the uncertainty of the production process and the management process.
• Predicting and preventing the occurrence of failures.
• Support for successful actions.

Control is unthinkable without measurement. To understand that the work is going according to plan, it is necessary to compare the quantitative indicators achieved at the time of control with some previously known planned ones.

The control process is a system that allows you to plan, measure, identify deviations and correct any business activity such as production, packaging, delivery to the consumer, and more.

The control function in management is the most important part of the management process.

In the absence of a control function, any control loses its meaning. You will not know if what was planned was done, and in general, if anything is being done.

Without the control function, it is also impossible to manage personnel.

This is a functional process for organizational control, it should grow out of the goals and strategic plans of the organization.

Four elements of control function

The management control function includes four main stages:

1. Determine indicators and methodology for measuring results.
2. Measure results.
3. Determine if results are in line with plan.
4. Apply corrective actions.

"Control" means a list kept in two copies (French contrôle, from contrerôle -, from Latin contra - against and rotulus - scroll).

Setting targets and how to measure results

It is necessary to form a set of indicators that are important for the controlled process and determine the planned values ​​for each at given points in time. When the actual result is measured at this time, managers receive signals about how things are going and thus they do not need to check every step of the plans.

Indicators should be clearly articulated, measurable and meaningful to monitor. On the industrial enterprise metrics may include sales and output, labor efficiency, safety performance, and more.

In service provision, on the other hand, indicators should include, for example, the number of customers who have to wait in line for service at the bank or the number of new customers attracted as a result of an updated advertising campaign.

Measurement points on the timeline should also not be chosen randomly, but should be associated with critically important, from the point of view of the controlled process, periods of time or the beginning / end of important stages of the process. It can be

• Start or end planning period- shift, day, week or month.
• The beginning or end of an important stage: the completion of pre-production, the beginning of the final assembly of the product, the shipment of the product to the customer.
• The release of a new product release or the achievement of the planned volumes of services.

The functions of planning and control in management are very closely interconnected and do not make sense one without the other. No one controlled plan turns into an empty piece of paper. The functions of management, motivation and control, are also related.

Measuring milestone results and comparing them to targets should be done in a proactive manner so that deviations can be detected as early as possible or even predicted before they occur, thus avoiding or minimizing corrective action.

If checkpoints are properly planned and tools are available to determine exactly what subordinates are doing, assessing current and expected performance will be accurate and easy.

However, there are many activities in which it is difficult to determine precise control points, and there are also many activities that are difficult to measure.

It is quite simple, for example, to establish an indicator of the norm of time for the production of mass products and it is just as easy to measure the actual values ​​\u200b\u200bfor these indicators.

The situation is more complicated with types of work that are far from technology. For example, to control the work of the manager for labor relations not easy, because it is not easy to develop a clear system of indicators.

The head of this type of manager often relies on such vague indicators as relations with unions, the enthusiasm and loyalty of subordinates, employee turnover and / or labor disputes. In such cases, the results of measuring the subordinate by the leader are also vague.

Compliance of results with the plan

This is a simple but very important step in the control process. It involves comparing measured results with predetermined targets. At this stage, a pre-developed comparison technique is extremely important. This document should clearly define what is specifically measured, at what point in time and under what conditions. This technique must be strictly followed, otherwise, the results of measurement and comparison with the plan will be unreliable.

If the indicators are in line with the planned ones, management may believe that everything is under control. In this case, there is no need to interfere in the daily work of the organization.

Corrective actions

This stage becomes the most important if the indicators do not reach the planned ones and the analysis shows the need for corrective actions. Such corrective actions may include changes to one or more aspects of the day-to-day operation of the organization.

For example, a branch manager of a bank must decide that more cashiers need to be occupied in the hall in order to meet the previously established maximum five-minute wait.

Or the shop manager decides to bring the machine operators out overtime in order to meet the deadlines for the delivery of products.

Monitoring also helps to identify incorrectly set targets, in which case the corrective action will be to correct the targets, and not to fight to change the current measured values.

Timeliness of corrective actions

We must always develop a constructive way to bring the indicators to the planned values, otherwise we will have to belatedly realize that the failure has already occurred. The earlier a bug or failure is identified, the more likely it is to fix or catch up. And the less time, material and labor resources to fix it.

Deviations discovered at a later date can be completely impossible to correct. In this case, the organization incurs significant financial and reputational losses, up to and including the termination of its operation.

Bad news today is better than the same news tomorrow.

D. S. Chadwick

The relationship of control functions

Management functions: motivation and control are closely related to each other. For building effective system To motivate a subordinate, the manager needs access to accurate and timely control results.

Control can be carried out for compliance:

• planned indicators;
• quality standards;
• corporate policies;
• safety and labor protection requirements;
• requirements of controlling state or public organizations.

Control can also be periodic and one-time, planned and emergency, private and as part of a general audit of the organization's activities.

Conclusion

The main function of control in management is to ensure the implementation of the plan and thus achieve the goals of the organization. Additional features - support for organization and motivation and interaction with them. The control function in management is the most important. The meaning of control is not to catch the unit or employees in the non-fulfillment of the plan and punish them. The point is to detect deviations from the plan in a timely manner. Then there is a chance to have time to take corrective actions. Thoughtful organization of control processes is the key to accurate and timely execution of plans and achievement of goals.

Keywords: CONTROL; MANAGEMENT; MANAGEMENT FUNCTIONS; CONTROL; ADMINISTRATION; MANAGEMENT; MANAGEMENT FUNCTIONS; CONTROL.

Annotation: The article considers the concept of managerial control. The interrelation of control with classical functions of management is revealed. The author's classification of managerial control has been formed. The contradictory essence of control in relation to the management system, which is both subordinate and dominant, is revealed. The author's recommendations for further research areas of the concept of managerial control are formulated.

AT modern world The role of management has become more important than ever. After all, it is thanks to him that the stable and successful functioning of the company is ensured: setting goals, foreseeing problems, analyzing current affairs, controlling resources, coordinating employees and performing many other necessary tasks. AT modern conditions business management shows its specific features, which are determined by the characteristics of the organization. While in managing an organization, the economic goals of management are closely intertwined with creative and ideological ones. With the advent of writing, comprehension management activities began to acquire an increasingly systemic character, which was reflected in special works dedicated to the science of management.

All management functions are interconnected, and are characterized by specific content, carried out through special methods and techniques. Carrying out the classification of management functions, they can be divided into three types: basic (planning, organization, motivation and control), connecting (management decisions and communications) and integrating (management and leadership).

There is no unambiguous position in relation to the composition and classification of management functions, because management processes are classified based on the specifics of the activities of a particular business entity. However, the basic functions of management apply to all organizations. According to this approach, the management process consists of the functions of planning, organization, motivation and control.

The function of the organization is aimed at bringing together people and means in order to achieve established goals. You can organize the process in two main ways: divide the organization into units in accordance with the goals or delegate authority.

The planning function provides the basis for the implementation of all other functions, since it justifies and gives an idea of ​​what the goals and objectives of the organization should be, and what needs to be done to achieve these goals. Allocate: strategic, tactical and operational planning.

Motivation functions - a set of measures to encourage staff to work to achieve established goals. The task of the manager is to subordinate the interests of employees to the goals of the organization, i.e. to make employees interested in fulfilling an individual plan, to contribute to the achievement of organizational goals.

Within the framework of classical management, along with such functions as planning, organization, coordination and management, the classics of management distinguish control,.

Control is a general scientific category and means a way of general regulation of reality. Control manifests itself in a variety of forms and appears to be an integral part of human activity.

Managerial control is the process of influence of managers on the employees of the enterprise for the effective implementation of organizational strategy.

In the modern business environment, an effective control mechanism is becoming one of the most important elements of management activities, one of the decisive factors in maintaining a stable position of the organization, increasing its competitiveness and comprehensive development. However, compared with other management functions, control in management theory has been subjected to detailed and systematic study to a much lesser extent, which has been noted by both domestic and foreign researchers since the middle of the 20th century, although concern about control in management has a long history.

Control has a close relationship with management activities, and implies the obligatory presence of a certain sufficient level of power and authority for the subject to implement it. The role of control in management is difficult to overestimate: control is an integral part of management, without which it loses its meaning, remaining incomplete. However, this does not negate the existence of control as an independent objective category.

The definition of "control" can be formulated in different ways. On the one hand, control is the process of setting standards, measuring after the fact the results achieved and comparing them with established standards. On the other hand, control is the process of tracking the progress of implementation and evaluating the results obtained in the process of implementing the adopted management decisions.

The purpose of control is to monitor the progress of a specific task, to prevent possible errors their timely detection and subsequent elimination. In other words, the goal of control is to ensure that the organization fulfills the plan at the set time and achieves the previously set goals with minimal cost.

Thus, based on the analysis of control functions, its dual nature was revealed, which, on the one hand, is in a subordinate relationship with all management functions - planning, organization, motivation, and on the other hand, manifested in significant independence and dominance in the management system - benchmarks determine the ways and methods of planning, organization and motivation.

Another result of the study was the author's classification of managerial control. Based on the study of existing definitions of the concept of "control", the author's classification of control was proposed, based on such criteria as: activity or process, element or stage of management, standard or condition for changing economic activity.

In conclusion, it should be noted that management control is a complex and multidimensional concept, interconnected with the traditional functions of management and necessary condition effective (innovative) development of any modern enterprise.

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Control is the process of ensuring that an organization achieves its goals. Control is continuous process coinciding in its development with the production cycle.

Control is very important for the successful functioning of the organization.

Without control, chaos begins and it becomes impossible to unite the activities of any groups.

Monitoring is necessary to detect and resolve emerging problems before they become too serious.

Control is used to stimulate successful performance.

Control is necessary to deal with an uncertain situation, both internal and external. Uncertainty: changing laws, social values, technology, competitive conditions, etc.

Control prevents the occurrence of crises. The control function is such a characteristic of management that allows you to identify problems and adjust the activities of the organization accordingly before these problems develop into a crisis. Any organization must have the ability to fix its mistakes in time and correct them before they damage the achievement of the organization's goals.

Control supports everything that is successful in the activities of the organization.

Breadth of control. Control must be comprehensive.

Types of control:

Preliminary control is carried out before the actual start of work. The main means of exercising preliminary control is the implementation of certain rules, procedures and lines of conduct. Preliminary control is used in three areas - in relation to human, material and financial resources.

Current control is carried out directly in the course of work. The object is subordinate employees.

The final control is based on feedback. Management systems in organizations have open feedback, that is, the manager, who is an external element in relation to the system, can interfere in its work, changing both the goals of the system and the nature of its work.

51. Main stages of control

There are three clearly distinguishable stages in the control procedure: the development of standards and criteria, the comparison of real results with them and the adoption of the necessary corrective actions.

Setting standards. Standards are specific goals against which progress is measurable. These goals grow out of the planning process. Targets that can be used as control standards have two important features. They are characterized by the presence of a time frame in which the work must be completed, and a specific criterion against which the degree of work can be assessed. For example: it is easy to establish performance indicators for such quantities as profit, sales volume, cost of materials, as they are quantifiable.

Comparison of achieved results with established standards. At this stage, the scale of tolerances, measurement of results, communication of information and its evaluation are determined. In accordance with the principle of exclusion, only significant deviations from the given standards should trigger the control system, otherwise it will become uneconomical and unsustainable.

Measuring the results to establish how well the set standards have been met is the most difficult and costly element of control. The measurement system should be appropriate for the type of activity that is being monitored.

Communication and dissemination of information plays a key role in ensuring the effectiveness of control. It is imperative that both the standards set and the results achieved be communicated to the relevant people in the organization. Such information must be accurate, arrive on time and be brought to the attention of those responsible for the site. There must be effective communication between those who set the standards and those who must meet them.

Evaluation of information about the results. The final stage of the comparison stage is the evaluation of information about the results obtained. Relevant information is information that adequately describes the phenomenon under investigation and is essential for making the right decision.

Taking necessary corrective action. The manager must choose one of three lines of action: do nothing, eliminate deviations, or revise the standard.

Do nothing. If the comparison of actual results with standards indicates that the set goals are being achieved, it is best to do nothing.

Eliminate deviations by improving the value of any internal variables this organization, improvement of control functions or technological processes.

Revision of standards. Sometimes the standards themselves can be unrealistic, because they are based on plans, and plans are only projections of the future. When plans are revised, standards should also be revised.

What is the role of control in management? What types of controls do you know?

Linear structure. With a linear management structure, the heads of subdivisions of the lower levels report directly to one head of a higher level of management and are connected with the higher system only through him. With such an organization of management, when one leader is responsible for the entire scope of activities and the transfer of managerial decisions to each of the departments of the same level occurs only from one leader, the principle of unity of command is implemented to the greatest extent. The head, therefore, bears full responsibility for the results of the activities of his subordinate units. The dominant principle of construction linear structure serves as a vertical hierarchy, providing simplicity and clarity of subordination.

Functional structure. 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.

Linear-functional structure. The most universal form of management organization has long been considered a linear-functional structure based on a combination of the advantages of linear and functional forms. This approach provided the quality of a new division of labor in management, in which line managers retained the right to give orders and make decisions with the participation and assistance of functional services.

Program-target structures. Numerous searches for new methods of substantiating management decisions and evaluating the results achieved, more efficient use of material and labor resources, the right balance of centralization and decentralization in management have led to the creation of so-called program-target structures based on the integrated management of the entire production system as a whole as a unit of an object oriented towards a particular goal.

Matrix structure. The requirements of flexibility and adaptability, reasonable coordination of all types of management activities, which are now presented to the solution of numerous production tasks, led to the creation of a matrix structure. With the matrix approach to the organization of management, the integration of a set of works aimed at achieving the goals set is of great importance. Fundamental Principle here is not the improvement of individual units in terms of the hierarchy of subordination, but the improvement of their interactions, which ensures effective solution one problem or another. This requirement is met in a matrix structure, since in parallel with the functional units, special bodies are created ( project teams) to solve specific production problems. These project teams are formed from specialists from functional departments located at various levels of the management hierarchy.

Matrix-staff structure. With all the competence of line management bodies and project managers in the matrix structure, their direct cooperation is still necessary in order to develop requirements for the results of program implementation, to analyze alternatives for management decisions based on high professional orientation. This form of management organization is called the matrix-staff management structure. A distinctive feature is that it reflects all types of management: linear, functional, thematic and provides comprehensive coordination of activities between them, while maintaining the unity of management and control over key organizational and technical decisions at the highest level.

Practicing exercise.

Task 1. Situation for analysis "

The Lincoln Electric Company. Read the specific situation, answer the questions.

Imagine a management system so effective that its name is written with a capital letter - “Company Management System Lincoln, and other enterprises use it as a benchmark. We are talking about Lincoln Electric, Ohio companies. For many years, other firms have tried to unravel its secret: How does management keep its employees as productive and productive as financial times get tough?

Lincoln Electric is a leading manufacturer of welding equipment, welding accessories and electric motors. Its sales revenue exceeds $1 billion a year, and the number of employees around the world is 6 thousand people. Products Lincoln Electric used for the manufacture, cutting and repair of various metal products. The company's shares are publicly traded, but more than 60% of them are in the hands of the Lincoln family.

AT Lincoln a multilateral approach to control is applied. Work tasks are strictly defined, employees must meet strict, quantitative standards. However, the success of the system Lincoln largely depends on the organizational culture, which is based on the principles of openness and honesty, universal control and equality. Yes, the company has a clear division into managerial and production personnel, however, managers respect the expertise of workers and value their contributions to many aspects of the business. The company practices an open door policy: all senior managers, middle managers and ordinary workers can freely communicate with each other. It is believed that if a worker considers any component of labor or pay unfair, he should report this to management. Most of the workers come to the company right from school and are already trained within the walls of the company, and not just one, but several specialties. Some subsequently receive appointments to leadership positions, because in Lincoln the practice of moving forward from within is applied. Many workers come to lincoln, and work in the company all his life.

One of the founders Lincoln believed that the weight of an organization should come from certain values ​​such as honesty, openness, trust, self-management, loyalty, accountability and mutual assistance. These values ​​are still at the heart of culture lincoln, and management regularly rewards those who demonstrate them in practice. Effective socialization of workers, which is different lincoln, explains a high degree staff self-control. Production workers not only receive piecework wages, but also receive additional performance bonuses. In addition, there are annual bonuses, the size of which depends on the success of the company as a whole. In addition to all this, workers can purchase shares in the company. The size of individual bonuses is influenced by many factors, such as productivity, quality, diligence, ability to cooperate with others. workers Lincoln receive over $100 thousand a year! However, the company offers other, intangible benefits: pride in their products, a sense of belonging and honor of the uniform. Product planning, development and marketing are carried out in cross-functional teams empowered to make appropriate decisions. Information about the activities and financial condition of the company is open to all employees Lincoln.

The company practices anticipation and solution of customer problems. Sales representatives are trained in technical directions- Thanks to this, they can better understand the needs of customers, help them understand the company's products and ultimately solve problems. The focus on the customer is supported by increased attention to the production process. AT Lincoln an accounting system and formal indicators have been adopted to assess the productivity, quality and innovation of all employees. In addition, a computer program called "Rhythm" is used to simplify the flow of materials during the manufacturing process.

In the USA the system Lincoln proved to be the best. Cultural values, open communications, systems of control and compensation - all this contributes to the unification of the goals of managers, workers and the organization, as well as learning and growth. This system is currently being tested abroad. Despite the fact that the main profit comes from activities in the domestic market, and abroad, the company in the 1990s. lost a lot of money, top managers are striving for global development because in other countries the markets are growing much faster than in America. So far, managers Lincoln have not developed a strategic plan for global expansion. Instead, they rely on duplication of the American system.

Issues for discussion:

1. What types of control (proactive, concomitant, with feedback) illustrated in this analysis? Justify your answer.

2. What do you think is the secret to the success of the Lincoln System?

3. What is the approach to control practiced in the company: predominantly bureaucratic or decentralized? Why do you think so?