The main functions of management. Fanis Vagizovich Sharipov. Psychological foundations of management: textbook

The head, his personality and activities as subjects of management. Management- purposeful influence on led people and their communities, which leads to their conscious and active behavior and activities, in accordance with the intentions of the leader. Therefore, leadership can be called management, but not all management is leadership. There is a guide special case management. Its main differences are that leadership: 1) is limited to influencing people and their communities; 2) involves the interaction of the leader with subordinates; 3) is designed to cause someone's activity in accordance with the intentions of the leader.

Leadership to a greater extent is a social characteristic of relations in a group, in terms of the distribution of management and subordination roles. The leadership is based on the principles of legal relations, social control and the application of disciplinary practice.

Supervisor- a person who is officially entrusted with the functions of managing the team and organizing its activities. The head is legally responsible for the functioning of the group (team) to the authority that appointed (elected, approved) him and has strictly defined opportunities for sanctioning - punishment and encouragement, subordinates to influence their productive (scientific, creative) activity.

The leader in his activities constantly carries out three types of communication: subordinate, or communication in the interaction of the leader and subordinates; service-comradely - this is communication between the leaders-colleagues; friendly - this is communication based on moral and psychological norms of relationships.

Leader functions:

goal setting- the main function of the manager is the formulation or choice of the purpose of the functioning of the organization, as well as its concretization into sub-goals and their coordination.

Forecasting- a managerial function aimed at anticipating possible changes in the external and internal environment organization and their consideration in managing it.

Planning - development and implementation of organization plans.

Organization function has three main meanings: 1) it is a general process of creating a certain organizational structure; 2) this is a functional division and subsequent coordination of the main types of work between individuals in a controlled system; 3) certain coordinating processes necessary for the implementation of any other management function.

Decision function- this is any process of choice, realized either in the individual activities of the leader, or in various forms of collegial decisions.

Motivation function- Encouraging performers to achieve the overall goals of the organization.

Communicative function ensures the coordination of joint activities in the process of the organization's activities based on the exchange of information by its members.

Control and correction function ensures that the organization achieves its goals.

Personnel functions of the head are in the formation and implementation of the personnel policy of the organization (determination of wage systems and benefits).

Production and technological functions is a set of managerial functions related to the management of the operating subsystem of the organization.

Derived (complex) functions management: integration, strategic, stabilization, representative.

The criterion for the effectiveness of leadership is the degree of authority of the leader. Authority- this is the moral and psychological influence that a person has on people, this is the recognition that she enjoys among them.

Management and leadership, leadership styles in group management.Management - intellectual and physical activity in order to perform the actions prescribed by subordinates and solve certain problems. Leadership is realized through well-defined formal (official) relationships. Leadership The process by which one person influences another person or group. Leadership is generated by the system informal relationships in the process of influencing people. As a phenomenon, leadership is based on socio-psychological mechanisms.

Depending on the official position in the organization, the existence of rights and obligations, the concepts of "manager" and "leader" differ in the following:

1. The leader is mainly called upon to regulate interpersonal relations in the group, while the leader regulates the official relations of the group as some kind of official organization.

2. Leadership can be stated in a microenvironment, since it is connected with the entire system of social relations.

3. Leadership arises spontaneously, the leader of a real social group is either appointed or elected. But this process is not spontaneous, but purposeful, carried out under the control of various elements of the social structure.

4. The phenomenon of leadership is less stable, the nomination of a leader is more dependent on the mood of the group, while leadership is a more stable phenomenon.

5. Management of subordinates, unlike leadership, has a more specific system of various sanctions, which are not in the hands of the leader.

6. The decision-making process of the leader (and in general in the leadership system) is much more complex and mediated by many different circumstances and considerations, not necessarily rooted in this group, while the leader makes more direct decisions regarding group activities.

7. The leader's field of activity is basically a small group, where he is the leader. The scope of the leader is wider because he represents a small group in a larger social system.

The work of a leader is mainly mental in nature. The result of this work are managerial decisions and actions of the leader. The purpose of his work is the organization of joint efforts of the team aimed at achieving effective final results. The work of a leader includes two main aspects: 1) ensuring the technological process, which is denoted by the concept of an instrumental control loop; 2) the organization of interpersonal interactions, - the concept of an expressive contour. These contours are not always harmoniously combined with each other and, moreover, require the manager to implement qualitatively different ways and forms of behavior.

The usual behavior of a leader who influences subordinates and encourages them to achieve the goals of the organization is called leadership style. Management style is considered as individually typical features of a holistic, relatively stable system of priorities, as well as ways, methods, techniques of managerial interaction in the structure of the implementation of management functions. Leadership Style- this is a set of typical and relatively stable methods of influencing a leader on subordinates in order to effectively perform managerial functions and tasks.

The most famous was the classification of management styles by K. Levin, who described autocratic, democratic and liberal styles.

Psychology of power-subordination in managerial interaction. The psychological basis of leadership and leadership is power and influence. Power as a psychological phenomenon, it is characterized by the ability of a leader to induce a person to do something that he otherwise would not do, i.e. require a person to perform some action or not to perform it in achieving the general goals of the activity, organization (group). Psychological impact- this is the impact on the mental state, feelings, thoughts and actions of other people with the help of psychological means: verbal, paralinguistic and non-verbal. The behavioral level comes to the fore when we talk about influence, we note the focus of this phenomenon on changing the internal psychological attitudes, opinions, and needs of a person.

If power is the prerogative of the manager, and not the leader, then it can be characterized as a legitimate, legitimate right to give orders to subordinates, as well as the right to reward or punish them. Types of power:

1) The power of reward.

2) The power of coercion or punishment.

3) Regulatory (formal) power based on the contract implies that the employee has a certain set of analysis, and the manager has the right to control compliance with duties, if necessary, insist using sanctions.

4) Reference power. The leader acts on subordinates by the power of his personal qualities and abilities. He is a model for subordinates.

5) Expert power is built on the reasonable faith of the subordinate in the correctness of the leader's activities.

6) Information power. The leader has information available only to the "elected", which allow him to make qualified decisions.

Psychology of managerial decision making. Of key importance for characterizing the entire system of decisions made is the concept of a managerial (organizational) decision, which is collective in nature and determines the entire set of normatively prescribed decisions of the head, directly related to his official and formal organizational status.

Management decision is a choice that a manager must make in order to fulfill the duties of his position. The most effective management decision is the choice that will be implemented and will make the greatest contribution to the achievement of the ultimate goal.

Typology of management decisions:

1. Programmed management decisions are the result of the implementation of a certain sequence of actions. Non-programmed solutions have the same features, but with the opposite sign.

2. Depending on the implementation of which management functions are carried out, such types of decisions as target, predictive, planned, motivating, control, organizational, corrective, production and technological decisions are distinguished.

3. On the basis of the initial uncertainty of the situation in making managerial decisions and the processes of choice in them, managerial decisions are divided into structured and unstructured. The former differ from the latter in the following ways: a) the subject has all the necessary and sufficient information to make a decision; b) a set of alternatives for getting out of the situation is known in advance; c) for each alternative, there are known sets of "wins" and "losses" that the adoption of this alternative will lead to, i.e., a system of consequences.

4. Deterministic ones are characterized by the use of regulatory procedures in their preparation and focus on the maximum elimination of risk elements from their process. Probabilistic ones are characterized by the use of soft - non-normative development procedures, and often - intuitive means and allow risk as a necessary parameter of the final decision.

5. According to the breadth of coverage, management decisions are divided into general and private.

6. On the basis of innovative forms, management decisions are differentiated into:

a) routine (reduced to recognizing the problem and overcoming it well known way);

b) selective (involving the choice of one of a number of known methods);

c) adaptive (require changes in known methods, taking into account the specifics of the situation);

d) innovative (they take place when the situation cannot be overcome by any known method and it is required to create a fundamentally new way to solve it).

7. Prohibiting, permissive, constructive solutions are distinguished on the basis of content.

8. On a functional basis, there are those aimed at improving planning, organization, motivation and control.

9. According to their orientation, there are political, technical, technological, economic, social, etc.

10. In relation to the personality, there are intellectual, strong-willed, emotional.

11. The most general typology is the division into: individual and collegiate (group).

Signs of a "good decision" are: efficiency; validity; consistency; timeliness; eligibility; feasibility; combination of rigidity and flexibility; specificity and regulation.

Stages of development of managerial decisions:

1. Clarification of the problem (collection of information; clarification of relevance; determination of the conditions under which this problem will be solved).

2. Drawing up a solution plan (development alternative options solutions; comparison of solution options with available resources; assessment of alternative options for social consequences; evaluation of alternative options for economic efficiency; drawing up solution programs; development and preparation of a detailed solution plan).

3. Implementation of the decision (bringing the decision to specific executors; development of incentives and punishments; control over the implementation of the decision).

managerial communication. Managerial communication ensures the effectiveness and even the very possibility of managerial actions and at the same time a component of this very activity, a specific managerial action.

Managerial communication - special kind communication, the purpose and result of which is the solution of specific management tasks. Communication can be managerial only if there are at least two conditions: through it, managerial tasks are solved and its participants receive opportunities for self-realization, self-improvement, and success.

There are several classifications of types of managerial communication: formal and informal types of managerial communication; individual and group; individual formal, individual informal, group formal, group informal.

Management communication is, first of all, communication, transmission and acceptance of various kinds of messages. In the process of communication, the leader uses various information flows. Information flow- these are ways of transmitting information that ensure the existence of a social system (institutional enterprise) within which they move. These are the processes of information transfer to ensure the interconnection of all parts of the social system. There are two types of information flows: 1) horizontal - between employees or groups of employees equal in official position and status, for example, between heads of departments; 2) vertical - between employees or groups of employees located at different levels of the hierarchy, for example, between a boss and a subordinate.

In turn, vertical information flows are divided into descending (from management to ordinary workers in the hierarchy) and ascending (from lower workers to higher ones). Each type of information flows has its own psychological characteristics.

Thus, managerial communication is extremely important and necessary for any leader. It has its own specifics and structure. Managerial communication becomes full-fledged if it is focused not only on solving a managerial problem, but also on a person, on the realization of his capabilities.

A person, no matter how autonomous and independent he may be, cannot exist, cannot express his essence outside of communication with other people, outside of interaction with a group of people. At the beginning of life, the very first social group in which a person resides and where the foundations of his personality are laid is the family, then there are friendly peer groups, study groups, amateur associations, etc.

The individual is always associated with someone from the immediate environment. By thousands of threads, each of us is also connected with a gigantic human society, experiencing its influence. So, the word “group” comes from the Italian gruppo - a bunch. Currently, there are many definitions of a social group.

Under social group is understood as a large group, whose members are united by a common social activity and are in direct personal communication, which is the basis for the emergence of emotional relationships, group norms and group processes.

In American management, a group is understood as two or more people interacting with each other in such a way that each of them both influences the other and is influenced by him.

In domestic social psychology, until now, the definition given by G. M. Andreeva, that small group is the group in which public relations act in the form of direct personal contacts.

The most common qualities of a social group in terms of management are as follows:

• 1. Orientation of the group (social value of the goals adopted by it, motives of activity, value orientations and group norms).
• 2. The organization of the group (as its ability to self-govern) and its integrativity (as a measure of unity, unity, commonality of group members with each other, as opposed to disunity).
• 3. The microclimate, or psychological climate, of the group, which determines the well-being of each individual, his satisfaction with the group, the comfort of being in it. Everyone strives to be among other people, to be a member of a good group, to have the desire to experience and receive friendly feelings in return.
• 4. Reference (as the degree of acceptance by group members of group standards) and leadership (as the degree of leading influence of some members of the group on the group as a whole to solve the tasks defined by it).
• 5. Intellectual activity and communication (the nature of interpersonal perception and the establishment of mutual understanding, finding a common language).
• 6. Emotional communication (interpersonal connections emotional nature, satisfaction of the social need for emotionally rich contacts).
• 7. Volitional communication (the ability of the group to resist the influence of other groups, circumstances, stress resistance, reliability of the group in extreme situations, its aspiration and perseverance in competitive conditions).

In common sense, a group is any collection of people. The groups are very dissimilar, and therefore differ in types.

• 1. On the reality of existence real and conditional groups are distinguished. In real groups, people are actually together and something really unites them: cooperative activity, leisure activities, the same conditions, situation, etc. Conditional groups exist on paper, are distinguished by analysts or accountants, for example, a group of rent debtors, a group of advanced students, a group of people who have made an appointment with the director, etc. Lately began to allocate virtual groups that arise among users of the information web of the Internet on the basis of common interests and communication in it.
• 2. By contact - tightness, frequency and variety of interactions and communication - groups are contact, low-contact and practically non-contact. For example, study group belongs to the first type, all students of major educational institution(of different courses and faculties) - a low-contact group, all the students of the country are practically a non-contact group. The greater the contact, the richer, more pronounced, more influential and more dynamic the psychology of groups.
• 3. Groups are different and by way of organization. Thus, official groups are established on a legal basis, under licenses, openly, publicly, and their structure and functioning are usually provided for in different provisions, staffing tables statutes, etc. These are state, commercial, educational and public organizations. An informal group arises spontaneously, independently, and its functioning is based on psychological rather than legal regulation. These are groups of friends, buddies, collectors, sports, dance, leisure activities, tourists, drug addicts, etc. There are unorganized, random groups, for example, spectators, onlookers, shoppers, market crowds, queuing, passengers on a bus. The association of people in them is accidental, temporary and is determined by the similarity of a one-time, passing interest.
• 4. According to the number of people in the group, large (classes, nations, nationalities, professional, population of the country, etc.) and small (student class, production team, workshop, sports team, family, etc.) are distinguished. Sometimes they distinguish the middle between them - mesogroups (midi-groups).

In theory, sociology and psychology of management, there are different approaches to the object, which is explained by the difference in the subjects of study in each science. Management theory takes the organization, its structure, system as an object. Sociology and psychology consider a social organization, social groups as an object of management.

The following definition of an organization as a labor cell is well-established and generally recognized: organization - it is a group of people (two or more) whose activities are consciously coordinated to achieve a common goal or goals. The most significant characteristics of the organization consider the following:

• 1. Specialization of each of its members in any labor operation, synchronicity and one-pointedness.
• 2. The desire for stability, which is ensured by unity and strict hierarchy.
• 3. Acting as a powerful tool in achieving a variety of goals.

In domestic psychology, quite a lot of attention was paid to the study of the collective. Western psychology did not recognize such a concept as a collective, and operated with the concept of a small social group. In recent years, there has been a mutual enrichment of these two areas of research, and now the existence of both a social group and a collective is recognized both in foreign and domestic psychology. A number of studies argue that the collective is the highest form of internal organization of the group. In this case, it is necessary to consider the social organization as an object of management, as well as the whole range of issues related to formal and informal social groups.

On the success of the activity social organization many factors influence, including formal and informal groups. English management experts M. Woodcock and D. Francis identified the most typical restrictions that hinder the effective operation of social organizations :

• 1. Leader incompetence. Leadership is probably the most important factor in determining the quality of the work of a social group. Not everyone has organizational skills. It has been established that such giftedness is several dozen times less common than musical or mathematical abilities. Psychologists now have a number of methods for assessing the organizational abilities of managers. But the team always assumes a high responsibility, inviting specialist organizers under a contract.
• 2. unqualified employees. Effective organization should be a balanced and full-blooded ensemble, where everyone plays their role and everyone solves a common problem. Therefore, we need such a composition of employees who can work fruitfully together.
• 3. abnormal microclimate. The organization is made up of people with different values ​​and passions. And they are united not only by common goals, but also by common emotions. Loyalty to the organization is one of the hallmarks of a healthy group climate. A high degree of mutual support is also the natural state of an efficient organization. Distrust, suspicion of people towards each other corrode the social organization.
• 4. Lack of clarity of goals. If there is no clear vision of a common goal, then individual members of the group will not be able to contribute to the common cause. A study of the economic giants of the United States and Japan has shown that their success is largely due to the presence of a business credo, that is, the set of basic goals facing them. These goals are concretely formulated for the grass-roots collectives in the form of some principles, rules, and even slogans, and then constantly and skillfully brought to the consciousness and feelings of all workers. In today's dynamic environment, it may be necessary to change goals in new circumstances. An organization that looks ahead and adjusts its goals accordingly usually succeeds.
• 5. Unsatisfactory performance. It happens that a good microclimate, high competence of employees, etc. do not give good results. In this case, apparently, there is not enough assertiveness, the desire of employees for excellence, and there are no proper incentives.
• 6. Inefficiency of methods of preparation and decision-making. There is, however, a "collective" intelligence - "brainstorming" (idea fairs, etc.), the mastery of which will help to improve these methods.
• 7. Closeness and confrontation. When there is no freedom of opinion in an organization, it creates an unhealthy climate. Group members should be able to express their opinions about each other, discuss all differences without fear of being ridiculous or fear of revenge. Effective organizations do not avoid sensitive and unpleasant issues, but discuss them honestly and directly, without fear of clash of views and conflicts. Ceteris paribus, an organization with a high level of individual ability of its members has the greatest opportunities. “Developed employees”, as defined by Woodcock and Francis, are energetic, able to cope with their emotions, are ready to express their opinion openly, can change their point of view only under the influence of arguments, and express their opinion well.
• 8. Low creativity of the organization. An effective organization has the ability to generate creative ideas and implement them. Collective creativity has its own stages: defining the task, generating ideas, selecting and developing the most valuable ideas, testing ideas, introducing innovations. Inclusion in creativity requires not only a craving for something new, but also appropriate actions.
• 9. Unconstructive relations with other social groups. The quality of interaction with other organizations is unsatisfactory. The manager has a responsibility to build relationships, seek opportunities for constant joint problem solving, achieve personal understanding and create a climate of trust to prevent hostility and build cooperation.

In any kind of groups, except for conditional ones, there can exist, be detected and influence the life of people, if not all, then most of the socio-psychological phenomena. In order to understand and describe the psychology of a particular group, it is necessary to identify and give a meaningful description of these phenomena, identify its features, take into account the classification features of the group and evaluate the psychology of the group as a complex, holistic phenomenon.

Most often, the following socio-psychological systemic phenomena *:

1. Socio-psychological climate(atmosphere) in a group - group psychological condition, an integral indicator of favorable / unfavorable for its members dominating in given time socio-psychological phenomena in it that give rise to feelings of psychological comfort or discomfort in its members, the desire to stay in it

or leave. This is an indicator of how the group "breathes psychologically" to its members - easily or they "psychologically suffocate." The socio-psychological climate can have varying degrees of favorable / unfavorable for all members of the group, part of them, or even for an individual.

2. Moral and psychological climate - a special case of the socio-psychological climate, a kind of group mental state, characterized by the degree of satisfaction / dissatisfaction of group members with compliance in it moral standards, the level of morality and culture in relationships, manifestations of fairness / injustice towards group members, kindness (understanding, respect for rights and personal dignity, attention, support, care, help, etc.) or indifference, hostility, disrespect, evil.

Group psychology, socio-psychological and moral-psychological climate, depending on their characteristics, attract people to the group or repel them, play a rallying or destructive role, increase or decrease the effectiveness of the group and each of its members, have a favorable or unfavorable effect on changes in the psychology of individuals included in it.

So, each organization in which there is a direct interaction of workers can be considered as a social group. Knowledge of the socio-psychological characteristics of the laws operating in it helps an ordinary member of the organization to navigate the situation, and is an important help for a leader of any rank. Ability to manage a team, groups of people - required quality manager.

• See: Andreeva G. M. Social Psychology: Textbook. - M., 2004; Stolyarenko A.M. Psychology and Pedagogy: Textbook, manual. - M., 2004; Social psychology: Textbook / Responsible. ed. A. L. Zhuravlev.-M., 2002; Rats with VG Social psychology: Textbook. - M., 2003; Social psychology: Textbook, manual for universities / Ed. A. M. Stolyarenko. - M., 2001, etc.
• See: Podolya. B. Psychology of management: theory and practice of management; Urbanovich A. A. Psychology of management: Textbook, manual, etc.
• See: Stolyarenko A. M. General and professional psychology: Textbook, manual for secondary professional educational institutions. - M., 2003, - S. 77.

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Management by purpose is an impact on the system (managed subsystem - the object of management) to maintain it in the established mode, quality, state or transfer to others.

The main types of systems are biological, technical, social. Spheres of society, institutions, organizations - social systems. Their main feature is that they are communities of people. This determines the essence of their management - the management of people's behavior.

In systems formed by people and serving people, there are always elements of psychology and pedagogy. The complex of psychological and pedagogical factors in management includes two groups:

1) internal control loop, i.e. inherent in the organization itself:

a) psychological: characteristics of people working in it, their professional activities (actually pursued goals, motives, etc.), management activities, team psychology;

b) pedagogical: features of education, training, good manners, development of employees of the organization, individual groups, management, team;

2) the external loop of management: the psychological and pedagogical characteristics of people, teams and activities of other organizations with which this organization contacts and which it influences when solving its problems. This is a functioning environment that has public, departmental, regional and local characteristics.

In management, all these factors must be taken into account, properly assessed, and, if necessary, changed.

Theory and practice knows different approaches to building management:

1) According to the degree of authority of the governing body or leader: authoritarian, democratic and liberal management.

2) According to the degree of stability of the factors that are given priority in management: organizational and situational management.

3) According to the qualitative features of the factors: administrative management (permanent order from the management), "classical" management ("Taylor system" - material conditions for maximum labor productivity), regulatory management (using regulations, laws, regulations, instructions)

In practice, management combines different types management. However, the current social and scientific and technological progress require worldwide development of truly democratic governance.

Functions of the head in the management system:

1) The implementation of the main tasks of management (psychological and pedagogical): the creation of such psychological and pedagogical conditions in the organization that encourage and teach each employee to work conscientiously and professionally.

2) Organization of order and favorable conditions: distribution of rights, duties, regulation of relationships, circulation of information, regime, control in such a way as to encourage employees to clear, coordinated, responsible joint work.

3) Ensuring a favorable psychological climate in the team.

4) Providing conditions for meeting the interests, needs, personal growth and material well-being of each employee.

Management is implemented in two types of activities: the organization of the management system and current management. The first is to establish an organizational order in the functioning of the institution. At the same time, at high organization there is an "organizational increase" in solving problems when they are solved better than in the absence of organization. The main psychological factors of organizational order include:

Psychological characteristics of individuals who work in an institution, enterprise, etc.;

Psychology of the collective, widespread in it mass-prominent socio-psychological phenomena and relationships;

Target unity of personnel, organizational relations(as a consequence of the distribution of rights, duties, responsibilities, regulation of relations of subordination and interaction, etc.), information-psychological relations (the state of obtaining professional information and its exchange, its circulation within the organization, depending on the relationship); the development of self-regulation in the team (self-sufficiency of management in divisions, involvement of ordinary workers in management, the activities of public formations, self-government of each employee);

Features of personality, professional and psychological
preparedness, style and content of managerial activity
ness of managerial personnel and, above all, the leader.

Organizational order is associated with pedagogical factors:

Education, training, upbringing, development of the people that make up the workforce;

Professional and pedagogical readiness of heads of services and divisions;

Socio-pedagogical influence of conditions in the organization;

The properties of the labor collective as an educating, teaching and developing collective;

Socio-pedagogical influences of the personality and managerial activity of the administrative apparatus and, mainly, the leader.

The reality of these factors and their impact require that management systematic psychological and ne dagogic work to strengthen the organizational order, including:

professional-psychological and pedagogical selection when hiring, placing personnel, and especially promotion to managerial positions;

organizational training and education, involving a firm knowledge of each employee's duties, rights, responsibilities, other organizational provisions, explaining and constantly reminding the staff of the commonality of tasks and responsibilities, showing the dependence of each and every one on coordinated work, gaining experience in successful joint actions, suppressing non-business competitive relations, applying common criteria effectiveness of activities, joint analysis and summing up, taking measures to organize and activate democratic forms of self-government by individual aspects of the life of the team;

educational work: individual, with groups, collective and through the collective, providing cohesion, working mood, conscientious work, mutual support, absence of conflicts. Its important task is the prevention of professional deformation of the personality of workers, that is, the appearance of personality flaws under the influence of engaging in one activity. It happens to almost everyone: teachers, officials, lawyers, psychiatrists and others;

professional education, continuous professional development of employees;

solution organizational issues who find a positive psychological response from the members of the team, positively influencing their upbringing and development;

attraction of ordinary workers and leaders of grass-roots structures to participate in the management of the life and activities of the organization
downgrading, which improves the solution of its problems, is significant for psychologists
logical identification of the interests of all employees with interests
organization, education of collectivism;

ensuring proper socio-psychological and social
but-pedagogical influence on staff examples of behavior
integrity, style, personal qualities of a leader, managers
services and divisions, employees of the administrative apparatus.

There are two types of management pyramids: vertical and horizontal.

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Rice. a - general scheme. Rice. b - vertical pyramid. Rice. c – horizontal pyramid.

The choice of the vertical pyramid is due to the desire of the manager to have no more than seven employees subordinate to them for better management. This type of pyramid is characteristic of the administrative-command type of management. It multiplies the number of leaders, the bureaucracy, increases the cost of its maintenance, increases the contrast between the "tops" and "bottoms". The horizontal pyramid is devoid of these shortcomings. It ensures the involvement of employees in work in public formations involved in the control and management of individual areas of the work of the team.

current management is cyclical. Management cycle in each of its links three ways related to issues of psychology and pedagogy:

It reveals the properties and qualities of the leader and other persons that have developed earlier, including in the organization of management;

Each stage of the management cycle is filled with dynamics mental processes, conditions, difficulties that need to be taken into account and regulated;

Everything that happens in each cycle and their complex psychologically and pedagogically affects the leader and other persons, changing them.

Each link of the management cycle can and should be optimized psychologically and pedagogically.

First link - monitoring the situation, identifying and accepting to solve current problems and issues. It is a well-known axiom: only the one who owns the information can manage. In the flow of information that needs to be tracked and used, there is psychological and pedagogical information (about moods, intentions, interests, manifestations of upbringing, etc.). If the situation that has arisen is fairly standard, then those in whose responsibility it is should respond to it. It is enough for the manager to make sure that the information has reached the address-Era and the reaction will follow, as well as to assess the preparedness of the responsible persons, to decide on the need to help them and control. Managers need to intervene and make current decisions only when non-standard situations, when assessed as extremely important.

The second link of the management cycle - problem study,taken for decision. It is good when employees are involved in the study, their groups are created. The problem is always the intersection of many causes and conditions. Among them are usually both psychological and pedagogical.

Third link - elaboration of solutions and choice of beamone of them. You should always consider several solutions, evaluate the pros and cons of each and select the best one. The best way always correctly takes into account the psychological and pedagogical aspects. It is useful to use the method of "brainstorming" in this case.

The fourth link - decision-making. Its essence is in detailing, concretizing and improving the selected solution option, recognized as the best. At the same time, the goal and objectives of the upcoming actions, their plan, terms, stages, means, methods, methods, calculation of forces and means, provision, selection of performers, etc. are specified. who will then carry it out. It is always important to assess how the decision will be perceived by employees, the team, to assess the possible psychological and pedagogical consequences, to think over psychological and pedagogical measures that will contribute to the implementation of the decision.

Fifth link - organization of implementation of decisions. The decision will bring little benefit if the leader thinks that his task is to make a decision, and subordinates - to execute it. In fact, the latter is his work. It involves: the selection of employees to implement the decision, their training, management of actions, control, assistance.

The sixth link of the management cycle - summarizing. It contains a lot pedagogical potential, which is implemented when the analysis of actions and their assessment are fair and competent, based on reliable data, include an assessment of the pros and cons, are accompanied by advice, combined, if necessary, with classes, assignments for working out some questions on their own, followed by checking the results. Few things can so discourage an employee's desire for conscientious work as an unfair assessment by his boss.

Significant psychological and pedagogical role personality,style, methods and techniques of current management activities manager and his staff.

Influence personalities leader objectively determined by his position in the team. Employees and citizens are watching him intently, even meticulously. Literally everything in his personality and behavior is subjected to an assessment, finds a completely different psychological and pedagogical response: his properties and qualities, attitude towards people, decisions made, even facial expressions, speech features, manners, decisions made, posture, how he greets and shakes hands and so on. All this bit by bit enters the psychology and upbringing of people and results not only in the attitude towards the leader, to his orders, but also in all behavior in the organization.

The psychological and pedagogical influence is clearly manifested management style. Given by the top-level manager, it spreads like a chain reaction down the managerial pyramid, copied by the heads of departments subordinate to him. Its product is the atmosphere of socio-psychological and socio-pedagogical working conditions in the organization, a certain type of employee motivation and their mental states, moral and psychological, educational, educational and developmental consequences.

Every leader today gotta get civilizednym, democratic style management. To do this, one should cultivate in one's work features of this style: progressive social orientation, citizenship, humanity, efficiency, legality, democracy (the right combination of centralization-decentralization, unity of command and collegiality, delegation of managerial powers "down", etc.).

Thus, the management of the organization with all its components has a wide and strong psychological and pedagogical impact on the staff. It exists, regardless of whether the head, the employee of the administrative apparatus understands it, whether he wants to reckon with it or not. However, being outside of conscious control, evaluation and competent improvement, it is, to put it mildly, often far from the best. It is a mistake to think that you can work with people, train and educate them only at special events. This happens directly in the management process, but gives a full-fledged result when it is carried out psychologically and pedagogically competently.

An important function of management is the function of the organization, which consists in establishing permanent and temporary relationships between all departments of the company, determining the procedure and conditions for the functioning of firms. An organization as a process is a function of coordinating many tasks.

The function of the organization is realized in two ways: through administrative and organizational management and through operational management.

Administrative and organizational management involves determining the structure of the company, establishing relationships and distributing functions between all departments, granting rights and establishing responsibilities between employees of the management apparatus.

Operational management ensures the functioning of the company in accordance with the approved plan. It consists in a periodic or continuous comparison of the actual results obtained with the results planned by the plan, and their subsequent adjustment. Operational management is closely related to current planning.

There are two main aspects of the organizational process:

1. Delegation of powers.

The organizational structure of the firm is understood as its organization from separate divisions with their relationships, which are determined by the goals set for the firm and its divisions and the distribution of functions between them. The organizational structure provides for the distribution of functions and decision-making powers between the company's executives responsible for the activities of the structural units that make up the organization of the company.

The main problems that arise in the development of management structures are: establishing the right relationship between individual units, which is associated with the definition of their goals, working conditions and incentives; distribution of responsibility between managers; selection of specific management schemes and sequence of procedures for decision-making; organization of information flows; selection of appropriate technical means.

The problem of improving the organizational structure of management involves clarifying the functions of the unit, determining the rights and obligations of each manager and employee, eliminating multi-stage, duplication of functions and information flows. The main task here is to improve management efficiency.

The organizational structure is aimed primarily at establishing clear relationships between the individual divisions of the company, the distribution of rights and responsibilities between them. It implements various requirements for improving management systems, expressed in certain principles.

The organizational structure of the company and its management are constantly changing, improving in accordance with changing conditions. The most important factors causing the need for structural restructuring of companies are the following:

– accelerated development of new types of products under the influence of scientific
technical progress in the face of increasing competition;

– intensive introduction of the most advanced technologies;

- systematic introduction of new methods of organization and management of production based on the active use of computer technology.

Organization as a process is a function of coordinating many tasks: there are two main aspects of the organizational process:

1. Division of the organization into divisions according to goals and strategies.
2. Delegation of powers.

Delegation, as a term used in management theory, means the transfer of tasks and powers to a person who takes responsibility for their implementation.

Organizational structure by product.

It involves the creation in the structure of the company of independent business units - production departments focused on the production and marketing of specific types of products. Wherein

it is planned to specialize production departments in the parent company for certain types or groups of products and transfer to them the authority to manage production and marketing subsidiaries. The functional services of the production departments at the same time maintain close contacts with the relevant central services, receiving instructions from them on all issues of pursuing a unified policy and coordinating activities within the company as a whole.

Since the production department itself acts as a profit center, it exercises not only financial, but also operational control over the activities of enterprises on a global scale. This control is often exercised through joint or interlocking directorates, supplemented by travel by the head of production to specific subsidiaries.

Organizational structure by region

It is assumed that managerial responsibility for the activities of TNCs is distributed among independent units. These subdivisions, in terms of the content and nature of their activities, can act as production departments and be the center of profit and responsibility. They coordinate the activities of subsidiaries and manufacturing companies for all types of products. The unit is headed by a manager who reports directly to the top management and carries out its activities in close contact with all central services. He may have in his subordination managers of individual departments.

1. mixed structure.

Assumes a combination of various types of organizational management structures.

The most common combination of sectoral and regional principles in the construction of the organizational structure. This structure is the most common. This reflects general patterns development of the production process in modern conditions, which requires integrated approach to the formation of the organizational structure of the company, taking into account the coverage of all parties, areas and areas of activity. Under these conditions, the combination of sectoral and regional aspects most fully satisfies the needs of the company's development.

Control

Control is a systematic monitoring of the implementation of plans, tasks and results. economic activity, providing with the help of feedback information with a managed object. Accounting and control are necessary for the management of planning, financial, production and labor discipline in the enterprise. Control as the main function of management combines all types of management activities related to the formation of information about the state and functioning of the control object (accounting), the study of information about the processes and results of activities (analysis), work on the diagnosis and evaluation of development processes and the achievement of goals. The control process consists of setting standards, changing the actual results achieved and making adjustments if the results achieved differ materially from the established standards. With the help of control, the manager identifies problems, their causes and takes active measures to correct deviations from the goal and plan of activity.

There are three main types of control: preliminary, current and final.

Ex-ante control is usually implemented in the form of defined policies, procedures and rules. First of all, it applies to labor, material and financial resources.

Current control is carried out when work already underway and is usually carried out in the form of control over the work of a subordinate by his immediate superior. Final control is carried out after the work is completed or the time allotted for it has expired.

Current and final control is based on feedback. Control systems in organizations have an open loop feedback, since 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.

There are three clearly distinguishable stages in the control process: the development of standards and criteria, the comparison of real results with them, and the adoption of the necessary corrective actions. At each stage, a set of various measures is implemented.

The first stage of the control process is the setting of standards, i.e. specific, measurable goals that have time limits. Management requires standards in the form of indicators of the effectiveness of the management object for all its key areas, which are determined during planning.

At the second stage of comparison of indicators of functioning with the set standards the scale of admissible deviations is defined. 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.

The next step - measuring results - is usually the most troublesome and costly. By comparing measured results with predetermined standards, the manager is able to determine what actions need to be taken. Such actions may include changing some internal system variables, changing standards, or not interfering with the operation of the system. In order for the control to perform its true task, i.e. to achieve the goals of the organization, it must have several important properties.

Control is effective if it is strategic, results-oriented, timely, flexible, simple and economical. When organizations conduct their business in foreign markets, the control function takes on an additional degree of complexity. Control on an international scale is particularly difficult because of a large number various areas activities and communication barriers. The effectiveness of control can be improved if meetings of responsible managers are held periodically at the headquarters of the organization and abroad. It is especially important not to make foreign managers responsible for solving problems that are beyond their control.

As mentioned, in connection with the development of society and the production system, new functions have appeared. And today, motivation, stimulation, humanization and corporatism have been added to the main functions.

Motivation

When planning and organizing work, the manager determines what exactly this organization should do, when, how and who, in his opinion, should do it. If the choice of these decisions is made effectively, the manager gets the opportunity to put his decisions into action, putting into practice the basic principles of motivation.

Motivation as the main function of management is associated with the process of encouraging oneself and other people to work through the formation of motives for behavior in order to achieve the personal goals of the organization. the study of human behavior at work provides some general explanations of motivation and allows you to create pragmatic models of employee motivation in the workplace.

A motive is a motive, a reason for action. It is possible to induce to activity by enriching ideas, ... will, knowledge, determining the amount of remuneration, linking it with the result of activity, and also identifying a person's value system, satisfying the need for power, depending on a person's ability to influence other people. Various theories of motivation are divided into two categories: content and process. Content theories of motivation primarily try to identify the needs that motivate people to act, especially when determining the scope and content of work. To understand the meaning of the theory of content and process motivation, one must first grasp the meaning

fundamental concepts: needs and rewards.

Needs are the conscious absence of something that causes an impulse to act. Primary needs are laid down genetically, and secondary ones are developed in the course of cognition and gaining life experience. Needs cannot be directly observed or measured. Their existence can only be judged by the behavior of people. Needs serve as a motive for action. Needs can be met with rewards. A reward is something that a person considers valuable to himself. Managers use extrinsic rewards (cash payments, promotions) and intrinsic rewards (feeling successful at achieving a goal) through the work itself. The theory of motivation is special area knowledge, which has been formed consistently since the beginning of the 20th century.

According to Maslow's theories five basic types of needs (physiological, security, social, success, self-expression) form a hierarchical structure that, as a dominant, determines human behavior. Needs higher levels do not motivate a person until the needs of the lower level are at least partially satisfied. However, this hierarchical structure is not absolutely rigid and strict. Content theories of motivation are based on needs and related factors that determine people's behavior. Process theories look at motivation in a different way. They analyze how a person distributes efforts to achieve various goals and how he chooses a particular type of behavior. Process theories do not dispute the existence of needs, but believe that people's behavior is determined not only by them. According to process theories, an individual's behavior is also a function of his perceptions and expectations associated with a given situation, and possible consequences their chosen behavior.

There are three main process theories of motivation: expectations theory, equity theory, and the Porter-Lawler model.

The theory of expectations is based on the assumption that a person directs his efforts to achieve a goal only when he is sure of a high probability of satisfying his needs or achieving the goal through this. Motivation is a function of the expectation factor “labor costs - results”, expectations - “results - reward” and valence (i.e., the relative degree of satisfaction). The most effective motivation is achieved when people believe that their efforts will definitely allow them to achieve the goal and lead to a particularly valuable reward. Motivation weakens if the likelihood of success or the value of the reward is not highly valued by people.

Equity theory assumes that people subjectively evaluate the ratio of reward to effort expended and compare it with what they believe other workers received for similar work. Unfair, according to their estimates, remuneration leads to the emergence of psychological stress. In general, if a person considers his work underestimated, he will reduce the effort expended. If he considers his work overvalued, then he, on the contrary, will leave the amount of effort expended at the same level or even increase it. The widely supported Porter-Lawler model is based on the fact that motivation is a function of needs, expectations, and employees' perception of fair remuneration. The performance of an employee depends on the effort he puts in. characteristic features and opportunities, as well as his assessment of his role. The amount of effort expended depends on the employee's assessment of the value of the reward and the confidence that it will be received. According to the Porter-Lawler model, labor productivity continues satisfaction, and not vice versa, as supporters of the theory of human relations believe.

Stimulation

Stimulation is a function associated with the process of activating the activities of people and labor collectives, provides employees with an increase in the results of their work. This function is used for moral and material incentives for employees, depending on the quality and quantity of labor expended. In addition, this function provides interest in achieving high efficiency work of the entire enterprise. It involves the creation of conditions under which, as a result of active labor activity the employee will work more efficiently and more productively, i.e. will perform more work than was agreed in advance. Here, the stimulation of labor creates conditions for the employee to realize that he can work more productively, and the emergence of a desire, which in turn gives rise to the need to work more productively. Those. the emergence of employee motives for more efficient work and the implementation of this motive (motives) in the labor process. Although incentives encourage a person to work, they alone are still not enough for productive work. The system of incentives and motives should be based on a certain base - the normative level of labor activity. The very fact that an employee enters into an employment relationship suggests that he must perform a certain range of duties for pre-agreed remuneration. In this situation, there is still no room for incentives. Here, the sphere of controlled activity is where avoidance motives work, associated with the fear of punishment for failure to comply with the requirements.

Such penalties associated with the loss wealth there must be at least two: partial payment of remuneration or termination of employment. The employee must know what requirements are imposed on him, what remuneration he will receive if they are strictly observed, what sanctions will follow in case of their violation.

Discipline carries elements of coercion, restriction of freedom of action. However, the line between control and stimulation is conditional and mobile, because. an employee with strong motivation has self-discipline, the habit of conscientiously fulfilling the requirements and treating them as their own norms of behavior. labor incentives are effective if the authorities are able to achieve the level for which they pay. The purpose of incentives is not only to encourage a person to work in general, but to encourage him to do better (more) what is due to labor relations.

According to the type of needs that incentives satisfy, the latter can be divided into internal And external. The former include feelings of self-esteem, satisfaction from achieving results, a sense of the content and significance of one’s work, the “luxury of human communication” that arises in the process of doing work, and others. They can also be called moral incentives. External remuneration is what is provided by the company in return for the work performed: wages, bonuses, promotions, symbols of status and prestige, praise and recognition, various benefits and incentives. They can also be called monetary and material-social incentives.

Labor incentive system:

Material cash incentives

Money is the most obvious and most used way an organization can reward employees.

Material and social incentives

These include:

- creation necessary conditions highly productive work. These conditions include: the optimal organization of the workplace, the absence of distracting noises (especially monotonous), sufficient illumination, pace, mode of work, etc.

- the possibility of moving away from the monotonous to a more interesting, creative, meaningful labor process. Some understand monotony as an objective characteristic of the labor process itself, others only mental condition person, which is a consequence of the monotony of work.

– free time stimulation. As a result of the lack of free time, many employees work with a feeling of chronic fatigue and experience constant neuro-emotional overload.

- Improving team relationships.

The internal conditions for creating a psychological microclimate in a team that has a beneficial effect on the state of employees include the authority and personality traits of the leader, his leadership style, the compatibility of team members in terms of characters, value orientations, emotional and other properties, the presence of influential leaders in informal groups and the attitude of these leaders to the production tasks facing the team, etc.

Career advancement.

One of the most effective incentives, because Firstly, this increases the salary; secondly, the scope of authority is expanding and, accordingly, the employee becomes involved in the adoption important decisions; thirdly, the degree of responsibility increases, which makes a person work more efficiently and avoid mistakes and mistakes; Fourth, it enhances access to information. 3.

Moral and psychological incentives.

These incentives are focused on the motivation of a person as a person, and not just a mechanism designed to perform production functions. In contrast to the above-described incentives, moral incentives are internal incentives, i.e. they cannot directly affect a person.

Humanization reflects social character management and the role of the human factor as an object of management.

Humanization concerns the ethics of activity, the nature and mechanisms of influence as one of the sides of human social activity. With the help of the humanization function, the culture of the company, the culture of management is formed and developed.

Corporatism - new feature management includes activities to form the atmosphere of the company, its socio-psychological climate.

For effective management An enterprise manager must pay special attention to his subordinates. Knowledge psychological characteristics subordinates allows the leader to more effectively implement the socio-psychological function. The basis of socio-psychological function serves delegation manager of their powers and motivation subordinates.

Delegation - is the transfer of authority to solve problems by the leader to his subordinates. At the same time, responsibility for the implementation of this work is not delegated.

Powers - this is the right to use the resources of the enterprise appropriate for the performance of a specific task and to coordinate the efforts of certain employees for its implementation.

Responsibility - it is an obligation to be accountable for one's actions, deeds. The amount of responsibility affects the employee's salary (the greater the responsibility, the higher the salary).

When transferring authority to perform work, the employee who delegated them bears for them full responsibility. Powers are delegated to the position, not to the person who occupies it.

Delegation of authority will not make sense if the work of employees is not stimulated. The ability to encourage an employee to perform work at minimal cost to himself and the enterprise as a whole determines the professionalism of a manager.

To do this, the manager must pay special attention employee motivation .

motives - these are the driving forces (needs) that motivate a person to do work.

Motivation - is a combination of internal and external driving forces(motives) that induce a person to activity, set the boundaries and forms of activity, give this activity an orientation focused on achieving certain goals.

Main types of motivation:

1. External influences certain motives are evoked that induce a person to the desired result for the motivating subject (option of a trade transaction).

2. Desirable for the subject of motivation, the motives of actions are weakened or those motives that interfere with an effective result are weakened.

Employee motivation It is based on ability to meet needs and requirements.

The worker can do the work:

1. in accordance with personal qualities (hard work, responsibility);
2. under the influence of his needs, which he can satisfy as a result of performing certain functions.

The leader must know:

1. the standard of living of the subordinate;
2. composition of his family;
3. exemplary environment;
4. Interests and hobbies.

This will allow the manager to distribute work more efficiently.

Manager has to:

1. pay considerable attention to the working conditions of employees;
2. provide social guarantees that attract people to the enterprise;
3. take care of the psychological climate;
4. provide the wages that will lead to him the necessary employees.

Socio-psychological functions based on manager's knowledge professional qualities employees and their psychological characteristics.

Psychological features:

1. character traits;
2. standard of living;
3. social circle, etc.