Management process and its content. General characteristics of the management process
Management process- is a collection certain types activities aimed at streamlining and coordinating the functioning and development of the organization and its elements in the interests of achieving their goals.
Management process solves two tasks:
- tactical is to maintain stability, harmony of interaction and performance of all elements of the control object;
- strategic ensures its development and improvement, transfer to a qualitatively and quantitatively different state.
The process is characterized continuity, cyclical repetition of individual phases (collection, processing, analysis, storage, control of information; development and decision-making; organization of their implementation), unevenness, inertia, manifested in the delay of managerial actions. It develops and improves along with the organization itself.
Management process combines such moments as managerial work, its subject and means, and is realized in a specific product.
The subject of labor in management are management documents, which received such a name, in contrast to other documents that are not related at all to the management process. The document is currently the main carrier of information in the management system. With their help, the relationship between the structural divisions of the organization is carried out.
The transformed information acquires an independent existence and can be accumulated, which leads to a complication of the management process, an increase in the dominance of past decisions over current ones. The latter, however, is to a certain extent useful, since it generates organizational order, which ensures the automatic operation of management mechanisms and the performance of appropriate actions without special instructions. However, it is limited, as it is not able to subordinate and coordinate all organizational elements.
By means of managerial workis an everything that contributes to the implementation of operations with information - from computers, telephones to pens and paper. At the same time, they distinguish: means of compiling documents (printers, voice recorders, etc.); means of processing and processing documents (stamps, cutters, punchers); means of grouping and storing documents (folders, folders, file cabinets); means of performing computational operations; means of operational communication; furniture.
product of labor is the result of the management process, which is a management decision. With the help of one or another material carrier (mainly documents), these decisions come directly to the control object.
managerial labor, as well as engineering, design, research, etc., belongs to the category mental labor carried out by a person in the form of neuropsychic efforts. He exists in three main forms: heuristic, administrative and operator.
heuristic labor is reduced to a set of actions for the analysis and study of certain problems facing the organization, and the development on the basis of this of various options for their solutions - managerial, economic, technical. Depending on the complexity and nature of the problems themselves, this work is carried out by managers and specialists.
Administrative labor is the domain of chief executives. It is associated with the performance of such types of work as the current coordination of the activities of subordinates, their control, evaluation, motivation, management (bringing orally and in writing the decisions made to the performers), instruction, information exchange (carried out in the process of holding meetings and meetings, receiving visitors , reference business negotiations, responses to letters and phone calls, bypassing jobs).
Operator labor aimed at technical support production and management processes with the necessary information. It includes such work as documentation (formulation, reproduction, sorting, and storage of various kinds of documents); primary accounting and accounting (collection of statistical, accounting and other information about production, economic, social and other processes occurring within the organization); communicative-technical, computational and formal-logical (sequential processing of the collected information and the implementation on its basis and according to a given algorithm, the calculations necessary for decision-making).
This work falls to the lot of specialists and technical performers. Part of it, strictly speaking, does not apply to the mental, so the term "non-physical labor" is sometimes used to refer to it.
The process of managerial work consists of elementary actions, or operations, that is, homogeneous, logically indivisible parts management activities, with one or a group of information carriers (documents) from the moment they are received until they are transferred in a transformed form to others or for storage.
Management operations is a technologically inseparable process of processing management information received by a given structural unit.
Management operations are: search, computational, logical, descriptive, graphic, control, communication (for example, listening, reading, talking, observing the actions of various devices, thinking, etc.).
An independent complex of information processing operations (collection, study, analysis, formulation of conclusions, their execution), ending with a result defined in form and content in the form oral communication or document (certificate, order, letter, etc.), received the name work.
Management jobs vary:
- on intended purpose(foresight, activation, control);
- by specific content (research, planning);
- by periods (strategic, tactical, operational);
- by stages (goal setting, situation analysis, problem definition, solution search); by orientation (inside or outside the organization);
- by spheres (economic, social, technological);
- by objects (production, personnel);
- on forms and methods of implementation; by organizational role (differentiating and integrating);
- by the nature of information transformation (stereotypical, algorithmic, and creative);
- according to the degree of difficulty.
Let us dwell on the latter, since for managerial work it is perhaps the main characteristic.
The complexity of managerial work is due to several circumstances.
First of all, the scale, number and composition of the problems to be solved, the links between them, the variety of methods used, organizational principles.
Secondly, the need to make new, non-traditional decisions, often under conditions of uncertainty or risk, which requires deep professional knowledge, experience, and broad erudition.
Thirdly, the complexity of managerial work is determined by the degree of efficiency, independence, responsibility, riskiness of decisions that need to be made. The manager, when making decisions, often takes responsibility not only for the material well-being of people, but for their health and even life.
- communication (negotiating, receiving visitors, bypassing the organization, going on business trips);
- administrative and coordinating (bringing to the executors of the decisions made orally and in writing, compiling and issuing tasks, instructing);
- control and evaluation (checking the timeliness and quality of assignments);
- analytical and constructive (studying information and preparing decisions);
- information and technical (with information carriers) which take 10 - 15% of working time; primary accounting and accounting.
management procedure- a complex of interrelated management operations and documents in a certain order aimed at achieving a fixed .
The procedure should reflect the purpose of the work, the documents used and developed, their content, and the order of passage.
The classification of procedures and operations is carried out according to a number of criteria:
- By content:
- information or information technology are associated with the processing of information and its carriers. Documentation, primary accounting, accounting and computing operations and procedures are also distinguished here;
- logical-cogitative or analytical-constructive ones are associated with the preparation and adoption of managerial decisions;
- organizational ones consist of service and communication, administrative and coordination operations and procedures.
- By the nature of the combination in time:
- consecutive, i.e. each operation or procedure begins only after the end of the previous one;
- parallel, involving the simultaneous execution of operations and procedures;
- parallel-sequential ones provide for a partial combination of related operations and procedures in time and space.
- By difficulty:
- simple operations and procedures, i.e. containing several elements and operations;
- complex operations (20-30 elements) and procedures (100 or more operations).
- According to the degree of repetition:
- repetitive, i.e. constantly performed by employees of the administrative apparatus;
- non-repetitive or creative, complex operations and procedures.
With all its diversity and varying degrees complexity of management procedures are cyclical.
Management cycle- this is the period of circulation of information in the field of management, which is measured by a specific time interval or calendar period for each procedure.
The management process from the content side may look like this (Fig. 8.3.1.):
methodological content,
functional content,
economic content,
organizational content,
social content
Methodological content of the management process involves the allocation of certain stages, reflecting both common features labor activity person, so specific features management activities Stages characterize the sequence qualitative change work in the management process, being the steps of internal development impact in every act of its implementation
Stage - it is a set of operations (actions) characterized by qualitative certainty and homogeneity and reflecting the necessary sequence of their existence.
The management process can be represented as a sequence of the following steps
goal setting (goal setting)
Assessments of the situation
problem definitions,
Development of a management decision.
Let's reveal the step-by-step sequence of the management process clearly (Fig. 8.3.2).
Rice. 8.3.2.
Target This is the manager's idea of what the system he manages should be like. In a scientific definition, it can be formulated as perfect image desired, possible and necessary state of the system. The management process begins with setting the goal of the impact. If it is a consciously implemented process, purposeful and expedient, it can only begin with understanding, defining and setting the goal of the impact.
Situation is the state of the controlled system, evaluated relative to the goal. Under the situation it would be wrong to understand only a deviation from the program or conflict cases of work. Management is carried out regardless of whether there is a deviation or not, whether the situation is conflict or non-conflict. The state of the system can never be identical to the goal, therefore, there is always a situation.
The difference between the situation and the goal, as a rule, includes many contradictions. The act of influence is necessary to resolve these contradictions, to bring the state of the system closer to the goal. But this is only possible if we find the leading contradiction, the resolution of which will lead to the resolution of all the others.
Problem- this is the leading contradiction of the situation and the goal, to the resolution of which the impact should be directed. Without problem definition management decision is not possible.
Management decision- this is finding ways to solve the problem and organizational work to implement the solution in a managed system. It is the final stage of the management process, its connection with the production process, the impact impulse control system to managed.
Functional content of the management process. It manifests itself in a large-scale sequence and preference for the implementation of the main management functions. The following steps can be distinguished here:
Planning;
Organization;
Motivation;
The control.
The leadership function is carried out through these stages.
Economic content of the management process. It is due to the fact that the use of production resources finds its expression in the management process - from assessing their availability to turning into a product. Proceeding from this, the economic content of the management process can be represented as stages in the use of resources, the movement of funds, which is carried out by labor in the managed system, but is determined by the activity of the management system. The economic content of the management process can be expressed in the following steps:
Establishment economic needs;
Assessing the availability of resources;
Resource allocation;
Resource usage.
Organizational content of the management process. It manifests itself in the sequence of using organizational levers of influence in stages:
regulation;
Rationing;
Instructions;
Responsibility.
Each act of influence implies that the leader must clearly formulate the task (what needs to be done). This is a regulation that may be different in duration. Next, you need to set their allowable deviations. These are the standards. Then it is determined how best to perform the task, what to use, how to be guided, etc. This is instruction. Each task should include an indication of the measure of responsibility for non-fulfillment of it or incorrect fulfillment.
In a multi-level management system, the organizational content of the management process is also manifested in the order of interaction between various links and levels of this management system. The order of interaction is determined by the nature of the specific goal, the peculiarities of the situation, which does not allow us to build a general scheme of organizational interaction between the links and steps of the system. It is different for each specific act of influence.
The social content of the management process reveals the role of man in its implementation. Each stage of the management process involves the indispensable participation of a person. At the same time, the management process requires mechanization and automation of its operations. Most suitable for use modern technology are the stages of assessing the situation, searching for a problem and developing solutions, i.e. those stages, the implementation of which largely depends on the processing of information.
Consequently, the social content of the management process can be represented as a sequence of purely human and man-machine operations. With any degree of mechanization of managerial work, the management process begins and ends with purely human activity.
Control- this is a continuous process of functioning of the control subsystem, which is carried out under the influence of set and periodically repeated managerial influences. The control subsystem itself creates permanent effects that act as a control structure, distribution functional duties, regulations, instructions. Considering this part of the impacts as permanent, we must not forget that production is a dynamic system. Changes in production lead to changes in permanent influences (structure, functional responsibilities, etc.).
Process(from lat. processus - promotion) means:
Sequential change of phenomena, states in the development of something;
A set of sequential actions to achieve a certain result (production, preparation of decisions).
Management Process is a set of interrelated, purposeful actions of the head and the management apparatus as agreed joint activities people, to form and use the resources of the organization to achieve its goals.
Control process parameters. All processes occurring at the enterprise (in the sphere of production and management) are primarily labor processes, since both production and management are the joint work of people who perform purposeful actions according to a specific program. The parameters (characteristics) of the management process include:
The subject of labor; - means of labor; - a product of labor; - executor of the labor process
As a scientific concept, the management process appears in the unity of its three sides:
methodological content,
functional content,
economic content,
organizational content,
social content
Methodological content The management process involves the allocation of certain stages, reflecting both the general features of a person’s labor activity and the specific features of managerial activity.
Functional content of the management process. It manifests itself in a large-scale sequence and preference for the implementation of the main management functions. The following steps can be distinguished here:
Planning; - organization; - motivation; - the control.
Economic content of the management process- in the management process, the use of production resources finds its expression - from assessing their availability to turning into a product
Organizational content of the management process- manifests itself in the sequence of using organizational levers of influence in stages:
regulation;
rationing;
instruction;
responsibility.
The social content of the management process reveals the role of man in its implementation. Each stage of the management process involves the indispensable participation of a person.
The management process consists of the following steps:
Setting goals, - assessing the situation, - defining the problem, - developing a managerial decision.
Control Process Properties- variability, stability, continuity, discreteness, sequence, cyclicality
The management process can be represented as a sequence of the following steps:
goal setting (goal setting),
assessment of the situation
problem definition,
development of a management decision.
In the broadest sense, management means leading something or someone. It is a function of organized systems of any nature and complexity and is inherently associated with a certain influence of the control subject (subject of control) on the controlled object (object of control) in order to solve the problems facing the system, of which they are elements, to ensure its proper organization and the necessary operating mode. Management is carried out in mechanical, other technical, biological, social systems. Moreover, despite many of their fundamental differences, the laws governing the management of such systems are common. In accordance with the fundamental provisions of cybernetics, when managing any systems, the same processes of obtaining, transforming and transmitting information occur. First, the managing subject always receives information about the behavior of the managed object and the functioning of the entire system, as well as information from outside the system. Secondly, he evaluates this information, analyzes it, and on the basis of this, based on the tasks facing the system, makes a management decision.
Thirdly, it conveys information related to decision managed object, exercising the necessary managerial impact on it. Thus, management should be understood as such an impact of a managing subject on a managed object, which is associated with the processes of obtaining, transforming and transmitting information due to their interaction and is aimed at solving the problems facing the system, ensuring its organization and functioning corresponding to these tasks.
Planning function is number one in management. Implementing it, an entrepreneur or manager, on the basis of a deep and comprehensive analysis of the situation in which this moment the company is located, formulates its goals and objectives, develops a strategy of action, draws up the necessary plans and programs. The planning process itself makes it possible to more clearly formulate the goals of the organization and use the system of performance indicators necessary for the subsequent monitoring of results. In addition, planning ensures better coordination of efforts structural divisions and thus strengthens the interaction of heads of different departments of the organization. And this means that planning is a continuous process of studying new ways and methods to improve the organization's activities due to the identified opportunities, conditions and factors. Therefore, plans should not be prescriptive, but should be modified according to the specific situation.
At its core, the scheduling function answers three main questions:
Where are we at given time? Managers should evaluate the strengths and weak sides organizations in important industries such as finance, marketing, manufacturing, Scientific research and development, labor resources. All this is done with the aim of determining what the organization can realistically achieve.
Where do we want to go? Assessing opportunities and threats in environment such as competition, customers, laws, political factors, economic conditions, technology, supply, social and cultural change, management identifies what can prevent the organization from achieving these goals.
How are we going to do it? Leaders must decide how to in general terms and specifically what the members of the organization must do to achieve the objectives of the organization.
Planning is one of the means by which management provides the only direction for the efforts of all members of the organization to achieve its common goal.
Organization function- this is the formation of the structure of the organization, as well as providing everything necessary for its work - personnel, materials, equipment, buildings, in cash. In any plan drawn up in an organization, there is a creation real conditions to achieve planned goals, this often requires restructuring of production and management in order to increase their flexibility and adaptability to requirements market economy. When planning and organizing work, the manager determines what exactly should be done. this organization when and who, in his opinion, should do it. If the choice of these decisions is made effectively, the manager gets the opportunity to translate his decisions into reality, using important function management as motivation.
Motivation function- this is an activity aimed at activating the people working in the organization and encouraging them to work effectively to achieve the goals set in the plans. To do this, they are provided with economic and moral stimulation, the very content of labor is enriched, and conditions are created for the manifestation of the creative potential of workers and their self-development. With late XVIII By the 20th century, it was widely believed that people would always work better if they had the opportunity to earn more. Motivation was thus considered to be a simple matter, which boils down to the offer to provide appropriate cash rewards in exchange for effort. Managers have learned that motivation is the result of a complex set of needs that are constantly changing.
Control function is a process that ensures the achievement of the goals of the organization. There are three aspects of managerial control. The first aspect, setting standards, is precise definition a goal to be achieved at a certain time. It is based on the plans developed during the planning process. The second aspect is the measurement of what was actually achieved in a certain period, and the comparison of what was achieved with the expected results. If these two phases are done correctly, then the management of the organization not only knows that there is a problem in the organization, it also knows the source of this problem. The third aspect is the stage at which actions are taken, if necessary, to correct serious deviations from the original plan. One of the possible actions is to review the goals so that they become more realistic and correspond to the situation. Control is critical and complex function management. One of key features control, which should be considered in the first place, is that the control should be comprehensive.
Coordination function is the central function of management. It ensures the achievement of consistency in the work of all parts of the organization by establishing rational connections (communications) between them. The most commonly used reports, interviews, meetings, computer communications, radio and television broadcasting, documents. With the help of these and other forms of connections, interaction is established between the subsystems of the organization, resource maneuvering is carried out, unity and coordination of all stages of the management process (planning, organization, motivation and control), as well as the action of managers, is ensured.
The relevance of the issue of the stages of the management process is due to the fact that it runs like a red thread through all the activities of the organization. Efficiency can be compared with hours. A well-oiled and clear mechanism will lead to the planned result. At the same time, a good management system is characterized by flexibility - the ability to adapt to new conditions.
The essence of management
Management refers to the management of an object or subject (person). Management as a process is a set various kinds activities, coordination, maintenance of order necessary for the successful operation of the enterprise, the achievement of goals and development.
The management process includes the solution of a tactical and strategic task:
- the task associated with tactics requires maintaining the harmony, integrity and effectiveness of the elements of the managed object;
- strategy implies development, improvement and positive change of state.
Characteristics of management processes
The management process is continuous and cyclical. It consists of managerial labor, subject, means and final product. The management of any object is associated with the periodic repetition of individual stages of work. These may be the phases of collecting and analyzing data, developing an organization for its implementation.
The technology of the management process is being improved along with the development of the organization. If the leader is late in making decisions, then the management process becomes chaotic, inertial.
A closed sequence of management actions that are repeated to achieve goals is called the management cycle. The beginning of the cycle is the identification of the problem, the result is the achievement of a working result. The periodicity of management processes helps to find common patterns and principles for organizations of different profiles.
Management principles
The foundations of management processes are expressed through fundamental principles. They are objective and consistent with the laws of management. List general principles management, which can be found in textbooks, is not small. Among them are:
- purposefulness;
- feedback;
- information transformation;
- optimality;
- perspective.
The formation and operation of the management system is based on several other principles.
Division of labor | Management functions are separated from each other and become the basis for the management structure. There are departments, teams that perform different, but common types of work. |
Consolidation of functions | Combination of operations in managerial functions. Relationship between the functions of governing bodies and the internal structure. |
Centrism and independence | The management process and organizational structure remain centralized and independent of external environment. |
Submission in the control system | The information flow links the higher, middle and lower levels of management by steps. |
The implementation of the principles contributes to the effective unification of managerial functions, the strengthening of ties at all levels of management bodies.
Management functions
The professional activities of managers are gradually reflected in managerial functions.
Grouping functions | The management process includes activities |
General (universal) functions | Planning, implementation of forecasts, coordination, organization, control, accounting function and others. Contribute to the development, improvement and interconnection of management processes. |
Special Features | Administration, personnel management, motivation. As tools for common functions They help organize productive activities. |
Secondary functions | Maintenance of management processes for the successful functioning of all |
By the nature of the activity, functions are distinguished that are used in various areas related to production, the economic part, the economy, and technology.
Henri Fayol divided the management functions of an industrial organization into 6 groups: administrative, commercial, production, accounting, insurance and accounting activities.
Stages of the management process
Each managerial action and decision is accompanied by the unity of information, goals, society and other aspects. The essence of management reflects which can be represented as a set of stages.
The management process includes stages that alternate continuously.
In addition to the above stages, the management process includes actions to implement a management decision.
7 stages of the personnel management process
Management tasks in the field human resources varied. The process of personnel management consists of seven stages.
- Planning staffing for all functions of the enterprise.
- Recruitment of personnel, formation of a personnel reserve, selection and hiring.
- Labor motivation. Creation of material ( wage, bonuses) and an intangible system of motivation for the formation of a stable team.
- The system of adaptation and career guidance of employees. As a result, everyone must quickly get to work, know corporate goals, understand the essence and requirements for their activities.
- Evaluation of employees and work. Evaluation of knowledge, skills, skills for effective work. The system for evaluating the work of each and informing the team as a whole.
- Relocation, career planning, staff rotation.
- Training of staff to replace leaders. Raising the qualifications of managerial employees.
An effective personnel management process is impossible without the development and enhancement of the professional potential of workers. This factor becomes decisive in production and labor productivity.
Project management
Project management processes are a set of functions and certain types activities.
The entire project and each contractor can be evaluated using a number of indicators. This is the volume, period and quality of the work performed in accordance with the deadlines, the amount of invested resources (material, financial), the staffing of the project team, the expected level of risk.
Project management processes are associated with the following tasks:
- formulating the goals of the project;
- search and selection of solutions for the implementation of the project;
- creation of structure (team of performers, resources, timeline and budget);
- connection with the external environment;
- managing a team of performers and coordinating the progress of work.
Information management
Information is a collection of knowledge, information about an event, fact, phenomenon or process. In production management, information becomes a necessary means of communication, communication between employees.
The great importance of information in the management system is associated with its universality. It is not only the subject and product of managerial work, but also a collection of data on the state of the management system, internal and external environment.
Information management processes are the stages of collecting, transmitting, transforming, processing and applying information. Storage and destruction of the information base are distinguished as separate processes.
Management of risks
Risk management in any company is not a one-time event, but an ongoing necessity. Risk management has become a stage of business management, without which it is impossible to make a profit and achieve goals. includes five action steps.
In practice, these processes are not always performed in this order or can be performed simultaneously.
The overall picture needs to be completed feedback for each of the stages, meaning a return, if necessary, to the passed stage. The final stage is related to the conclusions and the final assessment. The results should be used when working on assessing and minimizing risks in the future.
Production technology management
Depends on organizational structure, which is presented at modern enterprises in three versions.
- The centralized method of management involves the concentration of functions in departments. In production, in fact, there is only line guide. Therefore, centralization is applicable only in small production.
- Decentralization - the structure of the management process is associated with the transfer of all functions to the shops. Workshops become partly independent units.
- The combination of centralization and decentralized system is used by most manufacturing enterprises. Operational issues are resolved in workshops or bureaus, while management methods and quality control remain with the management departments. The workshops have their own administrative apparatus and conduct the entire technological process.
Financial management
The financial management system should be present even in a small company and consist not only of accounting. The management process includes five areas of financial work.
Business process control | Helps identify possible cash losses |
Creation of the finance department | The financial structure and the allocation of financial departments is a clear distribution of responsibility, effective control of cash flows. |
Controlling the movement of money and goods | It is carried out using a financial cash flow plan. |
Implementation of management accounting | It is implemented after the development of indicators to assess the state of finances, the effectiveness of departments. |
budget management | The management process includes financial departments based on analytical information. |
Analysis of the management process
The main purpose of management analysis is to provide management with information to make informed decisions. It includes three areas of analysis:
- retrospective (examines information about past events);
- operational (analysis of the current situation);
- perspective (short-term and strategic analysis possible situation in the future).
Improving the management system
The process of improving the management system is carried out on the basis of the analysis of management data, accounting. To assess its effectiveness, it is necessary to calculate a number of coefficients: controllability, level of labor automation, labor efficiency, economic efficiency of management, management effectiveness, labor productivity.
Improving the management system is an inevitable process for a successful organization. At this stage, the management process includes, for example:
1) audit of the management system;
2) verification of compliance with legislation, international standards, recommendations of the Bank of the Russian Federation;
3) development of measures to improve the management system and update internal documentation;
4) cooperation of the board of directors with shareholders and the formation of proposals.
The current state of society and the economy contributes to the rethinking of management and managerial professionalism. For the manager, active work on the development of personnel, the main resource of the enterprise, becomes relevant. A successful manager is able to look to the future, be flexible in making decisions in the face of complete unpredictability of the external environment.
The management process is a sequence of actions of management employees aimed at achieving the goals of the organization.
The management process can be viewed from different points of view: from the content point of view, analyzing the essence (content) and sequence of activities at each stage of the management process; with information, analyzing the processes of processing, transmission and storage of information occurring in the control system; with the model, using mathematical models descriptions of the management process; with criteria, analyzing the continuity and interdependence of the goals and criteria for evaluating the performance of the management system on various stages management process.
When analyzing the management process from any point of view, it should be borne in mind that it is cyclic, spiral in nature. The management process begins from the moment the relationship between the subject and the object of management is established and ends only with the disappearance of these relationships.
From a substantive point of view, the following stages can be distinguished in the management process (Fig. 3.2.1): forecasting, planning, organization, coordination, stimulation (motivation) and control.
Forecasting is a research process aimed at finding out the development trends of an enterprise and its external environment.
Planning is the process of developing plans for the activity and development of the enterprise, the formation of the goals of the enterprise and its divisions.
Organization is the process of arranging in space and time the resources necessary to achieve goals, and determining how they integrate and interact.
Coordination is the regulation of the interaction of resources in the process of achieving the goal.
j
Stimulation
\1/
Coordination
- F
The control
Rice. 3.2.1 - Steps in the management process
Stimulation is a set of actions of the subject of management that encourage people to do what the subject considers necessary.
Control is a process that allows you to judge the degree of achievement of the goal, the state of the subject and object of management and the state of the external environment.
Information side of the management process. From an information point of view, the management process is a sequence of the following stages (Fig. 3.2.2): collection of primary (initial) information; its registration, transfer and storage on an information carrier; logical and mathematical processing of primary information, resulting in synthetic information that can be issued in the form of a document; providing synthetic information to the subject of management; if the subject of management considers that the information provided is sufficient for making a management decision, then the transition to paragraph (6) is carried out, otherwise additional primary information is collected, it is registered, processed and the newly received synthetic information is provided to the subject of management; adoption by the subject of a management decision; documenting solutions; archiving documents;
Bringing the decision to the performers. After that, the executors perform certain actions, which leads to a change in the state of the managed and (or) managing objects, updating the primary information.
Control process technology. The technology of the management process is the order of interaction between employees of the management apparatus, information and technical means of management in the performance of any management activity. If the technology of the management process is documented, then the document indicates: what should be done; period of execution; executor; necessary resources; execution technique; place of performance; how the result should be formatted. It is with the help of technology that each of the stages of the management process can be divided into various operations and procedures.
The operation is the primary (or minimum) element of the management process. An operation is a completed action performed manually or with the help of technical means and aimed at achieving the set goal.
A set (or group) of logically interconnected operations that lead to the solution of a task is a procedure. Procedures can be both formal, i.e. fixed in any regulations as well as informal. An example of a formal procedure is the hiring of a new employee, and an example of an informal procedure is negotiating with business partners.
Operations and procedures can be classified according to different criteria.
Firstly, they are divided into repetitive, constantly performed by employees of the management apparatus, and these procedures are amenable to measurement, analysis, standardization and design; non-repetitive, characteristic of creative processes in management. Secondly, according to the degree of automation, manual, automated and automatic operations and procedures are distinguished. Thirdly, in terms of content, management operations and procedures are divided into: informational, related to the processing, transmission and storage of any information; logical-thinking, associated with the development and adoption of managerial decisions; organizational related to personnel work, setting tasks for performers and administration.