Functional organizational structures. Management information structure

The organizational structure of management is the internal structure of any production and economic system, that is, the way of organizing elements into a system, a set of stable connections and relationships between them. The management structure is the form within which changes occur, and prerequisites appear for the transition of the system as a whole to a new quality.

Management structures are constantly being supplemented with new varieties, allowing any enterprise to choose for itself the most effective structure or combination of them.

The organizational structure of management is the internal structure of any production and economic system, that is, the way of organizing elements into a system, a set of stable connections and relationships between them.

Hierarchical (bureaucratic) management structures are the first systematically developed models of organizational structures and remain the main and dominant forms. The bureaucratic organizational structure is characterized by a high degree of division of labor, a developed management hierarchy, a chain of command, the presence of numerous rules and norms of personnel behavior, and selection of personnel based on their business and professional qualities. Bureaucracy is often referred to as a classical or traditional organizational structure. Most modern organizations are variations of hierarchical structures. The reason the bureaucratic structure has been used for such a long time and on a large scale is that its characteristics are still quite well suited to most industrial firms, service organizations and all types of government agencies. The objectivity of decisions made allows an effectively managed bureaucracy to adapt to ongoing changes. Promotion of employees based on their competence allows for a constant flow of highly qualified and talented technical specialists and administrative workers into such an organization.

Hierarchical management structures come in many varieties. During their formation, the main attention was paid to the division of labor into separate functions. Hierarchical ones include linear and functional organizational management structures.

Let's take a closer look at functional structures.

For functional structure management is characterized by the creation of structural units, each of which has its own clearly defined, specific task and responsibilities. Consequently, under the conditions of this structure, each management body, as well as the performer, is specialized in performing certain types of management activities (functions). A staff of specialists is created who are responsible only for a certain area of ​​work.

The functional management structure is based on the principle of complete management: compliance with the instructions of the functional body within its competence is mandatory for departments. Functional management is carried out by a certain set of departments specialized in performing specific types of work necessary for making decisions in the line management system.

The idea of ​​functional structures is that the performance of individual functions on specific issues is assigned to specialists, i.e. Each management body (or executive) is specialized in performing certain types of activities.

In an organization, as a rule, specialists of the same profile are united in specialized structural units (departments), for example, a marketing department, a planning department, an accounting department, etc. Thus, the overall task of managing an organization is divided, starting from the middle level, according to functional criteria. Hence the name - functional management structure.

Functional management exists alongside linear management, which creates double subordination for performers.

As can be seen from Fig. 1.1., instead of universal managers (with a linear management structure) who must understand and perform all management functions, a staff of specialists appears who have high competence in their field and are responsible for a certain direction (for example, planning and forecasting). This functional specialization of the management apparatus significantly increases the effectiveness of the organization.

Performers

The functional management structure has its advantages and disadvantages (Table 1.1).

Table 1.1 Advantages and disadvantages of a functional management structure

In its most universal form, the principle of functional specialization, without conflicting with the principle of unity of command, is implemented in linear-functional structures. Their most significant characteristic is that the general management of resources and goal setting are the responsibility of line managers, and management of the processes of achieving goals within the framework of allocated resources and some other restrictions is assigned to the heads of functional services and departments.

The division of labor in any society goes in two different directions:

1) horizontal division, which differentiates the entire volume of labor performed by the organization into separate “portions”, tasks issued to individuals or groups (departments). Each task corresponds to the number of individuals in the group, and each individual “portion” corresponds to their ability to work, work skills, etc.;

2) vertical division of labor arises from the need to coordinate the work of individuals and groups.

Social management is social activity people to coordinate the work of individuals, social groups, organizations, and society as a whole.

As society grows and differentiates, activities to manage it become increasingly difficult to carry out unprofessionally, “at random”. Hence the need to highlight management activities. Even in a separate organization, for its smooth functioning, management activities must be separated from other types of labor. Moreover, the creation of large organizations only became possible when management activities and management structures were clearly separated from the technical, commercial, and other structures producing the products of a given organization.

American sociologist P. Drucker believes that management is special kind activities that transform a disorganized crowd into an effective, focused and productive group.

It is management that is a characteristic feature of an organization, that is, the presence of management, as well as structure and goals, turns a social group into an organization.

The larger the organization, the more management work must be done to achieve its goals. It follows that the managers themselves need to be structured, and such structuring will be both horizontal (i.e., the placement of heads of related departments) and vertical in nature (the placement of managers) (Fig. 6).

The vertical division of the level of management activity is called the management level.

How many levels of management are needed for an organization to operate effectively?

The Roman Catholic Church, which numbers hundreds of millions of people, has only 4 levels of government between the pope and the parish priest.

The US Army has 7 levels and 20 ranks, separating the Joint Chiefs of Staff generals from the privates. In the Russian Army there are 9 levels of management and 20 ranks.

Rice. 6. Levels of organization management

Regardless of management levels, managers are traditionally divided into three categories. T. Parsons examined these categories of managers from the point of view of the functions they perform in the organization (Fig. 7):

at the technical level, people deal with the day-to-day operations necessary to ensure efficient operation without disruption;

at the managerial level, managers are involved in coordinating and directing the activities of individual units within the organization;

at the institutional level, managers develop long-term plans, formulate goals, i.e., adapt the organization’s activities to the external environment (nature and society).

In addition, all management personnel are divided into:

lower level managers. These are operational managers, primary supervisors, direct supervisors of workers, performers (foreman, head of department, head of department, department commander). This is the majority of managers. A characteristic feature of their work is tension and frequent changes of actions. The implementation period for decisions is short, usually about two weeks. The focus of their activities is on subordinates, to a lesser extent on communication with their peers, and even less on their superiors; middle managers. They coordinate and control the work of lower-level managers. Recently, in all organizations, the role of this link has increased significantly, and the number of middle managers has also increased. In some organizations, middle managers are divided into:

upper middle management;

lower middle level.

Thus, a four-link control scheme is formed. Practice shows that to effectively implement decisions, you should have no more than three or four levels of management. Therefore, in large and super-large organizations it is necessary to draw up complex management schemes and assign separate tasks to independent units.

Typical positions of middle managers are: head of department (in industrial organizations), dean of faculty (in educational organizations), in the armed forces - all officer positions from lieutenant to colonel, in the church - up to bishop.

The nature of the work of middle managers varies greatly depending on their rank and type of organization. In some cases it is similar to the nature of the activities of lower-level managers, in others it approaches the work and responsibility of senior managers.

The typical role of such a manager is that of a transmission link, a buffer between senior and lower-level managers. Middle managers spend most of their working time communicating with other middle and lower managers.

Computerization and the development of office equipment in general reduces the number of middle managers; computers take on such functions as preparing information for decision-making and transferring decisions to the lower level. At the end of the 1980s. corporation

Chrysler, through the introduction of office equipment, reduced the number of middle managers by 40% without reducing production efficiency. In general, this category of managers is the first to be cut during campaigns to de-bureaucratize state organizations both in Russia and in the West. She is most often blamed for the ineffectiveness of the organization, for failures in carrying out reforms (for example, Gorbachev in the late 1980s - early 1990s in the USSR).

Senior managers are responsible for making critical decisions affecting the organization as a whole or individual parts of it. Authoritative senior managers leave the imprint of their personality on the activities of any social organization, be it the state, Political Party or industrial corporation. Their role in the efficiency of organizations is very high, in fact decisive. Their activities are very intense. Neither at home nor on vacation, senior managers cannot escape from problems; they are constantly connected with it mentally and using means of communication. Work week 60–80 hours is not uncommon for them.

We have become familiar with the structure of social management, now we will consider the functions, or roles, of managers.

Sociologist G. Mintzberg identified ten such roles:

the main leader, i.e. the symbolic head of the organization;

leader, i.e. responsible for motivating, stimulating the activity of subordinates, recruiting and training new employees;

a connecting link that ensures the functioning of a network of external contacts and obtaining information;

“information receiver” is a kind of “nerve center”; all external and internal information is received by it, which it uses in the interests of the business;

information disseminator – transmits and interprets external and internal information;

representative – transmits information to external contacts regarding the plans, policies, actions, results of the organization’s work;

entrepreneur - seeks opportunities inside and outside the organization, develops reform projects, controls certain projects;

eliminating violations - corrects the actions of individual units, eliminating social conflicts, violations in the activities of the organization;

resource allocator;

negotiator.

An individual personality can influence the nature of the role, but not its content, notes G. Mintzberg. He differentiates all roles into three categories:

Interpersonal roles arise from the status and authority of the leader in the organization and cover the scope of his interaction with people (see roles 1–3).

Information roles arise from interpersonal ones, from the position of the leader as an information processing center (see roles 4, 5, 6).

3. Decision-making roles are a consequence of the first two categories of roles (see roles 7-10).

The founder of the classical, or administrative, school of management was the head of a large French coal mining company, Henri Fayol. Representatives of this school were themselves administrators and managers and sought to achieve maximum efficiency in their companies, caring little about the social problems of workers. This school actively developed in 1920–1950. She set her goal to create universal principles management, which should have clarified two aspects:

development of a rational management system for the organization, i.e. the best way differentiating it into divisions, coordinating and monitoring the performance of each of them;

building the structure of organization and employee management, i.e. the practical implementation of rational schemes and principles.

A. Fayol, as a result of his theoretical and practical activities, formulated 14 principles of management:

division of labor;

authority and responsibility, i.e. where there is authority, there is responsibility;

discipline. Obedience and respect for agreements between management and employee. Fairly applied sanctions;

unity of command. Each worker receives orders and reports to only one boss;

unity of direction. Each department should have one plan and one leader;

subordination of personal interests to general interests;

staff remuneration. Fair salary;

centralization, understood as proportion with decentralization;

scalar chain, i.e., a single control signal from a top manager to a lower-level manager;

order: everything is in its place;

justice. A combination of kindness and justice;

job stability for staff. Lack of staff turnover, i.e. we need those who hold on to their place, even if they are less talented;

initiative. Developing a plan and ensuring its implementation;

corporate spirit. The union of managers and managed as a result of harmonious work.

These principles form the basis of the classical (scientific) school of management.

In addition to the set of interrelated roles, management activities and social management can be considered as a process that consists not in the simultaneous, but in the sequential implementation of management functions - planning, organization, motivation, control. In this case, social management should be understood as a process or dynamic system with feedback (Fig. 8).

Rice. 8. Social management process

Let's consider how individual functions are implemented in the management process.

Planning. This function decides what goals the organization has and what departments and people should do to achieve the goals. A plan is the direction of the efforts of all members of the organization to achieve its goals. Planning must be ongoing as goals change and the future is uncertain.

Organization. To organize means to create some kind of structure. Each structural element must receive a task that is distributed among specific people. The manager delegates tasks and authority, as well as the right to use resources and distributes responsibility for completing the task. Delegation is a method of leadership, carrying out work with the help of other people.

Motivation. The purpose of this function is to ensure that members of the organization perform work in accordance with delegated tasks, in accordance with the plan, showing diligence and responsibility.

Leaders have always performed a motivating function, whether they realized it or not. From the end of the 18th to the beginning of the 20th century, for example, it was believed that the more opportunities to earn money, the more people would work. This approach to motivation was developed by the scientific management school (1885–1920). The founders of this school, Frederico Taylor, Frank and Lilia Gilbert, began their activities as simple workers. Therefore, their method of scientific management was based on the analysis of labor operations and the identification of their most rational types. F. Taylor, for example, scrupulously measured the amount iron ore and coal, which can be lifted with shovels of various sizes. The Gilberts invented a microchronometer device for recording time intervals down to 1/2000 s. They used it in conjunction with a movie camera to measure the time a worker spent making each movement. Stimulating labor consisted of establishing a completely feasible, scientifically based norm; If the norm was exceeded, workers were given bonuses.

American sociologist Elton Mayo (1880–1949), during the famous Hawthorne experiments (they took place at the Western Electric plant in the Chicago suburb of Hawthorne in 1927–1932), discovered that clearly designed work operations and good wages did not always lead to increased productivity labor. The forces that arose during the interaction of performers sometimes exceeded the efforts of managers, that is, workers reacted much more strongly to pressure from team members than to improving working conditions. Productivity did not increase when others believed that the employee should not “give all his best” so that the salaries of others would not suffer. On the contrary, productivity increased simply because team members knew they were participating in an experiment. At the same time, labor productivity was almost unaffected by such incentives from the scientific school of management as changes in the frequency of breaks, illumination of the workplace, bonuses for exceeding the norm, etc. Another paradigm in management theory began with the research of E. Mayo - the school of “human relations”.

Subsequently, the research of Abraham Maslow (1908–1970) helped to better understand and appreciate the importance of the “human” factor. A. Maslow created the so-called hierarchy, i.e. vertical correspondence, of human needs, which shows the sequence of occurrence of the following needs while satisfying the previous ones (Fig. 9).

Rice. 9. Hierarchy of human needs (according to A. Maslow)

Human needs, especially high-level ones, are not satisfied only with the help of money and improved working conditions. Every person needs recognition of his successes and merits, a certain communication environment that contributes to the realization of his creative aspirations. The more satisfied primary material needs are, the more people need to realize higher needs.

From the point of view of the school of human relations, labor motivation should include not only material, but also moral incentives: recognition of the authority of leading workers, consultations with them, direct communication bosses with performers, democratization of management style and general relationships in organizations, etc.

Control. We are talking not about social, but about production control, which refers to the process of comparing the results of work and the goals set. However, production control is one way or another included in the system of production, i.e., social, relations and in this sense can be considered part of the system of social control.

Control includes the correction of initial plans in response to changes in external (in environment, in society) or internal conditions. Revision of plans and activity goals is always carried out in the direction of their realism, adequacy, and compliance with changing conditions.

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on the topic of: "Structure of management activities"

Introduction

Among the variety of problems in the theory and practice of management, the main place, of course, belongs to a set of issues related to the content of management activities and the individual activities of the manager. Just as the manager plays the central and most important role in any organizational system, so the study of this activity objectively acts as the main problem of management theory. The solution to all other management problems and the formation of an adequate general idea of ​​the “science of management” largely depend on the correct, complete understanding of the essence and content of management activities.

In order to form a correct and complete understanding of this subject, the main difficulties should be taken into account psychological study activities of the manager, the difficulty of isolating operational issues from the general organizational ones. The main ones are as follows.

Firstly, the activities of a manager are objectively and inextricably linked with all other aspects of the functioning of the organization. Consequently, the problem of management activity is also organically intertwined with all other management and organizational problems and cannot be adequately solved without them.

Secondly, the problem of management activity belongs to the category of interdisciplinary scientific problems, i.e. is the subject of research in a whole range of disciplines.

Thirdly, the psychological study of managerial activity is most difficult in scientifically, since here the subject of research is such an elusive, “intangible” sphere as mental reality. It is natural, therefore, that to a much greater extent than it, the external manifestations of managerial activity, and not its internal content. However, the analysis of the external picture of management activity, although it is an objectively necessary stage and condition for its knowledge, is still insufficient for its deep and comprehensive disclosure. From here follows the fundamental principle of knowledge of management activity - the requirement to combine the analysis of its external - objectified content - and its internal - implicit content. This principle is fundamental to the psychology of activity; therefore, it forms the basis of the structure of this work.

1. The essence of management activities

The concept of activity has the status of a general scientific category. It is studied in many sciences: sociology, economics, engineering disciplines, philosophy, physiology, psychology, etc.

Activity is defined as a form of the subject’s active relationship to reality, aimed at achieving consciously set goals and associated with the creation of socially significant values ​​and the development of social experience. The subject of the psychological study of activity is the psychological components that encourage, direct and regulate the subject’s labor activity and realize it in performing actions, as well as the personality traits through which this activity is realized. The main psychological properties of activity are activity, awareness, purposefulness, objectivity and consistency of its structure. An activity is always based on some motive (or several motives).

Activity involves two main levels of characterization - external (objectively active) and internal (psychological). External characteristics of activity are carried out through the concepts of subject and object of labor, object, means and conditions of activity. The subject of labor is a set of things, processes, phenomena with which the subject, in the process of work, must mentally or practically operate. Means of labor are a set of tools that can enhance a person’s ability to recognize the characteristics of the subject of labor and influence it. Working conditions are a system of social, psychological and sanitary-hygienic characteristics of activity. Internal characteristics activity involves a description of the processes and mechanisms of its mental regulation, its structure and content, and the operational means of its implementation.

The main structural components of activity are such psychological formations as goal, motivation, information basis, decision-making, plan, program, individual psychological properties of the subject, mental processes (cognitive, emotional, volitional), as well as mechanisms of control, correction, voluntary regulation and etc. The main means of implementing activities are actions and operations. Action is the basic unit of the structure of activity, which is a voluntary, deliberate activity aimed at achieving a conscious goal. Operations are automated and unconscious elements of actions, acting as methods of execution and determined by the conditions of activity. The presence of a constant, stable structure of the main components and means of implementing the activity in an activity is considered its most important psychological feature and is denoted by the concept of an invariant structure of activity. It, however, can undergo quite significant changes due to differences in the types and forms of the activity itself, with differences in the conditions for its implementation and external requirements for it. Because of this, in psychology there are numerous classifications of activities, differing in the grounds used in them.

Thus, types of activities are classified according to the subject area of ​​labor (into labor professions and specialties); according to the specifics of the content (intellectual and physical); according to the specifics of the subject (into “subject-object” types, where the subject of activity is some material object, and “subject-subject” types, where people are the subject of labor influences); according to the conditions of implementation (activity in normal and extreme conditions); according to her general character(work, study, play), etc.

In terms of its content, management activities represent the implementation of certain universal management functions (planning, forecasting, motivation, decision-making, control, etc.). The system of these functions is inherent in any management activity, regardless of its specific type, although the degree of their expression may vary. Therefore, the invariant system of management functions is another of its main characteristics.

The purpose of management activities is to ensure the effective functioning of a certain organizational system. The latter belongs to a special type of system – sociotechnical. They are qualitatively heterogeneous in the composition of their components and include at least two main varieties - “technological” and “human”, its components. Therefore, the work of a manager includes two main aspects - related to ensuring technological process and associated with the organization of interpersonal interactions. The first aspect is denoted by the concept of an instrumental control circuit, and the second by the concept of an expressive circuit. These contours are not always harmoniously combined with each other and, moreover, require the manager to implement them in a high-quality manner. different ways and forms of behavior. In this regard, there is an increase in general level complexity of activity.

Managerial activity is also specific in terms of the organizational status of its subject – the manager. This status is twofold. The leader, by definition, is simultaneously a member of the organization (group) and stands, as it were, outside it - above it - due to his hierarchically superior position. This gives rise to many practical difficulties. Research shows that the effectiveness of an organization is higher, the more the manager is not just a formal “boss”, but also an informal leader (i.e., a real member of the organization). But at the same time, maintaining the hierarchical principle (“keeping distance”) is also an effective means of ensuring the effectiveness of organizations. Consequently, another feature of management activity is the combination of two basic principles of its organization - hierarchical (subordination) and collegial (coordination), as well as the need for their optimal coordination.

Finally, management activity is quite specific in its typical conditions. They are divided into external and internal. TO external conditions include, first of all, strict time constraints, chronic information uncertainty, high responsibility for the final results, unregulated work, constant lack of resources, frequent occurrence of so-called extreme - stressful situations. Internal conditions include, in particular, the need to simultaneously perform many actions and solve many problems; the inconsistency of regulatory (including legislative) regulations, their uncertainty, and often their absence; lack of clear and explicit formulation of evaluative criteria for performance effectiveness, and sometimes their absence; multiple subordination of the manager to various higher authorities and the resulting contradictory demands on their part.

Along with the features directly inherent in management activities, there are also those features that are determined by the organizational status of the manager. They are designated by the concept of “features of the position of a leader” and consist of the following: the head of an organization is the only person in it who has dual affiliation. For example, the director of an enterprise, being its member, is also a member of a higher-order management body (say, the board of directors); the head of an organization is the only person in it who is responsible for its functioning as a whole, and not for the work of any part of it; the position of leader provides him with much greater opportunities than all other members of the organization to influence it as a whole.

All characteristics and signs of management activity form in their totality and in interrelation with each other a certain symptom complex of psychological characteristics inherent in it as a special type of professional activity and distinguishing it from other types. This symptom complex of features may, however, manifest itself with to varying degrees expressiveness. The key parameter that determines these differences is the level of leadership, the hierarchical status of the leader. The higher it is, the more pronounced all these signs are and vice versa. In this regard, there is the concept of a continuum of management activities, formed at one “pole” by the lower levels of management of small groups, and on the other – by the highest levels of management of large (and largest) organizations, enterprises, and firms. It identifies three main categories of managerial positions, the content of which differs quite significantly precisely in the degree of expression of the main features (features) of managerial activity. These are the levels of lower, middle and senior managers.

Low-level managers (synonyms: first-line, lower-level managers, operational managers, “junior bosses”) belong to the organizational level that is directly above employees (subordinates, non-managers). A typical example is a foreman, head of a department.

Middle managers coordinate and control the work of “junior bosses”. This type of manager is the most diverse and numerous, which led to its division into two subgroups, two sublevels - the upper and lower levels of middle management. Examples of middle-level managers are a dean at a university, a branch director at a company.

Senior managers are those who head large industrial, social and government organizations, are at the very top of their hierarchy, are responsible for their activities, for developing strategic decisions and their policies in general. The number of managers at this level is much fewer in number the previous two. However, this level has a disproportionately greater impact on organizations than they do. As a rule, its representatives leave the imprint of their personality on the appearance of the organization as a whole. At any of these levels and sublevels, all the basic psychological signs of management activity are preserved, i.e. its qualitative specificity. However, within the limits of maintaining this quality, the measure of their expression undergoes significant differences. The combination of maintaining qualitative originality with quantitative differences in the severity of signs of management activity is another, but already generalizing, characteristic of it.

2. Definition of the system of basic management functions

Determining the system of management functions is one of the most important, but at the same time complex tasks of management theory. Although the position on the functional nature of management activities is generally accepted, there is no holistic and generalizing system of managerial functions, and its creation is associated with a number of fundamental difficulties. Firstly, these difficulties are due to the very large number and extreme diversity of management functions, which in itself makes their systematization difficult. Secondly, their set itself is not clearly defined. Thus, in some cases, only the most important functions are highlighted - those that were already defined in the “administrative school”; in other cases, other, numerous functions are also distinguished (for example, psychotherapeutic, arbitration functions of a manager). Thirdly, managerial functions have varying degrees of generality, and a more general one may include a number of more specific ones (for example, the staffing function includes educational ones). Failure to take into account different measures of generality leads to the fact that in the general list functions are obviously placed next to each other. different levels, which creates confusion. Fourthly, all functions are closely interconnected and seem to “interpenetrate” each other, and their clear identification, due to this, is often very difficult. Fifthly, in the activities of a manager, there are objectively both basic (“primary”) functions and functions derived from them, which are the product of their joint implementation (“secondary”). For example, a function of an organization that integrates a number of other functions (planning, decision-making, control, motivation) is considered as such a synthetic function. Sixthly, the functions are very different in their general orientation, in their “subject”. This is due to the sociotechnical nature of any organizational system and the presence in it of qualitatively different components - people and technology, production itself. Finally, seventhly, the system of functions (their composition and degree of expression) depend on the content of a specific activity and, especially, on the hierarchical position of the manager in the “management continuum.”

All these difficulties can be overcome if the construction of a system of management functions is based on not just one, but several criteria. These criteria are determined by the very content of the manager’s activities. They are fixed in the concept of the main dimensions of managerial work. Firstly, this is a dimension associated with the organization and regulation of the direct activities of management (as representatives of the “classical” school already understood it - the administrative, activity dimension). Secondly, this is a dimension associated with the impact on the most important and most specific component of management activity - on other people, on personnel - the personnel dimension. Thirdly, this is a dimension associated with the focus of management activities on the organization of the technological process itself (in a broad sense) - the production and technological dimension.

All three dimensions – activity, personnel and production-technological (directed, respectively, at “administration”, “at people”, “at business”) form three main vectors of management activity and define its general “space”. They are the basis for identifying three main categories of management functions. In addition, taking into account the relationship of management functions and their complex manifestation in activities requires the identification of not only the main - “primary”, but derivative (“secondary”) functions. They are a form of integration of the functions of all three of these categories. This can be illustrated by the following diagram.

First group – operational and administrative functions: goal setting, forecasting, planning, “organization of execution, motivation, decision making, communication, control, correction.

Second group - personnel functions: personnel management, disciplinary, educational, arbitration, psychotherapeutic.

Third group - production and technological functions: operational management, logistics, innovation, marketing.

Fourth group - derived (synthetic) functions: integration, strategic, representative, expert advisory, stabilization.

In conclusion, the following clarification must be made. Due to its complexity, any of these functions includes two main implementation plans. The first is the individual activity of the leader in their implementation. The second is organizational: any of the functions, precisely because of its complexity, can be provided not only by the activities of the manager, but requires the involvement of many other structures of the managed organization. For example, the planning function, while ultimately remaining the prerogative of the manager, is in fact so complex that many other persons included in the organization are involved in the development of plans. Moreover, as a rule, it includes specialized units aimed at implementing this function. That is why the consideration of each function should be quite general and include both its individual and organizational aspects.

3. The essence of the organization

The concept of organization has two main meanings. First, it is the process of coordinating a variety of individual activities in terms of achieving certain group goals; it is the activity of management itself. Secondly, an organization is at the same time a certain structure, a “framework”, consisting of a number of basic components and stable, stable connections between them. In this regard, it is both the result of management activities and at the same time the basis for its implementation.

The basis for building any organization is a combination of two basic principles - hierarchical (subordination, “vertical”) and coordination (parity, “horizontal”). In relation to management activities, the first is reflected in the concept of the “leadership continuum”, representing the entire management vertical, starting from its lower levels (primary managers) and ending highest level manuals. The content of management activities varies greatly “along” this continuum and depends on the specific hierarchical level of the manager. This applies to the priorities in the tasks of the manager, and to the degree of expression of certain functions in his activities, and to the forms of interaction with departments of organizations. In this regard, there is a principle of specificity, according to which a psychological analysis of a manager’s activities should take into account his location in this continuum, the specific influence of the level of management on the content of his activities. The second principle - coordination - is the embodiment of another important attribute of joint activity - the functional division of labor; the functional division is fixed in the system of job responsibilities of the manager. Its accounting is also necessary to characterize the content of the manager’s activities (what, how, why and why he does), as well as his interactions with other departments and their leaders. This “horizontal component” largely determines the overall communicative space of the organization. Without it, it is almost impossible to understand the communicative function of a leader as a “connecting process” of his activities. It also underlies most interpersonal interactions in an organization (both formal and informal).

Finally, the very choice of a particular structure, as well as its content, is directly one of the main tasks of a manager’s activity. It forms the basis of a special organizational function. As noted in this regard: “The task of managers is to select the structure that best meets the goals and objectives of the organization, as well as the internal and external factors affecting it.” The function of building an organization (including choosing the type of its structure) is localized in the general management process following the strategic planning stage. The structure is selected and/or created based on the planning results. In this regard, in management theory A. Chandler formulated the thesis that has become its axiom today - “Strategy determines structure.”

The development of organization theory in its modern form was strongly influenced by the concept of “ideal bureaucracy” formulated at the beginning of this century by the German sociologist M. Weber. It did not yet contain a description of specific types of organizational structures, but set a certain normative model, an ideal for building organizations, based on a number of fundamental principles:

– a clear division of labor and, as a result, the emergence of highly qualified specialists in each field;

– hierarchy of management levels, in which each lower level is controlled by a higher one and is subordinate to it;

– the presence of a system of coordinated, standardized and formalized rules and standards for the performance of their official duties by members of the organization;

– impersonal performance of duties: an organization is a system of positions, not an association of people;

– selection of performers solely on the basis of qualification requirements arising from job responsibilities.

Bureaucracy as such is, first of all, order. The fact that this word has acquired a negative connotation is due not to its essence, but to the shortcomings of its consistent implementation. According to Weber, she the best way also implements the concept of “social equality”, since it equalizes the opportunities of people in filling certain positions (the principle of impersonality). However, the most important thing in the concept of bureaucracy is still the principle of hierarchy, the level structure of organizations. However, like any other system, it also has certain disadvantages:

1. Hypertrophy of the importance of standard, once and for all established norms, rules, and procedures.

2. The tendency to solve emerging problems not on the basis of their productive analysis, but on the basis of precedents in the past.

3. Cumbersomeness and inertia in making decisions and coordinating plans.

4. Lack of flexibility in responding to external and internal changes.

5. Immunity to innovation.

6. Weak ability for self-development and self-improvement.

Conclusion

Management activity is an integral and most important component of the functioning of social organizations. Management as a special type of professional work arose and developed along with the evolution of organizations, gradually emerging as an independent type.

Knowledge about control patterns, about psychological characteristics Human behavior in organizations is considered today, essentially, as an integral component of the general culture of the individual of a specialist of any profile. This is especially true for the requirements for the area of ​​his professional competence. Wherever the future specialist works and whatever he does, he is always included in the “world of organizations”, in the management system, occupying a position in it. specific place(often – guiding). The condition for his effective work, and ultimately success in life, is knowledge of organizational and managerial laws.

Thus, the main structural components of management activities are such psychological formations as goal, motivation, information basis, decision making, plan, program, individual psychological properties of the subject, mental processes (cognitive, emotional, volitional), as well as control and correction mechanisms , arbitrary regulation, etc.

List of sources used

1. Braddick, W. Management in the organization./U. Braddick. M., 1997

2. Diesel, P., McKinsey, W., Renan, D. Human behavior in organizations. / P. Diesel, W. McKinsey, D. Renan. M., 1993

3. Zharikov, E.S. Psychology of management. A book for managers and HR managers / E.S. Zharikov. - M.: MCFR, 2002. - pp. 318–325.

4. Karpov, A.V. Psychology of management: Proc. Benefit./ A.V. Karpov. – M.: Gardariki, 2005. – 584 p.

5. Lebedev, V.I. Psychology and management./V.I. Lebedev. – M., 1990

6. Meshcheryakova, E.V. Psychology of management: textbook / E.V. Meshcheryakova. – Mn.: Higher. school, 2005. - pp. 19–24.

7. Tvorogova, N.D. Psychology of management. Lectures./N.D. Tvorogova. – M.: GEOTAR-MED, 2001. – (XXI century).-p. 346–347.

8. Kabachenko, T.S. Management psychology: Textbook/T.S. Kobachenko - M.: Pedagogical Society of Russia, 2000. - 384 p.

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The division of labor in any society goes in two different directions:

• 1. horizontal division, which differentiates the entire volume of labor performed by the organization into separate “portions”, tasks issued to individuals or groups (departments). Each task corresponds to the number of individuals in the group, and each individual “portion” corresponds to their ability to work, work skills, and goals of the organization.
• 2. vertical division of labor arises from the need to coordinate the work of individuals and groups.

Social management is the social activity of people to coordinate the work of individuals, social groups, organizations, and society as a whole.

As society grows and differentiates, activities to manage it become increasingly difficult to carry out in a non-professional manner. Hence the need to highlight management activities. Even in a separate organization, for its smooth functioning, management activities must be separated from other types of labor. Moreover, the creation of large organizations only became possible when management activities and management structures were clearly separated from the technical, commercial, and other structures producing the products of a given organization.

American sociologist P. Drucker believes that management is a special type of activity that turns an unorganized crowd into an effective, focused and productive group.

It is management that is a characteristic feature of an organization, i.e. The presence of management, as well as structure and purpose, turns a social group into an organization. The larger the organization, the more management work must be done to achieve its goals.

A science appears, which began to be called management - this is a set of principles, methods, means and forms of managing the production of an organization.

The management structure depends on the scale of the organization; the most extensive structure, of course, is in organizations such as the church or the army. For example, in the army of the Republic of Belarus there are 9 levels of management and 20 ranks. Management structuring can be carried out both horizontally and vertically. The vertical division of the level of management activity is called the management level.

There are three levels of management, each of which has its own management features. Top management forms the strategic goals of managing the organization. For their work, information about the achievement of set goals, the results of analysis of external and internal factors, influencing them, various planned indicators. At the middle level of management (these are the heads of specific departments), an operational strategy for implementing the long-term development goals of the organization is formed, since employees at this level manage specific areas of the organization’s activities. At the lowest level of management are employees who directly ensure the implementation of plans and the implementation of a given strategy. These are the foreman of workshops, shifts, etc. They are subordinate to primary groups workers.

T. Parsons also distinguishes three categories of managers depending on the functions they perform in the organization:

• 1.) at the technical level, people are engaged in the daily operations necessary to ensure efficient work without disruption;
• 2.) at the management level, managers are involved in the coordination and direction of the activities of individual units within the organization;
• 3.) at the institutional level, managers develop long-term plans, formulate goals, i.e. adapt the organization’s activities to the external environment (nature and society).

Practice shows that a three-tier control scheme is the most effective.

For the concept of social management, it is very important to correctly define its functions or roles. So sociologist G. Mintzberg identified ten functions:

• 1. main leader, i.e. symbolic head of the organization;
• 2. leader, i.e. responsible for motivating, stimulating the activity of subordinates, recruiting and training employees;
• 3. a link that ensures the operation of a network of external contacts and the receipt of information;
• 4. “receiver of information” - a kind of “nerve center”. He receives all external and internal information, which he uses in the interests of the business;
• 5. information disseminator - transmits and interprets external and internal information;
• 6. representative - transmits information to external contacts regarding plans, policies, actions, results of the organization’s work;
• 7. entrepreneur - seeks opportunities inside and outside the organization, develops reform projects, controls certain projects;
• 8. eliminating violations - corrects the actions of individual departments, eliminating social conflicts and violations in the activities of the organization;
• 9. resource distributor;
• 10. negotiator.

An individual personality can influence the nature of the role, but not its content, notes G. Mintzberg. He differentiates all roles into three categories:

• 1. Interpersonal roles arise from the status and powers of the leader in the organization and cover the scope of his interaction with people (see roles 1-3).
• 2. Information roles arise from interpersonal ones, from the position of the manager as the center of information (roles 4, 5, 6).
• 3. Roles associated with decision making (roles 7-10).

The founder of the classical or administrative school of management was the head of a large French coal mining company, Henri Fayol. Representatives of this school set as their goal the creation of universal principles of management, which were supposed to clarify two aspects:

• 1.) development of a rational management system for the organization;
• 2.) building the structure of the organization and employee management, i.e. practical implementation of rational schemes and principles.

A. Fayol, as a result of his theoretical and practical activities, formulated 14 principles of management: division of labor; authority and responsibility4 discipline; unity of command; unity of direction; subordination of personal interests to general interests; remuneration; centralization; scalar chain (single management signal from top to bottom)4 order; justice; job stability; initiative; corporate spirit.

These principles form the basis of the classical school of management.

In addition to the set of interrelated roles of management activities, social management can be considered as a process that consists not in the simultaneous, but in the sequential implementation of management functions - planning, organization, motivation and control. In this case, social management should be understood as a process or dynamic system with feedback.

4. Statistical collection of the Republic of Moldova.

BASIC DIRECTIONS RESTRUCTURING OF BRANCH OF PLANT GROWING IN REPUBLIC MOLDOVA

N. Mokanu, the candidate of economic sciences, the docent of Moldavian State Agrarian University

Annotation. Prime objective of work is development of theoretical and methodological bases of the process of restructuring of the agricultural sector and a countryside as a whole, Carried out in conditions of market attitudes, predominances of a private property over manufacture and focused on the most advanced achievements European Economic Cosociety in the given area of ​​economic activities.

The keywords: agricultural sector, a countryside, a cost chain, integration, restructuring, risks, corporate sector, monetary flows, methodology of modeling of the integrated systems

ORGANIZATIONAL AND INFORMATION STRUCTURES OF ENTERPRISE MANAGEMENT AND THEIR ROLE IN INTENSIFICATION OF THE MANAGEMENT PROCESS

A. V. Pavlov, Director of New Lyskovskaya Knitting Factory LLC, Ph.D. in Economics, Associate Professor of the Department of Organization and Management, NSIEI

Annotation. The article discusses common problems increasing the efficiency of management activities, the quality of execution of management decisions, organizational management structures and their impact on the results of production activities, ways to improve the efficiency of management processes are proposed.

Keywords Keywords: management process, information flows, organizational structure, production efficiency, management factor, information potential.

Currently in our country there is a lot of talk about the role of management and the need to improve its efficiency. However, despite the vast flow of information of this kind, many enterprises are unable to solve these problems. One of the main reasons for the current situation, along with the shortage various types resources, insolvency of debtors, etc. is the inability of managers to rationally organize the management process, correctly design the organizational structure of management, information flows, and effectively use their working time.

The relevance of this problem is due to the following reasons. Firstly, the growing importance of the management factor in increasing production efficiency, requiring a more complete use of organizational and information potential. Secondly, the need to intensify management activities based on the growth of managerial labor productivity. Thirdly, a significant increase in requirements for management quality. Fourthly, and this is especially important, there is a significant increase in the information load on management personnel. Fifthly, the complication of the management process itself, caused in turn by the complication of the organizational structure and a significant increase in information entering the enterprise.

A modern industrial enterprise is a complex production system of an organizational type. The latter means that its functioning is determined by the behavior of people in this system

in the production process. In modern conditions, when the production management system at industrial enterprises has become significantly more complex, when the number of structural units with their own goals and objectives has increased significantly, there is a real danger of system inertia and duplication of functions, which cannot but affect the speed and quality of execution of management processes, and, therefore, on the performance of the enterprise. Therefore, it is necessary to more clearly delineate the functions of each management level, to determine the principle of interconnections and relationships between them.

An important issue management organization is the creation of an effective organizational structure for enterprise management. At the same time, the organizational structure of management is one of the main factors that significantly influences the complex and dynamic work of the entire enterprise. However, a manager should not focus entirely on structure alone, as is often the case in practice. This problem must be constantly considered in conjunction with others, for example, registration and transfer of information. When designing an organizational structure, a manager must remember that an effective organizational structure should not allow losses and mistakes, provide job satisfaction, have clear reporting lines, allow subordinates to participate in solving problems, give confidence in the future and provide a certain status and opportunities for career growth . Every senior manager of an enterprise and the head of each functional service of this enterprise should strive to create such a management structure. To do this, the manager must determine goals, objectives, priorities and, on their basis, create an organizational management structure,

and not vice versa - to adjust goals and objectives to the existing structure. At one of the enterprises where the research was conducted, management developed a program to overcome the crisis. The company's goal was to increase production volume by 10 times in two years and at the same time actively pursue a policy of saving resources. The following changes have been made to the organizational structure. Firstly, in order to save costs, the supply department was almost completely reduced, and the remaining employee began to report directly not to the commercial director, but to the production director. As a consequence of all this, disruptions began in the provision of production with raw materials and materials, conflicts between the commercial director and the production director over what, how much and when to produce. Secondly, in order to increase the sales volume of manufactured products, 4 new employees were additionally hired into the sales department. The marketing department, which would have to study the company’s position in the market, market opportunities, etc. and other services (for example, information and analytical department, etc.) were not created. As a result, the company has accumulated large stocks of finished products in the warehouse. Thus, the management not only failed to correctly set goals for the enterprise, but also failed to carry out (and one might say did not carry out) the changes necessary for their implementation in the organizational structure of the enterprise.

P. Drucker sees three ways to determine the type of organizational structure required for a particular enterprise: activity analysis, decision analysis and relationship analysis. Indeed, only by carefully analyzing the activities of the enterprise can the manager determine what work needs to be done, how individual types of work can be combined and in what way.

Therefore, each type of activity must be reflected in the organizational structure. Decision analysis helps determine what kind of decisions need to be made, what part of the organizational structure and what participation each manager should take in their implementation. Linkage analysis should help determine how each manager should contribute to the implementation of programs, with whom he should act, and what the contribution of other managers should be. After conducting such an analysis, the manager can choose a certain type of organizational structure.

In the theory and practice of managing industrial enterprises, the following organizational management structures are used: linear, functional, line-staff or line-functional, program-target structures (project, matrix, etc.). Each management structure has certain advantages and disadvantages, and its choice is dictated by the specific conditions of the enterprise.

The linear structure implements the principles of unity of command and centralism. Provides for the performance by one manager of all functions at each level of management, with full subordination to him with the rights of unity of command of all lower-level units. This type of structure is typical for the lower levels of management: site manager - senior foreman - foreman. Linear structure first appeared in the army Ancient Rome more than two thousand years ago and was widespread in industrial enterprises at the end of the last century.

The advantage of this type of structure is its simplicity and low cost. However, it has a big drawback, namely that the head of each department must have a variety of knowledge, have rich experience and cover all aspects of the activity.

activity, since it does not use the help of specialized departments to perform certain functions. For this reason, line organization can only be used in enterprises with simple activities or, this type of structure is effective only for small enterprises.

Today, the line system of organization is much less common than in the past. In conditions where the complexity and scale of the enterprise’s activities have increased, the need to create a functional apparatus that would take on specialized functions became tangible.

The functional structure is based on the division of functions between structural units with the subordination of all lower-level units to them. It provides for the subordination of one employee to several superior managers who implement their functions. The internal structure of divisions, as a rule, is built on a linear principle. For example, the head of a section simultaneously reports to the deputy directors for production, commerce and economics. The functional structure was developed by W. Taylor in the early twentieth century.

Under this system, each of the heads of functional departments directly gives orders to production departments on issues related to their specialty.

The advantage of this system is that, due to the existence of departments specializing in certain functions, it ensures that the relevant functions are performed at a high quality level, which is not possible in the case of a linear organization. The disadvantages of the functional structure are that it assumes the existence of a large number of

quality of departments, which leads to an increase in the cost of the device. Another extremely important negative feature is the existence of many hierarchical lines through which orders are given to production departments, instead of one single line, as is the case with a linear structure. Under such circumstances, performers may sometimes receive conflicting orders, leading to disruption of production.

The functional structure is not very common and has more theoretical and historical rather than practical significance.

For these reasons, as a compromise between two systems - linear and functional - arose new way organization, called a linear-functional structure.

The linear-functional structure is based on the observance of unity of command, the linear construction of structural units and the distribution of management functions between them. It implements the principle of democratic centralism, in which the preparation and discussion of decisions is carried out collectively, and decision-making and responsibility are carried out only by the first leader alone.

She synthesizes best properties linear structure (clear lines of subordination, centralization of management in one hand) and functional structure (division of labor, qualified preparation of decisions). It arose in the feudal state and then became widespread in the army with the advent of headquarters, and in production with the advent of specialists. The linear-functional structure is the most common, especially for middle management levels. At the lower levels of management, linear relationships of subordination are more typical, and at the upper levels - functional ones.

The correct combination of linear and functional management in the management system is an important task when building a management structure.

The disadvantages of a linear-functional system include:

The number and complexity of business relationships increases markedly compared to a purely linear organization;

Communication channels may become overwhelmed with information necessary to coordinate line and staff elements, which reduces the efficiency of management;

Increase in management costs, imbalance between management costs and scale of activity.

For industrial enterprises operating in a stable mode, that is, those that have established the production of serial and mass products, developing evenly, and not experiencing serious influences from the external environment, horizontal connections are established at relatively long period and their regulation usually does not require significant intervention from higher authorities. Under these conditions, the linear functional structure is quite effective. At the same time, if situations arise that are non-standard for the activities of a given industrial enterprise, requiring a special approach to decision-making and the involvement of specialists from various services for this purpose, the stability of the functioning of the production facility may be disrupted. Such situations include, for example, a transition to the production of significantly new products, a fundamental change in technology, technical

technical re-equipment, reconstruction, target reorientation, solution of original or particularly complex design, technological, economic problems. Their emergence requires a significant redistribution of existing horizontal connections or their formation in new variants. In such conditions, the creation of a flexible and dynamic system of cross-functional coordination of management work, aimed at combining the diverse and heterogeneous efforts of individual levels of management of a production facility into a single program, the implementation of which is subordinated to the achievement of a certain specific goal, becomes of fundamental importance.

A successful solution to this type of problem can be achieved under the conditions of unique organizational management structures that cooperate with linear functional structures, complement them, but are not identical to them. Such management structures, in accordance with their purpose and forms of functioning, are called program-targeted.

As is known, the main feature of linear-functional management structures is that they are focused on the coordinated management of all aspects of the activity of each relatively independent production and economic facility - the main or auxiliary production workshop, the logistics department, etc. In contrast to linear-functional software -target structures are created to manage the implementation of any special task or group of tasks that, in their content, go beyond the usual, standard activities of all or a group of divisions of the managed object and certainly provide for the achievement of a certain non-standard goal.

Considering that program-targeted management structures are constructed and actually operate within the framework of established linear-functional structures, the existing vertical connections of management and subordination are preserved. Thus, the connections of management units, as well as individuals of management personnel, regarding the implementation of target programs with all divisions and performers included in the linear-functional structure are, first of all, functional. This ensures unity of direction on the part of the managers of the managed facility regarding the implementation of both regular plans and special targeted programs. Unity of management, in turn, makes the operation of the managed object more stable and less susceptible to influence from the external environment.

Program-targeted organizational structures began to be used in the early 50s in the USA and USSR for the implementation of nuclear and space projects, and then became widespread in large international companies.

The process of development of organizational management structures, discussed above, indicates that at industrial enterprises there is a process of increasing complexity of the management system caused by the development of production. Improving organizational, and therefore information, management structures should be aimed primarily at improving the qualitative and quantitative characteristics of management, and at intensifying the management process itself.

IN last years the improvement of management structures was predominantly quantitative in nature - the layering of new units when new problems and management functions appeared. This led to

that in many enterprises several departments deal with the same function, each of which strives for independence and often solves the same issues. The consequences of such a disparate, closed formation of functional production services are making themselves felt. In the pursuit of independence, functional services sometimes forget about the interests of the main production services, for which they, in fact, should work. All this taken together leads to the fact that enterprises have an unreasonably cumbersome staff, the main weakness of which is underutilization and the lack of qualified coordination.

One of the main features of an optimal management structure is the smallest number of steps and links, as this leads to a reduction in the time for the passage of information and to a reduction in the cost of maintaining management personnel. Thanks to this, control systems are easier to control, the paths for information flow and the time for decision-making are reduced. The fewer hierarchical levels in the management structure, the less opportunities for dispersal of responsibility. Therefore, determining the composition and relationships of linear and functional management units and the number of steps is one of the main tasks in developing an organizational management structure.

Thus, all of the above and many other problems associated with the organizational structure of management significantly reduce management efficiency. At the same time, under effective management is understood as such management in which the enterprise optimally (in terms of time, labor, material resources and other costs) achieves its goals (increasing the volume of products sold, increasing profits from sales, releasing a new type of product)

products, opening new production, reducing costs, etc.), while providing conditions for continuous own development.

The increasing complexity of management requires active improvement of the organizational structure in order to intensify the management process. The manager must understand that the effectiveness of the functioning of the information structure and the process of making management decisions depends on how optimally the organizational structure of the enterprise is built. Consequently, in order to intensify the management process at an enterprise, it is necessary first of all to improve the organizational and information management structure, that is, to make them more efficient.

Research by specialists and our own research has shown that modern stage managers understand that in order to solve the problems facing the enterprise, it is necessary to increase the productivity of managerial labor. That is, in other words, to increase the number of error-free management decisions made per unit of time. But for this, the manager must have high-quality information at the time of decision-making, which must be provided by an effectively functioning information structure that ensures information exchange in the enterprise.

The organizational structure predetermines the number of services and departments in the enterprise, and therefore, predetermines the information connections between them, the total number of these connections, and the speed of information flow through information channels. Thus, the organizational and information structures of management

tions determine the level of intensity of management activities at an industrial enterprise.

Of course, today the most valuable type of commodity is information. The use value of this product follows from the fundamental role of information for the implementation of management processes, and the cost is expressed in the costs incurred for its collection, processing and transmission. Information is an internal product of any industrial enterprise and the quality of this product must constantly increase if the manager is interested in increasing management efficiency. But as noted above, the amount of information in an enterprise is constantly increasing, therefore, when developing an information structure, it is necessary to take into account the principle of management based on “information about deviations.” Its essence lies in the fact that the manager should receive only that information that requires making a decision and when it carries information about the need to make changes to the state of the control object, aimed at reducing the uncertainty of this state, at reducing the level of entropy. Thus, the control process presupposes the possibility of mismatches in the controlled object, without which there is no point in talking about control. But since the need for control arises whenever information about deviations is received, then, consequently, the more often it appears, the more complex the functions of the governing body.

Thus, the need to intensify the management process gives rise to managers’ needs for high-quality information and to accelerate information exchange in the enterprise, which in turn entails complication and further improvement.

development of organizational and information management structure.

ORGANIZATIONAL BOTH INFORMATION STRUCTURES OF OPERATION OF BUSINESS AND THEIR ROLE IN THE INTENSIFICATION OF MANAGERIAL PROCESS

A. V. Pavlov, director of “New Lyskovsky knitting factory”, the caadiddte of eeconmic ssiencce, the ddcent of NGIEI

Annotation. In the article the general problems of increasing the efficiency of administrative activity, workmanship of administrative decisions, organizing structures of management and their influence on the results of industrial activity are considered, ways by efficiency of managerial processes are offered.

Keywords: managerial process, streams of information, organizational structure, production efficiency, the administrative factor, information potential.

FORMATION OF INFORMATION CONSULTING SERVICE IN THE AGRICULTURAL INDUSTRY

T. V. Rogozhina, applicant for NGIEI

Annotation. This article discusses the formation of an information and consulting service in the agro-industrial complex. The need to create an information and consulting service for the agro-industrial complex has been identified. The relevance of information and consulting activities in the country's agro-industrial complex is noted.

Key words: information activities, consultations, consultation centers.