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The administrative method of management. Methodological foundations of management

Organizational management methods are based on the preparation and approval of internal regulatory documents regulating the activities of personnel of a particular enterprise.

Such documents include:

– charter of an enterprise or organization;

– staffing table enterprises;

– collective agreement between the administration and the workforce;

– organizational management structure;

– regulations on structural divisions;

– internal labor regulations;

– job descriptions of employees and organization of workplaces.

Peculiarity: documents (with the exception of the charter) can be drawn up in the form of enterprise standards and must be put into effect by order of the head of the enterprise. The documents are mandatory for all employees, and failure to comply will result in disciplinary action.

In organizations where high level organizational influences brought to the standard of the enterprise and management regulations, and high labor and performance discipline, the need for the use of administrative influences is significantly reduced.

Administrative methods of management are aimed at achieving the set management goals, compliance with internal regulations or maintaining the enterprise management system within the specified parameters through direct administrative regulation.

Forms of administrative influence:

A) order. He obliges his subordinates to strictly fulfill decision within the established time frame, and failure to comply entails an appropriate sanction (punishment);

b) order. It is mandatory for execution within a specific management function and structural unit. An order, unlike an order, does not cover all the functions of the enterprise and, as a rule, is signed by the deputy heads of the enterprise;

V) directions and instructions are a local type of organizational influence and, most often, are aimed at the operational regulation of the management process in a short time and for a limited number of employees. Each enterprise must have written job descriptions for each employee, which he must be familiar with. Peculiarity: if directions or instructions are given orally, then they need strict control over execution or should be the basis of high trust in the “manager-subordinate” relationship;

G) instructing and coordinating work- these are management methods based on transferring to subordinates the rules for performing labor operations. Most often, instruction is carried out upon hiring; it is carried out either by the head of the personnel department or by the immediate supervisor;

d) instruction– a one-time method of application by the manager, when he explains with reason the feasibility of a work task for a subordinate. In case of refusal, a repeated attempt is inappropriate, since it will lead to the loss of the manager’s authority over the subordinate.

End of work -

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Management stages

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Such documents include:

charter of an enterprise or organization;
staffing table of the enterprise;
collective agreement between the administration and the workforce;
organizational management structure;
regulations on structural divisions;
internal labor regulations;
job descriptions of employees and organization of workplaces.

In organizations where there is a high level of organizational influences brought to the standard of the enterprise and management regulations, and high labor and performance discipline, the need for the use of administrative influences is significantly reduced.

Forms of administrative influence:

A) order. He obliges his subordinates to strictly implement the decision within the established time frame, and its failure to comply entails an appropriate sanction (punishment);

To make it easier to study the material, we divide the article into topics:

Thirdly, they are based on the mandatory provisions, instructions, orders, instructions, instructions and resolutions of the manager, failure to comply with which is considered a violation of production discipline and entails.

There are different types of organization, but only one of them in a given environment contributes to the best performance of work.

The following types of organization can be distinguished:

1. An organization based on a strict distribution of management functions, regulation of activities, careful control and increased disciplinary requirements, clear responsibility. This type of organization requires strict accounting and anticipation of all problems that arise in management. It has important positive qualities, it corresponds highest degree organization and under certain conditions gives a significant control effect. It often fetters people’s initiative, which is so valuable in modern conditions of production development. Often this type of organization gives rise to bureaucracy in the work of the management apparatus.

2. An organization based on a no less strict distribution of functions and regulation of activities. This is a more flexible type of organization. It has its advantages and disadvantages. Its advantages are flexibility, fast reaction to the emergence of unforeseen new problems, greater opportunities for an informal approach to solving them. If a problem arises that does not fit into the existing order of distribution of functions, commissions are formed to deal with the problem. Negative traits This type of organization is characterized by difficulties in monitoring the work of commissions, additional efforts to form and disband them, and some complexity in the organization of management.

3. An organization based primarily on social factors. Here the main emphasis is on the selection and training of personnel, the formation of efficient groups for joint activities, setting goals and objectives for their work, and only then on their functional and structural design. The division of functions is carried out on informal grounds. Such groups are able to work in a very organized manner, they are flexible in their work, disciplined, and have a creative spirit. In the practical construction of an organization of this type, difficulties arise, since social characteristics and the qualities of people are mobile and changeable.

In production management practice, these types of organization are not used in their pure form. In every real organization, one of these three types predominates, which depends on the leader and management staff. The manager chooses one or another type of organization based on management goals, subjective ideas, habitual work style, assessment of the current situation, problems arising in the management process. By choosing and forming a certain type of organization or combining all forms of management organization in one proportion or another, based on the specific operating conditions and psychological characteristics of workers, the social climate, he thereby organizationally influences people.

There is a difference between the content and form of managerial influence. The impact may or may not have a clear organizational design. In cases where a manager, trying to achieve certain goals, uses informal communications and contacts instead of orders and instructions, there is no clear organizational design. Such influence is often called socio-psychological, but not because it is informal. Socio-psychological influence can also be formal, that is, it can have quite rigid organizational forms and at the same time remain socio-psychological. The same can be said about economic management methods.

In accordance with this understanding of management methods, we can talk about the organizational forms of economic and socio-psychological management methods, i.e., about the formal side of their implementation, and at the same time we can talk about organizational management methods that are distinguished according to their substantive specificity.

Thus, if there are organizational influences and if the manager and the management apparatus have the opportunity to operate with them, choosing from them the most acceptable and effective ones, then there are organizational methods that are different from other methods. The presence of organizational forms in the implementation of economic and socio-psychological methods does not change this circumstance, but only indicates the special role of organizational management methods in the system of methods and their inextricable connection with other management methods.

Organizational and administrative methods of management are sometimes called administrative methods. This is due to the fact that, to a large extent, the organizational impact is based on the use, many of the norms of which reflect government regulations and orders, orders, instructions of ministries, committees, decisions and orders of councils of people's deputies. However, the concept of “organizational and administrative methods of management” is broader than the concept of “administrative methods of management”, since organizational and administrative methods include the study of organizational impacts at various levels of management and in the sizes and forms of their manifestation. Heads of enterprises and associations issue orders or regulations containing norms of administrative law. That is why the methods used by them are called organizational-administrative. At the same time, being guided by the rules of law is a prerequisite organizational activities not only managers, but also the entire management apparatus.

Classification and composition of organizational and administrative management methods

Organizational and administrative management methods can be classified according to the sources and directions of their application (impact). Highest value for organizational methods there is a classification of levers of organizational influence. Such levers are: regulations, norms, instructions, disciplinary requirements, responsibility, powers, orders, instructions, etc. Grouping these means of influence according to their role in the management process, we can distinguish three groups of organizational and administrative methods of influence: organizational-stabilizing, administrative and disciplinary. The first and central place among them is occupied by methods of organizational-stabilizing (regulating) influence. The main content of the methods of organizational-stabilizing influence is to establish the composition of the elements of the system and stable organizational connections between them by assigning certain responsibilities both to the system as a whole and to its individual links.

The second group of organizational and administrative management methods are methods of administrative influence, reflecting the current use of established organizational connections and their partial adjustment when working conditions change. At the heart of administrative influence are powers and responsibilities.

A necessary addition to the methods of organizational stabilizing and administrative influence is the third group - methods of disciplinary action, which are designed to maintain the stability of organizational relations through disciplinary requirements and a system of responsibility.

All three groups of management methods are used both separately and together, complementing each other. After all, these methods are interchangeable, which determines the characteristics of one or another type of organization chosen in management, or simply the main accents of organizational activity in the management process.

Organizational and administrative management methods are classified according to sources of influence. Here we highlight the ways of organizational influence of the first, second and subsequent levels of the management system.

Practice shows that each level of the management system has its own characteristics of organizational impact and identifies those that are most effective for this level. The differentiation of methods of organizational influence by levels of the management system is natural, because it reflects the amount of authority possessed by managers of a certain rank, their legal position and, finally, the specific specifics of management, its functional content at a certain level of the management system.

Correct differentiation of organizational and administrative management methods by levels of the management system plays an important role in the theory and practice of management. It reflects the level of centralization of management and contributes to the most complete accounting of organizational relations in the socio-economic system.

Organizational and administrative management methods are classified according to their focus. There are organizational management methods aimed at the controlling and managed systems. The specifics of one and the other system determine the specifics of the organizational impact on each of them. The organization of intellectual work, compared to the organization of physical work, has its own characteristics, which requires a different approach to the application of organizational management methods in the control and controlled systems.

In the system of an enterprise and production association, various subsystems can also be distinguished. Each of them, due to its characteristics, implies a difference in organizational influences, a difference in organizational methods in managing each of them; in this case, management methods act in the form of organizational forms of economic, social and other influences.

It is the differentiation of organizational and administrative management methods according to their focus that is an important factor in improving the system of methods used in management practice.

Composition and main characteristics of organizational and administrative management methods

It is convenient to consider the composition of organizational and administrative management methods according to their first classification division—the specificity of the means of organizational influence. It was noted above that methods of organizational-stabilizing influence occupy a central place. They represent a long-term consolidation of organizational connections in the system, serving as the basis for its management. Methods of organizational-stabilizing influence include regulation, standardization and instruction.

“Regulation is a rather strict type of organizational influence. It consists in the development and implementation of organizational provisions that are mandatory and valid for a period precisely defined by these provisions.

It is possible to specify the composition of such regulatory organizational provisions:

Firstly, these are provisions of a general organizational nature that establish organizational isolation and the order of functioning of the socio-economic system as a whole. Examples of such provisions are the Regulations on the Socialist Enterprise. Regulations on the production association, etc.

Regulation - the establishment of certain social rules, precise instructions for action, a framework for the behavior of a unit (body), a leader.

Secondly, these are provisions that define and establish the internal order of work, the organizational status of various units, their tasks, functions, powers, etc. Such a provision, for example, is the Regulation on linear and functional bodies.

Thirdly, this is - typical structures, defining the leading features of building internal organizational foundations. The great importance of such regulation lies in achieving the necessary unification of management, which helps to strengthen the unity of the management system.

Fourthly, this is job regulation, carried out through states and job descriptions that establish a list of positions and the basic requirements for filling them.

In addition to regulation, another method of organizational-stabilizing influence is used - rationing. It is considered a less stringent type of organizational stabilization and consists in establishing norms and standards that serve as guidelines for activities, establish its boundaries along the upper and lower limits; management practice uses time standards, production standards, number standards, correlation standards, etc. The integrated use of standards has great importance in management. It is very important to correctly determine where, for what types of work, which ones, in what form and within what boundaries the standards should be applied. When making such a choice, deciding on the introduction of standards for certain types of work, the manager organizationally influences the team and uses organizational management methods.

At enterprises and production associations there are a large number of standards: quality-technical, technological, operation-repair, labor, financial-credit, calendar-dynamic, cost-calculation, economic incentives, material-supply and transport, and relations with the budget, organizational - managerial. All these standards determine the activities of the enterprise and production association, both in the field of production and management.

Consequently, if organizational regulation establishes the basis for the organization of the system and the processes occurring in it, then organizational formation determines the ways and order of performing functions and responsibilities, the necessary norms, rules of action and interaction in this system.

The softest method of organizational influence is instruction. It consists of familiarizing yourself with the working conditions or circumstances of the assigned case and explaining.

The concept of “norm” is used in the sense of “measure”, “establishing a measure”, and a standard is a quantitative expression of this norm. In the case under consideration, “norms” are applied in the sense of “rule”, “precise instruction”. These norms, in contrast to material and technical ones, have a social nature of the situation, tasks, possible difficulties, warnings against possible mistakes, advice on performing certain types of work, etc. Instruction always takes the form of methodological and informational assistance aimed at the successful completion of work .

Instruction can be carried out through radio, telephone, video devices, through personal contacts, collectively, etc. It can be in a visual form. Instruction includes the design of premises with the necessary organizational documentation on working conditions: stands with the names of organizational units, their location diagrams, work procedures, internal organizational instructions. Conciseness, simplicity, and consideration of the psychology of perception play a very important role here. It all improves organizational conditions work, contributes to its successful implementation.

It is recommended to apply these methods of organizational influence in a comprehensive manner.

Methods of administrative influence are methods of current organizational work based on an organization formed by an organizational-stabilizing influence. These are methods based on solving a specific situation that is not provided for in regulatory acts or is provided for as administrative activity. In management practice, problems may arise that do not fit within the boundaries established by regulatory acts. In this case, methods of administrative influence are used. They include directives, regulations, orders, instructions, instructions, resolutions. Types of administrative activities, types of administrative influence, and not documents are listed here. A document with a similar name is only an external expression of administrative activity, a means of exercising administrative influence. The administrative influence itself can be oral or documented in form. Each of these forms has its own advantages. The oral form of administrative activity most quickly determines the important aspect of the manager’s work.

At enterprises and production associations, orders can be issued only by line managers, orders - by deputy managers and heads of functional services, within the limits of the rights and competencies granted.

Administrative influence, more often than organizational influence, requires control and verification of execution, which must be clearly organized.

Management of modern production can only be carried out on the basis of firm discipline, subordination of the team to the orders and instructions of higher authorities and their managers. This involves a skillful combination of strict production and the use of initiative and experience of the team.

One of the groups of organizational management methods is methods of disciplinary action, which consists in establishing responsibility. There are personal, collective, material, moral and official responsibility. Combination different types responsibility is important point correct application of organizational management methods.

Determining the degree of mutual correspondence of organizational methods is carried out using organizational analysis, and the determination of the main organizational parameters that best suit the needs of the enterprise in a given period of its development is carried out using organizational planning

Organizational planning (organizational plan) determines the order of implementation of administrative acts. Its goal is to create clear and coordinated work of a group of performers within the framework of certain requirements for its quality under certain limiting conditions, in particular taking into account material, financial and human resources.

Organizational analysis (organizational analysis) is carried out during the study of the system and concerns the application of the principles of management organization, the functional and structural state of management, the use of management methods, management techniques and technology.

Organizational planning is carried out on the basis of org. analysis. Modeling is used as a general methodological technique, i.e., constructed models that reflect the essential communication structures and dependencies of a given process or system, which is a design object, in graphic, text or mathematical forms.

The use of organizational and administrative methods in management

The correct use of organizational and administrative management methods is of great importance in improving management. It determines the clarity and coherence of work, efficiency and timeliness of decisions, flexibility of management, etc. V.I. Lenin attached great importance to organizational issues of management. In his work “The Immediate Tasks of Soviet Power” he wrote: “... main task of the proletariat... is the positive or creative work of imposing an extremely complex and subtle network of new organizational relations.”

Underestimation of the role of organizational and administrative management methods has negative consequences, complicates management, complicates it, reduces official discipline, etc. The decisions of the XXIV, XXV and XXVI Congresses of the CPSU pay special attention to the strengthening, development and constant improvement of the organizational foundations of management. The conventions emphasized a thoughtful, creative, and evidence-based approach to organizational management practices. The use of organizational and administrative management methods requires a thorough analysis of their influence on other management methods, their role in improving socio-psychological and economic methods.

Organizational and administrative management methods occupy a special place among other management methods. They determine the possibilities of using economic and socio-psychological methods. Their special role lies in the immediacy of their action. If the results of using economic and socio-psychological management methods can be detected with a certain delay, then the results of using organizational and administrative methods most often appear directly. All this in management practice often leads to an exaggeration of the role of organizational management methods and sometimes has negative consequences. Like other management methods, organizational and administrative methods have boundaries of effective application, beyond which efficiency decreases. When using organizational and administrative management methods, it is necessary to take into account economic interests, social needs and psychological characteristics subordinates.

An example of the predominance of organizational and administrative management methods is the economic situation “plan at any cost.” In this case, a discrepancy may arise between the management goal and the means to achieve it. This approach, focusing on organizational coercion, does not take into account great opportunities economic and socio-psychological stimulation.

An example of a directive, purely organizational influence that does not take into account economic opportunities and conditions is, for example, the requirement to increase within the framework of the previous management mechanism, i.e. without changing profitability indicators, with constant prices and costs. This usually does not lead to significant and sustainable results. It is no coincidence that the problem of improving product quality is solved through comprehensive improvement of management, the formation of a special quality management mechanism that takes into account all aspects of its improvement.

An important problem in the use of organizational and administrative management methods is their mutual correspondence. Responsibility must correspond to authority, management flexibility should not contradict the stability of work and the clarity of fulfillment of all responsibilities. The correct choice of organizational and administrative management methods is determined by: the goals and nature of the tasks solved in management; organizational traditions that have developed in the team; real interaction of organizational, economic and social interests (relations) in the team.

The effectiveness of using organizational and administrative management methods is determined by the receptivity of their team, acceptability in given working conditions, and compliance with other management methods.

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Organizational and administrative methods of the board.

A special place in the system of management methods is occupied by organizational and administrative methods of management (ORMU). They include techniques and methods of influence of the subject of management on the object of management on the basis of the power and authority of power - decrees, laws, regulations, orders, instructions, directions, instructions, etc. These methods establish the duties, rights, and responsibilities of each manager and subordinate (performer), as well as each link and level of management. ORMU must ensure the personal responsibility of each of the employees of the management apparatus for the execution of the will of higher authorities.

The objective basis for the use of these management methods are organizational relationships that form part of the management mechanism. Since through them one of the most important management functions is realized - the organizational function, the task of organizational and administrative activities is to coordinate the actions of subordinates.

Organizational and administrative methods are mainly based on the authority of the leader, his rights, the discipline and responsibility inherent in the organization.

The relations of an organization are objectively determined not only by the laws of social development, but are also determined by the socio-economic and political conditions of social development, that is, they have not only an objective, but also a subjective nature. In any case, organizational relations serve as the basis for building a hierarchy of authority, that is, the relationship of rights and responsibilities along the entire hierarchy of organizational relations. The system of subordination relations of rights and responsibilities plays decisive role when building a system of organizational and administrative management methods. In order for it to work effectively, two main conditions are necessary:

Balancing rights and responsibilities on each level management, which forms the basis for the identity of the subject and object of management at each level of management;

Balancing rights and responsibilities between levels management. In this case, each of the intermediate control levels must act as a “relay” (transmitting device) that does not create interference or distortions in the control system.

When these requirements are violated, efforts to dominate rights and reduce responsibility inevitably arise and develop.

ORMUs mainly express the direct directive influence of government authorities on managed systems, as a result of which they are often called administrative. However, this is not entirely true. A number of ORMUs have the character of not a direct, but an indirect influence of the authority of the authorities on subordinates, recommendations, proposals, advice.

In general, hazardous conditions are quite diverse in nature, but they can be classified according to the areas of impact. The levers of such influence are regulations, norms, instructions, directive requirements, responsibility and authority, order, instruction, etc.

They are designed to ensure organizational clarity and labor discipline. These methods are regulated by legal acts of labor and economic legislation, the main goals of which are: legal regulation labor relations, strengthening the rule of law, protecting the rights and legitimate interests of the enterprise and its employees in accordance with the Labor Code and other legislative acts.

The classification identifies three groups of organizational and administrative methods (Fig. 1).

1) administrative;

2) organizational - stabilizing;

3) disciplining.

These three groups of methods are always used comprehensively and are closely interrelated with each other.

Rice. 1. ORMU classification scheme

Administrative and disciplinary management methods always act together with organizational and stabilizing ones, providing regulation, standardization and instruction. The directions of their action are as follows:

Ensure the stability of the organizational structures of the socio-economic system and the conditions for their functioning;

Subject each of the processes occurring in socio-economic systems to unconditional subordination to power.

At the same time, all ORM should be used in a complex, contributing to the organizational stabilization of the system.

The question of the interchangeability of management methods is inappropriate, since they have a different nature and a different spectrum of action and are therefore complementary.

Regulatory management methods include:

a) general organizational management methods that determine general principles organizational structures and structure of government bodies;

b) structural management methods that determine the structure of government bodies, that is, a set of links and levels of management;

c) official management methods that determine the official status of each person holding power:

d) functional management methods that determine the order of functioning of certain power structures and public organizations.

The problem with using regulatory management methods is that in many areas the directions of regulation are too rigidly fixed, which limits the mobility of individual parts of the system. In other areas, regulation is either vague or completely absent.

Standardizing management methods based on the use of standards. The concept of a norm should be clearly distinguished from the concept of a norm. The norm is a value characterizing natural conditions the course of natural and anthropogenic processes. A standard is a conditional distribution (fixation) of something per unit of something. Standard management methods include:

a) time standards, for example, time spent per unit of goods (services), per consumer, etc.;

b) population standards, for example, the number of health workers per thousand people of the population;

c) value standards, for example, the maximum permissible concentration of harmful substances in 1 m 3 production premises etc.;

d) output - the volume of products produced per unit of time with piecework wages;

e) standards of correlation, for example, the ratio of the number of students and teachers at a university.

Instruction also forms an extensive scope of operation of the ORMU. It includes various types of information:

a) warning;

b) clarification;

Organizational and administrative methods of management are focused on awareness of the need for labor discipline, obedience to the law, to senior officials, etc. Using administrative methods, the rights, duties and responsibilities of teams and individual workers are determined; their relationships in the process of production and management; coordination of actions; assessment of their effectiveness, etc.

Organizational and administrative methods are distinguished by the direct nature of their impact: any regulatory or other administrative act is subject to mandatory implementation. This requires making a scientifically based decision and using an effective system for monitoring the execution of orders and instructions.

These are methods of direct influence that are directive and mandatory in nature. They are based on discipline, responsibility, power, coercion.

Organizational methods include: - organizational design, - regulation, - standardization.

At the same time, specific persons and specific execution dates are not indicated.

With administrative methods (order, direction, instruction), specific performers and deadlines are indicated.

Organizational methods are based on typical situations, while managerial methods mostly relate to specific situations. Typically, administrative methods are based on organizational ones.

The essence of organizational regulation is to establish rules that are mandatory and determine the content and order of organizational activities (statutes on the enterprise, charter of the company, internal standards, regulations, instructions, rules of planning, accounting, etc.).

Organizational rationing includes norms and standards for the expenditure of resources in the process of the company's activities.

Regulation and standardization are the basis for the organizational design of new and existing firms.

Administrative methods are implemented in the form of: - order, - resolution, - instruction, - instruction, - command, - recommendation.

Production management is carried out on the basis legal norms, which relate to organizational, property, labor and other relations in the production process.

The use of power motivation alone does not allow us to fully mobilize the creative activity of the team and its individual members to solve the problems facing them. To achieve maximum effect, it is necessary to use methods focused on material and moral motives.

Topic 8. Management functions. Planning in management

F functions management

General management functions: planning, organizing, motivating, and controlling.

In Russian management at state enterprises - planning, organization, stimulation and control.

The main functions are planning, organization, coordination, regulation, control, motivation.

Planning includes a set of goals of the enterprise and departments, and also determines the means to achieve them, taking into account the specifics of the future environment in which it is expected that planned decisions and actions will be implemented. Planning function performs the following types of actions:

Choosing the appropriate course of action from future alternatives both for the enterprise as a whole and for each of its divisions;

Choosing a goal to which the enterprise will strive;

Setting tasks for departments;

Determining a rational path to achieve these tasks and goals.

The planning function has 4 important goals: 1) eliminate negative effects, uncertainties and changes; 2) focus on the main tasks; 3) achieve economic functioning; 4) provide control.

Organization- this is the process of streamlining technical, economic, social and organizational subsystems at all hierarchical levels, as well as the formation and maintenance of a control subsystem at the required level.

Function of the organization is implemented on the basis of the following principles: specialization, proportionality, parallelism, straightness, continuity and rhythm.

Principle of proportionality is to maintain separate proportions between the various parts of the management apparatus, so that all functions are performed in a timely manner, harmoniously, without the occurrence of bottlenecks.

Parallel principle imposes requirements for the parallel execution of labor process operations by management employees in order to reduce the duration of the work cycle and individual procedures.

Direct flow principle consists in the rational organization of labor processes in the management apparatus, which is achieved by determining the shortest path for the movement of information or documentation from the place of origin to the place of use.

Continuity principle requires minimizing all kinds of technological interruptions in the process of managerial work.

The principle of rhythm makes demands on the management apparatus to ensure uniform operation of all its links, subordination to a single rhythm, subordination of the entire labor process to a certain systematic regime established by planning and technical documents.

Coordination- this is the basis of management, since achieving harmony of individual efforts aimed at achieving goals is the main task of management. The principles that ensure the implementation of the coordination function are rationality (consists in establishing thoughtful connections between the elements of the coordinated system), reliability (involves ensuring the greatest reliability and reliability of information used in the process of coordinating all activities in the management system), the principle of clarity and efficiency (consists in ensuring clarity and speed of implementation of each element of the control system on direct and feedback signals).

Stages and stages of development of the management process.

The business management process was first divided into stages by Henri Fayol in 1914 and currently includes the following main stages: planning, organizing, directing and controlling.

Planning in an enterprise is necessary in order to formulate the main goals and determine ways to achieve them, the organization is to optimally distribute work among subordinates, management is to create conditions and desires among people to work together to achieve the company’s goals, and control is to assess the reality of the goals and find out what results the company was able to achieve. Thus, the process of enterprise management implies that the functions of control and planning are interconnected - thanks to control, the goals of the organization are revised (Figure 1).

Figure 1. Enterprise management process

Control of the enterprise's activities should be carried out by identifying deviations between actual and planned indicators. Formation of planned performance indicators of an enterprise is the main function of budgeting (budget planning). A budget is a detailed plan for the activities of an enterprise, and control of the activities of an enterprise, in essence, is control over the execution of the budget.

The experience of implementing a control system at a number of enterprises in the Volgograd region allows us to conclude that the process of monitoring the activities of an enterprise should include the following stages:

1. Determination of those responsible for the execution of budget items of the enterprise. Practice has shown that involving all employees of an enterprise to monitor the activities of the enterprise is inappropriate. It is enough to assign responsible persons to the main items of expenses and income of the enterprise, who will analyze the dynamics of deviations;

2. Formation of a set of indicators for analyzing the activities of the enterprise. Monitoring each budget figure may not only require large expenses for the enterprise, but will also turn out to be ineffective, therefore, to control the activity of the enterprise, it is necessary to use a number of indicators, through which all favorable and unfavorable changes occurring in the enterprise will be clearly visible.

3. Selection of the necessary information about the financial and economic activities of the enterprise and its presentation in a form convenient for analysis;

4. Determining the deviation of the fact from the plan by comparing the relevant indicators. Deviations are distinguished as follows: absolute, relative, selective, cumulative, deviations in time;

5. Analysis of deviations and identification of the causes of their occurrence. All reasons can be divided into two groups:

External and internal factors activity of the enterprise: (for example, changes in the position of the enterprise in the market, increases in prices for raw materials or energy resources, forced downtime of the enterprise, force majeure, etc.);

Use of incorrect data in the planning or analysis process (intentional or due to incompetence);

6. Making a decision to adjust the budget or tighten it while monitoring its execution (Figure 2).

Fig 2. Deviation analysis diagram

Properly organized control allows not only to promptly detect shortcomings in the activities of the enterprise, but also to take timely measures to eliminate them. Strict adherence to the above steps allows you to properly organize a system for monitoring the activities of the enterprise. Control is aimed at continuous improvement of the enterprise’s activities, which is a necessity for modern enterprises.

Development of a business plan using network planning methods and management (SPU)

Gantt charts are dashes in the operation time.

Perth method - reliability assessment method, SPU

The main thing in the SPU method is parallelism of work (many options for action). Used in construction, rocket industry, large manufacturing companies, development of business plans, assembly and dismantling of buildings

In the network schedule, you can adjust the entire range of work to meet the deadline by increasing resources (labor, financial, etc.). SPU appeared in the mid-20th century. The network model is a complex of all expected interconnected works. The network model associated with the policy period is converted into a network diagram. Direct work (ΟΟ), - is standardized in various resources; Event(Ο); Fictitious work (Ο- -) - is not standardized, 0, but without it it is not possible to continue further work.

Landow's rule: RNPR - early start of subsequent work; POPR - late completion of previous work. POPR-RNPR=P (time reserve).

P = 0 - the event enters the critical path (the maximum duration path that does not allow the work to be disrupted. One straight line and as many fictitious ones lead to one event.

The use of network matrices in the management process makes it possible to present this process in a visual form, as well as to identify the features of the situation, the structure necessary work and acceptable means and methods for their implementation, analyze the relationship between performers and work, prepare a scientifically based coordinated plan for performing the entire range of work to solve the task. Such a plan, based on analysis of the network matrix and identification of critical activities, makes it possible to reallocate resources for more efficient use. It also becomes possible to quickly process large amounts of reporting data using computer technology and provide company management with timely and comprehensive information about the actual state of work, facilitating the adjustment of decisions made, predicting the progress of work on the critical path and concentrating the attention of managers at various levels on them. The network decision matrix is a graphical representation of the management process, where all operations that are necessary to achieve the final goal are shown in a certain technological sequence and interdependence.

To build a network diagram, it is necessary to establish in the technological sequence which works must be completed before the start of this work, which must be started after the completion of this work, which need to be completed simultaneously with the completion of this work.

When coding network models, the following must be taken into account: all events have independent numbers; are encoded by numbers of the natural series (without gaps), the number of the subsequent event is assigned after assigning numbers to the preceding events; the arrow (work) should always be directed from the event with a lower number to the event with a higher number.

Layout of the American version of a business plan.

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