Analysis of the implementation of organizational and administrative methods. Cheat sheet: Organizational and administrative methods of management
Page 5 of 20
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 essential functions management is a function of the organization; 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 laws 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 different kinds informing:
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 the establishment of rules that are mandatory and determine the content and order organizational activities(regulations of 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 (ΟΟ), - 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.
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 traits, 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 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. The negative features of this type of organization are the difficulties of monitoring the work of commissions, additional efforts to form and disband them, and some complication of the organization of management.
3. Organization based primarily on accounting 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. In doing so, be guided by the rules of law - required condition organizational activities not only of managers, but also of 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). The greatest importance for organizational methods is the 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 a role important role in 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 important factor 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 official regulation carried out through the states and job descriptions, which 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 activity, establish its boundaries along the upper and lower limits of management practice using time standards, production standards, headcount standards, correlation standards, etc. Complex use has standards 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.
Operates at enterprises and production associations a large number of standards: quality-technical, technological, maintenance and repair, labor, financial-credit, calendar-dynamic, cost-calculation, economic incentives, logistics and transport, and relations with the budget, organizational and 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.
Control modern production can only be carried out on the basis of firm discipline, the subordination of the team to the orders and instructions of higher authorities and their leaders. 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 an important point in the correct application of organizational management methods.
Determining the degree of mutual conformity of organizational methods is carried out using organizational analysis, and determining 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 reflecting essential communication structures and dependence this process or systems representing a design object, in graphical, textual 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: “... the 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. In the decisions of the XXIV, XXV and XXVI Congresses, the CPSU addresses Special attention to strengthen, develop and continuously improve 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 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. Right choice organizational and administrative methods of management are 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.
Administrative (organizational and administrative) management methods
Economic management methods have a strong but indirect impact on the production system and do not cover all aspects of the activity of the managed object. To solve many issues, organizational and administrative activities are necessary, which are considered as administrative (organizational and administrative) methods of management.
Under administrative methods of management understand the system of ways to influence the controlled object, which ensure the systematic and coordinated activity of the control and controlled systems. Characteristic feature is that they have a direct impact on the controlled object and the behavior of performers in a specific environment. Through them, the functions of economic systems and officials at all levels of government, which are provided for by legal acts, regulations and instructions, receive their expression. Thanks to these methods, the relationship between the managed and control systems is orderly and organized. The form of their expression is orders, instructions, directives of a higher authority, which are binding for the lower one. They are based on a clear definition of the rights, duties and responsibilities of the governing body, manager and subordinate, which are reflected in the provisions of structural units, instructions and functional responsibilities of officials. Personal responsibility of officials for fulfilling the instructions of a higher management body is also provided.
Organizational and administrative methods contribute, on the one hand, to operational influence on the production process, and on the other, to the adoption of promising decisions to improve the production and management system. Among various classifications of these methods, the most acceptable is to divide them into three groups: organizational-stabilizing, administrative and disciplinary (see Appendix No. 2).
The organizational stabilizing effect is realized through organizational regulation, standardization and instruction.
At organizational regulation the composition of the enterprise, the functions of its bodies and officials are determined. It is based on the law on enterprises, i.e. it is of the nature legal regulation the entire management system industrial enterprises. This also includes a number of provisions that define the internal order, the boundaries of the activities of each division and employee of the organization. Through organizational regulation, they develop organizational structure, provisions on linear, functional units and other provisions on structural units and individuals, i.e., job regulations that establish staffing and develop instructions.
Rationing refers to a less severe form of organizational influence. Through it, standards are established, i.e., upper and lower limits, norms, rules of action and interaction of departments and services. This is a more flexible form of organizational influence.
The standards cover all areas of the enterprise’s activities, so a large number of them are being developed. The main ones are: quality and technical, maintenance and repair, labor, financial and credit, calendar and dynamic, profitability, relationships with the budget, economic stimulation of the enterprise and material incentives, material and supply, organizational and managerial, etc. All of them are in production management are used comprehensively.
Instruction- the softest method of organizational influence, thanks to which conditions are created for the implementation of processes that do not depend on the individual qualities of people, but arise from the requirements of the management system. The objectives of the instruction are familiarization with production conditions, the environment, consultation on the performance of specific types of work, and provision of information. It can take a collective form or the form of individual contacts and is realized through methodological instructions, instructions (official, work).
The management process cannot be carried out without administrative influence, as a result of which the managing and managed systems are given specific tasks to ensure technical, organizational and economic regulation production process, deviations are prevented, previously provided parameters are restored.
The administrative influence is realized through orders, regulations, and statutory instructions. An order is an oral or written requirement from a line manager to a subordinate to perform a specific task. An order is a requirement, as a rule, of a functional manager to resolve certain issues.
Orders and instructions can be of three types: with mandatory compliance with instructions within the prescribed period; determining action in a certain situation or under a combination of certain circumstances; informational, determining the preferred course of action in various situations. Oral instructions as a form of influence are used by all managers, most often by lower-level managers.
An important condition for the effectiveness of administrative influence is close interaction with the organizational one and strict control over administrative influence. In the course of executing an order or instruction, a need may arise for a corrective action, which can be carried out only after monitoring the implementation of what was previously issued.
Monitoring and verification of execution- important components of any management act. However, experience shows that the more attention is paid to regulation, standardization and instruction, the less there is a need for administrative influence and the less it is necessary to resolve private issues. Organizational and administrative management methods play a big role in the management activities of managers at all levels, therefore mastering them and their correct application is an important condition for the effectiveness of production management.
The administrative influence is aimed at controlling and regulating the activities of the organization through:
- * orders,
- * orders,
- * resolutions,
- * instructions,
- * briefings,
- * commands,
- * recommendations, etc.
Administrative methods are implemented in the form of: order, resolution, instruction, instruction, command, recommendation. Management of the organization as a whole is carried out on the basis of legal norms that relate to organizational, property, labor and other relations.
Methods of administrative influence reflect the dynamics of the management process and represent current management. It is aimed at solving numerous operational issues that arise in the management process.
Administrative methods involve direct influence on the controlled object through orders and instructions, establishing responsibility, instructing employees, coordinating work and monitoring execution.
With administrative methods (order, direction, instruction), specific performers and deadlines are indicated.
An order is the most categorical form of administrative influence. He obliges his subordinates to accurately implement the decision within the established time frame, and its failure to comply entails an appropriate sanction (punishment).
The order acts as the second main type of administrative influence. It is mandatory for execution within a specific management function and structural unit. The difference between a directive and an order is that it does not cover all the functions of the enterprise and is usually signed by the deputy heads of the enterprise.
Directions and instructions are a local type of organizational influence and are most often aimed at the operational regulation of the management process in a short time and for a limited number of employees. If directions or instructions are given orally, then they need strict control over execution or should be the basis of high trust in the supervisor-subordinate relationship.
Instructing and coordinating work are methods of leadership based on transfer rules to the subordinate performing labor operations.
Instruction is a one-time method of application by a manager, when he tries to reasonably explain the appropriateness of a work task for a subordinate. In case of failure, a repeated attempt is impractical, because will lead to loss of authority of the leader.
Disciplinary liability and penalties are applied in case of violation of labor legislation, when there is a disciplinary offense, which means unlawful non-compliance or improper performance labor responsibilities employee. To bring an employee to disciplinary liability, three conditions must be met:
- a) failure to perform or improper performance of labor (official) duties;
- b) illegal actions or inaction of the employee;
- c) violation of legal norms due to the fault of the employee.
Disciplinary sanctions are imposed by the head of the enterprise, as well as by other officials to whom the relevant rights are delegated in accordance with the legally established procedure. The right to impose disciplinary sanctions may have the heads of workshops, heads of departments and services, heads of independent structural units, and section heads. Dismissal can only be carried out by the managers of the enterprise, while the heads of structural divisions can apply for the application of these penalties.
For misconduct in the field of labor relations, penalties may also be applied, which by their status are not disciplinary sanctions and which can be applied simultaneously with disciplinary sanctions. Such measures include depriving the offending employee of bonuses provided for in the Regulations on Remuneration. The management of the organization has the right to deprive the guilty employee of remuneration based on the results of the year, not to provide him with preferential vouchers to sanatoriums and rest homes, and to postpone the queue for receiving living space. In some cases, administrative and disciplinary sanctions may be imposed simultaneously. Thus, an employee who appears at work while intoxicated may be subject to disciplinary measures or dismissed.
So, organizational and administrative methods are a necessary condition for the creation and functioning of an organization. This is due to the need to formalize relationships, functions, connections, procedures, etc., without which both the registration of enterprises and the construction of a management system and its functioning are impossible.
With Russia's transition to market-based economic management, the role of these methods in the process of managing an organization has changed: from the main ones in the management system, they moved into the category of supporting ones, giving way to socio-psychological and economic methods.
