The concept of organization. Organization as a developing system

Organization and management is a system that is created for the purpose of implementing the tasks of a certain group of people. Such a group can be imagined as consisting of two subgroups: leaders, or owners, and hired personnel. Based on this, two systemic, but at the same time opposite in tasks, functions are defined: realizing the goals of leaders and the goals of hired personnel. The interests of these two groups most often do not coincide, since one of the main tasks that the owners of the enterprise are trying to solve is minimizing costs, including the wages of employees. The tasks of hired personnel are directly opposite - workers try to minimize their energy and resource costs and at the same time receive as much payment as possible for their work.

If there are goals of leaders and hired personnel, even if they are oppositely directed, then the organization as a system will be in a certain state, at which she will be able to implement them. However, in order for such a state to become more probable than any other, a resource is needed in the form of either energy, or matter, or information, or some mix of these three components. To obtain the necessary resources, the organization as a system must exchange a certain product with the external environment. The product most often combines energy, matter and information in different combinations. Naturally, goods contain more substance, and services contain either energy or information. Now managers are increasingly trying to increase the degree of diversity of their product, that is, to diversify it by introducing all these three components into it. Consequently, one more system function can be identified - product production.

An organization as a system exists in a constantly changing environment and therefore is inevitably exposed to its influence, and in response it itself influences the objects surrounding it. Consequently, one more system function can be identified - its interaction with the external environment.

Thus, we have identified four main system functions that almost any organization performs: interaction with the external environment; implementation of leaders' goals; product production; implementation of the goals of hired personnel.

At different stages of development of an organization, the system functions we are considering in this article will have for it different meaning. So, at the initial stage, the main function will be the creation of a product, since by selling it, the enterprise receives financial resources necessary for their development.

Isolating these main functions will help us understand which groups of state factors will influence the development of strategic goals and objectives of the organization as a system. These will probably be:

1) a set of factors, when combined, the goals of leaders and staff will be realized;

2) factors, in the presence of which the product production process can be realized;

3) a group of factors with the help of which the requirements can be realized external environment.

Having defined the main functions, you can understand that the organization as a system consists of three manageable subsystems that interact with each other:

1) a subsystem, which is a management process directly related to the production of a product.

2) a subsystem that manages the processes of interaction with a rapidly changing external environment;

3) a subsystem that manages processes in which the goals of leaders and hired personnel can be realized.

An approach of this kind will allow us to describe the organization through the interaction of relevant subsystems, which will help us better understand its main problems and solve them more successfully.

Organization as a system, types of systems. Under “system” in general case It is customary to understand a set of interconnected (mutually influencing, interacting) elements (parts) that form a holistic entity. The term “organization” in one of its lexical meanings also means “system”, but not any system, but already ordered and organized to a certain extent. The fact is that to organize something means to create something, and this newly formed object can always be distinguished by the composition of its characteristics. The latter are determined both by the composition of the parts that form it as a whole, and by those properties that appear only when they are integrated in a given object. Therefore, an organization is a system whose properties are not reduced to the sum of the properties that its parts (subsystems) possess individually. Organization as a system is usually a consequence of organization as a process. In this meaning of the term, it represents the process of combining initial elements into a holistic formation to achieve a specific goal. Hence, organization is also interpreted as a condition for the existence of systems. The connections that connected and held the parts within the whole have disappeared, and there is no system as such: its parts have become disconnected and “scattered” as separate elements.

Static and dynamic organization. Since the world, all the bodies (objects) that form it and all the processes occurring in it exist and occur in space and time, the concepts of static and dynamic organization are distinguished. Static organization is a spatial organization; it determines the composition of the connections between the parts that form the whole, the composition of the parts themselves, their placement and mutual arrangement. Its attributive elements are structure, specification (list, list), area (dimensions), communication. Static organization establishes the structure of the system. A dynamic organization is a temporary organization; it determines the sequence of implementation of connections between parts of the whole, their distribution in time. Its attributive element is an action (operation), a rule for its implementation, and the whole, in contrast to a static organization, is not a system, but a process. Therefore, the parts here are time periods (phases, stages, stages, etc.) into which the process is divided. Dynamic organization establishes the “order of movement,” the way in which the process should be carried out. Elements of a static organization are more stable relative to elements of a dynamic one. But a static organization is not something “preserved”, absolutely unchangeable; its elements can also undergo changes, but much less frequently and over a significant time interval. The relationship between the statics and dynamics of an organization is approximately the same as that between anatomy and physiology in the body.

System classification. The world of systems is extremely diverse, and systems differ from each other, first of all:

By their “nature”: physical, chemical, biological, social, economic, technical, etc. The dichotomous classification of systems gives their distribution according to the following characteristics:

On a substantial basis: ideal (informational, abstract) and material (physical, objectively tangible);

By origin: natural (arising spontaneously during the evolution of matter and energy of the universe) and artificial (being a product of human activity);

According to the predictability of behavior: deterministic (the connection between the output and the input is causal or functional) and stochastic (the connection between the output and the input is probabilistic);

According to sensitivity to external influences: open and closed (the concept of closedness is conditional: in reality, all really existing systems are, to one degree or another, open);

By mobility: active (organic, living or containing living elements) and passive (inorganic, dead). In the living world, “a system can only be called such a complex of selectively involved components, in which the interaction and relationship acquire the character of interaction of components to obtain a focused useful result.”

According to plasticity: hard (stability prevails over flexibility) and soft (flexibility prevails over stability);

According to the internal structure: simple and complex. The concept of “simplicity” or, on the contrary, “complexity” is not absolute, but relative to the capabilities of some external observer who monitors the behavior of the system. In a particular case, such an observer is the subject of managerial or organizational activities. “The organization as an object of organizational activity is perceived as more complex or simple not in itself, but depending on the goal set.” General signs of complexity are considered to be:

A large number of variables (signs, indicators, parameters) used to characterize and describe the state and behavior of the system;

Wide variety of variables, use of different dimensions;

Frequent changes in the numerical values ​​of variables;

A large number of connections between variables or parts, since each part is characterized by at least one variable;

Frequent changes in connections (weakening of some connections and strengthening of others, disappearance former connections and the emergence of new connections);

Divisibility of the system, i.e. the possibility of its division into component subsystems.

Simple organized systems are understood as those whose parts are connected in series and without recycles, and the actions are specified in a linear-time sequence. The actions of complex unorganized systems are chaotic, their behavior, such as, for example, “a gas is determined by the random interaction of a huge but finite number of molecules.” Complex systems include living and some types of artificial systems. Complex systems are characterized by a hierarchical structure. Hierarchy is a type of structure characterized by the presence of hierarchical levels (steps), so that the smallest parts are located at the lower levels, and the larger ones at higher levels. By “structure” we mean the composition of stable system-forming connections. The specific properties inherent in a system are determined by its structure. This can be clearly seen in the example of isomers - substances that have the same chemical structure and molecular weight, but differing in their properties.

Universality of the organization. Organization takes place in nature and in society. In nature, it is present both in the microcosm (the structure of the crystal lattice, the structure of a cell, molecule, atom) and in the macrocosm (the structure of the universe, the structure of the galaxy, star system). Hence organization is a property of matter. In the universe, the matter of which evolves from simple to complex or from “lower” forms of motion of matter (physical and chemical) to “higher” (biological and social), corresponding levels of organization are distinguished. “The distinguishing factor between systems, the basis of a systems approach, is organization.” At the same time, “one of the main signs of living things is organization,” for “the connection of the parts of the whole cannot be unsystematic, disordered.” Thus, the system presupposes organization, and, naturally, with the transition to a higher hierarchical level (of organization), the mass of systems decreases. But the organization of systems of each nature is heterogeneous: they also have different organizational levels. Yes, the organization biological systems characterized by levels: molecular, cellular (cytological), tissue (histological), organ, organismal, population, species, ecological (biocenosis), social, noosphere (field life forms).

The presence of an organization presupposes organizational relations, which, relative to a certain conditional level of stability, can be considered variable or, on the contrary, constant. Variable relations, having arisen in any environment or system, do not have time, due to their relative instability, to spread to systems of other classes. The situation is different with relationships that have stability. Thus, “the constant relations between the parts of society are analogous to the constant relations between the parts of a living being,” and in systems “that mutual dependence of the parts that constitutes the organization is established.”

The concept of “organizational system” should be distinguished from the concept of an organized system as created and possessing internal order. The organizational system is invariant to the nature and substance of the system, i.e. it always exists in a system of any type and size, since it develops as a result of those organizational relationships that are established between the elements that form it. An organizational system is a set of connections, relationships and structures that respectively determine the interaction, correlation and composition of the parts that form the system, no matter what characteristics they are identified as subsystems. A similar phrase - system organization means a different concept. Systemic organization is an organization carefully thought out as a whole (composition) and in parts (specification), when nothing that may be required is omitted, when all the required parts are detailed and connected on a comparable scale of measurement. This concept, as follows from this definition, in contrast to the one defined above, refers only to the class of artificial systems.

Composite terms formed from combinations of forms of the same keywords– “system” and “organization” in phrases. The expression system of organization is understood as: 1. Everything necessary that is related to the process of organization (organization as a process), without which it cannot be successfully completed, or that without which organization is unattainable; 2. Characterizing the company and the technology it uses, or the methodology adopted by the company for performing work, the cultivated style of activity, perceived by its consumers and counterparties (clients, customers, contractors, etc.) as hallmark enterprises or institutions, a kind of “brand name”, a symbol of the image inherent in the organization, the presence of which is important for productive activities, especially in conditions non-price competition. And the expression system organization can mean: 1. Creation of something based on the application of the systems approach methodology, i.e. as systems; 2. Internal structure, the structure of something, for example, the design of a machine and the resulting composition of its constituent units - blocks, modules, units, etc., or the service of the enterprise (sales director, chief mechanic, chief power engineer, etc.; 3 A social or economic organization that is included as a subsystem in the corresponding system, for example, an enterprise or institution that falls under the jurisdiction of the state (ministry, department), belonging to a commercial (holding, concern) or public (foundation, party) entity.

System identification. The detection of elements, against the background of their common set, belonging to a certain set of them, forms the internal environment of the system and thereby identifies it. Elements not included in the system form the external environment in relation to it. The configuration line dividing elements into internal and external represents the boundaries of the system. For natural systems they are given and easily distinguishable. There are no fundamental difficulties in isolating artificial systems “along the perimeter” of natural ones for certain purposes, even if such definition of the contour requires special measuring procedures. For example, zoning of territories carried out for the purpose of social protection citizens exposed to radiation as a result of a disaster in Chernobyl nuclear power plant, was carried out taking into account the measured characteristics of their density radioactive contamination. For artificial systems, establishing their boundaries - or distinguishing what belongs in one system from what is included in another - is often a problem.

When organizing an artificial system, it is important to establish that What it must be in order for it to function normally. For example, for industrial enterprise It is important whether the technology will be implemented in it in a full cycle, i.e. Should it itself produce all the semi-finished products required for the production of final products, or can production be organized in such a way that some parts and components can be obtained in ready-made form through cooperation from a third-party supplier? Cognition, opening new relationships, makes it possible to detect previously unnoticed significant variables, the material carriers of which were therefore not artificially included in the composition created systems. Therefore, over time, we have to take into account additional factors and revise the “boundaries” of already organized and existing systems. This means that new knowledge, in principle, leads to expansion of the boundaries of artificial systems and increases the scope of the organizer’s activities.

To identify as a process of establishing the identity, coincidence or belonging of a system to a certain type or class of systems, systematization, classification, and taxonomization are needed. Systematization- bringing something into a system based on identifying and grouping homogeneous elements according to certain characteristics. Classification- distribution of elements of a certain set of them as a classified set into classes. The main requirement for classification is the assignment of elements to classes in which they are grouped into them in order of logical subordination based on their inherent patterns. This presupposes a systematic classification, which means:

Within one classification, only one classification feature is used - the basis for dividing the set of elements being classified;

All elements of the classified set are distributed into selected classes: there are no “empty” classes or “free” elements that do not fit into any of the existing classes (the volume of the dividing concept must be equal to the sum of the volumes of the division terms). But a systemic classification cannot be sufficient for all cases of life: complex phenomena and objects can be classified according to a number of criteria. This allows you to have several complementary classifications, each time choosing the one that provides a cross-section of the most useful information for solving the problem at hand.

Taxonomization- hierarchical identification in complexly organized systems of reality of taxa - objects that have common properties and characteristics, carried out to determine the belonging of objects of lower levels, sequentially and relatively, to objects of upper levels. The taxonomic requirement prohibits putting concepts (elements, objects) of different levels of generality, such as, for example, whole and part, into one row.

Identification methods as ordering methods. The categories considered represent, from an organizational point of view, the most common ways of organizing ideas about elements and systems. An example of their use is systematization in biology, where the entire diversity of living systems is divided into types, classes, orders, families, genera and species. Obviously, if the organizer does not have enough clarity in his head about the objects and phenomena of the surrounding world, then he will not be able to influence them in such a way as to ultimately organize anything worthwhile. And he must be able to “transform unorganized material, monetary and labor resources into useful and efficient enterprise”, since “the function of the organization (in the context it should be understood - organizations - Y.R., see also lecture 4) provides interconnection or, in other words, interdependence between various subsystems and the entire system as a whole.”

A systematic approach serves as a means of establishing the boundaries of artificial systems that are the product of the organizer’s activities. It is a methodology for solving complex problems that takes into account all the relevant variables that can influence the outcome. This methodology is not a strict algorithm or a formalized rule: much depends on the personal qualities of the systems analyst, and any organizer must be one. Its application involves the implementation of successive steps:

Formulating a goal (either an activity in general or in a given situation, or creating or remaking something) as a problem that requires a solution (A problem is a task for which there are no proven methods or resources. Usually it is generated by a discrepancy between what is available and what “ given" by the conditions of the problem, and by what we want to have. The solution is to throw a "bridge" along which we can move from where we are to where we want to be);

Decomposition of the goal, i.e. dividing it into subgoals, each of which can be considered as one of the necessary intermediate results on the way to the goal, so that “skipping” one subgoal makes impossible to achieve goals;

Decomposition of subgoals, and so on by levels until they reach “simple systems”, i.e. formulations that cannot be further divided. In this way, the contours of the organized system are revealed, since all the elements required for its construction and the connections between them become “visible”. A graphical model of the system approach is a “goal tree” turned upside down (Fig. 1.1).

Fig.1.1. Logical diagram of the goal tree

Then a separate branch is the aspect approach. The aspect approach should not be used in spite of, but as a detailing of the direction of activity, following from the systemic approach, for a specific performer. In those cases where the “branches of the tree” require the joint participation of specialists or organizations of different profiles, an integrated approach takes place. It is used in group decision-making through meetings, in the activities of commissions of highly qualified experts, councils of doctors, etc. An integrated approach is also manifested in the professional composition of the organization’s employees in cases where its activities are inherently complex. So, for example, in Russian company“INECOTECH”, which is environmental organization, there are specialists: ecologists, aerogeologists, geophysicists, petrochemists.

Consistency serves as a tool for implementing plans, since it significantly reduces the likelihood of unforeseen situations and operational failures. Therefore, it is also a sign of the culture of thinking of the decision maker. It is not without reason that “one of the generally accepted criteria of scientific character since the time of I. Kant is systematicity.” Systematicity in the statics of an organization is equivalent to systematicity in the dynamics of an organization. This means that the construction of an organization as an organizational system is similar to the systemic technologization of the process of its functioning. The latter presupposes: a) determination of all necessary, - on different levels consideration, i.e. scale of detail, - stages (stages, periods, phases, tasks, works, operations) taking into account their “nesting”; b) establishing the degree of their regularity (continuity or periodicity) and sequence, taking into account the possibility of synchronization, as well as c) the possibility of partial or complete (parallelism) overlap in time.

Organization as a system: concept, mission, structure, characteristics, interactions.

Organization represents a consciously coordinated social formation with certain boundaries, having a certain set of interrelated goals. Organization as a system is a collection of interconnected elements that form an integrity. Any organization is an open system, as it interacts with the external environment. In any organization, three key processes are implemented: obtaining resources from the external environment, producing a product and transferring it to the external environment.

Main flows in the organization(at the system input - receipt of materials, work force, capital; the output is a finished product (goods, services).

Typology and classification of organizations. The classification of organizations makes it possible to group them according to similar characteristics or parameters in order to develop general methods for analyzing economic activities, improving management and regulation. The classification and typology of organizations is also necessary to determine state policy in relation to various types of enterprises (for example, tax policy, credit policy, government support policy for business, etc.).

By legal form four types of organizations can be distinguished:

A legal entity is an organization that has a seal, a bank account, owns separate property, is liable for its obligations with this property, can exercise property and personal non-property rights in its own name, fulfills assigned duties, has an independent balance sheet, and can be a plaintiff. and a defendant in court, registered with state authorities.

Non-legal entity - divisions of an organization - legal entity (not registered).

Non-legal entity - an entrepreneur without organizing a legal entity (registered).

An informal organization of citizens is an association of people who are not bound by formal agreements on rights and responsibilities; they are not registered with government bodies.

All forms of organizations have common features: 1) presence of at least one employee; 2) the presence of at least one common goal aimed at meeting the needs and interests of a person or society; 3) receiving surplus product in different forms(materials, services, information, spiritual food); 4) transformation of resources during activities (finance, raw materials, equipment, knowledge, information).

Organizations are classified according to a variety of criteria: by size, by form of ownership, by sources of financing, by formalization, in relation to profit, by organizational and legal form, etc.

Let's list main features of classification of organizations:

in relation to power ~ governmental and non-governmental;

towards main goal- public and economic;

in relation to profit - commercial and non-commercial;

in relation to the budget - budgetary and extra-budgetary;

by form of ownership - state, municipal, public, private and organizations with mixed forms of ownership;

by level of formalization - formal and informal;

by industry - industrial, transport, agricultural, trade;

by independence of decision-making - parent, subsidiary, dependent;

by size and number of members of the organization - large, medium, small.

An organization as a system for coordinating people's behavior ensures the process of achieving goals. The activities of the organization's participants are implemented within the framework of the structure and depend on the effectiveness of the established connections between them. In order for an organization to effectively perform its functions to achieve goals, they use motivation, incentives, power, leadership, conflict management, organizational culture, etc. All organizations(regardless …) have common characteristics.

Resources. The main resources used by an organization are people (human resources), capital, materials, technology and information. The goals of any organization (production or service) include the transformation of resources.

Dependence on the external environment. One of the most significant characteristics of an organization is its relationship with the external environment. No organization can be a closed system. The organization depends on the external environment both in relation to its resources and consumers, users of the results of its work. The external environment includes all the forces and institutions that the organization encounters in its operational or strategic activities: economic conditions, legislation, the value system in society, the level of technology, competitors. The external environment is never stable, so it is not enough to know your “habitat” and the nature of its changes, you must be able to respond to these changes. External factors influence everything that happens within the organization.

Horizontal division of labor. An obvious characteristic of any organization is the division of labor. The division of all work into its component components is usually called horizontal division of labor. Horizontal division is aimed at differentiation of functions. A classic example of horizontal division of labor in an enterprise: production, marketing, finance, control.

Divisions. Any complex organization consists of units that perform specific tasks and achieve specific specific goals. Such units are often called departments or services. Like the entire organization of which they are a part, units are groups of people whose activities are consciously coordinated to achieve a common goal.

Vertical division of labor. The work of an organization is linked to a management hierarchy, it is divided into component parts (someone must coordinate the work for it to be successful). Vertical separation separates coordination as an independent function. The activity of coordinating the work of other people is the essence of managing an organization.

The need for management. The purpose of the organization is seen as a guide for the direction of the flow of connections, powers and responsibilities. In order for an organization to achieve its goals, tasks must be coordinated through vertical separation, hierarchy of authority and responsibility. Therefore, management is essential important activities for any organization.

The organization of any company involves a large number of different types of work. For normal operation, any company must: develop a company mission; develop goals and strategy; distribute production and management functions; distribute tasks among workers; organize connections and order; acquire or upgrade production technology; establish a system of incentives, supply, and sales; organize production; control; teach; inform; react to changes.

It must be borne in mind that the main elements of any organization are people. Therefore, in order to achieve the set goals, “it is very important to staff the staff with professionally suitable specialists and correctly distribute roles.

Organization model represents internal elements inherent directly to the organization itself (mission, goals, core goals and values, people and qualifications, systems, strategy, culture, structure, business processes), and its external environment.

Organization structure- these are fixed relationships that exist between departments and employees of an organization. Structure characterizes a specific system (organization) from the perspective of its structure. The elements of the formal structure are divisions (teams, departments, departments) and the management hierarchy. Structure determines whether a company can be responsive and flexible. Like strategies, organizational structures have many variations. In conditions of uncertainty and constant change, any structure will be temporary.

Systems are well-established procedures that stimulate the functioning and development of an organization. If the organization has good systems of planning, control, information, motivation and recognition, and personnel training, then we can talk about a successful organization.

Mission of the organization- this is the image of the company, the purpose of the company, its credo, the verbally expressed main socially significant functional purpose of the organization in the long term. The mission should contain the management philosophy, and the mission statement should be a guideline for all company personnel. Mission is what the organization exists for. A mission statement can be derived from an organization's top management answering the questions: “Who are we? What do we produce? Where are we going? The mission must include socially significant priorities and correspond to the highest ideals of society. The mission must be humane.

Organizational goals- these are specific intentions about the implementation of the mission. The mission should not remain just a slogan or declaration, but should be implemented through specific goals. A goal is the desired specific result towards which the organization's efforts are directed.

Choosing an organizational goal is the most crucial moment in the process of developing and adopting management decisions. In accordance with the chosen goal, the strategy and tactics of the organization are formed, plans and forecasts are developed, and the results are evaluated. The goal is the very core around which the organization is formed as a single system. Among many goals, you need to be able to choose, see core goals and values, something that is truly of utmost importance and without which the organization will not be able to realize its mission. The development of core goals and values ​​has a deep meaning: they must take into account the extent of the organization’s social and ethical responsibility to society.

Goals correspond to different hierarchical levels. The general goal of the organization is the basis for setting the goals of its divisions. The hierarchy and subordination of goals formed by an organization is called a goal tree: The system of criteria can also be presented together with a goal tree, which has several levels (ranks) of goal setting:

Level 0 - strategic level of management, A - system of criteria for the strategic level;

1st level - tactical level of management, B - system of tactical level criteria;

2nd level - operational level of management, C - system of criteria for the operational level;

The 3rd level is the level of execution of decisions; there must also be its own system of criteria.

According to the time range, goals are long-term, medium-term and short-term.

The main requirements when setting goals are: achievability, flexibility, acceptability, specificity, measurability and compatibility. Strategy is one of the levers for implementing the mission and achieving goals.

Organization development. Organizations, like systems, are not eternal: they originate, develop, experience periods of formation, prosperity, decline and are replaced by others or are completely reborn and renewed.

Conceptual model life cycle An organization (company, firm) is usually presented in the form of five successive stages: the emergence and accumulation of potential; increasing development; stability and the danger of a cyclical crisis; crisis and post-crisis state.

Life cycle of an organization(LCO) is the period during which an organization goes through such stages of its functioning as creation, growth, maturity and decline.

Examples of different types of loops: rapid growth, short zone of stability and rapid decline (a); slow growth, a rather long stage of stability and a sharp decline (b); rapid growth, short period of stability and decline (c); normal growth, long period of stabilization, decline (d).

Each stage of life-saving treatment has its own characteristics. The creation stage is the entrepreneurial stage; it is characterized by a creative process, formulation of a mission, a tree of goals and functions. Growth stage - the stage of team formation, communication development; a time of active contacts and high commitments. The stage of maturity, stabilization is the stage of formalization of rules, increasing the role of top management, the role in the hierarchy of the system; the structure is relatively stable, the organization is stable and begins to increase production, and new development reserves are being identified. The structure becomes more complex, new elements appear in the system-organization. Due to the rapid increase in the diversity of elements, the system loses its integrity. Decentralization of decision-making may temporarily improve the situation, but the system is already close to the next stage. The stage of decline is associated with a decrease in demand for the organization’s products and services and a shrinking market. The company's management is actively looking for a way out of the crisis. The mechanism for developing and making decisions is again centralized. But during a recession, it is extremely difficult to take an organization to a new stage of growth.

Crises await an organization at all stages, without exception, and have their own specifics. At the first stage, this is, as a rule, a crisis of the initiators of the created enterprise themselves, a crisis of management: there was not enough knowledge, experience, will, connections, etc. If they have passed the first stage safely and divided the spheres of activity and responsibility, then they are faced with a crisis of autonomy, a crisis of control, a crisis of the bureaucratic apparatus, a systemic crisis or a crisis of synergy.

Product life cycle- this is a time interval that includes the time of creation, duration of production and time of use of the product by the consumer. At the initial stages of the product life cycle, expenses predominate (research costs, capital investments in production, marketing, etc.), at the stages of maturity and saturation, income predominates, and in the end, increasing losses force the production to cease.

The most important characteristic feature organization is systematic and comprehensive, which means the application of the principles of universal communication and development to its knowledge.

A system is understood as a set of elements (subsystems) that are in relationships and connections with each other, which mutually determines them, constituting a certain integrity and unity. Any company (organization), its division, department, or person can act as a system. One system is an integral part of a larger and more complex system.

Despite their generality, the systems have their own characteristics and patterns. Big differences have socio-economic systems (organizations), since their integral element is a person, groups of people. Such systems are based on the interests of the organization's members; their totality influences the state of the system and its development.

An organization as a system is

· relatively isolated integrity;

· a set of objects having these properties, and a set of connections between objects and their properties;

· unity of managed and control systems;

· a set of technical, technological, organizational, economic and social systems;

· continuity of internal and external environment;

· mutual conditionality and interdependence of all elements (variables) of the internal and factors of direct and indirect influence of the external environment;

· integrity of management of innovation, quality, sales, logistics, personnel, social development.

A system is a means by which a problem is solved. A problem is a situation characterized by a difference between what is necessary (desired) and existing exit. The problem is the difference between the existing and desired system. The problem may be preventing the decrease or increasing the output. Problem solving is carried out in any organization, but the content of the problem depends

specific forms of manifestation of problems and their content;

the reasons for their occurrence and development;

forms of organization and content of problem solving.

Using the capabilities of the system in the absence of problems means, at a minimum, a waste of resources. On the other hand, an organization that is not built systematically cannot effectively use modern scientific tools to solve problems; this requires changes in the organization itself.

A set of works to solve individual problems is called an organization development program.

Any system can be considered as a subsystem of another system. The system hierarchy has the following features:

· within the system, each of its elements is independent, which is expressed in the functions and structure of the organization;

· this independence is not absolute, but relative, since the functions and structure of each element are determined by the function of the entire system;

· systems of different levels and scales are irreducible to each other, which is reflected in the corresponding distribution of rights and responsibilities between them.

The independence of each management system and its elements is complemented by their subordination to the corresponding level of the hierarchy. It follows that each system, being self-governing, is at the same time more susceptible to external influences. large system, for which it is a subsystem, and itself, in turn, controls the subsystems.

Important has the strengthening of the independence of the system and the degree of controllability of objects, which depends not only on the managed, but in many respects also on the control system. The independence of individual units is relative, the organic connection and interdependence of subsystems is constantly increasing, which is associated with the development of specialization, the complication of connections and relationships.

Thus, any organization forms a complex set of various parties, phenomena, processes, divisions, services, management bodies, the functioning of which is interconnected and interdependent, which presupposes the need for a systematic approach to the formation and solution of the organization’s problems.

The leading principle of the systems approach is to consider any management object as a system consisting of many subsystems (elements), a clear definition of its goals, as well as ways to most effectively ensure them, not only for the system as a whole, but also for each subsystem. The ultimate goals of the systems approach are to create a holistic view of the control object and the connections that influence its state, as well as ways of influencing this object.

A systematic approach requires not only taking into account connections and relationships, but also determining their significance and weight in the development of the object as a whole. The result of such an analysis will be the identification of the main link for making management decisions, the assessment of the result obtained not by the direct, but by the integral final effect.

It is also important not to forget the main historical connection, to look at each issue resolved in the organization from the point of view of how a well-known phenomenon in history arose, what main stages in its development it passed and what it represents at the moment.

The systems approach is the study of objects as systems, when they are considered as a set of interconnected elements that have an output, an input, a connection with the external environment, and feedback. This main principle construction, operation and development of any objects.

The systems approach is not a set of guidelines or principles for managers, it is a way of thinking in relation to organization and management.

There is a so-called “black box” principle of the systems approach. Let's consider it using the example of an organization that produces certain goods or provides services. When applying a systematic approach, the algorithm will be as follows:

1) first, the parameters of the output - a product or service - are formed (what to produce, with what quality, at what costs, for whom, in what time frame, at what price). A systems approach requires that all given questions be answered simultaneously;

2) then the organizational and technical level of production is studied (the level of equipment, technology, organization of production and management);

3) the state of the external environment is analyzed (political, economic, social, cultural and regional);

4) finally, input parameters are determined, primarily labor, material and energy resources.

Schematically, the “black box” principle looks like this.

External environment

Input Process Output

Systematic methodology in management gained recognition and widespread use in the second half of the 20th century. Scientific and technological progress, which gave a powerful impetus to the automation of production processes, began to influence control processes and require constant cybernetics - a theory that explained some of the patterns of autoregulation in biology, physics and technology. Opportunities have opened up for applying these patterns in the theory and practice of managing socio-economic organizations. In Ukraine, this found application, first in the design of automated control systems (ACS), and then in the formation of a systematic approach to all processes of organization and management in socio-economic structures. Among the works of foreign authors who recognized the systems approach as one of the universal management tools, their works became famous in Ukraine. R. Johnson,. F. Casta,. D. Rosenzweil. S. Optner. S. Young,. J. Riggs,. MH. Meskon. M.H.. Meskona.

The systems approach entered into organization theories as a special methodology of scientific analysis and thinking. The ability for systems thinking has become one of the requirements for a modern leader; the essence of the systems approach in management lies in the idea of ​​the organization as a system. A system, as defined by many authors, is a collection of interconnected elements. A characteristic feature of such a set is that its properties as a system are not reduced to a simple sum of the properties of the incoming elements.

The quality of the system organization is usually expressed in the synergy effect. It manifests itself in the fact that the result of the functioning of the system as a whole is higher than the sum of the results of individual elements of the same name, together with the totality. In practice, this means that for some elements we can obtain systems of different or identical properties, but of different efficiency, depending on how these elements are mutually connected, i.e. how the system itself will be organized.

Organization, which is in its most general abstract form an organized whole, constitutes the ultimate extension of any system. The concept of "organization" as an ordered state of the whole is identical to the concept of "system". The concept opposite to "system" is the concept of "non-system" - the concept of "non-system".

A system is a certain set of interconnected and interacting elements, characterized by integrity, emergence and stability. From this position, the concept of “organization” corresponds to the concept of “system” of P. However, the concept of “organization” is somewhat broader than the concept of “system”, since it reflects not only the state of order, but also the processes of ordering. It is this dual nature of the concept of “organization” that makes its interpretation much more meaningful. Any system can be considered as the result of organizational transformations that replace its state of equilibrium with other transformations, so that one state becomes equal to another.

A system is nothing more than a static organization, i.e. a state of order fixed at a certain moment

Considering an organization as a system is productive, since it allows you to systematize and classify organizations into a number of common features. Thus, according to the level of complexity, nine levels of its hierarchy are distinguished:

The level of static organization, reflecting the static relationships between the elements of the whole;

The level of a simple dynamic system with pre-programmed mandatory actions;

Information organization level or “thermostat” level;

The organization, however, is preserved - an open system, or cell level;

Genetic public organizations;

An “animal” type organization, which is characterized by mobility, goal-directed behavior and awareness;

The level of the individual human organism is the “human” level;

Social organization, which is a variety of social institutions;

Transcendental systems, i.e. organizations that exist in the form of various structures and relationships

The basis for a systems approach to the study of organization, which made it possible to consider it in the unity of all component subsystems and processes, is the general theory of systems (V. Afanasyev, I. Blauberg, V. Zhenin, P. Lawrence, B. Yudin) . At first, the organization was studied as a closed system, but later it turned out that such organizations do not exist in nature. Therefore, today the decisive approach is to the organization as an e. Open system, is characterized by the following features:

Availability of components (the system consists of a certain number of parts, which are called components or elements. They are necessary to achieve the goals of the system);

Availability of connections (between system components, with the external environment);

The presence of a structure (the form of connections is organizationally fixed in the structure, which ensures stability and gives stability to the system);

The presence of interaction (the components influence each other and only in the interaction of all elements and connections are processes possible by which the result is achieved);

Progress of processes (a number of processes are simultaneously carried out in the system, each of which is associated with certain changes. Processes change the resources included in the system, turning them into an organizational product));

Integrity and emergence (properties that arise only as a result of the interaction of organizational components);

Identifiability (properties on the basis of which one organization can be distinguished from other organizations);

The presence of the external environment (phenomena and factors that are not part of the system, but significantly influence it);

Availability of a vision (reflects the mission, goals and values ​​of the organization)

The use of a systems approach to study an organization allows one to significantly expand the understanding of its essence and development trends, to more deeply and comprehensively reveal the content of the processes occurring in the identification of objective patterns of the formation of this multidimensional system.

There are many definitions of the systems approach in the literature. The most complete and concise definition in content. V. Sadovsky, who noted that the systems approach, or systems method, is an explicit (obvious, open) description of the procedures for defining objects as systems and methods for their specific systemic research (descriptions, explanations, predictions).

A systematic approach to studying the properties of an organization helps to establish its integrity, consistency and organization. With a systems approach, the attention of researchers is directed to the structure of the organization, the power of elements manifested in interaction. Establishing stable relationships between elements in the system at all levels, i.e. The establishment of the law of connections between elements is the identification of the structural system and the next stage of concretization of the whole.

Structure like internal organization system, its reflection internal content manifests itself in the orderliness of the interconnections of its parts. This allows us to identify a number of significant manifestations of the organization as a system. The structure of the system, expressing its essence, constitutes a set of laws of a certain sphere of advertising.

Study of the organization's structure - important stage knowledge of the diversity of connections that take place within the object under study. This is one of the manifestations of systematicity. Another manifestation is the identification of internal organizational relations and relations of the object with other components of the higher-level system. In this regard, it is necessary, firstly, to consider the individual properties of the object under study in their relationships with the object as a whole, and secondly, to reveal the laws of behavior.

The systems approach to the study of organization in its modern interpretation is closely related to the self-managing processes of systems. Socio-economic systems in most cases are nonequilibrium, which spontaneously ensures the development of the self-organization effect human factor and, accordingly, self-government.

Organizational science, using a systematic methodology, involves studying and taking into account the experience of organizational activities in various types organizations - economic, government, military. Consideration of organization as a system allows us to enrich and diversify the methodological tools for studying organizational relationships.

Based on the understanding of the organization as a system, a number of general properties inherent in organizations of any nature

The Aristotelian position is known - “the whole more than the amount its parts" - still remains the most important characteristic organized integrity. The creation of the whole is accomplished through integration. Integration is the combination of parts into a single whole. Any organization can be considered as an integrated whole, in which each structural element has its place and place.

The concept of integrity is inextricably linked with the concept of emergence; emergence is the presence of qualitatively new properties of the whole that are absent in its components. This means that the properties of the whole are not a simple sum of the properties of its constituent elements, although they depend on them. However, elements combined into a system (whole) may lose the properties inherent to them outside the system, or. Nabu vata novivih.

The organization, being a holistic, systemic entity, is characterized by stability, i.e. always strives to restore the disturbed balance, compensating for changes arising under the influence of external factors