Management and management similarities and differences table. Individual Increment Method

The literal translation of the word "management" (English) means management. The similarity of the concepts of “management” and “management” is technologically manifested in the use of similar tools, in particular methods, principles, functions, organizational structures, etc. However, their content and degree of use in centrally planned and market economies are different (Table 1).

Table 1

Comparative characteristics of the concepts of “management” and “management”

Signs	Management (in a planned economy)	Management (in a market economy)
1. Scope of concept	Managing processes in society, technology, and nature	Management - management of companies (enterprises and organizations)
2. Production regulator
3. Functions of governing bodies of higher organizations	Control and distribution	Regulatory and advisory
4. Use of methods	Mainly administrative	Economic, socio-psychological. administrative
5. Property	State	Diversity of ownership forms
6. Criterion for evaluating management decisions	Social effect	Economic expediency
7. Interest of the enterprise	Implementation of a plan	Receiving a profit
8. Elements of the enterprise functioning mechanism	Competitions and publicity	Competition and trade secrets
E. Type of leaders		Democratic
10. Control principle	Centralization	Decentralization
11. Human factor	Initiative is punishable"	Activation human factor

The simultaneous use of these concepts in business vocabulary is dictated by a number of reasons. In particular, this emphasizes the advancement of the domestic economy along the path of market relations. This is convenient when communicating with foreign partners, since “management” is an international word. Taking into account the above, it is quite legitimate to use the concept of “management” in modern conditions, bearing in mind its “market” semantic content.

It should be noted that a number of these features at various stages of socialist economics manifested themselves in different ways, including positively (for example, openness, competitiveness, the human factor). But they acquired especially striking negative features in the seventies and eighties of the last century, as called the "stagnant" period.

3. Methodological foundations of management

In management there are:

management methods;

methods of management science.

Management methods are understood as ways to solve practical management problems.

Management science methods are ways of solving management problems.

A set of methods that study diverse management problems constitute its methodological basis.

Management should also take into account the differences in concepts:

scientific management;

scientific foundations of management.

Scientific management contains a qualitative assessment of the state of management in a particular enterprise, which reflects the degree of compliance by managers in practical work with the requirements of economic laws, management principles and existing scientific recommendations.

Scientific basis of management is a system of scientific knowledge that forms the theoretical basis of management. It includes: management theory itself (functions, methods, principles, structures) and certain sections of other sciences (psychology, law, statistics, economics, sociology, computer science, ethics, mathematics). Therefore, management is also characterized as comprehensive a science that arose at the intersection of various fields of scientific knowledge. There is also a concept in management art of management, which means a high degree of mastery achieved in practical management activities through the acquisition of experience and theoretical knowledge.

The fundamental method of management is dialectical, involving consideration of all phenomena and processes in their interrelation and interdependence.

This method uses methods of scientific knowledge: observation, comparison, induction, deduction, experiment, etc. A significant role is played by the methods of the sciences that make up the scientific foundations of management: economic, psychological, social, legal.

An important place in management is given to program-target method, which is used to solve global problems of an intersectoral and long-term nature. Depending on the methods and circumstances used, practical management is divided into such types as management by objectives, proactive management, strategic management, situational management, and controlling.

The difference between management and management

The concepts of “management” and “control” are very close. Sometimes they are even identified. From a technical point of view, this does not raise any objections, because literally translated into Russian, management means management.

As cultural phenomena, management and management are undoubtedly different. Management is primarily a tool of commercial management in a market society. The first schools of management and business arose in the USA back in the 80s. XX century Today, American business schools teach sociology, law, economics, psychology, and philosophy. Thus, five generations of American managers have vocational training in the field of human and social sciences, finance and management. The number of theories and empirical studies conducted by Americans in the field of personnel management, motivation and leadership styles amounts to hundreds of thousands, if not millions. In this case, we are talking not only about applied, but also about fundamental research.

The concept of management - in the narrow and broad senses of the word - is applicable to any human society, regardless of the historical era, type of culture and economic structure. Management is the subject of study of many sciences. Sociology depicts it as a pyramid of social relations. From a sociological point of view, management is a hierarchical system of relations between people, based on differences in official position, status, income, and range of power.

As a universal phenomenon, management is embodied in one or another type of organizational structure - linear, line-staff, matrix, on which the social and cultural specifics of society are superimposed. The oldest type of management structure is called linear. In the 20th century The linear structure was replaced first by a line-staff structure, which included, along with hierarchically subordinate managers, a staff of specialist consultants, and then by a matrix structure, consisting of temporary working groups created to solve a specific problem, organizational management structures. Management is an extremely capacious concept, the content of which can be considered as: 1) the science and practice of management; 2) organization of management; 3) the process of making management decisions; 4) a certain category of those who have received education in the field of management and are practically involved in management. Finally, management can be interpreted as social institution and a specific subculture with its own values, norms, spiritual and ideological guidelines.

Management as a science and practice of management

The scientific foundations of management are understood as a system of scientific knowledge that forms the theoretical basis of management practice. In foreign management science, four important concepts have emerged that have made a significant contribution to the development of modern management theory and practice: the concept scientific management(F. Taylor), administrative management (A. Fayol), management from the standpoint of psychology and human relations (who first defined management as “ensuring the accomplishment of work with the help of other persons”, A. Maslow), management from the standpoint of behavioral science. The latter is a modern theory developed in the 1960s, the main credo of which is to improve the effectiveness of an organization through improving the efficiency of its human resources. Hence the study of various aspects social interaction, motivation, the nature of power and authority, organizational structure, communication in organizations, leadership, changes in the content of work and the quality of work life. The main goal of this concept is the desire to help the employee develop his own capabilities based on the use of discoveries made within the framework of behavioral sciences.

In addition to the above concepts, there are three scientific approaches to management that have been developed in modern conditions:

The approach to management as a process (defines management as a process in which activities aimed at achieving the goals of the organization are considered not as a one-time action, but as a series of continuous, interconnected actions - management functions. Different authors offer different lists of functions; the optimal set includes, however, the following: planning, organizing, commanding, motivating, directing, coordinating, controlling, communicating, researching, evaluating, deciding, recruiting, representing and negotiating or transacting);

Systems approach (assumes that managers should consider the organization as a set of interdependent elements (people, structure, tasks, technology) aimed at achieving various goals in a changing external environment);

Situational approach (assumes that the suitability of various management methods is determined by the current situation (i.e., a specific set of circumstances affecting the functioning of the organization in given time). Since a huge number of factors operate both in the organization itself and in its environment, there is no need to talk about a universal way of managing an organization. The most effective management method in a particular situation is the one that best suits its specifics).

Management as a process of managing organizations.

In this case, the content of management is considered from the point of view of achieving - in the process of activity - by the organization certain results. Within the framework of this interpretation, we can talk about management as a governing body (i.e., a certain structure within which consciously coordinated activities are carried out aimed at achieving common goals); various levels of the management apparatus; organizing the work of the team in order to achieve the intended goal in the most rational way; a management system in which a company or its division acts as managed objects.

Management as a process of making management decisions.

Any situation that arises in the management process requires the manager to make appropriate decisions, including, among other things, changing goals and a program of future actions. The managed object has an external environment - market relations - to the state of which it must adapt, relying on feedback. Hence, every management decision is the result of a response to information obtained through feedback from the market and other elements external environment. Decision making is the prerogative of managers at all levels with appropriate authority. The manager considers the decision being made from the point of view of those responsible for communicating decisions to executors and those providing control over execution. This forces the manager not only to select measures and controls, but also to consider options regarding their practical feasibility in this particular environment.

Market relations being introduced into the Russian economy are radically changing the requirements for media state power, including to law enforcement officials. In the new socio-economic environment, knowledge in the field of management and management is simply necessary.
“Management” (manage – manage) word English origin. There are a great many interpretations of management. And this is justified, since at any stage of the organization’s development we are dealing with management various types(technological, financial, corporate, functional, etc.)".
IN general view management is presented as the science and art of winning, the ability to achieve goals using labor, motives of behavior and intelligence of people. It's about about purposeful influence on people in order to transform unorganized elements into effective and productive force. In other words, management is the human capabilities through which leaders use resources to achieve the strategic and tactical goals of the organization.
Most authors agree that the terms “management” and “management” are not synonymous and have their own differences.
In this work, the author will consider the relationship between the concepts of “management” and “management” and highlight their differences.

1. Essence and functions of management

Society as an integral, dynamically developing system, as well as all the subsystems operating within its framework - economic, social, political, spiritual - are self-organizing, self-regulating, in other words, self-governing social systems.
Human society is an organized, complexly managed whole. This is how it differs from a chaotic group or collection of people waiting, for example, for transport to arrive. A chaotic formation can be called a crowd, but not a society. So, the most important sign human society- its controllability. It is no coincidence that the 20th century. was called the age of management, because without good management, the railway, the coal mine, and any enterprise will come to complete ruin. But what is management and how is it carried out?
By management we will understand the set of universal historical principles on which hierarchical relationships are based in any society and in any historical era. “From a sociological point of view, management is an authoritative form of consolidating the social relations of people who differ in position (job position) in the labor organization system and place in the labor distribution system, which determines the size of the basic remuneration (salary, wages) and additional payments (bonuses, shares of arrived)" .
Thus, managerial relations can be defined as a special sphere of social reality in which the relationship of two subjects, differing in their hierarchical status, is cleared of formational layers. They are constructed in terms of status preferences, role performance, rank hierarchy, power and authority, and finally, the interaction of social groups, whose representatives are managers and subordinates.
Management can be: 1) a system of relationships and 2) a form of interaction. In the first case, they talk about social hierarchy, range of control, power, rank, status, roles, etc. In the second case, they talk about methods of control (general and detailed), delegium, which could be called management dynamics. From a technical point of view, management is just a rational way to achieve maximum effect with minimal expenditure of resources, effort and time. With the sociological one, everything is much more complicated, because in this case it is the management of influences and time. With the sociological one, everything is much more complicated, because in this case management is the art of directing the efforts of people to a goal that they do not need, but to the organization in such a way that they do not feel any coercion.
Management is based on the presumption of power and authority, subordination of inferiors to superiors, explicit or hidden pressure of some on others, inequality of access to economic and social benefits. Horizontal and vertical differentiation of roles, secured through inherited or economic privileges, necessarily has an elitist character. If the division of power and control is recognized and reinforced by society, then wherever the individual is located, he falls into a rigid structure of prescribed roles and values.
Management can take an authoritarian or democratic form, but it always remains a certain mode of activity of individuals or groups, and is perceived as a limitation of freedom of action within the framework of prescribed norms and rules. The management pyramid is built in such a way that the most privileged positions are located in its cone, and there are much fewer of them than non-privileged, executive positions at the bottom. Consequently, there are more applicants for promotion to the top than there are free places located there.
“The desire for achievement - the main motive of a managerial career - is not necessarily associated with socially disapproved actions ("spoofing", corruption, patronage, slander). At the same time, injustice always occurs, because only one is promoted to a leadership position, while others remain in their previous places, which implicitly emphasizes: the first is not equal to the second. The basic principle of collectivist relations is violated. It is not without reason that most utopian communes perished precisely at the moment when the management function, previously performed by everyone, was usurped by one or more individuals.”
Among other things, management is one of the most important social institutions on which a rationally organized society relies. As a social institution, it arose in Egypt during the period of the decomposition of the primitive communal system and the emergence of the state (III millennium BC).
For a long time, humanity has been thinking about how to combine the incompatible: the interests of subordinates, always aimed at increasing salaries, and the interests of managers interested in reducing them (because economically these are always deductions from profits). In the era of slavery and serfdom, leaders did not philosophize, but acted by direct coercion. However, times have changed, and there is a need for something different, called stimulation and motivation methods.
To a certain extent, each of us performs management functions. This is why most people intuitively understand what it means to manage. Based on life experience and common sense, we distinguish the rights of a superior from the position and responsibilities of a subordinate. Perhaps this is why each of us “knows” how to become an effective leader, although no one will undertake to teach mathematics or psychology, relying solely on everyday advice.
As a rule, we build our relationships with friends or employees not according to scientific recipes, extending the principles of common sense to management as the sphere of interpersonal relationships.
Management is the most rational way of organizing productive work.
It can be defined as a purposeful, planned, coordinated and consciously organized process that helps achieve maximum effect with minimal expenditure of resources, effort and time. Foreign experts say: not understanding modern trends in management is the same as refusing promising technologies. “Today there are about 1,300 management and business schools in the United States. As a rule, the number of applicants to study there exceeds the number of available places by 6-8 times. When the UN allocated a certain amount for help developing countries, this money was spent not on the construction of hospitals and stadiums, but on helping to streamline management and train management personnel.”
Control processes can be observed everywhere - in living organisms, human activity, the organization of society, and the functioning of complex cybernetic systems. If the nervous system ceases to carry out its coordinating activity in relation to the less developed parts of the body, but specialized in performing functions, human life will cease.
Managing people means inducing them to behave in a certain way. To do this, you don't have to be a king, a ruthless tyrant, a high-ranking official, or at the top of the social pyramid that we often imagine society to be. Management, and we have already said this, is available to everyone. In the simplest sense, “managing” means “influencing another,” directing his efforts in the direction necessary for oneself. By switching the buttons on the television remote control, we control the TV, which shows the programs we need. By passing a law banning wiretapping of private telephones, parliament controls security services that previously had the right to tap into any telephone conversation. Having asked the child to go to the store, the mother directs his actions in a certain direction, and he completes the task assigned to him.
The mother controls the child. But if the child did not obey her orders and did not go to the store, citing the need to learn homework, this does not mean that he began to control the actions of the parent. He simply influenced her behavior.
From this we can conclude: management should be distinguished from related phenomena. For example, from influence, which is a spontaneous process of direct or indirect influence of one person on another. Thus, the opinion Einstein expressed on any issue in the field of physics influences the opinions of other scientists even after his death. Another example - you ran away from class, and your parents found out about it, and their mood worsened: your action influenced them.
Management is a process of targeted direct influence of one individual on another.
In this process, there is a subject that determines the direction, goals and objectives, as well as the final result of the future movement, and an object that implements all this. Thus, the object of management is an individual employee, team, workshop, enterprise, to which management influence is directed.
The subject of management is 1) a leader (manager), occupying a certain place in the hierarchical organizational structure, endowed with powers, rights, and power over the personnel subordinate to him, as well as 2) the entire management apparatus, forming and implementing management influence. There is a direct and feedback relationship between the object and the subject of control, which is informational in nature. Direct communication is expressed in the transfer of a flow of directive information to the control object.
Feedback is the result of the control object's response to directive influence and is materialized in the form of reporting information.
The management function is a special type of management activity, a product of the division and specialization of management labor, a part of the management process, identified according to a certain characteristic.
Usually there are from 10 to 25 functions, which are classified according to the generality of the subject of management (quality, labor and wages, scientific and technological progress, labor protection, etc.) and production resources (labor, material, technical, financial, etc.).
All management functions are implemented through a system for solving management problems. A set of tasks combines tasks related to a specific function (standardization, planning, accounting, control, analysis, regulation), and, as a rule, is implemented by a small functional unit (department, bureau, group). At the enterprise, the number of such complexes, as a rule, does not exceed 200.
The management task is a set of interrelated operations for processing information, carried out by personnel using technical means, the result of which is the adoption of a management decision. A task is the main element of the management process: as a rule, several management employees participate in its implementation. In the process of managing an enterprise, several thousand problems are solved.

2. Differences between “control” and “management”

According to most authors, the concepts of “management” and “management” are very close. At the same time, the differences between these concepts do not allow them to be identified.
The concept of “management” quickly and firmly entered the modern domestic economic lexicon, becoming in essence an analogue of the concept of “management”. The term “management” is widely used in relation to a variety of socio-economic processes carried out at enterprises in market conditions.
Management is the management of commercial and economic organizations operating in market conditions; this is a set of principles, methods, means and forms of production management with the aim of increasing production efficiency and increasing profits.
Management is universal human activity, which is an integral element of most types of work.
It was the separation of management work from production that led to the emergence of an independent type of activity - management, and then a corresponding specific science that meets the needs of professionals.
Considering management as a type of management, it should be noted that the main thing in characterizing its essence is that it is one of the types of human activity.
The need for management activities is determined by the presence of organizations in which people work together to achieve common goals. It is the joint activity of people requiring coordination, coordination, and support that determines the need for management.
The variety of forms of ownership, competition between enterprises, and the development of market relations require clear, skillful management. The management system must provide conditions under which every manager at any level would consider it his task to organize an active search for real opportunities to improve production efficiency. At the same time, it must have the ability for sufficient self-regulation and improvement aimed at wide application new highly effective organizational forms and management methods, technologies and scientific and technical achievements.
The efficiency of enterprises of any form of ownership is determined not only by the possibilities of investment in modern equipment, but also by the qualifications of managers, their level of competence, and the ability to anticipate, make and implement the necessary decisions in a timely manner. To do this, you need to know, apply and develop management.
Modern management consists of thousands of possible options and nuances of management decisions. He doesn't give ready-made recipes, but helps, by suggesting general principles and functions of management, to find ways and means of solving specific problems and achieving the success of the organization.
As society develops, it becomes more and more organized; the vast majority of problems are solved in and through organizations. Therefore, management covers the entire social space, including the social sphere.
For these reasons, scientists tend to consider management as the most important moment in the development of modern social system, as a global phenomenon, a unique response of society to disorganizing changes in a developing social environment, where not a single complex problem is solved outside of managerial influence. At the same time, it is not unreasonably believed that the quality of management functioning decisively depends on the present and future state of both a specific organization and society as a whole.
Management is an extremely capacious concept, the content of which can be considered as: 1) the science and practice of management; 2) organization of management; 3) the process of making management decisions; 4) a certain category of people who have received education in the field of management and are practically involved in management. Finally, management can be interpreted as a social institution and a specific subculture that has its own values, norms, spiritual and ideological guidelines.
The scientific foundations of management are understood as a system of scientific knowledge that forms the theoretical basis of management practice. In foreign management science, four important concepts have emerged that have made a significant contribution to the development of modern management theory and practice: the concept of scientific management (F. Taylor), administrative management (A. Fayol), management from the perspective of psychology and human relations (which first defined management as “ ensuring work is completed with the help of others,” A. Maslow), management from the perspective of behavioral science. The latter is a modern theory developed in the 1960s, the main credo of which is to improve the effectiveness of an organization through improving the efficiency of its human resources. Hence the study of various aspects of social interaction, motivation, the nature of power and authority, organizational structure, communication in organizations, leadership, changes in the content of work and the quality of working life. The main goal of this concept is the desire to help the employee develop his own capabilities based on the use of discoveries made within the framework of behavioral sciences.
In addition to the above concepts, there are three scientific approaches to management that have been developed in modern conditions:
- approach to management as a process (defines management as a process in which activities aimed at achieving the goals of the organization are considered not as a one-time action, but as a series of continuous, interconnected actions - management functions. Different authors offer different lists of functions; the optimal set includes however, the following: planning, organizing, directing (commanding), motivating, directing, coordinating, controlling, communicating, researching, evaluating, deciding, recruiting, representing and negotiating or transacting);
- systems approach (assumes that managers should consider the organization as a set of interdependent elements (people, structure, tasks, technology) aimed at achieving various goals in a changing external environment);
— situational approach (assumes that the suitability of various management methods is determined by the current situation (i.e., a specific set of circumstances affecting the functioning of the organization at a given time).
Since a huge number of factors operate both in the organization itself and in its environment, there is no need to talk about a universal way of managing an organization. The most effective management method in a particular situation is the one that best suits its specifics).
Management as a process of managing organizations:
In this case, the content of management is considered from the point of view of achieving - in the process of activity - by the organization certain results.
Within the framework of this interpretation, we can talk about management as a governing body (i.e., a certain structure within which consciously coordinated activities are carried out aimed at achieving common goals); various levels of the management apparatus; organizing the work of the team in order to achieve the intended goal in the most rational way; a management system in which a company or its division acts as managed objects.
Management as a process of making management decisions:
Any situation that arises in the management process requires the manager to make appropriate decisions, including, among other things, changing goals and a program of future actions. The managed object has an external environment - market relations- to the state of which he must adapt, relying on feedback. Hence, every management decision is the result of a response to information obtained through feedback from the market and other elements of the external environment. “Decision making is the prerogative of managers at all levels who have the appropriate authority. The manager considers the decision being made from the point of view of those responsible for communicating decisions to executors, and those providing control over execution.”
This forces the manager not only to select measures and controls, but also to consider options with regard to their practical feasibility in this particular environment.
Management in the public service is a special management that studies the special features, specifics, and trends that distinguish the management of a government structure from a commercial one. The implementation of each management function in the civil service is manifested, first of all, in the goals, methods of evaluating results, reporting forms, control procedures, responsibility and incentive system:
— the goal is the development of the region, the protection of disadvantaged segments of the population, etc.;
— in the government structure, the method of assessing results is the level of income, in commercial organization- income;
- reporting form - the state reports to voters, commercial organizations - to shareholders:
— degree of responsibility - the state is responsible to the people;
- a system of incentives in a commercial organization - material incentives, in the public service - benefits, social privileges (free treatment, training, etc.).

Conclusion

Thus, the term “management” is somewhat broader than the term “management”, as it applies to various types of human activity, for example, driving a car and other more complex technical systems.
The term “management” means the management of socio-economic processes at the organizational level - the management of economic activities and individuals and personnel.
The following features distinguish “management” from “management” can be identified:
1. Management is used primarily in economic sphere, and management - in all spheres of life.
2. Management operates with economic management methods, while management uses a wider range of methods.
3. Management assumes the most “soft” relationship between subject and object.

List of sources used

1. Adizes, I. Effective and ineffective management styles. M.: Alpina Publishing House, 2009.
2. Androsova, L.A. Sociology of management (Educational and methodological recommendations). Penza 2002 – 56s.
3. Kabushkin, N.I. Fundamentals of Management: Textbook. allowance/ N.I. Kabushkin. – 5th ed., stereotype. – Mn.: New knowledge, 2009. – 336 p.
4. Kravchenko A.I., Tyurina I.O. Sociology of management: fundamental course: Tutorial For university students. - 2nd ed., rev. and additional - M.: Academic Project, 2005. - 1136 p. - (“Gaudeamus”).
5. Konareva L.A. Management quality crisis: causes and ways out. Part 1. // Century of quality. 2011. No. 1. P. 22-27.
6. Management: A guide for preparing for exams / Comp. Rudenko V.I. Ed. 4th. - Rostov n/d: Phoenix, 2005. - 192 p.
7. Pivnev E.S. Control theory. Tutorial. – Tomsk: Tomsk Interuniversity Center distance education, 2005. – 246 p.

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Management concept.

Signs of control:

Types of control: mechanical, technological, biological, social.

Governance and management - similarities and differences.

Management is a way of modeling and using socio-economic systems that places the efficiency of resource allocation at the forefront. The main task of a manager is to create a self-organizing system that will reproduce and develop in any conditions. For this purpose, advanced management approaches and advanced technologies are used. The main quality criterion is efficiency, that is, achieving goals using a minimum amount of resources.

Management is a purposeful human activity aimed at streamlining the processes of labor and production. You can manage anything and anyone: a person, a car, a project, a database, a legal entity. IN modern science management is opposed to management as a system of outdated tools. If the project functions successfully, then they speak of well-functioning management. If there are failures in the implementation of decisions and the need to push through them, then they talk about “manual control”.

Comparison of management and management

The similarities and differences of concepts depend on the specific situation. Management is a general process, management is a private one. Professional organizers and managers use a set of tools that are ideal for a specific situation. Management is primarily based on practice, while management is based on theory. The approaches to assessing the quality of labor and resource allocation also differ. Applicable to modern world, management is scientifically based methods of influencing socio-economic systems.

Subject of management science.

Management is the process of managing (leading) an individual employee, a work group, or a team to achieve the goals of the organization. Management implies a certain category of people who have received professional education in the field of management and are practically involved in management. The functions of a manager consist of two main components: professional-technical and emotional-personal. Management - as a science - is a system of ordered knowledge in the form of concepts, theories, principles, methods and forms of management. Management - as a function - is a targeted information impact on people and economic objects, carried out with the aim of directing their actions and obtaining the desired results. Management - as a process - is a set of management actions that ensure the achievement of set goals by converting resources at the "input" into products at the "output". Management - as an apparatus - a set of structures and people ensuring the use and coordination of all resources social systems to achieve their goals. Management concepts. scientific management; administrative management; management from the perspective of behavioral science; management from the perspective of psychology and human relations; Control of any system in its simplest form can be considered in the form of a control loop, as a set of two interacting subsystems - the subject of control (control subsystem) - managers and the object of control (managed subsystem) - personnel.

Systems approach in management.

System (Greek) is objects that have integrity and consist of interacting with each other and environment parts and elements to achieve a specific goal.

The use of a systems approach increases the efficiency of organizing and managing complex systems, which include commercial activities.

The systematic approach performs, as it were, heuristic functions (eureka - Greek, open, find - a word expressing joy, satisfaction).

Its positive role boils down to:

· the concepts and principles of the systems approach allow us to identify more real opportunities than are noted in traditional methods;

· in addition, to identify the most complete connections and search for specific elements of integrity, a systematic approach allows us to find a new explanation in comparison with traditional methods;

· complex objects have many options for division, and the types of connections between elements can be different. A systematic approach allows you to determine the criterion for choosing an adequate division option, taking into account the unit of analysis.

With the advent of new scientific and applied problems, the insufficiency of traditional approaches for solving such new problems is revealed, the insufficiency of methods of explanation is revealed, therefore the principles of the systems approach help to approach the subject of study in a new way.

The characteristic features of the development of socio-economic systems are:

· integration of scientific knowledge, increase in the number of interdisciplinary problems;

· complexity of problems and the need to study them in the unity of technical, economic, social, psychological, managerial and other aspects;

· complication of the problems and objects being solved;

· increase in the number of connections between objects;

· dynamism of changing situations;

· scarcity of resources;

· increasing the level of standardization and automation of elements of production and management processes;

· globalization of competition, production, cooperation, standardization, etc.;

· strengthening the role of the human factor in management, etc.

The listed features make it inevitable to use a systematic approach, since, in our opinion, only on its basis can the quality of management decisions be ensured.

The systems approach is a methodology for studying objects as systems.

The system is formed by two components:

· external environment, including the input and output of the system, communication with the external environment and feedback;

· internal structure, i.e. a set of interconnected components that ensure the process of influence of the subject of control on the object, the processing of the system input into its output and the achievement of the goals of the system.

A production system is the unity of the material and intangible components of the analyzed object, its external and internal connections, ensuring the rationality of information, production, management and other processes for processing the input of the system into its output and achieving the goals of the subject of management.

General management functions.

Under management function refers to the type of activity of employees of the management apparatus, based on the division and cooperation of managerial labor, characterized by a certain homogeneity, complexity and stability of influences on the object and subject of management. It is the management functions that are the basis for the design of the organizational structure and the development of technology for the management process.

At present, the question of classifying management functions remains open; moreover, the question of the criteria by which this classification can be carried out remains open. And this is not surprising, since

· firstly, over time, under the influence of economic, political and technological factors, the content of managerial work inevitably changes;

· secondly, the existing diversity of managerial work does not allow a detailed examination of its entirety and, therefore, the authors of the studies are forced either to concentrate their attention on any one management function, analyzing it in detail, or to look for and analyze what is common to the work of all managers .

However, despite the lack of a unified approach to the classification of functions, most authors distinguish general, special and specific management functions.

When considering the management process, its main stages were identified, which, to one degree or another, are present in the activities of every manager, regardless of his place in the management hierarchy and the properties of the management object. These stages are: forecasting, planning, organization, coordination, stimulation, accounting and control, analysis.

And these stages are called general control functions .

Since any organization uses various resources in its activities, it makes sense to talk about managing these resources. And according to the type of activity of management staff related to the use of enterprise resources, they can be distinguished specific control functions . Since different enterprises in their activities can use different resources in different volumes, the list of specific management functions at each enterprise will be different. However, the most common specific functions are:

· financial management;

· property management;

· management of the active part of fixed assets (equipment);

· material resources management;

· personnel Management;

· product and service management.

Because Since each specific function is an activity and, accordingly, a process, it makes sense to highlight the stages (or stages) of this process. Moreover, each stage of managing any resource represents one of general functions management.

Delphi method.

When forecasting, various mathematical and heuristic methods can be used. One heuristic method is the Delphi method. Its essence lies in the execution of the following algorithm:

1) a group of specialists on the problem under study is involved, both from among the employees of the company in whose interests the forecast is being carried out, and from other organizations;

2) these experts are asked to make an anonymous forecast of the future state of the object or phenomenon under study;

3) the obtained forecasts are generalized, and the results of the generalization are reported to experts;

4) based on the information received, experts again anonymously make a forecast, the results of which are processed and returned to the experts. This process can continue for quite some time a large number of once;

5) the result obtained is considered satisfactory when the opinions of the majority of experts coincide.

Consistent solicitation and feedback are used here not to force experts to compromise, but to Additional Information gave the conclusion greater validity.

Planning as a management function.

Planning represents advance decision-making about:

· what needs to be done and what is needed for this;

· when to do;

· who will do it;

· who will be responsible for the results obtained.

It can be argued that planning builds a bridge between the existing state of affairs and the one that needs to be achieved. It makes it possible:

1) realize the opportunities provided;

2) minimize future risks.

The place of planning among other management functions is determined by:

· firstly, by the fact that planning results directly determine the content of other management functions;

· secondly, by the fact that it is at this stage that the goals of the enterprise are formed and the means of achieving these goals are determined.

Thus, planning purpose is to facilitate the achievement of enterprise goals by:

1) eliminating the negative effect of uncertainty in the external and internal environments of the enterprise;

2) focusing the attention of managers on the main tasks of the enterprise;

3) achieving economical functioning of the enterprise through optimal allocation of resources;

1) facilitating organizational, motivational and control activities at the enterprise.

27. Types of plans.

Various plans are being developed for different levels organizations to achieve different goals. And according to the level at which the plan is developed and what goals it is intended to achieve, the following types of planning can be distinguished (see Fig. 4.1).

To achieve strategic goals, strategic (or corporate) plans are developed at the highest level of the organization, which do not define exactly how the organization will achieve its goals, but only determine the general policy and general direction of the organization, set priorities and allocate available resources.

Strategic planning given it promising nature for a period of 5-10 or more years, must take into account the state and prospects for the development of the external environment, as well as its own advantages and disadvantages, i.e. its internal environment of the organization.

To implement strategic plans, the enterprise performs certain work, which can be divided into two types:

1) activities that are generally traditional for an enterprise, for example, the usual production process, into which minor improvements are made, working with traditional suppliers, monitoring the market situation;

2) activities that are non-traditional for an enterprise, of a one-time nature, for example, the construction or purchase of a new building for the enterprise’s office, the development and implementation of a system that automates the work of office employees, the transition to the production of new products, the liquidation of a branch, etc.

To carry out traditional activities based on strategic ones, mid-level managers develop tactical (for up to a year) plans, and at the lower level - operational (for a month or quarter) plans. In this case, as a rule, plans from previous periods are used. However, sometimes it is advisable to apply the so-called “zero” approach, when the use of plans from previous periods is prohibited when developing an operational plan. This allows you to identify inconsistencies in plan components or determine how effectively resources are being used.

28. Planning environment.

Plans are implemented in a dynamic and uncertain environment. Environmental factors can be divided

1) in relation to the organization - external and internal;

2) according to the degree of measurability - quantitative and qualitative;

3) according to the degree of control by the organization - uncontrolled, semi-controlled and controlled.

Among the many internal factors are:

Marketing;

Financial condition;

Production;

State of staff;

Internal culture of the enterprise.

When studying such a factor as marketing, the main focus is on the following areas.

1. Market share and competitiveness. Here the difference is determined between the market share owned by the enterprise and the share that the enterprise wants to receive as a result of the implementation of its plans. It should be taken into account that for profitable work a company does not need to control the entire market. An example would be cars like Jeep and Rolls-Royce, each of which occupies a very small share of the automobile market, but brings considerable profit.

2. Range of products offered. Currently, there are practically no enterprises that can stay on the market for a long time, offering one product.

3. The demographic situation in the market, which is very important for planning, since a change in the demographic situation can lead to either a reduction or an increase in the consumption of the enterprise's products.

4. Opportunities to promote new products on the market and the ability to get ahead of competitors in this.

5. Efficiency of pre-sales and after sales service customers, which allows you to maintain customer loyalty towards the company.

The current financial condition of the enterprise must be taken into account in any planning, since the lack of financial reserves can ruin any undertaking.

When analyzing production, the main attention should be paid to:

1) opportunities to reduce production costs;

2) the possibility of using interchangeable materials in production;

3) the degree of dependence of the enterprise on suppliers; it is extremely undesirable for the enterprise to receive material important for production from only one supplier;

4) the degree of physical and moral wear and tear of equipment;

5) how effective is the quality control system for incoming materials, semi-finished products and finished products.

Since any plan will be implemented by people, assessing the total potential of the enterprise’s personnel is a critical component of any planning.

Internal culture reflects the morals and customs prevailing in the enterprise, its moral and psychological climate. It is the internal culture that forms the image of the enterprise on the product market in the eyes of suppliers and consumers, and in the market labor resources, attracting the employees it needs to the enterprise.

Method key events.

A project is a set of interrelated actions (or operations) that must be performed to achieve a goal. The project manager is responsible for three main parameters:

Project deadlines;

Project implementation costs;

Project quality.

The most important parameter is the timing of the project, because... it is impossible to complete a project with required quality and invest in the given cost estimate if deadlines are missed. Therefore, tracking project deadlines is one of the most important tasks of a manager. This is precisely what project development methods are for.

The simplest form of presenting a project is a list of major (or key) events that must occur, indicating the time by which the event must occur. The event itself does not take time, i.e. is not a process. For example, “attending a lecture” is a process, not an event. “Come to a lecture” at a certain time is an event.

There are two important areas in which the key event method is used:

1. When determined general structure project and it is necessary to give employees the opportunity to prepare their plans corresponding to key events.

2. When it is necessary to determine target dates for the completion of stages of a large project, which must be observed by departments and individual performers performing part of the project.

30. Stage-by-stage planning method.

Gantt charts.

Method of individual increments.

Contingency planning.

Theories X and Y by D. McGregor.

Doctor of Philosophy Douglas MacGregor (1906-1964) believed that anyone management decision or action is preceded by certain assumptions about human nature and human behavior, which are the key point that determines the individual leadership style of a particular manager.

He believed that classical management (the theories of Taylor, Fayol, Weber) is based on certain ideas about the employee. According to these ideas, the employee has an innate dislike for work, needs constant control, does not want to take responsibility, and prefers to be managed. McGregor called this approach to the employee and the management associated with it Theory X. Key points: 1. People do not like work and avoid work whenever possible 2. People have no ambition, so they try to avoid responsibility, preferring to be led. 3. Most of all, people value their security; they want nothing to threaten them. 4. In order to force people to work well, it is necessary to use coercion, strict control and the threat of punishment. The manager centralizes and concentrates all management in his hands. powers, single-handedly resolving all issues, relatively active. subordinate, use at the same time psycho. pressure and direct threats of punishment.

In contrast to this theory, he proposed Theory Y. According to this approach, organizations that more fully use the intelligence and imagination of their employees are more effective. The manager must create conditions in which employees enjoy their work, do not need strict external control, but act independently and responsibly, show initiative and identify achieving the organization's goals with their own interests. In other words, Theory Y ensures the integration of individual and organizational goals. Theory Y shows the direction in which management can develop constructively. D. McGregor's main work: “The Human Side of Enterprise” (1960). Main provisions: 1. Labor is a natural process for humans, therefore normal conditions people want and love to work. 2. In favorable circumstances, people are not afraid to take responsibility and even strive for it. 3. If people are involved in the goals of the organization and in the decision-making process, then strict control of their activities is not required, since they themselves strive for quality work and implementation. self-control. 4. A creative approach to business is found quite often among people, although a person’s intellectual potential is limited. only partially. A leader with this management style decentralizes management powers, involves subordinates in the decision-making process, evaluates work for quantitative results and rewards adequately for success.

Concepts by E. Schein.

McGregor's theory was developed in the works of Edgar Shein, the most important of which is "Organizational Psychology", published in 1965. In it Shein formulated concepts of rational economic people, social people and complex people.

Conc economy chela diet mb is expressed in the following provisions:

1) people are motivated, first of all, by economic motives; they will do what will give them the greatest economic benefit;

2) because economic incentives are under the control of the organization, then people are passive and the organization must lead, control and motivate them;

3) since human feelings are irrational, it is necessary to prevent their penetration into the sphere of rational consideration of one’s own interests;

Conc" social chela"

1) people are mainly motivated by social needs and feel their individuality only through their relationships with other people;

2) as a result of the scientific and technological revolution and the rationalization of labor processes, work itself has largely lost its attractiveness, so a person should seek satisfaction in social relationships at work;

3) people are more responsive to the social influence of a group of peers than to the incentives and control measures coming from management;

4) people will be responsive to the orders of the leader if he can satisfy their social needs and their desire to be understood.

Conc" complex brow" can be expressed in the following terms:

1) people are not only complex, but also highly changeable;

2) in the course of their work, people are able to acquire new incentives that motivate their behavior;

3) the motives of people’s behavior in different organizations may be different;

4) in different time people can react differently to the same management methods.

Theory Z by U. Ouchi.

When Japan overtook the United States in labor productivity by the early 1990s, scientists faced a twofold challenge. On the one hand, it was necessary to find an explanation for this fact (one must understand that the economic authority of the United States at that moment was absolutely indisputable). On the other hand, try to take advantage of Japanese experience to increase the efficiency of American and European production.

William Ouchi, together with Richard Johnson, identified five main features of the Japanese management method, which he later combined into his “Theory Z”: 1. Emphasis on the movement of information and initiative from the bottom up; 2. Transformation of senior management (top management) from a body issuing orders into a body facilitating decision-making; 3. Using middle management as the initiator and driving force for solving problems; 4. Decision making based on consensus; 5. Increased attention to the well-being of employees.

According to Theory Y, line management can only play a positive role if the manager trusts employees to exercise their authority in a way that is in the best interests of the organization. Type Z organizations, according to Ouchi, perform better because they are free from the worst elements of hierarchy and bureaucracy and achieve within their own culture. high degree consistency. As Ouchi writes, Type Z organizations are “usually viewed as clans because they are close-knit communities of people engaged in cooperative activities.” economic work and tied together by various kinds of ties.” In the first post-war years Japanese goods were considered quite primitive and of low quality. The desire to improve the situation arose, in part, from the work of American engineers who were involved in assessing the quality of American products within the Civil Relations Sector of the Occupation Administration. According to Ouchi, the main factor that determined Japan's post-war economic success was the lifetime employment system adopted by major companies. Despite the fact that this system covered only about 35% of Japanese work force, he considered himself entitled to assert that “lifelong employment, more than a single policy, is the slogan under which many aspects are integrated Japanese life and labor." A system in which large companies and the state hires a certain number of school and university graduates every year, on the assumption that they will work in the company until retirement, i.e., up to 55 years, contributes to the establishment of greater interdependence. Since in this case, promotion depends only on the person himself, a young worker (usually a man), when joining a company, can count on guaranteed career growth, which will in no way depend on the situation on the external labor market. At the same time, the likelihood that an employee who has managed to make a certain career in a given organization will want to leave it becomes significantly less.

Ouchi's work can be seen as one of the attempts of Western management thinkers to explain the phenomenal success of Japanese industry. His point of view, according to which increased productivity can be achieved simply by increasing employee involvement in the organization, seems highly controversial. The irony is that the radical restructuring of many industries, caused by their Japaneseization, often led not to an increase, but, on the contrary, to a decrease in the level of their security. Ouchi's ambitious scheme, designed, in his opinion, to become a panacea for an increasingly atomized society, given the rapid rise in unemployment in the 80s, seemed even more unrealistic. However, Ouchi's work makes some interesting points, including the idea of ​​the importance of trust.

Vroom's expectancy theory.

According to this theory, it can be argued that motivation depends not only on the needs of the individual, but also on the desired reward for the work performed.

V. Vroom based his theory on three concepts: expectancy, instrumentality and valence.

1.Expectations that the efforts made to achieve a particular result will lead to the goal or desired result.

Theory of justice.

This theory in the 60s of the XX century. developed by the American scientist S. The main idea of ​​the theory of justice is that in the process of work a person compares the assessment of his actions with the assessment of similar actions of his colleagues and on this basis comes to the conclusion about the fairness of his pay. Injustice can exist in the form of underpayment (it is experienced more acutely and causes resentment) and overpayment (felt less often, among normal person this creates a feeling of guilt or dependence).

Comparing your own remuneration with the remuneration of your colleagues is subjective, as it is based on your own incomplete and inaccurate information, and sometimes on rumors.

When injustice is discovered, the employee experiences psychological stress. In an effort to get rid of it, he can act like this:

· reduce the intensity and quality of work;

· demand increased remuneration, increased pay, promotion, improved working conditions;

· demand compensation for underpayment with products;

· overestimate your own capabilities, lose self-confidence and sense of perspective;

· try to get colleagues to work more because they get paid more;

· influence management to reduce remuneration for colleagues to restore fairness;

· change the object of comparison for yourself, deciding that a colleague is in special conditions(has personal connections with management or special qualities and abilities);

· move to another department or quit.

As we can see, most of the employee’s possible actions to restore justice have negative consequences for the organization.

Graikunas theory.

According to this theory, there are three types of connections between the leader and subordinates:

1. Direct single connection, i.e. direct communication between the leader and each of his subordinates. And, if manager A has two subordinates B and C, then they have two direct single connections.

2. Direct group communication that exists between the leader and any possible combination of subordinates, i.e. a manager may work with one subordinate in the presence of another (or others) or with all of them together. If manager A has two subordinates B and C, then the following connections are possible:

A with B in the presence of C;

A with C in the presence of B;

A with B and C at the same time.

3. Cross communication, when subordinates work with each other under the supervision of a manager. If A has two subordinates B and C, then one crossover is possible B-C connection under the control of A.

IN general case the number of connections that a manager must control is determined by the formula:

k=

where n is the number of subordinates.

The undoubted advantage of Graikunas's theory is that it allows one to establish the degree of complexity of management activities with an increase in the number of subordinates. Its main drawback is the lack of consideration of the intensity and duration of “manager-subordinate” relationships.

It should be noted that the ability to reduce the number and time load of job contacts is one of the most important personal qualities of a manager, which largely depends on his character and managerial experience. At the same time, there are objective factors by influencing which a manager can reduce the frequency and duration of office contacts.

These factors include:

1. Professional preparedness of the subordinate. Obviously, the higher it is, the less time a manager needs for official contacts with a subordinate.

2. Clear formulation of the tasks facing subordinates, since a vaguely defined task will either not be completed at all or will require a lot of time from the manager. If, due to the nature of the organization’s activities, subordinates must set tasks for themselves, then in this case, reducing the manager’s contacts with them can occur by developing and communicating to subordinates general principles activities and goals of the organization.

3. Delegation of powers, i.e. the subordinate must have sufficient authority to make decisions necessary to carry out clearly defined tasks. Between the clarity of the task formulation and authority, on the one hand, and the result of the work, on the other, are presented in table. 6.1.

4. The pace of development of the organization. The faster an organization develops, the greater the burden of contacts with subordinates falls on the manager.

5.Usage objective assessments activities of subordinates. If subordinates know that the results of their work are recorded and objective standards are used in their evaluation, then they do not need to frequently report to the manager about the results they have achieved.

The relationships among task clarity, empowerment, and performance outcomes. Clarity of task formulation Availability of authority Result of work absent absent work remains unfulfilled absent irreparable consequences for the organization are possible yes absent large amounts of time spent by the manager yes successful completion of work

6. The communication technique used, which allows the manager to quickly interact with subordinates without coming into direct contact with them.

Stages of formation of the OSU.

Requirements for management decisions.

Management concept.

Management is a process of purposeful influence on a system (mechanical, technological, biological, social), as a result of which its orderliness and development are achieved in accordance with the goals set.

Signs of control:

· the quality of a holistic organized system is mandatory;

· presence of mandatory elements: subject of management and object of management;

· a certain focus, achieving a set goal (managerial result);

· serves the interests of interaction of the main elements;

· provided by a system of certain means.

Types of control: mechanical, technological, biological,

The concepts of “management” and “governance” are traditionally perceived as synonyms. It reflects them general nature, basis and unity of application. In a broad sense, such an approach is not only possible, but also necessary, since it provides simplicity of designation and the basis for the perception of socio-economic processes. But professional use these terms necessitate clarification of the scientific definition, both their definitions and their practical use.

Actually, the word “management” and the corresponding concept come from the English term “to manage”, which is traditionally translated as “to manage”. A more thorough, detailed understanding and application of this term is concretized by such figurative and very specific definitions as “to be able to achieve one’s own”, “to manage to achieve one’s plans.”

The formulation and application of the Italian term “managgiare” and its corresponding concept literally means “to skillfully control a horse.” At the same time, associatively, it is also widely and variedly used to designate any forms of strict rule, unconditional domination, based on mastering the art of achieving one’s own goal.

The semantic understanding of the French term “menager” is revealed by a rather specific and unique meaning of “running your own household.” At the same time, his practical use traditionally filled with the French-language term “gestion”, which in applied use replaces management itself with the concept of “administration”.

Continuing the linguistic analysis, we, sooner or later, come to the Latin roots of the word itself and the actual concept of “management”, based on the term “manus”, which literally means “hand”, but is widely used to denote violence, domination, power, active action. The component common to all these concepts, which determines the meaning, cleared of the ancient rigidity of its application, allows today to quite reasonably define management, first of all, as leadership.

So, the word “management” itself is used today in three senses:

Firstly -“management” and “leadership” in meaning and content are largely united by the concept of “rule”. It implies direct activities manager for managing subordinates. In this sense, management is called process of managing subordinates.

Secondly - in today's Russian-speaking, applied usage, the term “management” means not only a type professional activity, but also the subjects directly carrying out this activity . In this sense, composition of the organization's leaders is equally commonly called today by both its leadership and management. At the same time, it is necessary to clearly understand that not all participants in such activities belong to the management of the organization, but only those who have specialists or performers subordinate to them, and those who are endowed with the right to set goals for them, that is, the status of a manager.

Such an understanding is extremely important today, when (as traditionally happens in our times of change) a new fashionable term is used to describe too wide a range of subjects. Today, not only in everyday use, but also in official documents of organizations, you can often find such job titles as “sales manager”, “supply manager”, “cash settlement manager”. In most cases, these workers do not have their own subordinates, although they manage or can manage objects or processes. Their activities are fully consistent with the management discussed above, but they themselves are in no way managers

Third - One of the most imaginative and quite widespread classical definitions today defines management as the art of setting and achieving goals. In this sense, the term “management” means a high level of ability to achieve a set goal. And the term “management” denotes the process of developing, adopting and implementing a solution to a given problem. This is where the main difference appears. If in management the key element is the goal, then in management the main thing is the decision. Not every manager participating in it has the right to make a decision, but only the manager vested with the appropriate powers.

In its turn, control is defined as a purposeful influence carried out in response to an existing goal or one set “from above.” This quite clearly defines the primacy of management and the productivity of management, implemented within one organization.

In practice, there are significantly more control objects than subjects. Indeed, we can or try to control an exclusively wide range of real objects, for example: a car, plant growth, a person. Depending on the object, three types of control are distinguished:

1. Inanimate nature;

2. Wildlife;

3. Human society.

In a broad sense, all of these objects can be managed. In the work of every organization, technical, biological, ergonomic and many other systems and processes that need appropriate management are constantly, actively and variedly used. At the same time, in the socio-economic system that is the organization, management of the third type, that is, management of subordinates, becomes crucial.

Questions for self-analysis:

In management, setting goals for one's subordinates is the basis for organizing the activities of each manager. He receives his status along with the right to set goals for his subordinates. In contrast, for most specialists and executors of management personnel, the goal is delegated or set “from above”, which only allows for the possibility of participating in its study, detailing and clarification. Thus, management personnel most often receive and implement the goals set by management. This is precisely the first fundamental difference between management and management. On this basis, in the management paradigm, the goal is isolated from the sequence of the cycle “subject - command - object - information”, as shown in Figure 1.3.2.1

Cities of the Pth genus

Sh-kind

Rice. 1.3.2.1. Management model

The control object, as shown in the presented model, is: equipment and raw materials on which it operates, for example, in a factory; growing and processing technologies, for example in agriculture etc. Management considers the subordinate as an object of influence, ensuring the implementation of the necessary influences on all other objects through him. Often, the real situation dictates to the manager the need to delegate decision-making rights to the direct performer, who is more responsive to the specific situation. But, in this case, the subordinate exercises control of the first or second kind. Thus, second difference of management from other types of control lies precisely in the composition and content of the object of influence.

The manager achieves the effectiveness of the process of setting and achieving the organization's goals by adequately assessing the situation, constructively highlighting the problem, developing an effective solution, and ensuring its implementation by subordinates. The composition of the main stages of setting and achieving goals and the sequence of their implementation became the basis modern presentation management reflected by the model in Figure 1.3.2.2

Rice. 1.3.2.2. Management model

In accordance with the paradigm, the determining criterion for management effectiveness is the correspondence of the result to the set goal. But both the implementation of the listed stages and the result obtained significantly change the manager’s idea of ​​the desired state of the organization. At the same time, the resulting result, as a rule, Some components of the goal are missing and unplanned changes are present. All this becomes a condition for the beginning of a new cycle of setting and achieving goals, which, in turn, will give rise to the next one, etc.

Comparing the models of management and control paradigms in the presented figures allows us to clearly identify the differences. The activity of management personnel is to ensure the development, adoption and implementation of decisions, in the process of setting and achieving the goals of the organization, determined by it. management. In the management paradigm, it is the decision that occupies a central place and plays a key role, in contrast to the determining significance of the goal in the management paradigm.

Required condition The formation of management is the creation of an organization, the distribution of powers, the construction of a hierarchy, which is not always necessary in management, for example: the first and second types. Accordingly, management initially provides solutions to organizational, structural, and hierarchical problems through administration. This finally determines the composition of the organization’s managers, specialists and performers, uniting them into the management apparatus. Comparative analysis allows us to present the main differences between management and management as follows:

Table 1.3.2.1. Comparative analysis of management and management

Shown in table 1.3.2.1. comparison is relative and in various organizations manifests itself differently depending on specific conditions. At the same time, it allows us to clearly define the nature and understanding of modern management, the main composition of its differences and connections with management. The justifications carried out allow us to give another definition of management:

Together with the above definitions, it generally represents the essence and content of management as an independent type of professional activity, closely intertwined and interacting with a set of measures to manage an organization.

Control questions???