The main stages of the management process. Logic and technology of control, modeling of situations and development of managerial decisions
Control logic is a system of purposeful actions carried out in a strictly defined sequence within a specified period of time.
The control logic can be represented as a diagram, the most important elements of which are: foresight, decision, programming, execution, control and analysis.
Foresight is the starting point in the logical scheme of control, for to control means to foresee.
"Indeed," A. Fayol wrote in his work "General and industrial management" Innovation management: Tutorial/ Goldstein G.Ya. Taganrog: Publishing House of TRTU, 2010. 132p. - if foresight is not one hundred percent control, then in any case it is an essential part of the latter. To foresee here means to calculate the future and prepare it. To anticipate is almost to act.
Foresight presupposes a decision.
The decision is the choice of the goal. At the same time, a decision is a product of managerial work, which ultimately increases or reduces the efficiency of the organization. Decision-making involves the definition of a target setting, which ultimately determines the prospects for the development of the control object, the choice of means to achieve the goal and the development of an action program.
Programming is primarily the choice of means and the development of a program of action. The action program is based on the resources of the enterprise, i.e. it is necessary, in accordance with the established goal, to clearly present the desired situation and the stages of its achievement, and also to link the tasks at each stage with the resources of the enterprise. In other words, to determine the necessary availability of real estate, equipment, raw materials, money capital and other means necessary both for the realization of the final goal and for the successful implementation of each stage of its achievement.
An important tool for linking goals and resources at the organizational level is the provisional budgets of enterprises.
The success of programming largely depends on the correct definition of the stages of achieving goals, on the rational distribution of tasks between departments, services of the managed system, as well as on the interest of each department in the implementation of both individual stages and the program as a whole.
The next link in the control logic is execution.
Execution is a system of specific actions aimed at the implementation of the program. For the successful implementation of the program as a whole, it is necessary, along with the allocation of stages for its implementation, to establish private programs (or plans) of work for each unit involved in the implementation of the program. At the same time, the tasks of the general and private programs should be linked to each other in terms of tasks, priorities, resources, volume and deadline. The necessary conditions for the implementation of any program are unity, continuity, flexibility and accuracy. During the execution of the program, a number of problems usually arise, connected, on the one hand, with the motivation of the participants in the implementation of the program, and on the other hand, with changes environment, since foresight is not a prophecy, and the environment cannot remain unchanged for a long time.
In order to minimize the number of unforeseen deviations from program tasks during its execution, control is necessary.
Control, or verification of performance, - required function management and the most important link in the logical control scheme. Control must be systematic, comprehensive, effective, transparent. The purpose of control is to identify deviations from the tasks of the program or errors in its implementation and eliminate them. To do this, control should be carried out not episodically, but constantly, not for individual tasks or indicators, but for the entire complex of program settings. Checking the execution of tasks should not only identify shortcomings in the implementation of program tasks, but also promptly eliminate them. Finally, failures in the implementation of the program should not be hushed up; on the contrary, they should be actively overcome with the implementation, if necessary, of mobilizing additional resources of the management system. The results of performance monitoring should be carefully analyzed.
Analysis involves dividing the whole into parts, studying these parts and their relationships, identifying the most important parts or elements that determine the state of the system as a whole, preparing conclusions and recommendations for improving the functioning of the management system.
With regard to the analysis of the implementation of the program of the organization's activities, the most important result of it is either the preparation of proposals for adjusting the program in accordance with changes in the environment or the management system, or, if the foresight has not justified itself, the rejection of foresight. Graphically, the control logic is presented in the application
The logic scheme predetermines the control technology. Kolesnik M. Management. M.: "PRIOR Publishing House", 2008. 345 p.
Management technology is a system of operations and procedures performed by managers. At the same time, the concepts of "operation" and "procedure" in management are not identical.
Management technology should ensure the implementation of the program-target approach in management. The goal is a mental anticipation of the results of activity. In relation to management, the goal can be represented as the desired state of the control object after a certain period of time. In order for the control system to move from a given state to a desired one, a certain program of actions is needed that would make it possible to overcome the problems that separate the given situation from the desired one. The strategic goals of the organization are determined based on its mission. The choice of tactical goals involves the implementation of a number of operations and procedures according to the scheme for making a managerial decision. The choice of the goal, which has taken the form of a final decision, allows you to proceed to the development of the program, i.e. to the execution of operations and procedures, to the development detailed plan actions and to determine the resources needed to achieve the goal. At this stage, balance calculations are compiled, norms and standards are widely used, and analytical work is performed.
After the target program is defined, its implementation begins. As the target program is implemented, its implementation is monitored in terms of volume, resources and timing. It is dominated by management operations and procedures related to the verification of performance. Control should be systematic, comprehensive and effective, and the data from the verification of the implementation of the target program should be carefully analyzed.
Analytical operations and procedures make it possible to compare goals and achieved results at each stage of the program implementation. The performance of analytical operations and procedures is necessary due to the fact that during the implementation of the program there are often changes in the management system itself and in its environment, which were absent or were not taken into account at the time of the formation of the program itself. In order to adequately respond to these changes, operations and procedures related to program adjustments can be performed based on the results of the analysis.
There are a number general requirements applied to the goals of management. Goals should be specific, measurable and achievable. They must be interconnected, i.e. the operations and procedures necessary to achieve one objective should not interfere with the achievement of other objectives of the organization.
In addition, goals are coordinated in time. The classification of goals by time implies a forecasting horizon. Proceeding from this, long-term, short-term and medium-term goals and programs corresponding to them are distinguished. Long term targeted programs have a planning horizon of 5-10 years, medium-term ones are carried out in 3-5 years, and short-term ones are usually implemented within a year.
Objectives usually define the main directions of the organization's work. For this work to be carried out successfully, it is necessary to divide the goal into stages of its achievement (subgoals) and clearly define quantitatively measurable milestones at each stage. At the same time, in order for the goal itself and all its stages to be fulfilled in full and on time, it is necessary to perform a set of management operations and procedures aimed at ensuring the full linkage of the tasks and resources.
The target program usually contains a certain set of sections and indicators, which contain data on the goal and stages of its achievement, on the material resources necessary for its implementation and financial means, on capacities and investments, as well as on workforce involved in the execution of a given program. The tasks of the program are distributed among its executors. Moreover, the actions of the latter are strictly coordinated, and each performer is responsible for the implementation of his part of the program.
Target programs are classified according to various criteria: by the level of management (there are national programs implemented at the macro level, regional programs implemented within certain territories, and programs implemented at the micro level, i.e. at the enterprise level); by the object of management (economic, environmental, social, political and other programs are distinguished); by terms of implementation (long-term, medium-term, short-term), etc.
Control technology is based on information base. This raises the problem of processing a significant amount of information in a short time. To successfully solve this problem, modern technical support management process.
The model of sustainable development of an enterprise as a system is an integral assessment of the sustainable development of an enterprise in all areas of its activity - financial, organizational, production, personnel and information. At the same time, each of the directions can be considered as a relatively separate subsystem that has its own goals and objectives, performing certain tasks. common system functions. Accordingly, the model of the process of managing the sustainable development of an enterprise should cover all areas of the enterprise’s activities, be based on adequate principles, use modern methods ensuring the achievement of the set goals.
According to the system-logical approach, enterprise management is a set of sequential actions of the control subsystem (subject of control) aimed at the controlled subsystem (object of control) to achieve the goals. At the same time, the influence of the subject of management on the object of management should be carried out in a closed cycle, which must be considered from the side of structure, content and process.
The development of an enterprise (object of management) should be considered as one of the sub-processes of its life activity - supporting the implementation of all production functions, defining the activity of the enterprise as a system in the time interval "creation of the enterprise - liquidation of the enterprise". Unlike the process of functioning (implementation in time of the main functions of the enterprise aimed at achieving the goal of activity within the framework of the existing structure and the achieved level of quality of system-forming elements (resources), the development process is serial transition from one goal of the enterprise to another, corresponding to new quality features internal and external environment, accompanied by the formation of a new dissipative structure.
Sustainable development is understood as "...a process of change in which the exploitation of resources, the direction of investment, the orientation of scientific and technological development and institutional changes are coordinated with each other and strengthen the present and future capacity to meet human needs and aspirations" .
Among the many economic interpretations of the concept of "sustainable development", the following deserve the most attention: the ability of a system to return to a state of equilibrium after it was brought out of this state under the influence of internal and / or external influences, the ability to keep moving along the intended trajectory (to maintain the intended mode of operation ), despite stimulating effects; the ability to withstand negative internal and external influences, the ability to adapt to changing conditions.
Given the above, we will present the process of managing the sustainable development of an enterprise in the form of twelve stages (Figure 1) and consider the content of each of them.
The sustainability of the functioning and development of an enterprise depends on the following components: organizational and legal structure and age of enterprises; financial condition; personnel corps of managers, their ability to adapt and innovate; the interest of employees in the results of labor; the general course of market reforms and stabilization of the economy; the ability to find their own niche in an emerging market; be able to improve the quality parameters of manufactured products and a number of others.
It follows that when building a model of the process of managing the sustainable development of an enterprise, it is necessary to single out the following areas of its activity: financial, production, personnel and information (stage 1) and specify the elements of ensuring sustainable development in each of the areas (stage 2).
Stage 4 - diagnostics of the actual state of the elements of the directions for ensuring the sustainable development of the enterprise. Comprehensive diagnostics includes the following types analysis and assessments: situational analysis, organizational and managerial analysis, financial and economic analysis, analysis of personnel potential, assessment of the enterprise's business.
Figure 1 - Stages of the process of managing the sustainable development of an enterprise
Diagnostics allows you to identify and understand the true nature of the problems of the enterprise, to give a quantitative and quality assessment state of the enterprise as a whole organism. In addition, diagnostics allows you to evaluate the effectiveness (efficiency) of the measures taken. management decisions; assess the prospects that open up for the enterprise in the event of implementation of changes in the organizational, production, technical and financial aspects enterprise activities.
The task of the 5th stage is the timely identification of factors that destabilize the sustainable nature of the development of the enterprise and determine the development of crisis processes.
Of the many options for classifying these factors, the most acceptable (based on the purpose of the study) is the approach of I.A. Blanca.
Stage 6 The main problem in developing a model of the process of managing the sustainable development of an enterprise is the choice of key indicators (indicators that reflect the state of the observed object, in our case, the enterprise) and the development of a methodology for calculating and evaluating them.
At the same time, there is a need to combine two principles: completeness of coverage and minimization, which can be achieved by taking into account the existing relationships between indicators, as well as choosing their priority derivatives.
Stage 7. According to the result of the assessment of key and final indicators, it is possible to diagnose real state enterprises, namely: stable or unstable state of the enterprise in the market; managed or weakly managed process of enterprise development; the action of destabilizing factors is reversible or irreversible (uncontrollable).
Stage 8. After the enterprise is diagnosed, it becomes possible choice type of management of its production and economic activities.
In conditions of instability, uncertainty and dynamism of the economic environment, the most appropriate approach to managing the sustainable development of an enterprise is parametric adaptive management based on results with elements of early warning of the influence of external destabilizing factors (Figure 2).
Figure 2 - Scheme of the mechanism of parametric adaptive control of the operation of the enterprise based on the results with elements of early warning of the influence of external destabilizing factors
The essence of this type of management lies in the fact that the management subsystem of the enterprise at an early stage, using “weak signals”, using the express diagnostics method, reveals the influence of external destabilizing factors and tries to compensate for their negative nature or completely eliminate them. “At the end of the planned period, based on the actual results obtained, fundamental diagnostics are carried out, which makes it possible to find out whether the influence of external destabilizing factors has been compensated or completely eliminated. If not, then their strength should be determined and the cause-and-effect relationships should be clarified. After that, adjust the planned values, taking into account additionally developed measures to compensate or completely eliminate the influence of external destabilizing factors on the enterprise, if they are still in effect.
Stage 9 - the choice of methods for managing the sustainable development of the enterprise. Parametric adaptive management based on results with elements of early warning of the influence of external destabilizing factors includes four major components of the analysis: strategic positioning, which allows assessing the future performance of the enterprise with its current capabilities; express diagnostics; fundamental diagnostics; monitoring. In addition, this type of management is based on three approaches to the characteristics of management activities at the enterprise: structural, which determines the stages of the management cycle; process, corrective phases of the management cycle; functional, defining the functions of the management cycle.
The development of an enterprise as a system should be based on certain principles - established, generally accepted, common rules for economic actions and properties of economic processes. Therefore, at the 10th stage, the principles of managing the sustainable development of the enterprise are determined.
However, among the four universal principles(principle of determinism, contradictions, historicism, display) the greatest attention should be paid to the principle of determinism, the essence of which is as follows: the processes of development and management of the development of an enterprise reflect and take into account changes occurring in the internal and external environment thereby allowing the enterprise to sustain its vital activity.
Of the seven system-wide principles (the principle of commonality of system laws, objectivity, hierarchy, attainability, feedback, external supplement, information security and information transformation) it is difficult to single out more or less significant ones. However, for the purposes of the study, special attention deserves the feedback principle, which reflects the ability of the enterprise to respond to internal and external fluctuations, thereby declaring the ability of the enterprise to influence those objects and / or processes that caused these changes in the course of its development.
To ensure the sustainability of the development of an enterprise as a system, it is necessary to comply with all specific principles (the principle of non-linear development, the irreversibility of development, dependent development, the specificity of development, temporality, cyclicity, openness, the totality of dynamic equilibria or quasi-equilibrium states, reflectivity), but two deserve special attention: the principle of irreversibility development of the enterprise and the principle of a set of dynamic equilibria or quasi-equilibrium states. According to the first principle, an enterprise, passing through a chain of dynamic equilibria in its development, can have both a constructive and a destructive direction of movement. That is, the development of an enterprise is not always progressive, adaptive and synchronized. The second principle is closely related to such properties of the system as stability (the ability of an enterprise to maintain its structure and functional features under the influence of external factors) and stability (the ability of an enterprise to maintain its structure and functional features under the influence of internal factors). At each individual point in time, the cumulative influence of external and internal factors is not the same, which is a source of contradictions that stimulate the subsequent development of the enterprise.
No less important are the principles of managing the development of an enterprise (the need for development management, multi-level and adaptive management, the feasibility of creating a new dissipative structure, the effectiveness and optimality of decisions made, the social orientation of development, co-evolution, the plurality of development attractors). Thus, the principle of multi-level development management indicates that at each of the levels there are, albeit in different forms, two basic evolutionary rules - the desire to preserve identity and adaptation to the external environment. The principle of the expediency of creating a new dissipative structure reflects the main patterns of behavior of an enterprise as a system when it is in conditions of an inevitable choice: to maintain or reanimate the existing structure, while maintaining the development trend; to create a new structure, with the help of which it is possible to change the vector of development diametrically opposite, but at the same time incur high costs. The principle of efficiency and optimality of the decisions made states that, in the ideal case, a managerial decision is the most appropriate if the criterion of its optimum is the indicator of the effectiveness of the decision. The principle of social orientation characterizes the need to take into account both internal and external social consequences of enterprise development management.
In accordance with modern concept management, the implementation of goals (stage 11) and objectives (stage 12) of managing the process of sustainable development of an enterprise must be addressed at three levels - strategic (defining the goal of renewal), innovative (contributing to increased adaptability), operational (determining the direction of improvement).
So, at the strategic level, they identify, analyze and systematize changes (periodic and random, positive and negative) occurring in the internal and external environment of the enterprise, as well as the environment of its immediate environment. This determines the formation of the target function of the enterprise, that is, it sets the vector for the development of the system. At the innovative level, they analyze and systematize the destabilizers of enterprise development, which are contradictions. If an enterprise has fallen into the area of contradictions, its functioning and development directly depend on the potential and real possibilities of solving them, that is, the lack of managerial actions leads to the collapse of the enterprise as a system.
Clarification and concretization of factors (conditions) that destabilize the development of an enterprise contributes to an increase in the adaptability of the system. At the operational level, methods for analyzing the factors of enterprise development are selected and adjusted, which determines the directions for improving the system. In general, management at the strategic and innovative levels ensures the external efficiency and sustainability of the development of the enterprise, and operational management - internal.
After the stages of managing the sustainable development of an enterprise are determined, it is possible to build a model and develop an appropriate mechanism. However, this is the next step in the study.
Typology of the management process
The main stages of the management process
Management process
Organization management It appears as a process of implementing a certain type of interrelated actions to form and use the organization's resources to achieve its specific goals. There are different points of view in the definition of the management process.
Let's introduce some of them:
1. Control as activity is implemented in a set of management processes, that is, targeted decisions and actions carried out by managers in a certain sequence and combination.
These management processes are being improved along with the development of the organization itself. Management processes contain both hard, formal elements (rules, procedures, official powers), and rather soft ones (leadership style, organizational values). The purpose of a particular management process is to change or maintain the existing management situation that have, or may have an impact on the development of the organization.
2. Control organization appears as a process of implementation of a certain set of specific interrelated actions. The peculiarity of the management process is that in its meaningful interpretation it is not equivalent to all the activities of the organization to achieve certain interrelated goals, but includes only those functions and actions that are associated with coordination and establishing interaction within the organization, with an incentive to implement production and other activities.
Content and set of actions and functions, carried out in the management process, directly depend both on the type of organization (business, administrative, public, educational, military), on the size of the organization, as well as on the scope of its activity (production of goods or provision of services), on the level of managerial hierarchy (top management, middle management, lower level management), functions within the organization (production, marketing, personnel, finance) and many more factors.
The management process within the organization is characterized by the presence of homogeneous activities.
Scientists believe that it is possible to group all types of managerial activities into general management functions:
To this we must add that goal-setting, i.e. the choice of goals and the formulation of tasks also applies to management.
Management process consists of the alternation of certain stages and manifests itself as a continuous sequence of purposeful actions of the management apparatus and the leader to achieve certain results.
Separation process the stages is a certain analytical tool that allows you to identify the patterns of the management process, and highlight those ways that will be able to improve it in a certain way.
Stage of the management process can be defined as a set of management operations, actions, which is characterized by qualitative certainty and uniformity, reflects the need for their existence.
Traditionally management process It is presented in the form of sequentially replacing each other stages, such as goal-setting, situation assessment, problem definition, development of a managerial decision. schematically this process shown in Fig.1
Rice. 2 The content of the stages in the management process
According to a number of scientists, the logical scheme of the control process is as follows.
1 . First step the beginning of the development of the management process here is the emergence of new goals and the structuring of new tasks. Therefore, goal-setting can be considered as the first step towards a logical scheme for the development of management as a process.
2 . second step in this scheme is the development in the management system of a reaction to new tasks - which should lead to the development of the management process. Three types of reactions are possible.
First type- an attempt not to change anything in management or to make small, partial changes, focusing on identifying the causes that require change.
Second type - stereotyped approach to solving emerging problems. This is an attempt to solve managerial tasks practically regardless of their content, nature and dynamics with the help of previously justified approaches to the transformation of the management system. The most widespread approach to solving any new problems is to carry out organizational restructuring in management, the creation of new management bodies.
Third type- a comprehensive restructuring of the management system in accordance with the content and essence of the new tasks that arise before management, and the possibility of transforming management.
3 . third step The logical scheme of management development is the restructuring of the fundamental principles on which the management system is built. This involves the implementation of the principles underlying the management system, in accordance with the essence and content of the tasks facing management.
After the formation of a new subsystem of principles in the management system, the next step comes
4 Fourth step restructuring of the structure and elements of the management system. Often this step is considered as an equivalent of the actual management process, because it is the restructuring of the structure, management methods, management personnel that is considered as a management process.
Structural restructuring and elements in the control system, the control development logic is not completed. The final step remains - the consolidation in the process of management of new qualities and properties instilled in him in the process of change. This implies, First of all, the corresponding development of the information - behavioral subsystem. Secondly , at this step, a regular study of the course of development and analysis of the results of activities carried out as part of the restructuring is carried out.
Thirdly, at this step, a purposeful adjustment of both the entire management process and its individual components is carried out. The adjustment is carried out in order to abandon unjustified or impossible for the full implementation of management development directions, as well as to carry out new, previously unforeseen management transformations, the expediency and necessity of which arose in the process of its development.
The allocation of certain stages of the management process is associated with taking into account certain aspects of the process.
Relay contactor control systems
Under the term RKSU(Relay-contactor control systems) understand logical control systems built on a relay-contactor element base and automating the operation of the drive.
To the task of RKSU includes automation of the following processes:
turning engines on and off,
choice of direction and speed of rotation,
engine start and stop,
creation of temporary pauses in movement,
protective shutdown of the engine and stop of the mechanism.
The direct object of control for the RKSU is the motor fed from the network.
To the advantages of RKSU applies: the presence of galvanic isolation of circuits, significant switching power, high noise immunity.
Disadvantages of RKSU are: contact switching, requiring appropriate maintenance and limiting its service life; limited speed; increased weight and size indicators and energy consumption.
Electrical circuits and methods of analysis of RKSU
The sequence of operation of the nodes in the RCSU depends on their electrical connections.
The electrical circuit of the RKSU is a graphic form of the image of the RKSU.
Figure 2.2 shows the general functional diagram of the DCS in the form of nodes.
AT circuit diagram all elements of the control system, electrical connections of the elements are given. An image of any node is allowed without disclosing its internal content. If the node is not standard, then its scheme should be additionally given as an application. The diagram does not give the spatial arrangement of the equipment, therefore, an additional wiring diagram is given.
It is possible to evaluate the performance and quality of the developed RKSU on the basis of its analysis.
In the general analysis, the characteristics of the RCSU as a whole are given, the purpose of the system, the type of element base are indicated, the main nodes are distinguished and the principles on which they are built are noted. Description is verbal.
In a detailed analysis, a detailed description of the functioning of the entire RCCS or its individual nodes is given, and the algorithm of the logical control system is described.
The algorithm can be presented both verbally and formally - symbolically, analytically and graphically.
The most rigorous and compact formalization of the description of RCCS is a lytic way , expressed in the structural formulas of the Boolean algebra of logic.Denoting the logical input independent variables through, the internal dependent variables through, and the output variables (functions) through, we obtain structural formulas of this type:
Such a record does not reflect the time sequence of the operation of this node. This method is mainly used in the synthesis of RCCS, in the formation of an analytical control algorithm.
For a detailed analysis of RKSU, a graphical method of description in the form of a graph or cyclogram is used.
The cyclogram consists of the following elements:
tact - a time interval during which no changes occur in the state of the system;
switch-on period - the time interval of the switched on state of the device (shown as a horizontal straight line in the line);
disconnection period - the time interval of the disconnected state of the device (depicted by the absence of a horizontal straight line);
the effect of one apparatus on another is represented by a thin vertical line.
All cycles and periods of switching on and off are depicted on the cyclogram without observing the quantitative time scale. A tact can be considered a logical time scale.
Rice. 3.2. Cyclogram of the anti-switch braking unit
Example: cyclogram of an anti-switch braking unit. For the initial initial state of the system, the rotation of the engine in the "forward" direction at full speed (right third position SM1 ), for the end of the cyclogram - the start of the start in the "backward" direction. In this node, the signals of the controller are taken as input independent variables for the output variables - functions - contactor currents KM1 - KM7, and for the internal variable - the current of the rotor voltage relay KV . The cyclogram will have the form shown in Fig. 3.2. It has seven measures, 2 - 5 and 7 are unstable. - opening cycle, - enabling cycles.
