It effectively helps in management. Effective management of the organization. Economic indicators of management activity

The main task of any manager is effective management. Performance criteria allow you to assess in detail the quality of the manager's work in order to make appropriate adjustments. Evaluation work should be carried out regularly in order to identify strengths and weaknesses, followed by timely adjustments.

The essence of the concept

Management effectiveness is an economic category that demonstrates the contribution of the manager and his environment to the overall performance of the organization. Many researchers invest just such a meaning in this concept. In this case, the management efficiency criteria are presented as the results of activities and the degree of implementation of the goals and objectives that were set for the current period. Profit is the main indicator.

It should be noted that the effectiveness of management is one that characterizes management as a whole or its separate subsystem. For this purpose, various integral indicators are used, which give a more accurate numerical definition of the results.

It should be noted that a significant part of the economically active population with an appropriate level of education and qualifications is involved in the management process. Since a large amount of time and money is spent on the training of such personnel, a lot of attention is paid to assessing such a parameter as management efficiency. Efficiency criteria allow for a more in-depth look at this issue.

In theoretical studies, the following varieties are distinguished:

economic efficiency is the ratio of production and management costs, as well as the results obtained;
social efficiency is the satisfaction of different categories of consumers with the range and quality of goods and services.

The following concepts should also be distinguished:

internal efficiency is the achievement of the organization's own goals at a constant level of costs;
external efficiency - compliance of the enterprise with the demands and requirements of the external environment.

The evaluation algorithm looks like this:

defining the purpose of performance evaluation;
selection of criteria and their detailed justification;
collection of initial data that will be used in the analysis process;
development of requirements for the resulting indicators;
development or selection of a methodology in accordance with which calculations will be made;
carrying out calculations and evaluation of the obtained indicators.

Every organization has specific goals. In the process of evaluating the final results, certain inconsistencies may be identified. Based on the results of the audit, a decision can be made to adjust the management process or to make changes to the plans.

Economic criteria for management efficiency

The main goal of management is the continuous improvement of the performance of the organization. Particularly important is management. Efficiency criteria can be general and particular. In the first case, the global aspect of performance results is considered. It is important to achieve the maximum result with the minimum expenditure of resources.

Particular indicators of management effectiveness are as follows:

the level of labor costs of workers employed in the production process;
rationality of spending material resources;
minimum costs of financial resources;
indicators characterizing the use and depreciation of fixed production assets;
the size of the cost of production (should be kept to a minimum);
indicator of profitability of production;
technical equipment of production shops (compliance with modern achievements of technical progress);
labor intensity of employees, which is determined by working conditions and organizational structure;
compliance with the cost rate while fully complying with all contractual obligations;
stability of the number and composition of personnel;
compliance with environmental standards at the same level of costs.

In order to evaluate the efficiency of the enterprise, first of all, economic indicators are used. The main one is the ratio of profit to total costs incurred in the reporting period. If deviations or unsatisfactory results were identified, a factor analysis is carried out in order to determine specific causes.

Components of efficiency

In the course of assessing the effectiveness of organization management, the following indicators can be used:

performance, which is manifested in the degree of achievement of the goals that were set by management;
the ability to economically spend material and financial resources, fully satisfying the needs of all structures and departments of the organization;
achievement of the optimal ratio of the obtained economic results to the costs that were carried out in the production process;
the degree of influence of direct or indirect factors on the final result.

Criteria groups

Criteria for evaluating the effectiveness of management are specific indicators that allow you to evaluate the feasibility and effectiveness of the implementation of certain activities. Modern economic science divides them into two groups:

private (local) criteria:

labor costs of workers involved in the direct production of goods or services;
expenditure of material resources for managerial and other purposes;
expenditure of financial resources;
indicators that characterize the use of fixed assets (purpose, depreciation, efficiency, etc.);
the speed of turnover of funds;
payback period of investments (its reduction or increase).

quality criteria:

increase in the output of products that belong to the highest category;
environmental responsibility of the organization, as well as the introduction of modern energy-saving technologies;
compliance of products with the urgent needs of society;
continuous improvement of working conditions of employees, as well as their social level;
saving resources.

It is worth noting that all management efficiencies must be accompanied by the maximization of output (or the number of services provided). There should also be an increase in profit levels.

Criteria and indicators of management efficiency

In order to evaluate the economic results from management activities or decision-making, appropriate methods are used. Thus, the criteria and indicators of management effectiveness are as follows:

general indicator of management efficiency (the ratio of profit for the reporting period to the costs attributed to management);
managerial personnel ratio (the ratio of the number of top managers and the total number of employees employed at the enterprise);
coefficient of management costs (the ratio of the total costs of the organization to the costs of management activities);
the ratio of management expenses to the volume of output (in physical or quantitative terms);
efficiency of management improvement (the economic effect for the year is divided by the amount of money spent on management activities);
annual economic effect (the difference between the total savings due to the implemented management measures and the costs multiplied by the industry coefficient).

Organization management efficiency

Economists distinguish the following criteria for the effectiveness of organization management:

organization of management entities, as well as the full validity of their activities;
the amount that is spent on solving certain issues that are under the jurisdiction of top management;
style of management activity;
the structure of the governing bodies, as well as the smoothness of the relationship between their various links;
the total costs that fall on the maintenance of the administrative apparatus.

Any organization seeks to obtain the maximum benefit. It should be noted that the increase in profit is one of the main parameters, according to which the effectiveness of management is determined. The criteria for the effectiveness of the organization in this context imply the end result of the work of the entire enterprise. This is due to the fact that the implementation of plans largely depends on the quality work of managers.

Basic approaches to performance evaluation

The most important indicator of the functioning of any organization is the effectiveness of management. Performance criteria can be defined and applied according to several basic approaches:

The target approach, as the name implies, is associated with an assessment of the degree of achievement of the planned result. At the same time, the action becomes much more complicated if the enterprise does not produce any tangible products, but is engaged, for example, in providing various kinds of services. It can also be about overlapping goals. Also, the criteria for evaluating the effectiveness of managing an organization quite often represent a set of formal goals that do not reflect the real state of affairs.
A systematic approach involves considering the management process as a combination of input, direct operation, and output. At the same time, management can be considered both at the highest level and at the middle level. Most often, the system is considered in the context of its adaptation to internal and external conditions, which are constantly changing. No organization can limit itself to just producing products and providing services, because it must act in accordance with market conditions.
The multidimensional approach aims to cover the interests of all groups formed in the organization.
The approach of competing assessments makes it possible to use such criteria for the effectiveness of enterprise management as a control system, as well as internal and external influences. At the same time, the leader quite often faces a mutually exclusive choice.

Evaluation of the effectiveness of personnel management

The criteria for the effectiveness of personnel management include the quality, timeliness, and completeness of the performance of certain work and the achievement of goals. The overall numerical indicator, according to which the performance of employees can be assessed, is the ratio of the achieved indicators to the labor costs for a certain period.

Evaluation of the effectiveness of personnel management is usually carried out in order to assess the feasibility and validity of the introduction of motivational mechanisms or personnel changes. At the same time, it should be borne in mind that personnel costs can be primary (wages) and secondary (social services and other costs provided for at the legislative level).

The work of employees must ensure the achievement of the goal. The criteria for the effectiveness of personnel management are, for the most part, specific indicators that are calculated per unit of production capacity or output.

Evaluation of the effectiveness of the management system

There are the following criteria for evaluating the effectiveness of the management system:

the complexity of the organizational structure and the justification for the expediency of the functioning of each of its links;
the speed of response to newly emerging situations and the adoption of appropriate management decisions;
strategy, in accordance with which the management of the organization as a whole and each of its individual subsystems is carried out;
the costs that fall on the maintenance of the administrative apparatus, as well as their relationship with the results obtained;
results of continuous monitoring of top management activities;
assessment of the impact of the management apparatus on the final result of the enterprise;
the numerical and qualitative composition of the management, as well as the ratio with the total number of employees.

It should be noted that the results of the organization's activities depend not only on the efficiency of the production staff, but also on how competently the organizational structure is built. To do this, a periodic check is carried out in order to identify discrepancies, as well as to bring the parameters to modern requirements and standards (the criteria for the effectiveness of management systems are used).

Classification of methods for assessing management effectiveness

Criteria and indicators for assessing management effectiveness can be applied in accordance with the following approaches:

orientation to the definition of the initially set tasks in order to determine the degree of their implementation;
assessment of the effectiveness of the administrative apparatus, as well as the degree of provision of managers with information and other resources;
evaluation of manufactured products or services provided in order to determine the satisfaction of the end user;
involvement of professional experts to identify weak and strong points in the functioning of the organization;
comparative analysis of different points of view of managers or management systems;
involvement of all parties and participants in the management and production process to determine the degree of efficiency.

Evaluation activity can correspond to one of the following types:

forming:
- determination of the discrepancy between the desired and the actual state of affairs;
- assessment of the production process in order to determine the strengths and weaknesses;
- assessment of the degree of achievement of the set goals.
summarizing:
- determination of varieties of products and services that bring real economic benefits in order to eliminate irrational directions;
- study of changes in the well-being of employees and customers as a result of the organization's activities;
- assessment of the ratio of costs to actually achieved economic results.

findings

Management effectiveness is an economic category that demonstrates the manager's contribution to the resulting indicator of the organization's performance. The determining indicator here is profit (namely, a comparison of the indicator that was achieved and the one that was noted in the plan for the corresponding period).

Management efficiency is critical for several reasons. The first of them is that a lot of time is spent on training this kind of personnel, and their number is quite large. In addition, top management is characterized by the highest degree of remuneration in the enterprise, which should be economically justified.

Management efficiency can be both economic (return on costs invested in production) and social (the degree of satisfaction of the population with the quality, quantity, and range of products and services). It is also worth highlighting the internal and external performance separately.

One or more approaches can be used to evaluate the effectiveness of an organization's management. Thus, the target implies an assessment of the result obtained and its comparison with the planned one for the period. If we talk about a systematic approach, then we are talking about the perception of the work of the organization as a holistic process. Multivariate assessment affects all groups that are somehow connected with the activities of the enterprise or are interested in its results. It is also worth paying attention to the approach of competing estimates, which takes into account factors of the opposite direction.

In the course of assessing the effectiveness of management, a number of criteria are used, which can be used alone or in combination. So, the main indicator is the ratio of costs and profits. Also an important role is played by the optimal ratio of production workers and the number of regular management personnel, as well as the costs that are regularly assigned to management. The last indicator is important to correlate not only with the level of profit, but also with the actual volume of production (in physical or quantitative terms). Also, when calculating economic efficiency, it is important to adjust the indicators of the values of the industry coefficient.

It is important to understand that in achieving the success of an enterprise, the main role is played not only by the composition of the production personnel, but the criteria for the effectiveness of management quality are no less important. The correct organizational structure must be selected, which will ensure optimal interaction between all departments of the enterprise, as well as reducing time and communication.

"Organization management system" is one of the key concepts of organization theory, closely related to the goals, functions, management process, the work of managers and the distribution of powers between them in order to fulfill certain goals. Within the framework of this system, the entire management process takes place, in which managers of all levels, categories and professional specializations participate. The management system of the organization is built to ensure that all processes occurring in it are carried out in a timely manner and with high quality. Hence the attention paid to it by the heads of organizations and specialists, with the aim of continuous improvement, development of both the system as a whole and its individual components. It is obvious that the study and improvement of the management system, both within the framework of a separate organization and the state, society as a whole, contributes to the speedy achievement of the goals and objectives.

Management as a modern management system for a firm, an enterprise operating in a market economy, involves the creation of the conditions necessary for their effective functioning and development of production activities. We are talking about such a management system (principles, methods, organized structure), which is generated by the objective necessity and patterns of market relations of management associated with the orientation of the company to the demand and needs of the market, to requests for individual results by the wide use of the latest scientific and technological achievements, the regulation of inter-firm relations . The peculiarity of modern management is its focus on ensuring rational management of the economy at the firm level in conditions of scarcity of resources, the need to achieve high end results at minimal cost, optimal adaptation of the firm to new market conditions for production or consumer goods, the availability of modern electronic computing technology, the degree of involvement into foreign economic activity.

The goal of any organization is to grow, develop and maximize its economic results. This requires continuous improvement of management efficiency. The quality of organization management is influenced by many both objective and subjective factors. One of the most important is a properly built structure and division of labor, the availability of all necessary resources, and modern technologies. The effectiveness of management is influenced by the attitude of the staff to work, the manager and the organization. The qualities and abilities of the leader himself, his authority, the ability to find a common language with subordinates and organize the work process are also of great importance.

Whatever the chosen criterion, the effectiveness of management in dynamics characterizes the growth of organizations, i.e. changing boundaries between organizations and between organizations and the market.

. practical implementation of management decisions;

. the effectiveness and efficiency of the organization;

. the need for a situational approach;

. performance;

. organizational survival;

. generalization;

A generalizing indicator of management efficiency can be considered the value of the business and its dynamics.

In a market economy, an enterprise needs to solve management problems at a qualitatively new level. The need for prompt response to market conditions and the rapidly changing economic situation requires the restructuring of the internal microeconomics of the enterprise, setting up management accounting, and optimizing management processes.

Effective enterprise management involves a comprehensive solution of a number of tasks, among which are:

· financial management;

· manufacturing control;

management of sales and supply;

management of internal services;

personnel management.

The effectiveness of enterprise management can be quantitatively characterized using a number of indicators, the list of which is determined by the nature of the enterprise and the priority goals of its development. Among the indicators of management efficiency, one can single out indicators of business activity (numerous turnover ratios), profitability indicators, indicators of the effectiveness of investment projects, etc.

1.3. Effective management techniques

Control techniques are a set of techniques and methods of influencing a controlled object in order to achieve the set goals.

In management practice, as a rule, various methods are simultaneously used and their combinations (combinations), which organically complement each other, are in a state of dynamic equilibrium.

social and socio-psychological, used to increase the social activity of people;

economic, due to economic incentives;

organizational and administrative, based on direct directives;

In a more general form, all methods of control action can be divided into two groups:

basic

complex.

The main ones include those in which the content aspect is clearly distinguished on the basis of the compliance of management techniques with the requirements of certain objective laws (for example, social, economic, organizational and technical, etc.). Complex, or complex, methods of social management are combinations of basic methods.

economic,

organizational and technical,

demographic,

sociological,

psychological, etc.

Social methods of management are associated with ways to achieve the social goals of society not only by economic, organizational and administrative methods of motivating human behavior, but also directly: through setting social goals, improving the quality of life, strengthening social organizations, increasing the social maturity of society, its individual structures, managers, primarily. Being the main ones, social methods also act as complex ones, but in this complex, in accordance with the requirements of objective laws (increasing role of the social factor), they largely determine the content aspect of management and set the vector of development for all other methods of influence. For example, along with economic incentives, stimulation by creative work, greater social security, the quality of social impact, a sense of social involvement in the affairs of the company, etc. is widely used today.

Social methods include a wide range of methods of social regulation, social regulation, moral stimulation, etc. Social regulation methods allow you to streamline social relations between social groups, teams and individual workers by introducing various social norms. Socio-political techniques include social education and the involvement of workers in social management. Specific methods of social regulation include the rules of internal labor regulations, the rules of intra-company etiquette, and forms of disciplinary action. Methods of social regulation are used to streamline social relations by identifying and regulating the interests and goals of various collectives, groups and individuals. These include:

contracts,

Mutual obligations

selection systems,

distribution and satisfaction of social needs.

Methods of moral stimulation are used to encourage teams, groups, individual workers who have achieved certain success in their professional activities.

Social methods of management include socio-psychological methods and methods of influencing the process of formation and development of the team, the processes occurring within it. These techniques are based on the use of socio-psychological mechanisms operating in a team, which includes formal and informal groups, individuals with their roles and statuses associated with a system of relationships and social needs, etc. Social-psychological management techniques are primarily distinguished by their motivational characteristics , which determines the direction of impact. Motivation methods include:

a suggestion,

· belief,

imitation,

involvement,

coercion and coercion

motivation, etc.

The goals of applying socio-psychological methods are to ensure the growing social needs of a person, his comprehensive harmonious development and, on this basis, to increase the labor activity of the individual and the effective operation of teams.

Psychological management techniques are aimed at regulating relations between people through the optimal selection and placement of personnel. These include the methods of recruiting small groups, the humanization of labor, professional selection and training, etc. The methods of recruiting small groups make it possible to determine the optimal quantitative and qualitative relations between workers, taking into account psychological compatibility. The methods of humanization of labor include the use of the psychological impact of color, music, the exclusion of monotony of work, the expansion of creative processes, etc. The methods of professional selection and training are aimed at professional orientation and training of people who, in terms of their psychological characteristics, are most consistent with the requirements of the work performed.

In general, social and psychological methods include methods of control, based on the objective laws of social development and the laws of psychology. The object of influence here is social and psychological processes at the level of the population, the production team or its structural link, the individual worker.

Economic methods of management are ways to achieve the economic goals of management (means) based on the implementation of the requirements of economic laws. In other words, economic methods in the modern sense are understood as economic calculation based on the conscious use of the entire system of economic laws and categories of a market economy.

Among the variety of economic methods of management, one can single out, for example, methods of economic incentives. Economic incentives are a method of management based on the economic interests of workers.

Its basis is the formation of income of enterprises and organizations, as well as each employee, depending on the personal contribution. The system of economic incentives is a set of developed and implemented measures aimed at strengthening the interest of the staff and each employee in obtaining the highest possible profit. Economic incentives are based on the following basic principles:

Interrelation and consistency of the goals of economic incentives with the goals of the development of the organization;

· differentiation of economic incentives aimed at implementing the necessary changes in the structure of production;

a combination of economic incentives with other methods of motivation;

· a combination of economic incentives with economic sanctions that provide for the liability of organizations and individual employees.

Organizational and administrative techniques are based on power, discipline and responsibility. Organizational and administrative impact is carried out in the following main types:

direct administrative order, which is mandatory, addressed to specific managed objects or persons, affects a particular situation;

Establishment of rules governing the activities of subordinates (normative regulation), development of standard procedures for administrative influence;

control and supervision of the activities of organizations and individual employees.

The main form of implementation and application of organizational and administrative methods of management is the command and operational intervention in the management process in order to coordinate the efforts of its participants to fulfill their tasks.

In general, the objective basis for the use of organizational and administrative methods of management are organizational relations that are part of the management mechanism. Since through them one of the most important functions of management is implemented - the function of the organization, the task of organizational and administrative activity is to coordinate the actions of subordinates. Often, and rightly, attempts to absolutize administrative management are criticized, but it should be borne in mind that no economic methods can exist without organizational and administrative influence, which ensures clarity, discipline and work order. It is important to determine the optimal combination, the rational correlation of organizational-administrative, economic and social methods.

The approach, according to which the sphere of influence of economic methods is expanding only due to the displacement of organizational and administrative methods of management, cannot be considered legitimate either from a scientific or from a practical point of view. Organizational and administrative methods are mainly based on the authority of the leader, his rights, the discipline and responsibility inherent in the organization. However, administrative methods should not be identified with volitional and subjective methods of leadership, that is, administration.

Organizational and administrative techniques have a direct impact on the managed object through orders, orders, operational instructions given in writing or orally, control over their implementation, a system of administrative means of maintaining labor discipline, etc. They are designed to ensure organizational clarity and labor discipline. These methods are regulated by legal acts of labor and economic legislation, social regulation.

Within the framework of the organization, the following forms of manifestation of organizational and administrative methods are possible:

1) obligatory instruction (order, prohibition, etc.);

2) conciliatory measures (consultations, compromises);

Organizational and administrative methods are distinguished from others by the clear targeting of directives, the obligation to comply with orders and instructions: their failure to comply is considered as a direct violation of executive discipline and entails certain penalties. These are methods of predominantly coercion, which retain their power until labor becomes the first necessity of life.

One of the main tasks of the modern management system is to create the most favorable conditions for the implementation of the capabilities of the managed system, which appear through the use of various methods of control action that expand the rights and responsibilities of different subjects of self-government.

Self-government appears as a process of transformation of a person, a labor collective from an object of management activity into its subject. This is a special version of the organization of management, when each of them decides issues within the allotted powers, distribution of resources, labor functions and joint earnings. We are talking about associations of workers that regulate the real connection of workers with the means of production and distribution according to work, that is, they carry out key organizational and economic processes. Self-government in this sense combines labor and management, in other words, a new type of socio-economic relations is being formed between equal subjects in the process of their joint labor activity regarding management. Such relationships can be conditionally called the “bottom-up” approach. It is at this level of self-government that the directions and methods for its further development and deepening are developed, which can be extended to higher levels of management. The transformation of the economic mechanism of an organization objectively presupposes the democratization of management (self-management). Today, it is possible to solve the issues of increasing the efficiency of management only through the interest and creative activity of all employees who have realized themselves as full and real participants in the management of production and social processes. The new economic mechanism provides for a high degree of decentralization of management, is the guarantor of the formation and development of self-government at different levels of social organization. At the same time, self-government is considered not as the antipode of management, but as a real means of involving not only a large number of employees in management activities, but also all levels of management.

Techniques of effective management are the most important means of implementing the laws and principles of management. All their diversity

economic,

social,

psychological,

organizational and administrative, etc.

It is effective only when the subject of management, based on system analysis, uses the combination of them that is necessary in this particular management situation, which today represents a complex of complex phenomena (economic, social, political, spiritual and cultural).

II Practical part

Characteristics of the hotel "Altai"

Hotel "Altai" is a large hotel complex, which is located in a quiet area of Moscow surrounded by greenery, next to the Botanical Garden and the All-Russian Exhibition Center (former VDNKh). The hotel is located just a three-minute walk from the metro station Vladykino.

The standards of the Altay Hotel fully comply with the world standards both in terms of comfort and safety. There are several classes of rooms, including 232 Euroclass rooms, including "comfort", "luxury", studios and apartments, as well as 79 - tourist class.

Hotel Altai has an international security certificate and a modern video surveillance system.

Guests are provided with such additional services as safes, luggage storage, ticket offices and travel agencies, currency exchange, transfer order and others.

The hotel's club-type restaurant offers a varied high-class cuisine, an extended wine list in the best traditions of fashionable restaurants. In the restaurant you can hold a meeting, corporate or wedding, celebrate any celebration.

For business people, there are meeting rooms and conference rooms equipped with technology. There is also a business center with a full range of services: from fax to Internet connection.

The hotel "Altai" operates a modern medical and diagnostic health center, which employs highly qualified specialists in various fields and uses the latest generation of medical equipment. In the wellness center you can carry out diagnostics, comprehensive studies, get professional advice and modern treatment.

The beauty salon on the territory of the hotel offers a full range of beauty and health services. Hair stylists, manicure and pedicure masters, cosmetologists and other high-level specialists will be welcome here. You can relax and unwind in the sauna and hammam. There is a massage room. Health drinks are served in the phytobar.

Effective management techniques in the hotel "Altai"

At the moment, the hotel "Altai" applies: administrative, and economic, and socio-psychological methods to improve management efficiency.

The organization has developed clear Internal Labor Regulations (PTTR), in accordance with the Labor Code of the Russian Federation. This makes it possible to formalize the corporate culture, bring the uniform of employees to a single standard (business style for office workers and overalls for service engineers and storekeepers, changeable shoes in winter). When hiring, each employee, on a mandatory basis (before signing an employment contract), studies the PWTR, which gives him detailed information about the organization in which he came to work, the rules of conduct in the team and with clients, information about incentives and penalties used in the organization, rules for holding corporate events, etc. PVTR allow you to maintain the most comfortable environment in the hotel, excluding such cases as the appearance of an employee at work in too open clothes, embarrassing other employees; use of profanity in communication with colleagues; confusion of a new employee if he wants to celebrate his birthday at the workplace (how best to do this), etc.

The presence of a clear staff structure and its regular adjustment in connection with changes in the conditions of the organization's activities allows you to clearly distribute functional responsibilities between departments (individual employees): to avoid duplication in the performance of the same work; so that all the functions necessary for the normal operation of the organization are distributed among employees, and not a single function turns out to be “no one's”. This is also facilitated by the presence of clear job descriptions with the definition of the functional characteristics of the employee, his authority and responsibility for the work performed.

The presence of a job description allows the employee to clearly understand his role in the work of Altai, his area of responsibility, and correctly distribute working time for the performance of his functional duties. Also, job descriptions allow you to avoid “blaming each other” for mistakes made in work. Clearly defined areas of responsibility assigned to each employee make it possible to quickly find the culprit and conduct explanatory work with him or subject him to punishment so that this mistake does not happen again. And, accordingly, to entrust him with the responsibility to eliminate the consequences of this error.

The Altai Hotel usually uses the issuance of clear orders indicating the status of the issue, activities, resources, deadlines and those responsible for their implementation. And familiarization with these orders of all employees, whom they concern, against signature with the distribution of a copy of the order by e-mail to these employees. As a result, the “human factor” (“I forgot”, “no one told me”, etc.) in the implementation of the orders of the managers by the employees is eliminated.

Dismissal of employees in the hotel "Altai" at the initiative of the administration occurs only in case of gross violation of internal regulations: being at work in a state of intoxication, non-compliance with safety regulations, etc.

Also, the hotel rarely uses methods of punishing employees (reprimand or severe reprimand, deprivation of part of the bonus, etc.). Managers of the organization tend to encourage distinguished employees and sort out mistakes and shortcomings in a personal conversation with an employee. This, of course, makes management more effective, and the trust in leaders - more complete.

The General Director of the Altai Hotel is a big supporter of the formalization of the work of the organization. This is probably why the hotel regularly uses administrative management techniques, which greatly facilitates the work of each employee in particular and the entire organization as a whole. After all, when everything is clearly spelled out, who is responsible for what, what functions they perform, etc., there is no need to waste time clarifying all these issues and unnecessary explanations of the same thing to each employee.

Indexation of wages in the hotel takes place regularly, taking into account inflation and an increase in sales. This gives additional stimulation to work, employees know that their salary, firstly, will always correspond to the labor market (and there is no need to look for another job, because “you need to live on something”), and, secondly, secondly, they can influence the increase in their wages by making additional efforts.

The distribution of bonuses from profits based on the final results of the activities of departments and within the team itself allows employees to materially experience the results of their personal contribution to the development of the business of the Altai Hotel.

The Altai Hotel regularly hosts corporate events (fully paid by the organization), which is an additional method of strengthening friendly ties within the team, contributes to the development of informal communication between employees, and the rapid adaptation of new employees. Events are held as gatherings in a restaurant with fun competitions; barbecue trips to the lake shore during the warm season (many employees compete in fishing on such trips); trips to a bowling club, theaters, trips on excursions; team games (volleyball, basketball, football); trips to the ski slopes, to the skating rink. After such events, a wall newspaper is necessarily created with a photo report on the event, which at the stand pleases employees with pleasant memories within a month after the event.

Socio-psychological methods of management.

Different managers in the hotel "Altai" use different socio-psychological methods of management. The method of communication in the organization is well developed. The issuance of administrative information is clear, fast, understandable; receiving feedback is based on the trust that employees have in colleagues and managers of the organization; the issuance of evaluation information is perceived positively by employees, if they do not agree with something, then this is followed by a friendly discussion of the controversial issue, an explanation of the position of each of the parties. In the hotel "Altai" it is not customary to keep silent about any problems, wishes. This tone is set by the general and managing directors of the hotel and supported by the personnel manager. Managers are always ready to listen to the employee and each other, to make a decision that suits everyone the most.

Partnership at the Altai Hotel is presented as a constant interaction of all employees with each other in the process of work (because the organization is quite small, sometimes it is faster to approach a colleague directly with a request than to act through managers or write a request by e-mail). Employees of the hotel "Altai" are always ready to help a colleague. Refusal can be heard only in very rare cases, and it will be justified by important reasons. There is only one employee in the hotel who would rather refuse than help. The rest work in full partnership.

Hotel negotiations are used by managers when they have to make an unpopular decision (and do it as painlessly as possible for the employee). For example, denying an employee an unpaid leave. The manager puts the visa "deny" on the employee's application, but is always ready to negotiate his decision. He will carefully listen to the arguments of the employee why he needs this leave, and explain why he refused. As a result of negotiations, either the employee renounces the intention to go on unpaid leave during this period, or the manager gives his permission if he considers the reasons for the leave to be serious enough.

Persuasion as a management method is most often used by the HR manager. In various situations, there will always be an employee who does not agree with something. Most often, the HR manager does not have the authority to directly order to do this, and not otherwise. Yes, and in the presence of such powers, it is better to maintain comfortable relations in the team, convincing the employee of something, and not ordering him.

Conclusion

The effective management of an organization is a complex act of balancing various values and interests, involving deliberate sacrifices when necessary for the overall good of the organization. Therefore, managing to succeed in a complex dynamic world requires a specific approach, such as a situational or integrated approach.

The desire to succeed (management efficiency) is characteristic of all stakeholders.

The main components of the effectiveness of the management of the organization are:

practical implementation of managerial decisions;

the effectiveness and efficiency of the organization;

the need for a situational approach;

performance;

The survival of the organization

generalization.

Effective management of an organization involves a comprehensive solution of a number of tasks, among which are: financial management; manufacturing control; sales and supply management; management of internal services; personnel management.

The following methods of effective management can be distinguished:

social and socio-psychological,

used to increase the social activity of people; economic,

driven by economic incentives;

organizational and administrative

based on direct directives;

self-government as a kind of self-regulation of the social system.

In management practice, various methods and their combinations are simultaneously used. All control methods organically complement each other and are in constant dynamic balance.

object-logical control

socio-psychological management

Hotel "Altai" - quite successful, which uses effective management techniques. The psychological climate in the team is comfortable for employees, communication between employees is friendly, there is practically no staff turnover in the organization, many employees have been working in the company for several years. Over the past year, the organizational structure began to change, new employees were recruited, who in the very first days of their work paid special attention to a comfortable psychological climate in the hotel.

Today we can say that the Russian market is gradually becoming a market, with all the features and phenomena inherent in a normal market. And, although it will take a long time before we can say that a civilized market has really developed in Russia, everything shows that there is movement in this direction.
The crisis of 1998 provided good opportunities for the development of domestic industry, the stabilization of the political and economic situation contributed to the investment climate and the expansion of the presence of foreign investors in the Russian market, and there was serious talk about Russia's entry into the WTO.
These processes have objectively led to a significant intensification of competition. It has become much more difficult for enterprises to earn money and win their own. Increasing importance began to acquire the quality of products and services, technology, cost reduction, increasing the efficiency of management functions, the competence of personnel.

So what underlies the success of an enterprise in the market?
- The amount of money and connections, - someone will say.
We identify 3 main factors:

A business idea, in other words, the product with which the company enters the market.

Staff, i.e. people who are able to produce this product and promote it on the market.

Motivation, the desire of the staff to implement the business idea, produce and market the product of the enterprise.

Since money and connections are a thing acquired. If you have an interesting business idea, people who are able and willing to implement it, money and connections are usually found.
In practice, the formation of these factors is the task of the first person and his management team. It is on the decisions prepared by the members of the management team and taken by the first person that the quality and relevance of the product, the competence and motivation of the company's personnel, and, ultimately, success or failure in the market depend.
The market provides equal opportunities, but only a few succeed. According to statistics, up to 80% of newly created companies do not live up to 2 years. The situation is not in the best way for enterprises that worked under the USSR. Not many of them succeeded in the new economic conditions. I don't take into account oil and gas companies and nationwide monopolies. The reasons for their success are quite clear.
Not so long ago I talked with the head of a furniture company near Moscow. It is located on the territory of a huge machine-building plant, which has now gone bankrupt, plundered and lies in ruins. In the late 80s, this enterprise was created as part of a machine-building plant focused on the production of bicycles. With the advent of market relations, it became clear that Russian bicycles would not be able to compete with foreign ones. It was not an easy decision to re-equip production for the production of furniture on a metal frame. As a result, more than 80% of production capacities were replaced. Today, the company is successfully operating and developing, producing very competitive products, holding 20% of the Russian furniture market on a metal frame. According to the head of the furniture company, in the early 90s, the machine-building plant had much more chances to survive.
The system within which management decisions are developed, adopted and implemented is called management. Like any other system, management is a set of interacting and interrelated elements that make up a holistic education. Practice has shown that the main elements of such a system are: the Leader - the first person of the company, the Leadership Group - 2 - 8 top managers and the Management Team - up to 25 heads of the main structural divisions and activities. It is on the potential and competence of the people who make up the management team, on the ability of the first person to form this team and create the necessary conditions for its effective work, that the results and future of the organization primarily depend.
And this means that the effectiveness of the management system primarily depends on the effectiveness of the interaction of the members of the management team, their ability to jointly develop and implement agreed decisions.
It is no coincidence that in the selection of top managers in leading Western and Japanese companies, great importance is given to the managerial training of candidates, their team building skills, and the organization of effective group work of subordinates.
Unfortunately, my experience of communicating with the leaders of Russian companies suggests that not all of them attach due importance to the training and coherence of their management teams, relying on individual specialists or managers, thereby missing out on huge opportunities in developing their business.
I have often met leaders who consolidate their power and influence in the organization through the implementation of the principle, artificially maintaining the presence of opposing factions. Such managers provide measured information to all their subordinates, and they try to keep a single picture of the state of affairs in the company. By manipulating the interests of the opposing sides, they try to create an atmosphere of internal competition, which, in their opinion, favorably affects the steadfastness of their own positions.
In fact, you have to pay very dearly for this. As a result, such leaders are surrounded by people who are focused not on the results of work and achieving the goals of the enterprise, but on strengthening their own positions, on and proof of personal devotion to the first person. as a rule, they try to leave such an organization, looking for opportunities to realize themselves in the professional field, and not in the field of intrigue and undercover games.
Another serious problem of many managers is the inability to organize work with the goals of the enterprise, to ensure that the goals of the enterprise become the goals of the members of the management team. Eloquent proof of this is the results of express diagnostics of almost 40 different enterprises performed by our consultants (using specially designed questionnaires).
When studying the answers to questions regarding the main, long-, medium- and short-term goals of the enterprise, it becomes obvious that no one has a single, agreed-upon idea of the company's goals. The goals that managers indicate are rather kind, at the same time very dissimilar, wishes addressed to the enterprise, but not as an agreed system of goals with clear (again agreed) parameters: results, deadlines, responsible persons and programs for their achievement.
In most of the companies I have worked with, the goals were recalled once a year, before the annual meeting, which analyzes the results for the past and identifies the goals for the next year. After which they are safely forgotten. With this approach, there is practically no mechanism for monitoring the results of achieving the goals, the goals themselves are not adjusted, the heads of departments go headlong into, forgetting about what all the current work is doing. The market regularly undergoes certain changes, to which the company is obliged to respond promptly, primarily through the revision of goals, involving all members of the management team in this work.
Another important component of effective management is dealing with the problems of the enterprise. The problems of the enterprise are nothing more than obstacles and restrictions on the way to achieving goals. Only enterprises have no problems, because they do not have goals. The emergence of new goals causes the emergence of new problems. The company lives constantly paying for the consequences of having managerial problems. This continues until the tangle of problems reaches a critical mass, which is usually fatal to the business. The question is how well and efficiently the management team led by the first person of the enterprise is able to work on identifying, analyzing, prioritizing and solving problems, preventing a situation in which problems develop into a crisis. It is the team, since the problem of the enterprise cannot be solved by the efforts of one manager, specialist or external consultant. If a manager can cope with a problem only with the help of his own resources (own department, funds, budget, etc.), then this is not a problem for the enterprise. As practice shows, enterprise-level problems can only be solved with the active participation of all members of the management team.
Many managers complain about the lack of time () and the lack of resources to solve problems (there are no specialists of the required level, and external consultants are expensive). As a result, the work of the manager is reduced to the constant consequences of the presence of managerial problems, and this is nothing more than the same one. Such leaders are easily recognizable by their incredible workload. And such a leader, coming to his workplace, striking out sheaves of sparks, begins a stormy and ebullient activity in every minute situations that are the reasons for the presence of managerial problems:

raw materials were not delivered on time, of the wrong quality;

the warehouse is overloaded;

the cars went the wrong way;

expensive imported equipment arrived on time, but the workshop is not ready, and it is now standing in the open and rotting;

several employees come with the same document;

heads of departments are in conflict, each, at the same time, defends the interests of his department and is not interested in the interests of the enterprise as a whole; etc.

I think for many leaders this is a recognizable situation - adrenaline in the blood, important meetings are disrupted, phones are torn, people are crowding into the waiting room, each with a bunch of unresolved primary issues.
Unfortunately, this is how most Russian leaders work. And for them, this situation is familiar.
Attempts to tackle and fundamentally solve the problem usually come down to the following, for example: the manager, realizing the problem of the lack of effective financial planning (sales, staff motivation, etc.), sets the task for the director of finance and economics (for marketing, for personnel) to develop and implement a budgeting system (sales, motivation) for the entire enterprise. In such systems, all departments of the company are involved in one way or another, and in order to develop a truly effective budgeting system (sales, motivation, etc.), the most active participation of all department heads is necessary. In other words, effective teamwork is needed, in which specialists in the field act as experts and are responsible for managing such a project. But teamwork is just not enough. The solution to the problem lies solely with the head of one specialized department (or an external consultant), the heads of other departments believe that this is not their task and in every possible way avoid participating in the project. The project is developed solely on the basis of the ideas of this leader, with which, as a rule, others do not agree. As a result, the solution of the problem is delayed for a long time, the developed system is not implemented at all or becomes completely ineffective.
Among other things, in dealing with the problems of the enterprise, it is important to correctly prioritize. As practice shows, it is not possible to do this without using command methods. In order to correctly prioritize problem solving, the manager needs to take into account the point of view of all members of the management team.
In management (as in medicine), one must clearly distinguish between visible problems-symptoms and the causes of problems. Often, what one manager thinks is the cause, in fact, may have deeper roots. That is, we can talk about the hierarchy of management problems. Moreover, the deeper layers of problems we touch upon, the more reliable, large-scale and sustainable in time the result is achieved.
What problems/symptoms does the manager see? Below are the statements that real leaders often give:

the staff motivation system does not work.

communication between departments is not effective.

reorganization of the obsolete structure is required.

managers and staff are not interested in achieving results and working in the interests of the enterprise.

department heads solve their narrow tasks and do not understand the general tasks of the enterprise (or see these tasks in their own way).

some important goals are not achieved, or plans to achieve them are not being implemented.

the organization has grown, management has become complex and non-transparent, there are doubts that the situation is under control.

there is a catastrophic lack of time due to.

the best specialists, the organization are leaving, there are doubts about the qualifications of the heads of departments.

there is no certainty about how many employees and in which departments are needed, and how much they should be paid.

there are conflicts in the enterprise that affect the work.

The presence of any of the above problems indicates complex in the entire management system, since individual management problems are nothing more than a general one.
The experience of many consultants, including ours, shows that it is very difficult to achieve serious results by taking on the direct solution of individual managerial problems. In such cases, many serious factors work against consultants and managers seeking to solve a local managerial problem:

natural resistance to innovation - people are always afraid of everything new and unknown;

misunderstanding, and as a result - rejection of the changes proposed by consultants on the part of enterprise managers who are not involved in the process;

innovations, especially in the management sphere of an enterprise, always affect the personal interests of the participants in this very activity, and, importantly, they are not always combined with them.

An enterprise management system is, after all, a system with great inertia, and improving the quality of one of its elements (management accounting systems, for example) is practically impossible without improving the quality of many other important elements (organizational structure, interaction between departments and information exchange);

as a rule, the head of the enterprise does not take part in solving a local managerial problem, which often becomes fatal for the results of all the work done.

There is another rather serious shortcoming in the approach in which individual managerial problems are solved locally. It consists in the absence of mechanisms for adjusting and updating the implemented changes. The business environment is an environment in which the dynamics of development and the rate of change are extremely high.
Let me give you an example: the consultants successfully solved a local managerial problem: a new scheme of the organizational structure was developed and implemented at the enterprise. Several months (or even weeks) pass, the conditions for doing business have changed, the goals of the enterprise have been adjusted, the product range has changed, part of the personnel has changed, etc., as a result, the organizational structure scheme needs to be adjusted - a serious problem arises, sometimes forcing us to turn to consultants again and again.
Thus, the conclusion suggests itself: it is much more efficient to create mechanisms for the organizational development of an enterprise, resorting to the help of consultants once, rather than constantly getting results over time.
The question is important for leaders.

The figure shows possible options for the development of a company in a market where
t - time,
R - result, - an integrated indicator of the company's development level (profitability, turnover, market share, headcount, etc.).

At the stage I- the company has been increasing its market competencies since its inception. At this stage, internal work technologies are developed, market experience is acquired, a team is formed, and a management system is created. The result of the successful completion of this stage is a fairly rapid pace of development at the stage II. It is impossible to maintain such a pace of development all the time. From some moment t2 there is a slowdown in growth. As a rule, this is due to the fact that the established management system cannot cope with the increased load and requires the introduction of major changes (adjustment of goals, analysis of accumulated problems, inventory of business processes, revision and optimization of the organizational structure, development of a program for its development in the new conditions, development and introduction of new management technologies).
Consider several possible scenarios for the development of an enterprise at the stage III:
BUT- the company's management drew attention to the beginning of a decline in growth rates and at the point t2 decisions are made on the development and implementation of the necessary changes in the management system. If the innovative processes for adapting the organization to new external and internal conditions were successful, the company receives an impetus in its development and enters a new round of growth.
AT- the accumulated problems in the management system led to the cessation of growth, to which the management reacted at the point t3 making a decision on the implementation of the necessary changes in the management system. But it takes time to analyze, develop and implement innovations, during which time the volume of production, sales, etc. decreases until the implemented changes start to work, ensuring the company's further growth in the market. Already in this case, it takes considerable time even to achieve the same results.
With- in this case, the company's management decides to reorganize the management system only after obvious market losses. The time to develop changes, implement them and bring the company out of the crisis increases significantly.
D- management failed in time (in the flesh to the point t5 ) respond to the development of the situation, the growth of problems becomes irreversible, which leads to a fatal outcome for the business.

The main problem of management consulting today is the implementation and bringing to the final result the solutions proposed by expert consultants. I often heard reproaches against consultants from irritated executives who paid tens or even hundreds of thousands of dollars for voluminous folders of beautiful, correct, and absolutely useless documents. Unfortunately, documents developed by external consultants usually do not solve management problems by themselves. Only the managers of the enterprise itself can cope with this task, and only if they work together to solve it.

Faculty of Economics and Management

Department of Management

COURSE WORK

in the discipline "Management"

Management efficiency

Introduction

The essence of effective management

1.1 Evaluation and principles of management effectiveness

1.2 Criteria for management effectiveness

1.3 Three levels of management system effectiveness

Factors for increasing the efficiency of managing a commercial organization

2.1 Organizational structure and division of labor

2.2 Resources and technology

2.3 Personnel as a factor in improving management efficiency

Influence of the head on management efficiency

3.1 The main qualities of a leader

3.3 Proper organization of labor as a factor in improving management efficiency

Conclusion

Sources

Introduction

The purpose of this course work is to study the concept of management effectiveness, criteria and directions for its evaluation, as well as factors for its improvement.

1. The essence of effective management

1.1 Evaluation and principles of management effectiveness

Currently, there is no single approach to assessing the effectiveness of company management. Due to the fact that in practice the dimension of estimates is quite large, and it is often impossible to make quantitative comparisons of the parameters of a managed object (firm), it is not possible to evaluate all aspects of management. Therefore, in some cases, the assessment of management efficiency is limited to the analysis of the financial and economic state of the company.

The simplest example is the assessment of management effectiveness in terms of the level of profit, according to the trend of increasing or decreasing this indicator. That is, if we evaluate the compliance of the results of the company's activities with the actions of management, then the resulting indicator will be a criterion for the economic efficiency of management.

A more sophisticated economic analysis of the effectiveness of a firm's management involves evaluating the firm's performance using comparative measures that are reflected in the firm's financial statements.

Thus, it has historically developed that the main criterion for the economic efficiency of management is considered to be profitability. Another economic criterion of efficiency, subject to the criterion of profitability, is productivity, characterized by indicators of individual and group labor productivity, output volume, product quality. This also includes indicators of the use of material resources (indicators of the balance of inventories, current direct and overhead costs, etc.), human resources (the cost of hiring labor, training and advanced training, indicators of labor organization), the introduction of innovations (the availability of appropriate capacities, production reserves).

At the same time, the presence of several solutions in the management organization raises the question of comparing results with costs. This comparison becomes more and more necessary as the freedom of choice grows on the one hand, and with the intensification of the use of resources on the other.

In this interpretation, management efficiency is increasingly identified with efficiency: a useful result is compared with the costs of activity, and among the latter there are costs that really affect the receipt of a useful result, as well as inevitable (foreseen) and unjustified losses.

Also, the effectiveness of management can be expressed and evaluated not only by the final economic results of the work of the entire company, but also by such parameters as the speed of decision-making and the implementation of specific steps, the return on the implementation of the decision, measured in cost terms. To determine the effectiveness of a particular solution, you can compare the planned and actual "inputs" and "outputs" and measure the return on the solution, i.e. the ratio of "output" to "input". In this case, the effectiveness of the intra-company management system is defined as the economic effect of making managerial decisions.

Since the control is informational in nature, the information is also the result of the action, and therefore, is the "output" of the control system.

Effective management must be based on certain principles. They must be set by the organization itself. For example, the federal law "On the Fundamentals of the State Service of the Russian Federation" establishes the following principles of public service:

1) the supremacy of the Constitution of the Russian Federation and federal laws over other normative legal acts, job descriptions in the performance of civil servants' duties and ensuring their rights;

2) the priority of the rights and freedoms of man and citizen, their direct effect: the duty of civil servants to recognize, observe and protect the rights and freedoms of man and citizen;

3) the unity of the system of state power, the delimitation of subjects of jurisdiction between the Russian Federation and the constituent entities of the Russian Federation;

4) separation of legislative, executive and judicial powers;

5) equal access of citizens to public service in accordance with their abilities and professional training;

6) binding for civil servants of decisions taken by higher state bodies and managers within their powers and in accordance with the legislation of the Russian Federation;

7) the unity of the basic requirements for public service;

8) professionalism and competence of civil servants;

9) publicity in the implementation of public service;

10) responsibility of civil servants for prepared and adopted decisions, failure to perform or improper performance of their official duties;

11) non-partisan civil service; separation of religious associations from the state;

12) the stability of the staff of civil servants in state bodies.

In addition, the effectiveness of management is determined by the effectiveness of the functioning and use of each element of the management system - the rationality of the structure, the use of scientific, advanced management methods, the speed, completeness of information services, the qualifications of management personnel, their ability to creatively approach solving specific management problems.

1.2 Criteria for management effectiveness

The criteria for management effectiveness are closely related to the goals of the firm. The specificity of management is that the development of goals is a function of management itself, and their implementation is carried out both within the framework of the functioning of management and within the framework of a managed object.

Among the socio-economic criteria for the effectiveness of the organization are usually called: stability (production, structure, position in the market), growth (growth rates of production, number of employees, number of innovations), the ability of the organization to adapt to changes in the external environment (the relationship between indicators of the external environment and the organization's activities) .

The areas of assessment are:

goal achievement;

quality of functioning;

profitability;

change in the technological basis of production;

changes in the quality of the workforce;

external socio-economic conditions.

The set of assessment directions for achieving the goal, the quality of functioning and economy evaluate the activity of the subject of management (control system) and form direct management efficiency, which mainly evaluates the activity of the management system and contributes the most weight to the assessment of the real effectiveness of the management system.

Another contribution to the assessment of the real effectiveness of the organization's management system is the results of the activity of the control object in the implementation of control actions.

The main activity of the management object, related to the production of products and services, evaluates the activities of the company as a whole. Potential management efficiency takes into account and evaluates those changes in the management object that are carried out by the governing bodies of the management entity.

The main ones are: changes in the technological basis of production, changes in the quality of the labor force, external and internal conditions.

The criteria for evaluating the effectiveness of the management system as a whole should be supplemented by particular criteria for its elements. First, their inclusion in the overall system of performance criteria ensures the completeness of coverage and the complexity of the assessment.

Secondly, it allows you to identify and measure the sources, factors for improving management efficiency, ensuring the growth of its quality and cost reduction. Being in continuous interaction, so that a change in some elements causes corresponding changes in others, they give the system as a whole new qualities inherent only to it.

The quality of functioning is evaluated in two directions:

Organizational structures;

Information Support.

The effectiveness of organizational structures is associated, first of all, with the historically changing ratio of centralization and decentralization, with an increase in the flexibility of organizational forms. Efficiency criteria mainly refer to the assessment of the number of links in the structure and interaction of management levels, the degree of structuring of goals and the relationship between them and the structure, horizontal and vertical links.

Also used is the criterion of information manageability within the organizational structure, the degree of interaction between various aspects of management activity. This implies the requirement to reduce hierarchical levels. A criterion is used that evaluates the compliance of the structure and goals by the level of the hierarchy.

Criteria for information support reflect the regularity and reliability of servicing operational documentation managers and are determined in the following areas:

Efficiency of current information processing, including its complexity;

The speed and accuracy of issuing information on special requests (the quality of the selection of the necessary information and minimizing the time spent on preparing a response);

Reliability and security of information;

Timeliness of information;

Availability of the necessary information;

Lack of redundant information;

The quality of interfunctional relationships;

Economies of scale for collecting, processing and transmitting data.

Thus, modern management theory comes to the need, firstly, to harmonize management performance indicators with indicators of the efficiency and productivity of the company; secondly, to the need to take into account the multilateral impact of management on the firm, using a set of additional criteria.

1.3 Three levels of management system effectiveness

Then the management system and its effectiveness is considered not at one, but at three levels:

As an organic part of a higher system.

As an independent complete system.

As a concentration of components included in this system, with their inherent specific properties.

In this case, the effectiveness of management at the first level can be expressed through the performance of the company, since the result of management activities is manifested indirectly through the results of the entire organization, in its relationship with the external environment.

At the second level, the effectiveness of the control system is expressed through the characteristics of its ability to act independently, i.e. to the solution of the tasks immediately facing it and the achievement of the goals set.

At the third level, the effectiveness of the components of the system is highlighted. It is here that the functioning of the forces and means included in the system can be considered in specific forms both in technical and organizational and socio-psychological terms. In practice, the effectiveness of the third level can be reduced to the effectiveness of managerial work and its means.

The product of managerial activity is also three-dimensional. Firstly, it acts as a final one, in the form of one or another production efficiency, and is nothing else than the result of the efficiency of the functioning of management objects and the management activity itself.

Secondly, it acts as an intermediate, in the form of the quality and efficiency of the operation of the management system as a whole.

Thirdly, it is the embodiment of the quality of the performance of functions and stages of managerial work, the nature of the use of available forces and management tools.

An analysis of the existing theoretical and practical approaches to assessing the effectiveness of management within a firm allows us to identify the following areas for analyzing various aspects of efficiency as components of the overall management effectiveness:

Economic indicators of management efficiency.

Efficiency in ensuring external and internal social policy; relation between the goals of the firm and society.

Efficiency of management as a self-regulating system; adaptive ability to the requirements of scientific and technological progress, changes in the social conditions of production.

The effectiveness of the information system; information support of management and control impact on the firm.

(According to www.avacco.ru).

2. Factors for increasing the efficiency of managing a commercial organization

2.1 Organizational structure and division of labor

The organizational structure of any commercial firm or bodies with any type of activity should be considered from different positions and taking into account different criteria. Its effectiveness and efficiency are affected by:

real relationships between people and their work. This is reflected in organizational charts and job descriptions;

current management policies and practices influencing human behavior;

powers and functions of employees of the organization at various levels of management (lower, middle, higher).

With a skillful combination of these three factors, an organization can create such a rational structure in which there is a real and favorable opportunity to achieve a high level of management efficiency.

The structure of the organization reflects the allocation of individual divisions that has developed in the organization, the connections between these divisions and the unification of divisions into a single whole.

The structure of the organization is a logical relationship between management levels and functional areas, built in such a form that allows you to most effectively achieve the goals of the organization.

Integration is the possibility of coordinated action by many people.

The need for coordination, which has always existed, becomes truly urgent when work is clearly divided both horizontally and vertically, as is the case in large modern organizations. If management doesn't put in place formal coordination mechanisms, people won't be able to get the job done together. Without appropriate formal coordination, different levels, functional areas and individuals can easily focus on their own interests, and not on the interests of the organization as a whole.

Thus, we can say that the process of integration is a process of achieving unity of efforts of all subsystems of the organization to achieve its objectives and goals.

The unity of efforts increases the efficiency of management, does not give the departments of the organization the opportunity to pull it in different directions, scatter its forces and capabilities and achieve the overall goals of the organization.

In order to effectively integrate the organization, senior management must constantly keep in mind the overall goals of the organization and just as constantly remind employees of the need to focus their efforts precisely on common goals. It is not enough that each department and each employee of the organization will work effectively on its own. Management should view the organization as an open system.

The pattern of the integration process is that the more integrated the firm, the more successful it is.

For integrated organizations operating in a sustainable environment and using mass production technology, methods related to the development and establishment of rules and procedures, hierarchical management structures are suitable. Organizations operating in more variable environments and using a variety of processes and technologies for the production of individual products often find it more appropriate to integrate through the establishment of individual relationships, the organization of the work of various committees and the holding of interdepartmental meetings.

If integration implies the unity of efforts and goals, then the process of differentiation, on the contrary, implies the distribution of these efforts and goals within the organization among its various components.

Differentiation should be maximum within such organizations whose activities are based on creativity (for example, research institutes),

The regularity of the process of differentiation is that the more complex the environment of the organization, the greater the differentiation.

The concentration of production and the enlargement of the firm contributes to the differentiation of functions between different levels of the management system.

Thus, for example, the functions of long-term planning and technical re-equipment should be dealt with centrally at the upper levels of the management system, and operational management issues at its lower levels.

Differentiation of problems solved centrally and decentralized is reflected in the structure of the administrative apparatus. Thus, the differentiation in the development of planned indicators at one time led to the expansion of the economic services of the enterprise.

The specialized division of labor is directly related to the processes of integration and differentiation.

In order for an organization to achieve its goals, tasks must be coordinated through a vertical division of labor. The vertical layout is shown in Figure 1.

Figure 1. Vertical scheme of the division of labor

The head of the upper level manages the activities of the leaders of the middle and lower levels, that is, in a formal sense, he has more power and status. Vertical differentiation is related to the organization's hierarchy in depth. The more steps there are between the highest level and operational workers, the more complex this organization is. The vertical structure consists of levels of power built in a hierarchical order. Power is distributed according to positions and the leaders who occupy these positions. The figure also shows the position of workers in a vertical structure. The goal is seen as a guide for the flow of connections and power.

Horizontal differentiation reflects the degree of division of labor between individual units. The more different areas in the organization that require specialized knowledge and skills, the more horizontally complex it is. Horizontal specialization is aimed at differentiation of functions and covers: the definition of work and the definition of the relationship between different types of work that can be performed by one or many different people. The horizontal division of labor is that the top manager has direct control over three managers: the middle manager (production), the middle manager (accounting), and the middle manager (marketing). In turn, RSUs (mid-level managers) have direct control over the respective RNUs (lower-level managers), and those - directly over a certain number of performers. This can be seen as functionalization (a variety of tasks that must be completed in order to achieve the goals of the organization), as a result of which certain specialized units are formed.

Middle level

lowest level

Figure 2. Diagram of the horizontal division of labor.

2.2 Resources and technology

The resources available to the organization, their quantity and quality are a significant factor in the quality of management. Both material and spiritual resources influence the possibilities of successful activity of the company. The latter are of great importance in the service sector enterprises. When planning or carrying out the necessary activities, it is always necessary to determine the availability of resources, without which their implementation is impossible. Once the resources have been identified, it is necessary to compare the available resources with those needed to bring the plans to life. This will give a realistic picture of the possibilities. The task of the organization's management is to ensure the possibility of implementing plans, and at the same time, the continuity of the organization's activities in the short and long term by developing existing and creating new resources.

At the present stage of development, the most important role for the functioning of the organization is played by information. A very important factor in improving management efficiency is a properly constructed and reliably functioning information system and the use of modern information technologies that ensure the circulation of information within and outside the enterprise, as well as the protection of data related to trade secrets.

All enterprises have a huge amount of data and accumulated practical experience. Today, the condition for entrepreneurial success is, first of all, knowledge - this is the key to profitable work. The economic leadership of many enterprises is mainly due to the priority in the use of information technology. Modern information technologies built on the basis of computer intelligence play a key role in the development of enterprises.

Management information technologies are methods and methods of interaction between the control and managed subsystems of construction production based on the use of modern tools.

A modern toolkit for managing a single information field throughout the entire life cycle of a building (structure) creation consists of:

electronic computers,

communication systems and computing systems,

data and knowledge banks,

software and information tools,

economic and mathematical methods and models,

expert systems.

Technology as a factor in the internal environment is much more important than many people think. Most people view technology as something to do with inventions and machines, such as semiconductors and computers. However, sociologist Charles Perrow, who has written extensively on the impact of technology on organization and society, describes technology as a means of transforming raw materials - be they people, information, or physical materials - into desired products and services.

Technology implies standardization and mechanization. That is, the use of standard parts can greatly facilitate the process of production and repair. Nowadays, there are very few goods whose production process is not standardized.

At the beginning of the century, such a concept as assembly conveyor lines appeared. Now this principle is used almost everywhere, and greatly increases the productivity of enterprises.

Technology, as a factor that strongly affects organizational effectiveness, requires careful study and classification. There are several ways to classify, I will describe the classification according to Thompson and according to Woodward.

The classification of technology by Joan Woodward is the most famous. It distinguishes three categories of technologies:

Single, small-scale or individual production, where only one product is manufactured at a time.

Mass or large-scale production is used in the manufacture of a large number of products that are identical to each other or very similar.

Continuous production uses automated equipment that runs around the clock to continuously produce the same product in large volumes.

The sociologist and organizational theorist James Thompson proposes three other categories of technology that do not contradict the previous three:

Multi-tier technologies characterized by a series of independent tasks that must be performed sequentially. A typical example is mass production assembly lines.

Intermediary technologies are characterized by the meetings of groups of people, such as clients or buyers, who are or want to be interdependent.

Intensive technology is characterized by the use of special techniques, skills or services in order to make certain changes in a particular material entering production.

These two categories are not so different from each other. For example, multi-tier technologies are equivalent to mass production technologies, and intermediary technologies occupy an intermediate place between individual technologies and mass production technologies. Differences in these classifications are primarily caused by different areas of specialization of the authors. That is, Woodward was mainly engaged in the technologies of industrial enterprises, while Thompson embraced all types of organizations.

One type of technology cannot be called better than another. In one case, one type may be more acceptable and in another, the opposite will be more suitable. People determine the ultimate suitability of a given technology when they make their consumer choice. Within an organization, people are an important deciding factor in determining the relative suitability of a particular task and content of operations for the chosen technologies. No technology can be useful and no task can be accomplished without the cooperation of people, who are the fifth intrinsic variable.

2.3 Personnel as a factor in improving management efficiency

People are the backbone of any organization. Without people, there is no organization. People in an organization create its product, they shape the culture of the organization, its internal climate, they determine what the organization is.

Because of this situation, people for the manager are "subject number one." The manager forms personnel, establishes a system of relations between them, includes them in the creative process of joint work, promotes their development, training and promotion at work.

People working in an organization differ greatly from each other in many ways: gender, age, education, nationality, marital status, abilities, etc. All of these differences can have a significant impact on both the performance and behavior of the individual employee and the actions and behavior of other members of the organization. In this regard, management should build its work with personnel in such a way as to contribute to the development of positive results of the behavior and activities of each individual and try to eliminate the negative consequences of his actions. Unlike a machine, a person has desires, and it is characteristic for him to have an attitude towards his actions and the actions of others. And this can seriously affect the results of his work. In this regard, management has to solve a number of extremely complex tasks, on which the success of the organization's functioning depends to a large extent.

The demographic, socio-psychological, national and other characteristics of the personnel have a great influence on improving the efficiency of managing an organization.

Motivated staff is the key to successful work and the progressive movement of the company to implement its strategy and strengthen its position in the market. Therefore, staff motivation is a universal topic, the relevance of which does not decrease, despite the constant attention of management theorists and practitioners. A systematic approach to staff motivation is a prerequisite for the professionalization of management and the rational use of organizational opportunities to stimulate employees to labor activity.

A systematic approach to staff motivation is based on a comprehensive consideration of the psychological principles of the motivational process of individual and group activities, as well as effective methods of motivating attraction, retention and effective work. A systematic approach includes managing the motivation of employees at all levels using all types of motivation: depending on the time frame - long-term, medium-term, short-term and momentary; depending on incentives - material and non-material, monetary and non-monetary. The systematic approach involves a combination of the action of organizational incentives and the consistent efforts of managers at all levels of management to motivate personnel in strict accordance with the organizational strategy.

Personnel motivation is carried out at three interrelated levels, each of which has its own characteristics.

At the personal level, long-term, medium-term, short-term and momentary motivation of each employee is carried out. There are all three types of motivation: attraction, retention and effective work. In relation to one employee, motivation may be effective, and in relation to another - ineffective.

At this level of motivation, the situational factor is of great importance. The use of the same methods and approaches to employee motivation in different conditions leads to different results. Therefore, the basic principles of motivation at the personal level are timeliness, differentiated approach and connection with the interests of the employee. Important factors in the effective motivation of an employee at the personal level are the clarity of the task, its compliance with the competence, competence and interests of the employee.

At the group level, the motivation for effective and efficient group work is carried out. Motivation of group work is reduced to the definition of a range of tasks, the effective implementation of which is possible in a group way, and the creation of optimal conditions for group interaction. Key factors in effective group motivation are group characteristics, leadership, and management style. The principles of group motivation are thoughtfulness, trust and openness.

At the organizational level, staff motivation is carried out with the help of economic and political incentive methods supported by all management subsystems. Important factors in effective motivation at the organizational level are the image of the organization and the reputation of top managers, as well as its adequacy to strategic goals and the changing organizational environment. The effectiveness of motivation is determined by its social assessment and the expectations of employees. The principles of organizational motivation are responsibility, manageability and balance of interests of all categories of employees.

Managerial competence and motivation to achieve results serve as links that unite all levels of motivation into a single system that can ensure the attraction and retention of talented employees, as well as the rational use of their personal and group potential.

Combining employees and teams into a single whole is a prerequisite for successful management and achievement of strategic goals and involves the creation of a coherent and strong system. The more integral and durable the system, the higher the manageability of the company. Individual employees and groups should become interrelated elements, whose activities should be aimed at solving common goals. In this regard, an employee's understanding of which company he is a part of largely determines his motivation to work. Therefore, the image and social significance of organizational activities can both increase and decrease the motivation of staff. Lack of understanding of one's role and underestimation of the importance of one's contribution to the common cause leads to a decrease in labor motivation of employees.

At the organizational level, the problems of long-term and medium-term motivation for attracting and retaining personnel, as well as their effective work, are relevant.

The effectiveness of staff motivation at the organizational level depends on the ability of top management to maintain the value of material and non-material incentives for all categories of employees by choosing the optimal forms, methods and incentive regime in terms of the situation, organizational goals and staff expectations. Fair material incentives for labor are of particular importance.

Therefore, the key task is to maintain a balance of interests of various categories of specialists.

The organizational level of staff motivation is determined by the organizational structure and culture of the company, which makes it possible to identify the dependence of staff motivation on the balance of official authority and responsibility.

An important feature of motivation at the organizational level is the need for regular correction of the existing set of material and non-material incentives in accordance with ongoing organizational changes, regardless of their nature and direction.

So, a systematic approach to staff motivation at the organizational level involves:

maintaining the value of material and non-material incentives;

changing the forms, methods and modes of stimulation as an element of any organizational transformations;

maintaining a balance of powers and responsibilities of employees in the performance of their duties.

In state bodies, in order to stimulate labor, a civil servant, depending on the conditions for his public service, is provided in the cases and in the manner established by federal laws and the laws of the constituent entities of the Russian Federation, living space, official transport or monetary compensation for transport costs. (Federal Law "On the Fundamentals of the State Service of the Russian Federation")

3. The influence of the leader on the effectiveness of management

3.1 The main qualities of a leader

According to the author, the most important factor in the quality of management is the personality of the leader himself, his abilities, socio-psychological characteristics, the level of communication skills, the ability to find a common language with subordinates and organize their work. The way managers work and the effectiveness of managing an organization is influenced by the assessment of their activities, their work experience, motivation and the level of tasks assigned.

Not everyone can become a manager, entrepreneur, leader, especially in a market economy. To do this, a person must meet a number of requirements.

The effectiveness of managerial activities of the head depends on his abilities. According to the definition of psychologist A.N. Leontiev, abilities are such properties of an individual, the totality of which determines the success of a certain activity.

In my opinion, ability psychologists distinguish between specific abilities and general ability of a person. But the success of the leader's activity also depends on his experience (knowledge, skills, abilities), as well as on personality traits.

I believe that a strong leader is distinguished by a high degree of heterogeneity in the methods and methods of management used, and managerial skills. The general ability for managerial activity implies the following managerial traits and skills inherent in strong leaders:

The ability to solve "non-standard" managerial problems that do not have ready-made solution recipes associated with specific, sometimes conflict situations. Decisions should be aimed at resolving conflicts. The stronger the leader, the less conflict he has.

An important role, from my point of view, is played by the ability to think big. The scale of a manager’s thinking is closely related to his job rank and is determined by what problems he works on and what categories he thinks in accordance with his position: one of the main psychological difficulties of a new manager appointed to a position is to bring the scale of his thinking in line with the new position rank. The degree of ease and effectiveness of the restructuring of the previous scale of thinking indicates the ability of the individual to manage. The more capable the leader, the easier it is for him to change the scale of his thinking, and the stronger he is, the better he will be able to realize his abilities. To become a good high-ranking leader and acquire the self-awareness of such a leader, one must, as a rule, go through all the steps of the job ladder. A strong leader creatively approaches the orders of higher authorities, and if he does not agree with him, then he carefully substantiates his counterarguments.

It is also necessary to be able to ensure positive self-regulation of the management system. The head is given the right to decide on the selection and placement of personnel in his unit. The effectiveness of these decisions is directly dependent on the managerial abilities of the leader. A strong leader selects strong subordinates, a weak leader selects weak ones. In the first case, we can talk about positive, in the second - about negative self-regulation of the management system. It turns out that the harm from a weak leader is double: direct, from the low efficiency of his managerial activities and indirect, associated with negative self-regulation. Each manager and specialist can be evaluated by his business, professional qualities only by a manager or a specialist of a higher qualification.

Further, from my point of view, the ability to improve the functional arrangement of personnel is necessary. A strong leader knows how to correctly evaluate the performance of subordinates. He tries not to involve weak subordinates in solving complex or important issues, helps them to understand "non-standard" situations, relying on autocratic leadership methods. Sometimes he can delegate his authority to strong subordinates, setting them tasks of a general form, while using democratic methods of leadership and focusing on their abilities and skills.

Other important personality traits and characteristics of a leader include:

His ability to dominate in the team;

Self-confidence;

Emotional balance;

Responsibility;

sociability and independence;

3.2 Authority and leadership

The effectiveness of leadership activity largely depends on the authority of the leader. The opinion that with the receipt of a certain post the leader automatically acquires authority is erroneous.

Strong employee support is the key to effective leadership. To be a good leader is, first of all, to be on good terms with subordinates. They have the most accurate idea of leadership style. The way a leader looks in their eyes explains all his successes and failures. Subordinates are well aware of the difference between working with a bad and a good leader. With good leadership, their work becomes more interesting, and the results achieved reinforce a sense of professional pride. With poor leadership, subordinates serve their labor service.

democracy of communication between the leader and subordinates, work colleagues;

its availability, attentiveness;

the ability to create a friendly atmosphere of trust;

courtesy and correctness in handling;

accuracy and responsible attitude to this word.

Considerable importance is played by smartness and accuracy, clarity and organization in the manner of behavior. But the external side of the actions must correspond to the internal moral convictions of the leader. Only under this condition, the norms of office etiquette can help the leader communicate with people more effectively. Constant communication between the leader and his subordinates raises his authority and the level of trust in him. Approximately 3/4 of the manager's time is spent on communication with performers, as well as with higher and lower managers.

The sociability of a person is characterized by the ease of getting into contact with other people, the absence of isolation, isolation. Moreover, sociability as a personality trait must necessarily be accompanied by an emotionally positive "plan" of communication. A person who easily enters into contact, in a business relationship with other people, but at the same time causes an emotionally negative "plan" of communication in partners, can be called contact, but cannot be called sociable. Unlike a sociable person, a contact person communicates out of necessity, depending on the conditions and circumstances of a particular production, his communication is mandatory, forced.

To study the influence of the sociability of the leader's personality on the effectiveness of managing a team in terms of production and socio-psychological indicators, psychologists studied about 200 primary production teams, brigades, sections of industrial enterprises and their leaders. A hypothesis was put forward: the increase in sociability should have a positive impact on production and especially on the socio-psychological indicators of the activities of managers. As a result of research on certain methods and scoring, five levels of manifestation of the sociability of managers were identified (on a 24-point scale)

ultra-low (isolation) up to 4 points;

low sociability 5-9 points;

moderate sociability 10-14 points;

high sociability 15-19 points;

ultra-high (sensitivity) over 20 points.

Of the 200 surveyed managers with ultra-low sociability, it turned out - 6% of managers; with low - 26.5%; moderate - 55%; high - 12.5%; ultra-high - 0%.

Depending on the level of manifestation of sociability, the effectiveness of leadership is manifested in two areas: production and socio-psychological. It turned out that leaders with 8-10 and 14-15 points of sociability achieve high production efficiency, and high socio-psychological efficiency, with 6-9 and 14-15 points, depending on the level of organization and harmony of the team.

3.3 Proper organization of labor as a factor in improving management efficiency

A leader is not only a good specialist, but also an organizer of the work of his subordinates. To organize the work of others is to distribute specific tasks among them. This form of relationship between superior and subordinate is called delegation of authority. The effectiveness of the work of the subdivision subordinate to him and, accordingly, the quality of the work of the leader himself depend on how much the leader knows the art of delegation of authority. In my opinion, a leader who cannot or does not want to use delegation methods is not a real leader. He must learn to do the work with the hands of his subordinates. You can delegate responsibility and power, but do not forget that if the work is not done or is done poorly, then the head of this unit will still be punished as a sole commander.

Delegation should be used in the following cases:

1) when a subordinate can do this job better than a leader. At the same time, one should not be afraid of recognizing that subordinates are better at something. There is nothing terrible in this for the reputation of the leader, especially since no one still thinks that the leader understands everything without exception better than anyone else. The main thing is the ability to use the knowledge of your subordinates with maximum efficiency;

2) when excessive employment does not allow the manager to deal with this problem himself;

3) when it is necessary to free up time and energy to do important things that are of paramount importance. At this time, all other tasks should be delegated to subordinates.

The effectiveness of using delegation methods depends on whether the manager manages to avoid the following mistakes:

Failure to explain. It depends on how correctly the subordinate learns the primary information whether he will cope with the task. Therefore, the manager, after explaining, must find out whether the subordinate understood everything. If at the same time he asks the question: “Did you understand everything?”, then you can be sure that the answer will follow: “Yes, since”, even if this is not so, it will be difficult for the subordinate to admit that he did not understand anything not to question their intellectual abilities in the eyes of the leader. Therefore, it is better to ask: “Have I explained it clearly enough to you?” This wording will cause a response and the subordinate may say: “Yes, but I would like to clarify something.”
Refusal to use feedback. The manager needs to find an opportunity to attend one of the events assigned to the subordinate.
The manager's grouchiness about dissatisfaction with the work done by subordinates gets on his nerves. Therefore, before expressing dissatisfaction, concrete proposals should be made to change the situation.
Fear of losing authority. A leader's truthful admission that he does not know something will not deal a strong blow to his authority, but if he ever says that he knows the only acceptable solution to problems, then he will be more easily believed.
Loss of self control. The leader should never lose control of himself, even in those (necessarily rare) cases when he arranges a dressing down of subordinates for the purpose of prevention.

The effectiveness of delegation is ensured when the manager clearly understands what results he expects from his subordinates and in what form these results should be achieved, as well as in what time frame. Based on this, he must organize control, which, along with strict discipline, is the main prerequisite for effective delegation. Delegation is not a way to avoid responsibility, it is a form of division of managerial labor, which makes it possible to increase its efficiency, facilitating the work of a manager. But it does not remove the final decision from him; the duty that makes him responsible.

Conclusion

The goal of any organization is to achieve high results. To do this, it is necessary to improve the efficiency and quality of management.

Since the task of management is to purposefully influence the managed object to ensure the achievement of the set goals, the effectiveness of management can be assessed by the degree of achievement of these goals: by the final results of production activities (in terms of profit), by the quality of planning (improvement of budgeting indicators), by the efficiency of investments ( return on capital), by increasing speed. Also, the effectiveness of management can be expressed and evaluated not only by the final economic results of the work of the entire company, but also by such parameters as the speed of decision-making and the implementation of specific steps, the return on the implementation of the decision, measured in cost indicators, capital turnover, etc.

Many factors influence the effectiveness of management.

The structure of the organization is an essential factor in the quality of management, which must be taken into account, since a properly selected and well-functioning structure greatly facilitates the management process and increases its efficiency.

The resources available to the organization, their quantity and quality are a significant factor in the quality of management. Both material and spiritual resources influence the possibilities of successful activity of the company. Equally important is technology as a means of transforming raw materials into desired products and services.

But the main factor in increasing management efficiency is staff loyalty. The leader must build his work with personnel in such a way as to contribute to the development of positive results of the behavior and activities of each individual and try to eliminate the negative consequences of his actions. Motivated staff is the key to successful work and the progressive movement of the company to implement its strategy and strengthen its position in the market. Motivation can be distinguished at the personal, group and organizational level.

But to a greater extent, the effectiveness and quality of management and its effectiveness depend on the personality of the leader himself, his abilities, qualities, the ability to find a common language with subordinates and organize work. A strong leader is distinguished by a high degree of heterogeneity of the methods and methods of management used, as well as managerial skills. The ability for managerial activity implies the presence of a number of managerial traits and skills inherent in strong leaders. This is the ability to solve non-standard tasks, to think big, the ability to ensure positive self-regulation of the management system, to improve the functional placement of personnel. Psychological qualities can also be distinguished: the ability to dominate in a team, self-confidence, emotional balance, responsibility, sociability and independence.

With all these qualities, the leader will be able to become a leader and authority for his subordinates, properly organize the labor process, build the structure of the organization, establish the circulation of information and the communication process, and find ways to provide the company with the necessary resources and technologies.

List of sources used

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Vikhansky O.S. Strategic Management: Textbook. - 2nd ed., revised. and additional - M.: Gardarika, 1998. - 296 p.
Zaretskaya E.N. Business Communication: Textbook: in 2 volumes - T II. - M.: Delo, 2002. - 720 p.
Ivanchenko L.A. Fundamentals of success: theory and practice of management. - M.: Thought, 2003. - 287 p.
Fundamentals of management. Textbook.2nd ed. - M.: Publishing house "Dashkov and K", 2001. - 176 p.
Trade rules. - M.: Publishing house "Exam", 2006. - 319 p. (Series "Documents & Comments")
Stettner M. Career of a novice manager: Stages of growth and pitfalls / Maury Stettner. - Per. from English. M. Kotelnikova. - M.: FAIR-PRESS, 2003. - 224 p. - (Primary School of Business).
Utkin E.A. Management course. Textbook for high schools. - M.: Publishing house "Zertsalo", 2001. - 448 p.
Khokhlova T.P. Identification of gender aspects of management - a factor in improving management efficiency Management in Russia and abroad No. 2/2001.

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Performance management is a set of measures that allow timely identification and correction of deviations of the organization from the set goals.

Comparing the management systems of Western and Russian companies, one can see many differences in their management systems. In Western management, the organization's performance management is called "performance management" - Performance management, which includes 5 important principles.

Setting goals and evaluating results

When studying the work of Russian companies, one can often come across a situation where the company does not have approved plans and the manager and the subordinate understand their goals and objectives in different ways. As a rule, the head of the company is sure that his employees know exactly what they need to do, but as soon as they sit down at the “negotiating table”, it turns out that this is not at all the case. Ultimately, this “goal setting” can lead to problems and misunderstandings.

In foreign companies using performance management, goals for the year are set for all employees with clear criteria for their measurement, and all the main business processes are described in detail. The goals of employees are usually tied to the strategic goals of the company. The analysis of the movement by goals and two-way feedback between employees and managers are regularly carried out.

In companies where the Performance Management system has been implemented, if an employee regularly does not fulfill the planned indicators, then when he is fired, everyone understands perfectly well why this happens.

In Russian companies, sometimes it happens that an employee may lose his job without knowing the reason for his dismissal, although, in his opinion, he did everything right.

Feedback

Nowadays, some domestic companies have already begun to implement performance management tools, but often, many managers do not fully understand what feedback is and what main tasks it solves. Until now, you can find companies in which the heads of departments evaluate the work of their employees only once a year.

In foreign companies, employees constantly maintain feedback from their managers, who are sincerely interested in the opinion of their subordinates. After each meeting, the manager asks what he is doing wrong, what he can improve and asks his subordinates for advice.

In domestic companies, directors are rarely interested in the opinion of their employees, and here open feedback is a huge rarity. People are ready to say anything to their boss, just not to be left without a job. For example, an effective feedback format would be a 360-degree evaluation, which is conducted anonymously. But even in this case, if it is carried out formally, subordinates “just in case” try to overestimate their boss. As a result, the manager does not receive an objective assessment of his activities, which can negatively affect his development and the results of the work of his unit.

Studying the experience of leading Western companies, we can conclude:

Corporate culture should begin, first of all, with the top management. Leaders need to ensure they receive honest feedback. This approach to business and personnel management is the most effective, as in this case, communication is established between the manager and employees.

Employee Engagement

Most foreign companies have adopted a culture where managers regularly ask for the opinion of their employees. This approach to personnel management shows its effectiveness, as a trusting relationship is created between the employee and the manager, which in turn has a positive effect on labor productivity.

In Russian companies, things are a little different. During the study, it was found that about 45% of employees are dissatisfied with their position and current management. People do not have enough respect for them and recognition of their merits. Many of them dream of changing jobs.

One of the main tasks of the HR service is to increase the involvement of employees in the work process. When an employee is involved in the process and passionate about his work, as a rule, he will speak well of the company in which he works, and will be happy to perform his job duties.

Leading experts in the field of management say that managers need to praise their employees more often. To keep people enthusiastic, to help them grow professionally, to create the best working conditions - this is the main task of the modern leader.

Nowadays, it is extremely important to be able to support people, help them develop professionally, and give soft feedback.

Horizontal control

In most Russian companies, as a rule, there is a hierarchical management structure. And the larger the company, the more difficult it is for a simple employee to reach the very top. The less opportunity he has to speak out and convey his idea, which can benefit the organization.

In our companies, it is difficult to meet an informal leader in a T-shirt who communicates with his subordinates on social networks.

Today, in order to be competitive, it is necessary to think out of the box, that is, “outside the box”. To do this, the company needs to create an environment where employees can have a sense of freedom and security. The rules of the game must be clearly understood and defined. Mutual support is necessary, because without it it is difficult to reveal your abilities and effectively achieve your goals.

As an example, we can cite the large corporation Google, which simultaneously employs more than 10 thousand teams. They are formed for common goals and objectives, and also disintegrate and re-create. At the same time, all teams completely lack a hierarchy, so they are cross-functional and self-governing.

You can read about how Russian companies are implementing a horizontal management structure in the article:

Coaching Approach

Today it is already difficult to surprise someone with the word "coach". Every year, more and more Russian companies begin to use the services of coaches to train their leaders and top managers. However, not all managers use the coaching approach in their work. Many business leaders and HR departments still do not understand who a coach is and why they need to pay for it.

If you look at the experience of successful European companies, then for them working with a coach has long become the norm. In some organizations, in addition to external coaches who train senior management, separate schools of internal coaches have been created to train employees of the company. For example, Nokia has invested about 1.2 million euros in the institution of internal coaches.

According to Russian companies, such an investment is considered unreasonable and unprofitable today. Why is this happening?

The fact is that performance management is long-term and aimed at obtaining consistently high performance in the long term. And the mentality of many leaders of Russian companies strives for momentary profit and does not allow them to plan for the long term.

It is important to understand that a coach is a specialist who helps people to correctly prioritize, set goals and achieve their implementation. Such a specialist is needed in any company that seeks to take a leading position in the market.

We recommend reading our article:, which describes the main advantages of this approach.

So, we can summarize that the following 5 principles greatly influence the performance management of an organization:

Having clear goals and evaluating results
Timely Feedback
Employee engagement
Horizontal control system
Coaching approach to management

To succeed in today's world, an organization needs clear goals and engaged employees who understand how they will achieve those goals and that their work will be appreciated.

TO ORDER THE SERVICE: "BUILDING AN EFFECTIVE SALES DEPARTMENT" and "MANAGING THE EFFICIENCY OF THE ORGANIZATION", YOU CAN CALL BY PHONE: +7 495 394-33-17 OR FILL OUT THE FORM ON OUR SITE!

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