See what “Management” is in other dictionaries. What is management: a detailed analysis of the concept with comments and videos from management experts

Management (eng. management - management, management, organization) is the management of production or commerce; a set of principles, methods, means and forms of management developed and applied to improve production efficiency and increase profits.

Modern management includes two integral parts:

leadership theory;

practical methods of effective management, or the art of management.

The concept of “management” has firmly entered into our everyday life and has become familiar to business life. However, it must be taken into account that we are talking about a new philosophy, where different systems of values ​​and priorities operate.

In this regard, it is necessary to dwell in detail on the meaning of the term “management”. The Russian word “management” and the English word “management” are considered synonyms, but in reality their true content is very different. When using the term “management”, we follow the tradition established in international practice , according to which it means a very specific range of phenomena and processes. In fact, the term “management” is not a satisfactory substitute for the term “management” because in the latter case we are talking about only one of the forms of management, namely the management of socio-economic processes through and within the framework of an entrepreneurial structure, a joint-stock company. Moreover, the adequate economic basis of management is the market type of management, carried out on the basis of the industrial organization of production or commerce.

Thus, the term “management” is used in relation to the management of economic activities, while other terms are used for other purposes.

In our conditions, the terms “organization”, “management” and “administration” should be used. However, government, public and other organizations must also use the principles and methods of management if they want to achieve their goals at a minimum of cost.

Management is the management of people working in one organization with a common end goal. But management is not just managing people or an organization, but a special form of it, it is management in a market environment, a market economy, i.e. in conditions of constant change and risk. Therefore, management is aimed at creating favorable conditions (technical, economic, psychological, etc.) for the functioning of the organization and at achieving its success.

The main components of success are:

long-term survival of the organization;

effectiveness;

efficiency.

From these positions, management appears as a complex system of data from the science of management, the experience of the best managers in the world and the art of management.

As a system of scientific data, management is a set of philosophies, models, strategies, principles, methods and styles of managing an organization, production and personnel in order to increase its efficiency and profit growth.

Management (governance) is the influence of one person or group of persons (managers) on other persons to encourage actions consistent with the achievement of set goals when managers assume responsibility for the effectiveness of the influence (Fig. 1.1).

Fig.1.1

Management includes three aspects:

“who” controls “whom” (institutional aspect);

“how” management is carried out and “how” it affects the governed (functional aspect);

“what” is managed (instrumental aspect).

Perhaps the central point of a manager's role in management is his understanding of his overall competence. It is clear that the general competence of a manager cannot be a simple sum of the private competencies of employees. However, these competencies are certainly related to each other. A manager must have that amount of knowledge from private competencies that allows him to make operational and strategic decisions, i.e. know the basics of the interdependence of private competencies, their significance in the business process, key resource limitations and risks associated with them.

In the activities of any enterprise, it is necessary to highlight goals and restrictions that fulfill the following main management tasks:

comparison of the existing state with the desired one (“Where are we?” and “Where are we going?”);

formation of guiding requirements for actions (“What needs to be done?”);

decision criteria (“Which way is best?”);

control tools (“Where have we really come and what follows from this?” (Fig. 1.2).

Fig.1.2

Resources needed to manage organizations.

Resources needed to manage organizations include:

material resources (land, buildings, premises, equipment, office equipment, transport, communications), etc.;

financial resources (bank accounts, cash, securities, loans, etc.);

human resources (personnel);

informational resources;

temporary resources.

Management as a special type of activity, its specificity.

Management is a specific type of work activity. It emerged as a special type of labor along with cooperation and division of labor. In conditions of cooperation, each manufacturer performs only part of the overall work, therefore, to achieve a common result, efforts are required to connect and coordinate the activities of all participants in the joint labor process. Management establishes consistency between individual works and performs general functions resulting from the movement of the organization as a whole. In this capacity, management establishes a common connection and unity of action of all participants in the joint production process to achieve the common goals of the organization. This is the essence of the management process.

It is difficult to give a complete definition of management, since it is a very complex, multifaceted phenomenon. There are more than 300 definitions of management. Lee Iacocca believes that management is nothing more than “getting people to work.”

Akio Morita writes that the quality of a manager can be judged by how well he can organize a large number of people and how effectively he can extract the best results from each of them, merging their work into a single whole.

Peter Drucker defines management as a special activity that transforms an unorganized crowd into a focused, efficient and effective group.

Werner Siegert emphasizes that to manage means to lead to the success of others.

Michael Mescon believes that management is the process of planning, organizing, motivating and controlling necessary to formulate and achieve the goals of an organization through other people.

The following definition can be given: management is the preparation, adoption and implementation of decisions in all areas of the organization’s activities aimed at achieving planned goals.

All of the above definitions of management have something in common - this is the influence of the subject of management on the object of management for a specific purpose.

Management as a special type of labor differs from labor that creates material goods and services. It does not directly participate in the creation of goods, but is, as it were, next to this process and manages it.

The specifics of management are:

the subject of labor, which is the work of other people;

means of labor - organizational and computer technology, information, a system for its collection, processing and transmission;

an object of labor, which is a collective of people within a certain cooperation;

the product of labor, which is a management decision;

results of labor, expressed in the final results of the team’s activities.

Organization as an object of management:

components, levels, main processes.

An organization is a relatively autonomous group of people whose activities are consciously coordinated to achieve a common goal. It is a planned system of cumulative (cooperative) efforts in which each participant has his own, clearly defined role, tasks or responsibilities that must be performed.

These responsibilities are distributed among participants in the name of achieving the goals that the organization sets for itself, and not in the name of satisfying individual wishes, even though both often coincide. The organization has certain boundaries, which are determined by the types of activities, number of employees, capital, production area, territory, material resources, etc. Usually they are recorded and enshrined in documents such as charter, memorandum of association, regulations.

Organizations are private and public companies, government agencies, public associations, cultural institutions, educational institutions, etc. Any organization consists of three main elements. These are the people included in this organization, the goals and objectives for which it is created, and the management that forms and mobilizes the organization’s potential to solve the problems at hand.

Any organization is an open system built into the external environment, with which the organization is in a state of constant exchange. At the input, it receives resources from the external environment; at the output, it gives the created product to the external environment. Therefore, the life of an organization consists of three main processes:

1) obtaining resources from the external environment;

2) transformation of resources into a finished product;

3) transfer of the produced product to the external environment.

In this case, a key role is played by the management process, which maintains consistency between these processes, and also mobilizes the organization's resources to implement these processes.

In a modern organization, the main processes are those carried out at inputs and outputs, which ensure consistency between the organization and its environment. The implementation of internal processes and production functions is subordinated to ensuring the long-term readiness of the organization to adapt to changes in the external environment.

Elements of the management process.

Management is a single process that is represented by different management employees or bodies. The purpose of their interaction is to develop a unified control effect on the control object. Management personnel include managers (supervisors), specialists and employees (technical performers). The central place in management is occupied by the manager. He heads a certain team, he has the right to make and control management decisions, and it is he who bears full responsibility for the results of the team’s work.

A manager is a leader, a professional manager who holds a permanent position and is vested with the authority to make decisions on specific types of activities of the organization. Specialists are workers who perform certain management functions. They analyze information and prepare solutions for managers at the appropriate level. The labor of these workers is served by technical performers: secretaries, assistants, technicians, etc.

So, the management process includes the following elements: a control system (control subject), a controlled system (control object), control action in the form of a management decision, the final result, a common goal and feedback, which is the transfer of information about the results of control action from the control object to its subject.

Management as a single process that ensures the consistency of the joint labor process is carried out in different forms, through different management functions. They represent a form of achieving connection and unity of the joint labor process and are implemented through certain types of activities. The identification of individual functions in management is an objective process. It is generated by the complexity of production and its management. The composition of control functions must ensure an effective response of the control system to any change in the controlled system and the external environment.

The direct control effect on the control object is the interaction of three functions: planning, organization and motivation. Feedback is provided by the control function. These are the basic functions of management; they take place in any, even small, enterprise. In addition to the basic ones, there are specific or specific management functions. Their set and content depend on the specifics of the managed object. These functions are related to the management of a specific area, area of ​​the organization. These include: main production management, auxiliary production management, human resource management, financial management, marketing management, innovation management, etc.

In real economic life, the functions of the management process are manifested in the functions of governing bodies, and the latter in the functions of their employees. Therefore, management functions act as purposeful types of labor, and self-government as their totality. The work of specific managerial workers is the actions and operations associated with the preparation, adoption and implementation of management decisions. It embodies the influence of the subject of management on the controlled object.

Since management is a specific type of work, a special profession, there must be general characteristics in the content of the work of managers. They are short-termism, diversity and fragmentation.

The term “management” has become widespread not only in economics, but also in the sphere of social and political relations. The word "management" ( Management) is derived from English Manage"manage". In turn, the latter received its root from the Latin word Manus, which means "hand". With the development of civilization, the content of the concept of management transformed and combined all the diversity of requirements for management as the art of doing business and a style of work.

Control- this is a function of biological, social, technical and organizational systems, which ensures the preservation of their structure and supports a certain mode of activity.

Management is distinguished:

• social system;
• machine control;
• technical management;
• management of production and technological processes;
• organizational management.

Management- this is simultaneously the sphere of human knowledge, and the sphere of management decision-making, and a category of people (social stratum) united in an economic, competitive management system in modern society.

Can be considered from three points of view:

1. as a synonym for the term “organization management”, regardless of its size and types of activities;
2. as an equivalent to the expression “management of the national economy in the highest echelons of administration”: in the state, sectoral and regional aspects of economic activity;
3. as an analogue of the term “team management”.

We understand management at the micro level of management as the management of general activities in such socio-economic systems as enterprises and their divisions, firms, banks and other organizations.

In a simplified understanding, management is the ability to achieve goals, use labor, intelligence, and the motives of other people’s behavior.

Management is a function, a type of activity for managing people in various organizations. It is also the area of ​​human knowledge that helps to carry out this function. Management as a collective term for managers is a certain category of people, a social stratum of those who carry out management work.

Management task is to create conditions under which the achievement of the organization’s goals is most likely and favorable.

Object of management are individual entrepreneurs and labor collectives, which have the form of enterprises, associations, joint-stock companies and the like.

Subject of Management— structure of organizational, managerial and interpersonal relations.

Management approaches

In the process of development of management as a science, there were several approaches to management.

An approach from the point of view of identifying different schools and teachings considers management as the evolution of management thought.

Process approach views management as a process, that is, working to achieve goals with the help of others. It is a series of continuous interrelated actions, each of which is a process in itself. These are called management functions, each of which is also a process because it consists of a series of interrelated actions. The management process is the sum total of all functions.

A. Fayol believed that there are 5 initial functions:

1. anticipate and plan;
2. organize;
3. dispose of;
4. coordinate;
5. control.

Systems approach suggests that managers should view the organization as a collection of interrelated elements, such as people, structure, tasks and technology, that are focused on achieving various goals in a changing external environment.

Situational approach assumes that the suitability of different management methods is determined by the situation. Therefore, the central point is the situation - a specific set of circumstances that strongly influence the organization at a given time. Because there are a large number of factors in both the organization itself and the environment, there is no single best way to manage an organization. The most effective in this situation is a method that identifies and takes into account the main internal and external factors that affect the functioning of the organization.

Targeted approach assumes that the object of orientation - the goal - is a criterion for the effectiveness of the management system. In the process of organizing work, a system of goals is formed in the management object. The main goal is identified (related to the conditions of consumption of any product, the existing orientation of needs). The system of subgoals - the activities of the management object are divided into areas: commercial, production, economic, financial, social, management activities.

Program-targeted approach assumes that the goal is transformed by management into a program (a list of activities with specific performers). The main activity of the control object is to implement the program, and the subject is to coordinate it.

Results-based approach— freedom of creativity and a high level of responsibility are decisive. Built on the same company philosophy (quality-result). The basis is turning the goal into a result.

Personal approach considers a person as an object of orientation. It is important to be able to get to know a person, a team, and take into account the opinion of the team. The theory of motivation is used. The problem of social responsibility of the management apparatus is of great importance.

Coordination approach. The main task is to bring a complex production system into unity. , balance of goals, results, resources and interests.

A complex approach— synthesis of all approaches.

As management continues to develop as a science and art, the number of approaches is constantly increasing.

Types of management

Depending on the field of activity, various types of management are distinguished: general (administrative) management, sectoral, organizational, functional, entrepreneurial, international and others. In particular, we can talk about marketing management, financial, personnel, production, transport, operational and strategic.

General management- management, which is carried out by all managers who are responsible for setting objectives and policy formation, for issues related to planning and organization, control and management of the enterprise. In this case, terms such as “top management” and “administration” are often used. The role he performs is general management of the organization.

- contains activities such as: determining the financial structure of the company, its needs for financial resources, identifying all alternative sources of financing and their assessment. Its tasks also include the practical receipt of financial resources from selected sources of financing and the effective use of withdrawn funds.

- management activities of managers related to the formation of the mission of the enterprise, including the definition of its goals, philosophy and long-term strategies, installations and development orientation, the formation of an image that will meet the requirements of the external environment and the internal needs of the enterprise.

Industrial management covers all spheres of the economy: production, distribution, exchange and consumption of material goods. The subject of study is enterprise management systems, management mechanisms of influence on production. Field of study: industrial production.

Operations management— management activity, primarily of lower-level managers (foreman, foreman), which consists of directly supervising the work of workers in accordance with the enterprise strategy by developing tactical measures, implementing operational plans, production schedules, and the like.

You can also talk about business management, construction management, art management, trade management, or others. However, despite certain differences, what is common to all types is that managers have to deal with the same resources: human, financial, raw materials and labor resources.

Hello! In this article we will talk about what management is.

Today you will learn:

1. What is management;
2. What is related to management? What is his role in the enterprise, and why do managers need him;
3. What are the types, functions, methods and tasks of management;
4. Practical application of management in the management of an organization.

What is management

The word “management” translated from English means “the ability to lead”,

Management is a set of actions, measures and methods of managing people at an enterprise, aimed solely at achieving the assigned objectives.

It is easy to guess that the set goals are considered to be increasing profits, increasing competitiveness, etc. The successful existence of an enterprise in modern market conditions indicates that its leader fully understands the essence of management.

The concept of “management” includes:

• Ability to manage. It is important to outline the path of development of the company, develop specific tasks, and find ways to achieve them;
• Control over task completion. It can be carried out in the form of appointment to a position and the assignment of a certain range of responsibilities, motivation and punishment of employees for work performed, the direction of their actions, requesting reports on the work done, etc.;
• Ability to organize and rally a team;
• Be able to correctly distribute and identify the importance of both human and material resources;
• Constant study of the market and its forecasting, the ability to quickly make decisions, and their result should be minimum costs, maximum benefits.

It is important to understand the fact that a successful leader in the process of his work must always make decisions based on the interests of human relationships. For example, if his area of ​​activity is sales, then the interests of the client, and not the company, should be taken into account first. Only building a trusting relationship will help both the client and the company get the maximum benefit from working together.

Management tasks at the enterprise

Management has specific tasks. These include:

• Making decisions that will be aimed at preserving and developing the company, and maintaining its competitiveness;
• Recognize the company in the market as a successful partner, strive for leadership, develop new areas of development;
• Searching for new ways and means for the development of the organization;
• Constant work with staff aimed at stimulating their work through all kinds of incentives;
• Perform a constant analysis of the needs of the enterprise, establish uninterrupted provision of everything necessary;
• Reach a certain level of profit. Be able to remain in the achieved positions and take measures to improve the results;
• Calculate risks, overcome difficulties without causing damage to both the enterprise and personnel;
• Conduct a daily analysis of the work performed, control and setting additional tasks both to strengthen what has been achieved and to reach a new level of development.

The main principles of management include:

• Segregation of duties. Each enterprise has certain departments that perform their specific tasks. For example, the legal department deals with legal issues, while the finance department is responsible for funds. Each of these units has a range of responsibilities and its own specialization, but their work is aimed at achieving one goal. Correct division of labor will allow you to solve a maximum of problems;
• Despite the fact that the company has a huge number of departments, work instructions must come from one supervisor. Confusion in instructions from superiors can significantly reduce productivity;
• Compliance with company regulations. Success in an enterprise depends on discipline and order. Every employee is required to know and strictly follow the job description. Don't be late for work, be at your workplace. The material assets of the enterprise must also be stored strictly according to regulations. The task of the manager in this direction is to exercise control over the performance of duties. Those who are guilty should be punished, and those who distinguish themselves should be rewarded;
• Ability to correctly distribute and empower employees with the necessary powers. Responsibility for the work performed lies directly with the manager, as well as with those to whom the tasks were assigned;
• Justice. It is important to make decisions from a fair perspective. This factor should be especially taken into account when determining punishment or reward. If the manager’s actions are fair, this will allow employees to trust both their superiors and the company more;
• It is important to set an example for staff. For example, the interests of the team should come before personal ones;
• It is necessary to always remember the fact that dedicated and conscientious work for the benefit of the enterprise should be rewarded;
• Maintaining initiative. The ability to listen to an employee’s proposal will help the company find new solutions;
• Ability to maintain corporate spirit. Creating a friendly team by spending time together and holding holidays will make the work of the enterprise easier and will also eliminate staff turnover.

Management functions

In order to fully understand the importance of mastering the art of enterprise management, it is enough to study the functions of management in detail.

These include:

• Focus on results. The correct setting of tasks will allow you to achieve maximum benefits in the process of enterprise activity. It is this method that will allow you to choose a development strategy and orient the activities of employees. The process of achieving goals will help the manager to form a corporate spirit.
• Planning. Every enterprise has its own goals. In order to achieve them, the manager needs to determine the range of required resources. These can include both material costs and the availability of workers with certain knowledge. The purpose of the planning function is to ensure that everything you need is available in advance. This function also includes the development of methods to achieve the best result. For example, to increase the number of sales, the manager needs to determine how to achieve this. Obviously, his solution will be the release of promotional products and holding. These steps, although considered effective, require certain monetary costs, as well as employees who will carry out promotions.
• Organization of activities. This function includes the distribution of tasks among workers. The manager needs to organize activities in such a way that, despite the fact that each employee does his part of the work, in general their work should be joint. It is also necessary to develop criteria by which the work performed will be assessed.
• Control. This function is considered one of the most important. This is dictated by the fact that only the presence of constant control can lead the enterprise to its intended goal. Any area of ​​activity in an enterprise needs control. Be it compliance with regulations, supply of raw materials or the quality of work performed, etc. The manager needs to constantly analyze the performance of employees. This process will help determine which decisions were correct and which did not bring the expected results.
• Coordination. This function is additional, although no less important than the others. She is responsible for the consistency in the work of all component parts. After the work is divided into departments, it is necessary to assemble all the links in the chain into one whole. Despite the fact that there are many different departments in the enterprise, they all need close dialogue with the manager. The task of a successful manager is to establish such a process. In this way, all errors in operation are identified and existing interference is eliminated in a timely manner. Coordination is carried out through meetings, conferences or drawing up plans.
• Employee encouragement or motivation. A successful manager knows that if you motivate employees, including financially, this will increase productivity. An employee's work should be based not only on personal interests, but also in the interests of the organization. You can motivate your team not only with the help of cash payments, but also with certificates, awards, maintaining corporate spirit, etc.

Management methods

Based on the presence of management functions, its main methods can be identified:

1. Economic. Methods related to this area allow the company to “survive” in modern market conditions, as well as resolve material relations within the organization.
2. Administrative. The methods of this group allow for monitoring, planning, and establishing responsibility for violation of enterprise regulations.
3. Socio-psychological. These methods are aimed at building relationships both within the team and with partners. It is important to remember that relationships should be built on trust. It’s not difficult to achieve this; the main thing is not to forget about incentive measures.

In the course of carrying out management activities at an enterprise, the manager uses a combination of all of these methods, depending on the specific situation.

Enterprise management

Management in the activities of the enterprise contains the main directions:

1. Application of working methods that ensure the company achieves results in the shortest possible time;
2. Constant administration - various organizational issues at the enterprise must be accompanied by control from management;
3. Defining the goals and direction that the company should adhere to. For example, entrepreneurship.
4. In the course of activities, a value system (integration) is created that will allow the team to work in a common direction and provide them with safe working conditions. The presence of such a system will allow the organization to exist in the market for a long time.

Each stage of production is not only special, it requires direct participation from the manager.

To be unique and be able to resolve any issues, it must meet the following requirements:

• The boss, while managing the company, shows loyalty to his subordinates and bears full responsibility for the work they perform.
• A successful manager must always be aware of the latest trends, constantly learn and improve their skills. Moreover, it is better to undergo training together with employees, this will allow them to discern their leader in the manager, and will create a special atmosphere in production in which each employee will be able to reveal their abilities.
• Strict adherence to business ethics. A manager must be able to immediately get involved in the work process at all levels. His activities are carried out not only in the chair, but also in the ability to contact ordinary customers and managers of other enterprises. This behavior of the manager will create conditions for the integrity of the entire work process.
• One of the main requirements for an enterprise manager remains not only knowledge of the basics of management, but also his ability to be honest and be able to trust people.

Enterprise management is a collection of component parts. For example, a large organization creates several small parts in one overall management system to solve its problems. This includes project management, production, design, personnel, quality of work performed, as well as analytical activities.

Types of management process

As you can see, various tasks may arise in an enterprise, and the methods for performing them are also different. Therefore, depending on the situation that arises, one or another type of management can be applied.

These include:

Production management. The range of issues that this type of management solves is related to the productive activities of the organization. In other words, issues of increasing the competitiveness of the company and increasing demand for its goods and services are being resolved. This type is used by commercial organizations, including banks. Production management involves organizing work, building a development strategy, and using new technologies.

His tasks include:

1. Perform constant monitoring of work, prevent and eliminate technical problems in a timely manner;
2. Establish production of products and take measures to increase production volumes;
3. Coordinate the work of enterprise employees, maintain compliance with regulations and discipline in the workplace, apply incentive measures;
4. Monitor the process of proper use of equipment and maintaining its serviceability.

Strategic management. The peculiarity of this type of management is to develop a certain type of event that will lead the company onto the path of development. After certain tactics are outlined, an action plan is drawn up.

An example of management at an enterprise is to increase income in different ways - by increasing the scale of production, improving the quality of goods, etc. Analyzing all possible options, the manager chooses the one that will bring maximum benefit at minimal cost.

The next step is planning events and distributing responsibilities between employees.

Financial management. In simple words, this type of management implies the process of distributing the material resources of an enterprise. This activity is carried out by the financial director. His responsibility is to manage the organization’s money, and its distribution must be competent.

By analyzing the expenses and income of an enterprise, the financial director draws conclusions about its solvency and builds a rational financial policy.

Based on the fact that the position is responsible, a specialist who controls cash flows must adhere to the following principles:

1. Taking measures to keep costs to a minimum;
2. Developing an action plan that will lead to minimal risks;
3. Give a realistic assessment of the financial capabilities of the enterprise and analyze development prospects;
4. Regardless of the state of the market economy, a specialist is obliged to implement an anti-crisis policy. The financial director is responsible for ensuring that the enterprise generates stable income at minimal costs and does not pose a threat.

Investment management. This type of company management involves activities in the field. Moreover, we are talking not only about attracting new investors, but also about profitable investment of the company’s own capital. The responsible specialist draws up a long-term project, looking for sponsors and grants.

Information management. For the normal functioning of an enterprise, modern software is needed that will allow you to analyze, receive and distribute the necessary information. A specialist in this field provides the company with relevant information that plays an important role in business development.

Its functions also include:

1. Establishing the process of document flow and office work of the enterprise;
2. Analytics of consumer expectations and collection of information on market conditions;
3. Representation of the company on the world stage;
4. Work with employee information, finances, etc.

Risk management. Management activities in this area are necessary in every enterprise. This is due to the fact that the activities of a commercial organization, one way or another, are associated with risks.

The tasks of a risk manager are to make forecasts and take measures to avoid possible losses. If troubles have already arisen at the enterprise, then the responsibility of minimizing losses and accelerating the stabilization process falls on the shoulders of the risk manager.

The job of a risk manager looks like this:

1. The fact of risk is determined, the degree of danger and what consequences it has for the organization are analyzed;
2. Methods and methods for eliminating the troubles that have arisen are selected;
3. A plan is being developed to reduce losses;
4. A constant analysis of the work carried out is carried out and, if necessary, the strategy is refined. A specialist in this field must have a high level of knowledge and experience. His activities are very important for the company. The ability to calculate risks reduces the probability and strengthens its position in the market.

Environmental management. The management activities of an enterprise in the field of ecology are designed to organize the organization’s work in such a way that its activities do not cause damage to the environment. The goal of work in this direction is the rational use of natural resources, waste recycling, and the prevention of emissions of harmful substances into the atmosphere.

Personnel management. Being a professional manager means constantly working with people. Any goals of the enterprise are achieved with the help of human resources. Therefore, it is very important that the organization has competent employees. Human resources management is designed to resolve all issues with personnel replenishment, as well as its training.

International Management. A specialist of this type is called upon to regulate the attitude towards the enterprise on the world market. He analyzes the organization’s foreign economic indicators, is responsible for the import and export of products and controls cooperation with partners. The direction of his activity is the expansion of business in other countries.

Advertising management. It is no secret that in order for the goods and services produced to be in demand on the market, it is necessary to carry out constant work to promote them. This can be done using advertising. Based on this, the tasks of an advertising manager are planning and setting goals to achieve the desired result, organizing advertising activities, monitoring and evaluating what has been achieved.
What is organizational management, what types it has, and what is their role in different areas of the enterprise, can be seen in the table:

As can be seen from the table, the management system at the enterprise has a different focus. At the same time, its functions, role and degree of significance are high.

Small Business Management

Small business is an entrepreneurial activity that needs effective management.

The head of a small enterprise knows what management is and applies its methods for the successful operation of his organization. He often resorts to psychological methods, focusing on collective relationships and personnel policy.

A feature of the management of a small enterprise is that it is not only easier to manage such an organization, but also covers a wide range of environmental factors.

In order for entrepreneurial activity to generate a stable income, you need to know what a small business management system is. Obviously, the ability to adequately and timely respond to market innovations is more important than saving on management personnel, which is why a manager is always a profession in demand.

For the effective operation of the enterprise, managers set specific short-term tasks for the team. Typically they do not exceed a period of two years. This behavior allows them to set clear guidelines for achieving their goals, and the workers’ activities acquire the character of purposefulness and become the most productive.
The tasks of small enterprise management include:

1. Study and analysis of facts affecting the operation of the enterprise, consumer research, diagnosis of internal problems of the team.
2. Determine goals, set their level of importance and maintain constant control over them, develop a strategy for the company’s competitiveness.
3. Organization of the company's work, including provision of everything necessary. For example, cars, materials, finances, etc. Maintain constant monitoring of equipment operation.
4. As necessary, provide responsible employees with certain powers necessary to achieve goals.
5. Working with a team. It is important to be able to select responsible employees, develop their abilities, train them, and get rid of unpromising employees.
6. Ensure coordination of all specialists in the enterprise.

Based on the above, the conclusion suggests itself that, regardless of production volumes, the ability to properly manage work processes remains the main and primary task. Small business management has differences that are dictated by the specifics of production and the small size of the enterprise.

Problems of management at the enterprise

The presence of a high-quality management staff at an enterprise is the key to its effective operation. Successful business management depends on the manager, who must not only have certain skills, but also be knowledgeable in both the economic and technical fields.
Depending on what form of ownership the enterprise belongs to, its manager is vested with characteristic powers.
If we are talking about a small business, then the manager himself chooses management methods.
If the enterprise is state-owned, then management is carried out by the state through authorized employees. At the same time, they decide whether to give the team any rights or not.
As for joint-stock companies and cooperatives, where the governing body is the labor collective, the leader in such a company is elected by voting, however, the highest governing body will still be the council of participants.
Based on this, it becomes obvious that the head of the enterprise must be a person who has certain managerial skills.

The skills and qualities of a successful leader include:

• High level of organization. Moreover, this character trait not only relates to the work process, but also to his personality. A collected person can always easily solve any problem in an enterprise. Be it the supply of raw materials, the release of advertising or staff turnover, etc. The stability of the enterprise depends on the organizational abilities of the manager;
• Be a psychologist. Relationships within an enterprise between employees are an equally important factor on the path to the goal. The manager must know each employee well in order to resolve conflicts and stimulate their work. It is necessary to establish contact with each employee to ensure favorable relations between superiors and subordinates. Knowledge of certain psychological tricks will allow you to easily resolve issues that arise. For example, knowledge of body language will allow the manager to understand the mood of employees and make the right decision;
• Must be a specialist in the manufacturing field. Moreover, this implies not only the presence of a diploma, but also the experience and knowledge gained while working as an ordinary employee. Only gradual movement up the career ladder will allow you to learn all the intricacies of production and help you become a real specialist. The knowledge gained will help the manager establish the work process;
• Having leadership qualities. Being a leader means being able to unite a team, make decisions quickly, including in non-standard situations, and have influence and the ability to persuade. In addition, being a leader means not only being in front, such a leader must be ready to take responsibility for each subordinate;
• Time management skills. In other words, he must be able to correctly draw up not only his own working day, but also the work schedule of the entire team. will allow you to effectively plan your working day, carry out and approve work plans in advance, and also monitor the implementation of the schedule by your team;
• Be a speaker. As it may seem, the activity of a leader is connected only with the fact that he holds meetings with partners and speaks to the team. This is not entirely true, although the ability to speak is the path to success. The fulfillment of assigned tasks depends on how effectively the manager is able to convey his thoughts to each employee.
• Stress resistance. Since the management apparatus bears enormous responsibility for every area of ​​activity in the enterprise, during the day it has to deal with a mass of issues of a different nature. These can be both conflict situations and negotiations with partners. Moreover, the time difference between these events may be insignificant. A competent leader will be able to pull himself together and cope well with any situation.
• Be proactive. Success comes only to active people who are interested in the results of their work and value their reputation.

Be able to teach and constantly learn independently. Keeping abreast of the latest developments is a quality of a successful manager.

Working moments at the enterprise are accompanied by the fact that some workers quit and others come to their places. In order for newly hired employees to quickly become involved in the work process and be able to benefit the company, they must be trained. The ability of a leader to teach daily, relying on his own experience, is a paramount task that requires enormous patience.

The most important problem of management in production is the lack of a competent person who can occupy such an important position and correspond to it. Unfortunately, there is currently a shortage of personnel in this field.

Peter Drucker was born in Austria. He received a law degree and worked as a journalist in Germany until the Nazis came to power. After spending some time in London, he moved to New York in 1937. Drucker was an economic consultant to banks and an advisor on business policy and management to many American corporations. His books on various areas of business have made him one of the leading authors in the field of management. For many years he worked at the New York University Business School, and in 1971 he became a professor of social sciences at Claremont Graduate School in California.

Drucker's work began with a look at top management and its role in the representative institutions of modern industrial society, the highest corporations. Subsequently, he defined management as a global problem area and a dynamic element in any business. It is managers, through their control over decision making in modern corporations, who breathe life into organizations and society.

Managers are given human and material resources to work with, and they are the ones who create productive production that leads to a healthy society.

The validity of this statement increases as we move into an era of intelligent technologies that make human capabilities especially important for efficient production in organizations. However, as Drucker points out, managers, while a business's most important resource, are the scarcest, more expensive, and most short-lived. Taking this into account, it is of the utmost importance that managers are used as effectively as possible under present conditions where knowledge is available regarding the practice and purpose of management. Here Drucker addresses the issue of management effectiveness. Finding recipes for efficiency can only be used if we first understand the role of a manager in an organization, if we find out what his job is. According to Drucker, there are two parameters of management - the economic parameter and the time parameter.

Managers are responsible for the results of the organizations' activities (this distinguishes them from administrators in general). Thus, they must achieve, first of all, the economic results of production. The final assessment of their activities is economic results, which is not typical for administrators in general. The second parameter - time - is present in all decision-making systems.

A manager always thinks about what impact a decision will have in the present, near and distant future. This, of course, has to do with the economic aspect. Putting everything together, we come to the conclusion that managers are evaluated in terms of their economic productivity in the present, near and distant future.

Management, therefore, is the activity of organizing resources to achieve satisfactory quality of performance. This is an activity based on material and human resources. According to Drucker, this is not about maximizing profits. For a manager, profit is not the reason for commercially oriented behavior or rational decision-making in terms of obtaining maximum profit in all cases, but a test of the correctness or success of the business enterprise. The goal is to get a sufficient amount of profit.

The central question for Drucker is how best to manage a business to ensure the profitability and success of the enterprise. Although general goals can be formulated in a very short way, any operating organization has diverse needs and goals. It is unrealistic to view an enterprise as having a single purpose. Effective management is always about juggling, balancing different ideas, prioritizing the many goals that the organization has. Because of this, and due to the complex nature of business, goal-oriented management is vital. It provides informed judgment and forces managers to explore available alternatives, and provides a reliable means of assessing management performance.

In particular, the goals and objectives of a business enterprise allow managers to explain, predict and control their activities in a way that would not be possible using only the idea of ​​maximum profit.

First, knowledge and understanding of these objectives allows an organization to interpret a wide range of business phenomena with only a small number of general statements.

Second, goals allow you to test these statements in practice.

Third, behavior prediction becomes possible.

Fourth, the significance of decisions can be checked during the process of making them, and not after.

Fifth, future performance can be improved by analyzing past experiences. This is possible because the required results force you to plan in detail what the business needs to achieve and develop ways to effectively achieve the goals.

Target management involves deciphering what business management is. Doing this and constantly checking the results makes it possible to realize the five benefits listed above.

But it still remains unclear what the organization's business goals should be. To quote Drucker: “Goals are essential in any area where performance and results have a direct and vital impact on the survival and prosperity of the business.” More specifically, there are eight areas of business where production goals can be set. This:

• Establishment of the market,
• Innovations,
• Productivity,
• Physical and financial resources,
• Profitability,
• Efficiency and management development,
• Worker productivity and behavior
• Public acceptance.

Perhaps the most important part of target management is its effect on individual managers, which allows the organization to develop its most important resource - managers. This is due to managers developing self-control, leading to stronger motivation and more effective learning. The essence of this management style is that all managers come to set realistic goals for themselves. These goals should decipher how the manager will contribute to achieving the overall goals of the company in all areas of the business. It is necessary that the goals set are reviewed at higher levels of management to ensure that they are achievable (not too high and not too low). But the importance of involving individual managers in goal setting as a motivational factor cannot be overstated. If managers truly want to be able to improve their performance and benefit from the system, then it is necessary to provide direct information that allows them to evaluate their own performance. This is quite different from the conditions in some firms, where certain groups, particularly accountants, act as the "secret police" of executive management. The need for individual managers to set their own goals is tempered by the nature of modern business and what Drucker calls the three forces of misdirection. This:

• Specialization of work of most managers,
• The presence of a hierarchy
• Differences in vision of what is happening in business

Targeted management allows administrative workers to be effective. The important point is the opportunity to learn efficiency. Drucker insists that self-development of management personnel is central to the continuous development of the organization, since a qualified employee becomes the main resource. Goal systems enable managers to evaluate their own performance and thus enhance the learning process. This is done by pointing out the individual's strengths and how they can be made more productive (by redefining old priorities or establishing new ones by improving decision-making patterns). Regular review of goals and results allows managers to know where and when they are working most effectively, and how this can be achieved. As a result, they will be able to develop their skills in relevant areas.

Moreover, goal-oriented management helps overcome some of the forces that try to fragment the organization by clearly linking each manager's task to the overall goals of the company. This allows for learning to take place and ultimately leads all managers to achieve the best possible performance of their individual abilities. Finally, and most importantly, it increases the motivation of managers and develops their involvement in the organization. As a result, the goals set by the organization are achieved by ordinary people achieving extraordinary performance.

What is management and why is it needed? Basic concepts: types, functions, methods and principles of management. Management as a profession in the modern world.

Greetings, dear friend! Welcome to Dmitry Shaposhnikov, one of the authors of the site HeatherBober.ru.

For more than 10 years, I managed teams of up to 1000 people in large banks and telecommunications companies in Russia.

Today, my experience also formed the basis of this article.

I have long noticed that most people do not understand what management is and why it is needed.

Below I will share with you a clear theoretical basis for this concept and practical examples from my life.

This information will be useful both to novice managers and to those who want to learn more about management and effectively use this knowledge in practice.

1. What is management - a complete overview of the concept

The word “Management” translated from English literally means “management”, “administration”, “ability to lead”.

However, this word is not an exact synonym for “management”. After all, you can manage not only a factory, but also a car or a bicycle. Management is primarily about managing people. At the same time, the control is also done by a person, and not by an automatic machine or a computer.

The most accurate definition of management is as follows:

Management- is management, maximum effective use and control of social or economic systems in a market economy. Management initially developed as the art of production management, but then transformed into the theory of managing human behavior.

In general, there are several meanings of the term “management”. Here are some of them:

1. A type of work activity that represents a management process: the continuous implementation of actions and decision-making that contribute to the accomplishment of assigned tasks.
2. The actual process of managing something is forecasting, coordination, stimulation of activity, command, control and analytical work, as well as combining various methods of management activities together.
3. An organizational structure designed to manage a company, enterprise, group of people, or country.
4. A scientific discipline that studies problems of managing and leading people.
5. The art of managing people, including operationally and under stress. It assumes not only knowledge of theory, but also an intuitive understanding of human behavior.
6. The art of managing intellectual, monetary, and raw material resources for the purpose of maximizing efficient production activities.

The above definitions of management do not contradict each other, but, on the contrary, are interrelated and reveal various aspects of this concept.

On the one hand, this is a theoretical discipline that studies the laws and principles of management, on the other hand, it is a purely practical activity aimed at the rational distribution of human and/or material resources.

World history of management development

No historian can name the exact (or even approximate) date of the birth of management science.

It is logical to assume that management has existed in society since the emergence of social relations. Even the most ancient societies needed people to take on the functions of managing and coordinating the activities of groups.

Ancient managers controlled people in building homes, obtaining food, and protecting them from wild animals and enemies.

There are 4 historical periods in the development of management as a science of managing people:

1. Ancient period(10,000 BC – 18th century AD). Before management emerged as an independent field of knowledge, society had been accumulating management experience bit by bit for centuries. Rudimentary forms already existed at the stage of the primitive communal system. The elders and leaders represented the guiding principle of all types of activities. Around 9-10 millennia BC, the appropriating economy (gathering and hunting) gradually gave way to the producing economy: this transition can be conditionally considered the period of the emergence of management. Already in Ancient Egypt (3 thousand years BC) a full-fledged state apparatus with a serving layer was formed. Later, the principles of management were formulated in their works by the philosophers Socrates and Plato.
2. Industrial period(1776-1890). A. Smith revealed the principles of public administration as accurately as possible in his works. He formulated the laws of classical political economy and management, and wrote about the responsibilities of the head of state. In 1833, British mathematician Charles Babbage proposed his project of an “analytical engine”, which would help make management decisions more quickly.
3. Systematization period(1860-1960). A time of intensive development of management theory, the emergence of new directions, trends and schools. We can say that modern management originated during the Industrial Revolution. The emergence of factories led to the need to create a unified theory of managing large groups of people. For these purposes, the best workers were trained to represent the interests of local management - they were the first managers.
4. Information period(1960 - our time). Today, making management decisions requires processing a huge amount of information. Control is a logical process that can be expressed mathematically. Various approaches to management are practiced, based on the principles of loyalty to working people and business ethics.

Management as a science and applied activity continues to develop and improve. No leader in our time can manage people, finances, or production processes without a theoretical basis and practical management skills.

2. Main goals and objectives of management

For those who have not had experience managing at least 2-3 subordinates, it is difficult to understand what management is and why this science should be studied long and hard. It would seem that everything is extremely simple: subordinates work, and the manager observes and indicates what they should do to increase productivity and increase the company’s income.

In reality, everything is much more complicated: in order to give the right instructions, you need to clearly understand the essence of production processes. Management must be as effective as possible, otherwise it will bring losses and harm instead of benefit.

Any leader must base his work on knowledge of scientific principles and understanding of the current situation.

For example

A personnel manager in a printing house must not only skillfully manage printers and printing equipment operators, but also have a good understanding of the printing business.

One more example

You urgently need to remove the goods from the warehouse and load them into transport. A qualified manager will order the goods to be removed from the treasure in advance and distributed on the loading dock in a certain way - large and durable ones closer, fragile and small ones further away. When the vehicle arrives, movers will quickly move the items into the truck in the order in which they are located.

An inexperienced or lazy manager will not take care of the preliminary work at all, so the loaders will have to carry goods from the warehouse for a long time without any system.

The main goal of management– harmonious and coordinated work of the organization, the effective functioning of its external and internal elements.

The specific content of management is influenced by 2 groups of factors:

• General development trends of the company;
• Territorial or national economic factors.

Local management tasks are subordinated to the main goal.

Supporting tasks include:

• development and survival of the organization, maintaining its market niche and focusing on expanding its sphere of influence;
• achieving the set results, ensuring a specific level of profit;
• creating conditions necessary for the stable existence of the organization;
• overcoming risks and predicting risky situations for the company;
• monitoring the effectiveness of the organization.

Management of the activities of a company or group of people is carried out taking into account the potential capabilities of the organization and constant correction of production processes. In large enterprises, management is divided into 3 interacting levels - higher, middle and lower.

3. 7 main types of management

Types of management– these are specific areas of management related to solving specific problems. There are 7 main types of management - let's look at each of them in detail.

Type 1. Production management

The term “production” should be understood as broadly as possible: it can refer to a commercial company, a bank, or a factory.

Production management is responsible for the competitiveness of services and goods provided by the company. The effectiveness of such activities is determined by the accuracy of strategic forecasts, production organization, and competent innovation policy.

A production management specialist solves the following tasks:

• monitors the operation of the system, promptly detects failures and malfunctions;
• eliminates conflicts within the organization and deals with their prevention;
• optimizes the volume of products produced;
• monitors the rational use, loading and serviceability of equipment;
• controls labor resources, is responsible for discipline and encouragement, and takes into account the interests of the organization’s employees.

The main task of such a specialist is to effectively combine the company’s capabilities with its long-term goals, as well as manage the production process.

Type 2. Financial management

Enterprise financial management.

The financial manager is responsible for the organization's budget and ensures its rational distribution. The tasks of such a manager include analyzing and studying the company’s profits, its costs, solvency and capital structure.

The goal of financial management is obvious - increasing the profits and welfare of the organization through effective financial policies.

Local tasks of a company money management specialist:

• optimization of expenses and cash flow;
• minimizing the financial risks of the enterprise;
• accurate assessment of financial prospects and opportunities;
• ensuring the profitability of the organization;
• solving problems in the field of crisis management.

In other words, the financial manager makes sure that the company does not go bankrupt and generates stable profits. The principles of financial management can also be used individually when managing your own funds.

Type 3. Strategic management

Strategy– development of methods and ways to achieve goals.

Therefore, strategic management is the development and implementation of company development paths. The specific plan of action is determined by the tactics.

Let's say the goal of an organization is to achieve maximum income. Strategic measures to achieve this goal can be different: become the best manufacturer in your niche in terms of quality, increase production volume, expand the range. Methods for solving these problems will also be different.

For example, when implementing a program to improve product quality, the enterprise will need to introduce the position of a full-time control manager or open an entire department responsible for the functionality and compliance with product standards (QC).

Type 4. Investment management

As the name suggests, the task of investment management is to manage the investments of enterprises. This type of manager is engaged in the profitable placement of existing investments and attracting new ones.

The specialist’s work tool is an investment project (long-term business plan). This also includes fundraising.*

Fundraising- this is searching and receiving money from sponsors, attracting grants.

Type 5. Risk management

Since commercial activity inevitably involves risk, it is necessary to calculate in advance possible losses from production processes and correlate them with the expected profit.

Risk management is the process of making and implementing management decisions aimed at minimizing losses and reducing the likelihood of adverse consequences.

Risk management is carried out in stages:

1. The risk factor itself is identified and the scale of its possible consequences is assessed;
2. Risk management methods and tools are selected;
3. A risk strategy aimed at minimizing damage is developed and implemented;
4. The primary results are assessed and the strategy is further adjusted.

Competent risk management significantly increases the competitiveness of an entity and protects it from unprofitable activities.

Type 6. Information management

A specific area of ​​management that became an independent industry in the 70s of the 20th century. Information management is responsible for collecting, managing and distributing information. This type of activity is carried out with the aim of forecasting client expectations and providing the organization with up-to-date information.

Modern information management is a management activity based on computer technology.

Today it is much more than document management and office work: information management refers to all types of information activities of a company, from internal communication between employees to the provision of information about the organization to the public.

Type 7. Environmental management

Part of the corporate governance system that has a clear organization and implements programs and activities for environmental protection. The environmental policy of each company is regulated by law and various regulations.

This type of management is based on the formation and development of ecological production: this includes the rational use of natural resources, activities aimed at preserving the quality of the natural environment.

This also includes a course to reduce enterprise waste and rationally process it. Environmental management systems operate in most enterprises in the civilized world; Our country is not lagging behind: in the Russian Federation the number of such organizations is growing every year.

4. Disclosure of the main components of management - concepts and definitions

Here we will look at what management actually consists of and what its main functions are.

1) Subjects and objects of management

The subjects of management are considered to be managers themselves - managers at various levels who occupy permanent positions and have decision-making authority in various areas of the organization's activities.

Objects of management are everything in relation to which management is carried out - production, sales, finance, personnel. Objects have a certain hierarchy: you can direct management to your workplace, structural unit (group, team, section), division (workshop, department), or the organization as a whole.

2) Functions and methods of management

General functions reflect the main stages of the process of managing the work of an organization at all its hierarchical levels.

Competent and effective management involves the implementation of the following functions:

• setting goals;
• activity planning;
• work organization;
• activity control.

Often include additional functions - motivation and coordination. Functions are also divided into socio-psychological and psychological. Both groups complement each other and create a holistic system that allows you to control the work of the organization at all levels.

Management methods are:

1. Economic(state regulation of the activities of organizations, market regulation);
2. Administrative(direct action methods based on discipline and responsibility);
3. Socio-psychological based on moral stimulation of personnel.

Within one company, various management methods can be combined and applied depending on the current situation.

3) Models and principles of management

It is more convenient to provide complete information about management principles in the form of a table:

5. Profession manager - how to become a successful leader

Who is a manager?

The dictionary definition reads:

Managers- These are leaders who manage subordinates. Managers can be considered foremen, heads of sections and departments, and shop supervisors. This average And inferior(linear) management link. Higher link - heads of enterprises, companies, government bodies. They are also called “top managers”.

Top managers make the final decisions, and middle management and line managers implement these decisions. Top management is also involved in setting the goals of the organization.

Let's say the head of a company makes a decision for the enterprise to take a leading position in its industry in the current quarter. The methods by which this task will be implemented depends on middle management and line managers.

Managers are called both managers and managers - persons involved in management. Managers must have a certain number of people subordinate to them.

Today, managers are also called workers whose professional activity involves contacts with people. Such specialists often do not have subordinates, but have direct contact with the organization’s clients and partners. This type of activity is carried out, for example, by office managers and sales floor managers.

In fact, any person, excluding infants and bedridden patients, is the manager of his own affairs: he is forced to constantly plan and manage his resources.

The main resource of each of us is time. You can use it usefully, or you can waste it in vain. It follows from this that knowledge of the theory and practice of management is useful for each of us, and not just for executives.

In the modern business world, the concept of time management or “time management” is distinguished. This area of ​​knowledge involves effective planning of your time and proper distribution.

One of the founders of this science is a popular Western author. His book "Effective time management" popular all over the world among managers and simply business people who want to competently organize their personal time.

Brian Tracy on time management:

In the specialized literature, the concept of “manager” is often contrasted with the term “performer”. Thus, in a narrower sense, a manager can be called someone who has at least one subordinate under his command.

In production, managers represent a kind of frame structure on which the work of the entire company rests. The company's profits, relationships within the team, and the company's development prospects directly depend on the talent of managers.

1) What a good manager should know - 7 golden tips

To become a successful manager, you must have excellent theoretical training and developed communication skills. A manager must be knowledgeable, fair, reliable and available for dialogue with subordinates.

7 golden tips:

1. Build interpersonal understanding. Managers must be able to understand their subordinates and superiors. To do this, a manager must be able to communicate and be genuinely involved in the lives of his employees and colleagues. It is not for nothing that this principle comes first, because it is healthy relationships between you and your wards will bring “ripe fruit” of joint activity.
2. Learn to motivate those around you. It is clear that there is no incentive common to everyone, so the principles of motivating employees need to be constantly improved and changed. You must have a very clear sense of people's needs and wants. Everyone has different values, for some it is important to get an extra day of rest before their vacation, while others need material encouragement, while others simply need help solving a psychological problem.
3. Keep feedback. Constantly interact with your subordinates, make communication regular: this will help you constantly stay up to date with production matters. The ability to interact and convey your ideas to the most peripheral employees of the company (including cleaners and custodians) will ensure that employees understand their tasks and goals.
4. Improve your influence skills and techniques. An effective leader is not one who can force, but one who can convince subordinates that working for the benefit of the company is beneficial for themselves.
5. Learn to plan. The ability to develop strategies at the stage of their creation is a necessary quality for a manager. When planning, be sure to discuss your projects with your employees - this will make your work easier, and at the same time keep your subordinates interested in the company’s affairs.
6. Awareness. A good manager always knows what is happening in the organization, how its structure is structured, and what the internal culture of the corporation is. Knowledge of unofficial work methods and other “secrets of the inner kitchen” is especially useful.
7. Creativity. Using imagination where an employee sees only a job description is a necessary quality of a successful leader. Sometimes an employee, when a production issue arises, does not see the problem in the future: a manager must have such a vision and be able to make non-trivial and non-standard decisions.

A successful manager never reacts to a situation, he always comprehends it (sometimes he has to do this instantly) and only after that makes a thoughtful and competent decision.

Ideal manager– a person who is interested in his work, has stress resistance, self-control, knows management theory and knows how to implement his knowledge practically.

2) Where can you learn management

Today you can learn management professionally at leading universities of the Russian Federation - in particular, at Moscow State University, the Financial University under the Government of the Russian Federation, at the Plekhanov Economic University, the State University of Management and other educational institutions.

There are also textbooks (A. Orlov “Management”, R. Isaev “Fundamentals of Management”), schools and classes for those wishing to improve their skills, as well as video courses that can be watched for free on the World Wide Web.

Separately, it is worth highlighting the online school of Business and personal development by Alex Yanovsky (you can find many videos on YouTube). Here you can learn to think in terms of making the right decisions, learn management, entrepreneurship, and make new friends and like-minded people.

6. Outstanding managers in human history

Here I will briefly present several biographies of outstanding managers of the 20th century.

1) Jack Welch - General Electric Company

This man became a legend of American entrepreneurship. After spending exactly 20 years as CEO of General Electric, he transformed the clumsy corporation into a global player in the world economy and was recognized as the best manager of the 20th century.

Welch's principle states: If a company is not a leader in its industry, it should be sold.

Guided by this principle, the head of GE consistently got rid of unprofitable and unpromising companies owned by the corporation and radically reduced the number of employees.

Welch tried to get more out of fewer people, and he succeeded. There are fewer employees, but they began to work better. To motivate workers, Welch invested millions of dollars in corporate fitness facilities, recreation facilities and guest facilities.

2) Henry Ford - Ford company

The creator and head of one of the world's largest corporations was the first to put car production on an assembly line basis. He holds the honorary title of father of the modern automobile industry.

Having become the head of the company he founded in 1903, Ford, before others, understood the importance of competent marketing of its products to increase profits.

In those years, the slogan “A car for everyone” was perceived, to put it mildly, without much enthusiasm (this is roughly what the slogan “an airplane for everyone” would look like now), but Ford managed to first sway public opinion and then completely change it.

Ford was one of the first industrialists to understand that in order to increase productivity, they should motivate their workers with dollars: the salaries of employees at his enterprise were the highest for their time. In addition, he introduced 8-hour shifts and paid vacations at his plant.

3) Konosuke Matsushita - Panasonic

The father of the world famous brand of electronics and household appliances came to big business with capital of 100 yen. Starting with the production of circuit boards for fan insulation and bicycle lamps, Matsushita gradually transformed his company into a global leader in the electronics industry. He saw the company's mission as improving people's living standards and serving society.

The Panasonic Corporation owes much of its success to the creative approach of the company's head to marketing and product promotion.

In addition, Konosuke was the first among the leaders of Japanese companies of this level to understand that the price of an enterprise is equal to the cost of its human factor. Without motivated and properly directed personnel, any company falls apart and does not function as a whole.

7. Conclusion

Dear friends, thank you for your attention. I hope that you have now learned a little more about management and that you are now successfully using the information provided for your own development.

The theoretical foundations of management can be successfully used not only in production and in management areas, but also for personal interests.

If you found the article useful or gave rise to some thoughts and considerations, feel free to leave reviews and comments, like!