Department of commercialization of scientific and innovative developments management and control

Linear organizational chart of the management structure
As can be seen from the figure, in the linear structure of management, each subordinate has a boss, and each boss has several assistants. Such a structure refers to small organizations at the lower level of management (section, brigade, etc.).
The linear system of management of the organization is carried out taking into account the degree of embodiment depending on the technological characteristics of the production mark, the manufactured products.
A linear management structure is logically more orderly and formally defined, yet agile. Each leader will have full authority, but they will have relativity in solving functional problems that require special knowledge.
The linear organizational structure of management has its positive and negative aspects.
Serious deficiencies in the linear structure can be corrected to a certain extent by means of a functional structure.
It can be effective in motion until it is enlarged in a linear structure. With the growth of the firm, its management begins to depend on special experts. If experts are employed, the structure will be linear - hierarchical. Line leaders feel responsible for the realization of the main goal, while staff leaders - solve secondary issues. Chiefs of staff perform an advisory function under line managers.
The demand for chiefs of staff leads to an increase in functional complexity in the organization.
Linear — functional (staff) structure of management.
I n the management of such a structure, the line manager, who leads a certain team, takes all the responsibility. He is assisted by a special apparatus consisting of functional departments (management, departments, bureaus, etc.) in developing (linear) specific issues and preparing specific decisions and programs. In this case, the functional structures of the units are under the supervision of the main line leader. They make their decisions through the chief executive or (according to their authority) directly through the heads of departments.

Thus, the linear functional structure includes departments that help to fulfill organizational issues under linear management. Linear functional structure also has its advantages and difficulties.

Advantages	Disadvantages
1) in-depth preparation of decisions and plans related to the specialization of workers;	1) lack of strong communication and interaction at the horizontal level between production departments;
2) release the top line manager from deep analysis of the problem;	2) lack of clear responsibility for the decision being prepared, usually not participating in its implementation;
3) access to consultants and experts.	3) overly developed system of vertical interaction, including: hierarchical subordination of management, i.e. excessive centralization.

Functional organizational structure of management of the organization. Functional management is carried out through a set of departments that are designed to perform specific tasks and are required to make decisions in a linear management system.

5.3. DIVISIONAL ORGANIZATIONAL STRUCTURE
The functional structure is small and large corporations, which are preserved in some firms, have been supporting the divisional structure for several decades. In this type of structure, the division of organizations into departments takes place on the basis of three other characteristics: by product, by buyer group, and by graphic areas. These departments operate as independent organizations and are subordinated only to the central body of the corporation.
The matrix structure of the control is implemented by combining the structure of two different forms, that is, by adding the linear and program-target structures. When the program-target structure operates, the managerial influence is aimed at solving a specific target issue, and all links of the organization participate in this activity.
A set of tasks for the implementation of a predetermined goal is performed not according to the existing hierarchy of subordination, but by achieving the goal described in the program. In this case, the main focus is not on perfecting some units, but on integrating all activities, creating all the conditions for the effective implementation of the target program. In this case, the heads of the programs assume responsibility for the implementation, introduction, quality performance and coordination of the management function.
In accordance with the linear structure (vertical), management is carried out in some areas of the organization's activity: ITTKU, production, supply, etc.
Management of the program (projects, topics) is organized within the programmatic structure (horizontally).
As can be seen from the above scheme, separate staff bodies (individuals and groups of individuals) are introduced into the established linear-functional structure (permanently or temporarily) and existing horizontal relations are coordinated for the implementation of specific programs (projects) while maintaining the vertical relations characteristic of this structure. Most of the workers participating in the implementation of the program report to at least two managers who deal with different issues.
Program management is performed by specially designated leaders who feel responsible for coordinating all program communications and accomplishing the goals set in a timely manner. In this case, high-level leaders are freed from making decisions on current issues. As a result, responsibility for specific operations and procedures increases at middle and lower levels, and in this way, the role and reputation of the heads of special departments in the organization increases. In the management of the matrix structure, program managers are implemented together with line managers, not with specialists who are not directly attached to them. Line managers decide who will do a job and how.
The matrix structure also has its advantages and disadvantages.

Advantages	Disadvantages
1) the organization has the ability to quickly pay attention to and adapt to the rapidly changing internal and external environment;	1) structural complexities in subordination to each other, which lead to the problems that arise when assigning tasks and allocating time for their execution;
2) increase in creative activity of administrative and management due to the formation of program units that actively interact with functional structures;	2) participation of an unhealthy "spirit" among program leaders;
3) rational use of personnel in return for specialization of labor activities of various forms;	3) the need to constantly control the "ratio" of forces in managing tasks related to goals;

Creating a matrix management structure is appropriate only if there are problems such as organizing the release of a number of complex products in a short period of time, introducing technological innovations, quickly attracting attention to market competition.

5.4. DESIGN OF THE ORGANIZATIONAL STRUCTURE
Only when the current structure is perceived as ineffective is the decision made to design an organizational structure. During the design process, the design of such a structure is started only when the goals and tasks of the organization are fully reflected. The point is that the newly created structure allows the organization to interact with the external environment in the best possible way, can allocate the power of its employees in a targeted way, and thus satisfy the customer's demand, realize its goals with high efficiency.
The process of designing an organizational structure consists of three stages:
1) organizational structure analysis;
2) designing;
3) performance evaluation.
The first stage is the analysis of the organizational structure. Available hara-
The analysis of the organizational structure of management on the floor determines which requirements it can and cannot provide to the organization. That is, the management structure should be able to positively answer the question of whether it is rational according to the established evaluation criteria that determine the quality. Evaluation criteria include:
a) management principles are the ratio between centralized and decentralized management (how many and what kind of decisions are made at the lower level? What are their consequences? What level of control functions are available at each management level?);
b) management apparatus - regrouping of departments, changes in communication between them, distribution of responsibility and authority, inter-firmchanging the appearance of communications, creating the necessary intermediate links in the control apparatus, etc.
d) management functions - strengthening strategic planning (correcting "business - plan"), strengthening product quality control, involving workers in management by introducing actions, changing views on labor motivation, etc.
e) economic activity — changing the technological process, deepening inter-company cooperation, technical renewal of the organization, etc. As a result of the analysis, the organization's activities
"subtle processes" can be distinguished.
The second stage is the design of the organizational structure. Its methods:
1) similar (analogous) - refers to the use of experiences related to the design of management structures in similar organizations.
2) expert - expert - based on the study of the offer of experts.
3) goal setting — developing a structure of organizational goals and integrating it with the structure being developed. In this case, the management organizational structure is built on the basis of a systematic approach, it is created in the form of a qualitative and quantitative analysis of this structure and a graphic statement justifying its activity.
4) organizational modeling - clearly formulates criteria for assessing the viability of organizational solutions. Its content is to develop a mathematical form, graphic and machine description of the distribution of responsibilities and powers in the organization.
Organizational structure requirements:
1. Optimality. The structure is considered optimal only if rational communication between links is established at all levels of management at the least number of levels of management.
2. Operativeness. The essence of this requirement is that in the implementation of the adopted decisions, there should be no negative changes from the adoption of the decision until its implementation, which would make it unnecessary.
3. Reliability. It is necessary to ensure that the structure of the control apparatus can guarantee the accuracy of information transmission, prevent the violation of the control command and other transmitted data, and ensure the continuity of communication in the control structure.
4. Economics. The point is that the benefits obtained from management should be achieved with the least possible expenses. As a criterion for this, the ratio of resources and spent money to useful results is taken.
5. Dexterity. The ability to change depending on changes in the external environment.
6. Rigidity of management structure. The integrity of the management system and its elements, not losing its main characteristics under the influence of various external influences.
The perfection of the management organizational structure depends on following the principles of design in its design:
1. The number of management links should be appropriate and the time spent for the transfer of information from the top manager to the executive should be reduced as much as possible.
2. Determining the structure of the organizational structure (composition of departments, information flow, etc.).
3. Provide the ability to quickly focus on changes in the managed system.
4. Assigning the authority to resolve the issue to the department with the most information on the issue at hand.
5. It is necessary to adapt some divisions of the management apparatus to the entire management system of the organization, including the external environment.
Thus, in the process of designing an organizational structure, three stages are defined:
analytical (studying the existing practice and the need to build an organizational structure); design (design (modeling) of the management structure); organizational (implementation of the planned organizational structure).
The third step is to evaluate the effectiveness of the organizational structure.
Evaluation of management efficiency can be carried out according to the level of implementation of tasks, the organization of the management system, the speed and optimality of the management decisions being made. Some parameters of the effectiveness of the organizational structure can be determined using a number of coefficients:
1) link coefficient:
Êzv = Tzv. f. / Tzv. o
Here Tzv. f. — the number of existing organizational structure links;
The so-called o — the optimal number of links of the organizational structure;
2) regional integration coefficient:
Yes. ê = Ttsh. f. / T.,
Here Ttsh. f. — the number of similar organizations in the area where our organization is active;
T. — the number of organizations of this type in this area;
3) management organizational structure efficiency coefficient:
Êe = No / Hb,
Here, No is the last result (result) obtained from the activity of the management organizational structure;
Hb - management expenses (administrative management personnel (MBP) salary, expenses for the building, reception and transmission of management information, etc.).
It should be noted that it is very difficult to find correlation between the organizational structure of management and the results of management activities. Often, the status and efficiency of the organizational structure is evaluated using indicators characterizing the activity of the managed object.
Management efficiency Sb is usually described by the ratio of management efficiency Bi to production efficiency Si. Si is the management cost Ab for fixed and working capital D and represents the cost Ep for managing a unit of fund value.
LECTURE 6. 6.1. THE CONTENT AND INTERACTION OF THE MANAGEMENT FUNCTION
When we say that the organization (enterprise) is active, we mean that people are carrying out a certain activity within it.
The management function is a specific management activity carried out with a special method and action, and accordingly organizes and controls the work of the organization. It can be seen that organizing the content of management
The main part of this is the function, that is, in order to perform this or that seemingly simple work, it is necessary to determine in advance what result will be achieved, how to organize, motivate and control the work. This is the management function.
Thus, the management function can be viewed as a form of management work. Because it is related to the effect on the managed object.
Management is the creation of products with the participation of people. In the process of management, the following main functions are accepted: planning, organization, coordination and adjustment, motivation and control.

6.2. CHARACTERISTICS OF THE MAIN FUNCTIONS OF MANAGEMENT

Planning function.
During the planning process, it is decided what the organization's goal should be and what the organization's employees should do to achieve the goal. This means that you need to prepare for tomorrow today, do what you need to do to achieve the goal.
The plan defines a complex socio-economic model of the future state of the organization. The stages of the planning process are basically universal. As for the exact method and strategy, they differ from each other. Usually, the overall plan of the organization's management is formed from the point of view of all activities, but
Some managers use different methods in the implementation of specific goals and tasks of the organization. Thus, the road map of the organization for a certain period is drawn up.
The planning function is the first in the chain in the company's management process. This is the work of the firm's management unit, which determines the firm's goal and the ways and means of achieving it.
The planning function answers three questions:
1. Where are we now?
2. Where should we move?
3. How are we going to do this?
Planning is a method by which the management ensures that the efforts of all employees are directed towards the achievement of the common goal of the organization.
The planning process consists of several stages:
1. Determining the purpose of the organization.
2. Defining tasks.
3. Making plans for the completion of assigned tasks.
4. Develop a general guideline for the execution of plans at each level of management.
5. Develop clear procedures and rules for carrying out plans.
Organizational planning has two forms:
1. Prospective (strategic) planning.
2. Current planning. Planning views:
Strategic planning (top level) is the pursuit of the long-term perspective of the organization's bottom line. Finding out what is happening around the organization. Competitors' common behavior, determination of what the pursuit will be. The main task of planning at this stage is to determine how the organization can behave in its market segment.
Strategic planning determines the strategy of the enterprise today and mainly in the future (prospect) the decision of the top management and complex actions aimed at ensuring the effective development of the organization.
Strategic planning includes:
1. Defining and formulating a clear goal.
2. Adaptation of the firm to the external environment.
3. Creating an effective management structure.
4. Coordination and integration of internal operations of most enterprises within the corporation.
5. Effective allocation of company resources: human, financial, technological, raw materials.
The result of technological planning is understood as a comprehensive, comprehensive plan aimed at the implementation of the goals set for the organization.
The strategic plan is developed by the top management of the firm. At the same time, it is assumed that all levels of management will participate in its (plan) implementation. Strategic plans are made for the long term. The usual term is 5 years. However, 3 years for small firms that are prone to the effects of changing conditions. 10 years for large, established corporations.
The average head of management is engaged in tactical planning, that is, strategic goals and intermediate goals for the implementation of tasks are determined. Tactical planning is similar in its content and essence to strategic planning. The difference is that if the organization has, for example, three heads of different departments, each of them must coordinate and integrate their activities with the others. This must be reflected in the plan.
Therefore, their responsibility from the point of view of tactical planning is taken as a basis for planning ideas that appear in strategic planning.
Tactics is a specific management behavior coordinated with a scientific strategy.
Tactical planning is developed for a short period of time to get quick and accurate results. Planning is also done for the lower level. It is called operational planning. This is considered the basis of planning. In operational plans, the standard of activity, job description, etc. Each person is brought into the system with the goal that he should direct his energy to achieve the common and main goal of the organization.
All three forms of development form a general system called a master or general plan or business plan.
6.3. PRINCIPLES AND TECHNIQUES OF PLANNING
The effectiveness of planning, like the function of management, depends on what principles are used in the organization of the plan (in the sense of leadership).
1. Completeness of planning - all facts and letters that are important for the development of the organization should be considered.
2. Clarity of planning - modern methods, tools, tactics and procedures are used to ensure clarity of perspective in the preparation of the plan.
3. Clarity of planning — planning goals and measures should be simple and easy to formulate and should be relevant to all members of the organization.
4. Continuous planning is not a one-time event, but a continuous process.
5. Economy of planning - the costs of planning should be comparable to the benefits of planning.
One of the most common tools used in planning is the budget method. With the help of this method, it is possible to clearly visualize the arrival and departure of cash.
Another planning technique is cost recovery analysis. Having complete information about the breakeven analysis is determined analytically and thus enables accurate calculation of costs, revenues and production capacity. In ordinary projects, the payback analysis is used to determine the unit, quantity, and perspective of the product to be sold, which allows to compare the income with the costs.
Organization function
In the desired plan, there will be a stage of creating the necessary conditions for the realization of the planned goals. As a management function, the organization ensures the order of activity of technical, economic, social-psychological and legal aspects. The organizational function is aimed at regulating the activities of managers and supervisors. Since all work is done by people, the management function (as an organization) determines exactly who will perform specific tasks out of a large number of tasks and what tools are needed to do so.
If the planning function answers the question of what (what should be included in the plan? What should be done? What should be foreseen? etc.), then the organization function asks the questions of who and how (who and how will implement the organization plan?).
Management of relations in the military organization takes place through organizational activities, that is, through the distribution and integration of tasks and opportunities. Organization is a means to an end.
Thus, the second function of organization.
The term "organization" can be used in the sense of the management function in two ways:
1. Organization is a structure of systems in the form of interaction of rights, roles, activities and other factors.
2. Organization is a process that is considered as a means of maintaining and creating an organizational structure.
The organizational process includes the following stages of the work of the management corps:
1. Setting (setting) goals and objectives.
2. Determining the appearance of works.
3. Assessment of available human resources and manpower.
4. Grouping of human resources and job functions (appearances) in organizational structures (functionalization and deportment).
5. Identifying and evaluating the character and level of responsibility of management personnel at different levels.
6. Formalization and approval of official instructions, scheme, regulations.
Coordination functions
Coordination functions can be defined as starting and coordinating the majority of work performers in accordance with the company's goals. The task of the coordination function is understood as the work of the whole team in a united state.
Coordination is the reputation of management (top and bottom). A prerequisite for successful coordination is everyone involved in receiving and processing
service departments and information. Coordination is often thought of as alignment and maneuvering. Adjustment is an activity aimed at maintaining the coordination required to eliminate deviations from planned tasks between various elements of the system.
Motivation function
Human behavior is always motivated. A person can work with enthusiasm, high spirits, initiative, but also apathy. A person's behavior can have any other characteristics that they want. That's why you should always look for a way to wake up.
Motivation is the process of motivating oneself and others to achieve personal and organizational goals.
Motivation is usually based on the belief that employees are just a resource that needs to be encouraged to work effectively. Modern theory of motivation, psychological and organizational economic theories can be divided into two groups:
1. A meaningful theory of motivation, based on the identification (simulation) of the need for personal inner awakening, condemned people only to movement (this is the term of A. Maslow, F. Gersberg, etc.);
2. The legal theory of motivation is more modern, it is primarily based on how people behave, taking into account education and knowledge (this is the theory of expectations, the theory of justice and the model of motivation - Porter - Lawler).

6.4. CONTENT THEORY OF MOTIVATION

Hierarchy of consumer needs according to Maslow.
Maslow distinguishes five different forms of consumption (need):
1. Physiological need;
2. The need for security and self-confidence;
3. Social need (closeness to the team, support in the team, etc.)
4. The need for respect.
5. The need to explain one's opinion.
According to Maslow's theory, all needs can be described in the form of a strict hierarchical structure. With it, Maslow demands satisfaction of the lower awakening needs. Also, Motivation affects human behavior until it affects the needs of higher-ups.
Conclusion: if you are a leader, then what active needs are promoted by people. As these needs change over time, it should not be assumed that the motivation employed this time will always work effectively. This theory is flawed. It seems that according to Maslow, there is no clear perophical structure of needs. The concept of the most important needs has not been fully confirmed either. This or that need does not allow the automatic activation of the needs of the next level as a factor of motivation of human activity.
Maslow's theory failed to take into account the individual characteristics of people. Because the leader needs to know what this or that employee likes most in the incentive system. Different people like different things.
6.4.1. McClellan's need theory
This theory focuses on the need for status and accordingly distinguishes three types of need: power, success, participation. The need for power is the desire to influence other people. This is certainly not a negative concept of an artificial desire for power, but a need to demonstrate one's influence.
The need for achievement is a reminder that every process needs to be completed successfully, rather than being satisfied by vocalizing the success of a specific person.
Affiliation need is similar to Maslow's motivation and means that employees try to get to know each other in the company and establish friendships with them.
6.4.2. Hersberg's two-factor theory
In the second half of the 1950s, F. Hersberg created a need-based motivation model. Gersberg distinguishes two categories of factors.
Hersbergs - firm policy, working conditions, remuneration (salary), interpersonal relations and level of direct work control;
Motivation - growth based on success, service growth, recognition of performance results, high level of responsibility, creativity and efficiency. Hersberg's theory of motivation has a lot in common with Maslow's theory. His motivation is compared to Maslow's higher level needs.
6.4.3. Legal theory of motivation
It analyzes how a person spends effort to achieve a specific goal and how he chooses a specific behavior. This theory does not consider whether there is a need, but takes into account that the need is determined not only by people, but also from a social point of view.
There are three forms of this theory, namely, expectancy theory, equity theory, and Porter-Lawler.
The main meaning of expectancy theory is a person's belief in satisfying his behavior and desire. Expectation is a person's assessment of the probability of a certain reality. Expectancy theory identifies three interactions as important:
Labor costs — incentive results; stimulation — valence (satisfaction with stimulation).
The theory of justice answers the question of how people should distribute their energies to achieve the set goal. The point is that people LECTUREively determine the ratio of the received incentives to the effort expended, and then compare them relative to the incentives of people doing the same work.
The main conclusion from the theory of justice for managerial practice is that if people are not sure that the incentives are properly administered, they will not seek to increase labor productivity.
But the manager should know that the assessment of justice is relative, that is, of an absolute nature. The personal feeling of "I" plays a role here. L. Porter and E. Loyer develop a complex legal theory that takes elements of the theory of expectation and the theory of justice into motivation, that is, five variables appear in the model they developed: expended efforts, receiver, obtained results, motivation, level of satisfaction.
According to the Porter-Lawler model, the results achieved depend on the effort expended by employees, their abilities and recognition of their roles. Let's look at the scheme. The results achieved by employees depend on three variables: effort, abilities and characteristics and recognition of their role in the work process. The level of effort, in turn, depends on the value of the incentive. At the same time, it also depends on the extent to which a person believes in the existence of a strong connection between expended forces and possible incentives. Achieving the required level of performance includes both internal (sense of satisfaction, self-esteem, etc.) and external (leader's praise, reward, promotion) incentives. Satisfaction is the result of external and internal incentives depending on their fairness. Satisfaction is a measure of the actual value of a stimulus. This assessment affects the perception of the future situation by a person.
The bottom line is that the resulting work is satisfying. Scientists lead to the feeling of satisfaction of the work performed, and this, in turn, leads to an increase in labor productivity. Management practice confirms this idea: high performance is not a consequence of complete satisfaction, but its cause.
Therefore, there are different ways of motivation, and the manager is required to:
1. Criteria that strongly influence employee behavior form a personal philosophy that determines basic behavior.
2. Creating a favorable atmosphere for employee motivation.
3. Actively communicate with your employees, because in order for an employee to be fully motivated and work with all his energy, he must clearly imagine and understand what is expected of him for his work. Feedback provides a strong foundation for motivation.
Control power is combined with "give command", "capture", "capture". The idea of ​​control deviates from the main content of the control function.
The concept of "control" has a wider meaning than the concept of "control" as an administrative activity. It also includes management, which is considered an active action of the manager.
The control function in management is considered a process that helps to obtain information about the actual state of work and how to solve tasks.
Management control is not a mathematical event. This process is a process that includes monitoring and adjusting the activities of the organization in various forms in order to facilitate the performance of management tasks.
Effective management control is built on the basis of combining it with the strategic planning process. Control provides monitoring of the implementation of strategic plans in such a way that managers can determine whether control is being carried out and when and where corrective measures should be applied.
The main reason for control is that the organization needs to detect and correct all the errors on the way to the goal.
The control function is a control tool in many cases. Based on the analysis, the state of the management object, the results of solving the issues and the real possibilities are evaluated.
In classical management, the control function can be understood as a form of management activity that is carried out in exchange for keeping the organization at the required level (its performance indicators according to the established standard (plan)).
The following questions can be answered during the control process:
- What should be done differently next time?
- What is the reason for the intended deviation?
- What are the effects of control on decision making?
- Was there a positive or negative effect of the control?
- What conclusions can be drawn for the development of new goals?
Management practice has its own control technology.
The basis for the creation of all control systems includes the following basic requirements - criteria:
1. Control effectiveness — success is determined. Control utility.
2. Impact on people — whether the control technology creates positive or negative emotions, passions, or not in workers.
3 . Fulfillment of the control task - monitoring the deviation or compliance of the organization in the management system, creation of conditions for correction of deviations, development of effective decisions.
LECTURE 7. CONCEPT AND CLASSIFICATION OF MANAGEMENT METHODS
Implementation of the management functions and principles discussed above is carried out through various methods.
The management method is a set of ways and methods of influencing the managed object to achieve the goals set for the organization.
When describing management methods, it is necessary to reveal their path, content and organizational form.
The path taken by management methods is directed to the management system (object) (firm, department, company, etc.).
Content is the specific aspects of the ways and methods of influence.
Organizational form is an influence on a certain situation that has arisen. It can be a direct (indirect) influence or an influence transferred in another way (by setting a task and creating motivating conditions).
It should always be taken into account that in a certain method of management, both the content, the path taken, and the organizational form combine (interact) in a certain way. Due to this, the following management methods can be distinguished:
- organizational-administrative method based on direct instructions;
- economic method in which economic incentives are provided;
- socio-psychological method used to increase the social activity of employees.
Organizational-administrative commanding methods of management.
Organizational-mandatory methods (BTFU) include ways and methods of influencing the LECTURE of management on the basis of power and authority - through decrees, laws, decisions, orders, orders, instructions, guidelines, etc. These methods determine the duties, rights, and responsibilities of each leader and employee, as well as each management level and link.
will give. The organizational and commanding methods of management should ensure the personal responsibility of each employee of the management apparatus in carrying out the instructions of the authorities above.
Organizational-ordering methods of management are often called administrative methods. But this is not quite true. Some of the organizational and commanding methods of management are not directly influenced by authority, but indirectly, that is, by giving recommendations, suggestions, advice.
BTFU classification methods are divided into three groups:
1) order bmelting;
2) organizational-stabilizing;
3) enforcer of discipline.

Organizational-administrative methods mainly rely on the power of the leader, his rights, discipline and responsibility established in the organization. Here, the leader appears as an administrator, a LECTURE of power, relying on the rights granted to him. But administrative methods should not be considered the same as free and LECTUREive methods of management, that is, administration.
Organizational-administrative methods have a direct impact on the controlled object through written or verbal orders, directives, quick instructions, control of their implementation, system of administrative means of maintaining labor discipline, etc. They serve to ensure the accuracy of organizational work and labor discipline. These methods are regulated by legal acts in legal documents related to labor and economic management. Its main goals are: legal regulation of labor relations, strengthening of the rule of law, protection of the rights and legal interests of enterprises and employees based on current legal documents.
Three different forms of organizational-administrative methods can be manifested within the organization:
1) mandatory written instructions (order, prohibition, etc.);
2) kconciliation (consultation, compromise);
3) recommendation, opinion (advice, explanation, offer, communication, etc.)
Organizational influence on the management structure is carried out in many cases by means of organizational regulation, standardization, organizational-methodical guidance and design.
In the practice of management activities, influence by issuing administrative orders is usually associated with three types of subordination:
1) forced and externally imposed. I like it - you find itthe feeling of a deer is observed and understood by the subordinates as a squeeze from "above".
2) passively. In this case, the satisfaction associated with being freed from independent decision-making is characteristicis a husband.
3) understanding, internally based.
In general, the organizational-administrative methods of leadership are organizational and influence-giving forms.

7.2. ECONOMIC METHODS OF MANAGEMENT

Economic methods of management (BIU) are methods of influencing people based on their economic relations and the use of their economic interests.
A central place is allocated to economic methods of management. The set goal is achieved by influencing the economic benefits of the managed object.
Unlike organizational-administrative command methods, economic methods of management envisage the development of general planning-economic indicators and the means of their achievement. This is a specific economic mechanism in economic relations. As a result of the increase in effectiveness of economic levers and incentives, such a situation is created in which the labor team and its members try to work efficiently not because of administrative influence (orders, orders, instructions, etc.), but because of economic incentives. On the basis of economic methods of management, organizational-administrative and social-psychological methods should be developed and strengthened, work skills and the culture of their application should increase.
In market conditions, the economic methods of leadership are developing further, its sphere of influence is expanding, the effectiveness and efficiency of economic incentives is increasing, which allows each worker and each team to create such economic conditions, in which there is an opportunity to fully match personal and public interests. Using personal economic interests, it is possible to achieve the goals set by the state for this or that organization.
The exact set and structure of the levers of economic influence is determined by the characteristics of the managed system. Accordingly, economic methods of leadership are manifested in the management practice in the following forms: planning, analysis, economic accounting, price formation, financing. Economic-mathematical methods are widely used to solve economic issues in the management of the organization. Their economic basis can be expressed through a mathematical model in the form of a system of boundary conditions imposed on unknown variables. With the help of economic-mathematical methods, it is possible to obtain accurate information describing this or that economic phenomenon and find the most effective solution.
Linear models are often used to solve various types of economic problems.
Economic practice has given rise to a number of mathematical disciplines, including mathematical programming, game theory, public services, inventory management, operations research, and others.
Social-psychological methods
It is known that work results largely depend on a number of psychological factors. Being able to take into account these factors and using them to influence certain employees appropriately helps the leader to form a team with a single goal and mission. One of the important conditions for the organization and development of work teams is to follow the principle of psychophysiological compatibility.
If social and psychological aspects are not paid enough attention in the management, unhealthy relations will arise in the team, which in turn reduces labor productivity. In order to have an effective influence on the team, it is necessary not only to know the moral and spiritual characteristics of some workers, social-psychological characteristics of some groups and teams, but also to exercise management influence. For this purpose, socio-psychological methods are used, which consist of a complex of influencing personal relationships and connections, as well as social processes taking place in them, in a unique way. They are based on the moral stimulation of work and affect the person psychologically in order to turn the administrative task into a conscious task, an inner need of a person.
The main goal of using these methods is to create a positive socio-psychological climate in the community, with the help of which educational, organizational and economic issues are solved.
Socio-psychological climate in the team is a system of spiritual and moral relations between the members of the team during production activities, as well as outside of production. Psychological climate can be evaluated with an indicator in the form of conflict situations or the number of conflicts.
A conflict is an open clash of parties, opinions, and forces due to differences in ideas about goals, ways and methods of achieving them, about the nature of tasks and ways to solve them, and other similar issues.
Persuasion is the main means of influencing the team. When a leader is persuasive, he must fully consider human nature and human relationships in the process of working together. Understanding the biological nature and inner world of the person by the leader will help him to choose the most effective forms of cohesiveness and activation of the team. Mutual relations of workers, their relation to working tools and the environment are considered the object of socio-psychological leadership in the labor team.
The following can be used as the main forms of socio-psychological influence: planning of social development of labor teams, persuasion as a method of training and formation of the individual, economic competition, criticism and self-criticism, as a method of management and as a form of participation of workers in management, regularly held development meetings, various ceremonies.

7.3. SELF-MANAGEMENT

When studying the problems of self-management, a number of questions arise:
How to understand self-control?
What are its external and internal manifestations?
What are the levels of development of self-management in the current environment?
How are the planning system, organizational structure, economic accounting relations, labor payment and other management systems connected with the development of self-management? We define self-management as the democratization of management, which provides employees with the opportunity to participate in the decision-making process and influence the state of affairs in the organization.
For a system to be considered fully self-governing, it should not have a single superior governing body (for example, a private firm). If the organization is an object (element, link) of a complex hierarchical structure (a number of enterprises and firms that are part of JSC), it is considered partially self-managing. In this case, the level of self-management depends on the type of centralization (decentralization) or the ratio between external management.
Thus, self-management at the voluntary stage of management is manifested as the transformation of a person, the entire labor team, from the object of management activity into its LECTURE.
This is a special option of organizing the management, in which the team decides on its own whether to fill the brigade or otherwise form it, work functions and the distribution of funds found together. We are talking about the simplest group, the association of workers, which regulates the association of workers with the means of production and the division of labor, that is, which implements the main organizational and economic processes. In this sense, self-management combines work and management, in other words, a new type of socio-economic relations regarding management emerges among equal LECTUREs in the course of their joint labor activity. Such relations can be conventionally called a "bottom-up" approach.
An example of "bottom-up" changes in this form are farm brigades, contract and rental teams.
The principle of economic management, called democratic centralism, will disappear, because management not only changes the quantitative balance between centralization and democracy, but also synthesizes a new concept between them and creates a new role of the leading center.
Self-management not only envisages independent decision-making by the team, but also ensures the mandatory implementation of these decisions by team members. Each member of the team is personally responsible for the implementation of the decision. On the one hand, it envisages a certain organizational independence of the organizational and economic units of the organization in relation to the higher management bodies, that is, they will have the rights to make independent decisions on a number of issues (here we are talking not about self-management, but about participation in management), on the other hand, it provides full independence to the object of management (on the basis of the union of the object of management and the LECTURE). envisages
It all depends on the level and forms of production democracy. The main forms of such democracy are:
1) participation in management - about the work of workers in the organization, administration rthe right to receive information about the owners, to express their opinion, to be involved in the management of the company with the right of advisory vote and to be involved as a representative in the management bodies in the case of a minority;
2) joint management - participation in decision-making, certain decisions made by the administration cto put
the right to independently solve some issues of a production and social nature, to have equal powers in the company's management bodies;
3) internal (service-related) control - administrative activities without direct involvement of workers in the management of the organization's affairs andthe right to control with the right to put eto;
4) self-management - direct management of the enterprise based on the principle of "one person - one vote" in the main areas, as well asek, the right to govern indirectly (through elected representatives) in all other (non-main) directions. In this case, the general meeting of all employees of the firm is considered the highest authority, and the executive authority is chosen by the administration.
Self-management can be realized only in such economic conditions, in which each employee and labor collectives should manifest themselves as property LECTUREs.