Bryansk State Engineering and Technology Academy

Department of E and SFM

abstract on the discipline "Management"

on the topic "Subjects and objects of management"

Bryansk 2007

1. Introduction

2. Management

3. Subjects of management

4. Control objects

5. Interaction of subjects and objects of control

6. Conclusion

7. List of used literature

Introduction

The control of any system in its simplest form can be considered as a control loop, as a set of two interacting subsystems - the subject of control (control subsystem) and the control object (controlled subsystem).

In its most general form, management appears as a certain type of interaction that exists between two subjects, one of which in this interaction is in the position of the subject of control (CS), and the second is in the position of the control object. This interaction is characterized by the following points:

The subject of control sends to the control object impulses of influence, which contain information on how the control object should function in the future. These impulses will be called management commands;

The control object receives management commands and functions in accordance with the content of these commands.

Management interaction can be spoken of as a real one only if the control object executes the commands of the control system. In order for this to be done, it is necessary, firstly, that the CS has the need and ability to manage the CO, developing appropriate management commands for this, and, secondly, that the CO has the readiness and ability to execute these commands. These conditions are necessary and sufficient for the CS to manage the OS. The driving principle of management is the contradiction between the managing and managed subjects, which, on the one hand, gives rise to the need for management, and is resolved, on the other hand, in the process of management. That is, it is necessary to consider the issues of effective management from the standpoint of the interaction between the subject and the object of management.

When managerial interaction is implemented, we can say that there is a managerial relationship between two subjects, the essence of which is that one of them is interested in a certain type of functioning of the second and generates management commands that specify the behavior of this second subject that is desirable for him, and the second, by virtue of certain reasons behaves according to the management commands of the first.

Control

Management - the process of the impact of the subject on the object in order to transfer it to a new qualitative state or maintain it in the established mode.

The management level is the place of the manager in the hierarchical management system. At the highest level of leadership are the first persons - the leaders of the organization (top-managers - top managers). This is the top of the hierarchy. They do not have immediate superiors, but there are subordinate managers (i.e. leaders, managers). Examples are the plant manager and the chief engineer.

The lower level of management includes line managers who manage direct executors. Line managers have immediate superiors, but none of their subordinate managers. Examples are a foreman and a foreman at one of the plant's sections.

Middle-level managers report to managers at a higher level in the managerial hierarchy and have managers themselves subordinate to them. The head of the section and the head of the workshop, which includes several sections, are middle managers.

The controllability rate (range of control) is the number of employees that a manager can effectively manage. At the highest level of leadership, there are 3-5 people. On average - 10-12 people. At the lowest - up to 25-30 people. The controllability rate is determined by the content of work and the level of control. It affects the number of lower units and the number of further levels of management.

Thus, the narrow specialization of work in the organization corresponds to a low standard of manageability. Accordingly, the organization has a “high” organizational structure, the management hierarchy has many levels (the head of the organization - the head of the department - the head of the department - the executor).

The wide specialization of work in the organization corresponds to a high standard of manageability and, accordingly, a “flat” organizational structure (the head of the organization is specialists and performers).

Subjects of management

The subject of control sends to the control object impulses of influence, which contain information on how the control object should function in the future. These impulses will be called management commands.

In order for a managerial connection to exist between two subjects and, accordingly, managerial interaction to be carried out, it is necessary that there be management relations between these subjects. They are the basis of the ability to exercise management, since it is they that determine the ability to develop management commands and the readiness to carry out these commands. Management relations are not original relations, but are based on deeper relations, such as economic or moral and ethical relations.

An important point is what motives induce the subject of management to leadership, what goals he pursues. In the case when the goals of management (the desired state of the object or the desired result of its functioning) coincide with the goals pursued by the subject of management, the latter is focused on the most effective management. For this to exist, two conditions must be met:

1) the subject of management should not be able to achieve its goals through management activities, regardless of the achievement of management goals;

2) the degree of achievement by the subject of management of its goals through management activities should be in direct proportion to the degree of achievement of management goals.

Full binding of the need of the subject of management to manage to the results of the functioning of the object of management is observed in the case when the subject of management is the subject of ownership. If the subject of management is not the owner, but the performer, designed to implement the function of management, the need to manage the subject of management is objectively not directly related to the desire to obtain the best end result. Moreover, this need is often associated with the desire of the subject of management to satisfy its initial needs using management, but not focusing on the final results, and in certain cases to the detriment of the final results.

Control objects

The control object receives management commands and functions in accordance with the content of these commands.

It is necessary for the subject of management to have levers of influence (motivation) on the CO, with the help of which it can be encouraged to carry out management commands (this condition determines the fundamental possibility or impossibility of the subject of management to exercise control). In order for the motivation mechanism to lead to the achievement of the set goals, the following requirements must be met:

1) it must be effective throughout the entire operation of the OS and not weaken as the needs of the control object are met. This can be achieved through the integrated use of leverage, periodic alternation of methods of motivating orientation, stimulating effects on meeting stable long-term needs;

2) the incentive mechanism should link the level of incentives with the degree of achievement of the final goals.

At present, a fairly large arsenal of incentives that meet these requirements has been developed and widely used in the world management practice. The formation of a motivation mechanism should be built primarily on a situational basis.

The information approach to the management processes of various systems is presented as a system with control, which includes three subsystems: the control system (control system), the control object and the communication system.

According to the information approach, management is considered primarily as a process of information transformation: information about the control object is perceived by the control system, processed in accordance with a particular control goal, and transmitted to the control object in the form of control actions. The processes of obtaining information, its storage and transmission in this case are identified with the concept of communication. The processing of the perceived information into signals that direct the activity in the object is identified with the concept of control. If systems are able to perceive and use information about the results of their functioning, then they say that they have feedback. Feedback creates the possibility of effective control in changing conditions of the operation of the control object, even in cases where disturbing influences cannot be measured or when their influence is not known in advance.

Systems with control, or purposeful, are called cybernetic. These include technical, biological, organizational, social, economic systems, etc.

The main groups of functions of the control system are:

1) decision-making functions (information content transformation) - are expressed in the creation of new information in the course of analysis, planning (forecasting) and operational management (regulation, coordination of actions). This is due to the transformation of the content of information about the state of the CO and the environment into control information when solving logical problems and performing analytical calculations, when generating and choosing alternatives. This group of functions is the main one, since it provides the development of information actions to keep it in its current position or when the system is transferred to a new state;

2) routine information processing functions include accounting, control, storage, search, display, replication, transformation of the form of information, etc. This group of information transformation functions does not change its meaning, i.e. these are routine functions not related to meaningful information processing;

3) information exchange functions are associated with bringing the generated impacts to the OS and information exchange (access restriction, receipt (collection), transmission of information on management in text, graphic, tabular and other forms by telephone, data transmission systems, etc.).

Interaction between the subject and the object of control

The joint activity of people involves contacts between them and the exchange of necessary information. Only on this basis can people united in an organization achieve their goals. Any organization, including at the level of a small group, must have an appropriate system of communications (connections) that ensures the exchange of information between its members.

For the implementation of any communication, at least two people are needed - the sender of information (communicator) and its recipient (communicator, or recipient). It should be noted that all activities for the management of any labor collective are nothing more than constant communication acts, the participants of which are its members.

In accordance with the main functions of a modern production team, the following main goals of communications carried out in it can be named:

solution of official tasks of the team in the field of production or socio-political activities;

satisfaction of the social needs of its members (for communication, affection, information, etc.).

Based on the direction of the flow of information in the organization, they distinguish between descending communications - directed "from top to bottom" (from managers to subordinates), ascending - directed "from bottom to top" (from subordinates to managers), and horizontal - carried out between members of the workforce, equal in their own way. official position.

The combination of horizontal and vertical connections forms a pyramid of communications, at the top of which is the head of the highest (in this organization) rank, and at the bottom - ordinary workers who do not have subordinates. Depending on the number of management levels, "high" or "flat" communication pyramids are distinguished.

The interaction between the subject and the object of control is carried out through vertical communications (downward and upward), which we will consider further.

When studying communications in an organization, they usually proceed from the K. Shannon model, according to which the following main elements of the communication chain can be distinguished:

The source of information;

transmitter;

receiver;

recipient of information.

Consider the main elements of the communication chain in relation to organizations.

A source of information is understood as a person or a group of persons that make up a certain organizational unit and have this or that information. This data is encoded on the basis of some sign system by the sender of information (communicator) and then passes the message to the corresponding person or group as a whole. Sometimes the sender of information is at the same time its source, but they should not be completely identified.

The transformation of data into certain signals is carried out by the sender of information through a transmitter, which can be biological organs (for example, vocal cords) or technical devices (for example, an automatic electrical panel).

These signals are sent to the receiver, which, like the transmitter, is a biological organ or a technical device with the function of decoding the received message.

The communication chain is closed by the recipient of information (recipient) - a person or group of persons who, in one way or another, take into account the information received in their activities.

The entire path from the sender of information to its recipient is called a communication channel (meaning both the physical and social environment). Channels should be distinguished from the various means used in the transmission of information. Written documents, messages by telephone, radio, television, etc. act as such means. Information can also be transmitted directly - when communication participants interact on the basis of oral speech face to face.

We emphasize that the roles of communication participants cannot be divided into active (senders of information) and passive (recipients of information). The latter must also show some activity in order to adequately interpret the information. In addition, the sender of information and its recipient may change their roles during the communication process.

One of the first problems that every communicator faces is the need to draw the attention of the recipient to the forthcoming message. There are two obvious characteristics of communication that allow you to keep the attention of the recipient of information. This is the novelty and significance of this message for him. Thus, it is important for the communicator to have a clear idea of ​​the range of information that the future recipient of information has, and of the hierarchy of his value orientations.

For an adequate understanding of any message, a certain commonality of "thesauri" of the sender of information and its recipient is necessary. In this case, the thesaurus refers to the totality of information that a given person has. Large differences in the stock and nature of information impede effective communication. Thus, it is known that the members of each professional group have their own specific language, widely used in the practice of their labor activity. On the one hand, the presence of such a language helps specialists to quickly exchange information with each other, on the other hand, the use of elements of their professional jargon in communication with representatives of other professional groups negatively affects the mutual understanding of the participants in these communications.

The effect of communication also depends on a number of socio-psychological factors that accompany the process of transmission and perception of information.

For example, the features of the social roles of communication participants, the prestige of communicators, the social attitudes of the recipient of information, the features of the course of his mental processes, etc. are considered. There are experimental data from A. A. Bodalev, G. M. Andreeva, O. G. Kukosyan and others. researchers, indicating that the age, professional and role characteristics of a person significantly affect the processes of perception and understanding of each other by people.

Effective communication in the production team can be hindered by various obstacles. Sometimes the sender of the information encodes it incorrectly, for example, expresses his message in the wrong words. The process of transmitting information can also be accompanied by interference, as a result of which the information arrives at the recipient in a distorted form. This happens, for example, when information passes through a large number of hierarchical levels of the organization. According to American authors, about 30% of information is lost in oral communication with each subsequent transmission. Finally, we note that the person to whom the information is addressed may simply misunderstand it.

Western researchers pay much attention to the consideration of various barriers to communication in organizations (K. Rogers, F. Roethlisberger). Thus, when it comes to face-to-face communications, the main barrier is the tendency to prematurely evaluate the message, approve it or disapprove it, instead of maintaining a neutral position in the exchange of views. Possible barriers to effective communication also include differences in education, experience, motivation, and others.

When considering the ways of information in the social environment, a distinction is made between formal (official) and informal (informal) channels. Formal channels are established administratively in accordance with the official organizational structure of the production team. They bind people in this structure both vertically and horizontally.

Informal communication channels include all those that do not coincide with the officially established ones. There are two main reasons that encourage employees to use informal channels:

the need of members of the organization for social contacts, which is never fully satisfied within the system of official communications;

low efficiency of individual elements of the official system.

Conclusion

The effectiveness of interaction between the subject and the object of management largely depends on how adequately they understand each other. The nature of human interaction and the social roles that they perform are among the most important factors that determine the knowledge of man by man. At the same time, for each of the interacting persons in their partners in activities, it is important, first of all, those components of their appearance and behavior that are most significant for achieving the goals of joint activities. Contacts between the subject and the object of management as members of the production team are accompanied by processes of interpersonal perception.

Bibliography

1. Management / Ed. J.V. Prokofieva. - M.: Knowledge, 2000.

2. Mukhin Yu.I. The science of managing people: a presentation for everyone. - M.: Folium, 1995.

3. Orlov A.I., Fedoseev V.N. Management in the technosphere: Textbook for students of higher educational institutions. - M .: Publishing Center "Academy", 2003.

4. Shmalen G. Fundamentals and problems of enterprise economics. - M.: Finance and statistics, 1996.

5. Fedoseev V.N., Kapustin S.N. Organization personnel management. Textbook., 2003.

In management, there are two concepts such as the object of management, the subject of management. Each organization is represented by an association of two subsystems. One of them is leading, and the other is controlled. But in both cases, they represent relationships between people.

Object and subject

Management is a system of interaction of interconnected elements. It is represented by a set of qualitative characteristics, one of which is the unpredictability of all processes occurring in the system. Thus, management and management develop. At the same time, everything that happens should be analyzable, which allows ordering and explaining events.

The subject of management is a body or person by which it is directed to subordinate structures or individuals. They represent At the same time, the same part of the organization in relation to different structures and bodies can perform opposite functions. That is, to represent the object of control, the subject of control at the same time.

Black box position

In the theory of consideration of management, significant importance is given to such a concept as a "black box". It is considered by the direction "Organization Theory". For certain boundaries and frameworks, it is common to combine factors, resources, influences and other influencing characteristics. As a result, a result appears, the important elements of which are the object of control, the subject of control. It is represented by quantitative characteristics that are subject to measurement and comparison.

That is, a black box is knowledge, experience, practical skills that are required to obtain a result. The system should be aimed at achieving a specific goal. Available resources, as well as external influence, should lead to results. This is what management is based on.

Certain processes take place in the black box that are of interest and should be studied. This allows you to control what happens. And thanks to a complete understanding of the object and the subject, you can build a fairly interconnected structure. That is, there is a system that combines such concepts as the object of control, the subject of control. Within its framework, interaction takes place.

An example of a city supermarket

Such a system is very clearly seen in the example of an ordinary supermarket. In it, the director and administration form the administrative apparatus. Its impact is directed to the departments of the store. They are a controlled system.

Each department is headed by its head. He manages the salesmen working in the assigned section. At the same time, the director of the department store is a subordinate person in relation to higher authorities. But the Ministry of Commerce acts as a subject of management. This example clearly shows that "management" is based on complementary object and subject of management. That is, the leader and the slave are relative concepts.

Also, the subjects of management are represented by the judicial and legislative authorities. The state influences subordinate structures using court decisions and laws.

Classification of objects affected by the state

The influence of the subject of management on the object of management often manifests itself as an influence at the state level. There are several types of classification for subordinate structures:

1. By the level of tasks to be solved. They may relate to questions about the economy of the republic, a particular area of ​​activity, as well as a region or organization.
2. Depending on the types of regulated activities. Related to this are investment, income, markets, personal consumption, and a host of other factors.
3. Depending on the recipient of the impact. They can be represented by private national companies, educational institutions, foundations and research centers.

Thus, a control system is formed. Object and subject are complementary categories. They are able to transform into opposite ones in relation to various structures.

This is a social system (country, region, industry, enterprise, team), to which all types of managerial influence are directed in order to improve it, improve the quality of functions and tasks, and successfully move towards the planned goal.
Control objects are characterized by great diversity. They can be typified in several ways.
According to the scale and levels of management impact, management objects are divided as follows: country, industry, regions, enterprises, etc.
According to the types of regulated activities, the objects of management are differentiated into production, social, political, sociocultural activities.
According to the addressee of the managerial impact, the objects of management are divided into: the population and all organizational structures of the country, acting as a single integral socio-territorial community; population of regional, district, city socio-territorial communities; personnel of ministries and departments; personnel of enterprises, institutions, research institutes and educational institutions, personnel of health authorities, social security, law enforcement agencies, military units and divisions.
One of the main tasks of management activity, and therefore a very important component of its structure, is to determine the main goal or tree of goals of the organization, develop an action strategy to achieve it and formulate a concept of action to achieve it.
achievement and formulation of the concept of activity and development of this organization.
The second essential task of management and, therefore, the structural element corresponding to it is the formation of a corporate culture.
The third important task of management and, accordingly, a very significant structural component is a well-thought-out and rationally organized motivation of personnel to achieve the goals of the company (organization) and successfully solve the problems it faces.
The fourth task of management and the structural element of management activity that it defines is the formation in a company or corporation of a system of relatively stable, long-term hierarchical relationships, standards, norms and positions that regulate interaction between organizations, as well as between departments and people as members of the organization regarding the existence of their functions. .
The fifth task and the structural element of managerial activity corresponding to it is the development and implementation of the technology of change.
The sixth managerial task and the structural mechanism of managerial activity corresponding to it is a clear definition of management diagnostics and determination of points of greatest and least controllability.
The seventh important task and the corresponding structural element of managerial activity is a clear idea of ​​what the implementation of a managerial decision should be.
The eighth task and structural mechanism of the management process is the development of a system for monitoring the implementation of the decision taken, the definition and application of incentives for its effective implementation, as well as sanctions against individuals, social groups, organizations or their divisions that disrupt the implementation of decisions made or are insufficiently purposeful and active in the name of goals and objectives set by the control subsystem.
All these structural components do not operate in isolation from each other, but in the process of their interaction form a more or less integral and dynamically developing structure of social management. Its structural matrix is ​​shown in Scheme No. 2.

Scheme No. 1. Structural architectonics of the main components of management activity.
Determination of goals
Formation of corporate culture
Staff motivation
Formation of organizational order
Development of change technology
Definition of control diagnostics
Implementation of the management decision
Development of a control system
The composition of the management structure, along with the main components of management activities, includes the organizational structure of management. It is characterized by the distribution of goals and objectives between different levels and links of management activities. The organizational structure of management is understood as a set of levels and links of management activities in unity with their functional areas located in a strict
subordination and ensuring the relationship between the control and managed systems for the effective achievement of goals.
In the organizational structure of management, the following main elements are distinguished: management levels, its links and horizontal and vertical connections.
The management level is understood as a hierarchical subordination of units and links of management activities that occupy a certain level in the management system.
Management units include structural divisions, as well as specialists performing relevant management functions.
In the management structure, two types of managerial relations are usually distinguished - horizontal and vertical.
The structural dynamics of managerial activity is organically interconnected with the functions it performs. Their unity and interdependence form a complex and multifaceted system of management activities.
One of the main functions of management activity is to ensure goal setting and goal achievement by the forces and means available to the managed system. The function of goal-setting and goal-achievement is realized by putting forward:
goals - orientations that express the common interests and aspirations of people, groups, divisions that are part of the managed organization;
goals - assignments of plans, prescriptions, assignments given to the managed system by its managing subsystem or a higher organization;
goals - systems that ensure the stability, integrity, sustainability, dynamism of the controlled system, established by management and necessary for the functioning of the materialized objectified structure of a given organization - firms, enterprises, corporations. Clear coordination of all three components of this function is the most important task of management.
The second function of management is administrative, reflecting the activities of the management structure on the basis of labor laws and regulations governing the personnel sphere and emerging labor relations, including the preparation of the organization's staffing table, the recruitment and dismissal of the movement of personnel, compliance with labor laws.
The third function is information-analytical, which ensures the flow of information from the surrounding social environment to a given organization and from this organization to the environment.
The fourth function of management is social, which consists in social support and protection of workers, creating conditions for their effective work, determining the level of wages and social benefits.
The fifth function of managerial activity is forecasting, which consists in determining possible changes in the surrounding social environment.
The sixth management function is planning, which is the process of choosing the goals of a given system (organization) and the decisions necessary to achieve them.
The seventh management function is motivational - stimulating.
The eighth management function is corrective action
of a managed system (organization), aimed at preventing disruptions and non-fulfillment of assigned tasks, at improving the efficiency and quality of work of all departments and links of a given control object.
The ninth function of managerial activity is to keep possible deviations in the functioning of the system (organization) within certain limits, ensuring the preservation of its integrity, qualitative specifics and dynamic stability.
The tenth function of management is to ensure the competence and discipline of all personnel, all officials of this organization in their daily official activities.
The eleventh function of management activity is the control of all divisions of a given organization, which ensures orderly and effective interaction of its elements with the help of normative (including legal) regulation.
The twelfth function of management is the creation of a favorable climate for successful work.
The thirteenth function of successful managerial activity is embodied in ensuring the integrity of the system (organization), maintaining and strengthening its qualitative specifics and dynamic sustainable development.
The fourteenth management function is to improve the quality and efficiency of performance.
The optimal ratio of the considered functions of management activity involves their integration based on the use
possibilities and limits of each of them, their consistent combination in interaction.

Delving into the meaning of the definition of management as a process of influencing a group of people, one can ask questions: who influences? What is a team? What are people? Who manages whom and what? In order to designate the concepts of subject and object of management. At enterprises, in firms, institutions, collectives, i.e. in organizations, there is a clear division of managerial relations: some manage, manage, while others execute and obey the leadership. In management science, there are concepts of subject and object of management.

Subject management is a leader, a collegial body or a committee that exercises managerial influence. The leader can be both formal and informal leader of the team. In turn, the subject of management can also be the object of management, for higher managers.

An object management is an individual or a group that can be combined into any structural unit and which is subject to managerial influence. At present, the idea of ​​participatory management is spreading more and more, i.e. such management of the affairs of an organization, when all members of the organization, including ordinary ones, participate in the development and adoption of the most important decisions. In this case, the control objects become its subjects.

Thus, the central figure in the management process is a person who can act both as a subject and as an object. A great merit of many researchers of management was the study of a person, his personal qualities. In turn, many entrepreneurs and managers (managers) used in their activities the discoveries and achievements of psychology in the study of personality.

The identity of a person has always been and remains one of the most intriguing mysteries. Russian philosopher N.A. Berdyaev wrote:

“The origins of man can only partially be understood and rationalized. The secret of personality, its uniqueness is not fully understood by anyone. The human personality is more mysterious than the world. She is the whole world. Man is a microcosm and contains everything.

In the scientific literature on managerial psychology, the concepts of "person", "personality", "individuality" are often used. The essence of these concepts is as follows.

Human- this is a concept that indicates, from a material point of view, the relation of a being to the human race as the highest stage in the development of living nature. Man is a unique unity of biological and social. As a biological being ("individual", "biological system"), he is subject to biological and physiological laws. As a social being, he is a part of society and a product of social development.

Personality- this is the most important social sign of a person, his main property, in which his social essence is manifested. Personality expresses the relation of a person to a certain society, a certain historical era, culture, science, etc. Personality acts as a set of internal conditions through which the external influences of society are refracted. As the personality develops, internal conditions become deeper; as a result, the same external influence can have different effects on different people. Thus, a person is not only an object and product of social relations, but also an active subject of activity, communication, consciousness, self-consciousness.

Personality is a self-organizing system. The object of attention and activity of the individual is not only the external world, but also herself. This is manifested in her sense of "I", which includes self-image and self-esteem, self-improvement programs, reactions to the manifestation of their qualities, the ability to self-observation, self-analysis and self-regulation.

Being a person means:

• have an active life position;
• to make a choice that arises due to internal necessity;
• evaluate the consequences of the decision made and be responsible for them to themselves and to society;
• constantly build and improve oneself and others, have methods and means by which one can master one's own behavior, subordinate it to one's will;
• have freedom of choice and bear its burden.

Individuality- this is a special and unlike other personality, which is characterized by the unity of unique personal properties. This is the originality of her psychophysiological structure (type of temperament, physical data, mental characteristics), intelligence, worldview; a combination of family, household, production and social functions, the originality of life experience. The main parameters of individuality are motivation, temperament, abilities, character.

Bryansk State Engineering and Technology Academy

Department of E and SFM

abstract on the discipline "Management"

on the topic "Subjects and objects of management"

Bryansk 2007

2. Management

3. Subjects of management

4. Control objects

5. Interaction of subjects and objects of control

6. Conclusion

7. List of used literature

The control of any system in its simplest form can be considered as a control loop, as a set of two interacting subsystems - the subject of control (control subsystem) and the control object (controlled subsystem).

In its most general form, management appears as a certain type of interaction that exists between two subjects, one of which in this interaction is in the position of the subject of control (CS), and the second is in the position of the control object. This interaction is characterized by the following points:

The subject of control sends to the control object impulses of influence, which contain information on how the control object should function in the future. These impulses will be called management commands;

The control object receives management commands and functions in accordance with the content of these commands.

Management interaction can be spoken of as a real one only if the control object executes the commands of the control system. In order for this to be done, it is necessary, firstly, that the CS has the need and ability to manage the CO, developing appropriate management commands for this, and, secondly, that the CO has the readiness and ability to execute these commands. These conditions are necessary and sufficient for the CS to manage the OS. The driving principle of management is the contradiction between the managing and managed subjects, which, on the one hand, gives rise to the need for management, and is resolved, on the other hand, in the process of management. That is, it is necessary to consider the issues of effective management from the standpoint of the interaction between the subject and the object of management.

When managerial interaction is implemented, we can say that there is a managerial relationship between two subjects, the essence of which is that one of them is interested in a certain type of functioning of the second and generates management commands that specify the behavior of this second subject that is desirable for him, and the second, by virtue of certain reasons behaves according to the management commands of the first.

In order for a managerial connection to exist between two subjects and, accordingly, managerial interaction to be carried out, it is necessary that there be management relations between these subjects. They are the basis of the ability to exercise management, since it is they that determine the ability to develop management commands and the readiness to carry out these commands. Management relations are not original relations, but are based on deeper relations, such as economic or moral and ethical relations.

Management - the process of the impact of the subject on the object in order to transfer it to a new qualitative state or maintain it in the established mode.

The management level is the place of the manager in the hierarchical management system. At the highest level of leadership are the first persons - the leaders of the organization (top-managers - top managers). This is the top of the hierarchy. They do not have immediate superiors, but there are subordinate managers (i.e. leaders, managers). Examples are the plant manager and the chief engineer.

The lower level of management includes line managers who manage direct executors. Line managers have immediate superiors, but none of their subordinate managers. Examples are a foreman and a foreman at one of the plant's sections.

Middle-level managers report to managers at a higher level in the managerial hierarchy and have managers themselves subordinate to them. The head of the section and the head of the workshop, which includes several sections, are middle managers.

The controllability rate (range of control) is the number of employees that a manager can effectively manage. At the highest level of leadership, there are 3-5 people. On average - 10-12 people. At the lowest - up to 25-30 people. The controllability rate is determined by the content of work and the level of control. It affects the number of lower units and the number of further levels of management.

Thus, the narrow specialization of work in the organization corresponds to a low standard of manageability. Accordingly, the organization has a “high” organizational structure, the management hierarchy has many levels (the head of the organization - the head of the department - the head of the department - the executor).

The wide specialization of work in the organization corresponds to a high standard of manageability and, accordingly, a “flat” organizational structure (the head of the organization is specialists and performers).

An important point is what motives induce the subject of management to leadership, what goals he pursues. In the case when the goals of management (the desired state of the object or the desired result of its functioning) coincide with the goals pursued by the subject of management, the latter is focused on the most effective management. For this to exist, two conditions must be met:

1) the subject of management should not be able to achieve its goals through management activities, regardless of the achievement of management goals;

2) the degree of achievement by the subject of management of its goals through management activities should be in direct proportion to the degree of achievement of management goals.

Full binding of the need of the subject of management to manage to the results of the functioning of the object of management is observed in the case when the subject of management is the subject of ownership. If the subject of management is not the owner, but the performer, designed to implement the function of management, the need to manage the subject of management is objectively not directly related to the desire to obtain the best end result. Moreover, this need is often associated with the desire of the subject of management to satisfy its initial needs using management, but not focusing on the final results, and in certain cases to the detriment of the final results.

It is necessary for the subject of management to have levers of influence (motivation) on the CO, with the help of which it can be encouraged to carry out management commands (this condition determines the fundamental possibility or impossibility of the subject of management to exercise control). In order for the motivation mechanism to lead to the achievement of the set goals, the following requirements must be met:

1) it must be effective throughout the entire operation of the OS and not weaken as the needs of the control object are met. This can be achieved through the integrated use of leverage, periodic alternation of methods of motivating orientation, stimulating effects on meeting stable long-term needs;

2) the incentive mechanism should link the level of incentives with the degree of achievement of the final goals.

At present, a fairly large arsenal of incentives that meet these requirements has been developed and widely used in the world management practice. The formation of a motivation mechanism should be built primarily on a situational basis.

The information approach to the management processes of various systems is presented as a system with control, which includes three subsystems: the control system (control system), the control object and the communication system.

According to the information approach, management is considered primarily as a process of information transformation: information about the control object is perceived by the control system, processed in accordance with a particular control goal, and transmitted to the control object in the form of control actions. The processes of obtaining information, its storage and transmission in this case are identified with the concept of communication. The processing of the perceived information into signals that direct the activity in the object is identified with the concept of control. If systems are able to perceive and use information about the results of their functioning, then they say that they have feedback. Feedback creates the possibility of effective control in changing conditions of the operation of the control object, even in cases where disturbing influences cannot be measured or when their influence is not known in advance.

Systems with control, or purposeful, are called cybernetic. These include technical, biological, organizational, social, economic systems, etc.

The main groups of functions of the control system are:

1) decision-making functions (information content transformation) - are expressed in the creation of new information in the course of analysis, planning (forecasting) and operational management (regulation, coordination of actions). This is due to the transformation of the content of information about the state of the CO and the environment into control information when solving logical problems and performing analytical calculations, when generating and choosing alternatives. This group of functions is the main one, since it provides the development of information actions to keep it in its current position or when the system is transferred to a new state;

2) routine information processing functions include accounting, control, storage, search, display, replication, transformation of the form of information, etc. This group of information transformation functions does not change its meaning, i.e. these are routine functions not related to meaningful information processing;

3) information exchange functions are associated with bringing the generated impacts to the OS and information exchange (access restriction, receipt (collection), transmission of information on management in text, graphic, tabular and other forms by telephone, data transmission systems, etc.).

The joint activity of people involves contacts between them and the exchange of necessary information. Only on this basis can people united in an organization achieve their goals. Any organization, including at the level of a small group, must have an appropriate system of communications (connections) that ensures the exchange of information between its members.

For the implementation of any communication, at least two people are needed - the sender of information (communicator) and its recipient (communicator, or recipient). It should be noted that all activities for the management of any labor collective are nothing more than constant communication acts, the participants of which are its members.

In accordance with the main functions of a modern production team, the following main goals of communications carried out in it can be named:

solution of official tasks of the team in the field of production or socio-political activities;

satisfaction of the social needs of its members (for communication, affection, information, etc.).

Based on the direction of the flow of information in the organization, they distinguish between descending communications - directed "from top to bottom" (from managers to subordinates), ascending - directed "from bottom to top" (from subordinates to managers), and horizontal - carried out between members of the workforce, equal in their own way. official position.

The combination of horizontal and vertical connections forms a pyramid of communications, at the top of which is the head of the highest (in this organization) rank, and at the bottom - ordinary workers who do not have subordinates. Depending on the number of management levels, "high" or "flat" communication pyramids are distinguished.

The interaction between the subject and the object of control is carried out through vertical communications (downward and upward), which we will consider further.

When studying communications in an organization, they usually proceed from the K. Shannon model, according to which the following main elements of the communication chain can be distinguished:

The source of information;

transmitter;

receiver;

recipient of information.

Consider the main elements of the communication chain in relation to organizations.

A source of information is understood as a person or a group of persons that make up a certain organizational unit and have this or that information. This data is encoded on the basis of some sign system by the sender of information (communicator) and then passes the message to the corresponding person or group as a whole. Sometimes the sender of information is at the same time its source, but they should not be completely identified.

The transformation of data into certain signals is carried out by the sender of information through a transmitter, which can be biological organs (for example, vocal cords) or technical devices (for example, an automatic electrical panel).

These signals are sent to the receiver, which, like the transmitter, is a biological organ or a technical device with the function of decoding the received message.

The communication chain is closed by the recipient of information (recipient) - a person or group of persons who, in one way or another, take into account the information received in their activities.

The entire path from the sender of information to its recipient is called a communication channel (meaning both the physical and social environment). Channels should be distinguished from the various means used in the transmission of information. Written documents, messages by telephone, radio, television, etc. act as such means. Information can also be transmitted directly - when communication participants interact on the basis of oral speech face to face.

We emphasize that the roles of communication participants cannot be divided into active (senders of information) and passive (recipients of information). The latter must also show some activity in order to adequately interpret the information. In addition, the sender of information and its recipient may change their roles during the communication process.

One of the first problems that every communicator faces is the need to draw the attention of the recipient to the forthcoming message. There are two obvious characteristics of communication that allow you to keep the attention of the recipient of information. This is the novelty and significance of this message for him. Thus, it is important for the communicator to have a clear idea of ​​the range of information that the future recipient of information has, and of the hierarchy of his value orientations.

For an adequate understanding of any message, a certain commonality of "thesauri" of the sender of information and its recipient is necessary. In this case, the thesaurus refers to the totality of information that a given person has. Large differences in the stock and nature of information impede effective communication. Thus, it is known that the members of each professional group have their own specific language, widely used in the practice of their labor activity. On the one hand, the presence of such a language helps specialists to quickly exchange information with each other, on the other hand, the use of elements of their professional jargon in communication with representatives of other professional groups negatively affects the mutual understanding of the participants in these communications.

The effect of communication also depends on a number of socio-psychological factors that accompany the process of transmission and perception of information.

For example, the features of the social roles of communication participants, the prestige of communicators, the social attitudes of the recipient of information, the features of the course of his mental processes, etc. are considered. There are experimental data from A. A. Bodalev, G. M. Andreeva, O. G. Kukosyan and others. researchers, indicating that the age, professional and role characteristics of a person significantly affect the processes of perception and understanding of each other by people.

Effective communication in the production team can be hindered by various obstacles. Sometimes the sender of the information encodes it incorrectly, for example, expresses his message in the wrong words. The process of transmitting information can also be accompanied by interference, as a result of which the information arrives at the recipient in a distorted form. This happens, for example, when information passes through a large number of hierarchical levels of the organization. According to American authors, about 30% of information is lost in oral communication with each subsequent transmission. Finally, we note that the person to whom the information is addressed may simply misunderstand it.

Western researchers pay much attention to the consideration of various barriers to communication in organizations (K. Rogers, F. Roethlisberger). Thus, when it comes to face-to-face communications, the main barrier is the tendency to prematurely evaluate the message, approve it or disapprove it, instead of maintaining a neutral position in the exchange of views. Possible barriers to effective communication also include differences in education, experience, motivation, and others.

When considering the ways of information in the social environment, a distinction is made between formal (official) and informal (informal) channels. Formal channels are established administratively in accordance with the official organizational structure of the production team. They bind people in this structure both vertically and horizontally.

Informal communication channels include all those that do not coincide with the officially established ones. There are two main reasons that encourage employees to use informal channels:

the need of members of the organization for social contacts, which is never fully satisfied within the system of official communications;

low efficiency of individual elements of the official system.

The effectiveness of interaction between the subject and the object of management largely depends on how adequately they understand each other. The nature of human interaction and the social roles that they perform are among the most important factors that determine the knowledge of man by man. At the same time, for each of the interacting persons in their partners in activities, it is important, first of all, those components of their appearance and behavior that are most significant for achieving the goals of joint activities. Contacts between the subject and the object of management as members of the production team are accompanied by processes of interpersonal perception.

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