Management presentation on organization. Organisation management

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The concept of manager The term “manager” is quite widespread and is used in relation to: 1. the organizer of specific types of work within individual departments or program-target groups; 2. the head of the enterprise as a whole or its divisions (divisions, divisions, divisions); 3. the manager in relation to subordinates; 4. an administrator at any level of management who organizes work, guided by modern methods, etc.

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A manager must be a leader worthy of emulation. The main task of a manager is to get things done with the help of other people, to achieve teamwork. This means cooperation, not intimidation. A good manager always cares about the interests of the entire company. He strives to balance the interests of the group, the interests of the "boss" and other managers, the need to get the job done with the need to find time for training, production interests with the human needs of subordinates. A manager must be a leader worthy of emulation. The main task of a manager is to get things done with the help of other people, to achieve teamwork. This means cooperation, not intimidation. A good manager always cares about the interests of the entire company. He strives to balance the interests of the group, the interests of the "boss" and other managers, the need to get the job done with the need to find time for training, production interests with the human needs of subordinates.

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Strategic planning

Planning the activities of an organization is a systematic, information-processed PROCESS of qualitative, quantitative and temporal determination of future goals, means and methods of managing an organization for its development

A plan is a complex socio-economic model of the future state of the organization

Levels of planning in an organization Operational planning - determining day-to-day short-term tactics Tactical planning - determining intermediate goals Strategic planning - determining long-term prospects

Principles of planning completeness accuracy clarity continuity Economy

Principles of drawing up plans Completeness - taking into account all events and situations Accuracy - the use of methods, tools, procedures that ensure the accuracy of forecasts Clarity - simplicity and ease of formulating plans Continuity - planning - a continuous process Economy - proportionality of planning costs with effectiveness

Strategic planning defines the main goals of the organization and outlines the final results, covers a period of 10-15 years and has long-term consequences, provides the basis for all management decisions

Strategic planning process Organizational goals Analysis of the external environment Analysis of the internal environment Assessing the implementation of the strategy Implementation of the strategy Selecting a strategy Analysis of strategic alternatives Mission of the organization

Mission of the organization Philosophy, purpose of the existence of the organization A statement that reveals the meaning of the existence of the organization, which reveals the difference between this organization and similar ones

Mission of the organization Philosophy, purpose, raison d'être of the organization (broad meaning) - philosophy - values, beliefs and principles in accordance with which the organization intends to carry out its activities (rarely changes) - purpose - definition of the actions and role of the organization in the life of society (changes depending on from conditions) a statement that reveals the meaning of the organization’s existence, in which the difference between this organization and similar ones is manifested

The mission must be realistic and specific based on the specific characteristics of the organization

The mission must be realistic - practical, actually existing, specific - clearly defined (formulated) based on the specific characteristics of the organization

The mission of the college is to satisfy the needs of the individual in obtaining secondary vocational education in the field of culture and art, and to effectively prepare competent specialists who meet high professional and ethical requirements and are in demand in the labor market of the Perm region

Mission of MBUK "City Palace of Culture" Creation of favorable and comfortable living conditions, development and realization of the cultural and spiritual potential of citizens as the basis for the integrity, sustainable and dynamic development of the city of N.

Why is the mission formulated?

Goals are the specific state of individual characteristics of an organization, the achievement of which is desirable for it and towards which its activities are aimed.

Criteria for setting goals: specificity, measurability, achievability, consistency with each other

Criteria for setting goals: Specificity The goal must clearly state what needs to be achieved as a result of the activity, in what time frame it should be achieved and who should achieve the goal Measurability This means that the goals must be formulated in such a way that they can be quantified or can be measured was some other objective way to assess whether the goal was achieved. Achievability; they should not be unrealistic, beyond the maximum permissible capabilities of the performers. A goal that is unrealistic to achieve leads to demotivation of employees and their loss of direction consistency with each other Compatibility assumes that long-term goals correspond to the mission, and short-term goals correspond to long-term ones

Tree of goals Mission of the organization Key goals by subsystems of the organization Production Marketing Finance Personnel Subgoals by subsystems of the organization

The mission of the MBUK "City Palace of Culture" is to create favorable and comfortable living conditions, develop and realize the cultural and spiritual potential of citizens as the basis for the integrity, sustainable and dynamic development of the city N expanding the range of cultural services in order to preserve the historical and cultural heritage of the city N ensuring accessibility cultural services for citizens with disabilities. Artistic and entertainment activities Formation of a unified cultural space of the city N, creation of conditions for equal access of citizens to cultural values and services Information and educational activities Recreational and health activities

Mission-. Artistic and entertainment activities Information and educational activities Recreational and recreational activities

No organization can function in isolation, regardless of external reference points. Internal environment External environment

EXTERNAL ENVIRONMENT INDIRECT IMPACT ENVIRONMENT: POLITICS ECONOMY SOCIAL POLICY LEGAL REGULATION EXTERNAL ENVIRONMENT DIRECT IMPACT ENVIRONMENT INTERNAL ENVIRONMENT

EXTERNAL ENVIRONMENT INDIRECT INFLUENCE ENVIRONMENT: POLITICS ECONOMY SOCIAL POLICY LEGAL REGULATION EXTERNAL ENVIRONMENT DIRECT INFLUENCE ENVIRONMENT: BUYERS COMPETITORS SUPPLIERS SOCIAL PARTNERS LABOR MARKET INTERNAL ENVIRONMENT

SWOT S - Strengths 1. 2. 3. W- Weaknesses 1. 2. 3. O - Opportunities 1. 2. 3. T - Threats 1. 2. 3. .

SWOT Strengths 1. 2. 3. Weaknesses 1. 2. 3. Opportunities 1. 2. 3. Activities or programs aimed at improving, changing or overcoming “weaknesses” to take advantage of the identified opportunities SL2 + B 2 Threats 1. 2. 3. .

SWOT Strengths 1. 2. 3. Weaknesses 1. 2. 3. Opportunities 1. 2. 3. Threats 1. 2. 3. Strategies for protecting against external threats by using the organization’s strengths C5 + U 4.

SWOT Strengths 1. 2. 3. Weaknesses 1. 2. 3. Opportunities 1. 2. 3. Threats 1. 2. 3. Strategies for protecting against external threats by strengthening the organization’s weaknesses SL 1 + U 1.

SWOT Strengths 1. 2. 3. Weaknesses 1. 2. 3. Opportunities 1. 2. 3. Activities or programs that use the strengths of an organization (or service) to address each opportunity. С1 + В2 Activities or programs aimed at improving, changing or overcoming “weaknesses” to use the found opportunities СL2 + В 2 Threats 1. 2. 3. Strategies for protecting against external threats by using the organization’s strengths С5 + У 4 Protection strategies from external threats by strengthening the weaknesses of the organization SL 1 + U 1.

Strengths There is an accessible education system. There is a license and certificate of accreditation of basic professional and additional educational programs. A positive image of the college has been formed in the market of educational services and the labor market of the Perm Territory. A positive image of the college has been formed in the market of educational services and the labor market of the Perm Territory 6. The social partnership of the college has been developed, a database of social partners has been formed in all areas of the college’s activities. Weaknesses Insufficient funding for the college from outside The founder, and as a result, the insufficient opportunity to update the material and technical base of the college with modern equipment that ensures the possibility of effective implementation of educational programs. Imperfections in the structure of continuous art education in the Perm region according to the “Children's Music School, Children's Art School - College-University” system. Opportunities Opportunity for the development of extra-budgetary activities of the college. Strengthening the role of the college staff in the system of continuous art education of the Perm region Improving the quality of educational services in connection with the requirements of consumers S&V S 6 + B 1. Organization of project activities S&V SL2 + B2. Organization of the work of cultural educational institutions of educational institutions in the Perm region Threats High competition in the educational services market Insufficient material and technical base for the development of practical training for students. Reduction of the network of cultural and additional education institutions PC S&U S 3 + U 1 intensification of the work of the PR Service S&U S 2 + U1. Material incentives for teachers

Organizational reference strategies

CONCENTRATED GROWTH STRATEGY strategy for strengthening market position, market development strategy, product (service) development strategy

CONCENTRATED GROWTH STRATEGY is a strategy for strengthening a position in the market, in which the company does everything to gain the best position with a given product in a given market. This type of strategy requires a lot of marketing effort to implement. market development strategy, which consists in finding new markets for an already produced product; a product development strategy that involves solving the problem of growth through the production of a new product that will be sold on a market already developed by the company.

STRATEGY FOR DIVERSIFIED GROWTH New technologies in production Consolidation of production facilities

DIVERSIFIED GROWTH STRATEGY Although they require significant funding, they must be implemented when a product (or service) loses its successful position in the industry. The market is saturated with this product. It is impossible to develop in this market with this product (service) in this industry Involves searching for growth opportunities in the existing market through products that require new technology different from the one used (for example, a new form for KMM),

INTEGRATED GROWTH STRATEGY acquisition of new property, expansion of the organization from within,

INTEGRATED GROWTH STRATEGY Integration can be carried out both through the acquisition of new property and through expansion from within, which in both cases invariably leads to a change in the organization’s position within the industry

REDUCTION STRATEGY cost reduction strategy, harvest strategy, reduction strategy, liquidity strategy,

REDUCTION STRATEGY: cost reduction, cost reduction and implementation of appropriate cost reduction measures. Harvest strategy, which involves abandoning a long-term view of the business in favor of maximizing profits in the short term; contraction strategy, which involves a firm closing or selling one of its divisions in order to reduce the long-term scope of business. Often this strategy is used by diversified firms when one of the industries does not fit well with others; liquidity strategy, which is an extreme case of the contraction strategy and is implemented when the firm cannot conduct further business;

Key factors selection and strategy of the organization strengths of the industry and strengths of the organization goals of the organization interests and attitude to the strategy of top management financial resources of the organization qualifications of the organization's employees degree of dependence of the organization on the external environment time factor

Action plan Event, program Implementation period Required resources Expected result Artistic and entertainment activities GOAL: Information and educational activities GOAL: Recreational and health-improving Cultural and creative Service activities

Assessing the implementation of the strategy, collecting information and processing information, analyzing information on the actual results of the organization’s activities, comparing the results obtained with planned indicators, identifying deviations and analyzing these deviations, making adjustments and developing measures necessary to achieve the intended goals.

Analysis and assessment of the external environment Environmental factors ECONOMIC TECHNOLOGICAL COMPETITIVE INTERNATIONAL SOCIAL MARKET POLITICAL ORGANIZATIONS

assessment of functional areas, identification of strengths and weaknesses: marketing finance operations (production) human resources culture and image of the organization Management survey of the internal strengths and weaknesses of the organization -

STRATEGY (Greek strategos - “the art of the general”) a detailed comprehensive comprehensive plan that ensures the implementation of the organization’s mission and the achievement of its goals; a long-term, qualitatively defined direction for the development of the organization, relating to the scope of the organization’s activities, means and forms of activity, the system of relationships within the organization, as well as position organization in the environment, leading the organization to its goals

Strategy planning process 1. Defining the mission 2. Analysis of the internal environment 3. Formulation of goals 4. Planning strategy 9. Operational management 8. Formation of budgets 7. Carrying out structural changes 6. Development of plans 5. Setting objectives 10. Evaluation, control and formation of a new strategy or Adjustment of strategic objectives

The process of developing and implementing a strategy Analysis, forecasting and monitoring of the external environment Definition of a mission Analysis of the internal environment Formulation of goals Research and use of opportunities and threats facing the enterprise Formulation of a strategic guideline, taking into account opportunities and threats Identification of strengths and weaknesses that contribute to or hinder the effective achievement of a strategic guideline Expression of a general strategic guideline in the form of a specific goal, taking into account the strengths and weaknesses of the enterprise Development of a strategy and management of the main ways to achieve it Planning, implementation and control of strategies ACTION RESULT

STRATEGIC ALTERNATIVES Growth internal external 2 Limited growth 1 Combination of strategies 4 Reduction elimination cutting off excess reduction and reorientation 3

Areas of strategy development (according to M. Porter) Leadership strategy in the fight to reduce costs Differentiation strategies Focused strategies Reducing production costs Specialization in the production of goods/services Concentration on a market segment

REFERENCE DEVELOPMENT STRATEGIES Concentrated growth strategies strategy for strengthening market position market development strategy (search for new markets) product development strategy Integrated growth strategies reverse vertical integration strategy forward vertical integration strategy Diversified growth strategies centered diversification strategy horizontal diversification strategy conglomerate diversification strategy Reduction strategies liquidation strategy harvesting strategy cutting strategy cost cutting strategy

Steps in defining a strategy Understanding the current strategy Conducting a product portfolio analysis Choosing a company strategy Evaluating the chosen strategy

Thompson and Strickland matrix position IV quadrant of strategies Centered diversification Conglomerate diversification Joint venture in a new area market growth Fast II quadrant of strategies Revision of concentration strategy Horizontal integration or merger Reduction Liquidation Weak competitive position III quadrant of strategies Cost reduction Diversification Reduction Liquidation Slow market growth I quadrant of strategies Concentration Vertical integration Centered diversification Strong competitiveness

Assessment of the chosen strategy Directions of assessment compliance with the state and requirements of the environment compliance with the potential and capabilities of the company acceptability of the risk inherent in the strategy Reality of the risk realistic prerequisites underlying the choice of strategy negative consequences for the company in case of failure of the strategy correlation of a possible positive result and the risk of losses from failure to implement the strategy

Presentation on the topic "Management" in economics in powerpoint format. This presentation for schoolchildren tells about what management and a manager are, about the main functions of management and effective organization of work. Author of the presentation: Savka N.V., teacher of history and social studies.

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Factors of production - resources needed to produce goods and services

labor resources, or labor;
investment resources, or capital (the totality of goods created by human past labor. Factors of production include not all capital, but only real capital - buildings, structures, machines, machinery and equipment, tools, etc. - that is, everything that is used for production and transportation of goods and services.Financial capital (stocks, bonds, bank deposits and money) is not considered a factor of production, since it is not associated with real production, but acts as a tool for obtaining real capital);
natural resources, or land (all agricultural land and urban land that is allocated for residential or industrial development, as well as the totality of natural conditions necessary for the production of goods and services);
raw materials;
entrepreneurial talent, or entrepreneurial abilities;
information; a specific form of information is technology;
knowledge or management abilities.

Factors of production can be connected in various ways; the decision on the method of connection is made by the manager

Management

Activities for managing and coordinating the work of the enterprise and its divisions
The Science of Organization Management
"Team" of enterprise managers

Manager- A person who holds a certain position in an enterprise and has the power and right to make decisions

Management levels

Highest – Chairman of the Board of Directors, General Director, President of the company
Middle – deputy managers: “Marketing Director”, “HR Director”, shop managers, department heads.
Grassroots - heads of primary, grassroots units - heads of sections, laboratories, sectors, foremen

Basic functions of management

Organization

The process of creating an enterprise structure and performing its functions by its employees:

Determine the structure and subordination of departments
Determine the place, time of production of products, routes of their movement in the enterprise.

Planning

The process of studying and solving problems of the future: determining the goals of the organization and how to implement them.

Strategic – determining the main directions of development for 10-15 years.
Medium-term for 3-5 years (specification of objectives of strategic plans).
Current planning for a period of up to 1 year (broken down by quarters), covering all aspects of activity)

Effective labor organization

Organizational methods represent the establishment of connections and relationships between positions of workers. These methods are passive in nature. They ensure staff development and streamline management.
Administrative methods– this is the management and regulation of personnel activities on the basis of orders, instructions, and specific tasks. These methods may be accompanied by rewards and penalties for successful or unsuccessful performance. There are three possible forms of manifestation of these methods: Mandatory order, conciliation (consultation, compromise), recommendations (advice, order).
Economic methods– indirect impact on the control object. These methods do not work automatically; it is difficult to determine the strength of their influence on the result. With their help, material incentives are provided; they can act as planning, analysis, pricing, financing, and providing economic independence.
Psychological methods– encouraging employees to perform effectively through psychological influence. Aimed at creating a favorable climate in the team.

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Factors of production - resources necessary for the production of goods and services; labor resources, or labor; investment resources, or capital (the totality of goods created by human past labor. Factors of production include not all capital, but only real capital - buildings, structures, machines, machinery and equipment, tools, etc. - that is, everything that is used for production and transportation of goods and services.Financial capital (stocks, bonds, bank deposits and money) is not considered a factor of production, since it is not associated with real production, but acts as a tool for obtaining real capital); natural resources, or land (all agricultural land and urban land that is allocated for residential or industrial development, as well as the totality of natural conditions necessary for the production of goods and services); raw materials; entrepreneurial talent, or entrepreneurial abilities; information; a specific form of information is technology; knowledge or management abilities. Factors of production can be connected in various ways; the decision on the method of connection is made by the manager

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Activities for managing and coordinating the work of an enterprise and its divisions The science of managing an organization “Team” of enterprise managers A person holding a certain position in an enterprise and having the power and right to make decisions

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Management levels Higher - Chairman of the Board of Directors, General Director, President of the company Middle - Deputy Managers: “Marketing Director”, “HR Director”, shop managers, department heads. Grassroots - heads of primary, grassroots units - heads of sections, laboratories, sectors, foremen

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The main functions of management The process of creating the structure of an enterprise and the performance by its employees of their functions: Determine the structure and subordination of divisions 2. Determine the place, time of production of products, routes for their movement in the enterprise. The process of studying and solving problems of the future: determining the goals of the organization and how to implement them. Strategic – determining the main directions of development for 10-15 years. 2. Medium-term for 3-5 years (specification of objectives of strategic plans). 3. Current planning for a period of up to 1 year (broken down by quarters), covering all aspects of activity)

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Effective labor organization Organizational methods represent the establishment of connections and relationships between positions of workers. These methods are passive in nature. They ensure staff development and streamline management. Administrative methods are the management and regulation of personnel activities on the basis of orders, instructions, and specific tasks. These methods may be accompanied by rewards and penalties for successful or unsuccessful performance. There are three possible forms of manifestation of these methods: Mandatory order, conciliation (consultation, compromise), recommendations (advice, order). Economic methods – indirect impact on the object of management. These methods do not work automatically; it is difficult to determine the strength of their influence on the result. With their help, material incentives are provided; they can act as planning, analysis, pricing, financing, and providing economic independence. Psychological methods – encouraging employees to perform effectively through psychological influence. Aimed at creating a favorable climate in the team.

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goals of the organization; organization structure; objectives of the organization; technology; people (personnel). environment of direct influence consumers; competitors; leavers; laws and government bodies; trade unions environment of indirect influence of politics; economy; social factors; technology; international relationships

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exchanging information with other people In the process of exchanging information, four basic elements can be distinguished: sender (addressee) - a person generating ideas or collecting information and transmitting it; message – actual information encoded using symbols; channel – a means of transmitting information; recipient (addressee) – the person to whom the information is intended. The most effective communications are through personal contacts.

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McGregor's Theory X: people initially do not like to work and avoid work whenever possible; they have no ambition and try to get rid of responsibility, preferring to be led by others; What people want most is security, and to get them to work, you need... what? Use coercion, control and threat of punishment. Theory U: work is a natural process, and if conditions are favorable, people are ready to take responsibility; employees are interested in the goals of the organization, a significant part of them have the ability to creatively solve problems. Managers following this theory use...what? The ability of staff to discuss, accept and propose decisions, goals and objectives of the enterprise.

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A system for monitoring the activities of the company (control of quantity, quality, safety of products, consumption of resources, compliance with legal norms, instructions, contracts, etc.). A) preliminary control (at the planning stage); B) current control (at the stage of implementation of plans); C) final control (when assessing results) A comprehensive check of all or individual aspects of the company’s activities. A modern form of management aimed at maximizing profits and ensuring the stable operation of the company is a comprehensive system of synchronous analysis, planning and control - Controlling

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“When there is no agreement among comrades, their business will not go well...” I.A. Krylov The term management (from English management - the art of breaking horses) appeared in a meaning close to modern with the beginning of the industrial revolution of the 18-19 centuries in England, and then spread throughout the world.

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MANAGEMENT is the activity of managing an enterprise in market conditions. The ability to achieve set goals using work, intelligence and the motives of behavior of other people. Control.

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Management as a type of activity has several meanings Management of production personnel Enterprise management Organization of production in market conditions

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Objects and subjects of management information management production finance personnel market innovations supply and sales Objects of management Subject of management - specialist manager

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TASKS OF MANAGEMENT To stimulate people and guide them so that they act within the framework of the work assigned to them, while understanding all the relationships, reasons, consequences of their actions and decisions. To unite the actions of all people within the organization, so that when these actions merge, they turn into an effective business for the company. make what you want possible, and then real.

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Stages of management development Ancient (7 thousand years BC - 18th century) Industrial (1776 - 1890) Systematization (1890 - 1960) Information (1960 - present)

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SCHOOLS OF MANAGEMENT Scientific school (classical) Behavioral and human relations school (neoclassical) School of management science (modern)

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SCIENTIFIC SCHOOL (1890-1920) Theory of scientific management basic. Frederick Taylor - Cost of production was calculated mathematically; - Created a rational labor system: timing, standards, rest breaks; - Each employee should be assigned the work for which he is best suited; - Wages are paid to the person, not the place; - The employee needs to be stimulated to increase productivity; - For the first time, ff control was highlighted. Theory of administrative management basic. Henri Fayol Management is a universal process consisting of interrelated ff. Management principles: Division of labor. Authority and responsibility. Discipline. Unity of command. Staff remuneration. Order. Justice. Corporate spirit, etc. Formulated ff management.

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Behavioral school and school of human relations (1930-1950) The founders of the development of this school are considered to be Mary Parker Follett and Elton Mayo. If the organization of work is rational and effective, then labor productivity is influenced by social and psychological factors. People are very responsive to: a favorable moral and psychological climate; care from management. The forces that arise between people can exceed the efforts of leaders. Sometimes employees react more strongly to pressure from their colleagues than to the wishes of management and material incentives. If management cares about its employees, then the level of job satisfaction increases, and this leads to increased productivity.

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The behavioral approach to management is based on helping employees understand their own capabilities. The attention given to workers gives them status and a sense of importance. The motivational approach is that the basis of the motives of people’s behavior are needs. The founder of this approach is Abraham Maslow, who created the hierarchy of needs.

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SCHOOL OF MANAGEMENT SCIENCE There are 3 main approaches to management: process system situational

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The process approach is based on the fact that management is a continuous chain of functions. Management functions are united by connecting processes: Communications Decision making

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Systematic approach Based on the fact that an organization is a system, i.e. a single whole consisting of interconnected parts. The system can be: a) open Interacts with the external environment; Has the ability to adapt to changes in the external environment. b) closed Has rigid fixed boundaries; All actions are relatively independent of external factors.

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Situational Approach A situation is a set of circumstances that greatly influence an organization at a particular time. The manager must: be familiar with the management process; be able to foresee the likely consequences (+ and -) of using any technique in a specific situation; be able to correctly interpret the situation and identify important factors; be able to select specific techniques that would cause the least negative effect and give the least amount of disadvantages in a given situation.