2.1 Types of organizational tools

The first part briefly discussed the nature of the project and the activities associated with its implementation. At the same time, the issue of structuring work to achieve the goals of the project was raised. It is obvious that such activities, as noted above, serve to increase efficiency project activities according to various parameters (cost, timing, etc.). Among the elements of project activity one can also name organizational tools. The following types of organizational tools are distinguished http://tww48.narod.ru/slides_03/PM_03.files/frame.htm#slide0040.htm:

1. network matrices (a higher level of scientific development of “network graphs”):

· present the entire project implementation process in a visual form,

· identify the composition and structure of the work, and acceptable means and methods for their implementation;

· analyze the relationship between performers and work;

· prepare a scientifically based coordinated plan for the implementation of the entire range of work on the project for more effective use available resources and reducing deadlines.

2. matrix of division of administrative management tasks (RAZU):

· using this matrix in the project management system, you can divide the duties, rights and responsibilities of all project participants in the project team and build an organizational-dynamic structure and information system on this basis.

3. information technology model (ITM):

· helps to design project management technology, that is, fixing the sequence and relationship of solving management problems.

Power in the organization. Characteristics of power channels

We have already said that the power that a leader has is not necessarily the power of his position, that there may be other opportunities to influence people. Indeed, various typologies of power are known in management...

Quality management tools as a factor in business investment strategy in global competition

A quality management system is a system whose effective operation is impossible without reliable and objective information. This information allows you to accept right decisions related to product quality management...

Study of factors influencing human behavior in an organization

Increasing attention to practice and theory modern management addresses the role of a person in management and organizational activities. People are seen as a company's key resource...

Corporate financial and resource management system for the enterprise

Indicators financial results characterize the absolute efficiency of the enterprise's management. The most important among them are profit indicators...

Organizational behavior

In the work of American researchers Newstrom and Davis, four models of organizational behavior were identified: authoritarian, guardianship, support and collegial. The authoritarian model is based on power, focused on authority...

Organizational design, its purpose and methods

The method of organizational modeling is the development of formalized mathematical, graphic, machine and other displays of the distribution of powers and responsibilities in the organization, which are the basis for building...

Features of personnel certification at the enterprise

Features of conflict in an organization

The basis of any organization is people (team), and without them the functioning of the organization is impossible...

As a result of the study professional activity The psychologist of OJSC “Regional Rehabilitation Center” compiled an analytical professional profile for this position (Appendix A). Based on the purpose of this work...

Development of an algorithm and tools for identifying the professional competence of an organization psychologist

1. Methods for obtaining information about a person As a rule, before an organization makes a decision to hire a candidate, he must go through several stages of selection. The main goal is to filter out candidates...

Development of measures to improve the management system of OJSC "Samara Bearing Plant"

Organizational design is a set of works to create an enterprise, form a structure and management system, provide its activities with everything necessary...

Ways to adapt to management positions

Ways to apply decision theory methods

As the main tool for calculation, we will use software MS Excel. This program implements the function of solving similar problems using the simplex method...

Strategic and operational behavior of organizations

Trying to combine two types of behavior within one enterprise can lead to conflicts and tension...

Liquidity and solvency management

The main task financial management the enterprise is to maintain solvency and ensure liquidity, i.e. the ability of an enterprise to meet its payment obligations at any time. Hence...

Organizational project management tools: network modeling, PERT method, RAZU matrix, information technology management models

The network matrix is ​​a graphical representation of the project implementation processes, where all work (managerial, production) is shown in a certain technological sequence and the necessary relationships and dependencies

One of the most effective tools in project management are the so-called network matrices ( higher level of development of "network diagrams"). They will allow you to present the entire process of project implementation in a very visual form, as well as identify the composition and structure of work and acceptable means and methods for their implementation, analyze the relationship between performers and work, prepare a scientifically based coordinated plan for the implementation of the entire complex of work on the project for more efficient use of existing resources. resources and time reduction.

It is also possible to quickly process arrays of information using computer technology and provide project management with timely and comprehensive information about the actual state of work, facilitating adjustments decisions made; predict the progress of work on the critical path and focus the attention of project managers on them. Using mathematical apparatus, it is possible to determine the degree of probability of project implementation and correctly distribute responsibility among the hierarchical levels of management.

The basis of the project management system is matrix of division of administrative management tasks. ONCE Using this matrix in the project management system, you can divide the duties, rights and responsibilities of all project participants in the project team and build an organizational-dynamic structure and information system on this basis.

The matrix for the division of administrative management tasks is a table in which the names of positions, departments and services are located, and the tasks performed by these performers are also listed. Conventional sign indicates the attitude of each service unit or specific employee to solving a specific problem.

The activities for implementing management functions when designing a RAZU matrix are as follows:

responsibility for solving a particular project management problem;

I am the sole decision and personal responsibility for solving a particular problem (with signature);
! - personal responsibility for solving a particular problem in a collegial form of decision-making (with signature);
P - participation in the collegial solution of this problem without the right to sign.

P - planning;
O - organization;
K - control;
X - coordination of joint efforts of process participants;
A - activation.

C - approval, approval;
T - performance;
M - preparation of proposals;
+ - settlement operations necessary to carry out the function (task);
- - does not participate in the work.

Design of project management technology, i.e. fixing the sequence and relationship of solving management problems, possibly using the so-called information technology model (ITM).

Main stages of ITM development:

1) development of information tables.

2) Formation of information technology models based on information tables

When developing an ITM for project management, it is necessary to: reflect the relationship of tasks in the decision-making process; ensure a clear distribution of job duties and responsibilities (RAZU matrix); determine the types and forms of documents that are the result of solving problems.

3) Formation of a consolidated project management model. To build this model, it is necessary to: identify target management functions; identify supporting subsystems; establish the place of each task (from information tables) in the model. Project marketing. Marketing plan for the project. Feasibility study of the project: content, purpose. Business plan investment project: content, purpose.

Information technology model (ITM)

The information technology model (ITM) is a table consisting of six blocks:

1) Block 1: Calendar days – deadlines for solving a management task (as a rule, this is the deadline for providing the resulting documentation (all deadlines are taken from the network schedule or work production schedule));

2) 2 block: Input information – accepted based on the second column of the information table;

3) block 3: Performers – filled in based on the fifth column of the information table;

4) block 4: Management task – filled in based on the first column of the information table;

5) block 5: Resulting documentation - filled out based on the fourth column of the information table;

6) block 6: Consumers of the resulting documentation - filled out based on the seventh column of the information table;

Each task (with all its elements: initial information, performers, etc.) has its own vertical bar. All information in the information technology model (ITM) is represented by the following symbols:

1) - incoming information, performers, consumers;

2) - management tasks;

3) – resulting documentation;

74. Project cost management at the stage of its implementation: main and additional indicators of the earned value method.

Project control should include the earned value method to analyze and evaluate the current status and progress of the project and be carried out by comparing actual volume and cost indicators with baseline planned indicators. The main indicators of the earned value method, such as earned volumes, actual costs and planned volumes, allow not only to record actual results, but to predict the future state of the project and, based on these forecasts, make the right management decisions.

The basic indicators of the earned value method are:

Planned volumes (Planned Value - PVj\

Earned volumes (Earned Value - EV)\ Earned volumes show the actual volumes of work completed, expressed in terms of the planned cost of these works, as of the target date.

Actual Cost (AC). Actual costs show the actual (actually established) cost of the volumes of work performed, i.e. the totality of all costs incurred during the execution of work as of the current date. Sometimes actual costs are referred to as the amount of resources that should have been used at the current date or during a certain period of time.

Additional indicators:

Such derived (calculated) indicators usually include the following analytical and forecast indicators:

Variances:

Schedule Variance (SV),

Cost Variance (CV),

Variance at Completion (VAC);

Indices:

Schedule Performance Index (SPI),

Budget Performance Index (CPI),

To-Complete Performance Index - TCPI;

Forecasts:

Projected duration of the project (Time Estimate at Completion - EAC t),

Estimated cost of the project (Estimate at Completion - EAC),

Variance at Completion (VAC).

When calculating analytical indicators, the indicator of the total budget of the project (Budget at Completion - BAC) is also used, which characterizes the total sum of all planned volumes of work of the project, the final value of the basic plan for the project.

The relationship between the business plan and feasibility study.

A business plan is a generally accepted form in world economic practice for presenting business proposals and projects, containing detailed information about production, sales and financial activities the company and assessment of the prospects, conditions and forms of cooperation based on the balance of the company’s own economic interests and the interests of partners, investors, consumers and competitors.

It is obvious that the development of a business plan, a set of calculated indicators, is the initial information for the feasibility study. Thus, an organic relationship between the parameters of the business plan and the parameters of the feasibility study (with the technical and economic parameters of the project) is achieved, while the most complete compliance of the research is achieved technical specifications for the project.

Mandatory elements of a business plan are:
1. Development of a project idea
2. Description of the idea (essence) of the project
3. Analysis production capabilities companies in the project implementation
4. Market assessment
5. Development of a marketing plan
6. Development of a production plan
7. Development organizational plan
8. Calculation of feasibility study indicators
9. Development financial plan
10. Risk assessment
11. General conclusions and suggestions (summary)

Thus, in the process of developing sections of the business plan, the initial data for the feasibility study is formed.

Having received all the necessary data for the feasibility study, the feasibility study indicators are calculated (net profit, profitability, internal efficiency ratio, maximum cash outflow, return period for capital investments, break-even point). If the calculations show technical and economic efficiency, then we begin to formulate the final version of the business plan.

If the feasibility study indicators do not meet the requirements of technical and economic efficiency, then the initial data are clarified or a decision is made about the inappropriateness of the project.

The feasibility study is the main design document for the construction of facilities. Based on the approved in the prescribed manner Feasibility study is being prepared tender documentation And tenders are held for the contract , is agreement (contract) contract, opens financing construction and development working documentation .

· Business plan is a program of action for the implementation of entire business projects that are in constant interaction with the external environment.

· Feasibility study is a slightly more localized version of a business plan. The main task of the feasibility study is assessment and description of the economic feasibility of the project , which will be implemented within one enterprise (which may ultimately require the development of a separate business plan).

Aggregation, impact, activity, change, tool, combination, cooperation, coordination, methodology, set, sequence, consequences, application, adaptation, procedure, result, method, means, subject, technology, universality, unification, factor, function, part, efficiency. Justification, development, testing, adaptation, classification, application and modernization of modern organizational tools.

All organizational activities individual, group, corporation, society as a whole must be provided with one or another set of specific means and methods of targeted influence, reliably represented by such a concept as tools.

Tools

(From lat. - tool) - an ordered set, a complex of means of targeted influence and methods of their application.

Unlike a separate tool, the choice, adaptation and application of which can be carried out randomly, based on prevailing circumstances, the toolkit is initially developed and formed as a single complex for ensuring the implementation of targeted activities. This is what determines both the actual set of tools to be selected and mastered, as well as the technology of their cooperation, combination and application. Moreover, such relationships are established not only within relatively independent sets of instruments of research and influence, but also between their individual components or in combination.

The justification, development, construction and application of the organization's tools are based on the unity of the universal process of research and impact, the use of its potential, content and results by the widest range of scientists and practitioners. This makes it possible to eliminate parallelism, duplication, inconsistency, improve the sequence of building an organization, significantly increase the efficiency of its functioning and development, ensuring targeted coordination and adaptation of the actions of all participants, users and even observers.

Such coordination is required by a number of objective factors and subjective goals of the organization. First of all, the research tools are justified, formed and applied universally to both objective and subjective organizations. Moreover, often it becomes not only a single, but also the only basis for the development and implementation of targeted influence on a mixed organization.

Meteorological conditions for organizing airliner flights

Research and impact tools must be sufficiently independent; their natural aggregation cannot distort the content and results of application. This problem is especially relevant for a wide variety of conformist organizations, where reports are drawn up according to the principle “we will show as much as necessary,” and what happened and its results are qualified by the explanation: “We planned this.” Successful solution This problem necessitates the need to ensure the required level of independence in the use of research tools and the validity and effectiveness of the impact. On this basis, an important organizational rule is formulated.

Adequate research is essential to ensure effective impact

In real conditions, it is important to understand that the instrumental approach actually determines not only two independent procedural manifestations, but the entire possible scale of identification, evaluation, correlation, transformation, cooperation, etc. researchable and changeable. Moreover, the configuration of this scale can have not only a linear, but also a parallel and branched, including multidimensional, representation, activating the development and use of derivative modifications as independent tools, for example, classification and corresponding correction.

Forms of modeling such an instrumental palette in the adaptation process can also be differentiated and brought to the subject-object base, procedure, structure, specific features and other characteristics of a particular organization. This allows us to determine in more detail the use of various research and impact tools, expand and present them in the form of a universal range of methods and means, differentiated selection, purposefully modify and use modern, adapted and most effective models for building intellectual and material organization(see appendices, situation 4).

The logic of constructing and using an organization’s complex tools is laid down in the foundations for the development, implementation and application of a specific analysis and evaluation methodology. The effectiveness of research is determined by the versatility, diversity and level of development of the instrumental palette, the formation of a wide range of necessary methods for applying a wide variety of procedures, and the arrangement of these and other components into a single set of applied configurations.

All this convincingly proves that an absolutely necessary basis for the development and implementation of any impact is an adequate toolkit for analysis and assessment of the identified and studied qualities of the organization, determined by the subject-object orientation. Moreover, both the subject and the object of the organization have a decisive influence on the formation and use of specific tools.

So, for example, it is the subject who imagines and plays out the most probabilistic scenarios for the development of the situation, and the object-based approach he uses directly forms the necessary foundations for the construction and application of organization modeling tools.

Actually, modeling tools are widely and variously used in programming, design, development, construction and support of the functioning and development of a wide variety of organizations. Examples of such use are given widely and in detail in scientific publications and reports on research programs conducted directly at specific enterprises and organizations. They comprehensively reveal and convincingly show the organizational nature of the formation and effectiveness of the use of modeling, the versatility, complexity and effectiveness of this organizational toolkit.

The essence and main effect of its application is that modeling allows, through experimentation, to avoid catastrophic errors, identify extreme trends, and determine promising directions. This allows, with much less money, but with greater guarantees, to achieve decisive innovations in the construction, adaptation and application of specific tools for studying and transforming the processes of a mixed and subjective organization.

IN real life, even when attention is not specifically focused on the use of such tools, in the ideas of the intellectual organization of his own consciousness the individual still, one way or another, “scrolls through” the upcoming actions and their possible consequences, which in itself is already a simulation. It is this nature that determines the key place, determining role and strategic perspective of the formation and development of modeling as one of the fundamental units of the modern representation of the organization’s universal tools.

It is clear that the research tools include many other very diverse, constantly improving methods of studying the organization. Their composition, content, configurations of interaction and use are determined by the goals, objects and conditions of application, the form of integration of individual studies and their results into the process organizational changes and development of the organization (see appendices, situation 4). Examples of such integration will be discussed in more detail in Chapter. 18 of this textbook, here the authors limit themselves to the already given provisions for presenting research tools and assessing its place and role in the formation, functioning and development of a modern organization.

The application of the object approach inevitably faces the need to study and resolve the emerging hierarchical contradictions of the organization. In contrast to self-organization, their importance in the construction and use of universal organizational tools increases sharply, as it moves into the sphere of formation and development of management relations. During the practical application of the organization's tools, as part of the development and implementation of a specific impact, contradictions directly arise in the distribution of powers and ensuring coordination between the participants in this process.

Indeed, diversity of understanding, contradictions in application, or even substitution of the essence of coordination by the content of organization occur quite often in theory and practice. Similar trends in their comparison, analysis and evaluation, and the conclusions drawn from them have again raised the issue of the theoretical relationship and practical application concepts of organization and coordination.

In the process of justifying, constructing and using a comprehensive research and impact toolkit, the relationship between organization and coordination becomes one of key provisions. Moreover, this pushes a number of scientists and practitioners to the assumption that any organizational function aggregately includes, should or may include the content of coordination at the level of the subject of research or influence.

A reasonable solution to this problem is necessary to determine the functional manifestation of the coordination unit in the organization’s tools and can be conceptually examined in Fig. 11.1 in the form of a conceptual model.

As can be seen even from a superficial analysis of the construction of this model, the real relationship between organization and coordination is manifested in the presence or absence of hierarchy relations in them. Indeed, you can only organize a subordinate, but the success of interaction also depends on those who are not subordinate to you. Interconnection

Rice. 11.1.

joint actions of various, independent subjects to achieve a common goal at this stage is ensured by the coordination function (see appendices, situation 2). In this manifestation, coordination is not a function of the organization, but it is absolutely necessary to develop the use of the organization’s tools.

At the same time, further analysis shows that the control influence, rising to a higher level, for which all those participating in this interaction are subordinates, whose joint actions are possible and necessary to organize accordingly, most often becomes inadequate, is late or is emasculated by the administrative and bureaucratic procedure. In this case, the content of the impact is somehow transformed into an organization that is consistently integrated into a single toolkit, which is not always justified by the situation and provides an effective solution to the tasks set.

The coordination toolkit is initially highlighted as an alternative to organization, providing direct, prompt, equal interaction between all interested, participating or benefiting entities. It is formed, formed, implemented, adjusted and developed on a parity basis, in real time, within a single socio-economic and administrative-legal market space. All this makes it possible to create conditions for ensuring the most complete, comprehensive, balanced and independent consideration of both private and general interests of any organization.

At the same time, the content and results of coordination largely depend on the status and condition of the corresponding entities, which does not always ensure equality of opportunity for their interaction. In this case, coordination is latently or openly transposed into an organization carried out by a higher level, based on the priority of its formal or informal status, and in some cases the position of one of the parties.

It is this phenomenon that is often mistaken for coordination, which, according to some researchers, is directly part of the organization. Meanwhile, the one-sided, vertical orientation of such influence clearly indicates the initial lack of coordination in it and its implementation on a strictly organizational, hierarchically developed basis. And indeed, without reaching an agreement on interaction acceptable to everyone, the parties, as a rule, appeal to a higher level, relying on its organizational participation in resolving the problem.

The above configuration reflects the relationship between organization and coordination not only in research, but also in influencing the object. It allows us to provide for the possibility of interaction and even transformation of the organization and coordination with specific goals and at specific levels of management. The problem of integrated implementation of organization and coordination tools, ensuring their interaction in processes and management systems will be discussed in more detail in the last section of the textbook, here the authors dwell on the differences between them already highlighted above.

The versatility of an organization's tools is manifested not only in the development and application of a single mechanism or its targeted switching with functions such as coordination. It, as was shown at the beginning of this chapter, can also be most directly realized in the absolutely necessary, organic and consistent combination of research and influence on the object. In this regard, the universal toolkit becomes one of the specific and at the same time the most common aggregated manifestations of a particular organization.

Based on the use of a wide palette of various configurations, combinations of external tools, means, methods, techniques, procedures for direct influence on the formation and development organizational relations in real processes and systems, the organization's tools are used in the form of complex universal structures that combine individual components into a well-functioning, purposefully operating mechanism of the organization. The basic procedures of such a mechanism are constantly modernized and expanded with innovative configurations, which largely determine the essence and content of organizational changes and development of the organization.

The configurations for constructing and using such tools are clear and varied, the tasks they solve are specific, but in general, the most common aggregations of basic models can be presented as follows (Fig. 11.2).

The configurations shown here have a simplified (linear-horizontal) representation that reflects the basic

Rice . 11.2.

nal principles, content and sequence of their development and construction. In practice, such a dependence can branch, develop, specialize and modernize not only at the development stage, but also as a specific tool is used, which significantly expands the application palette of its use.

In this case, the sequence and continuity of the linear commutation of the presented chains, reflecting the specific methodology for constructing organizational tools, acquires special significance. Thus, in the chain at the first level, the order, by its own status, determines the rigidity of regulation of the implementation of a particular command. In each specific case, on this basis, applied methods must be formed, adapted and applied to ensure the most complete achievement of the organization’s goals through the targeted design and use of one or another aggregation.

and basic provisions.

Announcement 4.2. Aggregation, impact, activity, change, tool,

combination, cooperation, coordination, technique, set, sequence,

consequences, application, adaptation, procedure,

result, method, means, subject, technology, universality,

unification, factor, function, part, efficiency. Rationale

development, testing, adaptation, classification, application and modernization

modern organizational tools. ,^

All organizational activities of an individual, group, society

must be provided by one or another set of specific

means of targeted influence represented by such a concept,

as a toolkit.

Definition 4.2.1. Instrumentation (from Latin instrumentum - tool

labor) - an ordered set, a complex of means of purposeful

influences and methods of their application.

Unlike a single tool, selection, adaptation and application

which can be carried out randomly, based on the prevailing

circumstances, the tools are initially developed and

is formed as a single complex for providing certain activities.

This determines the actual set of mastered

tools, as well as the technology of their cooperation, combination and application.

Moreover, such relationships are established not only internally, relatively

independent sets of instruments of research and influence, but also between their individual components or in combination.

Justification, development, construction and application of tools

organizations are based on the unity of a universal research process

and impact, use of its potential, content

and results by a wide range of scientists and practitioners. This allows

eliminate parallelism, improve consistency

organization, significantly increase the efficiency of its functioning

and development, ensuring targeted coordination of actions

all participants, users and even observers.

Such coordination is required by a number of objective

factors and subjective goals. First of all, research tools

justified, formed and applied universally

to both objective and subjective organization. Moreover,

often it is he who becomes not only one, but also the only

basis for the development and implementation of targeted interventions

for a mixed organization.

Illustration 4. 2. 1 . Meteorological conditions for organizing airliner flights.

Research and impact tools must be sufficient

independent, their natural aggregation cannot deform

especially relevant for a wide variety of conformist

organizations where reports are compiled according to the principle “as needed,

we’ll show that much,” and the incident and its results are qualified

explanation: “we planned this.” Successful solution to this

problems necessitates the need to ensure the required level

independence of application of research tools and validity

and impact effectiveness. On this basis it is formulated

important organizational rule.

effective impact.

In real conditions, it is important to understand that instrumental

the approach actually defines not only two independent procedural manifestations, but the entire possible scale of identification^

assessment, correlation, transformation, cooperation, etc. of the subject

and changeable. Moreover, the configuration of this scale may not have

only linear, but also parallel and branched, including

multi-dimensional,representation enabling development and application.

derivative modifications as independent tools,

for example, classification and corresponding correction.

Forms of modeling such a tool palette in the process

adaptations can also be differentiated and brought to a subjective level

object base, procedure, structure, specific features

and other characteristics of a particular organization. This allows

determine in more detail the use of various tools

research and impact, expand and present them as a universal

range of methods and means, differentiated choice,

purposefully modify and use the most modern

models of intellectual and material organization

(see Appendix 4).

The logic of constructing and using complex tools

organization is laid down in the foundations for the development, implementation and application

specific methods of analysis and evaluation. Efficiency

research is determined by universality, diversity

and the level of development of the instrumental palette, the formation

wide range of necessary methods of application of a wide variety of

procedures for arranging these and other components into a single

complex of application configurations.

All this convincingly proves that an absolutely necessary basis

development and implementation of any impact becomes

adequate tools for analysis and evaluation of the identified and studied

qualities of an organization, determined by subject-object

orientation. Moreover, both the subject and the object of the organization have

the formation and application of this toolkit has its defining

impact. So, for example, it is the subject who represents

and plays out the most probable scenarios for the development of the situation,

and the object approach directly forms the necessary foundations

construction and application of organization modeling tools.

The actual modeling tools are wide and varied

used in programming, design, development, construction

and supporting the functioning and development of a wide variety of

organizations. Examples of such use are given extensively and in detail in scientific publications and research reports.

programs conducted directly at specific enterprises

and in organizations. They comprehensively reveal and

convincingly show the organizational nature of the formation and

effectiveness of modeling, versatility, complexity

and the effectiveness of this organizational toolkit.

The essence and main effect of its use is that

that modeling allows, through experimentation, to avoid

catastrophic errors, identify extreme trends,

identify promising directions. This allows you to significantly

achieve decisive results with less means, but with greater guarantees

innovations in the construction, adaptation and application of specific

tools for research and transformation of mixed processes

and subjective organization.

In real life, even when there is no special emphasis

on the use of such tools, in the ideas of intellectual

organization of one's own consciousness, the individual does not care

one way or another, “scrolls through” upcoming actions and their possible

consequences, which in itself is already a simulation. Exactly

this nature determines the key place, the defining role and

strategic perspective of the formation and development of modeling

as one of the fundamental units of modern representation

universal organization tools.

It is clear that the research tools include many

other very diverse, constantly improving

means and ways of studying organization. Their composition, content,

configurations of interaction and use are determined by goals,

objects and conditions of use, form of integration of individual

research into the process of organizational change and development

organizations (see Appendix 4). Examples of such integration will be

discussed in Chapter 6.3 of the textbook, here the authors limit themselves

already given provisions for presenting research tools

and assessment of its place and role in the formation, functioning

and the development of a modern organization.

The use of the object approach inevitably faces the need

research and resolution of emerging hierarchical

contradictions of the organization. In contrast to self-organization, their meaning

in the construction and use of universal tools

organization increases sharply as it moves into the sphere of formation

and developing governance relationships. During the practical application of the organization’s tools, as part of the development and implementation

concrete impact of the contradiction directly

arise when distributing powers and ensuring coordination

between the participants in this process.

Indeed, diversity of understanding, contradictions of application

or even replacing the essence of coordination with the content of organization

occur quite often in theory and practice.

Similar trends in their comparison, analysis and evaluation carried out

the conclusions on them once again raised the issue of theoretical

correlation and practical application of organization concepts

and coordination.

In the course of justification, construction and use of a comprehensive

research tools and impact ratio of the organization

and coordination becomes one of the key provisions. More

Moreover, this prompts a number of scientists and practitioners to assume that

that the organization includes, should or may include

impact.

A reasonable solution to this problem is necessary to determine

functional manifestation of the coordination unit in the toolkit

organization and can be conceptually considered at

the following model (Fig. 4.2.1).

As can be seen even from a superficial analysis of the construction of this model,

the real relationship between organization and coordination is revealed

the presence or absence of hierarchy relations in them. Really,

You can only organize a subordinate, but the success of interaction

depends on those who are not subordinate to you. Linking joint actions

various, independent subjects to achieve a unified

at this stage the goals are provided by the coordination function (see appendix

2). In this manifestation, coordination is not a function of the organization,

but it is absolutely necessary to develop the use of tools

organizations.

At the same time, further analysis shows that the control action,

rising to a higher level for which everyone involved

in this interaction are subordinates whose

joint action is possible and necessary accordingly

organize, most often becomes inadequate, is late

or is emasculated by administrative and bureaucratic procedures.

In this case, the content of the impact is somehow transformed into

organization that is consistently integrated into a single toolkit,

which is not always justified by the situation and provides effective

solving problems.

The coordination toolkit is initially allocated as

alternatives to the organization, providing direct, prompt, equitable

interaction between all interested parties

or the subjects using the results. It adds up

is formed, implemented, adjusted and developed based on

on a parity basis, in real time, within a single

socio-economic and administrative-legal market

space, which allows you to create conditions for ensuring

the most complete, comprehensive, balanced and independent accounting

both private and general interests.

At the same time, the content and results of coordination are largely

degrees depend on the status and condition of the corresponding entities,

which does not always ensure equality of opportunity for them

interactions. In this case, coordination is latent or open

transposed into an organization carried out by a higher level,

based on the priority of its formal or informal status,

and in some cases the provisions of one of the parties.

It is this phenomenon that is often mistaken for coordination entering,

according to some researchers, directly into the composition

organizations. Meanwhile, the one-sided, vertical orientation of such an impact clearly indicates the initial absence of

it coordination and its implementation on strictly organizational,

hierarchically developed principles. And indeed, without coming to

agreement on interaction acceptable to all, the parties, as

As a rule, they appeal to a higher level, relying on its organizational

participation in problem resolution.

The above configuration reflects the relationship between the organization and

coordination not only in research, but also in influencing the object.

It allows for the possibility of interaction and even

transformation of the organization and coordination with specific goals

and at specific levels of management. The problem of complex implementation

tools for organizing and coordinating, ensuring

their interaction in processes and control systems will be more

discussed in detail in the last section of the textbook, here the authors

dwell on the differences between them already highlighted above.

The versatility of the organization’s tools is manifested not only

in the development and application of a single mechanism or its targeted

switching with functions such as coordination. She,

as was shown at the beginning of this chapter, it can also most

be directly realized in absolutely necessary,

organic and consistent integration of research and

impact on the object. In this regard, a universal toolkit

becomes one of the specific and at the same time the most

frequently occurring aggregate manifestations of a particular organization.

Based on the use of a wide palette of various

configurations of combinations of external tools, means, methods,

techniques, procedures for direct influence on the formation

and development of organizational relationships in real processes and systems,

the organization's tools are used in the form of complex

universal designs that combine individual components

into a well-functioning, purposefully operating mechanism of the organization.

The basic procedures of such a mechanism are constantly being modernized and

are being expanded with innovative configurations that largely determine

essence and content of organizational changes and development

organizations.

Configurations for constructing and using such tools

are clear and diverse, the tasks they solve are specific, but in general

the most common aggregations of basic models can

be presented as follows (Fig. 4.2.2).

The configurations shown here have a simplified (linear-horizontal)

presentation reflecting the basic principles, content

and the sequence of their development and construction. On practice

such dependence can branch, develop, specialize

and modernize not only at the development stage, but also

progress in the application of specific tools*, which significantly expands

applied palette of its use.

In this case, the sequence is of particular importance

and continuity of linear commutation of the presented chains,

reflecting a specific methodology for constructing organizational tools.

So, in the chain at the first level the order is already your own

status determines the rigidity of regulation of the implementation of that

or other command. In each specific case, on this basis should

develop, adapt and apply applied techniques,

ensuring the most complete achievement of the organization’s goals

through the targeted design and use of one or another

aggregation.

Definition 4.2.2. Aggregation (from Latin addgedo - accession) -

construction and application of stable connections.

Sequence chains represented in aggregations of basic models

formation and application of tools, while maintaining

general logic of their construction, can and should be adapted,

be modified and upgraded in accordance with changes

and development of the goals, objects and conditions of the organization. Moreover,

basic models and are intended to reflect only the general configuration

construction and application of a specific instrumentation unit as

prototype for constructing a purposeful applied

organization tools.

At the same time, these models are called basic because in the course of

development and application of organizational tools they are established,

fixed and used as a starting algorithm

to build new modifications. As a targeted

and the finished unit they are assembled based on a modular approach

to the use of tools. So, frequently used combinations

individual components or entire chains are formed into

fairly stable units used in various procedures,

mechanisms and conditions of the organization.

For example, the team contracting method, which optimizes forms and increases

quality and reducing work time, used in

a wide variety of business models and mechanisms. Wherein

a universal tool can be used as an organization tool

a method of self-sufficiency that ensures resource savings,

interest and responsibility of specific performers for

final results of the work. This applied approach to building

the organization's tools were developed, implemented, long-term

time was accompanied in application and showed its high efficiency

at OJSC “Second Moscow Watch Factory”.

The vertical dominant of the construction of the model presented in

rice. 4 2 2, highlights an exceptionally wide variety of palettes and

possibility of implementing a sequence of quality transformations

in the formation and use of applied tools

organizations. Thus, the sequence given in the model

selecting a tool from the palette: order - order - instruction

etc., reflects the significant diversity of capabilities of a particular

method of influence, which largely determines the ratio of effectiveness

organization and management.

And indeed, the order and instruction as really prevailing

(more than 65% of all developed and implemented in the domestic

practice of acts) organizational and administrative methods

influences format the organization as a rigid function

management, centralizing decision making. They provide

development of specific content of actions at the adoption level

decisions with subsequent transfer of responsibility

and control of execution according to the adopted plan.

In contrast, the guidelines apply (less than 12% of the total

acts) to draw the attention of the performer to a specific

problem. Such influence ultimately delegates authority

on searching for dissonance, development, acceptance and implementation

decisions to the performer, that is, practically determines the need

its self-organization and self-government.

It is important to understand that with the increasing use of professional guidelines

qualification level of the performer and the entire organization

in general, is acquiring a steady upward trend, in contrast to

from the implementation of command centralization, which over time

lowers, consistently disorganizing both the process and the system.

This paradox is due to the fact that the performer is deprived of independence,

and the manager is overloaded with responsibility.

This shows how the choice of influence tool determines

and in some cases directly determines the ideology of implementation

organizational activities.

Analysis of the influence of the choice of a particular instrument on the formation

and the implementation of the organization’s ideology allows you to do it strategically

important conclusion.

Conclusion 4. 2. 1 . The choice of tools is determined by the strategies

organizations.

This once again emphasizes the place and role of tools in the development

and implementation of procedural organization. They appear

in strict orientation of the developed and implemented strategy

to the corresponding methods and means of its implementation.

In general, the first section of the model presented in Fig. 4.2.2, reveals

a palette of administration forms combining common methods,

specific methods and universal tools with mechanism

social organization. Its functioning is objectively based

on the use of information, administrative,

financial, structural and other means of the organization providing

the action of the entire universal toolkit as a whole.

In this approach, under the means of the organization, in a particular case,

refers to all resources used or produced and used

management products that provide

achieving the desired result. The emphasis here is on building

applied models of organization and administration units on

based on the one shown in Fig. 4.2.2 basic tools. At

In this case, the variety of means used is limited only by those available

in the system with powers and resources for their implementation and

largely determines the overall development efficiency

and application of the organization's tools.

The applied approach has shown exceptional effectiveness in

its use as an educational and methodological basis for building

and implementation vocational training senior managers

qualifications in the Master of Business Administration programs

" The need for such an approach was emphasized

in the “Principles of the European MBA Standard”, on the basis of which the

applied modifications of the management training program

in Russia. Their results confirmed a significant increase

educational and methodological effect in the conditions of teaching a course based on

applying an applied approach to the organization. But most

application of this approach has shown significant results in production

organizations where, on its basis, it is developed and implemented

a whole range of modern scientific and production products.

Naturally, an applied approach to the development and application

organizational toolkit should include resources

regulation as the most rapid means of organizational response

to change the situation. It is based on purposeful

increasing the level of self-organization through consistent

decentralization and gradual delegation. Moreover, the tools

regulation and self-regulation not only develops new,

but also significantly increases the efficiency of using already

available potential.

It is precisely this effect that ensures the achievement of maximum

realizing the internal potential of the organization, and using modern

development-based tools application techniques

self-organization. They provide particularly impressive results

improving the organization corporate processes in competitive

market conditions. Achieving such a result is based

on selective optimization of the use of already mastered

tools and increasing the efficiency of their combination and aggregation.

was considered exclusively as normative or structure-forming

conformity assessment coefficient, ranking

etc. But object improvement and consistent expansion

configurations of its impact on the individual and group of workers

in the mode of developing self-organization. In real organizations

It was discovered that the coefficients not calculated on the basis of the rating

or even the size of cash payments, and the intra-group formed by him

new ranking has a powerful impact on activation

actions of the individual. A striking example of the use of this

approach is to use rating instrument aggregations

production organization.

On this basis, it was developed, implemented and successfully applied

in workshops No. 21 and 23 of OJSC “Second Moscow Watch Factory”. She

has shown the effectiveness of delegating such powers directly

employee in order to create a self-regulation mechanism

division, specialization, consolidation, cooperation, intensification and remuneration of labor within the assembly team. In general, enlarged

such a procedure can be represented in blocks as follows

way (Fig. 4.2.3)

Taking a self-photo

actually performed

employee duties

Classification

fixed responsibilities

for work, functions, tasks

Evaluation of classification

duties according to their specific

weight, complexity

Redistribution of work,

functions, tasks,

performed by the employee

Formation of the composition

functional responsibilities

positions

Logging execution

official employee

functional responsibilities

Personal-functional

analysis of performed

works, functions, tasks

Formation

classified list

duties performed

works, functions, tasks,

performed by the employee

works, functions, tasks,

performed by the employee

employee

Self-organization of assessment

fulfillment by the employee

official functional

responsibilities

and labor cooperation

The development and implementation of the presented procedure are based on

as noted above, on the delegation of rights and obligations of registration

and assessment of the actions taken directly to the performer. This comes down to single register list of practically implemented

works, functions, tasks with their actual situation

assessment. Analyzing the content and results of work, the team collectively

makes a decision to increase the price of some, unclaimed,

but the types of work required by technology, due to proportional

reducing the cost of others, the fulfillment of which is claimed by more,

than required, the number of assemblers.

is based on free adjustment of the assessment of performed

bot, which leads to a change in the cost of a rating unit and significantly

more complex transformation of intra-brigade relations.

This approach allows you to radically reform the organization

and payment for work, providing opportunities for significantly more

maneuver of both managers and performers. At the same time, it remains

self-organizational basis for the use of such a tool that

makes it possible to ensure its adequacy to social organization and significantly

increase confidence in him.

As a result, in full accordance with the principle of market

conditions, the team carries out permanent self-regulation

division, specialization, consolidation, cooperation,

intensification, assessment and remuneration of pickers in conditions of relatively

constant size of the wage fund for a certain

volume and quality of work performed during a specific period

time. Thus, the mechanism of socio-economic

allows you to most effectively adapt a real organization

to market relations.

It is clear that in addition to self-regulation, the introduction of such tools

initially included the necessary cooperation and regulatory

influence of managers and specialists, organically integrated

into the general procedure. Subsequently it became one

from the factors of justification, development and implementation of the transfer and

divisions of enterprises and organizations, which allowed faster

prepare them to work in market conditions.

various organizations of market ideology showed exceptional

effectiveness and prospects for the application and development of rating

tool for organization and coordination. Adaptation and implementation

medium and small enterprises and organizations have shown the potential of its

improvement, based on

Formation of a mechanism for sequential self-registration

Determination information base justification and calculation

subjective and mixed organization of the individual and group;

Development of declaration and triggered access tools

Purposeful content integration of use

trends in the formation, development, adaptation and specialization of the whole

palette of adapted, private organizational tools

in the conditions of a specific organization. It manifests itself most clearly

in the development and application of practical techniques and methods

organization of activities specifically positioned in the organizational

structure of the enterprise, division, individual.

martyr Illustration 4.2.2. Ranking by class, capacity,

versatility.

Thus, defining the rights, duties and responsibilities of an employee

documents strictly regulate the content of professional

activities, hierarchy of subordination, production procedures

and administrative interaction with colleagues, direct

organization of the labor process and workplace. Thus laid down

in them the instruments essentially determine and

specialize the composition and content of the palette of organizational impact.

Illustration 4.2.3. Job Descriptions, regulations on the division.

Similar areas for improving the organization’s tools

are developed purposefully, in detail and comprehensively

such a discipline as scientific organization of labor (SLO), which puts

its goal is to optimize the mutual organization of the subject, means,

conditions, product and labor performer. Along with the already formed

and traditionally used techniques and tools

IN Lately HOT is developing new approaches to

self-regulatory labor organization (for example, network or software

targeted) cooperation based on the use of innovative

resources of modern information technologies

The essence of constructing and applying the NOT system is manifested in delegation

increasing volume and variety of tasks and powers

on their implementation by specific performers operating

in real time. In market conditions this limits

or even excludes the possibility of effective hierarchical influence,

which inevitably shifts the center of gravity to the performance level.

It is clear that such an organization stimulates the formation and

application of a wide range of operational tools of the organization

and coordination based on self-organization and mutual initiation.

This approach most fully and comprehensively perceives

mobilizes and uses market resources and competitive conditions

functioning and venture development of the organization based on

expanding and deepening the practice of using activation tools,

mobilization, self-regulation.

Illustration 4.2.4. Organization of distribution companies,

profit sharing.

In market conditions, professional-individual

adaptation of this approach as an independent promising

directions for improvement, formation and application of organizational

tools. This is manifested in the recent

time of growth trend in the value of personal trust of the leader

group of closest specialists, distribution and assignment

they have responsibilities based on testing and evaluation of effectiveness

their personal implementation by one or another employee.

For example, the operational nature of the dispatcher’s work determines

high tension, dynamism and intensity of its organization, which is possible only on the basis of adaptation of individual

employee qualities to the content and features of implementation

technological, commercial or other process. She expresses herself

in the formation and consolidation of adapted tools

self-organization of the employee, ensuring the identification and use

his individual psychophysiological, intellectual,

communication qualities of the individual. In the process of individual

adaptations effectively use such organizational

techniques such as procedural individualization, alternation of activities,

self-relaxation, auto-training, innovative initiation

Given above and used in scientific literature

directions and examples of manifestation of the organization’s tools

allow us to draw a conclusion about the objective-subjective nature, open

the nature of its formation and development, the wide scope of adaptation

and applications. At the same time, the universality of its perception is preserved

and use, ensuring adequacy of interaction

various organizations and performers. This allows targeted

and permanently improve both the tools themselves,

as well as the methodology for their application in various organizations and situations.

The concept presented in this chapter justifies the idea

that, in general, modern organizational tools are

permanently, proactively, specializedly and comprehensively

a developing resource of means of integration, unification and targeted

research and organizational impact on processes

and systems.

On this basis in scientific research and practical activities

tools are usually classified as a complex

mutually adapted, external to the object, theoretical

and practical techniques and means of research and influence,

methods of their application positioned in the palette. In this case it is allowed

the broadest understanding of a specific instrument expression

as a means of external research or influence on the organization.

This approach allows not only to openly and comprehensively classify

established forms of organizational tools, but also

quite clearly and definitely predict the directions, content

and trends in its modernization, improvement and innovation.

Information and methodological block of chapter 4.2

Test tasks

1. Give an example of how you use this or that tool.

2. Analyze the formation of relationships within the toolkit.

3. How are research and impact tools different?

4. Rank the ones shown in Fig. 4.2.2 tools for:

The power of action;

Difficulty of application;

Frequency of use.

5. Give an example of the most common toolkit aggregations

organizations.

6. Compare the use of the organization's tools in situations

appendices 1, 4, and 5.

Addresses of corresponding sites

http://big.spb ru/publications/bigspb/metodology/

org_management.shtml

http://smartpage narod.ru/Russian/Manag.htm

http-//www de.isu.ru/program/progs/prog_10.html

http://www.isea ru/russian/structure/fgu/egu/kurs/egu 13.htm

http://media.karelia ru/~resource/econ/Teor_org/index.htm

1. Valuev S. A. et al. Organizational management. - M.: Oil

and Gas, 1993.

2. Gastev A.K How to work. - M.: Economics, 1966.

3. Zologorov V. Organization and planning of production. - M:

INFRA-M.2001.

4. Kerzhentsev P. M. Principles of organization. - M.: Economics, 1989.

5. Ouchi U. Methods of organizing production: Japanese and American

approaches - M.: Economics, 1984.

6. Pinchot G. and an. The Intelligent Organization. - S.F.: B.K.P., 1996.

7. Taylor F. W. Scientific organization of labor. - M.: Republic, 1992.

8. Scott W. R. and an. Formal Organizations. - S.Fr., 1992.

When constructing a network matrix, three basic concepts are used: work (including wait and dependency), event and path.

Job is a labor process that requires time and resources (for example, assessing the situation, analyzing information). In the diagrams, work is depicted as a solid line with an arrow. The work includes the process of waiting, i.e. a process that does not require labor or resources, but does require time. The waiting process is represented by a dotted line with an arrow indicating the waiting duration above it. The dependence between two or more events indicates that there is no need to spend time and resources, but indicates the presence of a connection between activities (the start of one or more activities depends on the completion of others), depicted by a dotted line with an arrow without indicating time.

Event- this is the result of completing all the work included in this event, allowing you to start all the work coming out of it. On a network matrix, an event is usually depicted as a circle.

Path is a continuous sequence of work, starting from the initial event and ending with the final one. The path that has the longest duration is called critical and is indicated in the matrix by a thickened or double line with an arrow.

Exist general rules building network models, knowledge of which allows you to avoid mistakes.

Rule for designating works. In practice, there are often cases where two or more jobs come out of the same event, are executed in parallel and end with the same event.

No deadlock rule. There should be no dead ends in the network model, i.e. events from which no work comes out, except for the terminating network event.

Rule prohibiting unsecured events. In the network model there should be no events that do not include any work

Delivery picture rule. Delivery is a result that is obtained outside the system, i.e. is not the result of the work of this company.

The rule of organizational and technological connections between works. The network model takes into account only direct connections between jobs or connections through dependencies.

Technological rule building network models. But if it is necessary, for example, to show that a job is preceded by another job, then the model should be depicted differently (with a dash-dot arrow).

To build a network diagram, it is necessary to establish in the technological sequence which works must be completed before the start of this work, which must be started after the completion of this work, which must be completed simultaneously with the completion of this work.

The belonging of a work (arrow) to one or another horizontal “corridor” is determined by its horizontal position or its scale-free horizontal section in this “corridor”. The belonging of the work (arrows) to the vertical “corridor” is determined by the vertical lines that determine the time scale of the matrix.

The duration of each work on the network matrix is ​​determined by the distance between the centers of two events that enclose this work (arrow) in the projection onto the horizontal time axis. The location of each event on the network matrix is ​​determined by the end of the arrow furthest to the right (on the time grid) included in it. All other arrows, less distant to the right of the ordinate, included in the same event, are connected to it by a broken line with an arrow at the end.

The dependence running on the matrix with a slope to the right of the ordinate axis is depicted as a broken broken line with an arrow at the end. The dependence running vertically (its projection onto the horizontal time axis is a point, and therefore the duration is 0) is depicted, as usual, by a dotted arrow. Deviation of arrows to the left from the ordinate axis on the network matrix is ​​not allowed. The length of the wavy line shows the amount of private time reserve.

The most important advantage network matrix is ​​that there is no need to calculate matrix parameters, since they are clearly shown in the figure itself.

However This approach also has its drawbacks- in complex projects, the clarity of the matrix is ​​lost due to the accumulation of work. In this case, it is necessary to break the matrix into parts - create hierarchical structures, move individual blocks of work into auxiliary matrices.

Organizational tools. Network matrices

The problem of increasing the scientific validity of the formation of management systems puts forward the need to use new progressive methods and an effective organizational tool in the process of their design: network matrices, matrices for dividing administrative management tasks, regulations, economic and mathematical models, regulatory materials about management structures, job responsibilities and etc.

The use of network matrices in the management process makes it possible to present this process in a visual form, as well as to identify the features of the situation, the structure necessary work and acceptable means and methods for their implementation, analyze the relationship between performers and work, prepare a scientifically based coordinated plan for performing the entire range of work to solve the task. Such a plan, based on analysis of the network matrix and identification of critical activities, makes it possible to reallocate resources for more efficient use. It also becomes possible, with the help of computer technology, to quickly process large amounts of reporting data and provide company management with timely and comprehensive information about the actual state of work, facilitating the adjustment of decisions made, predicting the progress of work on the critical path and concentrating the attention of managers at various levels on them. Using mathematical apparatus, it is possible to determine the degree of probability of plan implementation and correctly distribute responsibility among the hierarchical levels of management.

The network decision matrix is ​​a graphical image of the management process, where all operations that are necessary to achieve the final goal are shown in a certain technological sequence and interdependence. The network matrix is ​​combined with a calendar-scale time grid, which has horizontal and vertical corridors. Horizontal corridors characterize the management level, structural subdivision or executive, performing one or another operation of the process of preparing, making and implementing a decision; vertical - stages and individual operations of the decision-making process that occur over time.