Introduction

Chapter 1. Efficiency of the management process (concept, different approaches and types of efficiency)

1 The essence of the concept of “management efficiency”

2 Management efficiency criteria

Chapter 2. The essence of management effectiveness assessment

1 Stages of assessment activities

2 Basic approaches to assessing management effectiveness

3 Classification of types of performance assessment. Monitoring

Chapter 3. Efficiency of public administration

1 Assessments of productivity and efficiency of public administration

2 Assessing the effectiveness of government policies and programs

Conclusion

Bibliography

Introduction

Today in our country there are few works in the discipline being studied that are adapted to Russian reality and that would adequately meet the needs of the transformed economy.

Relevance of this topic course work is determined by fundamental transformations in all spheres of social life in Russia and the need to radically rethink the role of management structures at all levels in modern society.

Analyzing the problem of increasing productivity and management efficiency and giving it an adequate assessment is a difficult task. Many scientists do this, using different terminology and methodology, which makes it difficult for different scientific fields to interact and create a unified approach.

Analysis and assessment of management effectiveness is based on interdisciplinary connections and knowledge of such subjects as: management theory, state and municipal management systems, strategic management, personnel management, fundamentals of rule-making, regional economics and management, formation effective structure organizations, etc.

The degree of scientific development of the problem is extremely low. The aspects discussed in this course work in the field of management effectiveness, features of assessing management effectiveness and types of such assessment are reflected in the works of domestic and foreign specialists. It should be noted the works of R. Akof, F. Emery, A. D. Ursul, A. I. Dronov, F. Worthen, J. Sanders, O. V. Simagina.

The object of study of this course work is management efficiency.

The subject of this course work is the assessment of management effectiveness.

The purpose of the study is to analyze the procedure for assessing management effectiveness.

To achieve this goal, the following tasks were solved:

.Study the concept of “management efficiency”.

.Identify the importance of assessing management effectiveness in modern conditions.

.Consider the main approaches to assessing management effectiveness.

.Identify the main criteria for assessing management effectiveness.

.Consider the main types of performance assessment.

.Describe the main indicators characterizing the effectiveness of the management system.

.Get acquainted with the assessment of the effectiveness of public administration.

Chapter 1. Efficiency of the management process (concept, various approaches and types of efficiency)

.1 The essence of the concept of “management efficiency”

In any sphere of human activity, be it material or spiritual production, the key factor that justifies or denies specific forms and methods of this activity is its effectiveness. The term “effectiveness” comes from the Latin effectivus - achieving a certain effect, the desired result, effective measures.

In modern science and practice, there are many approaches to determining the effectiveness of an organization. But, until now, there is no single methodological approach. This is due to the multidimensionality of the category under consideration.

Efficiency is an integral and structured characteristic of an organization’s activities, comprehensively reflecting the success of these activities, in accordance with the mission, goals and objectives of the organization.

It is quite difficult to determine any single criterion for the effectiveness of an organization’s work, suitable for all structures and under any circumstances. But in general view There are four approaches to this issue: achieving set goals, using resources, optimal internal processes and communications, and staff satisfaction.

Usually there are several components of effectiveness that can be assessed quantitatively and qualitatively:

)effectiveness (level of achievement of set goals);

)economy (reduction of costs and expenses);

)economic efficiency (ratio of results and costs);

)degree of impact (direct and indirect consequences of actions).

All approaches to determining the essence of organizational effectiveness can be divided into three groups, which correspond to certain types of effectiveness:

Private economic efficiency of the organization.

Socio-economic efficiency.

Management efficiency.

The latter is determined by comparing management results and resources spent on the management process. Since the late 19th century, productivity has become the most accepted measure for describing the effectiveness of an organization. There is a tendency and identification of these two concepts. Since the beginning of the 20th century, the American nation fell ill with Taylorism , efficiency committees operated in many cities. It took time for Taylorism to be translated into laws. In 1928, the United States developed methods for assessing the effectiveness of public services. In the 80s, during the period of the non-conservative wave, in the industrial developed countries The West has become convinced of the need to reduce costs in the public sector.

The effectiveness of management can be assessed by comparing the profits received and the costs of management. Efficiency is perceived as the very content of managing an organization: “the whole science and the whole art of management consists precisely in effective use resources by administrative organizations."

On modern stage development assessment of management effectiveness is an important problem. There is no way in which the problem can be solved by taking into account all the proposals and without some loss of efficiency. It is often necessary to consider direct and indirect, tangible and intangible, real and monetary benefits and costs. Should be considered externalities . Strict public control over government agencies is necessary.

There are three dimensions of efficiency in government and government:

)implementation of strategic goals (level of ministries and departments);

)implementation of programs/projects (middle and senior management level).

Management efficiency criteria include a number of indicators:

Characterizing the effectiveness of the management system, expressed through the final results of the organization’s activities, and management costs.

Characterizing the content of the organization of the management process, current costs of maintaining the management apparatus, operation technical means, maintenance of buildings and premises, training and management process, current costs for maintaining the management apparatus, operation of technical equipment, maintenance of buildings and premises, training and retraining of management personnel. The normative characteristics of the control apparatus could include the following: productivity, efficiency, adaptability, flexibility, efficiency, reliability.

Characterizing rationality organizational structure and its technical and organizational level. The structures include the level of management system, the level of centralization of management functions, accepted norms of controllability, and the balance of distribution of rights and responsibilities. When assessing the effectiveness of management, it is important to determine the compliance of the management system and its organizational structure of the management object.

1.2 Management efficiency criteria

effective management evaluative organizational

Such criteria are intended to reflect the rationality of the organizational structure of control subsystems. Criteria:

The target validity of the organization and the functioning of management subjects.

Spending time on solving management issues.

The style of functioning of management subjects.

The complexity of organizing management subjects, their subsystems and links.

General (total) economic, social, technical, personnel and other costs for maintaining and ensuring the functioning of the relevant management entities, their subsystems and links.

Since the task of management is to purposefully influence the managed object to ensure the achievement of set goals, the effectiveness of management can be assessed by the degree to which these goals are achieved: by the final results production activities, on the quality of planning, on the efficiency of investments, on increasing the rate of capital turnover, etc. The simplest example is the assessment of management efficiency by the profit level indicator, by the tendency of this indicator to increase or decrease.

Another economic criterion of efficiency, subordinate to the criterion of profitability, is productivity, characterized by indicators of individual and group labor productivity, volume of output, and product quality. This also includes usage indicators. material resources, human resources, introduction of innovations.

Management efficiency is increasingly identified with efficiency: the useful result is compared with the costs of the activity, and among the latter there are distinguished costs that actually affect the achievement of a useful result, as well as inevitable and unjustified losses.

Modern management theory comes to the need, firstly, to harmonize management efficiency indicators with the company's efficiency and productivity indicators; secondly, to the need to take into account the multilateral impact of management on the company, using a set of additional criteria.

Thus, a modern comprehensive analysis of the “output” of an organization, from the point of view of its effectiveness, includes a multilateral consideration of the social and environmental consequences of production activities, the impact of manufactured products or services on the consumer.

Chapter 2. The essence of management effectiveness assessment

.1 Stages of assessment activities

Assessing the effectiveness of management in an organization helps to understand the strengths and weaknesses, compliance with the original plan, whether activities lead to the achievement of planned results, and what changes need to be made to the functioning of the organization to make it more effective.

To assess the management of an organization, it is necessary to determine its goals and objectives; use a systematic approach to collecting and analyzing information; Know clearly what decisions managers should make based on the assessment results. Appraisals are complex and expensive endeavors.

Planning of assessment activities:

Determining the purpose of the assessment.

Identification of information already available in the organization and identification of information gaps.

Developing questions that are expected to be answered during the assessment.

Determination of possible approaches to the structure (model) of the assessment, data collection and analysis, and new sources of information.

Deciding whether it will be an internal or external assessment; Determining the skills and abilities that an individual expert or team needs to conduct an assessment.

Drawing up an approximate schedule and cost estimate.

The assessment should take into account the principles of usefulness, feasibility, compliance with the principles of ethics and legality, accuracy and reliability of information.

The general scheme of the methodology for assessing the effectiveness of activities (and management of activities) is as follows:

ED = R/C x ZO/ZP,

where C is the goal of the activity; R - result of activity; ZO - optimal costs; ZP - productive costs; ED is an indicator of performance efficiency.

Using the methodology of R. Akofa and F. Emery, domestic scientists A. D. Ursul and A. I. Dronov back in the mid-80s proposed a formula for activity efficiency based on taking into account four main parameters of activity: effectiveness, purposefulness, objective significance and efficiency.

ED = C/P x R/C x TO/TD x (RP/Z - RN/ZK),

where ED is the activity efficiency coefficient; T - the purpose of the activity; P - the need to satisfy which the activity is aimed; R - result of activity; TO is the optimal time to implement the target project; TD - actual time spent; Z - total costs; RP - total positive costs; RN - general negative results; ZK is a value that reflects the degree of negative results and includes the effort and resources expended. This formula can be the basis for preparing a methodology for assessing the effectiveness of any activity.

2.2 Basic approaches to assessing management effectiveness

Any of the following approaches may be used to evaluate effectiveness, depending on the circumstances.

Targeted approach. The main criterion for assessing effectiveness is achieving the goal. The use of a target approach is associated with a number of problems:

a) achieving a goal is not easily measurable if organizations do not produce tangible products.

b) attempts to achieve several goals are allowed, and achieving one of them makes it difficult to complete other tasks.

c) the existence of a common set of “official” goals towards which the efforts of all members are directed is controversial.

Systems approach. It involves identifying the main elements “input - process - output” in the system under consideration and the need to adapt it to the conditions of the higher-level system of which it is a part. Any organization is part of an industry, society and, increasingly, the global economy. All of these systems place demands on their parts. Organizations are also required to meet cleanliness requirements environment, ensuring internal stability. An organization cannot simply limit itself to producing products and services that satisfy its customers. It must act in such a way that other important elements of larger systems are satisfied.

Multiparameter approach. It assumes the satisfaction of all those employees and their groups who participate in the activities of the organization. He emphasizes the importance of various group and individual interests in an organization.

The competing ratings model implies that managers should select ratings that emphasize the following components: 1) tight control or flexibility and 2) internal or external factors. Four combinations of these options can be defined:

a leader who values ​​tight control and focuses on the internal environment of the organization will strive for stability and integrity of the organization;

A manager who values ​​control and focuses on the external environment will strive to ensure productivity and efficient use of resources;

a manager who prefers flexibility and is focused on the internal environment of the organization will strive to satisfy and develop employees;

a manager who values ​​flexibility and focuses on the external environment will strive for growth and competitiveness.

According to the competing valuation model, the paradox is that managers must make choices from what appear to be mutually exclusive valuations. Organizations will reflect the acceptability of these baseline assessments.

.3 Classification of types of performance assessment. Monitoring

Evaluation, as opposed to monitoring, measures the broad, long-term impact of an organization and helps identify cause-and-effect relationships between activities and results. Monitoring allows you to determine whether organizational objectives are being met and whether planned performance results are being achieved. Evaluation and monitoring are tools of control. When analyzing the state of the organization, it is necessary to determine how assessment differs from monitoring.

Each can be useful depending on the situation. Evaluation is very diverse and can be carried out at different stages of a program or project, so the evaluation approach can be classified under different classifications depending on the specific situation.

F. Worthen, J. Sanders propose the following classification, which takes into account the work of previous researchers.

Task-oriented approach. An evaluation aimed at identifying the clear goals and objectives of a program or project and determining whether those goals and objectives have been achieved.

Management-oriented approach. Assessment focused on meeting managers' needs for information needed for decision making.

Beneficiary-centered approach. Beneficiary-oriented assessment, the main task of which is to collect information about various “products” necessary for beneficiaries to choose between different products and services.

Expert opinion oriented approach. An evaluation that directly relies on the use of professional expertise in a particular area to determine the quality of a program or service.

Benchmarking-oriented approach. An assessment based on comparing the opposing points of view of various experts.

A participatory approach. An assessment that involves all parties interested in what is being assessed in the process of determining the needs and criteria for the assessment, as well as the information that needs to be collected.

Evaluation that examines the outcome and effectiveness of a program is generally referred to as “summative evaluation.” "Formative assessment" is designed to help organizational leaders make decisions about what changes need to be made to the organization's activities to improve its effectiveness

Classification of assessment types:

Formative assessment: a) needs assessment determines the discrepancy between the desired and actual state of affairs regarding any situation, identifies existing needs and places them in order of priority; b) process assessment aims to describe how an organization actually functions, how its activities lead to the achievement of certain results, and what the organization's strengths and weaknesses are; c) Evaluation of goals and objectives helps determine whether and to what extent an organization is achieving its planned goals and objectives.

Summative evaluation: a) outcome evaluation helps to determine which activities of the organization actually lead to the achievement of the results needed by recipients of services, and helps to avoid activities that seem important at a certain stage of the work, but do not produce the desired results; b) impact assessment identifies changes in the well-being of people/clients/beneficiaries that can be attributed to the organization's activities; c) economic efficiency assessment uses economic methods to assess the ratio of costs and results of an organization’s activities, expressed in in monetary terms, and the ratio of costs and benefits, expressed in costs per unit of result obtained.

It is necessary to select the type of assessment that would correspond to its objectives. In addition to the above methods, modern enterprises The monitoring method has become widespread.

The essence of monitoring is, firstly, to monitor the compliance of planned and actual performance results, intermediate results and problems; secondly, to exercise control in order to prevent undesirable consequences and timely adjustment of policy. Let us note one important prerequisite for effective monitoring - clarity of the goals, objectives, principles and policies of the organization.

Monitoring is the process of regularly collecting and analyzing information in order to monitor and control the progress of any social phenomenon or process. This is a special control system associated with obtaining and analyzing information. This is a kind of policy and at the same time a security system in the organization.

Monitoring provides a process for regularly collecting and analyzing key data (indicators) to determine what changes or progress have been made in the phenomenon or process being studied. The main goal of monitoring is to increase management efficiency and improve activities to identify deviations, correct and solve problems.

Chapter 3. Efficiency of public administration

.1 Assessments of government productivity and efficiency

The state, as the main subject of power, is closely connected with all spheres of public life and represents the main instrument for realizing the interests of the entire society. Here the functions of the state as a management system play a decisive role. Public administration, like the management of a private enterprise, should strive for maximum productivity and efficiency.

Criteria for the effectiveness of public administration:

the degree of compliance of the content and results of the activities of management structures and employees with the parameters determined by senior management;

compliance with established standards;

the degree of influence of management activities on the development of management objects;

the degree of change in the control object in a positive or negative direction;

how much management activity improves people's performance;

volumes of costs of management activities in terms of payback of resources invested in management;

The effectiveness of managerial work is assessed by determining the relationship between the results obtained and the resources expended. In relation to public services, many researchers believe that the efficiency and quality of services, and the ability of the latter to satisfy consumers, should also be included.

Evidence of the successful implementation of the project is represented in dynamics by quantitative data on cost savings, the provision of additional services, independent assessments of the quality of services provided and customer satisfaction.

To implement radical change in society, for decisive economic transformations, a management system adequate to them is needed, which could, on the basis of market relations, government regulation and new moral and ethical positions to ensure production efficiency and meet the needs of the population.

Disadvantage of organization executive power often there is disorder. There are discrepancies in the status and level of remuneration of workers of similar organizational structures, and the absence of established regulations in the subordination of organizational units.

In order to overcome negative trends, it is necessary to provide for priority and consistent provision in the organization of executive power social protection population, strengthening relevant special structures, increasing the status of social criteria in the activities of government bodies. Constant and effective organizational interaction between federal, regional and local government bodies and strict implementation of decisions made must be established. The composition and organizational and legal status of collegial, advisory, expert and other bodies should be streamlined.

As world experience shows, countries with effective and clearly organized institutions of power and control are characterized by high levels of income and great national wealth. The professionalism of the government serves as the basis for the unconditional influence of the executive branch on the processes taking place in society. The approach according to which reforms in different areas of public administration complement each other is increasingly making its way.

The performance of public administration functions is assessed using a system of measurable indicators. For each federal executive body responsible for specific functions of public administration, certain performance indicators are established.

The task set to improve the level of quality of management and services requires identifying the most important factors that influence the work of the government and administration, which allows for further targeted management and regulation of this process. Factors on which the quality of work of government agencies depends include:

The quality of the legislative and regulatory framework in the field of government.

Planning and acceptance system government decisions in the central authorities.

Mechanism of responsibility and accountability of government bodies.

Openness and transparency of budget and financial policies.

Professionalism of managers and employees government agencies.

The use of modern technologies based on our own and foreign experience.

Change management system (reforms and innovations) at the level of public policy, programs and projects.

Many countries, including Russia, already have experience in using means and methods to improve the quality of work of state and local authorities. This is a total quality management system, Q-Mark, the use of the system international standards ISO-9000, etc. In many cases, the issue of improving the quality of work is a priority for government agencies, as this allows solving several problems:

reduce costs;

increase population satisfaction;

streamline work processes.

The main sources of quality in the public sector are:

hard factors: structures and materials;

soft factors: processes and procedures;

human factor: organization personnel.

.2 Assessing the effectiveness of government policies and programs

Constant and dynamic changes in domestic and international political life, as well as the emergence of new needs among the population, have a significant impact on public policy and lead it to modernization, which is radical or evolutionary in nature. We are talking about the need to master the art of change management and use innovation in activities government organizations, which is directly related to increasing the innovative potential of the state.

Any government organization must have a mechanism that is commonly called an “innovation multiplier” (innovation multiplier), which represents a system of tools and conditions for the creation and dissemination of innovations.

We can identify the main factors that determine the essence and nature of changes in public policy, which include:

features of state institutions and cultures;

strategy and priorities of public policy;

civil service management system;

mechanism of communication between authorities.

Public policy evaluation is a set of mechanisms and methods for studying and measuring the actual results of public policies or programs that have been completed or are under implementation, in order to improve them.

The main purpose of evaluation is to collect data and analyze information about final or intermediate results.

Several principles can be identified, the observance of which can improve the implementation of government policies and programs:

Reducing management levels and simplifying organizational structures;

Creation of an effective coordination mechanism and close cooperation between participants in policy implementation;

Providing a certain degree of independence and autonomy to performers;

Systematic evaluation of performance and improvement of the accountability mechanism;

Use of modern management technologies and information and analytical systems.

Public policy has several types of assessments:

)evaluation of the implementation process;

)evaluation of results;

)consequence assessment;

) assessment of economic efficiency.

Programmatic evaluation has several definitions:

Systematically collecting information about the activities, characteristics, and results of a program in order to make informed decisions about its effectiveness.

The process of carefully collecting information about a program or specific aspects of a program in order to make necessary program decisions.

A systematic way to improve a program or project and communicate its results to the general public, which involves the use of procedures that adhere to standards of usefulness.

Assessing policy results involves examining the extent to which set objectives and goals have been achieved, whether planned activities have been fully implemented and relevant indicators have been achieved. Program impact assessment is the most complex type of assessment, although it is increasingly used, especially when studying the effects of economic regulation. Economic efficiency assessment is carried out on the basis of two methods: costs - benefits; costs - efficiency.

After conducting an assessment and presenting its results to the manager, various decisions can be made that affect the fate of the program or policy. There are usually several options: continuing the program, completing the program successfully, modifying the program, terminating the program if it fails.

Currently, many countries focus on several important aspects of public policy evaluation:

the relationship between assessment and auditing and budget development of government organizations;

the impact of assessment on the process of self-training of the organization’s personnel;

the impact of evaluation on the development and management of interdepartmental programs and projects;

the impact of evaluating the mechanisms, methods and means used in public policy on their future choices;

linking evaluation to program performance and results in the public sector;

impact of assessment on the implementation of new management technologies.

One of the effective means of teaching best examples and samples is a benchmarking method that is actively promoted and used in practice in private and government agencies. There is a generally accepted definition: benchmarking is the process of measuring and comparing products, services and work practices with the best competing or homogeneous organizations, firms that are generally accepted world leaders.

Nowadays, special attention is paid to the problems of improving the quality and efficiency of the work of government bodies providing services to the population. This is associated with an increase in demand for various services, an increase in their volume and cost, which creates the need for additional financial expenses, covered mainly by taxes from the population. We have to work in conditions of limited state resources and constant state budget deficits, which is why it is so important to increase the innovative potential of public administration, including through a variety of federal, regional and municipal programs.

The world has accumulated positive experience in increasing the effectiveness of public policy in a number of socially oriented areas.

Environmental protection. In order to obtain maximum effect, the state should intervene selectively. Eliminating distortionary subsidies has three benefits: reduced environmental degradation, greater equity achieved, and fiscal savings. Effective green taxes encourage the use of more clean energy carriers. A shift from income taxes to consumption taxes could be beneficial for the environment and growth. Progressive consumption taxes promote equality and, by encouraging savings, promote economic growth. In world practice, the use of specialized environmental assessment (expertise) when making government decisions is widespread.

One of the main dilemmas in evaluation government programs and politics is that in a democratic state they must meet two main criteria: to be economically efficient and to ensure a fair distribution of public funds, which often leads to a conflict situation, especially when priorities are chosen based on different values ​​and interests. As a result, difficulties arise, both political and technical, which significantly complicates the procedure for assessment studies, and often the refusal to conduct them.

Policy evaluation is effective only if it is based on properly conducted evaluation studies, representing a set of scientific methods for collecting and systematizing information, as well as its analysis.

The main tools and means used in conducting assessment studies can be divided into two main groups.

Scientific methods of assessment.

Analysis methods:

analysis models “benefits - costs”, “benefits - efficiency”, “benefits - results”;

modeling and scenario development (simulation) social processes;

analysis and evaluation in conducting pilot projects and experiments;

analysis of social indicators and statistical data;

comparative analysis;

research of specific examples and situations (cases).

Data collection methods:

open and covert surveillance;

conducting sociological research;

survey;

interviewing;

focus group discussion;

content analysis;

consultation and assessment of experts (Delphi method).

Traditional (public) forms of assessment:

interdepartmental meetings to assess possible results;

stakeholder consultations;

parliamentary hearings;

reports from government leaders;

control commissions and inspections;

government audit;

budget development and analysis;

assessment by professional associations, media, etc.

Special attention currently devoted to this effective tool, as an impact analysis - a relatively new rule, actively developed recently and widely used in the work of government agencies, especially federal ministries and departments involved in the development of public policies and targeted programs. The term “influence” refers to the targeted impact on various spheres of public life on the part of state administrative structures in the process of implementing a policy/program.

Conclusion

Thus, assessing the effectiveness of management is an important element in the development of design and planning decisions, which makes it possible to determine the level of progressiveness of the current structure, projects being developed or planned activities, and is carried out with the aim of choosing the most rational option for the structure or a method for improving it. The effectiveness of the organizational structure should be assessed at the design stage, when analyzing the management structures of existing organizations to plan and implement measures to improve management.

During the writing of this course work, the procedure for assessing management effectiveness was investigated and analyzed.

Based on the materials collected during the study of this topic, in accordance with the purpose and objectives of this course work, the following conclusions can be drawn:

Management effectiveness is the performance of a specific management system, which is reflected in various indicators of both the management object and the management activity itself (the subject of management), and these indicators have both quantitative and qualitative characteristics.

Assessing the effectiveness of management in an organization helps to understand the strengths and weaknesses, compliance with the original plan, whether activities lead to the achievement of planned results, and what changes need to be made to the functioning of the organization to make it more effective.

The information obtained during the assessment allows you to make balanced, informed decisions about organizational development. Assessment can be useful at various stages of an organization's functioning.

There are 3 approaches to assessment, the choice of which depends on the circumstances. These are the target approach, the systems approach, the multivariable approach and the competing assessment model.

A comprehensive set of criteria for the effectiveness of the management system is formed taking into account two directions for assessing its functioning:

according to the degree of compliance of the achieved results with the established goals of the production and economic organization;

according to the degree of compliance of the process of system functioning with the objective requirements for its content of the organization and results.

The criterion for effectiveness when comparing different options for an organizational structure is the possibility of the most complete and sustainable achievement of the final goals of the management system at relatively lower costs for its operation.

These criteria are intended to reflect the rationality of the organizational structure of control subsystems:

The target validity of the organization and the functioning of management subjects.

Spending time on solving management issues.

The style of functioning of management subjects.

The complexity of organizing management subjects, their subsystems and links.

General economic, social, technical, personnel and other costs for maintaining and ensuring the functioning of the relevant management entities, their subsystems and links.

Among the main types of management effectiveness assessment are:

Monitoring, which is the process of regularly collecting and analyzing information in order to monitor and control the progress of development of any social phenomenon or process, including assessing the effectiveness of management.

A summative assessment, which includes an assessment of results, an assessment of impact, and an assessment of the economic performance of the management apparatus.

Formative assessment, consisting of a needs assessment, an assessment of the management process, and an assessment of goals and objectives.

To assess the effectiveness of management, it is important to determine the compliance of the management system and its organizational structure with the management object. This is expressed in the balance of the composition of management functions and goals, the correspondence of the number of employees to the volume and complexity of work, the completeness of provision of the required information, the provision of technological means management processes, taking into account their nomenclature.

The state, as the main subject of power, is closely connected with all spheres of public life and represents the main instrument for realizing the interests of the entire society. Here the functions of the state as a management system play a decisive role. Public administration, like the management of a private enterprise, should strive for maximum productivity and efficiency.

To implement radical changes in society, for decisive economic transformations, a management system adequate to them is needed, which could, on the basis of market relations, government regulation and new moral and ethical positions, ensure production efficiency and satisfy the needs of the population. And in order to choose the direction of further movement and sum up the results of the work done, an established, adequate and coordinated mechanism for assessing the effectiveness of management, elaborating the results of such an assessment, formulating recommendations and promptly applying these results in further activities is necessary.

Criteria and assessments of the effectiveness of public administration and government structures at the scientific level began to be developed recently. Scientists are trying to bring them together unified system, to give harmony, to highlight patterns, to substantiate the theory of the effectiveness of government management. Scientific analysis in this area exists in separate fragments, presented in various scientific disciplines.

This is due to the complexity, breadth of the problem being studied, and the political sensitivity of the conclusions. However, recently the aspect of the effectiveness of state power has received significant attention in our literature. Evaluative and comparative judgments regarding the effectiveness of government are expressed very often, relying, as if for granted, on certain universal human measures of effectiveness. In this regard, I would like to emphasize that such measures should be of a specific historical nature and be associated, first of all, with the civilizational framework and conditions for the exercise of state power.

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Currently, there is no single approach to assessing the effectiveness of company management. Due to the fact that in practice the dimension of assessments is quite large, and quantitative comparisons of the parameters of the managed object (company) are often impossible, it is not possible to assess all aspects of management. Therefore, in a number of cases, assessment of management efficiency is limited to an analysis of the financial and economic condition of the company. Since the task of management is to purposefully influence the managed object to ensure the achievement of set goals, the effectiveness of management can be assessed by the degree of achievement of these goals: by the final results of production activities (in terms of profit level), by the quality of planning (improving budgeting indicators), by the efficiency of investments ( return on capital), increasing the rate of capital turnover, etc. The simplest example is the assessment of management efficiency by the profit level indicator, by the tendency of this indicator to increase or decrease. That is, if we evaluate the compliance of the company’s performance with the actions of management, then the resulting indicator will be a criterion for the economic efficiency of management. More difficult economic analysis The effectiveness of a firm's management involves evaluating the firm's performance using comparative indicators that are reflected in the firm's financial statements.

Thus, historically, profitability is considered to be the main criterion for the economic efficiency of management. Another economic criterion of efficiency, subordinate to the criterion of profitability, is productivity, characterized by indicators of individual and group labor productivity, volume of output, and product quality. This also includes indicators of the use of material resources (indicators of balance of inventories, current direct and overhead costs, etc.), human resources (costs of hiring labor, training and advanced training, labor organization indicators), introduction of innovations (availability of appropriate capacity, production reserves). At the same time, the presence of several decision options in the management organization raises the question of comparing results with costs. This comparison becomes increasingly necessary as freedom of choice grows, on the one hand, and with the intensification of resource use, on the other. In this interpretation, management efficiency is increasingly identified with efficiency: the useful result is compared with the costs of the activity, and among the latter there are distinguished costs that actually affect the achievement of a useful result, as well as inevitable (foreseen) and unjustified losses. Also, the effectiveness of management can be expressed and assessed not only by the final economic results of the entire company, but also by such parameters as the speed of decision-making and implementation of specific steps, the return on implementation of the decision, measured in cost terms. To determine the effectiveness of a particular solution, you can compare planned and actual “inputs” and “outputs” and measure the resulting return from the decision, i.e. the relationship between "output" and "input". The effectiveness of the intra-company management system is determined in this case as economic effect from acceptance management decisions. Because management is informational in nature, then information also represents the result of an action, and therefore is the “output” of the control system. In addition, the effectiveness of management is determined by the effectiveness of the functioning and use of each element of the management system - the rationality of the structure, the use of scientific, advanced management methods, speed, completeness of information services, the qualifications of management personnel, and their ability to creatively approach solving specific management problems.

Management efficiency criteria are closely related to the company's goals. The specificity of management is that the development of goals is a function of management itself, and their implementation is carried out both within the framework of the functioning of management and within the framework of the managed object. Among the socio-economic criteria for the effectiveness of an organization are usually called: stability (production, structure, market position), growth (rate of growth of production, number of employees, number of innovations), the ability of the organization to adapt to changes external environment(the relationship between indicators of the external environment and the organization’s activities).

The effectiveness of an organization largely depends on its ability to plan its activities on a long-term scale and predict future changes. This allows you to minimize risk to a certain extent in an unstable economy. The analysis of socio-psychological aspects is carried out on the basis of criteria for personnel motivation, characteristics of the moral climate (quantity and quality of cross-functional communications, flexibility of the promotion system, powers of employees and their responsibility, degree of satisfaction from the work performed, etc.). Thus, modern theory management comes to the need, firstly, to harmonize management efficiency indicators with the company’s efficiency and productivity indicators; secondly, to the need to take into account the multilateral impact of management on the company, using a set of additional criteria. Then the management system and its effectiveness is considered not at one, but at three levels:

As an organic part of a higher system.

As an independent integral system.

As a concentration of components included in this system, with their specific properties.

In this case, the effectiveness of management at the first level can be expressed through the performance of the company, since the result of management activities is manifested indirectly through the results of the entire organization, in its relationship with the external environment. At the second level, the effectiveness of the control system is expressed through the characteristics of its ability to act independently, i.e. to solving the problems immediately facing it and achieving its goals. At the third level, the effectiveness of the system components is highlighted. It is here that can be considered in specific forms the functioning of the forces and means included in the system both in technical-organizational and socio-psychological terms. In practice, the effectiveness of the third level can be reduced to the effectiveness of managerial labor and its means.

The product of management activity is also three-dimensional.

Firstly, it acts as final, in the form of one or another production efficiency, and is nothing more than the result of the efficiency of the functioning of management objects and the management activity itself.

Secondly, it acts as an intermediate one, in the form of quality and efficiency of the management system as a whole.

Thirdly, it is the embodiment of the quality of performance of functions and stages of managerial work, the nature of the use of available forces and means of management. Analysis of existing theoretical and practical approaches to assessing management efficiency within a company allows us to highlight the following areas of analysis of various aspects of efficiency as components of overall management effectiveness: Economic indicators of management effectiveness. Efficiency in ensuring external and internal social policies; relationship between the goals of the company and society.

Efficiency of management as a self-regulating system; adaptability to requirements scientific and technological progress, changes in social conditions of production. Information system efficiency; Information Support management and management influence on the company. Thus, a modern comprehensive analysis of a company’s “output” from the point of view of its efficiency includes multilateral consideration of the social and environmental consequences of production activities, the impact of manufactured products or services on the consumer, etc. An analysis of scientific developments shows that the authors constantly tried to find a criterion for assessing effectiveness. In 1939, Bernard argued that the desire to cooperate, the ability to communicate, and the existence and endorsement of a purpose are essential to the survival of an organization.

In 1954, Peter Drucker outlined 7 key success factors that a firm must track to be effective. These are consumer demand satisfaction, social responsibility, employee performance, management effectiveness, internal productivity, staff morale, management training, operating budgets, innovation. In 1986, Peters and Waterman, in the book "The Quest for Effective Management," identified 8 factors that characterize exemplary US firms: commitment to their business (product research), action orientation, customer-oriented, connection to life, value leadership (tradition). proximity to production), simplicity of form, modest management staff, productivity of each person (attitude towards a person as a source of quality and productivity), freedom and rigidity at the same time (in the organizational structure they combine centralized and decentralized rigidity in relation to important things, loyalty in the rest), independence and entrepreneurship. Summarizing these studies, D. Scott Sink in 1989 names seven main efficiency factors: efficiency, economy, quality, productivity, quality working life, profitability, innovation. Efficiency is the degree to which a company achieves its goals. The following indicators are usually used for evaluation: Timeliness; Quantity; Quality.

To measure effectiveness, one compares what one intended to do with what was actually achieved (resources are usually not taken into account, since they do not appear as a goal). Profitability is an indicator characterizing the effectiveness of an organizational system in relation to costs. Determined by the ratio of resources to be consumed to resources actually consumed, i.e. the ratio of normative and actual resources used for management in the company. In practice, the task of determining a measure of efficiency comes down to the most complete step-by-step accounting of management costs. Thus, one-time capital and operating (current) costs and inevitable overhead costs must be taken into account. At the same time, the costs of developing a control system should be taken into account, including experimental costs for its implementation and operation, possible correction and subsequent dismantling. Only such comprehensive accounting will allow one to assess the actual efficiency of the control system. Quality is the degree to which a company meets the requirements necessary to produce the product to be used. Quality assessment is associated with the concept of qualitative characteristics or specific properties that are laid down during the design and creation of a product and are confirmed during testing and operation. The quality characteristics of a product/service are the following: Is the product produced and delivered as required? Is the buyer satisfied with the product? Will the product do what it is intended to do? Productivity is the ratio of the amount of a firm's output and the amount of costs to produce the corresponding product.

The quality of working life is the reaction of people to working conditions and the psychological climate in the company. Characteristics of the company that can affect labor productivity, staff turnover, downtime, etc. are assessed. Organizational management sets itself the task of ensuring “satisfaction” of employees, creating a sense of security and confidence. Profitability is the ratio between gross revenues and total costs. Profitability characterizes the relationship between financial results and the nature of their use. Innovations - creative process adaptation of the company to external and internal requirements, requests, changes. It is the process of maintaining product suitability from the consumer's point of view.

In modern conditions of increasing complexity of production and the economy as a whole, the increasing role of scientific and technological progress, increased competition, the need to take into account in the management process factors associated with the use of raw materials and energy resources and the impact on the environment, the final results of a company’s activities depend on the rationality of the structure and efficiency management processes in all its elements and subsystems. In our opinion, in the most general sense, assessment of management effectiveness should include a combination of various methods, which will allow us to obtain the most complete assessment of the effectiveness of facility management. In this article, assessing the effectiveness of facility management is examined using the example of a company whose main activities take place in divisions founded to achieve specific goals.

1. DIVISION OF AN OBJECT INTO SUBSYSTEMS AND THEIR RELATIONSHIP

A separately considered unit is an economic mechanism and reflects the unity of its production and economic activities. In each of them, work is organized on the basis of centralized management on the part of the company or on a collective basis, based on general meeting. Other forms of organization and production management are also possible. As an object of management, a company is a dynamically developing system, the specified elements (divisions) of which are interconnected and interdependent.

Within the company, some divisions are united by a single production process, and therefore the connections between them are not broken. Only economic relations and management relations change. It should be taken into account that a certain independence of the company's divisions gives them the right to use available production capacity for the production and subsequent sale of products not only within, but also outside the organization. Market relations arise between divisions and marketing activities are organized. The procedure for organizing and performing production planning work within divisions is established by each of them independently. This dictates that they need to make and ensure implementation of decisions on developed programs, tasks and contractual obligations more responsibly. The management personnel of such departments establishes contractual relationships with the company’s support and service departments. In conditions of decentralization of management, each division develops its own production program, which includes contractual obligations for the company and possible orders from third-party enterprises and organizations.

Divisions establish contractual relationships with the company, among themselves, with sales, supply, technical service services, and with third-party organizations. Moreover, contractual obligations between them may change if it is possible to conclude more profitable deals. Independent divisions are more actively establishing partnerships with private, including foreign, organizations. This makes it possible to more clearly delineate the rights and responsibilities of department teams both for their own and for the final results of the company’s work. Solutions to improve production efficiency in strategic plan are accepted both by the management of the departments and the company as a whole. Production plans developed in a company cannot be rigid in nature, since market conditions must take into account changes in the real situation both outside and inside the company. Since there is a tendency towards greater decentralization in the organization of the management process in a company, the role of production departments in decision-making on production planning issues is increasing. In conditions of decentralization, it is necessary, when assessing, to differentiate the powers of divisions by management levels in order to achieve the goals set by the company. Increasing the independence of divisions increases the importance of the coordination function on the part of the central management of the company, carried out with the aim of ensuring the coordinated work of divisions and services and preventing the concentration of their activities in their own interests to the detriment of society as a whole. In the company, the formation of an integrated production program is carried out by central management. It also monitors and coordinates the fulfillment by production units of the obligations assumed under the contracts. In the course of the company’s activities, certain economic relations and management relations, which reflect the connections between direct producers of products, management personnel and the organization of joint activities of production participants.

The ultimate goals for the company as a whole and each division determine the direction of transformation of the relations between production and management and thereby the requirements for the organizational structure and management process. As already indicated, the fulfillment of these goals in the process of managing a company is achieved by purposefully influencing teams of departments and individual employees, and coordinating their activities. In practice, department heads have to make decisions themselves, in accordance with the interests of nearby objects (divisions). The place of a senior manager in resolving a number of issues becomes less important. More attention is paid to individual solutions. Decision making In order to identify the factors influencing the decision-making process, we will consider it from the most general positions. Psychologists have found that the decision itself is not a process of creative activity. It turns out that decision-making is preceded by a process of analysis, which shapes and predetermines the direction of the decision. This stage, which can be called “predecision,” includes the following elements: motivation, that is, the desire or need to do something. Motivation determines the purpose of an action using all past experiences, including results; the possibility of ambiguous interpretation of the results; the possibility of ambiguity in ways to achieve goals, that is, freedom of choice. After this preliminary stage, the actual decision-making stage follows. But the process does not end there, because... Usually, after making a decision, evaluation of the results and adjustment of actions follows. Thus, decision making should not be perceived as a one-time act, but as a sequential process. The provisions put forward above are of a fairly general nature. The following diagram of the decision-making process will be closer to assessing the effectiveness of all stages of decision-making.

This scheme includes the following components: analysis of the initial situation; analysis of choice possibilities; choice of solution; assessment of the consequences of the decision and its adjustment. Goals Management purposefully influences not only teams, but also production processes, which can be presented in various forms and carried out by various methods. On forms of organization production process influenced by the degree of automation of production and the emerging relationships between people in this process. Regardless of the forms of organization and location of production processes, management connects them into a single targeted flow covering all levels of production: divisions, sections, production lines, teams, workplaces.

In addition, the management of the company is carried out on the basis of planning (goal setting), organization of work (management), coordination, motivation of work, monitoring the implementation of decisions and regulating the progress of production. Production units operate and develop in accordance with certain goals, i.e., the driving motives of production that determine the nature and systemic ordering of the activities of the teams of each of them. The organization as a whole is characterized by a main (strategic, global) goal that determines the direction of its functioning in accordance with the selected or established assortment, output volume and product quality. The implementation of this goal requires a clear definition of specific tasks for department teams, as well as the appropriate resources and measures for their implementation.

Goals and objectives are the final milestones towards which the activities of the unit’s team are aimed. Each department may have its own tasks, but they must contribute to the achievement of the company's goals. In practice, goals and objectives are identical in terms of the final results of implementation. The task can be represented as the final result of the implementation of the production program, and the goal as quantitative and qualitative indicators of the work of the company and its divisions. The criteria for the effectiveness of company management are closely related to the goals of the company, just as production efficiency is related to the achievement of production goals. Depending on the degree of achievement of the goal, we can talk about full or partial effectiveness. The assessment is based on a comparison of the expected (potential) and actual effectiveness. The rationale for the proposed assessment should include both primary and secondary results (intended and unintended). Since collective activities of workers are carried out in departments, each goal set is a group goal.

In this regard, it is important that the goal is known to every employee in a form that allows its achievement to be verified and thereby measured the effectiveness and efficiency of the team. Naturally, the company's goals themselves are subject to assessment. Therefore, the attention of each manager in the areas of management activity when formulating goals should be concentrated on achieving the most significant, significant results of their implementation.

In this regard, goals must satisfy the following requirements: arouse determination and perseverance among performers in achieving them; be firm, but changeable if necessary; be realistic, fair and achievable; correspond to the actual labor intensity of workers; provide rewards or punishments based on the results of their implementation.

The tasks of each division may be different, but the main management goal remains the same for each of them: unconditional execution a given production program for product release and at the same time achieving minimal costs of materials, labor, time and money. The implementation of goals and objectives in each of the divisions of the main production requires clear and strict regulation of their work, coordinated interaction labor collectives for the manufacture of products. This is achieved by studying the actual state of production and developing appropriate solutions. Any department in each planning period is characterized by a certain production situation, which directly affects the achievement of the set goal. This situation cannot be ignored. Therefore, an important factor in the management process is to assess the actual state of production in each department and determine ways to overcome the contradictions that arise during production between the goal and the current production situation. In accordance with this, specific tasks of each department are determined, which take into account the maximum possibilities for achieving the set goals. It combines two aspects of assessment: financial and management analysis. The next stage of the management process is the development and adoption of management decisions in which contradictions are eliminated and ways are outlined organizational support to complete assigned tasks.

The practical implementation of the management process is expressed in the formation production programs units and continuous monitoring of their implementation. First part specified works refers to production planning, which is carried out in accordance with established planning periods (once per quarter, month, week, day, shift). The second is associated with monitoring the implementation of planned tasks, with the collection and use of the information received to regulate the progress of production. To plan and regulate production, information is required about the preparation of production, about the goals and specific tasks of production units and about the state of the production process, obtained during the implementation of production programs by units.

The main purpose of the management system is to ensure the effective functioning of the organization. Hence, the corresponding criterion for the effectiveness of management itself is the degree to which the goal is achieved. Other management goals include, for example, the following: improvement of the organizational structure of production management in connection with the creation of automated jobs for management specialists, economists, and accountants; retraining of personnel of functional services of departments; organizing and equipping the apparatus with qualified personnel so that this contributes to increasing the efficiency of production and management; elimination of unproductive losses of time of workers and employees, etc.

There are two types of economic strategies for achieving goals.

The first strategy is associated with large investments in fixed capital, a long payback period, and a decrease in profits - massive renewal of fixed capital; improvement and technical development of production; minimizing production costs; updating the product range; expansion of market share; innovative R&D research.

Strategy two is a strategy for maximizing production costs for consumption, a strategy for investing capital; R&D simulation programming. Leader, manager Undoubtedly, one of the significant aspects of assessing the effectiveness of company management is the work of the manager. Since all decisions are made on the basis of information available to the manager (at various levels), each assessment should reflect the level and dynamics of the manager's knowledge about the set of acceptable decisions and the effectiveness of the decision made.

A manager is a highly qualified specialist in the field of production management, providing organization and guidance to the efforts of management personnel to achieve their goals. The main areas of activity of managers in production management are economic planning and organizational and managerial. Despite the spread automated systems management (ACS), the final stage - making the final decision - belongs to the person - the leader, the manager. The need for the participation of management personnel in decision-making is determined by the fact that only a person (and this is, as a rule, a manager) who is a qualified specialist in production management has the ability to foresee possible ways of their implementation, can objectively evaluate the decision options prepared on the automated control system and choose one from them, which is more consistent with the peculiarities of production in each division and for the company as a whole. When assessing the effectiveness of management of a particular unit by a specific leader (manager), the following performance indicators should be assessed: orientation in production and management problems, ability to solve them; focus on the expected results, and not just on your daily activities; managing the change process during production; vision of global (prospective) problems of the company and production management; ability to communicate; activities based on trust in people, flexibility in managing people and the ability to take risks; improving the company and its work methods, identifying and eliminating shortcomings in production management; desire for active activity (not standing still); manifestation of rationality and common sense in work; participation in solving problems that arise during production management, finding ways to solve them; self-confidence, active participation in discussions on issues of organization and production management; the ability to provide mutual support for the efforts of specialists in the field of production and management; the ability to react, approach a problem from different angles and subjugate the situation; the ability to come up with new ideas and justify them; flexibility and the ability to adapt and change when the situation changes unexpectedly. Information aspect As mentioned above, the decision-making process is based on the analysis of information. The main activity of the company is the transformation of objects of labor into finished products. In each of the interconnected divisions of the main production, workers and employees, united in appropriate teams, participate in the production process and realize the goals set for them. Here production and information processes are directly combined. If the first of these represents production labor, then the result information process is the development of solutions that ensure clear organization, consistency in work between departments, production sites, teams and workers directly, and regulatory regulation of their actions to implement a given production program. These decisions, being the essence of management, influence organized teams of people to achieve their goals. The process of recording data and accumulating information about the results of the work of production preparation departments, as well as its transfer and processing to production management bodies, takes place on a daily basis and almost continuously. Particularly complex and time-consuming and, what is very important, responsible work in this process is the timely registration of information at the places of its occurrence in departments. The complexity of this work lies in the fact that information is varied in form and content and accumulates like an avalanche from the beginning of the company's work. Registration of information can be carried out either documentary, which is quite labor-intensive, or using computer technology, which greatly simplifies the assessment process.

In modern conditions of intensive development of automation of the management process, the use of new forms of information technologies ensures sufficient completeness, quality and timeliness of information for the preparation and development of management decisions. This makes it possible to regulate production progress in real time and prevent critical deviations from the planned trajectory of the process.

It should be noted that this same information serves as an integral part of the process of forming new production programs and operational tasks for the next planning period. External and internal factors Decision-making on company management is influenced by economic, scientific, technical, organizational, production, social, environmental and other factors. Some of them are not controlled by the company, but have a significant impact on its production and economic activity. These are external factors. The main ones are related to the impact of the market. Thus, demand, consumer requirements for manufactured products, the capabilities of competitors in producing similar products, the conditions of suppliers of raw materials, materials, components, the capabilities and requirements of investors determine the economic position of the company. IN socially factors related to the labor market must be taken into account. In the field of ecology - legislative and regulatory environmental requirements. Factors of state and municipal influence in terms of the legislative conditions of their activities have a certain influence on the production activities of the organization. The strategy for managing the production and economic activities of an organization, developed on the basis of the influence of external factors, determines the volume and rate of growth (decrease) in product production, the volume of investments in production development, development of new products, expansion of output and improvement of the quality of mass-produced products. Also, the final results of a company's production activities are influenced by internal factors. These factors characterize the internal state and functioning of the company and each division. Internal factors influence the process of implementing the development strategy and management of the company. These include factors of scientific, technical and organizational development of production, characterizing the volume of investment in R&D, advanced technologies, increasing the level of specialization, cooperation, concentration and automation of production, and improving labor organization. Important in modern conditions, factors of decentralization and automation of production management are acquiring. In social and economically the main internal factors are the volume of costs for payment and improvement of working conditions, training and meeting the social needs of personnel. In the field of preserving the ecological environment, internal factors include the volume of costs for environmental protection measures and compliance with environmental requirements for the production and operation of products. The listed external and internal factors, depending on the specific conditions and characteristics of the organization’s functioning, can be clarified, supplemented, detailed, determined by volumes in rubles, in the number (number) of units, coefficients (ratios), shares (percentages) and other indicators.

2. MANAGEMENT ORGANIZATION

Existing studies of the management process are limited to assessments of the performance results of a given management organization, which, in our opinion, is analogous only to diagnosing a patient, and not to identifying the cause of the disease. It is in order to be able to point out opportunities for improving management efficiency that it is necessary to analyze all stages of decision-making - the foundations of the management process. We must not forget about the factors (internal and external) that influence the adoption of specific decisions. It is no secret that in some cases the influence of the external environment is a fundamental factor that is not included in traditional performance assessments.

Only in this case will it be possible to evaluate the effectiveness of management at each stage of implementation: from the motivation for making a particular decision to obtaining specific performance results. Management functions characterize the division and specialization of labor in the field of management and determine the main stages of the implementation of influences on people's relationships in the production process.

The main (general) functions of production management are: organization, regulation, planning, coordination, motivation, control and regulation. The implementation of adopted management decisions requires appropriate organizational support, which is accompanied by regulation of the work of departments, the creation regulatory framework planning, instructing performers, organizing interaction (coordinating work) of units and levels of production management. The above actions of management personnel should provide for a certain degree of responsibility of department heads and their functional bodies for possible failure to fulfill production programs and assignments. In this regard, there is a need for each participant in the production process to observe strict discipline in the timely completion of work, as well as constant monitoring and regulation of production progress. The function of an organization is related to the management system, characterizing its inherent properties, structure, composition, relationship and process of interaction of elements. In relation to a company, the organizational function primarily reflects the structure of the managed and managing objects that ensure the production process and the targeted impact on the team of people implementing this process. The company as a form of existence of an object has the property of dynamism, which is confirmed by the continuous process of implementation new technology, technology, increasing the level of control automation. The company and the management system are closely interconnected. In each division, the improvement of the company is accompanied by the improvement of the management system and, conversely, the need to improve the management system causes the priority work to improve the organization of the business process. If this condition is not adhered to, a disproportion may arise between the levels of the company’s organization and the management system.

Management organization is a set of techniques and methods for the rational combination of elements and links of the control system and its relationship with the managed object (company) and other control systems in time and space. In this sense, management organization ensures the creation of the most favorable conditions for achieving set goals within a specified period of time with minimal expenditure of production resources. We can also highlight one more meaning of the organization’s function, which relates to the organization of the work of individual management units and the direct executors of management decisions.

This type of organizational function acquires particular significance in cases where, when performing decisions made the actions of these units and individual performers go beyond the scope of regulations, approved instructions, methods and require operational organization of work. An organizational management structure that promotes rapid innovation plays a more important role in improving a firm's performance than the concentration of production and the firm's financial resources. Equally important are targeted changes in the structure of employment and personnel qualifications, training and efficient use of management personnel, and the availability of specialists in the field of technical development, marketing, and finance. Based on the foregoing, the production management process can be represented as a set of sequential actions of management personnel to determine goals for management objects and their actual state based on the registration and processing of relevant information, the formation and approval (decision making) of economically sound production programs and operational tasks. Procedures for communicating decisions made to executors, organizing and coordinating the work of all departments involved in the production process and, if necessary, regulating the progress of production are the final stage of the management process.

3. CONTROL SYSTEM FUNCTIONS

Motivation function

An important component of the management process, and in particular decision-making, is the function of motivation to action. Typically, people use the firm as a whole, and especially the division in which they work, to further their interests.

The motivation function influences the team in the form of incentives for effective work, social influence, collective and individual incentive measures, etc. These forms of influence activate the work of management bodies and increase the efficiency of the entire management system of the company. The efficiency of production and management largely depends on the coincidence of interests of the unit and those working in it.

To analyze the combination of interests of workers and the company, it is necessary to assess the degree of involvement of workers in the management process. For this purpose, indicators such as: the degree of influence of workers on solving management problems, including participation in profits, employment stabilization programs, quality improvement, and decision-making are assessed; the presence of joint working groups, which include representatives of all categories of interested specialists; introduction of new forms of production organization and management methods into practice, starting with changes in the process of introducing management innovations; the introduction of new forms of control by the people who use them in their daily work; the presence of progressive organizational changes, such as a production management system based on the “just in time” principle, the introduction of new production lines (sections), the organization of an effective system for servicing consumers, manufactured products, etc.

Planning function

Among all management functions, planning occupies a central place, since it is intended to strictly regulate the behavior of an object in the process of achieving its goals. The planning function involves defining specific tasks for each department for various planning periods and developing production programs. Product release programs developed on the basis of calendar-planned production movement standards provide for the fullest use of advanced equipment and technology, production capacity organization, material and moral incentives to increase labor productivity.

In this aspect, planning acquires important economic importance, since when forming production programs it is necessary to take into account all types of available resources, the cost of their acquisition, supply, distribution and rational use. Here there is a need to find the most economical, optimal solutions to achieve set goals with minimal costs or losses. For this purpose, economic and mathematical methods are used, with the help of which various options management decisions.

Planning has a direct impact on the level of activation of the management apparatus. High quality developed programs, especially with the help of economic and mathematical methods, their strict coordination across all divisions of the organization, consistency with the available material, financial and labor resources allows you to manage production most efficiently.

Normalization function

The standardization function should be considered as a process of developing scientifically based calculated values ​​that establish quantitative and qualitative assessment various elements used in the production and management process. This function influences the behavior of the object, disciplines the development and implementation of production tasks with clear and strict standards, ensuring a uniform and rhythmic progress of production and its high efficiency.

Calendar planning standards calculated using this function serve as the basis for planning, determine the duration and order of movement of objects of labor in the production process. At the same time, the company and its divisions create and operate standards that determine the technical level of products (standards and technical specifications), regulatory documents characterizing the rights and responsibilities of various management levels, forming the rules of behavior of the object as a whole (instructions, methods), etc.

In this understanding, rationing refers to the function of organizing the economic process. Consequently, the functions of organization and regulation are dual in nature. Thus, the organization function characterizes the creation (improvement) of a management system, and at the stage of organizing work it is implemented through direct production management.

The normalization function is implemented using regulatory documents, instructions when creating a management system, and the developed calendar and planning standards are used when planning production activities.

Coordination function

The coordination function is carried out in order to ensure coordinated and well-coordinated work of the production and functional divisions of the company and its divisions participating in the process of fulfilling planned tasks. This function is implemented in the form of influence on the team of people involved in the production process from the managers and functional services of departments that regularly and promptly coordinate their activities.

Regulation function

Regulation is directly related to the functions of coordination and control. During production, developed programs are exposed to the influence of the internal and external environment, resulting in disturbances in the process of their execution. In the process of implementing the regulatory function, the impact on the team of people involved in production is carried out through the adoption of operational measures to prevent and, if this fails, then to eliminate identified deviations and interruptions in the course of production. At the same time, coordination of the current work of interconnected production units is carried out in order to ensure the rhythmic progress of production.

Control function

The control function is manifested in the form of influencing a team of people by identifying, summarizing, analyzing the results of production activities of each division and bringing them to managers and management services in order to prepare management decisions. This function is implemented on the basis of information about the progress of planned tasks (operational, statistical, accounting), identifying deviations from established performance indicators (monitoring the execution of tasks) and analyzing the causes of deviations.

The functions of control and regulation in the process of production management serve as flexible tools, with the help of which the progress of production is continuously (in real time for each department) limited to the strict framework provided for by the plan. The listed functions complement and combine with each other; in aggregate and interconnection, they form a management cycle and reflect the content of daily production management.

It should be noted that the functions of organization, regulation, motivation, specific for certain production conditions, are more resistant to the influence of the internal and external environment and therefore do not change over a relatively long period. Next, you can divide the control system into subsystems.

For each of the main divisions, four main functional subsystems can be distinguished: Economic activity management. Management of technological preparation of production. Operational production management. Personnel Management. From the given characteristics of management functions it follows that each of them has a certain place and significance in the management process, they are all interconnected and complement each other when developing management decisions. The implementation of production management functions on the scale of the company and each division is carried out under the influence of external and internal factors. They characterize the main features of the object’s behavior, determine the nature of the management process, influence the flow of production over time, and determine the formation and adoption of management decisions. 4. SYSTEM APPROACH The following prerequisites for the development of a systematic approach in assessing the effectiveness of company management can be identified: the growing influence of the human factor in management. The more complex the structure of the managed object or, conversely, the more centralized the management in the company, the more significant the influence of the subjective approach of management on decision making becomes; rapid changes in environmental factors: legislative and regulations. The coefficients used in the assessments in some cases turned out to be outdated and did not reflect the actual state of the company; acceleration of scientific and technological progress: techniques and technologies. The product life cycle has shortened so much that the use of the same management assessment methods turned out to be a distorting factor (for example, with the emergence of Internet companies). The systematic approach is an assessment large quantity information of various natures using universal indicators.

The systematic approach includes the following sections: identifying all aspects of the criterion being assessed; study of each aspect of the evaluated criterion using appropriate methods of analysis; universalization of the obtained assessment results; processing of results; development of recommendations for improving the evaluated criterion. The ultimate goal of applying a systematic approach is to increase the degree of assessment efficiency by including all aspects of the criterion being assessed and obtaining a universal assessment indicator that allows comparison of the assessed objects.

The systematic approach is based on the following principles: the principle of the final goal: the absolute priority of the final goal; principle of unity: joint consideration of the object as a whole and as a collection of elements; principle of coherence: consideration of any unit together with its environment; principle of modular construction: it is useful to identify modules in the system; principle of hierarchy: it is useful to introduce a hierarchy of elements and (or) their ranking; principle of functionality: joint consideration of structure and function with priority of function over structure; development principle: taking into account the variability of an object, its ability to develop, expand, replace parts, accumulate information; principle of decentralization: a combination of centralization and decentralization in decisions and management; uncertainty principle: taking into account uncertainties and contingencies in the system. The systems approach examines both management as a whole and individual decision-making.

We will classify individual indicators into formalizable and non-formalizable. Unlike most scientific disciplines that strive for formalization, the systems approach admits that in certain situations non-formalized decisions made by humans are more preferable. Consequently, the systems approach considers formalized and non-formalized indicators in aggregate. Formalized indicators of an object usually lie in the field of financial and economic analysis. In a number of cases, mathematical methods are used to study the interaction of object divisions and evaluate decision making.

Modern approaches to assessing the effectiveness of organizational management

Kazakhstan

Almaty city

Kazakh The University of Economics them. T . Ryskulova

Second year students

Zhumakhanova Zhazira, Kelmenbetova Aisha

At the present stage of development economic relations One of the most important conditions for the stable operation of organizations is the presence in them of a highly organized management system, characterized by adaptability, flexibility, and effectiveness. In theory and practice, there are a number of directions for increasing the efficiency of organizations. However, despite the diversity of these areas, the current level of economic development is hampered, among other things, by the lack of such a methodology for assessing the effectiveness of the management system, which would allow, through a comprehensive analysis, to actively influence the current state of the organization, and also serve as the basis for further improving the functioning of its management system .Analysis and assessment of management effectiveness is based on subject connections and knowledge of such subjects as: management theory, state and municipal management systems, strategic management, personnel management, the fundamentals of rule-making, regional economics and management, as well as the formation of an effective organizational structure.

Efficiency of management organization – creating favorable conditions for the production team to achieve its goals in the shortest possible time with the highest quality and quantitative indicators and the least expenditure of resources. Or: management efficiency is effective leadership, understood as the ability of a manager to force or motivate, interest his subordinate employees to work energetically, productively, with high returns. Since the task of management is to purposefully influence the managed object to ensure the achievement of set goals, the effectiveness of management can be assessed by the degree of achievement of these goals: by the final results of production activities (in terms of profit level), by the quality of planning (improving budgeting indicators), by the efficiency of investments ( return on capital), and by increasing the rate of capital turnover.

Traditional economic theory assumes that in organizing the work of any enterprise it is necessary to compare costs and results of work, and use certain indicators. At the same time, the criterion for the effectiveness of management as a whole is maximizing productivity and minimizing costs. Moreover, this should be given the closest attention when it comes to successful economic activity, about promotion in the market, about achieving superiority over your competitors.
In practice, several approaches are used when assessing management effectiveness:

Targeted approach– assessment based on the degree of implementation of the set goals – implementation of a particular program depending on the solution of specific tasks, achievement of the intended economic indicators, predictive designs.

Resource approach – assessment of management effectiveness depending on the degree of use of resources, both related to management itself and used in the manufacture of products, and all resources involved in.

Assessment of the achieved state of the enterprise, its place in business – assessment of the dynamics of key economic indicators for a comparable period of time, comparing them with standard values, industry averages, regional indicators, similar indicators of leading companies in the industry or main competitors.

A complex approach – one way or another combining all the previous ones.

Analysis of the category of efficiency and its determining factors allows us to conclude that adequate content and forms of manifestation of efficiency are groups of economic efficiency indicators, which can act as a meter, a criterion for the effectiveness of an organization. Private utilization indicators are used as a criterion for production and management efficiency individual species resources: material resources, basic production assets, capital investments, labor productivity, characterizing the economic activity of personnel, and general indicators characterizing the final results.

Since the task of management is to purposefully influence the managed object to ensure the achievement of set goals, the effectiveness of management can be assessed by the degree of achievement of these goals: by the final results of production activities, by the quality of planning, by the efficiency of investments, by increasing the rate of capital turnover, etc. The simplest example is the assessment of management efficiency by the profit level indicator, by the tendency of this indicator to increase or decrease.

Another economic criterion of efficiency, subordinate to the criterion of profitability, is productivity, characterized by indicators of individual and group labor productivity, the volume of output

products, product quality. This also includes indicators of the use of material resources, human resources, and the introduction of innovations.

Management efficiency is increasingly identified with efficiency: the useful result is compared with the costs of the activity, and among the latter there are distinguished costs that actually affect the achievement of a useful result, as well as inevitable and unjustified losses.

Modern management theory comes to the need, firstly, to harmonize management efficiency indicators with the company's efficiency and productivity indicators; secondly, to the need to take into account the multilateral impact of management on the company, using a set of additional criteria.

Thus,assessment of management effectiveness is an important element in the development of design and planning decisions, which makes it possible to determine the level of progressiveness of the current structure, projects being developed or planned activities, and is carried out with the aim of choosing the most rational option for the structure or a method for improving it. The effectiveness of the organizational structure should be assessed at the design stage, when analyzing the management structures of existing organizations to plan and implement measures to improve management. During the writing of the article, the procedure for assessing the effectiveness of management was investigated and analyzed. Based on the materials collected during the study of this topic, in accordance With the purpose and objectives of this course work, the following conclusions can be drawn:

Assessing the effectiveness of management in an organization helps to understand the strengths and weaknesses, compliance with the original plan, whether activities lead to the achievement of planned results, and what changes need to be made to the functioning of the organization to make it more effective.

The information obtained during the assessment allows you to make balanced, informed decisions about organizational development. Assessment can be useful at various stages of an organization's functioning.

Also, management effectiveness is formed under the influence of a number of factors that can be classified according to the following criteria: duration of influence; nature of influence; degree of formalization; dependence on the scale of influence; content; form of influence.
The economic efficiency of management can be determined using the main indicators: the economic efficiency of the use of material resources, production assets, capital investments, personnel activities, as well as general and dynamic performance assessment indicators.

Bibliography

1. Analysis and assessment of management effectiveness in an organization: A textbook for distance learning./Compiled by O.V. Simagina. - Novosibirsk: SibAGS, 2003.

2. I.V. Kovrizhnykh Analysis and assessment of the effectiveness of public administration: theoretical aspect. Science and practice of organizing production and management

3. Vasin S.M., Mamonova O.A. The nature and essence of the concept of efficiency of an enterprise management system. TSU science vector. – 2012. – No. 4(22). P. 232.

4. Rumyantseva Z. P. General management of the organization. Theory and practice: Textbook. - M.: INFRA-M, 2001.

5. Shemetov P.V. Organization theory: Course of lectures. - M.: INFRA-M; Novosibirsk: Siberian Agreement, 2004.

6. D. Yampolskaya, M. Zonis

One of the main tasks of modern management is to build an effective organizational management structure. Increasing the efficiency of an enterprise is largely determined by the organization of the management system, which depends on the clear structure of the enterprise and the activities of all its elements in the direction of the chosen goal. The need to change the organizational management structure of most Russian...

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PAGE \* MERGEFORMAT 3

INTRODUCTION

1.1 Concept of efficiency

CONCLUSION

INTRODUCTION

One of the main tasks of modern management is to build an effective organizational management structure. Increasing the efficiency of an enterprise is largely determined by the organization of the management system, which depends on the clear structure of the enterprise and the activities of all its elements in the direction of the chosen goal.

The need to change the organizational management structure of most Russian enterprises, develop the management system, and transition to new management standards determine the importance and relevance of the problem of forming an organizational structure for enterprise management that contributes to the most effective achievement of goals.

The modern organizational structure of management should contribute to the implementation of strategic goals that determine the purpose and functioning of the management object. Traditional bureaucratic structures, based on functional specialization and centralization of power functions with an inherent functional hierarchy, in which the employee expects decisions from above, are not able to quickly respond to changes in external factors and adapt to rapidly changing conditions. Therefore, it is necessary for structural elements to be transformed to suit changing goals. 1

In this regard, issues related to the rational organization of the management system and the organizational structure of enterprise management are of particular importance. All of them focus on the key problem - analysis and search for ways to improve management efficiency, increase its effectiveness and efficiency. An important issue is the rationalization of the system and organizational structure of enterprise management.

Therefore, the relevance of the problem of improving the organizational structure of an enterprise is beyond doubt. Depending on how the management structure is organized and whether it is able to quickly adapt to changes in the external environment, the success of the enterprise depends.

The purpose of the final qualifying work is to improve the organizational structure of companies.

To achieve the goal, the following tasks are set:

Research of types of organizational structures, composition and interrelations of elements of the organizational environment, processes of formation of the organizational structure of an enterprise;

Characteristics of the enterprise and its activities, analysis of the internal potential and market position of the company;

• analysis of organizational structure and functions structural divisions enterprises;
• development of proposals for improving the organizational structure of the enterprise.

The object of the study is the organizational structure of an oil refining industry enterprise.

The subject of the study is organizational relations, arising in the process of improving the organizational structure of the enterprise.

The initial materials for the development of the final qualifying work were: a diagram of the organizational structure of the Limited Liability Company "Garant", regulations on the enterprise and its divisions, staffing, job descriptions and other regulations, reporting and statistical data of the enterprise, special and economic literature, periodicals , guidelines for completing final qualifying work.

Object of study: enterprises of the Russian Federation.

The subject of the research is organizational structures.

The theoretical and practical significance of the study lies in a detailed study of the essence and types of organizational structures and implementation practical task using the example of enterprises.

The theoretical basis for writing the work was the works of domestic and foreign authors, such as Akulov V.B., Bagiev G.L., Goldstein G.Ya., Mazur, I.I., Morgunov E.B., Nepomnyashchiy E.G. , Tyurina A.D., Nemirovsky I., Shamarina L.V. and etc.

Chapter 1 Essence organizational effectiveness

1. Concept of efficiency

Efficiency (from Latin effectiveness) the degree to which the organization’s goals are achieved at minimal but necessary costs. This is the ratio of the result of an organization’s activities to the costs of its qualitative achievement.

Efficiency relative value, i.e. the result is compared with the costs of achieving it.

The criterion reflects the essence of efficiency and predetermines a set of indicators characterizing the achievement of goals. The criteria for assessing the effectiveness of an organization may differ for all stakeholders (owners, management, creditors, personnel).

The effectiveness of any organization is a multi-criteria concept. The tree of organizational goals is a hierarchical, multidimensional model of goals. The choice of criteria and indicators for goal setting determines the content of the hierarchical multidimensional efficiency model.

The American economist J. Schumpeter introduced the concept of static and dynamic efficiency. Static efficiency is the efficiency of an organization's functioning in the external environment without additional growth. It characterizes the current state of the enterprise, i.e. the solution to tactical issues. The competitiveness of an organization in the short term depends on static efficiency. Dynamic efficiency is the efficiency of enterprise development, which actually ensures its competitiveness in the long term. 2

The previous classification of the organization’s goals provides the basis for the classification and types of effectiveness:

according to the degree of importance for the organization, strategic and tactical effectiveness are divided;

in relation to the external environment external and internal efficiency;

in terms of content, technological, economic, production, scientific and technical, environmental and social efficiency are distinguished;

by scale company-wide, intra-company, group and individual efficiency;

According to system-wide characteristics: efficiency of the organizational structure and efficiency of the management mechanism;

In relation to the object and subject of management, production efficiency and management efficiency are distinguished.

The effectiveness of the management system is the degree to which the goals set for the production organization are achieved at minimal but necessary costs. In this case, the results are correlated with the costs of the system as a whole ( production costs+ commercial expenses + administrative and management expenses).

First approach. The most widespread point of view is that the effectiveness of the management system and its organizational structure should be assessed through indicators characterizing the activities of the managed object.

This point of view is based on three most significant arguments:

1. In unity production system and management systems, organizational and production structure and organizational structure of enterprise management are decisive. The production process is the basis, the basis of the organizational system. The management process, which is an information display of the production process, as a superstructure factor, is secondary to the production process;

2. The management system ensures the formation and implementation of such a development option that predetermines the best final results in the current situation, therefore its effectiveness should be assessed by indicators of the effectiveness of the system as a whole;

3. Since resource provision, regulation of the process of formation of total costs and control over their level are carried out by the management system, its effectiveness (whatever definition of efficiency is used) is the effectiveness of the organization that the apparatus manages, and vice versa, the effectiveness of the organization is the effectiveness of its management. 3

Second approach. Formation of one final criterion indicator, depending on private performance indicators. Multiplicative criteria can be determined by the formula:

A = å qi Аi,

where: mi number of partial effect indicators adopted to assess the corresponding general indicator;

qi coefficient of weight of the indicator (it is established by the expert method according to the nature of its influence on the results of the company’s work, and the condition å q = 1 must be met);

Аi rating in points on a scale from 1 to “m”.

The third approach involves assessing the effectiveness of the management system and organizational structure primarily based on qualitative criteria, the set of which is quite diverse. These are: simplicity, characterized by the number of hierarchical levels of the management structure, economy of communications, the number of departments and communication bridges, the profile and homogeneity of the tasks of each department, the method of coordination, etc. In connection with the advent of system audit, when assessing the value of organizations, the management aspect is also taken into account. The effectiveness of the management system is assessed using the expert method according to the following list: a set of general and specific goals and management functions, organizational structure of management, characteristics of the management process, management methods and development of management decisions, composition of technical management tools, etc.

The assessment of the effectiveness of the organizational structure was most often carried out on the basis of local criteria of an indirect nature: the composition and number of structural units, the number of hierarchy levels, the cost of maintaining the management apparatus, etc.

Fourth approach. The assessment of the effectiveness of the organization’s activities and its organizational structure is carried out on the basis of the resource-potential approach, according to which the integral efficiency of the functioning of the system as a whole “E” is a function of realizing the system’s potential:

E = f (Pv - Iv) max Up,

where: Pv potential capabilities of the system;

IV level of use of system capabilities;

Up satisfaction of needs.

Potential opportunities include personnel, finance, means of production, informational resources, organizational potential, innovative potential, etc., which together constitute the strategic potential of the organization.

Fifth approach. The economic stakeholder approach places the main emphasis on any group, both within and outside the organization, that is in one way or another connected with the organization and has an interest in ensuring its normal functioning. These include creditors, suppliers, employees, and owners/owners - all of them are stakeholders. In this approach (also called the constituency approach), the indicator of overall organizational effectiveness is the degree to which the needs of all stakeholders/groups of individuals are met, i.e. those who have an interest in this organization. Each such interested party will have its own (different from others) criterion of effectiveness, which will be based on the personal interest in the organization that distinguishes this particular group of people (or person).

1. Organizational effectiveness criteria

Organizations, depending on the type of interaction with the external environment, are classified into the following types: bureaucratic, functional, divisional, adaptive (project, matrix, conglomerates)

The bureaucratic (classical) organizational structure is characterized by the fact that:

1. Allows for a clear division of labor.

2. It has a hierarchical form, in which the lower level is controlled by the higher level and is subordinate to it.

3. Has unified rules and standards for the performance of work by employees.

4. Gives impersonality to the results of work.

5. Ensures that employees are hired according to formal compliance with technical qualification requirements.

6. Built on the basis of strict formalization job characteristics and responsibilities. 4

Bureaucratic systems are inflexible and conservative. Ensuring anonymity prevents lobbying. Impersonality protects workers from customer claims. The given characteristics cannot be assessed unambiguously as positive or negative. Thus, inflexibility and conservatism provide the organization with stability and the ability to withstand external and internal adverse influences. In a bureaucratic organization, each employee, due to deep specialization, performs a strictly limited range of duties, and, as a rule, does not know anything about the general goals and objectives of the organization, not only as a whole, but even in neighboring departments.

The traditional organizational structure is a combination of a linear and functional organizational structure. The basis of this scheme, presented in Figure 1, is linear units and specialized functional units that implement them, created on a resource basis: personnel, plan, raw materials, materials, etc.)

Functional structure, widely used in medium-sized enterprises.

A functional organizational structure is achieved by dividing the organization into separate elements with clearly defined, specific tasks and responsibilities. Personnel are grouped into departments according to the tasks performed: marketing, sales, production, finance departments. In large organizations, named departments are divided into smaller ones with specific tasks to maximize the benefits of specialization and prevent management overload.

Functional structures encourage business and professional specialization; reduce duplication and waste of resources in functional areas; thanks to them, coordination in functional areas is improved. However, due to functional approach opposition to the general objectives of the organization arises, the chain of commands from the manager to the performer lengthens.

A well-known type of organizational structure is the divisional structure, shown in Figure 3, which arose in the early twentieth century. in companies that are either significant in size, or geographically located over a large area, or selling their goods (services) to completely different layers of consumers.

The divisional structure allows you to organize the management of large companies by dividing the organization into elements and blocks by types of goods, services, consumer groups or geographic areas of activity.

In these structures, management authority is given to one manager responsible for the region, product, etc. Heads of support and support services report to him. Each division operates like an independent company.

There are three types of this structure.

1) Product, in which the authority to manage the production and sales of a product or service is granted to one manager responsible for this type of product. Managers of secondary functional functions (production, technical and sales) must report to the manager for this product.

2) Organizational, focused on a specific segment of the consumer (for example, publishing house, investment bank);

2) Regional, in which the territorial branch is delegated most of the rights of the central office to carry out the tasks of the enterprise. The regional structure makes it easier to resolve issues related to local legislation, local government and regional consumers, their customs and needs, and is effective when interacting with clients on financial issues. 5

The divisional structure is very effective when introducing new services, allows you to successfully control costs and introduce capacity in a timely manner. Such organizations effectively respond to competitive conditions, technology, and consumer demand. Subordination to one manager ensures effective coordination of work.

A possible disadvantage of divisional management is the increase in costs for management activities due to duplication of the same functions in different divisions of the enterprise, although such duplication undoubtedly increases the controllability and efficiency of management personnel.

Thus, we can conclude that classical (traditional) organizational structures develop well in those countries where the market economy is the most stable, where there are no fundamental changes in current legislation. Classic methods managements work successfully in medium-sized enterprises or in slowly changing established industries.

Since the beginning of the 60s. In order to adequately respond to changes in the external environment, adaptive or organic organizational structures were developed.

The adaptive structure is built on fundamentally different principles from the classical one. If in the classical structure problems are solved by splitting them into a number of smaller tasks, each of which is solved separately from the organization’s goal, and the decision on the suitability of the result must be made by someone “at the top,” then in the adaptive structure the problem is solved as a whole, based on the interests of the enterprise , interacting both vertically and horizontally, adapting to unstable conditions 24.

Today there are three types of adaptive structures.

1) Project is a temporary structure created to solve a specific task: a team of qualified employees completes a complex project within a given time frame with a specified quality and within budget. Upon completion of the project, the team disbands. Someone from senior management coordinates the work within the normal functional structure.

2) Matrix the most widely known option: members of the project organization report to the heads of both the project and the department or division. Its advantages have determined its use in many industries: a combination of the advantages of both functional and divisional production organization, flexibility, and high coordination of work. However, when vertical and horizontal powers are superimposed, management becomes more complicated due to problems of unity of command.

3) In the structure of the conglomerate type there is no single expressed type of enterprise; each department of the enterprise chooses its own form of organization. Central management is responsible for long-term planning and policy development. Enterprises that are part of a conglomerate are practically independent and subordinate to management, as a rule, only in the field of finance, profitability targets, and they set acceptable costs. How to carry out duties is entirely up to management economic unit. These forms of organization are very popular in knowledge-intensive industries, where it is necessary to quickly launch the production of new products and stop the production of old ones.

Adaptive organizational structures develop well in a rapidly changing environment, with the introduction of new technologies, and the development of new markets. Real structures, as a rule, combine their properties in different proportions. 6

It should be noted that the current trend is that each subsequent structure becomes more flexible compared to the previously existing ones. In this case, ten rules can be identified for more efficient functioning of organizational structures:

1) reducing the size of departments and staffing them with more qualified personnel;

2) reducing the number of management levels;

3) group labor organization as the basis of a new management structure;

4) orientation of current work, including schedules and procedures, to customer requests;

5) creating conditions for flexible product packaging;

6) minimizing inventories;

7) quick response to changes;

8) flexible equipment;

9) high productivity and low costs;

10) impeccable product quality and focus on strong connections with the consumer.

Thus, the main thing in bureaucratic organizational management structures is the “position”, and not the “person” with his individuality. As a result, an organization using bureaucratic organizational management structures becomes “rigid”; its development is possible solely thanks to activities carried out from the outside.

In addition, the functional specialization of elements of the bureaucratic type is characterized by unevenness and different rates of change in its development, which leads to contradictions between individual parts of the organization and inconsistency of their actions and interests.

Organic organizational management structures are simpler, have a wide information network, and are less formalized. Management in organic structures is decentralized. It is characterized by a small number of management levels, higher independence in making management decisions at lower levels of management, and partnerships between managers.

Chapter 2 Modern approaches to assessing the effectiveness of an organization

2.1 Target approach and systematic approach to assessing organizational effectiveness

Ensuring the effectiveness of the organization is the main task and area of ​​competence of managers. Depending on the strategic intentions of top management, it is assessed by various methods and according to various criteria. High organizational efficiency is achieved thanks to an effective management system aimed at the rational use of all organizational resources and their continuous improvement through appropriate organizational resources.

One of main tasks management as a management system for an organization is to ensure the effectiveness of its activities.

Organizational effectiveness (lat. effectivus - execution, action) (organizational effectiveness) - the ability of an organization to exist and achieve certain goals with a favorable ratio of results. 7

The development of management theory and practice has always been aimed at finding ways to improve the efficiency of organizations. In particular, the classical school of management is focused on the formation of the theory of scientific resource management, since at the beginning of the 20th century. efficiency was measured by the ability of an economic organization to produce products at the lowest cost. Therefore, among the principles of effective management, rational distribution of labor, hierarchy, autocracy, and centralism dominated (F. Taylor, M. Weber, A. Fayol, etc.). The school of scientific management was replaced by a humanistic school, which saw increased efficiency in improving the conditions for employees of the company to realize their abilities and capabilities (school of human relations, behavioral school, theory of human resources). The socio-technical school's vision of efficiency (J. Woodward) is that there is a direct connection between efficiency and the type of technology used by the firm. Research by A. Chandler, I. Ansoff, and R. Miles in the field of organizational development indicated that the effectiveness of an organization largely depends on its structure. The collapse of the socialist economic system at the end of the 20th century. brought to the fore such an efficiency factor as stimulation, and in last years almost the most important factor Information technology is considered to increase the efficiency of an organization. So, the problem of increasing the efficiency of organizations is urgent and complex. In the post-socialist space, it is complicated by the fact that the management techniques and methods to which managers of the older generation are accustomed do not correspond to the new economic conditions and management is identified with the ability to “spin” rather than act according to certain rules that will ensure successful work.

IN economic literature There are three approaches to the study of organizational effectiveness - targeted, systemic.

Targeted approach. Provides for determining the effectiveness of an economic organization by its ability to achieve predetermined goals. Uses the logic of ends and means by the English economist L. Robins. According to this approach, groups in an organization act rationally to achieve goals. Rationalism consists in choosing an option for using resources that would allow achieving goals at the lowest cost. This approach should be used when goals are defined and progress can be accurately recorded.

Each commercial structure begins its activities to establish certain economic indicators as goals; management efforts are aimed at ensuring the achievement of certain economic results. According to the scale of goals, they distinguish between company-wide, intra-company and group efficiency. Company-wide efficiency reflects the dynamics of the overall goals of the organization (for example, in terms of sales or market share, profit, profitability level, etc.); intra-company - the dynamics of the goals of its structural divisions (profit or responsibility centers), and group - the completeness of achieving group goals (capital owners, managers, workers).

However, the same result can be achieved in different ways, with less or more effort, which is influenced by many factors. Among them are the institutional conditions of business (formal - laws, regulations, decrees regulating the activities of economic agents, introducing them into a clearly defined legal field; informal - traditions, established practices, mentality, etc., which make their own amendments to action of formal institutions). In particular, if the current system of laws creates favorable conditions for one type of activity (or one firm, for example, through a system of benefits), then it will achieve the desired results (for example, level of profitability or market share) with less effort than others that are worse off. conditions (although they can be managed according to all the rules and recommendations of management theory and practice). This means that when choosing goals, top management must take into account the operating conditions. In some cases, this leads to the desire of managers to set “realistic” goals that can be achieved under the existing operating conditions of firms. The consequence of this is the loss of the company's ability to develop proactively, not adapting to circumstances, but influencing them.

The targeted approach is appropriate from the point of view of satisfying the interests of each of the interested groups. However, if we consider the organization as an integral system, the main goal of which is to ensure its livelihoods (existence), then it should be used. Often the interests of individual organizational members conflict with the interests of others, which negatively affects the formulation of strategic goals (for example, in corporations). On the other hand, the motivation to achieve goals is dominated by rationalism in the choice of means for this, which leads to excessive expenditure of the organization's resources. 8

According to the target approach, organizational effectiveness depends on:

quality of goal setting, i.e. compliance of the intended goals with the conditions and requirements of the external environment, the capabilities of the enterprise and the interests of the personnel

the strength and direction of motivation that encourages members of the organization to achieve goals;

adequacy of the chosen strategies to the goals set;

volume and quality of resources used by the organization to achieve its goals.

The first three factors characterize the strategic aspects of organizational effectiveness, and the last - tactfulness.

Systems approach. According to him, the criterion for the effectiveness of an organization is its ability to adapt. This approach focuses on the internal characteristics of the organization and appeals to the means of maintaining relationships between organizational members rather than to goals. The internal distribution of resources, the definition of hierarchical dependencies, the rules of interaction between participants take center stage, and cost assessment recedes into the background. However, this approach is more suitable for budgetary organizations, providing certain social services or are employed in the life support system of the state (law enforcement agencies, government bodies, etc.). Focusing on the survival of the organization by adapting it to changes in the external environment entails passive management of it, focused on responding to these changes. In addition, the very ability to adapt to changes implies that efficient system has a certain amount of unused resources, which allows it to better withstand unpredictable changes in the external environment, and this contradicts the criterion of minimizing costs.

A disadvantage of the systematic approach is that assessing the internal characteristics of an organization requires a certain quantification of them. Attempts to quantify all the formal and informal characteristics of an organization (the degree of cohesion, the degree of rationality of hierarchical relationships) can lead to excessive complexity of the procedure for assessing efficiency and the growth of costs associated with it, and this does not guarantee efficient work organizations.

Selective approach (from the point of view of satisfying the interests of strategic components). To evaluate effectiveness, it uses criteria that correspond to the “strategic components” of the organization (R. Miles, G. Mintzberg). Challenges the view that effectiveness can be assessed on the basis of pre-established criteria or system characteristics alone. Taking as a basis the satisfaction hypothesis of G. Simon, this approach emphasizes ensuring a minimum level of satisfaction for all components of the organization, the motives of activity and goals of which differ. If this level is not reached, tension and conflicts will paralyze the organization and make it ineffective. Internal components of the organization - employees, managers, shareholders of the company; external - government, local authorities, other institutions interested in the company's activities. It is important that the organization is able to determine which components should be considered strategic.

So, if for its development a company needs additional funds, the best way to attract which is to issue shares, then one of the strategic components will be shareholders, and therefore the profit per share indicator (dividends) should be included with the efficiency criteria. In addition, the value of this indicator should be attractive to potential shareholders. If the company’s management does not consider this source of investment to be significant, then the size of dividends may be small. On the other hand, when attracting equity capital, the value of the profitability indicator (profitability level) increases.

An example of a conflict of interest that is of an external nature is the conflict between the owners of firms and the state over tax evasion in full. With such a tax system and the mechanism for its implementation, when non-payment of taxes can be hidden by “purchasing” an indulgence from an official, many enterprises transfer their activities to the “shadow”. The state, in turn, realizing that complete “shadowization” will not allow the formation of a budget, the size of which would, at best, be sufficient to ensure the life of the country, strengthens control over entrepreneurial activity, which leads to its complications (and therefore a decrease in efficiency) due to an increase in the number of control checks. Given this situation, none of the domestic companies strive to maximize their profits, but show them in such an amount as not to arouse suspicion of concealing income and not to attract attention. 9

Consequently, an approach to assessing the effectiveness of an organization from the point of view of satisfying the interests of its strategic components requires a clear positioning of these interests and the selection and formulation of criteria that meet them (for example, the amount of profit, the amount of dividends, the level of profitability - for owners or shareholders; return on invested capital , liquidity indicators and financial stability- for credit institutions, profit margin, amount wages- for company personnel, etc.). Such criteria must be balanced and aimed not only at satisfying the interests of strategic components.

The difficulties in using a selective approach lie in identifying the strategic components (on which the organization's performance is most dependent) and in being able to determine exactly how the organization depends on them. In addition, the compromise in balancing interests when certain conditions may be violated if these conditions and, accordingly, the organizational environment change. Factors that have a strong impact on changes in economic conditions during the transition period include institutional ones (economic laws, legal framework, business practices, political preferences, etc.), since it is their change that often disrupts the balance and shifts the economic balance in favor of other interested groups .Module. Each approach has certain advantages and disadvantages, which manifest themselves to a greater or lesser extent in different conditions. Good results can be achieved by a balanced and balanced combination of all approaches, in which the disadvantages of one could be compensated by the advantages.

IN modern management There are several types of efficiency: internal, external, general, market, strategic (target), expenditure, operational, efficiency of an innovative project.

Internal efficiency - efficiency in terms of using the internal capabilities of the organization (managing its internal resources).

External efficiency - efficiency in terms of using the external capabilities of the organization. This component is largely determined by the state of the organizational environment, especially its institutional components and the organization’s ability to adapt to its changes, therefore it is also called adaptive efficiency.

Overall efficiency is the combination of internal and external efficiency. High overall efficiency can be achieved by flexible system management of the organization, allowing for the rapid redistribution of its resources in accordance with changes in the external environment.

Thus, overall efficiency is achieved by combining its two components. It is obvious that a high level of the Ech component ensures an increase in the efficiency of E3 as a whole. However, even at high levels internal efficiency E2 an organization will not have a high level of overall efficiency E3 if its effectiveness in terms of exploiting market opportunities (Ex) is not ensured. Hence the conclusion: in order for an organization to obtain the highest possible results, it is necessary, on the one hand, to fully realize its market opportunities, and on the other, to ensure the highest possible level of its internal efficiency.

Thus, the production of goods that are not in demand in the market makes any attempts by management to increase the efficiency of this production pointless. On the other hand, the production of a product that is in demand at a low level of its efficiency (high production costs) will lead to a decrease in demand for it and a narrowing of the market. In both cases, the level of overall efficiency remains well below the maximum possible.

Managers' efforts to take advantage of favorable market conditions will not yield maximum returns if the organization does not have high internal efficiency.

2.2 Strategic and value-based approaches to assessing organizational effectiveness

Any research has a specific purpose. The ultimate goal of studying the management system is to increase the operating efficiency of the organization under study.

Only a purposeful organization is able to achieve success, since its activities become meaningful and productive.

Actually, “effect” (from the Latin effectus) means efficiency, effectiveness, productivity. Effect is the absolute value of any targeted changes in the system.

There is no consensus in the scientific literature as to what efficiency means in either a theoretical or practical sense. The best known and most widely used approach to performance assessment is the target approach, in which the criterion of goal achievement dominates.

Efficiency is the degree to which the organization's goals are achieved at minimal but necessary costs. This is the ratio of the results of an organization’s activities to the costs of its qualitative achievement. Efficiency is a relative value, i.e. the result is compared with the costs of achieving it. In this case, the results (P) and costs (3) can be comparable in various combinations:

R/3 - result obtained per unit of cost;

3/Р - specific cost per unit of result obtained;

(P - 3) / P - specific effect value per unit of results obtained.

These simple relationships are the basis for developing performance indicators.

The criterion reflects the essence of efficiency and predetermines a set of indicators characterizing the achievement of goals. The criteria for assessing the effectiveness of an organization may differ for all stakeholders (owners, management, creditors, personnel).

Efficiency production organization- a multi-criteria concept. The tree of organizational goals is a hierarchical, multidimensional model of goals. The choice of criteria and indicators for goal setting determines the content of the hierarchical multidimensional efficiency model.

The classification of the organization’s goals provides the basis for the classification and types of effectiveness:

• according to the degree of importance for the organization, strategic and tactical effectiveness are divided;
• in relation to the external environment - external and internal efficiency;
• The content distinguishes technological, economic, production, scientific and technical, environmental and social efficiency;
• by scale - company-wide, intra-company, group and individual efficiency;
• according to system-wide characteristics - the effectiveness of the organizational structure and the effectiveness of the management mechanism;
• in relation to the object and subject of management, production efficiency and management efficiency are distinguished.

The effectiveness of a management system is the degree to which the goals set for a production organization are achieved at minimal but necessary costs. In this case, the results are correlated with the costs of the system as a whole (production costs + commercial expenses + administrative and management expenses).

Very often the concept of “efficiency” is identified with the concept of “effectiveness”, which is fundamentally wrong. Effectiveness is the ability to achieve results (P/C), but how much this result cost the organization (P/3) is efficiency. Efficiency is a more comprehensive concept than effectiveness. Manufacturing organizations occasionally face a situation where there is a shift in emphasis to obtaining results at “acceptable” (but not minimal) costs.

Thus, “efficiency” is a multidimensional concept, and assessing the effectiveness of an enterprise depends on the degree of knowledge of the essence of this phenomenon.

The problem of assessing the effectiveness of a management system still remains one of the most difficult in both domestic and foreign countries. foreign practice, which is primarily due to the lack of an acceptable methodology for assessing the effectiveness of the management system and clear criteria for measurement and evaluation. An analysis of the various points of view that exists regarding the criteria for the effectiveness of a management system allows us to identify several approaches that are fundamentally different in their focus.

First approach. The most widespread point of view is that the effectiveness of the management system should be assessed through indicators characterizing the activities of the managed object. This opinion was held, in particular, by famous scientists I. N. Kuznetsov, A. V. Tikhomirova, B. Z. Milner, G. X. Popov, R. M. Petukhov, E. S. Lazutkin, N. G. Chumachenko , O. A. Deineko, I. Ya. Kats (40; 26; 27; 28; 39; 10; 16). There are three essential arguments underlying this view:

1. In the unity of the production system and management system, organizational-production structure and organizational structure of enterprise management, the former are decisive. The production process is the basis, the basis of the organizational system. The management process, as an information display of the production process, as a superstructure factor, is secondary to the production process.

2. The management system ensures the formation and implementation of a development option that predetermines the best final results in the current situation, therefore its effectiveness should be assessed by indicators of the effectiveness of the system as a whole.

3. Since resource provision, regulation of the process of formation of total costs and control over their level are carried out by the management system, its efficiency (whatever definition of efficiency is used) “is the efficiency of the organization that the apparatus manages, and vice versa, the efficiency of the organization is the efficiency of its management "(5, p. 206).

A wide variety of criteria and evaluation indicators of the enterprise's activity were proposed. This is the volume of production in value terms, the volume of sales, balance sheet and net profit, the cost indicator, as reflecting the degree of intensification of production, indicators of fulfillment of contractual deliveries and even the national economic economic effect.

The second approach also considers the efficiency of the enterprise as a whole, but efficiency is understood as “the ratio of production results and costs, taken in a certain social form.” The main problem with this approach is how to reduce many different partial indicators to a single quantitative measure. Most often, this problem is solved by developing a comprehensive (integral) assessment of the efficiency of an enterprise, the numerator of which is profit, and the denominator is indicators of the use of funds for wages, fixed and current assets. Sometimes a complex indicator includes all possible indicators: net profit, percentage of returns of low-quality products, assortment and quantity ratio products sold, the coefficient of scientific and technical equipment of production, the coefficient of utilization of production assets, the total number of employees at the enterprise, the cost of unused equipment.

Within the third approach, a comprehensive performance indicator is determined for the enterprise as a whole, but not using specific formulas, but through ranking a certain set of individual indicators characterizing the activity of the enterprise, using index and matrix methods.

The fourth approach, defining the efficiency criterion quantitatively, proposes to evaluate the effectiveness of the management system separately according to a general criterion that combines both indicators of the efficiency of the management system and indicators of production efficiency. The efficiency of the management system (ES) is determined through the ratio of management costs to the cost of fixed production assets and working capital. The production efficiency indicator (EP) is calculated through the ratio of labor productivity to the number of employees. Then the general criterion for the effectiveness of the control system is calculated as Es / Ep.

The fifth approach involves assessing the effectiveness of the management system primarily based on qualitative criteria, the set of which is quite diverse. This is simplicity, characterized by the number of hierarchical levels of the management structure, economy of communications, the number of departments and communication bridges, the profile and homogeneity of the tasks of each department, the method of coordination, etc. In connection with the advent of system audit, the management aspect is also taken into account when assessing the value of organizations. The effectiveness of the management system is assessed using the expert method according to the following list: a set of general and specific management goals and functions, the organizational structure of management, characteristics of the management process, management methods and the development of management decisions, the composition of technical management tools, etc.

Within the sixth approach, a comprehensive indicator of the efficiency of an enterprise’s functioning is determined through a set goal that it strives to achieve with minimal total costs. The efficiency of the system as a whole largely depends on the operation of the control system, which is created for the smooth operation of the production system in the direction of the set goal. A comprehensive concept of efficiency was proposed through the identification of need (P), goal (Ts), result (R), costs (3), effective (P/P and R/C) and costly (P/3) efficiency:

E = C/P * R/C * R/3.

The formula is interesting in that the concept of efficiency no longer introduces the ratio C/3, but target (P/C) and resource efficiency (P/3). This point of view is most widespread and can be expressed as follows: target efficiency (the ratio of achieved results to the established goal) and cost or resource efficiency (the ratio of results to the costs that are necessary to achieve them) exhaust any efficiency of management processes. “The system will be effective if it contributes to the achievement of the maximum result that determines the management goal, with the minimum necessary and sufficient expenditure of all resources used to achieve this goal.”

Foreign economists also highlight two aspects of efficiency: target as a measure of achieving the organization’s goals and cost as the efficiency of converting resources into production costs. Considering that setting goals and developing strategies to achieve them is the prerogative of strategic planning, and the choice of technology for converting resources into given results is a tactical task, it is proposed to call target efficiency strategic, and cost efficiency tactical, especially since the term “strategic efficiency” is used by specialists, although without a strict definition of its content.

Lately When assessing the operating efficiency of a production organization, in addition to the two listed above, two more factors are distinguished: environmental efficiency and management efficiency. To green the management of domestic enterprises, it is necessary that all services of the enterprise take into account environmental issues in their activities. Measures to ensure environmental safety, being one of the elements of costs, are included in their composition, therefore environmental optimization of the entire life cycle of products (raw materials, semi-finished products, production, sales, use and waste disposal) should be organically combined with optimization of the cost structure. It is hardly advisable to highlight environmental efficiency when assessing the effectiveness of a management system. The activities of the corresponding block (element) in implementing the environmental safety function must be assessed, which, however, does not exclude the assessment of the environmental safety system as a whole.

The effectiveness of management as a comprehensive system for ensuring the competitiveness of an organization necessarily includes the ability to set goals, choose a course of action to achieve them, and determine ways to convert resources into production results. In fact, management efficiency is the effectiveness of the management system in mobilizing all resources to achieve the goal, i.e., ensuring target and resource efficiency.

The focus of the seventh approach is to identify three interrelated criteria - quantitative and qualitative - to assess the effectiveness of both the “management apparatus and its organizational structure.” The indicators of the first group characterize the effectiveness of the management system, expressed through the final results of the organization's activities and management costs. An increase in production volume, a reduction in costs, an increase in profits, an improvement in product quality, savings on capital investments, etc. are considered as an effect due to the functioning or development of a management system.

The second group of indicators includes qualitative indicators with which you can evaluate the organization and content of the management process. These are productivity in the field of management, adaptability of the organizational structure, efficiency and reliability of the management system, etc.

The third group of indicators characterizes the rationality of the organizational structure and its technical and organizational level. These include: the level of management system, the level of centralization of management functions, accepted norms of controllability, the balance of distribution of rights and responsibilities, the level of specialization and functional isolation of subsystems, the ability to develop, the correspondence of formal and informal structures, the impact on social development etc.

Eighth approach. The assessment of the effectiveness of the organization’s activities is carried out on the basis of the resource-potential approach, according to which the integral efficiency of the functioning of the system as a whole (E) is a function of realizing the potential of the system:

E = f (Pv - Iv) → max Уn,

where: Pv - potential capabilities of the system;

IV - level of use of system capabilities;

Уn - satisfaction of needs.

CONCLUSION

In the process of carrying out the work, theoretical and methodological aspects were studiedformation of organizational structures for enterprise management, composition and relationships of elements of the organizational environment, processes of formation of the organizational structure; An analysis of the organizational structure and functions of structural divisions of enterprises was carried out.

For effective management, it is necessary that the structure of the organization corresponds to the goals and objectives of its activities and is adapted to them. The organizational structure creates the foundation, which is the basis for the formation of administrative functions. The structure establishes the relationships of employees within the organization.

Each organization has its own organizational management structure, unique to it, therefore the management of the organization independently forms a management structure that is acceptable only for it. The uniqueness of a specific organizational management structure is achieved through the use of existing types of linear, functional, divisional, matrix and other structures by including or excluding from them any divisions, structural units and connections.

The specificity of the problem of designing an organizational management structure is that it cannot be adequately presented in the form of a problem of formal selection of the best variant of the organizational structure according to a clearly formulated, unambiguous optimality criterion. This is a multi-criteria problem that can be solved based on a combination of scientific, including formalized, methods of analysis, assessment, and modeling. organizational systems with the subjective activities of managers, specialists and experts in selection and evaluation the best options organizational decisions.

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Ensuring the effectiveness of the organization is the main task and area of ​​competence of managers. Depending on the strategic intentions of top management, it is assessed by various methods and according to various criteria. High organizational efficiency is achieved thanks to an effective management system aimed at the rational use of all organizational resources and their continuous improvement through appropriate organizational resources. One of the most important tasks of management as an organization's management system is to ensure the effectiveness of its activities. Temporal P. Effective management. -M.: Alpina Business Books, 2009.

Organizational effectiveness (lat. effectivus - execution, action) (organizational effectiveness) - the ability of an organization to exist and achieve certain goals with a favorable ratio of results. Vaskin A.A. Managerial assessment. Educational and practical manual. - M.: Sputnik+ Company, 2010.

The development of management theory and practice has always been aimed at finding ways to improve the efficiency of organizations. In particular, the classical school of management is focused on the formation of the theory of scientific resource management, since at the beginning of the 20th century. efficiency was measured by the ability of an economic organization to produce products at the lowest cost. Therefore, among the principles of effective management, rational distribution of labor, hierarchy, autocracy, and centralism dominated (F. Taylor, M. Weber, A. Fayol, etc.). The school of scientific management was replaced by a humanistic school, which saw increased efficiency in improving the conditions for employees of the company to realize their abilities and capabilities (school of human relations, behavioral school, theory of human resources). The socio-technical school's vision of efficiency (J. Woodward) is that there is a direct connection between efficiency and the type of technology used by the firm. Research by A. Chandler, I. Ansoff, and R. Miles in the field of organizational development indicated that the effectiveness of an organization largely depends on its structure. Turovets O.G. Organization of production and management at an enterprise: textbook. for universities / O.G. Turovets - M.: INFRA-M, 2012. The collapse of the socialist economic system at the end of the 20th century. brought to the forefront such an efficiency factor as incentives, and in recent years information technology has been considered perhaps the most important factor in increasing the efficiency of an organization. So, the problem of increasing the efficiency of organizations is urgent and complex. In the post-socialist space, it is complicated by the fact that the management techniques and methods to which managers of the older generation are accustomed do not correspond to the new economic conditions and management is identified with the ability to “spin” rather than act according to certain rules that will ensure successful work. In the economic literature, there are three approaches to the study of organizational effectiveness - targeted, systemic. Meskon M.Kh., Albert M, Khedouri F. Fundamentals of management: Transl. from English - M.: "Delo", 2009.

Targeted approach. Provides for determining the effectiveness of an economic organization by its ability to achieve predetermined goals. Uses the logic of ends and means by the English economist L. Robins. According to this approach, groups in an organization act rationally to achieve goals. Rationalism consists in choosing an option for using resources that would allow achieving goals at the lowest cost. This approach should be used when goals are defined and progress can be accurately recorded.

Each commercial structure begins its activities by establishing certain economic indicators as goals; management efforts are aimed at ensuring the achievement of certain economic results. According to the scale of goals, they distinguish between company-wide, intra-company and group efficiency. Company-wide efficiency reflects the dynamics of the overall goals of the organization (for example, in terms of sales or market share, profit, profitability level, etc.); intra-company - the dynamics of the goals of its structural divisions (profit or responsibility centers), and group - the completeness of achieving group goals (capital owners, managers, workers). Meskon M.Kh., Albert M, Khedouri F. Fundamentals of management: Transl. from English - M.: "Delo", 2009.

However, the same result can be achieved in different ways, with less or more effort, which is influenced by many factors. Among them are intuitions of business conditions (formal - laws, regulations, decrees regulating the activities of economic agents, introducing them into a clearly defined legal field; informal - traditions, established practices, mentality, etc., which make their own amendments to the formal institutions). In particular, if the current system of laws creates favorable conditions for one type of activity (or one firm, for example, through a system of benefits), then it will achieve the desired results (for example, level of profitability or market share) with less effort than others that are worse off. conditions (although they can be managed according to all the rules and recommendations of management theory and practice). This means that when choosing goals, top management must take into account the operating conditions. In some cases, this leads to the desire of managers to set “realistic” goals that can be achieved under the existing operating conditions of firms. The consequence of this is the loss of the company's ability to develop proactively, not adapting to circumstances, but influencing them. Ivankevich J.M., Lobanov A.A. Human resources management: fundamentals of personnel management. - M.: Delo.-2003.

The targeted approach is appropriate from the point of view of satisfying the interests of each of the interested groups. However, if we consider the organization as an integral system, the main goal of which is to ensure its livelihoods (existence), then it should be used. Often the interests of individual organizational members conflict with the interests of others, which negatively affects the formulation of strategic goals (for example, in corporations). On the other hand, the motivation to achieve goals is dominated by rationalism in the choice of means for this, which leads to excessive expenditure of the organization's resources. Research of control systems: Textbook. manual for universities / N.I. Arkhipova, V.V. Kulba, S.A. Kosyachenko and others; Ed. N.I. Arkhipova. - M.: Prior, 2004.

According to the target approach, organizational effectiveness depends on:

· quality of goal setting, i.e. compliance of the intended goals with the conditions and requirements of the external environment, the capabilities of the enterprise and the interests of the personnel;

· the strength and direction of motivations that encourage members of the organization to achieve goals;

· adequacy of the chosen strategies to the goals set;

· volume and quality of resources used by the organization to achieve its goals.

The first three factors characterize the strategic aspects of organizational effectiveness, and the last - tactfulness.

Systems approach. According to him, the criterion for the effectiveness of an organization is its ability to adapt. This approach focuses on the internal characteristics of the organization and appeals to the means of maintaining relationships between organizational members rather than to goals. The internal distribution of resources, the definition of hierarchical dependencies, the rules of interaction between participants take center stage, and cost assessment recedes into the background. However, this approach is more suitable for budgetary organizations that provide certain social services or are involved in the life support system of the state (law enforcement agencies, government agencies, etc.). Korotkov E.M. Concept of Russian Management. - M.: LLC Publishing and Consulting Enterprise DeKA, 2008.

Focusing on the survival of the organization by adapting it to changes in the external environment entails passive management of it, focused on responding to these changes. In addition, the very ability to adapt to change implies that an effective system has a certain amount of unused resources, which allows it to better withstand unpredictable changes in the external environment, and this contradicts the criterion of cost minimization. A disadvantage of the systematic approach is that assessing the internal characteristics of an organization requires a certain quantification of them. Attempts to quantify all the formal and informal characteristics of an organization (the degree of cohesion, the degree of rationality of hierarchical relationships) can lead to excessive complexity of the procedure for assessing efficiency and the growth of costs associated with it, and this does not guarantee the effective operation of the organization. Makarevich L.M. Company performance management (a reliable guarantee of business profitability). -M.: Vershina, 2007.

Selective approach (from the point of view of satisfying the interests of strategic components). To evaluate effectiveness, it uses criteria corresponding to the “strategic components” of the organization (R. Miles, G. Mintzberg). Challenges the view that effectiveness can be assessed on the basis of pre-established criteria or system characteristics alone. Taking as a basis the satisfaction hypothesis of G. Simon, this approach emphasizes ensuring a minimum level of satisfaction for all components of the organization, the motives of activity and goals of which differ. If this level is not reached, tension and conflicts will paralyze the organization and make it ineffective. Internal components of the organization - employees, managers, shareholders of the company; external - government, local authorities, other institutions interested in the company's activities. It is important that the organization is able to determine which components should be considered strategic.

So, if for its development a company needs additional funds, the best way to attract which is to issue shares, then one of the strategic components will be shareholders, and therefore the profit per share indicator (dividends) should be included with the efficiency criteria. In addition, the value of this indicator should be attractive to potential shareholders. If the company’s management does not consider this source of investment to be significant, then the size of dividends may be small. On the other hand, when attracting equity capital, the value of the profitability indicator (profitability level) increases. Bovykin V.I. New management. Textbook. - M.: "Economics", 2011.

An example of a conflict of interest that is of an external nature is the conflict between the owners of firms and the state over tax evasion in full. With such a tax system and the mechanism for its implementation, when non-payment of taxes can be hidden by “purchasing” an indulgence from an official, many enterprises transfer their activities to the “shadow”. The state, in turn, realizing that complete “shadowization” will not allow the formation of a budget, the size of which would, at best, be sufficient to ensure the life of the country, strengthens control over business activities, which leads to its complications (and therefore a decrease in efficiency) from - due to an increase in the number of control checks. Given this situation, none of the domestic companies strive to maximize their profits, but show them in such an amount as not to arouse suspicion of concealing income and not to attract attention. Maksimtsev M.M., Ignatieva A.V. Management: Textbook for universities. M.: UNITY, 2008

Consequently, an approach to assessing the effectiveness of an organization from the point of view of satisfying the interests of its strategic components requires a clear positioning of these interests and the selection and formulation of criteria that meet them (for example, the amount of profit, the amount of dividends, the level of profitability - for owners or shareholders; return on invested capital , indicators of liquidity and financial stability - for credit institutions, profit margins, wages - for company personnel, etc.). Such criteria must be balanced and aimed not only at satisfying the interests of strategic components. Gorfinkel V.Ya Enterprise Economics: Textbook. - M.: Banks and Exchanges. - UNITY. - 2002.

The difficulties in using a selective approach lie in identifying the strategic components (on which the organization's performance is most dependent) and in being able to determine exactly how the organization depends on them. In addition, the compromise in balancing interests under certain conditions may be violated if these conditions and, accordingly, the organizational environment change. Factors that have a strong impact on changes in economic conditions during the transition period include institutional ones (economic laws, legal framework, business practices, political preferences, etc.), since it is their change that often disrupts the balance and shifts the economic balance in favor of other interested groups Module. Each approach has certain advantages and disadvantages, which manifest themselves to a greater or lesser extent in different conditions. Good results can be achieved by a balanced and balanced combination of all approaches, in which the disadvantages of one could be compensated by the advantages. Organization management. /Ed. A.G. Porshneva, Z.P. Rumyantseva, N.A. Salomatina. -M.: INFRA-M, 2009.

In modern management, there are several types of efficiency: internal, external, general, market, strategic (target), expenditure, operational, innovative project efficiency.

· Internal efficiency - efficiency in terms of using the internal capabilities of the organization (managing its internal resources).

· External efficiency - efficiency in terms of using the external capabilities of the organization. This component is largely determined by the state of the organizational environment, especially its institutional components and the organization’s ability to adapt to its changes, therefore it is also called adaptive efficiency.

· Overall efficiency - a combination of internal and external efficiency. High overall efficiency can be achieved through a flexible organization management system, which allows you to quickly redistribute its resources in accordance with changes in the external environment.

Thus, overall efficiency is achieved by combining its two components. It is obvious that a high level of the Ech component ensures an increase in the efficiency of E 3 as a whole. However, even with a high level of internal efficiency E 2, the organization will not have a high level of overall efficiency E 3 if its effectiveness in terms of exploiting market opportunities (Ex) is not ensured. Hence the conclusion: in order for an organization to obtain the highest possible results, it is necessary, on the one hand, to fully realize its market opportunities, and on the other, to ensure the highest possible level of its internal efficiency. Thus, the production of goods that are not in demand in the market makes any attempts by management to increase the efficiency of this production pointless. On the other hand, the production of a product that is in demand at a low level of its efficiency (high production costs) will lead to a decrease in demand for it and a narrowing of the market. In both cases, the level of overall efficiency remains well below the maximum possible. Mylnik V.V., Titarenko B.P. Control systems. Textbook. - M.: "Economics and Finance", 2011.

Managers' efforts to take advantage of favorable market conditions will not yield maximum returns if the organization does not have high internal efficiency.