Managers of top, middle and lower levels: basic competencies and specifics of activity. Types, levels of management and their characteristics. Enterprise management

Levels of management are a manifestation of the division of labor in organizations. Currently, the trend towards specialization is becoming more and more obvious professional activity, in which each employee (or each department) performs the functions assigned to him and is not involved in the performance of other functions.
The division of labor can be vertical and horizontal. At vertical In the division of labor, each manager has an area of ​​activity for which he is responsible (sphere of control) or a certain number of workers who are subordinate to him. In this case, the distribution of tasks is not carried out at one level, but “from top to bottom” - from workers occupying senior positions to workers at the bottom of the hierarchy.

Moreover, the higher the position an employee occupies, the more general tasks he solves; The lower the employee’s position in the hierarchy, the more specific the goals facing him are. This is completely natural, since the most significant decisions from the point of view of functioning are made at the very top, that is, by the management of the enterprise.

At horizontal In the division of labor, specialists are distributed among different functional areas and are assigned to perform tasks that are important from the point of view of a given functional area. A striking example of horizontal division of labor is assembly line production, when each worker performs a separate operation and is at the same level of hierarchy as other workers involved in the production of the same product.

Management in an organization always has a pyramid structure: at the lower levels there is a large number of managers. As you move up, their number decreases. On this basis, it is customary to distinguish managers lower, middle And higher link; this classification is based on the ideas of the American sociologist Talcott Parsons.

The tasks that managers at different levels are called upon to solve differ significantly from each other. These differences are due primarily to the fact that each level of manager must manage different types of work. Any person who aspires to become a leader must have a good understanding of the features of a leader’s activities, depending on the level at which he performs his functions.

You should not think that managers at some level are more important for the enterprise than managers at another level. The activities of a manager at any level of management are important for the normal functioning of the organization. The top management level will be helpless if it does not rely on the lower and middle levels, the same is true for all other levels.

Senior managers shape the institutional level-- the highest level of management at which planning is carried out for a long period, decisions are made that have very important consequences for the organization, there is a response to changes that have already begun or are expected in the near future, and so on.

Another one distinguishing feature This level is that it is at this level that decisions are made regarding the interaction of the organization with its external environment-- competitors, the state, public associations, and so on. At this level, decisions are made by senior managers (the so-called top managers: directors, presidents, vice-presidents of enterprises, university rectors).

Senior managers are entrusted with the task of making vital decisions for the organization or its large division. As a rule, such decisions are strategic: they, unlike tactical decisions, determine not how to achieve goals, but the goals themselves that the organization should strive for.

As a rule, senior managers do not have a large number of contacts with people: their communications within the organization are limited to communication with other senior managers, as well as communication with a small amount subordinates. However, this does not mean that their work is simpler or easier than the work of managers at other levels.

Firstly, they bear a huge responsibility. If an incorrect decision made by a middle or lower level manager affects some aspects of the organization’s activities, that is, leads to local violations, then a mistake by a senior manager can lead to the death of the organization. For this reason, one of the most important abilities required for a senior leader is the ability to take risks. Not every person is capable of this.

Middle managers form the management level-- the next level at which coordination of the actions of various employees and departments is carried out in order to achieve the goals of the organization. At this level, decisions are made by middle managers (heads of independent divisions and departments, directors of branches, and in universities - deans).

Middle managers, as a rule, are involved in coordinating and controlling the activities of lower-level managers, and also assist senior managers in decision making. In addition, they play the role of intermediaries between senior managers and lower-level managers. I looked at their functions in more detail.

Middle managers are often called upon to make decisions made by senior managers. Their participation in this process can consist of proposing specific innovations, collecting information relevant from the point of view of the problem, or examining the decision made. Senior managers have only the most general information about the activities of the organization; Often they may not be aware of the problems that either exist in the organization or arise as a result of making the wrong decision.

Naturally, middle managers have more complete information about the life of the enterprise; at least they know better about how the department of the organization whose activities they manage functions. The difference between senior managers and lower managers is that the former deal with the organization as a whole, while middle managers are more knowledgeable about some part of the organization's activities. From this point of view, lower-level managers have too private information about the activities of the organization.

Another challenge facing middle managers is to mediate between senior and lower management. Usually, the optimal interpretation of a decision made at the highest level rests with them. And this is completely natural, since they can usually give these decisions a form that is optimal from the point of view of the lower echelon of management. In this case, middle managers distribute specific tasks and set deadlines within which they can be completed.

The tasks they face can be defined as the concretization of decisions made at the highest level. Middle managers have to communicate a lot, and this is primarily due to the fact that they act as intermediaries between other levels of management. For this reason, they must be able to highlight relevant information and discard what is not important.

If an organization consists of a large number of employees, additional levels may be allocated in middle management. In particular, you can often encounter a situation where some middle managers coordinate the activities of lower-level managers, while others coordinate the activities of middle managers. The latter are often called top managers: they occupy a higher position than ordinary middle managers, but do not belong to the top echelon of management, since they are subordinate to it.

It should be noted that technological progress, as well as some other reasons, have led to the fact that the number of middle management is gradually decreasing. However, this does not mean that middle managers are not needed. The only thing is that the functions assigned to these managers are subject to the most dramatic changes.

Finally, lower-level managers form the technical level of management-- this is the level at which standard labor operations are performed; this level can be related to the day-to-day work that occurs in any organization. Decisions at this level are made by lower-level managers (foreman in a workshop, head of a subdepartment, in universities - heads of departments, and so on), and their activities are studied by operational management.

The main feature of the work of lower-level managers is that they are required to control the production process: solve problems associated with the use of resources in a specific situation, control the quality and timing of production operations. The main difficulty that a low-level manager faces is that he has to switch very quickly from one job to another. For this reason, a lower-level manager must be able to make decisions quickly, since there is usually no time to think about a decision.

A lower-level manager has a special relationship with his subordinates. He not only has to make decisions and monitor their activities, but also act as a mentor and leader. Indeed, it is these managers who, consciously or unconsciously, are tasked with training new employees. Managers at other levels perform such functions much less frequently.

Levels of management and types of managers

Completed by a third year student

Faculty Business and Management

Checked by the teacher

· MANAGEMENT LEVELS.

· Management as a concept

· Horizontal and vertical principle of division of labor

· Levels of management

· MANAGER AND LEADER. COMMON AND DISTINGUISHING FEATURES.

· Management and manager functions

· Leader and leader functions

· Leaders and managers. General and distinctive features.

· TYPES OF LEADERS. QUALITIES REQUIRED BY A MANAGER.

· Main types of managers

· Qualities required for a modern leader

Conclusions and Conclusions

· LEVELS OF MANAGEMENT

· Management as a concept

Control is the process of planning, organization, motivation and control necessary in order to formulate and achieve the goals of the organization (Meskon M. Kh.).

Peter F. Drucker, considered by many to be the world's leading management and organization theorist, offers a different definition. "Management - it is a special kind of activity that transforms a disorganized crowd into an effective, focused and productive group."

Management (as a process) is the influence of the subject of management on the object in order to achieve certain goals. The subjects of management can be an investor, manager, state, corporate or entrepreneurial governing body. The objects of management can be objects of a lower level of management in relation to the subject (a corporation enterprise, a department of an enterprise, a subject of the Federation, etc.), a manager of a lower management level in relation to the subject, a specialist, a worker, objects and means of labor for the worker and etc.

Management is the implementation of several interrelated functions: planning, organization, employee motivation and control. The interaction of these functions with each other forms single process, or, in other words a continuous chain of interrelated actions .

Governance as such is both a catalyst for social change and an example of significant social change. And finally, it is management, more than anything else, that explains the most significant phenomenon of our century: an explosion of education. The more highly educated people there are, the more dependent they are on the organization. Almost all people with more than a high school education, in all developed countries of the world in the United States, this figure is more than 90%, will spend their entire lives as employees of controlled organizations and will not be able to live and earn a living outside the organizations.”

· Horizontal and vertical principle of division of labor

Large organizations need to perform very large volumes of management work. It requires division of managerial labor into horizontal and vertical.

The horizontal principle of division of labor is the placement of managers at the head of individual divisions and departments.

The vertical division of labor principle is the creation of a hierarchy of management levels to coordinate horizontally divided management work to achieve organizational goals.

Also in this chapter we will look at 3 levels of management, or, in other words, three categories of managers.

· Levels of Management

· Lower level managers(operational managers). The most numerous category. They monitor the implementation of production tasks and the use of resources (raw materials, equipment, personnel). Junior superiors include the foreman, the head of the laboratory, etc. The work of a lower-level manager is very diverse, characterized by frequent transitions from one type of activity to another. The level of responsibility of lower-level managers is not very high; sometimes the work involves a significant proportion of physical labor.

A typical job title at this level is foreman, shift foreman, sergeant, department head, head nurse. Most of the managers in general are lower-level managers. Most people begin their management careers in this capacity.

Research has shown that the job of a line manager is stressful and action-packed. It is characterized by frequent breaks and transitions from one task to another. The tasks themselves are potentially short. One study found that the average time it took a craftsman to complete one task was 48 seconds. The time period for implementing the decisions made by the master is also short. They are almost always implemented in less than 2 weeks. It was found that craftsmen spend about half of their working time communicating. They communicate a lot with their subordinates, not much with other masters, and very little with their superiors.

· Middle managers. They monitor the work of lower-level managers and transmit processed information to senior managers. This level includes: heads of department, dean, etc. Middle managers bear a significantly greater share of responsibility.

In a large organization there may be so many middle managers that it may be necessary to separate the group. And if such a division occurs, then two levels arise, the first of which is called upper level of middle management, second - lower level of middle management.

It is difficult to generalize about the character of a middle manager, as it varies significantly from organization to organization and even within the same organization.

A middle manager often heads a large division or department in an organization. The nature of his work is determined to a greater extent by the content of the work of the unit than of the organization as a whole. For example, the work of a production manager in an industrial firm primarily involves coordinating and directing the work of lower-level managers, analyzing productivity data, and interacting with an engineer to develop new products. The head of the external relations department at the same company spends the bulk of his time preparing papers, reading, talking and talking, as well as at meetings of various committees.

In general, however, middle managers act as a buffer between senior and lower management. They prepare information for decisions made by senior managers and communicate these decisions, usually after transforming them into technological convenient form, in the form of specifications and specific tasks for lower-level line managers.

Middle managers, as a social group, experienced a particularly strong impact of various economic and technological changes in production during the 80s. Personal computers have eliminated some of their functions and changed others, allowing senior managers to get information directly from the source at their desks, rather than having to filter it through middle management. A wave of corporate mergers and general pressure to improve operational efficiency have also caused a drastic reduction in the number of middle managers in some organizations.

· Senior managers. The smallest category. They are responsible for the development and implementation of the organization's strategy and for making decisions that are especially important for it. Senior managers include: company president, minister, rector, etc. The work of a senior manager is very responsible, since the scope of work is large and the pace of activity is intense. Their work mainly involves mental activity. They must constantly make management decisions.

Usually there is a hierarchy (pyramid) of management with differentiation according to the rank of command power, decision-making competence, authority, and position.

The management hierarchy is a tool for realizing the company’s goals and guaranteeing the preservation of the system. The higher the hierarchical level, the greater the volume and complexity of the functions performed, the responsibility, the share of strategic decisions and access to information. At the same time, qualification requirements and personal freedom in management are increasing. The lower the level, the greater the simplicity of solutions, the share operational types activities.

The pyramid shape is used to show that each successive level of management has fewer people than the previous one.

· MANAGER AND LEADER. COMMON AND DISTINGUISHING FEATURES

· Management and manager functions

Management- this is a system of management methods in a market or market economy, which involve the company’s orientation towards the demand and needs of the market, a constant desire to increase production efficiency at the lowest cost, in order to obtain optimal results.

Management is also a field of human knowledge that helps to carry out the function of management. Finally, management as a collective term for managers is a certain category of people, a social stratum of those who carry out management work. The importance of management was especially clearly recognized in the 1930s. Even then it became obvious that this activity had turned into a profession, a field of knowledge into an independent discipline, and a social stratum into a very influential social force. The growing role of this social force led to talk of a “revolution of managers,” when it turned out that there were giant corporations with enormous economic, production, scientific and technical potential, comparable in power to entire states. The largest corporations and banks form the core of the economic and political strength of great nations. Governments depend on them, many of them are transnational in nature, extending their production, distribution, service, information networks Worldwide. This means that the decisions of managers, like the decisions of statesmen, can determine the fate of millions of people, states and entire regions. However, the role of managers is not limited to their presence only in huge multi-level and branched corporate management structures. In a mature market economy, small business is no less important. In terms of quantity, this is more than 95% of all companies; in terms of value, this is the closest proximity to the everyday needs of consumers and at the same time a testing ground for technical progress and other innovations. For the majority of the population, this is also work. Managing a small business skillfully means surviving, standing, and growing. How to do this is also a question of effective management.

Levels of Management

Most firms have three levels of management: top, middle and bottom.

The impetus for the division of management into upper, middle and lower levels was given by the industrial revolution in Europe in the 18th century. First, the upper and lower levels of management were separated. The word “master” has become scary and hateful. Masters were more often selected based on physical characteristics than on their ability to deal with people. The middle link became isolated as the size and complexity of firms increased and a more meaningful approach to management took place.

Managers at each level perform the same functions: planning, organizing, directing, motivating, controlling. The only difference is the importance they attach to one or another function. A top-level manager devotes more time to planning and organization than lower-level managers. A mid-level manager devotes more time to leadership and control than a top-level manager. A lower-level manager spends most of his time motivating and controlling subordinates. However, most managers perform all five management functions.

So, you cannot study or master the management functions of the upper, middle or lower levels separately. When we talk about one of them, we are essentially talking about all three.

It should be emphasized that it is impossible to clearly and clearly define each of the three levels of management. Therefore, we give only working definitions, because Each company determines management levels in accordance with its own characteristics. Here, it is probably worth recalling the influence of the following factors: the complexity of the organizational structure, the number of employees, the essence of the business itself, etc.

Top level managers medium and large firms focus on planning for the future, setting goals, determining courses of action, rules and procedures for their implementation. They are responsible for the prosperity of the company and therefore must plan, direct and control its activities.

The top level of management includes the president and vice presidents. It is clear that a company may have several vice presidents responsible for certain areas of its activity - production, sales, supply, finance, personnel or advertising.

Middle managers head departments or divisions. They must organize their work so that the company's goals are achieved, its policies are implemented, and they must select and retain good employees. They are primarily responsible for managing the day-to-day activities of their units. The middle level of management includes managers of offices, workshops and warehouses, senior foremen, heads of technical control and product quality departments. In many large banks, their branches are run by vice presidents. They are responsible for the operation of bank branches and are considered top-level managers. The Branch Manager reports directly to the Vice President of Branch Operations and is a mid-level manager.

Lower level management- this is the level officials directly supervising the work of their subordinates. At this level, the functions of planning and organization are implemented in the actions of the manager, stimulating and directing the activities of workers. Typical titles of positions held by managers at this level: foreman, foreman, group leader, purchasing agent, forwarder. It is often said that such a lower-level manager is “in the middle”, since he is located between direct performers and managers at the top and middle levels. Lower level managers play a very important role in the company. But usually senior management does not pay due attention serious problems lower level managers. These problems include low wage, overload, lack of authority, poor professional training of ordinary workers, and also the fact that they may not meet the requirements placed on them.

A newcomer begins his career as a lower-level manager. If he holds this position for one to five years, he may be promoted to mid-level manager. In this position, he will be considered a novice manager (all managers consider themselves beginners during the first ten years of their activity). No matter how useful and important the training of managers in universities and courses is, it will never replace specific practical work. This is true even for those who have earned a master's degree from Harvard Business School. To become a good manager, you need to properly combine the theoretical training acquired during your studies with practical experience.

Middle level managers are primarily responsible for performance And efficiency operations controlled by them. Efficiency means the ability to complete a job with minimal wastage of materials and time. Productivity is the ability to get a job done and do it well. It is the middle managers who must ensure that the work is done both economically and efficiently. As they say, the result is important. Managers are fired most often for their failure to achieve intended results.

What do middle managers typically do for most of their workday? First, they plan and distribute work for the next day or week. Secondly, they act as a liaison between production staff and higher management. Third, they make day-to-day decisions that ensure profitability production and other operations. Fourth, and very important, they manage other people - either lower-level managers or (in small organizations) ordinary employees.

Middle or lower level managers may also be involved in purchasing ordered materials and components and checking their quality, working with personnel, holding meetings on safety precautions, product quality, work deficiencies, profit distribution, and preparing reports on financial and production activities , in solving large and small, but always numerous problems. Some problems, such as poor planning, are due to the manager's personal shortcomings, while others are due to the shortcomings of his subordinates, such as negligent work ethic. A number of problems arise due to the fault of management or other departments. Many problems are caused by government regulations or customer demands, and management requires lower-level management to resolve them. Under these conditions, they must view any problem as an opportunity to demonstrate their coping abilities.

N.I. offers a serious study of issues of management levels. Kabushkin.

Despite the fact that all managers of an organization perform managerial activities, it cannot be said that they are all engaged in the same type labor activity. Individual managers have to spend time coordinating the work of other managers, who, in turn, coordinate the work of lower-level managers, etc. to the level of a manager who coordinates the work of non-managerial personnel - people who physically produce products or provide services. This vertical deployment of the division of labor forms management levels (Figure 3).

Control

senior management

Control

middle management

Control

grassroots

link

Figure 3. Levels of control

The shape of the pyramid shows that at each subsequent level of management there are fewer people than at the previous one.

Highest level management of the organization can be represented by the chairman of the Board of Directors (supervisory board), president, vice president, board. This group of management employees ensures the interests and needs of shareholders, develops the organization's policy and contributes to its practical implementation. In this regard, two sublevels can be distinguished in senior management: authorized management And general leadership.

Middle level managers management ensures the implementation of the organization's operating policy developed by top management and is responsible for communicating more detailed tasks to divisions and departments, as well as for their implementation. Specialists included in this group, as a rule, have a wide range of responsibilities and have great freedom to make decisions. These are heads of departments, directors of enterprises that are part of the organization, heads of functional departments.

Lowest level of management represented by junior managers. These are managers who are directly above workers and other employees (not managers). These can be foremen, foremen, supervisors and other administrators responsible for bringing specific tasks to the immediate executors. The ratio of time spent on performing basic management functions differs by management level (Figure 4).

Figure 4. Correlation of time spent by levels and management functions

It should be noted that at all levels of management, managers perform not only purely managerial, but also executive functions. However, as the level of management increases, the share of executive functions decreases. Calculations show that at the highest level, execution takes up about 10% of the total time budget of managers, at the average – 50%, at the lowest – about 70% (Figure 5).

Figure 5. Classification of time spent by managers by type of activity and level of management

This distribution of the total time budget is due to the fact that managers of all three levels have two areas of assignments: management assignments And assignments in the specialty(Figure 6). This means that a manager at any level of management spends a certain percentage of his time on making management decisions and a certain percentage on making decisions in his specialty.

Figure 6. Distribution of working time by management and specialty

As can be seen in Figure 6, with an increase in the level of management, the share of tasks in the specialty decreases, and in management, accordingly, it increases.

The above classification of management levels has the most general form. Depending on the size and type of organization, its sectoral and territorial characteristics, and other factors, the characteristics of the composition and functions of managers at each of the three levels of management can vary significantly.

A. Hosking proposes a different differentiation: general management is all managers (regardless of whether they are directors or not) who are responsible for setting goals and forming policies, for issues related to planning and organizing, controlling and managing the company as a whole; management at the division level is managers who perform the same functions, but at the division level, in accordance with the general tasks and goals of the corporation.

With the help of division of labor, company employees can implement their own functions better, while putting in less effort. It also helps reduce company costs. The division of labor can be horizontal or vertical. Horizontal division of labor involves the creation of structural divisions in a company focused on different areas of activity. With vertical separation, the implementation of work is separated from the coordination of the activities of individual performers. In this case, provisions are made different levels enterprise management. Levels of enterprise management in the structure of an organization What can be considered an enterprise management organization? This is the general ordering of the company, which sets the sequence of various actions and the framework within which activities should be conducted. The socio-economic environment of an enterprise is understood as the object of management organization. This includes workers, various objects of labor, financial and information resources. To organize the management of a company, a number of tasks must be solved: select goals; to form a community of citizens; determine what organizational structure and levels of enterprise management are necessary; form necessary conditions. The main functions characteristic of the organization of company management: achievement by the company of selected goals; reducing company costs; division of labor, due to which workers exercise their own powers better. Levels of enterprise management are an expression of the division of labor in companies. Nowadays, there is an increasingly clear tendency towards specialization in the field of professional work, during which any employee (or any structural subdivision ) is called upon to perform the actions assigned to him and is not involved in performing other functions. The following types of division of labor can be noted: horizontal and vertical. With a vertical division of labor, any manager has an area of ​​activity for which he has to be responsible (sphere of control), or has a certain number of employees reporting to him. In this situation, the distribution of all tasks is carried out not within one level, but “from top to bottom” - from employees occupying the highest positions to employees who find themselves at the bottom of such a hierarchy. At the same time, the higher the position held by the employee, the more general tasks he is engaged in; The lower the specialist’s position in the hierarchy, the more specific goals he receives. This is a natural process, because... The most significant decisions from the operational point of view are usually made at the very top, that is, the company's top managers. With horizontal division of labor, workers are divided between different functional areas and are assigned to perform tasks that are important from the perspective of this functional area. A typical example is the conveyor production of goods, the case when a certain operation is provided for an individual worker, and he finds himself at the same hierarchical level with other specialists taking part in the production of products. The internal levels of the enterprise management system should not be considered something stable and unchangeable in the future. Managers, primarily senior managers, should know that the organizational structure is formed in order to solve the problems assigned to the company. In the future, the company’s position in the market will change, and the conditions for its functioning will also change (competitors will be added, legislation, economic and political situations will change). In addition, there is a possibility of changes in the number of employees of the enterprise. Of course, all this can lead to the company’s objectives changing. At the same time, the internal levels of production management at the enterprise should also be changed, because the previous structure sometimes turns out to be (and most often is) unsuitable for achieving new goals. Management in a company is usually carried out according to a pyramidal structure: the lower level includes a larger number of managers, and as you move to a higher level, their number decreases. 3 models of personnel management that will help organize employees Levels of enterprise management As a rule, there are three levels of management. Technical level (is the lower level of management) - managers directly interact with performing specialists and deal with specific issues; Management level (middle) - managers in this case are responsible for the progress of each production process in structural divisions, which include a number of structural units; managers of staff and functional services management structures, heads of auxiliary and service production, targeted programs and projects; Institutional level (highest) - the administration of the company, engaged in general strategic management; issues of strategic management - financial resource management, selection of sales markets, company development; only 3-7% of the total number of managers are involved at this level. The highest level of management is involved in developing long-term plans and formulating tasks for middle management. A significant place here is given to the company’s adaptation to market dynamics and to managing the company’s relations with the external environment. This link may include the president, CEO and other board members. Middle managers are called upon to coordinate and control the activities of lower-level managers. They identify problems in production, organizational and financial areas. They generate creative ideas and collect the necessary data for decision-making by senior managers. Middle levels of enterprise management include managers of structural divisions, departments and services of the company. The lower level of management reports to the middle level. Managers at the management level include production foremen, foremen, and group leaders. These are professional managers with a narrow specialization who perform clearly regulated responsibilities in the field of product production, implementation of marketing activities, material supply management, etc. They are responsible for the competent use of received resources and the rational use of equipment and workers. Such levels of enterprise management in structure allow for clear management and take advantage of the narrow, in-depth specialization of managers. At the same time, it complicates the determination of the share of the contribution of an individual lower-level manager to the total result of commercial activity, his area of ​​​​responsibility for the chosen management decisions. Management specialists have developed a different theory of company management. In their opinion, there are the following levels of strategic management of an enterprise: Corporate strategy. It affects the overall goals of the company and its entire space. These management levels are designed to perform the functions of making key decisions in technical, economic and production areas. Most often, decision making is the function of the board of directors. This category includes senior managers. Business strategy. It is expressed in achieving success in the field of competition in the market of a particular business area. At this level they are engaged in solving the following problems: increasing competitiveness, responding to external factors, the choice of behavior strategy for the main separate units. The decision-making body at this level is the board of directors, department management, general directors. Functional strategy. Forms a chain of actions aimed at achieving the chosen goal in each area in which the organization operates; levels of enterprise management are designed to ensure analysis, revision, synthesis of various ideas expressed by local managers, and actions to implement the tasks of this unit and maintain the adopted company strategy. These levels include middle management. Decision making is within the competence of department heads. Operational strategy. Includes special strategies for separate structural units of the company, levels of enterprise management, including local managers. Here they solve problems specific to this particular unit. The choice of solution is within the competence of the heads of departments and functional services. What are the levels of management of a modern enterprise today? In international practice, specialists in complex automation of production activities distinguish five levels of management of a modern company: At the level of ERP - Enterprise Resource Planning (forecasting company resources), various financial and economic indicators are calculated and analyzed, solutions for strategic administrative and logistics tasks. At the level of MES - Manufacturing Execution Systems (production process management systems), problems are solved in the field of product quality management, forecasting and checking the sequence of technological process operations, management of production and labor resources within the technological process being performed, and maintenance of production equipment. Specified management levels modern enterprise belong to the tasks of automated control system (automated enterprise management system) and technical means, due to which such tasks are performed - office personal computers (PCs) and workstations in the services of the company's leading employees. The next levels of enterprise management solve problems that fall under the category of automated process control systems (automated process control systems). SCADA - Supervisory Control and Data Acquisition (system for collecting information and dispatching control) is a level of tactical current management, within which tasks of choosing the optimal solution, conducting diagnostics, implementing adaptation, etc. are solved. Control-level – local control level, implemented on the following TSA: software – operator panels, PLC – programmable logic controllers, USO – communication devices with the object. HMI–Human-Machine Interface (human-machine communication) – performs visualization (graphical representation of information) of the progress of the technological process. Input/Output – Inputs/Outputs of the control object, which are various sensors and actuators (D/AM) of individual technological installations and working machines. Production management: what is the secret of successful management How the formation of enterprise management levels occurs The formation of enterprise management levels is carried out within the framework of the production-territorial principle, the essence of which is expressed in the fact that the entire management apparatus is divided vertically into separate levels, and horizontally at all levels its own management units are being formed. The levels of enterprise management determine the immediate sequence of subordination of management bodies from lower to upper echelons. All levels of enterprise management are headed by employees involved in general management in this area. Based on the principle of unity of command, he is subordinate to a higher-level manager and receives orders and tasks from him to carry out. Top managers form an institutional level, considered the highest level of management, where forecasting takes place over a long period of time, decisions are selected that have important consequences for the enterprise, responses are made to changes that have begun and are expected in the near future, etc. The highest levels of enterprise management have another characteristic feature- this is where issues in the field of interaction between an enterprise and its external environment, which includes competitors, the state, public associations, etc., are resolved. At this level, decisions are made by top-level managers (top managers: rectors of universities, presidents and vice-presidents of companies, directors). Top-level management solves the problem of making decisions that are vital for the organization or its large structural unit. Typically, such decisions are of a strategic nature: compared to solving tactical problems, they are aimed not at choosing ways to achieve set goals, but at defining the company’s goals themselves. The highest levels of enterprise management are distinguished by the fact that the managers at them have little contact with by different people: They communicate within the company with other top-level managers, as well as with some of their subordinates. However, this situation does not indicate that their work turns out to be simpler and easier than the work of managers at other levels. They have a huge responsibility. The middle and lower levels of enterprise management differ in that the erroneous decisions of their managers affect certain aspects of the company’s work, i.e. lead to local problems, then mistakes by top-level management can cause the company to go bankrupt. In this regard, one of the most important skills required for senior management is the ability to take risks. Not all people are willing to take risks. Middle managers form the management level, which is considered the next level at which the work of different employees and structural divisions is coordinated to achieve the goals set for the company. At this level, decisions are made by middle managers (these include directors of separate divisions, heads of departments, deans at universities). The middle levels of enterprise management include managers who coordinate and control the work of lower-level managers and help top-level managers in making key decisions. Therefore, they are intermediaries between senior and lower management. Let's examine their functions in more detail: Middle-level management is often involved in the decision-making of top-level managers. They express their ideas related to certain innovations, collect information needed to solve the problem, and evaluate the decision made. Top management has only the most general information about the company's work, they often do not understand the problems that exist in the company or appear as a result of making the wrong decision. Of course, middle-level managers have more information about the company's activities. They are well aware of how the structural unit they manage works. The difference between top and middle managers is that the former deal with the affairs of the company as a whole, while the latter have more full information about a certain area of ​​the company's work. And lower-level managers have very private information about the enterprise. Another task set for middle-level managers is mediation - with their help, the highest and lowest levels of enterprise management are connected. Most often, a competent interpretation of the decision made by top managers is entrusted to middle management. They manage to give instructions from above a form that is optimal for the lower level of management. In this situation, middle-level managers are responsible for distributing certain tasks and choosing deadlines for their completion. The goals set for them represent the details of the decisions of top managers. Middle-level managers are forced to communicate very often, which is primarily due to the fact that they perform the functions of mediation between other parts of the management system. For this reason, they need to be able to highlight relevant information and separate it from what is not important. If companies employ a large number of employees, the average levels of enterprise management often include additional levels. For example, there are often situations where some middle-level managers coordinate the work of lower-level managers, and others coordinate the activities of middle-level management. The latter are often considered top-level managers: their position is higher than that of standard middle-level managers, but they do not belong to the highest level of management, because are subordinate to him. It should be noted that improvements in technology and other reasons have led to a gradual reduction in the number of middle-level managers. However, they remain necessary. The only thing is that their powers are undergoing the most significant changes. At the same time, lower-level managers form the technical level of enterprise management: at this level, ordinary labor actions are carried out; this level can be correlated with the daily activities of each company. decisions at this level are made by managers of the lower management level (foremen in workshops, heads of subdepartments, in universities - heads of departments, etc.), and their work is considered at the level of current management. The main feature of the work of lower-level managers is that they are called upon to: deal with problems related to the expenditure of resources in certain situations; check the quality level and timing of various production operations. The main difficulty that arises for a lower-level manager is that he is forced to very quickly move from one activity to another. In this regard, he needs to quickly resolve issues, because... Most often there is no time to think and search for the optimal solution. The lower levels of enterprise management involve the formation of special relationships between managers and their subordinates. Managers of this level are forced to solve assigned tasks and check the work of employees, as well as be mentors and leaders. And it is precisely these managers who, consciously or unconsciously, are entrusted with the task of training young specialists and new employees. Middle and senior managers do this much less often. All levels of enterprise management include functional structures that perform specific functions in the field of management. The main task of such units is expressed in the preparatory work on the formation of management decisions for a manager at this level. In the case of using a single-level structure, managers directly manage the activities of performers. When using a two-level structure, the highest levels of enterprise management are formed - the work of performers is added. Managing business opportunities: how to protect a company from ruin Analysis of levels of enterprise management Analysis of the management level determines the operation of the management system, its compliance with the object of management, and the ability to choose fairly informed decisions. The specified characteristics of the management system are considered a key condition for the intensification of production activities and the success of its current and future development. During the analysis of the management level, the work of the management system in general and the activities of its components are considered, such as the organizational structure of management, levels of enterprise management, the composition of management personnel, their level of qualifications and labor organization, technical equipment for the activities of managers, etc. The purpose of the analysis is to substantiate the rational structure of management bodies, ensure compliance of management staff with the characteristics and content of management functions, rational measures to centralize management functions, reduce the time for data processing and the time for making a choice of management decision. An important assessment of the level of enterprise management includes conducting an analysis of the organizational structure, starting with a description of the company. The parameters of the company and its production structure are designed to determine the structure of management bodies and the number of managers. Analytical indicators that determine the current state of management bodies are: the ratio of the supply of management personnel in general for the company and for each functional group; the share of management employees in the total number of personnel of the company; their average number and share in workshops and on separate areas; controllability coefficient. The controllability coefficient in separate divisions determines, for example, the number of employees per foreman, shift manager, workshop, etc. At the same time, the analysis of the levels of management of an enterprise includes such a special section as assessing the level of centralization of management functions. This indicator is calculated generally for the company and separately for existing functional groups. Analysis of technical equipment and management methods It determines the breadth of involvement in management work of advanced achievements of scientific and technical thought (the best equipment), new management techniques, etc. The analysis begins with an assessment of the quantitative and qualitative aspects of the technology used in management and the possibilities for its improvement. Using the level of technical equipment, an indicator of the degree of mechanization and automation of management work is determined. Its characteristic is the level of comprehensive (or partial) mechanization of the data processing process, the level of automation of data processing and preparation of solutions. It is with the help of automating the work of managers that the basis for studying alternative options development and selection of rational solutions. Analysis of the composition and organization of labor of management employees It is carried out by assessing the level of qualifications of management staff, its compliance with the current requirements of production activity and science. The needs to increase the level of qualifications of management employees for individual functional groups (accountants, planners, etc.) are determined, and a set of measures is developed to increase the level of qualifications. An analysis of the organization of work activities of management personnel is carried out, based on a description of the management process, management functions performed by each employee, documentation and document flow diagrams. During the analysis, reserves are found for improving the technology of the management process by organizing the list and flow of documents, their unification, and timely processing. They also find reserves to improve the organization of work of managers. Analysis of management effectiveness Based on a comparison of management costs with the final results of the company. The efficiency indicator of the management techniques used in the company is calculated as the ratio of the volume of sales of goods to the amount of management costs. The higher the value of this indicator, the more successful the management techniques used in the company. Successful levels of enterprise management are considered to be those that ensure: increased labor productivity; increase in capital productivity of fixed production assets; acceleration of turnover working capital; profit growth.

· 3.1. Levels of management process

The management structure of any organization is traditionally divided into three levels of management: operational, functional and strategic, which are determined by the complexity of the tasks being solved. The more complex the problem, the higher the level of management required to solve it. It should be understood that more simple tasks, requiring an immediate (prompt) decision, there is a much larger number, which means that they need a different level of management - a lower one, where decisions are made promptly. When managing, it is also necessary to take into account the dynamics of the implementation of decisions made, which allows us to consider management from the angle of the time factor.

The figure shows three levels of management, which are correlated with such factors as the degree of increase in power, responsibility, complexity of the tasks being solved, as well as the dynamics of decision-making for the implementation of tasks.

Operational level of management (lower)

OperatingThe control level ensures the solution of repetitive tasks and operations and rapid response to changes in current input information. At this level, both the volume of operations performed and the dynamics of management decision-making are quite large. This level of management is often called operational due to the need to quickly respond to changing situations. At the level of operational (operational) management, a large volume is occupied by accounting tasks.

Example

Some accounting tasks: recording the quantity of products sold; accounting for the cost of time, raw materials and materials when performing individual production operations; accounting of manufactured products; accounting, etc.

Users of the automated control system at this level are performers and lower-level managers (foremen, engineers, executives, foremen, raters, technicians, laboratory assistants, etc.). The main task is to quickly respond to changing situations. At all levels of management there are both managers who perform only general functions, and specialist managers who implement management functions in their area of ​​competence.

Example

The chief engineer of the organization (specialist manager) transferred part of his functions to middle-level managers, for example, the chief power engineer, the chief mechanic, the chief electrician, while retaining the general functions of managing these services without interfering in their activities at the operational level.

Functional (tactical) level of management

FunctionalThe management level provides solutions to problems that require preliminary analysis of information prepared at the first level. IAS at this level is intended for middle managers and specialists (heads of services, departments, workshops, shift supervisor, section supervisor, research assistants, etc.). The main task is the tactical management of the company in solving the main functions in a given field of activity.

At this level, a management function such as analysis becomes of great importance. The volume of tasks to be solved decreases, but their complexity increases. At the same time, it is not always possible to develop the necessary solution quickly; additional time is required for analysis, comprehension, collection of missing information, etc. Management is associated with some delay from the moment of receiving information to making decisions and their implementation, as well as from the moment of implementing decisions to receiving a reaction to them.

Example

Based on the analysis of statistical data on demand for products, prices of competitors, etc., profits are forecast and a product release plan is developed for the next period (week, month, quarter). The results of management decisions appear after some time.

Strategic level of management

Strategiclevel ensures the development of management decisions aimed at achieving the long-term strategic goals of the organization. At this level of management, the IAS serves senior managers of the organization, whose main task is strategic planning of the enterprise’s activities in the market and coordination of intra-company management tactics. Other management functions at this level are currently not fully developed.

The strategic level of management is often called strategic or long-term planning. The legitimacy of a decision made at this level can be confirmed after sufficient long time(months or years). The responsibility for making management decisions at this level is extremely high and is determined not only by the results of analysis using mathematical and special tools, but also by the professional intuition of managers.

Example

Based on an analysis of the financial condition of the company, decisions are made to increase (decrease, withdraw from sale) the products produced, to attract additional employees or to lay them off.

Functions of IASU - information automated control systems

The functions of the automated control system are determined on the basis of management goals, specified resources to achieve them and the expected effect of automation. The functions of the automated control system include: planning and (or) forecasting; accounting, control, analysis; coordination and/or regulation. The required set of elements is selected depending on the type of specific automated control system.

Considering the process of enterprise management as a technology, we can imagine it as a set of cycles performed by employees of the management apparatus, based on the division of labor. In accordance with the elements of the managed object (labor, means of labor, production technology, objects of labor, economic ties and relationships), the content of the management process can be defined as:

· labor process management (main and auxiliary personnel of the enterprise);

· management of movement and inventories of labor items (material flows - resources);

· management of tools and means of labor (buildings, structures, equipment);

· management of production processes (main and auxiliary);

· management of economic ties and relationships as an expressed cost form of the production process.

Organization staff

These are the employees varying degrees qualifications and levels of management - from secretaries performing standard processing operations to specialists and managers making strategic decisions.

Personnel qualifications by management levels

1) Strategic – senior managers (strategic planning, coordination of intra-company tactics).

2) Functional (tactical) – middle managers and specialists (tactical management, solving the main functions in the field of activity).

3) Operational (operative) - performers, lower-level managers (prompt response to changing situations).

Other elements of the organization

Standard Procedures in the organization - exactly certain rules performing tasks in various situations.

Subcultureof any organization - a set of ideas, principles, types of behavior.

Types and levels of management are a topic relevant for any company. There is no enterprise where attempts have not been made to build an effective personnel management system and, as a result, an algorithm for achieving the assigned tasks. Competent management of various groups of specialists in conditions of constant development is a complex but necessary process.

What is management

This term is relevant when we are talking about managing the activities of various groups of employees both within a specific department and the entire enterprise as a whole.

Accordingly, the people responsible for organizing quality management are called managers. Their key task is the competent formation of the labor process, its planning, control and motivation of personnel. The result of such efforts should be timely achievement of the company's goals.

Therefore, modern management is a constant desire to develop and improve the quality of work. It is worth noting that professional management can bring about tangible social change. An example is the growing popularity of quality education, driven by the desire to get a good job.

Who is a manager

Without effective leadership, the development of modern companies is not possible.

If we use the actual meaning of the terms, then a manager can be called a manager or leader who has sufficient authority to solve various problems related to specific types of activities of the enterprise.

• managers of the enterprise, as well as its divisions (these can be departments, divisions, etc.);
• organizers of various types of work operating within the framework of program-target groups or divisions;

• administrators, regardless of management level, whose responsibilities include organizing the work process taking into account modern requirements;
• leaders of any groups of specialists.

Regardless of the profile, the key task of a manager is always to manage employees for the high-quality implementation of assigned tasks.

Key Features

Based on the information presented above, we can conclude that the essence of management comes down to planning, motivation, organization of the process and its control. In fact, these are the goals of management.

Thus, the main functions of a manager have the following structure:

• planning;
• organization;
• motivation;
• control.

Regarding planning, it should be noted that within the framework of this function, the most relevant goals for the company are determined and a strategy for achieving them is drawn up, up to the formation of an algorithm for the work of employees at all levels.

Enterprise management at at this stage involves working with several key issues:

1. Where is the company currently located?
2. Where should we go?
3. What exactly will this movement look like (plan, resources, etc.)?

It is through planning that the company's management determines the key areas in which the main efforts must be made.

Organization of an enterprise is, in essence, the process of creating and developing an existing as well as a new structure. In this case, the work of managers is focused on taking into account all facets of the company’s internal processes in order to ensure their competent interaction. If there is a high-quality formation of all processes and a global algorithm for the progress of the enterprise, all employees and managers will contribute to the effective achievement of their goals.

The management system also allows you to accurately determine who should perform what functions in the enterprise.

Modern management is difficult to imagine without competent motivation. The bottom line is that the algorithm of action and development will be successful only if all groups of employees are able to perform the functions assigned to them on an ongoing basis with high quality. To achieve this, managers develop a personnel motivation system that allows them to maintain a high level of interest in accurately achieving goals.

The goals of management also include control. The fact is that, due to certain circumstances, processes within the company may deviate somewhat from the original algorithm and the fulfillment of the assigned tasks will be in question. To avoid such processes, managers pay a lot of attention to monitoring the work of their subordinates.

Senior management

There are always few managers representing this category at the enterprise. The responsibilities entrusted to them are significant. But they can be reduced to the following concept: competent development and subsequent effective implementation of company development strategies. As part of this process, senior managers make important decisions that require appropriate competence. This group of leaders may be represented, for example, by the rector of an educational institution, the president of a company, or a minister.

When considering the levels of management, it is worth understanding that the highest segment is responsible for shaping the course of movement of the entire enterprise. That is, these specialists actually choose the direction of development and determine how to effectively move within the designated course. A mistake at this level can lead to significant financial and structural losses.

For this reason, a high level of management implies active mental activity and a deep analysis of the work of the company as a whole and each of its departments in particular.

Middle management

This group of managers controls lower-level managers and collects information about the quality and timing of the tasks they set. Managers transmit this information in processed form to senior managers.

Middle levels of management in a company sometimes require hiring so many specialists that they are divided into separate groups. Moreover, the latter may belong to different hierarchical levels. For example, some enterprises form both upper and lower levels of middle management.

Such managers typically manage large departments or divisions of the company.

Lowest level

Managers in this category are also called operational managers. This group of employees is always large. The lower level of management is focused on monitoring the use of resources (personnel, equipment, raw materials) and fulfilling production tasks. At enterprises, such work is carried out by foremen, the head of the laboratory, the head of the workshop and other managers. At the same time, within the framework of the tasks of the lower level, a transition from one type of activity to another is possible, which adds many additional facets to the work.

According to research, due to the variety of tasks and high work intensity, lower levels management are associated with a significant burden. Those who hold such a position must constantly move from effectively performing one task to solving another.

In some cases, one stage of work may take little more than a minute. With such frequent changes in intraday activity, the consciousness is in constant tension, which is fraught with prolonged stressful conditions.

Such managers do not communicate very often with their superiors, but they communicate a lot with their subordinates.

Features of general management

This form of management finds its active implementation within the framework of modern capitalist society.

General management is needed when there is a need for management methods and approaches that are suitable for any area in various socio-economic systems, regardless of the level of management.

This category includes various management techniques and functions (accounting, organization, planning, analysis, etc.), as well as group dynamics and mechanisms used for the development and subsequent decision-making.

Levels of general management

There are several levels of this form of control that are used depending on the situation. They look like this:

• Operational. The key task in this case is the competent regulation of processes related to the production of a product in conditions of resource scarcity.
• Strategic. Within this direction, promising markets and relevant products for them are identified, the desired management style is selected, and a tool is selected to regulate the process.

• Normative. Here, the enterprise management is focused on developing rules, norms and game principles that allow the company to gain a foothold in a specific market and strengthen its position over time.

Functional management structure

This system is necessary for organizing effective management in certain areas of the company's activities. That is, unlike the general one, it is not universal and covers various functions separately. This approach includes current schemes for achieving the company’s goals, depending on the area of ​​application of management tools, the type of entrepreneurship and the social environment.

The functional management system includes the following management areas:

• financial;
• industrial;
• investment;
• information management algorithm;
• HR management.

All these areas are more than relevant, since the process of division of labor has led to the emergence of numerous facets of the activity of the enterprise as such. In addition, the specifics of each area of ​​entrepreneurship creates its own unique working conditions.

Innovation management

This management organization scheme deserves special attention. The bottom line is that markets are constantly changing, dividing into separate segments and giving birth to new directions, there is a need to develop technologies and products that meet today's ever-increasing requirements. This is exactly what this type of management is aimed at.

Such a system is needed for effective management processes related to the creation, dissemination and subsequent application of technologies, as well as products that can meet the needs of a progressive society and will have scientific and technical novelty.

Innovation management also aims to create an environment that allows for targeted search, preparation, and implementation of innovations necessary to maintain competitiveness.

Bottom line

Management levels and their characteristics, as well as different kinds management is an integral part modern economy, without which companies simply will not be able to meet the constantly changing market requirements.