Effective management is one of the most important tasks in the construction and development of any enterprise; it is the key to survival in difficult competition. Investments, innovations, sales markets and everything else important aspects business development can be absolutely useless without a properly functioning general management system, including personnel management. There are several models used in our time, including the functional-target management model.
The process of operating an enterprise is closely related to the continuous improvements necessary for the competitiveness and viability of the organization. Therefore, one of the main tasks of the management system is to adapt the personnel and the process of the enterprise to the necessary changes. Accordingly, the main function of management is to respond in a timely manner and take measures to implement these changes.
Organizational structures of management systems
Main difference different models management lies in their organizational structure. In the usual understanding, an organizational structure is a kind of tree-like, two-dimensional diagram that, with the help of lines and rectangles, tells about areas of responsibility and subordination (who does what and who reports to whom). But in fact, this method of presentation is not able to fully satisfy all the tasks of modern enterprise construction. In addition, with such a clear horizontal-vertical distribution of duties and responsibilities, many errors arise that can completely destroy the enterprise.
So, based on organizational structure, there are several basic management models.
Linear
Assumes that everyone is in charge production level a separate manager who is fully responsible for management and reports to senior management. This creates vertical subordination of management at all levels.
The advantages of this model include the possibility of prompt and effective management; each employee has one manager and one communication channel (vertical). But the use of such a structure is justified only in small enterprises that have few production connections and a small range of issues to be resolved.
Functional
Characteristic for more large enterprises with large production scales, an increasing range of problems requiring solutions, and an increased organizational and technical level.
The essence of this model is that specialists are assigned to perform separate functions on specific issues. Single-profile specialists are united into management system units for the purpose of making decisions that are mandatory for production units. In such a scheme, workers have double subordination. On one side there is a line manager, and on the other there is a functional manager, whose instructions the person performing the work must follow.
The advantage of such a system is that it relieves line management, which allows them to pay more attention operational management. An obvious drawback is the presence of many functional managers above the contractor, which leads to poor coordination of orders and creates difficulties in the work of staff. The level of responsibility of performers and managers is also reduced.
Headquarters (linear-functional)
Consists in the formation of headquarters under line management. Their main task is to prepare data for making competent decisions on special issues. With this model, functional bodies are subordinate to a line manager, who coordinates the decisions they make before transferring them to departments. This scheme makes it possible to increase competence in resolving issues, but at the same time the load on line managers, who must receive complete information and, based on it, give appropriate orders, increases sharply.
The headquarters management structure is most widespread in industry and is the main model used in at this stage. It assumes little influence of functional services on the work of individual sections, but does a lot of work at the level of general enterprise management.
Having many advantages, the linear-functional model also has some disadvantages, which are especially noticeable when production is enlarged and production connections become more complex. This is primarily due to the complication of coordination on the part of the line manager in proportion to the expansion of production and the ramification of the management apparatus. The lack of strong connections between functional services also affects this, which leads to poor interaction and parallel execution of some work.
Matrix
All the shortcomings of these models led to the search for new systems capable of to the fullest satisfy the demands of new times and provide the most effective management. The result of these searches was the development of matrix control systems, the main task of which is to effectively combine the necessary characteristics different systems management.
The basis of the functional-target model of the management system, which also belongs to the matrix model, is the division of all management tasks into two subsystems: target (horizontal) and functional (vertical).
The complex functional subsystems include the following control subsystems:
Target subsystems include control subsystems:
- fulfillment of the production and supply plan)
- quality of manufactured products)
- resources)
- production development)
- management development)
- social development)
- security environment.
Support subsystems are distinguished:
- legal)
- informational)
- technical)
- normative)
- regulatory documentation)
- economic)
- office work.
IN common system management also includes a personnel management subsystem, the main unit of which is the personnel department. Depending on his position in the overall structure and full powers, he can perform more or fewer functions. The location of the HR subsystem is influenced by several factors:
- Organizational status of the service and its leadership (scope of authority, rank in the hierarchy of the enterprise, composition of powers and zones of influence, etc.).
- Level general development organizations.
- The attitude of the company's top officials towards the HR service.
- Professionalism and intellectual potential of personnel department employees.
The personnel management subsystem may be subordinate to the first head of the enterprise or be a separate unit within the general management of the company. It all depends on the size of the enterprise, level of development, capabilities and tasks of the personnel service.
Today, only a few large (national) companies separate the HR service into a separate full-fledged unit. Otherwise in most cases personnel service deals only with the search, reception, accounting and dismissal of personnel, and all other functions are scattered across other structural divisions of the management system.
System analysis as a tool for studying management systems traditionally includes the study of the system through the formation of its goals. The concept of purpose and the associated concepts of expediency and purposefulness form the basis for the development of management theory. Management by Objectives is seen as a concept modern management, which states that increased performance is achieved due to the fact that each manager has a clear understanding of both his own goals and the goals of the organization as a whole.
The term "goal" has several definitions. In the generally accepted understanding, a goal is a “model of the desired future.” In the Great Soviet Encyclopedia, a goal is defined as a pre-conceivable result of a person’s conscious activity (the embodiment of a plan).
In organizational management, the nature of goals is hierarchical, and there are several levels of their setting:
1) goal as a desired future, plan (philosophy and mission of the company, general goal defining the area of interest);
2) goal as a general direction (determining the development of the system in the required direction), focused on the implementation of the plan;
3) goal as a result of activity (products, services);
4) goal as a process (to achieve break-even activity or uninterrupted supply of material, etc.) ensuring the fulfillment of the stated requirement;
5) goal as achieving a certain state (equilibrium, stability, flexibility, adaptation), ensuring the efficiency of the system.
Regarding the goal as a plan, we can use the definition of academician N. Moiseev: “The goal of management is the subjective representation of the person responsible for choosing directions about the motives that should be followed when choosing a method to achieve the goal.” The goal as a general direction should lay down a certain concept for the development of the system. Using the terminology of R. Keeney and H. Ralph, it can be argued that the goal defines, as a general direction, a zone of interest from which lower-level goals are derived.
Control, orientation is giving purpose to one or another action. The most common definition of a goal in managing an organization is the following: a goal is the final result (satisfaction of requirements, indicator, state) that must be obtained by selecting and implementing certain control actions on the system. For a purpose like final result, quantified or specified in the form of a requirement (to achieve, to increase), the concept of “reachability zone” is essential. The reachability zone is understood as the set of all limiting states of the system, which it reaches at some point in time under the best control in a given sense. This concept is a well-known abstraction, a thought experiment, which in some cases can be turned into a strictly mathematical model. Constructing a zone of reachability and a zone of interest is one of the most complex procedures in the theory of decision making.
More on the topic Target model of the control system. Conceptual framework for setting goals:
- Formation of a system of strategic goals and target standards that ensure the implementation of the main goal of the enterprise’s financial activities
- Stage 1. Definition of strategic goals, development of a balanced scorecard
- Conceptual basis of the cluster approach to the development of European business
Functional-target model of an organization's management system.
Scheme of FCM SU by organizationTarget subsystems – achieving the overall goals of the organization. Complex subsystems also include more specific types of subsystems.
UP system– a set of subsystems (line management, target, functional), as well as elements (functions for PM, organizational structure of PMMS, technologies and process of PM, management decisions on personnel (or personnel), information, technical, personnel and methodological support for the management process), necessary and sufficient for the implementation efficient process planning, attracting, using and developing the organization's personnel. That is, the SUP includes all managers of the organization at different levels of management (top, middle and lower levels).
There is a concept in contrast to the UE system UP service(or personnel service) - ϶ᴛᴏ composition of specialized units and officials performing functions in PM (PM department, HR department, recruitment department, personnel training department, motivation and remuneration department, training center, HR manager, psychologist, etc. .). The difference is that there are no non-specialized departments here (such as the head of the marketing or accounting department).
Description of the business game
The analysis showed that the reason for the deterioration of the activity of an industrial organization is the uncoordinated activity of the functional divisions of the management apparatus. In addition, a number of management functions that are assigned to departments are not performed. The reason for this situation may also be the absence of a number of the most important target units that carry out the functions of coordinating the work of functional and support units.
Formulation of the problem
1. Construct a diagram of the functional-target model of the management system of the organization and its personnel.
2. List the main functions: functional, target subsystems and management support subsystems. Name the units that bear the functions of these subsystems.
3. Show what is the specificity of constructing a diagram of a functional-target model of management systems of organizations: industrial, trade, transport, construction, credit and financial, communications enterprises, etc.
4. Show what is the specificity of the composition and content of the main functions of functional, target subsystems, management support subsystems of the organizations of various industries listed in the previous paragraph.
5. Construct a diagram of the organizational structure of the management system of the organization and its personnel.
Guidelines
When constructing a diagram of a functional-target model, you should use Fig. 2.1. Due to the fact that functional subsystems are complex, they need to be divided into simpler subsystems, the functions of which, as a rule, are performed by separate divisions (Table 2.4).
When constructing a diagram of the organizational structure of the management system industrial enterprise use fig as an example. 2.2.
Rice. 2.1. Scheme of a functional-target model of a management system for an industrial organization
Rice. 2.2. Diagram of the organizational structure of the management system of an industrial organization
NTS - scientific and technical council
SO - Organization Council
OPPP - production planning department
PIO - patent information department
BRIZ - bureau of rationalization and invention
OgMetr - department of the chief metrologist
TsZL - central plant laboratory
KTOS - design and technical standardization department
OTD and CA - technical documentation department and central archive
OGK - chief designer department
OGT-department of chief technologist
KTO TNP - design and technological department of goods
consumer consumption
OMA - department of mechanization and automation
OIH - department of instrumental management
OGM - chief mechanic department
OGE - department of the chief power engineer
LLC - environmental protection department
OHS and TV - Occupational Health and Safety Department
PDO - production and dispatch department
OTK - technical control department
OUKP - product quality management department
OMTS - logistics department
HVAC - department of external cooperation and procurement
Tr.O - transport department
OS - sales department
OM - marketing department
AHO - administrative and economic department
Central Bank - central accounting
PEO - planning and economic department
OOTiZ - department of labor organization and wages
FO - financial department
OOPU - department of production organization and management
OOPU - department automated systems management
IVC - information and computing center
OK - HR department
OPK - personnel training department
OSBO - department of social and consumer services
Housing and communal services - housing and communal services department
VOKhR - paramilitary security
OKS - capital construction department
OVES - department of foreign economic relations
ORP - production development department
DUO - contractual and legal department
OOD - general office work department
Table 2.4
COMPOSITION OF COMPLEX FUNCTIONAL SUBSYSTEMS OF THE MANAGEMENT SYSTEM OF AN INDUSTRIAL ORGANIZATION
Scheme of FCM SU by organization
Target subsystems – achieving the overall goals of the organization. Complex subsystems also include more specific types of subsystems.
UP system– a set of subsystems (line management, target, functional), as well as elements (functions for PM, organizational structure of PM, technologies and process of PM, management decisions on personnel (or personnel), information, technical, personnel and methodological support of the process PM), necessary and sufficient for the implementation of an effective process of planning, attracting, using and developing the organization’s personnel. That is, the management system includes all managers of the organization at different levels of management (top, middle and lower levels).
There is a concept in contrast to the UE system UP service(or personnel service) is a composition of specialized units and officials performing functions in PM (PM department, HR department, recruitment department, personnel training department, motivation and remuneration department, training center, HR manager, psychologist, etc. ). The difference is that there are no non-specialized departments (such as the head of the marketing department, accounting department).
