Top, middle and lower level managers: basic competencies and specifics of activity

In the last couple of decades, the terms “management” and “manager” have thoroughly entered our lives, but often people use them without understanding the meaning. In this article we will talk about what management is.

Management: definition of the concept

The term “management” comes from the English “management”, which literally translates as “direction, management”. There are several management concepts:

1. Management is, first of all, a science. This is a whole system of knowledge that represents a theoretical and practical basis for managing any resources.
2. Management is the management process itself, which is carried out through the following functions: planning, organization, coordination, motivation, control and analysis.
3. Management is the art of management. Besides scientific knowledge, management requires talent and the ability to apply this knowledge, science provides knowledge and practical training in management, but in a specific situation you need to feel how to act.
4. In addition, management is understood as the administrative apparatus, that is, the totality of all divisions of management personnel.

In accordance with all these concepts, a manager is a professional manager who has special knowledge, skills, and ideally, talent and his own management style.

There are three levels of managers: managers senior management, middle management and lower management.

• Top managers include the so-called top managers, these are the direct heads of enterprises and government bodies.
• Middle managers include managers who report to top managers and manage line managers.
• Lower-level managers include line managers who directly manage performers.

In addition, the question often arises: What is organizational management? The answer to it is simple - it is the direct management of an organization, an enterprise, the use of the organization's resources to achieve its goals, through the implementation of management functions.

What is a management system

A management system is a system for managing various resources of an organization, be it human, technical, financial and others, to achieve its goals.

High-quality management systems are based on such fundamental sciences as mathematics, psychology, statistics, econometrics, and computer science. The management system is a dynamic system; it adapts to changing conditions, that is, it develops.

A modern company sets itself and solves a whole range of tasks, which determined the structure of modern management, which includes the following main subsystems:

• Financial management
• Investment management
• Strategic management
• Information management
• Innovation management
• Marketing
• Project management, which includes: personnel management, design management, quality management.
• Risk management
• Environmental management

Let's look at the terms most commonly used in our lives.

What is financial management

This is a subsection of management that studies financial resources and ways to manage them in order to increase and multiply them. Financial management includes both the acquisition, distribution, use of financial resources, as well as control and analysis of their use.

What is strategic management

Strategic management deals with the development and implementation of development strategies for enterprises and organizations. After all, it is the right goals and the right ways to achieve them that are the basis of quality management.

What is investment management

This area of ​​management deals with the management investment activities various scales, from an individual investment project to state-wide investment.

What is innovation management

This is a management subsystem that studies and implements innovations in production and enterprise management. In addition, using different methods and tools, the need for changes, readiness for these changes and the economic effect of their implementation are studied.

What is quality management

This is a direction of management that deals with the development and implementation of a quality system in an enterprise or organization. Quality standards are recognized throughout the world, and in order for a company to enter the market with its product or service, it is necessary to comply with these standards.

Now you know what management is, the definition of management, and you can use it correctly. Remember that each area of ​​management should be studied in depth; this discipline will be useful to anyone who wants to build their career. At the same time, each of us is a manager of our own life, because every day we are faced with questions: how to live, how to achieve our goals, how to rationally use our time, and precisely from right decisions The quality of your life depends.

Nike, Alibaba.com, General Electric and many other companies have achieved incredible success through effective management. So what is management and why is it so necessary to improve the performance of enterprises?

What is management

To date, there is no clear definition for this concept. Nevertheless, the most common explanation of what management is is the following: management is the most effective management of an enterprise and personnel. Some businessmen, such as Terry Alexander Gibson, call management an art: “Management is the art of achieving goals under conditions of limited resources.” .

Effective enterprise management consists of:

1. Setting tasks and goals.
2. Detailed task planning.
3. Organization of work.
4. Regulation of production capabilities.
5. Increasing the motivation of subordinates.
6. Performance monitoring.

Management: why organizations need it

One of the main goals of the art of management is to achieve assigned tasks to the maximum extent possible. short time at the highest performance. With an effective management process, the company's management involves each employee in the work of the company, motivating him to “give his best” in order to obtain maximum benefit.

For example, there is a design organization that designs and builds bridges and roads. This company has four main departments, each with different responsibilities: 1) financial; 2) design; 3) department for external economic relations; 4) department for internal economic relations.

It is difficult for the president of the company to whom they report to keep track of the implementation of assigned tasks. The fact that a company has a positive result does not mean that the organization’s production activities are as efficient as possible.

Sometimes department heads do not complete their tasks, making excuses that they “forgot”, “the task was set incorrectly” and similar things. In order to avoid such cases and increase the efficiency of the company, the president introduces electronic control projects. It consists in the fact that all employees have a program on their computers in which they conduct their projects, and they are visible to everyone.

Now none of the subordinates can say: “I forgot, I didn’t understand.” Its tasks and the process of their implementation are available for everyone to view and comment on. The president can monitor the work of his subordinates at any time convenient for him.

Another example. The working day at the company begins at eight o'clock in the morning. But some employees really like to be late for no apparent reason. Since the company works a large number of people, it is impossible to keep track of everyone.

Therefore, management introduces electronic cards, according to which, at the end of the month, missed work hours are read and a fine is charged. Moreover, if an employee is not late every day for a month, he receives a small cash bonus.

The result is increased productivity and increased employee motivation. Justin Menkes is right: “When unraveling the secret of managerial success, you should look not at the solution, but at the method that allowed you to arrive at it.”

To see the perfect example effective management, it's worth reading Jack Welch's book ( CEO General Electric from 1981 to 2001) "The Story of a Manager." It is noteworthy that his method is used by most managers.

The method is simple - divide businesses into categories. How Welch did it: he drew three circles on a napkin, in which he entered the directions of his businesses. What went beyond the three circles required reform, or it was worth getting rid of these enterprises. This is what Welch did, thus increasing the company's efficiency.

What is management and why is it needed? Basic concepts: types, functions, methods and principles of management. Management as a profession in the modern world.

Greetings, dear friend! Welcome to Dmitry Shaposhnikov, one of the authors of the site HeatherBober.ru.

For more than 10 years, I managed teams of up to 1000 people in large banks and telecommunications companies in Russia.

Today, my experience also formed the basis of this article.

I have long noticed that most people do not understand what management is and why it is needed.

Below I will share with you an understandable theoretical basis this concept and practical examples from your life.

This information will be useful both to novice managers and to those who want to learn more about management and effectively use this knowledge in practice.

1. What is management - a complete overview of the concept

The word “Management” translated from English literally means “management”, “administration”, “ability to lead”.

However, this word is not an exact synonym for “management”. After all, you can manage not only a factory, but also a car or a bicycle. Management is primarily about managing people. At the same time, the control is also done by a person, and not by an automatic machine or a computer.

Most precise definition management as follows:

Management- is management, maximum effective use and control of social or economic systems in conditions market economy. Management initially developed as the art of production management, but then transformed into the theory of managing human behavior.

In general, there are several meanings of the term “management”. Here are some of them:

1. A type of work activity that represents a management process: the continuous implementation of actions and decision-making that contribute to the accomplishment of assigned tasks.
2. The actual process of managing something - forecasting, coordination, stimulation of activity, command, control and analytical work, as well as unification in various ways management activities together.
3. An organizational structure designed to manage a company, enterprise, group of people, or country.
4. A scientific discipline that studies problems of managing and leading people.
5. The art of managing people, including operationally and under stress. It assumes not only knowledge of theory, but also an intuitive understanding of human behavior.
6. The art of managing intellectual, financial, and raw material resources for the purpose of maximizing efficient production activities.

The above definitions of management do not contradict each other, but, on the contrary, are interrelated and reveal various aspects of this concept.

On the one hand, this is a theoretical discipline that studies the laws and principles of management, on the other hand, it is a purely practical activity aimed at the rational distribution of human and/or material resources.

World history of management development

No historian can name the exact (or even approximate) date of the birth of management science.

It is logical to assume that management has existed in society since the emergence of social relations. Even the most ancient societies needed people to take on the functions of managing and coordinating the activities of groups.

Ancient managers controlled people in building homes, obtaining food, and protecting them from wild animals and enemies.

There are 4 historical periods in the development of management as a science of managing people:

1. Ancient period(10,000 BC – 18th century AD). Before management emerged as an independent field of knowledge, society had been accumulating management experience bit by bit for centuries. Rudimentary forms already existed at the stage of the primitive communal system. The elders and leaders represented the guiding principle of all types of activities. Around 9-10 millennia BC, the appropriating economy (gathering and hunting) gradually gave way to the producing economy: this transition can be conditionally considered the period of the emergence of management. Already in Ancient Egypt (3 thousand years BC) a full-fledged state apparatus with a serving layer was formed. Later, the principles of management were formulated in their works by the philosophers Socrates and Plato.
2. Industrial period(1776-1890). A. Smith revealed the principles of public administration as accurately as possible in his works. He formulated the laws of classical political economy and management, and wrote about the responsibilities of the head of state. In 1833, British mathematician Charles Babbage proposed his project of an “analytical engine”, which would help make management decisions more quickly.
3. Systematization period(1860-1960). Time intensive development management theory, the emergence of new directions, trends and schools. It can be said that modern management originated precisely during the Industrial Revolution. The emergence of factories led to the need to create a unified management theory in large groups of people. For these purposes, the best workers were trained to represent the interests of local management - they were the first managers.
4. Information period(1960 - our time). Today for adoption management decisions Processing of a huge amount of information is required. Control is a logical process that can be expressed mathematically. Various approaches to management are practiced, based on the principles of loyalty to working people and business ethics.

Management as a science and applied activity continues to develop and improve. No leader in our time can manage people, finances, or production processes without a theoretical basis and practical management skills.

2. Main goals and objectives of management

For those who have not had experience managing at least 2-3 subordinates, it is difficult to understand what management is and why this science should be studied long and hard. It would seem that everything is extremely simple: subordinates work, and the manager observes and indicates what they should do to increase productivity and increase the company’s income.

In reality, everything is much more complicated: in order to give the right instructions, you need to clearly understand the essence of production processes. Management must be as effective as possible, otherwise it will bring losses and harm instead of benefit.

Any leader must rely in his work on knowledge scientific principles and understanding of the current situation.

For example

A personnel manager in a printing house must not only skillfully manage printers and printing equipment operators, but also have a good understanding of the printing business.

One more example

You urgently need to remove the goods from the warehouse and load them into transport. A qualified manager will order the goods to be removed from the treasure in advance and distributed on the loading dock in a certain way - large and durable ones closer, fragile and small ones further away. When the vehicle arrives, movers will quickly move the items into the truck in the order in which they are located.

An inexperienced or lazy manager will not take care of the preliminary work at all, so the loaders will have to carry goods from the warehouse for a long time without any system.

The main goal of management– harmonious and coordinated work of the organization, the effective functioning of its external and internal elements.

The specific content of management is influenced by 2 groups of factors:

• General development trends of the company;
• Territorial or national economic factors.

Local management tasks are subordinated to the main goal.

Supporting tasks include:

• development and survival of the organization, maintaining its market niche and focusing on expanding its sphere of influence;
• achieving the set results, ensuring a specific level of profit;
• creating conditions necessary for the stable existence of the organization;
• overcoming risks and predicting risky situations for the company;
• monitoring the effectiveness of the organization.

Management of the activities of a company or group of people is carried out taking into account the potential capabilities of the organization and constant correction of production processes. On large enterprises management is divided into 3 interacting levels - higher, middle and lower.

3. 7 main types of management

Types of management– these are specific areas of management related to the decision specific tasks. There are 7 main types of management - let's look at each of them in detail.

Type 1. Production management

The term “production” should be understood as broadly as possible: it can refer to a commercial company, a bank, or a factory.

Production management is responsible for the competitiveness of services and goods provided by the company. The effectiveness of such activities is determined by the accuracy of strategic forecasts, production organization, and competent innovation policy.

A production management specialist solves the following tasks:

• monitors the operation of the system, promptly detects failures and malfunctions;
• eliminates conflicts within the organization and deals with their prevention;
• optimizes the volume of products produced;
• monitors the rational use, loading and serviceability of equipment;
• controls labor resources, is responsible for discipline and encouragement and takes into account the interests of the organization’s employees.

The main task of such a specialist is to effectively combine the company’s capabilities with its long-term goals, as well as manage the production process.

Type 2. Financial management

Enterprise financial management.

The financial manager is responsible for the organization's budget and ensures its rational distribution. The tasks of such a manager include analyzing and studying the company’s profits, its costs, solvency and capital structure.

The goal of financial management is obvious - increasing the profits and welfare of the organization through effective financial policies.

Local tasks of a company money management specialist:

• optimization of expenses and cash flow;
• minimizing the financial risks of the enterprise;
• accurate assessment of financial prospects and opportunities;
• ensuring the profitability of the organization;
• solving problems in the field of crisis management.

In other words, the financial manager makes sure that the company does not go bankrupt and generates stable profits. The principles of financial management can also be used individually when managing your own funds.

Type 3. Strategic management

Strategy– development of methods and ways to achieve goals.

That is, strategic management– development and implementation of company development paths. The specific plan of action is determined by the tactics.

Let's say the goal of an organization is to achieve maximum income. Strategic measures to achieve this goal can be different: become the best manufacturer in its quality niche, increase production volume, expand the range. Methods for solving these problems will also be different.

For example, when implementing a program to improve product quality, the enterprise will need to introduce the position of a full-time control manager or open an entire department responsible for the functionality and compliance with product standards (QC).

Type 4. Investment management

As the name suggests, the task of investment management is to manage the investments of enterprises. This type of manager is engaged in the profitable placement of existing investments and attracting new ones.

The specialist’s work tool is an investment project (long-term business plan). This also includes fundraising.*

Fundraising- this is searching and receiving money from sponsors, attracting grants.

Type 5. Risk management

Since commercial activity inevitably involves risk, it is necessary to calculate in advance possible losses from production processes and correlate them with the expected profit.

Risk management is the process of making and implementing management decisions aimed at minimizing losses and reducing the likelihood of adverse consequences.

Risk management is carried out in stages:

1. The risk factor itself is identified and the scale of its possible consequences is assessed;
2. Risk management methods and tools are selected;
3. A risk strategy aimed at minimizing damage is developed and implemented;
4. The primary results are assessed and the strategy is further adjusted.

Competent risk management significantly increases the competitiveness of an entity and protects it from unprofitable activities.

Type 6. Information management

A specific area of ​​management that became an independent industry in the 70s of the 20th century. Information management is responsible for collecting, managing and distributing information. This type of activity is carried out with the aim of forecasting client expectations and providing the organization with up-to-date information.

Modern information management is a management activity based on computer technology.

Today it is much more than document management and office work: information management refers to all types of information activities of a company, from internal communication between employees to the provision of information about the organization to the public.

Type 7. Environmental management

Part of the system corporate governance, which has a clear organization and implements programs and measures for the protection environment. The environmental policy of each company is regulated by law and various regulations.

This type of management is based on the formation and development of environmental production: this includes rational use natural resources, activities aimed at preserving the quality of the natural environment.

This also includes a course to reduce enterprise waste and rationally process it. Environmental management systems operate in most enterprises in the civilized world; Our country is not lagging behind: in the Russian Federation the number of such organizations is growing every year.

4. Disclosure of the main components of management - concepts and definitions

Here we will look at what management actually consists of and what its main functions are.

1) Subjects and objects of management

The subjects of management are considered to be managers themselves - managers at various levels who occupy permanent positions and have decision-making authority in various areas of the organization's activities.

Objects of management are everything in relation to which management is carried out - production, sales, finance, personnel. Objects have a certain hierarchy: you can direct management to your workplace, structural unit (group, team, section), division (workshop, department), organization as a whole.

2) Functions and methods of management

General functions reflect the main stages of the process of managing the work of an organization at all its hierarchical levels.

Competent and effective management involves the implementation of the following functions:

• setting goals;
• activity planning;
• work organization;
• activity control.

Often include additional functions - motivation and coordination. Functions are also divided into socio-psychological and psychological. Both groups complement each other and create a holistic system that allows you to control the work of the organization at all levels.

Management methods are:

1. Economic(state regulation of the activities of organizations, market regulation);
2. Administrative(direct action methods based on discipline and responsibility);
3. Socio-psychological based on moral stimulation of personnel.

Within one company various methods management can be combined and applied depending on the current situation.

3) Models and principles of management

It is more convenient to provide complete information about management principles in the form of a table:

№	Principles	Contents of the principle
1	Division of labor	The purpose of division of labor is to perform more work under constant conditions. Specific goals are distributed among participants production process according to their abilities
2	Authority and Responsibility	Authority in the form of an order is accompanied by responsibility for the competent execution of the assigned task.
3	Discipline	Participants in the production process must obey certain regulations, and managers must apply sanctions to violators of internal regulations
4	Unity of command	An employee receives (and follows) orders from one boss
5	Subordination of personal interests to public ones	The interests of the group take precedence over the interests of one employee
6	Reward	Loyalty and devotion to the company should be supported by rewards (bonuses, salary increases) for effective work
7	Order	Personnel and material resources must be in the correct location
8	Justice	Fair treatment of employees stimulates loyalty to the company and increases productivity
9	Initiative	Employees who take initiative and have the ability to put their plans into action work at their full potential
10	Corporate spirit	Team spirit is the basis of harmony and unity within the organization

5. Profession manager - how to become a successful leader

Who is a manager?

The dictionary definition reads:

Managers- These are leaders who manage subordinates. Managers can be considered foremen, heads of sections and departments, and shop supervisors. This average And inferior(linear) management link. Higher link - heads of enterprises, companies, government bodies. They are also called “top managers”.

Top managers accept final decisions, and middle management and line managers implement these decisions. Top management is also involved in setting the goals of the organization.

Let's say the head of a company makes a decision for the enterprise to take a leading position in its industry in the current quarter. The methods by which this task will be implemented depends on middle management and line managers.

Managers are called both managers and managers - persons involved in management. Managers must have a certain number of people subordinate to them.

Today, managers are also called workers whose professional activity is about contact with people. Such specialists often do not have subordinates, but have direct contact with the organization’s clients and partners. This type of activity is carried out, for example, by office managers and sales floor managers.

In fact, any person, excluding infants and bedridden patients, is the manager of his own affairs: he is forced to constantly plan and manage his resources.

The main resource of each of us is time. You can use it usefully, or you can waste it in vain. It follows from this that knowledge of the theory and practice of management is useful for each of us, and not just for executives.

In the modern business world, the concept of time management or “time management” is distinguished. This area of ​​knowledge involves effective planning of your time and proper distribution.

One of the founders of this science is a popular Western author. His book « Effective time management» popular all over the world among managers and simply business people who want to competently organize their personal time.

Brian Tracy on time management:

In the specialized literature, the concept of “manager” is often contrasted with the term “performer”. Thus, in a narrower sense, a manager can be called someone who has at least one subordinate under his command.

In production, managers represent a kind of frame structure on which the work of the entire company rests. The company's profits, relationships within the team, and the company's development prospects directly depend on the talent of managers.

1) What a good manager should know - 7 golden tips

To become a successful manager, you must have excellent theoretical training and developed communication skills. A manager must be knowledgeable, fair, reliable and available for dialogue with subordinates.

7 golden tips:

1. Build interpersonal understanding. Managers must be able to understand their subordinates and superiors. To do this, a manager must be able to communicate and be genuinely involved in the lives of his employees and colleagues. It is not for nothing that this principle comes first, because it is healthy relationships between you and your wards will bring “ripe fruit” of joint activity.
2. Learn to motivate those around you. It is clear that there is no incentive common to everyone, so the principles of motivating employees need to be constantly improved and changed. You must have a very clear sense of people's needs and wants. Everyone has different values, for some it is important to get an additional day of rest before their vacation, while others need financial encouragement, while others simply need help solving a psychological problem.
3. Keep feedback. Constantly interact with your subordinates, make communication regular: this will help you constantly stay up to date with production matters. The ability to interact and convey your ideas to the most peripheral employees of the company (including cleaners and custodians) will ensure that employees understand their tasks and goals.
4. Improve your influence skills and techniques. An effective leader is not one who can force, but one who can convince subordinates that working for the benefit of the company is beneficial for themselves.
5. Learn to plan. The ability to develop strategies at the stage of their creation is a necessary quality for a manager. When planning, be sure to discuss your projects with your employees - this will make your work easier, and at the same time keep your subordinates interested in the company’s affairs.
6. Awareness. A good manager always knows what is happening in the organization, how its structure is structured, and what the internal culture of the corporation is. Knowledge of unofficial work methods and other “secrets of the inner kitchen” is especially useful.
7. Creativity. Use imagination where the employee only sees job description – required quality successful leader. Sometimes an employee, when a production issue arises, does not see the problem in the future: a manager must have such a vision and be able to make non-trivial and non-standard decisions.

A successful manager never reacts to a situation, he always comprehends it (sometimes he has to do this instantly) and only after that makes a thoughtful and competent decision.

Ideal manager– a person who is interested in his work, has stress resistance, self-control, knows management theory and knows how to implement his knowledge practically.

2) Where can you learn management

Today you can learn management professionally at leading universities of the Russian Federation - in particular, at Moscow State University, the Financial University under the Government of the Russian Federation, at Plekhanovsky Economic University, State University Management and other educational institutions.

There are also textbooks (A. Orlov “Management”, R. Isaev “Fundamentals of Management”), schools and classes for those wishing to improve their skills, as well as video courses that can be watched for free on the World Wide Web.

Separately, it is worth highlighting the online school of Business and personal development Alex Yanovsky (you can find many videos on YouTube). Here you can learn to think in terms of making the right decisions, learn management, entrepreneurship, and make new friends and like-minded people.

6. Outstanding managers in human history

Here I will briefly present several biographies of outstanding managers of the 20th century.

1) Jack Welch - General Electric Company

This man became a legend of American entrepreneurship. After spending exactly 20 years as CEO of General Electric, he transformed the clumsy corporation into a global player in the world economy and was recognized as the best manager of the 20th century.

Welch's principle states: If a company is not a leader in its industry, it should be sold.

Guided by this principle, the head of GE consistently got rid of unprofitable and unpromising companies owned by the corporation and radically reduced the number of employees.

Welch tried to get more out of fewer people, and he succeeded. There are fewer employees, but they began to work better. To motivate workers, Welch invested millions of dollars in corporate fitness facilities, recreation facilities and guest facilities.

2) Henry Ford - Ford company

The creator and head of one of the world's largest corporations was the first to put car production on an assembly line basis. He holds the honorary title of father of the modern automobile industry.

Having become the head of the company he founded in 1903, Ford, before others, understood the importance of competent marketing of its products to increase profits.

In those years, the slogan “A car for everyone” was perceived, to put it mildly, without much enthusiasm (this is roughly what the slogan “an airplane for everyone” would look like now), but Ford managed to first sway public opinion and then completely change it.

Ford was one of the first industrialists to understand that in order to increase productivity, they should motivate their workers with dollars: the salaries of employees at his enterprise were the highest for their time. In addition, he introduced 8-hour shifts and paid vacations at his plant.

3) Konosuke Matsushita - Panasonic

Father of the world famous electronics brand and household appliances came to big business with capital of 100 yen. Starting with the production of circuit boards for fan insulation and bicycle lamps, Matsushita gradually transformed his company into a global leader in the electronics industry. He saw the company's mission as improving people's living standards and serving society.

The Panasonic Corporation owes much of its success to the creative approach of the company's head to marketing and product promotion.

In addition, Konosuke was the first among the leaders of Japanese companies of this level to understand that the price of an enterprise is equal to the cost of its human factor. Without motivated and properly directed personnel, any company falls apart and does not function as a whole.

7. Conclusion

Dear friends, thank you for your attention. I hope that you have now learned a little more about management and that you are now successfully using the information provided for your own development.

The theoretical foundations of management can be successfully used not only in production and in management areas, but also for personal interests.

If you found the article useful or gave rise to some thoughts and considerations, feel free to leave reviews and comments, like!

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 goals achieved companies.

Therefore, modern management is a constant desire to develop and improve the quality of work. It is worth noting the fact that professional management can produce 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 development modern companies does not seem 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 aspects internal processes companies for the purpose of competent interaction between them. 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.

It is difficult to imagine modern management 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 implementation of company goals depending on the area of ​​application of management tools, type of entrepreneurship and 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 the effective management of 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.

Management (Peter F. Drucker) is special kind activities that transform a disorganized crowd into an effective, focused and productive group.

MANAGEMENT (Mescon, Albert, Khedouri) is the process of planning, organizing, motivating and controlling necessary to formulate and achieve the goals of the organization.

LEVELS OF MANAGEMENT

All managers play certain roles and perform certain functions. But that doesn't mean that big number managers in large company busy doing the same job. Organizations large enough to provide clear divisions between the work of managers and non-managers usually have such a large volume of management work that this too must be separated.

In a large organization, all management is strictly divided horizontally and vertically. Horizontally, specific managers are placed at the head of individual departments. Top managers coordinate the work of managers below them until they descend to the level of a manager who coordinates the work of non-managerial personnel, i.e. workers who physically produce products or provide services. This vertical division of labor forms levels of management.

The number of control levels may vary. Many levels do not yet determine the effectiveness of management. The number of levels is sometimes determined by the size of the organization and the volume of management work. Sometimes this is a historically established structure.

Regardless of the number of management levels, all managers are divided into three categories based on the functions they perform in the organization:

• lower level managers,
• middle managers,
• senior managers.

It is usually possible to determine in an organization where one manager stands relative to others. This is done through the job title. However, the job title is not a reliable indicator of the true level of a given manager in the system. This observation is especially true when we compare the positions of managers in different organizations. For example: in some companies, salespeople are called regional or territorial sales managers, although they do not manage anyone but themselves.

There is a parallel division of leaders into three levels, introduced by the American sociologist Talcott Parsons:

• technical – corresponds to the grassroots level,
• level – corresponds to the level of middle management,
• institutional level – corresponds to the level of senior management.

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

LOW-LEVEL MANAGERS

Subordinate managers, also called first-line managers or operations managers, are the organizational level directly above workers and other non-managerial employees. JUNIOR MANAGERS mainly monitor the implementation of production tasks to continuously provide direct information about the correctness of these tasks. Managers at this level are often responsible for the direct use of resources allocated to them, such as raw materials and equipment. Typical job titles at this level are foreman, shift foreman, sergeant, department head, head nurse, and head of the management department at a business school. Most managers in general are lower-level managers. Most managers begin their management careers in this capacity. Research shows 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 a master spent on a task was 48 seconds. The time period for implementing the decisions made by the master is also short.

MIDDLE MANAGERS

The work of junior managers is coordinated and controlled by middle managers. Over the past decades, middle management has grown significantly both in size and in importance. In a large organization there may be so many middle managers that it becomes necessary to separate this group. And if such a division occurs, then two levels arise, the first of which is called the upper level of middle management, the second - the lower. Thus, four main levels of management are formed: highest, upper middle, lower middle and grassroots. Typical positions for middle management are: department head (in business), regional or national sales manager, and branch director.

The nature of a line manager's job varies significantly from organization to organization and even within the same organization. Some organizations give their line managers more responsibility, making their work somewhat similar to that of senior managers. In many organizations, line managers are an integral part of the decision-making process. They identify problems, initiate discussions, recommend actions, and develop innovative, creative proposals.

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. In general, however, middle managers act as a buffer between senior and lower-level managers. They capture information for decisions made by senior managers and transmit these decisions, usually after transforming them in a technologically convenient form, in the form of specifications and specific tasks to lower-level line managers. Although there are variations, most communication among middle managers takes place in the form of conversations with other middle and lower managers.

SENIOR MANAGERS

The highest organizational level - senior management - is much smaller than others. Even the largest organizations have only a few senior executives. Typical positions of senior executives in business are Chairman of the Board, President, and Vice President of a corporation. In the army they can be compared with generals, in the environment statesmen- with ministers, and at the university - with rectors.

They are responsible for accepting major decisions for the organization as a whole or for a major part of the organization. Strong senior leaders imprint their personality on the entire image of the company. Successful senior executives in large organizations are highly valued and well paid.

The main reason for the intense pace and enormous volume of work is the fact that the work of a senior manager does not have a clear end. Unlike a sales agent who must make a certain number of phone calls, or a factory worker who must meet a production quota, there is no point in the enterprise as a whole, short of a complete shutdown, when the job can be considered complete. Therefore, a senior manager cannot be sure that he (or she) has successfully completed his activities. As the organization continues to operate and external environment continues to change, there is always a risk of failure. A surgeon may finish an operation and consider his task completed, but a senior manager always feels that he needs to do something more, more, further. A work week of 60 to 80 hours is not uncommon for him.