Correct answers are in italics and +

1. Management is:

2. Management is:

A special type of activity that turns an unorganized crowd into an efficiently and purposefully working production group;

Achieving enterprise goals effectively and efficiently through managerial planning, organization and leadership.

3. Who is the founder of the classical school of management:

Ch. Babidge;

M. Weber;

F. Taylor.

4. The first textbook on management was written by the English entrepreneur M. Weber in:

Ch. Babidge;

M. Weber;

F. Taylor.

6. What types of division of labor are there for managers?

Functional;

Horizontal;

Vertical;

7. How many hierarchical levels of management are there?

8. Who belongs to the middle level of managers?

Deputies;

Heads of departments;

Group leaders.

9. Management functions are:

General, individual;

Group, specific;

Specific, extended;

There is no correct answer.

10. Select the right management functions:

Planning;

Coordination;

Distribution;

Stimulation;

All answers are correct.

Management tests with answers 2nd option

1. Planning is:

Management activities reflected in plans and fixing the future state of management at the current time;

Perspective orientation within the framework of recognizing development problems;

2. Formulate planning objectives:

Perspective orientation within the framework of recognizing development problems;

Ensuring the targeted development of the organization as a whole and all its divisions.

Creating a basis for effective control by comparing indicators.

3. The form of planning is:

Tactical;

Specific;

Promising.

4. The need for planning is to determine:

Final and intermediate goals;

Problems whose solution is necessary to achieve goals;

Means and methods for solving problems;

There is no correct answer.

5. What form of planning involves choosing means to achieve goals for a period from 1 to 5 years?

Promising;

Medium term;

Operational.

6. In what form of planning is the determination of activity goals for a period of more than 5 years carried out:

Promising;

Medium term;

Operational.

7. Organization is:

The process of planning, organizing, motivating and controlling necessary to formulate and achieve goals;

A special type of activity that turns an unorganized crowd into an efficiently and purposefully working production group;

It is a management activity through which the management system is adapted to achieve the objectives set during the planning stage.

8. The establishment of permanent and temporary connections between all divisions of the organization is carried out by the function:

Planning;

Organizations;

Control.

9. Select the basic principles of management organization:

Continuity;

Rhythm;

Reliability;

All answers are correct.

10. Functions of administrative and operational management:

Determining the structure of enterprises;

Periodic or continuous comparison;

Establishing responsibility.

Management tests 3rd option

1. Regulation is:

Management activities aimed at eliminating deviations from a given management regime;

The process of developing corrective measures and implementing adopted technologies;

Management function.

2. Principles of regulation:

Rationality;

Rhythm;

Reliability;

Credibility.

3. Regulation task:

Update scheduled tasks;

Ensuring that the organization achieves its goals in a timely and effective manner;

Adjustment of performance results;

4. Types of regulation:

Reactive;

Operating;

Proactive.

5. In what type of regulation is the problem seen as a potential opportunity:

Reactive;

Operating;

Proactive.

6. Name the stages of regulation:

Determination of the enterprise structure.

7. Give the correct definition of the coordination function:

Management activities that ensure consistency in the work of work units;

8. Name the functions of management:

Rhythm;

Motivation;

Legality;

9. Type of power a manager can use:

Expert;

Reference;

Legal;

All answers are correct.

10. Influence is:

Behavior of one person that makes a change in the behavior of another person;

A strong-willed relationship between people based on strength;

Convincing a person of something.

Tests on management theory tests with answers option 4

1. Name a form of influence that can induce a person to cooperate more closely:

Belief;

Compulsion;

Employee participation in management.

2. Control tasks:

Collection and systematization of information about the actual state of activity;

Assessment of the status and significance of the results obtained;

Development and decision making.

3. Analysis is:

This is a management activity that ensures the identification of the reasons for the deviation of the desired state of the system from the actual one and develops measures to eliminate the identified deficiencies;

Management activities aimed at eliminating deviations from a given management regime;

It is a management activity through which the management system is adapted to achieve the objectives set during the planning stage.

4. Who is the successor of Taylor’s theoretical work on management:

A. Fayolle;

Ch. Babidge;

M. Weber.

5. Name psychological management methods:

Method of professional selection;

Method of social rationing;

Method of humanization of work.

6. What techniques are used in psychological management methods?

Interview;

Observations.

7. Name social management methods:

Method of professional selection;

Method of social rationing;

Method of humanization of work.

8. Management is:

Achieving enterprise goals effectively and efficiently through managerial planning, organization and leadership.

The process of planning, organizing, motivating and controlling necessary to formulate and achieve goals;

A special type of activity that turns an unorganized crowd into an efficiently and purposefully working production group;

9. Name the stages of regulation:

Determination of the enterprise structure;

Information preparation for decision making;

Development and decision making;

10. Social management methods:

Group management method;

Role change method;

Method of managing group phenomena;

All answers are correct.

Final test in management with answers:

1 Test. What is management?

1. A type of management science.

2. Leadership group.

3. Type of management activity.

4. This attitude develops in the process of management activities.

5. A set of principles, methods, forms and means of management, a special type of activity associated with the management of people, the skillful use of their labor and knowledge.

2. The objectives of management are:

1. Tactical.

2. Strategic

3. Operational

4. Maintaining the sustainability of the company and all its elements and its development.

5. Monitoring performance results and making adjustments.

3. Management functions are...

1. Types of management activities that ensure the formation of managerial influence.

2. Certain types of management activities that increase the effectiveness of management.

3. Separate management processes aimed at increasing the productivity of subordinates.

Test No. 4. Management functions

1. Innovation management.

2. The optimal combination of centralized regulation and self-government.

3. Organization, planning, control, motivation.

4. Transfer of the company to a qualitatively new state.

5. Focus.

5. Test. The management process is...

1. Consistent implementation of management functions, specifically: planning, organization, motivation, control and regulation.

2. The sequence of certain completed stages, the implementation of which helps to ensure: the managerial influence of the management system on the managed one to achieve the goals of the organization.

3. Consistent implementation of management functions and methods.

4. Correct answers 1 and 3.

6. Select a concept related to management principles.

1. Unity of command and collegiality.

2. Organization.

3. Achieving the goal.

4. Planning.

7. Among the conditions listed below, select those that determine the success of the organization.

1. Availability of formal and informal organizations.

2. Entering the foreign market.

3. The ability to survive, be effective, and be practical.

4. Availability of modern technologies.

8. What is the main difference between formal and informal organizations.

1. In the number of members of organizations.

2. In contact with the external environment.

3. In the method of occurrence.

4. In relations between members of the organization.

9. Organization is:

1. A group of people who own certain resources.

2. A group of people who own certain resources, have common leadership and common goals.

3. A group of people whose activities are consciously, directed or spontaneously coordinated to achieve a specific goal.

4. A group of people who have common leadership.

10. Which of the following concepts relate to content goals?

1. Long-term.

3. Territorial.

4. Economic

11. Choose the correct answers:

1-B; 2-B; 3-A; 4-G

12. The function of the organization is based on the following categories:

1. Authority, responsibility, stimulation, delegation.

2. Authority, responsibility.

3. Authority, responsibility, delegation.

13. Powers are:

1. The official is entrusted with the duty to carry out assigned tasks and ensure their positive solution.

2. Limited right to use warning resources and direct the efforts of subordinates to complete the task.

14. Responsibility is:

2. Restrictions on the right to use enterprise resources and direct the efforts of subordinates to complete the task.

3. Transfer of tasks and powers to a person who takes responsibility for their implementation.

15. Delegation is:

1. The duty assigned to the official is to fulfill the assigned tasks and ensure their positive solution.

2. Restrictions on the right to use enterprise resources and direct the efforts of subordinates to complete the task.

3. Transfer of tasks and powers to a person who takes responsibility for their implementation.

17. A management decision is:

1. Forms of influence on performers.

2. An organizational tool in the hands of management workers.

3. Creative activity to analyze a problem situation, choosing means to resolve it.

4. Permission.

18. Define the concepts:

1 – B; 2 – A; 3 – b; 4 – G.

Test No. 19. What qualities should a manager have?

1. Knowledge of the specialty.

2. Practicality of mind.

3. Sponsorship.

4. Love of reading fiction.

20. What do you understand by the word “group”.

1. The number of people traveling on one bus.

2. Individuals who have the same inclinations towards some process.

3. Two or more personalities that interact with each other.

4. A clearly defined number of people.

21. Who is a formal leader:

1. One of the group members who has the power of personal influence on others.

2. The leader of the team who uses the official power given to him.

3. Purposeful manager.

4. Chief specialist.

22. Groups of workers are divided into the following categories:

1. Formal and informal.

2. Simple and complex.

3. Open and closed.

23. Mark which of the following sentences are not signs of a team.

1. Availability of direct production connections.

2. The presence of high activity.

3. Psychological climate.

4. Common goals and objectives.

24. Name the causes of conflicts:

1. Psychological compatibility

2. Competition.

3. Work and rest modes.

4. Collaboration.

25. The way to resolve conflicts:

1. Bonuses.

2. Compromise.

3. A trip to nature.

4. Public discussion.

26. Stress is:

1. Overload of the nervous system.

2. Absent-mindedness.

3. Vegetative-psychological state.

4. Dismissal from work.

1. Works a lot, demands it from others.

2. We work a lot ourselves.

3. Shares power with subordinates.

4. Appreciate your subordinates.

28 - Test. Leader of democratic leadership style.

1. Does not tolerate criticism.

2. Waits for instructions from above.

3. Avoids conflicts.

4. Collegially solves team problems.

29. Technology for making management decisions in the order of their resolution.

1. Approval.

2. Implementation.

3. Preparation.

30. What applies to methods of making management decisions:

1. Brainstorming.

2. Organization.

3. Formulation.

4. Form of control.

1. How is current control carried out in the organization?

1. By listening to the organization’s employees at production meetings;

2. By observing the work of workers;

3. + Using a feedback system between the governing and managed systems;

4. Through reports at gatherings and meetings;

5. Higher structure.

2. Test. Who should monitor the implementation of assigned tasks for the team?

1. Specialists;

2. Employees;

3. + Leaders;

4. Individual managers;

5. Ministries.

3. Control is:

1. + Type of management activity to ensure the fulfillment of certain tasks and achievement of the organization’s goals;

2. Type of human activity;

3. Monitoring the work of the organization’s personnel;

4. Monitoring the performance of individual tasks by personnel;

5. Constantly reviewing how the organization achieves its goals and adjusts its actions.

4. To reduce the need for control, it is advisable to:

1. + Create organizational and socio-psychological conditions for personnel;

2. Create appropriate social conditions for staff;

3. Create appropriate organizational conditions for personnel;

4. Constantly improve the system of personnel incentives;

5. Constantly improve staff qualifications.

5. Control should be:

1. Objective and transparent;

2. Visible and effective;

3. + Objective, businesslike, effective, systematic and transparent.

4. Effective;

5. Current.

6. What is the basis of labor motivation in Japanese corporations?

1. Receiving high material rewards;

2. + Harmonization between labor and capital;

3. Recognition of merit;

4. Continuous professional development of personnel;

5. Achieving a competitive advantage.

7. What main groups of needs were identified by the Ukrainian scientist Tugan-Baranovsky?

1. Physiological and altruistic;

2. Sexual and physiological;

3. + Physiological, sexual, symptomatic instincts and needs, altruistic;

4. Physiological and symptomatic;

5. Physiological, needs for security, for relationships of belonging, for self-expression, for self-actualization.

8. When did the issue of labor motivation arise historically?

1. Since the advent of money;

2. Since the emergence of organizations;

3. Since the appearance of the head of the organization;

4. + Since the birth of organized production;

5. During the bourgeois revolutions in Europe.

Test - 9. How should we understand the motives of prestige?

1. An employee’s attempts to occupy a senior position in the organization;

2. + The employee’s attempts to realize his social role and take part in socially important work;

3. The employee’s attempts to receive a high salary;

4. Attempts by the employee to take part in social work;

5. The employee's attempts to influence other people.

10. What main groups of motives for work were identified by the Ukrainian scientist V. Podmarkov?

1. Security and recognition;

2. Recognition and prestige;

3. + Security, recognition, prestige;

4. Security and prestige;

5. Image, prestige.

11. Operational plans are developed for a period of:

1. + Six months, a month, a decade, a week;

2. On weekdays;

12. Planning means:

1. Type of activity;

2. + A separate type of management activity that determines the prospects and future state of the organization;

3. Development prospects;

4. State of the organization;

5. Integration of activities.

13. Organizational planning is carried out:

1. Only at the highest level of management;

2. At the highest and middle levels of management;

3. At the middle level of management;

4. + At all levels of management;

5. Determining the needs of subordinates.

14. If you have to explain what the planning function is, then you will say that it is:

1. + Establishing goals and objectives for the development of management objects, determining ways and means to achieve them;

2. Setting the goals of the organization;

3. Determining ways and means of completing tasks;

4. Determining ways to achieve the organization's goals;

5. Modeling of the organization's actions.

15. One of the forms of monopoly, an association of many industrial, financial and commercial enterprises that formally retain independence, but are actually subject to financial control and management of the leading group of enterprises in the association:

1. + Concern;

2. Cartel;

3. Consortium;

4. Corporation;

5. Association.

16. A type of economic activity in which some of the participants are liable for debts with all their property, and some only within the limits of their contributions to the authorized capital

1. Subsidiary partnership;

3. Full partnership;

4. + Limited partnership;

5. Joint stock company.

17. A type of economic activity in which its participants are responsible for the debts of the enterprise with their contributions to the authorized capital, and if these amounts are insufficient, additional property that belongs to them:

1. Full partnership;

2. Limited liability partnership;

3. Limited partnership;

4. + Partnership with additional liability;

5. Production cooperative.

18. A type of economic activity when all its participants are engaged in joint entrepreneurial activity and bear joint liability for the obligations of the company with all their property - this is:

1. Partnership with additional liability;

2. Limited liability partnership;

3. + Full partnership;

4. Limited partnership;

5. Joint stock company.

19. An organization that has unambiguous internal relationships and strict regulation of all aspects of its activities is:

1. Primary organization;

2. Organic organization;

3. Secondary organization;

5. At the corporate level.

20. Work motivation means do not include:

1. Rewards;

2. Conducting production meetings;

3. Improvement of personnel qualifications;

4. + Providing conditions for self-expression;

5. Declaration of gratitude.

21. The following theory of motivation is based on the confidence that a person will receive a reward for certain work performed:

1. Justice;

2. Needs;

3. Rewards;

4. + Expectations;

5. Assumptions.

22. In accordance with the Meskon concept, the main (general) management functions are implemented in the following order:

1. + Planning, organization, motivation, control;

2. Organization, planning, control, motivation;

3. Planning, organization, control, motivation;

4. Motivation, control, planning, organization;

5. Strategy, planning, organization, control.

23. When is final control carried out in the organization?

1. Before the actual start of work;

2. + After completing the planned work;

3. During certain work;

5. After achieving your goals.

24. When is current control carried out in an organization?

1. After completing certain work;

2. Before the actual start of certain work;

3. + During certain work;

4. When it is convenient for the manager;

5. When it is convenient for the team.

25. What does the management function “motivation” provide?

1. Achieving personal goals;

2. + Encouraging employees to effectively complete assigned tasks;

3. Execution of adopted management decisions;

4. Ensuring undeniable influence on the subordinate;

5. Encouraging employees to work.

26. If you have to explain what the motivation function is, then you will say that it is:

1. The process of achieving the goals set for the administration;

2. Encouraging oneself to perform effectively;

3. + The process of motivating oneself and others to effectively achieve the goals set for the organization;

4. A way to influence personnel in order to achieve goals;

4. + Mechanistic organization;

5. Dynamic organization.

27. The following phases of the organization’s life cycle are defined:

1. Creation, formation, development, revival;

2. Birth, maturity;

3. + Birth, childhood, youth, maturity, aging, rebirth;

4. Birth, maturity, rebirth;

5. Creation, development, maturity, aging.

28. The main constituent elements of the organization’s internal environment do not include:

1. Consumers, competitors, laws;

2. + Goals, objectives;

3. Personnel, technology;

4. Management structure;

5. Consumers.

29. What should be understood by the mission of the organization?

1. The main tasks of the organization;

2. Main functions of the organization;

3. Main activity;

4. + Clearly expressed reasons for existence;

5. Basic principles of organization.

30. If you have to explain what is meant by organization, you will say that it is:

1. Uniting people to perform certain jobs;

2. + A conscious association of people that acts on the basis of certain procedures and rules and jointly implements a certain program or goals;

3. A group of people who jointly implement certain programs; .

4. A group of people who unite on the basis of sympathy for each other to achieve personal goals;

5. Uniting people by interests.

31. The internal environment includes:

2. State of the economy, changes in politics, social culture, scientific and technological progress, technology, group interests, international environment;

3. + Goals, personnel, tasks, structure, technology, organizational culture;

32. Management test. The external environment of an organization of indirect action includes:

1. Suppliers, labor resources, laws and government regulatory agencies, consumers, competitors;

2. + State of the economy, changes in politics, social culture, scientific and technological progress, technology, group interests, international environment;

3. Goals, personnel, tasks, structure, technology, organizational culture;

4. Plans, forecasts, organizational structure, motivation, control;

5. Partners, personnel, socio-psychological conditions.

33. What management principles did the ancient Greek philosopher Aristotle substantiate in his book “Nicomachean Ethics”?

1. + Ethical and aesthetic principles;

2. Organizational;

3. Corporate;

4. Moral principles;

5. Specific principles.

34. How can you explain the essence of the principle “subordination of personal interest to the general”?

1. In an organization, only the personal interests of the organization’s leaders should always be taken into account;

2. The interest of one employee must prevail over the interests of the organization as a whole;

3. The interests of individual managers must prevail over the interests of individual groups of workers;

4. + In an organization, the interests of one employee or group should not prevail over the interests of the organization as a whole;

5. The interest of the organization should not prevail over the interests of the team.

35. What does discipline provide for as a management principle?

1. Fulfillment of assigned tasks by all employees;

2. + Strict adherence by the administration of the enterprise and its staff to the concluded collective agreement and contract;

3. Fulfillment of assigned tasks by managers;

4. Fulfillment of assigned tasks by employees of the management apparatus;

5. Complete subordination of workers to the management apparatus.

36. What should modern management principles reflect?

1. Basic principles of management;

2. The main connections that develop in the system;

3. The main relationships that develop in the system;

4. + Basic properties, connections and control relationships that develop in the system;

5. Mandatory presence of goals in management.

37. What is the basis for managing any system?

1. + Principles that reflect market business conditions;

2. Management methods;

3. Management functions;

4. Financial resources;

5. Management object.

38. Where, in the opinion of domestic and foreign management specialists, was the practice of managing an organization formed?

1. In Sumeria, Macedonia, Rome, Kievan Rus;

2. In Kievan Rus;

3. + In Rome and Sumeria;

4. In Sumeria and Macedonia;

5. In the Russian Empire.

Test. 39. An approach that requires making an optimal decision, which depends on the relationship between interacting factors, is:

1. + Situational approach;

2. Systematic approach;

3. Process approach;

4. Behavioral approach;

5. Current approach. ;

40. If management considers all processes and phenomena in the form of an integral system that has new qualities and functions that are absent in the elements that make them up, then we are dealing with:

1. Behavioral approach.

2. Process approach;

3. Situational approach;
4. + Systematic approach;

5. Current approach.

41. What is the component control?

1. + Marketing;

2. Management;

3. Economic processes;

4. Socio-economic processes;

5. Finance.

42. What methods of management of organizations play a leading role in modern conditions?

1. + Economic;

2. Social and psychological;

3. Organizational and administrative;

4. Administrative;

5. Socio-economic.

43. Primary needs include:

1. Psychological;

2. + Physiological;

3. Economic;

4. Material;

5. Social.

44. Needs are:

1. Primary and internal;

2. Internal and secondary;

3. + Primary, secondary, internal and external;

4. Internal and external;

5. Primary and external.

45. Motivation is based on:

1. Needs and self-expression;

2. + Needs and rewards;

3. Rewards and satisfaction of individuals;

4. Satisfaction of all people;

5. Self-expression and rewards.

46. ​​The main form of material incentives for the organization’s personnel is:

1. Awards;

2. Prizes and valuable gifts;

3. Valuable gifts and salary;

4. + Salary;

5. Bonuses and salary.

47. What creates the management structure of an organization?

1. A set of linear controls;

2. A set of functional services;

3. A set of linear and functional services (bodies);

4. + Set of controls;

5. A set of software-targeted services.

48. An analysis of the organization’s competitors is carried out with the aim of:

1. Definition of their strategy and strengths;

2. Determining their goals and strengths;

3. + Determine their goals, strategies, strengths and weaknesses;

4. Definitions of strategy;

5. Determine their goals and weaknesses.

49. The goals of the organization must satisfy the following basic requirements:

1. + Achievability, specificity, time orientation;

2. Reachability and time orientation;

3. Time orientation and specificity;

4. Reachability;.

5. Orientation in time.

50. When did the term “organization” become widespread in economic literature?

1. In the 20s of the XX century;

2. In the 30s of the XX century;

3. + In the 60s of the XX century;

4. In the 70s of the XX century;

5. In the 80s of the XX century.

51. Organization as an object of management:

A. Acts as the basic unit of a market economy within which management decisions are made

b. Serves as a link between the state and consumers of produced goods and services

V. Helps the state in collecting and accumulating various types of taxes

52. Which of the listed management functions are based on the needs and interests of employees?

A. Control

b. Planning

B. Motivation

53. Management practice arose:

A. During the rapid industrialization of industrial production

b. Simultaneously with the emergence of a systematic approach to management

B. Simultaneously with the unification of people into organized groups

54. The ultimate goal of management is:

A. Rationalization of production organization

B. Ensuring the profitability of the enterprise

V. Increasing employee motivation

55. What is the most important function of management?

A. Creation of favorable conditions for the further development and functioning of the enterprise

b. Increasing employee productivity

V. Continuous implementation of scientific and technological progress achievements in production

56. Is management productive work?

A. No. Managers and executives do not directly participate in the production process.

b. Depending on the form of ownership and specialization of the organization

V. Yes. Because management is an integral part of the production process

57. What is not a product of a manager’s labor?

A. Goods and services

b. Decision on choosing sales markets

V. Preparation of a business plan

58. The size of an organization in management is determined by:

Number of departments and structural units

The number of people working in it

Number of regular clients and/or customers

59. The purpose of stabilization management is:

Development of measures that can influence the stabilization of the financial condition of the company

Wedging a company into industry and inter-industry structures to stabilize its financial condition

Constant implementation and implementation of measures aimed at stabilizing the financial, personnel, technical and technological, internal and external structure of the organization

60. What characterizes the standard of controllability?

The total number of people who report to one manager

The number of responsibilities specified in the job description for each individual employee

Time during which the employee completed the manager’s task

61. Management is a science that studies:

Human potential

Interaction of employees within the team

Processes for managing materials, raw materials, labor, etc. company resources

62. Research methods in management:

They represent specific ways to implement management decisions that lead to the achievement of set goals and objectives

These are specific ways of knowing, techniques, approaches and principles that make the impact on the control object effective

A set of rules, regulations and scientific techniques that are used to study the motivational characteristics of employees

63. Management as a science is:

A set of interdisciplinary studies aimed at studying the principles of making effective management decisions

Specific economic knowledge that studies all types of resources and their management

Area of ​​knowledge about how to effectively influence the resources available in an organization

64 - test. Management methods are:

Approaches to selecting and discarding resources

Ways to increase the efficiency of the resources used

Techniques and methods of influencing the team, as well as individual employees, to achieve the goals and mission of the organization

65. Planning as a management function consists of:

Formulating the organization’s development goals, as well as determining ways to achieve them

Development of tactical and strategic plans for the organization’s economic activities

Drawing up production plans for each employee

66. The decision-making process in management is:

Chaotic process

Systematized process

Routine activities

67. The criterion for management effectiveness is:

The period during which the organization operates on the market

A set of indicators that characterize how effective the operation of systems and subsystems managed in an organization is

Continuous profit growth

Test. 68. The objectives of management are:

Development and scientific justification of management decisions

Creating the necessary conditions for making rational and effective management decisions

Development, testing in practice and implementation of scientific methods, approaches and principles that ensure coordinated and uninterrupted work of the team and its individual members

69. What is the object and subject of management?

Objects – management decisions, subjects – managers, subordinates

Objects – production activities and interaction with contractors, resources of all types, market, information, subject – manager

Objects – money, labor resources, market, subject – market economy

70. Management is in management:

The main method of work of a manager

The process of organizing information and managing it competently

The process of forecasting and planning, organizing, coordinating, motivating and controlling, which allows you to formulate the goals of the organization and outline ways to achieve them

71. Organization is in management:

A group of people who work together to achieve a specific goal, acting according to certain rules

Main control system

Main managed subsystem

72. Founder of management science:

F. Taylor

73. The basis for motivating the workforce in Japanese companies is:

Equilibrium between capital and labor

Continuous improvement of qualification level

Bonuses for unusual approaches to solving labor problems

74. Who implements the control function?

Line managers

All team members

Top management of the company

75. What determines the number of subordinates a manager has?

Type of organization

Hierarchical level

Position held

76. By what principle cannot management decisions be classified?

Level of responsibility

Time

Degrees of formalization

Management exam questions:

1. The concepts of “management” and “governance”

2. Characteristics and stages of management

3. Goals and objectives of management

4. School of scientific management and process approach

5. Classical school of management

6. School of Human Relations and Behavioral Science

7. School of quantitative methods, systemic and situational approaches

8. National characteristics of management

The concept of "system"

9. Control system

10. Internal environment of the organization

11. External environment of the organization

12. System principles in management

13. Differences between traditional (analytical) and systematic approaches to management

14. The concept of “mission” of the organization and its meaning

15. Types of goals

16. Basic requirements for goals

17. Goal tree model

18. The concept of “management functions”, their definition and classification

19. Planning function

20. Organization as a management function

21. The importance of coordination in the activities of an economic entity

22. Motivation as a function of management

23. Control function

24. Specific control functions

25. The concept of “strategy” and “tactics” of management

26. The essence of strategic management and its tasks

27. Strategies for concentrated and integrated growth

28. Diversified growth strategies

29. Reduction Strategies

30. Portfolio strategy and its characteristics

31. Business and operational strategies and their characteristics

32. Functional strategy and their characteristics

33. Management structure and its main elements

34. Types of organizational structures

35. Economic methods of management

36. Organizational (organizational, administrative, administrative) methods of management

37. Social and psychological methods of management

38. The concept of “management decision”, its meaning and definition

39. Classification of management decisions

40. The main stages of the process of developing and making management decisions

41. Factors influencing management decision making

Management exam answers:

1. The concepts of “management” and “governance”

“Management” is a set of principles and methods, techniques and means of production and personnel management with the accumulation of achievements of science and management.

Management is essentially an analogue of the term “management”; it is its synonym, but not to the fullest extent.

“Management” is a broader term, since it applies to different types of human activity (driving a car, driving a government, etc.). Management applies only to the management of socio-economic processes at the organizational level.

1. Characteristics and stages of management

Management features include economic, socio-psychological, legal, organizational and technical aspects.

3 stages of management:

1. strategic management is the development of goals, forecasting, as a prediction of the result of the development of the organization, planning.

2. operational management is the activity to implement the above measures

3. control - includes: analysis of achieved results, acts as the starting point of a new management cycle.

1. Goals and objectives of management

The goal of Management is to ensure the profitability of the organization, the effective use of human resources while simultaneously improving the qualifications, creative activity and loyalty of each employee. This is a constant overcoming of risk, which requires the availability of certain reserve financial resources, providing managers with a certain degree of freedom and independence of economic activity in order to quickly respond and adapt to changing conditions.

1. ensuring production automation
2. transition to using highly qualified workers
3. stimulating employee work
4. constant monitoring of the organization’s performance

1. School of Scientific Management and Process Approach

(1885-1920 Taylor, Gilbert) - the systematic use of incentives to motivate workers to increase productivity. The possibility of interruptions in production was provided for, incl. for recreation, the amount of time allocated to perform certain tasks was realistic, which enabled management to set production standards. The importance of workers was recognized and the importance of training was emphasized.

Process approach - management as a continuous series of interrelated functions:

1. planning
2. organization
3. coordination
4. motivation
5. control

1. Classical school of management

(1920-1930 Fayol, Mooney) - The goal is to create universal management principles, following which undoubtedly leads the organization to success. These principles affected two main aspects: the development of a rational structure of the organization and the construction on its basis of a rational personnel management system, which is a bureaucratic model.

1. School of Human Relations and Behavioral Science

(1930-1950 Masslow, Mayo) - arose when it was discovered that clearly designed work operations and high wages did not always lead to increased productivity. If management shows greater concern for employees, then the level of satisfaction increases, and this leads to increased productivity.

Behavioral science (1950 Herzberg, Clelland) is methods of establishing interpersonal relationships, the desire to help employees understand their own capabilities. The goal is to increase the efficiency of the organization by increasing the efficiency of human resources and fully using the potential of each employee.

1. School of quantitative methods, systemic and situational approaches

(1950 Beer) - an interdisciplinary approach, when a specific problem is solved by a group of specialists in mathematical, statistical and social sciences. After setting the problem and formulating the problem, a mathematical model of the current situation is developed. The main characteristic of the school is the replacement of verbal reasoning and descriptive analysis with quantitative values.

Systematic approach - the organization is considered as a system of interconnected elements: - employees; - structure; - technology that is focused on achieving certain goals in a changing external environment.

Situational approach - focusing on the fact that the suitability of various management methods is determined by a specific situation, because Since there is a limited number of factors and their combinations that determine the situation both in the organization itself and in the environment, there is no identical (best) way to manage an organization.

1. National characteristics of management

Western style: - individual responsibility, - there is no dedication of employees to their workplace, - business relationships are not combined with personal ones.

American style: - division of material motivation over moral, - strict system of subordination, - system of individual reward.

European style (England, Germany):- high discipline, - long-term operating strategy; - increased attention to research and development; - social orientation of management.

East style: - intercompany relationships are built on trust; - high level of education of all employees; - understanding the joint contribution of employees to the development of production; - group responsibility.

Russian style: There is no national management model. It's a symbiosis. reasons for absence: - short period of development of market relations in the country; - mentality; - size of the country's territory; - multinationality; - the most profitable areas have been criminalized; - high taxes on individuals and legal entities.

1. The concept of "system" is a set of interactions between components.

Signs of the system: - complexity of the object, i.e. the presence of various components in it; - integrity of the object, i.e. the presence of certain connections between these parts that keep them in an integral state; - the object must form a special unity with the environment.

System parts: 1) subsystems- this component, which itself consists of parts;

2) elements- this is a component that cannot be divided into parts within a given system.

1. Control system

It can be defined as a subsystem of an organization whose components are groups of interacting people.

The functions are: - in the perception of certain problems of the organization (input), - in the subsequent execution of a set of actions (processes), - as a result of the execution of actions, a solution is developed (output).

Input => process (operations) => output.

Subject of management - sends impulses of influence (commands) to the object, which contain information about how the object of control (director, manager, chief accountant) should function.

Control object - receives these impulses and acts in accordance with them or in accordance with the current situation ( workers; processes- supply, production, marketing activities; resources- financial, informational, technological, material; results- financial, product quality).

1. Internal environment of the organization

It is a set of combinations of elements:

- structure- reflects the existing divisions of individual divisions in the organization, the connections between them (linear, functional, matrix, divisional);

- technology, which includes technical means and methods of combining them and using them to obtain the final product created by organizations, is the subject of close attention from managers.

- organizational structure- consists of several components. Predominant values on which the organization is based, code of Conduct shared by employees of the organization, behavioral rituals expressed in the performance of certain ceremonies, use of certain signs.

Despite the wide variety of actions and processes, five groups of functional processes can be distinguished that cover the activities of any organization:

1) production; 2) finance; 3) marketing; 4) work with personnel; 5) accounting and analysis of economic activities (accounting).

1. External environment of the organization

All environmental factors can be divided into:

- factors of the general, external environment (macroenvironment) organizations that are not directly associated with a specific organization. The influence of these factors is more or less the same for many organizations, and is indirect. Legislative system, political factors, economic countries;

- factors in the immediate environment of the organization. Their influence is direct. Competitors, partners, legislation, consumers, state and local regulatory authorities, trade unions. Many of the factors in the immediate environment are probabilistic in nature and depend to some extent on the organization. However, there are factors that influence organizations regardless of their wishes.

1. System principles in management

Any organization is a system consisting of parts, each of which has its own goals. The manager must strive to identify and evaluate the interaction of all its parts and combine them on such a basis that will enable the organization as a whole to effectively achieve its goals.

Aspects of a manager's work:

1. strive to achieve efficient operation of the entire organization and prevent the influence of private interests of any element of the organization on the overall success;
2. must achieve this in an organizational environment that always creates conflicting goals.

The organization, as an open system, is in constant bilateral interaction with the external environment, i.e. takes resources, processes them and supplies them back in the form of goods and services. Openness is due to the fact that the organization must continuously maintain its status. This is because in addition to its goods and services, the organization has spillover effects on the environment and society (pollution, workers' strikes).

1. Differences between traditional (analytical) and systemic approaches to management

Traditional and systems approaches use both analysis (dividing a whole into parts) and synthesis (unification) - the differences lie in the combination of the sequence of these methods.

Stages of the traditional approach:

1. separation (analysis of what is to be explained).
2. explanation of the properties of parts taken separately.
3. Combining (synthesizing) these explanations into an explanation as a whole.

Stages of a systematic approach:

1. definition of the whole (system), of which the objects under study are a part
2. explanation of the properties of this whole
3. an explanation of the properties of the object under study in terms of its functions in this whole of which it is a part.

Those. in a systems approach, synthesis precedes analysis.

Also, the differences between the approaches are based on the following systematic property:

If each part of the system is forced to function at maximum efficiency, the system as a whole will not, as a result, function at maximum efficiency (the whole is not equal to the sum of its parts).

1. The concept of “mission” of an organization and its meaning

A mission is a general goal that expresses aspirations for the future, showing where efforts will be directed and what values ​​will be a priority.

The mission is designed to solve the following tasks:

1. make explicit what the organization exists for
2. determine how the organization differs from all other organizations operating on the market
3. coordinate the interests of all persons associated with the organization (owner, staff, clients)
4. the ability to create a corporate spirit, including expanding the meaning and content of activities for the employee.

1. Types of goals

In order:

Short-term (up to 1 year)

Medium term (from 1 to 3)

Long-term (3 or more)

By importance:

- strategic- expansion of the market segment, a significant increase in the level of customer service, an increase in the amount of profit and the level of profitability, and a decrease in the level of economic risks.

- tactical- all intermediate states through which strategic goals are achieved. They must be realistic, consistent and prioritized.

Goals are also divided into:

- non-economic- social goals (social package, improvement of working conditions)

- economic- expressed in terms of economic activity. Can be divided into quantitative(increase in sales, wages) and quality(improving product quality).

1. Basic requirements for goals

In management practice, there are SMART criteria that must meet the goals:

S - specific

M - measurement

A - achievement

R - significant

T - correlated with a specific period

This parameter defines requirements for goals such as: specificity, clarity, absence of ambiguous formulations; the goal must contain clear information for employees to clearly understand what is required of them.

1. Goal tree model

“Tree of goals” is a structured set of goals built on a hierarchical principle, in which the following are identified: the general goal - the top of the tree, subgoals of 1, 2 and subsequent levels subordinate to it.

Construction procedure:

1. determining the top of the tree - the overall goal of the organization (mission)
2. formation of subsequent levels in the area of ​​activity or decomposition of goals. Each subsequent level is formed in such a way as to ensure the achievement of the goal of a higher level.
3. Subgoals of one decomposition level are independent of each other.

The hierarchy of goals is directly related to the structure of the organization. The identification of levels of the hierarchy of goals is carried out both on the basis of the functional principle of management and on the product-market principle. Functional principles are associated with grouping according to the content of activities: production, marketing, finance, etc. The commodity-market principle is based on association on the principle of joint production of a product, serving a certain group of consumers, etc.

1. The concept of “management functions”, their definition and classification

A function in management is a special type of management activity with the help of which the subject of management influences the object.

Functions are divided into:

1. - part of the management process, characterized by a regular type of activity, is performed by managers at all levels. These include: planning, organization, coordination, motivation, control.
2. - the same as general ones, but only in a certain (special) field of activity: circulation, supply, production preparation.
3. - carried out by separate structural units (specialists): management of planning and economic activities, accounting management, financial resource management, operational management.

1. Scheduling function

Planning is a function concerned with determining the goals and objectives of an organization, as well as the resources needed to achieve these goals.

When planning you need to consider:

1) the principle of participation - every employee of the organization becomes a participant in planning activities, regardless of their position, that is, the planning process must involve all those whom it affects.

When planning, all events and situations that may be important for the development of the organization must be taken into account (completeness of planning)

1. cost-effectiveness of planning - planning costs must be in proportion to the benefits received from planning
2. continuity of planning

1. Organization as a management function

Organization as a function is directly related to formal relationships between people. The implementation of this function involves solving the following problems:

1. setting tasks and establishing criteria for their implementation
2. empowerment and resources. Basic elements: distribution of responsibilities, empowerment of the performer, delegation of powers.

Authority is the limited right to use an organization's resource and direct the efforts of some employees to perform certain tasks (in fact, command people).

1. establishing liability
2. organizational impact. This is a link in the work of a manager, which is justified and effective if the problems are clearly defined, a general plan for solving them is developed, performers are identified, etc.

1. The importance of coordination in the activities of an economic entity

Coordination is a management function that ensures its smoothness and continuity. The main task of coordination is to achieve consistency in the work of all parts of the organization by establishing rational communications between them. the nature of these connections depends on the coordinating processes. Therefore, to perform this function, various documentary sources (annual reports, memos, reports) can be used. The result of discussions and problems that arise at meetings and planning meetings.

1. Motivation as a management function

The essence of motivation is that the organization’s personnel perform work in accordance with the rights and responsibilities delegated to them and with the management decisions made.

In a general sense, motivation is the process of motivating oneself and others to act in order to achieve certain goals.

1. Control function

Control is a systematic monitoring of the implementation of plans, tasks and results of economic activities, providing feedback with the controlled object using information.

There are three main types of control: preliminary, current and final.

Preliminary control usually implemented in the form of specific policies, procedures and regulations. First of all, it applies to labor, material and financial resources.

Current control carried out when work is already underway and is usually carried out in the form of control of the work of a subordinate by his immediate superior.

Final control carried out after the work is completed or the time allotted for it has expired.

1. Specific control functions

1. General (line) management carried out by managers and specialists. Organizing general meetings, accompanying superiors around the facility, traveling outside the farm to meet the needs of the farm.

1. Management of planning and economic activities contributes to the implementation of work on analysis, planning, development of wage conditions, etc. It is led and carried out by economists.
2. Accounting and financial management performed by accountants, bookkeepers, cashiers, etc. Here is the salary calculation. fees, record keeping, etc.
3. Personnel or labor resources management. This function is inherent to the inspector of the personnel department, the head of the personnel department in terms of documenting personnel. They deal with transfers, dismissals, and hiring.
4. Operational management carried out by employees of the dispatch service, is associated with the implementation of work to regulate the progress of production and sales in accordance with the schedule, and involves constant monitoring of work in order to eliminate any deviations that arise.
5. Management of logistics and sales. All types of work on supply, sales, advertising. This function is the deputy director for commercial issues, marketers, forwarding agents, storekeepers.
6. Construction and reconstruction management. All types of major repairs and construction work. This function is inherent to the foreman, head of the carpentry workshop
7. Technology management provides development of technologies, compilation of models. Performed by industry specialists.
8. Technical Guide. Performed by engineers of various fields. Repair, maintenance.
9. Housing and utilities management. Deputy director for housekeeping and everyday life, head of the canteen, commandant of dormitories, heating service.
10. Office management. Secretary-assistant, head of the clerical department, archivist.
11. Legal services management.

1. The concept of “strategy” and “tactics” of management

“Strategy is a long-term, qualitatively defined direction of development of an organization, relating to the scope, means and form of its activities, the system of relationships within the organization, as well as the position of the organization in the environment, leading the organization to its goals.” “An organization's strategy is a master plan of action that defines the priorities of strategic objectives, resources and the sequence of steps to achieve strategic goals.”

At its core, strategy is a set of rules for decision-making that guide an organization in its activities. It includes general principles on the basis of which managers of a given organization can make interrelated decisions designed to ensure the coordinated and orderly achievement of goals in the long term.

Tactics is a short-term strategy for achieving a goal, usually developed at the level of middle managers.

Characteristics of tactics:

1. Tactics are developed in development of strategy;
2. While strategy is almost always developed at the top levels of management, tactics are developed at the middle management level;
3. Tactics are designed for a shorter period of time than strategy;
4. While the results of strategy may not be fully discovered for several years, tactical results tend to manifest themselves very quickly and are easily correlated with specific actions.

1. The essence of strategic management and its tasks

Strategic management is focused on solving long-term problems, developing long-term plans, managing resources and large quantities of goods.

Strategic management is a continuous process. Once strategies have been implemented, they need to be monitored and their implementation assessed at certain periods.

Stages of strategic management:

1) strategic analysis (assessment of key impacts on the current and future position of the organization),

2) strategic choice (which directions of strategic development seem most acceptable),

3) strategy implementation (implementation of the strategy that management intends to adhere to).

1. Concentrated and integrated growth strategies

Concentrated Growth Strategies . This includes those strategies that are associated with changes in the product and (or) market and do not affect other elements. When following these strategies, a firm tries to improve its product or start producing a new one without changing its industry. As for the market, the company is looking for opportunities to improve its position in the existing market or move to a new market.

Integrated Growth Strategies . Typically, a company can resort to such strategies if it is in a strong business, cannot implement concentrated growth strategies, and at the same time, integrated growth does not contradict its long-term goals. A firm can pursue integrated growth, either by acquiring property or by expanding from within. In both cases, the position of the company within the industry changes.

1. Diversified Growth Strategies

These strategies are implemented in the case when the company cannot further develop in a given market with a given product within a given industry.

The main strategies for diversified growth are the following:

. horizontal diversification strategy involves looking for growth opportunities in an existing market through new products that require new technology different from what is currently in use

. conglomerate diversification strategy consists in the fact that the company expands through the production of new products that are technologically unrelated to those already produced, which are sold in new markets.

1. Reduction Strategies

They are implemented when a company needs to regroup forces after a long period of growth or due to the need to increase efficiency, when there are recessions and dramatic changes in the economy, such as, for example, structural restructuring, etc. In these cases, firms resort to targeted and planned production reduction strategies. The implementation of these strategies is often not painless for the company.

Types of reduction strategies:

The liquidation strategy is an extreme case of the downsizing strategy and is implemented when the firm cannot conduct further business;

The harvesting strategy involves abandoning a long-term view of the business in favor of maximizing income in the short term.

A downsizing strategy involves a firm closing or selling one of its divisions or businesses to effect a long-term change in the boundaries of its business.

The cost reduction strategy is quite close to the reduction strategy, since its main idea is to search for opportunities to reduce costs and carry out appropriate measures to reduce costs.

1. Portfolio strategy and its characteristics

Portfolio strategy is a portfolio of securities owned by a group of companies - a corporation, concern, conglomerate. The highest level of strategy. Portfolio strategy management is the management of all enterprises and organizations included in a corporation using securities.

1. Business and operational strategies and their characteristics

Business strategy at the level of individual firms included in a corporation or holding. The main task is to provide your company with a long-term competitive advantage, which will allow you to achieve your goals and a high level of profitability.

1. developing the right corporate mission - business concept
2. development of the corporation's vision and goals - solving the problem of unity of vision and goals.
3. Development of measures to achieve strategic advantages - high and stable levels of income for companies.

Operational strategy refers to even more specific approaches in managing the key operating units of the company (sales departments, distribution centers, etc.) in solving daily routine tasks of strategic importance (advertising campaigns, purchasing raw materials, inventory management, preventative maintenance, transportation of products, etc.) .

1. Functional strategy and their characteristics

Functional strategy is carried out according to a management action plan within a division or key functional area within the company's sphere: marketing, production, finance, innovation, organizational changes, supply, personnel, etc. It specifies the details of the company's business strategy by defining approaches, targeted actions and practical steps to ensure management of individual business units or functions. In general terms, a separate functional strategy is a performance plan containing a description of the necessary actions to achieve the goals of the business and functional strategies.

1. Management structure and its main elements

Organizational structure- one of the main elements of organization management. It is characterized by the distribution of management goals and objectives between departments and employees of the organization. In essence, the management structure is an organizational form of division of labor for making and implementing management decisions.

Thus, the organizational structure of management must be understood as a set of management units located in strict subordination and ensuring the relationship between the control and managed systems.

In the management structure of the organization there are the following elements : links (departments), levels (stages) of management and communication - horizontal and vertical.

Management units include structural units, as well as individual specialists performing the corresponding management functions or part of them. Management units should also include managers who regulate and coordinate the activities of several structural units.

The formation of a management level is based on the department's performance of a certain management function. The communications established between departments are horizontal in nature.

The management level is understood as a set of management units that occupy a certain level in an organization’s management systems. The levels of management are vertically dependent and subordinate to each other in the hierarchy: managers at a higher level of management make decisions that are specified and communicated to lower levels.

Organizational management structures are distinguished by a wide variety of forms, which are based on distinctive features, in particular the size of the organization’s production and commercial activities, production profile, degree of financial and economic independence, centralization (decentralization) of management, etc.

1. Types of Organizational Structures

1) Linear organizational management structure - This is the most common type of hierarchical (bureaucratic) structure.

A multi-level hierarchical management system in which a superior manager exercises sole management of the subordinate managers subordinate to him, and subordinate managers report to only one person - their immediate superior manager.

2) Functional management structure - e This principle assumes that the structure will be formed on the basis of dividing the organization according to the nature of the activities of the units. That is, management occurs for each resource separately: human resources are managed by the personnel service, scientific - by innovation, there are separate financial, accounting, marketing departments, security service, and so on.

3) Divisional (divisional) management structures - uh This principle of constructing an organizational structure is used in enterprises and organizations that have a wide profile of products or are distributed geographically.

4) Matrix structure Matrix structures are a kind of compromise between the project and linear-functional structure, and combine their advantages. This structure is a network structure built on the principle of double subordination of performers.

Economic management methods- a set of methods of influence by creating economic conditions that encourage enterprise employees to act in the right direction and achieve solutions to the tasks assigned to them. Among the economic methods of influence, planning, financing, pricing, economic incentives and economic accounting stand out. The most common forms of direct economic influence on personnel are: economic calculations, material incentives and participation in profits through the acquisition of securities (shares, bonds) of the organization .

1. Organizational (organizational, administrative, administrative) management methods

Administrative and legal methods are ways of implementing managerial influences on personnel based on power relations, discipline and a system of administrative and legal penalties. There are five main methods of administrative and legal influence: organizational and administrative impact, disciplinary liability and penalties, financial liability and penalties, administrative liability and penalties.

Organizational Impact based on the action of approved internal regulatory documents regulating the activities of personnel. These include: the organization's charter, organizational structure and staffing table, regulations on divisions, collective agreement, job descriptions, internal regulations. These documents can be drawn up in the form of enterprise standards and must be put into effect by order of the head of the organization. The practical implementation of organizational impact is largely determined by the level of the organization’s business culture and the desire of employees to work according to the rules prescribed by the administration.

Administrative influence is aimed at achieving the set management goals, compliance with the requirements of internal regulations and maintaining the specified parameters of the management system through direct administrative regulation. Administrative influences include: orders, instructions, directions, instructions, labor regulation, coordination of work and control of execution.

1. Social and psychological methods of management

Social-psychological methods- these are ways of implementing managerial influences on personnel, based on the use of the laws of sociology and psychology. These methods are aimed at both groups of employees and individuals. According to the scale and methods of impact, they can be divided into: sociological, aimed at groups of employees in the process of their production interaction, and psychological, purposefully influencing the inner world of a particular person.

1. The concept of “managerial decision”, its meaning and definition

By decision we mean the choice of an alternative. A management decision is the choice of an alternative in the process of implementing basic management functions. A management decision is, first of all, the creative and volitional influence of the subject of management, based on knowledge of the objective laws of the functioning of the managed system and the analysis of management information about its condition, aimed at achieving the set goals.

A management decision has both features characteristic of all decisions made by a person, regardless of the field of activity (the presence of a conscious and purposeful choice), and special features characteristic specifically of decisions made in the management process

1. Classification of management decisions

Classification feature	Groups of management decisions
Recurrence rate of the problem	Traditional	Atypical
Significance of the goal	Strategic	Tactical
Sphere of influence	Global	Local
Duration of implementation	Long-term	Short term
Predicted consequences of decisions	Adjustable	Uncorrectable
Nature of information used	Deterministic	Probabilistic
Solution development method	Formalized	Unformalized
Number of selection criteria	Single-criteria	Multicriteria
Acceptance form	Sole proprietors	Collegiate
Method of fixing the solution	Documented	Undocumented

1. The main stages of the process of developing and making management decisions

Decision making process- a cyclical sequence of actions of a management subject aimed at resolving the problems of the organization and consisting in analyzing the situation, generating alternatives, selecting the best one and its implementation.

Process steps:

1. analysis of the situation
2. problem identification
3. defining selection criteria
4. development of an alternative
5. choosing the best alternative
6. agreement on the decision
7. implementation management
8. control and evaluation of results

1. Factors influencing management decision making

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1. What character traits should such a manager archetype as an “administrator” have?

(A) Be sociable and be able to inspire people to give their best

(IN) Have an analytical mind

+(C) Be extremely objective and rely on facts and logic

(D) methodical work, forecasting the future

What type of planning is used in production systems with continuous technological processes?

2. What are the main factors involved in Victor Vroom's model of motivation?

(A) The need for self-respect, self-affirmation and belonging to a social group

(IN) Complexity and intensity of work and level of remuneration

+(C) Anticipation of the possibility of an outcome, anticipation of the possible reward from that outcome, and anticipation of the value of the reward.

(D) hygiene factors, factors related to the nature and essence of work

3. Managers have real influence when managing by objectives.

(A) Intermediate levels

(IN) Low level

(WITH) Higher, middle and lower level

4. Indicate what is typical for the Japanese company “Sony” in the relationship between managers and subordinates?

(A) If possible, it is desirable for a person to remain in one workplace all his life, where he acquires certain experience, which accordingly increases work efficiency

+(V) Lack of differentiated treatment of people

(WITH) For successful work in a company, it is important which educational institution the employee graduated from and with what grades

(D) Despite all the positive qualities of freedom of discussion in a large company, it violates the work schedule

5. How should we react to the accumulation of information about the problem?

(A) The more information the better

+(V) Too much information is just as harmful as too little information

(WITH) Obtaining maximum information about the problem is the responsibility of the manager

(D) Excessive information is the key to success

6. Which of the human needs is the main one according to McClelland's theory of motivation?

7. Basic control functions

(A) Planning, control

+(V) Planning, organization, motivation, control

(WITH) Organization, motivation

(D) organization, motivation, control

8. An example of multi-link technology (Thompson classification) may be:

+(A) Mass production assembly line

(IN) Banking

9. The limit of automation use is

(A) The limitations of our knowledge

(IN) Qualification level of service personnel

+(C) Inability to exclude unforeseen situations

10. What characterizes compromise when making a decision?

(A) Establishing a certain average as a result of a dispute between two employees

+(V) Reducing benefits in one area in order to reduce undesirable consequences in another

(WITH) By making an audit decision, taking into account the opinions of all interested parties

11. What is the “Sociotechnical System” of an organization with high production technology?

(A) General computerization of production

(IN) Development of the social sphere

(WITH) Professional growth of employees

+(D) integration of personnel and technology, delegation of responsibility for the final result

12. The purpose of planning the organization’s activities is

(A) Cost justification

(IN) Justification of the timing

+(C) Determination of goals, forces and means

(D) justification of the number of employees

13. The main difference between an open system and a closed one is

(A) Lack of orderly interaction between individual subsystems

(IN) The presence of interaction between individual subsystems and the outside world

(WITH) Closedness of system elements to themselves

+(D) presence of interaction with the external environment

14. What is included in the category of “intrinsic rewards”?

15. The basic rule when determining the salary level is:

(A) Minimum level defined by law

(IN) The rate determined by the staffing table

(WITH) Pay levels at competing companies

+(D) absolutely accurate and objective determination of the nature of the labor invested and a comprehensive and impartial assessment of it

16. The main thing in management by objectives is the development of goals

+(A) Top down the chain of command

(WITH) Bottom up and top down

17. Determine the main characteristics of the external environment for the organization

+(A) All of the above

(IN) Interconnectedness of factors, complexity

(WITH) Complexity and fluidity

(D) interconnectedness and uncertainty

18. Why is one delegated one’s powers to other managers?

+(A) For an optimal solution to a complex problem

(IN) To maintain a “group” style of work

(WITH) To check the qualifications of workers

19. Which of the following methods for distributing responsibilities in an organization is adopted on a functional basis?

(A) Branches of the enterprise were created in five cities

+(V) Departments for production, marketing, personnel, financial issues were created

(WITH) Workshops have been created at the enterprise for the production of cookies, chocolates, caramels

(D) departments have been created at the enterprise, equal in number

20. Continuous manufacturing technology is usually used in the production of products such as

(A) Production of passenger cars

(IN) Production of military aircraft

(WITH) Level ship construction

+(D) oil refining, iron smelting

21. What type of management structure does the following situation belong to: “The construction of a pipeline includes a number of technological operations: preparatory work, excavation work (trenching), welding work (welding pipes into a thread), insulating and laying the pipeline in a trench, etc.? Management of the production of each type of work is entrusted to the head of the special construction department. Information about each process goes to the manager of the construction trust, and from him to the head of the department”?

(A) Matrix control system

(IN) Functional control system

+(C) Linear control system

22. Which feedback is most important in terms of improving the effectiveness of communication?

23. What does the economic management mechanism consist of?

+(A) All of the above

(IN) In-house management, production management

(WITH) Personnel management, production management

(D) intra-company management, personnel management

24. Action planning is

(A) Creating the next link between goal setting and a program for its implementation

(IN) Clarifying roles

(WITH) Identifying the circumstances that need to be taken into account to achieve the goal

(D) estimation of time spent for each operation

25. Of the listed managers: 1. General director and members of the board. 2. Heads of independent bodies. 3. Shop managers. The top management level includes:

26. Control-oriented behavior is

+(A) Actions of subordinates aimed at what management wants to see when checking their activities

(IN) Focusing on low goals

(WITH) Taking advantage of the fact that controllers do not thoroughly know the activities of the employees subordinate to them

(D) high goal orientation

27. What does “make a decision” mean?

(A) Enumerate all possible alternatives

(IN) Enumerate several alternatives that provide the most effective solutions to the problem

(WITH) Give an order to select a possible alternative

+(D) give orders for the implementation of a specific plan

28. Which approach does not belong to well-known schools in management?

(A) Scientific management

(IN) Administration

+(C) New Economic Policy

29. Linear management organization allows us to formulate a management structure, which is:

+(C) Stable and durable

30. Why did the USA become the birthplace of modern management?

(A) No problems with origin or nationality

(IN) Support for the idea of ​​education for all, a huge labor market

(WITH) Formation of monopolies

31. The key factors in any management model are:

(IN) Means of production

32. What should the quality control system in a modern enterprise primarily rely on?

(A) To clearly defined standards and assumptions for specific processes

(IN) To assess product quality by workers during the production process

(WITH) To a strict control apparatus at the output of products

(D) to check finished products

33. The goal of the classical school of management was to create

(A) Labor standardization methods

+(V) Universal control principle

(WITH) Working conditions for employees

(D) methods of stimulating labor productivity

34. What is the main difference between preliminary, current and final control?

+(V) During implementation

35. The external environment of direct impact on the organization is:

(A) Shareholders, competitors, suppliers

(IN) Consumers, retailers, local authorities

+(C) All of the above

(D) government agencies, local authorities

36. The process of delegation of authority involves the transfer of authority from a senior manager to subordinate managers to perform special tasks. What situation is typical for this process?

(A) Powers and responsibilities are transferred to a subordinate manager

(IN) Responsibility is transferred to a lower level manager

+(C) Powers are transferred to a subordinate manager, and the senior manager continues to bear all responsibility.

(D) a new manager of equal rank is appointed and all responsibility is transferred to him

37. What should be contained in the “Distribution of Responsibilities” document?

(A) Name of the position and department in which this position exists

(IN) All of the above

(WITH) Description of functions, responsibilities and rights performed

(D) relationships with management, colleagues and subordinates

38. “The Father of Scientific Management” is often called:

(IN) Frank and Lilian Gilbert - they identified seventeen main micro-movements of workers, calling them therbligs; and they also developed a method for analyzing micro-movements, which was based on a filmogram of the worker’s movements

+(C) F. Taylor - he tried to justify the daily work rate of a worker by methods of timing and studying his labor movements

(D) G. Gantt - he created a schedule that made it possible to plan, distribute and check work. This schedule was the predecessor of the PERT network planning system, which now uses computers. He is also famous for his system of financial incentives for completed tasks.

39. Why are methods of direct coercion and fear of punishment gradually replaced by methods of social coercion?

(A) It has become unprofitable to maintain a large staff

(IN) It is difficult to prepare a manager who can use them effectively

(WITH) The labor movement has achieved a certain protection of workers from direct coercion

+(D) the coercive mechanism no longer ensures the development of production

40. What is the optimal number of subordinates?

(A) The more subordinates, the easier it is to work

41. What factor does not determine the type of production system?

(IN) From marketing strategy

(WITH) From the type of product

+(D) from regional employment programs

42. The most difficult and expensive element of control is

(A) Selection of standards

(IN) Choosing the right unit of measurement

(WITH) Selection of criteria

43. Which informal forecasting method provides the most valuable information?

(A) Visual information

+(V) Industrial espionage

(WITH) Written information

(D) information on global networks

44. Small-scale or unit production technology is usually used in companies such as

(A) A group of people united by a common goal

(IN) A group of people who own the means of production

(WITH) A group of people whose activities are coordinated

+(D) a group of people whose activities are consciously coordinated to achieve a common goal

46. ​​Is management productive work?

(A) Yes, because management creates new value

(IN) No, it's just supervision and control.

(WITH) No, this is just the result of the contradiction between wage labor and the owner of the means of production

+(D) yes, since this type of activity is inevitable with a high level of specialization of production and is designed to ensure the integrity of the labor mechanism

47. The control system in an organization usually consists of

+(A) Preliminary, current and final

(IN) Current and final

(WITH) Preliminary and final

48. The objectives that can be used as standards for control are distinguished by the following:

(A) High moral level

+(V) Time frame, specific criterion

(WITH) Using indirect manifestations

49. Management is primarily concerned with systems.

(WITH) Closed and closed subsystems

(D) closed and open subsystems

50. What type of relationship corresponds to the relationship between the foreman and the workshop manager?

(A) Functional relationships

(IN) Material relations

+(C) Linear relationships

(D) management relations

51. What type of planning is used in production systems with continuous technological processes?

(A) Operational functional diagram

(IN) Fixed positional pattern

+(C) Linear flow diagram

(D) operational and positional schemes

52. From the listed points: 1. Development of clear, concise goals. 2. development of goals from the bottom up. 3. a realistic plan, ways of its implementation, monitoring and evaluation of results and control. 4. adjustment of adopted plans, evaluation of results and control. To the main stages of management:

53. Maslow’s stages of motivation are

(A) Need for development and recognition

+(V) Need for development and recognition, social need and need for security, basic needs

(WITH) Social need and need for security

54. Which function is not inherent in the process approach to management according to Fayol?

(A) Work planning

(IN) Organization of work

+(C) Independence of managers’ judgments in certain areas (programs)

55. What components are the organization’s tasks traditionally divided into?

(A) Work with people

(IN) Working with people and information

(WITH) Working with objects and people

+(D) working with people, working with people and information and working with objects and people

56. What sequence of priorities will allow the company to achieve success:

+(A) People – products – profit

(IN) Profit – people – products

(WITH) Products – profit – people

57. What is the primary need for an employee to work successfully in a new place?

(A) Compliance with specialization

(IN) Fair reward

+(C) Social adaptation

58. The essence of the situational approach is:

(A) Knowledge of professional management methods that have proven their effectiveness; ability to foresee the consequences of applied techniques and concepts

(IN) Correct interpretation of the situation, identification of the most important factors

+(C) All of the above

(D) application of methods of action. causing the least negative effect in a given situation, ensuring maximum efficiency

59. Any enterprise, regardless of its legal form, must have

(WITH) Facilities, equipment

(A) A sequence of actions to be taken in a specific situation that tends to recur

+(V) Ensuring that specific actions are performed in specific ways in a specific single situation

(WITH) Concretely formulated past experience

61. What main features should such a managerial archetype as a “leader” have?

(A) Ability to locate failure and take corrective action

(IN) Ability to resolve personal conflicts that arise during volitional decisions

(WITH) Be sociable

+(D) ability to communicate with people, the ability to recognize the potential of each person and interest him in fully using this potential

62. More often they resort to rotation in

63. What is the most important function of management?

(A) Getting maximum profit

(IN) Create conditions for the further successful functioning of the enterprise

(WITH) Minimizing tax payments

(D) conquering new markets

64. From the listed points: 1. analysis of the wage level survey. 2. conditions on the labor market. 3. productivity and profitability of the organization. The salary structure is determined using

65. What is the meaning of the word “risk” when making decisions?

(A) The degree of significance of the problem for the overall activities of the company

(IN) The degree of influence of an incorrectly resolved problem on the manager’s career position

+(C) Level of certainty with which the outcome can be predicted

(D) level of abuse of authority

66. To be effective, control must be

(IN) Permanently active

67. Preliminary control of the organization’s financial resources is

(IN) Conclusion of the audit organization

(D) historical financial report

68. Why are methods of direct coercion and fear of punishment being replaced by methods of social coercion?

+(A) The coercive mechanism no longer ensures the development of production

(IN) It has become unprofitable to maintain a large staff

(WITH) It is difficult to prepare a manager capable of using them effectively

(D) the labor movement has achieved a certain protection of workers from direct coercion

69. What ability of a manager, according to McGregor, leads to success?

+(V) Predicting Human Behavior

(D) forecasting demand for products

70. What are the features of cybernation relative to automation?

+(A) Inclusion in the algorithm of the stage of using intelligence, i.e. the ability to solve informal problems and find a way out in unforeseen situations

(IN) Giving a machine the ability to think

(WITH) The use of electronic computing technology in combination with the stages of brainstorming and expert assessments

(D) a qualitatively new level of technology and technology

71. What is called “sociotechnical systems”?

+(A) People involved in the production process

(WITH) Computer controlled machines

(D) computer systems that replace a certain number of workers

72. Identify the main stages of building an organization?

(A) Determining the nature of the work to be performed

(IN) Distribution of work between individual management positions

(WITH) Classification of management positions, construction of logical management groups on this basis

+(D) determining the nature of the work performed. Distribution of work between individual management positions. Classification of management positions, construction of logical management groups on this basis

73. From the listed points: 1. provides management with the information necessary for future planning; 2. comparison of actually obtained and required results; 3. promotes staff motivation. The functions of final control include:

74. What are the aspects of the human variable in the situational approach to management?

+(A) All of the above

(IN) behavior of individuals, behavior of people in groups

(WITH) The nature of the leader's behavior, the functioning of the manager as a leader

(D) manager's influence on the behavior of individuals and groups

(A) Long term strategy

+(V) Short term strategy

(WITH) Medium-term plan, results appear in 3-4 years

(D) medium-term plan, results appear in 1-2 years

76. The main components of the communication model are:

(A) Object, subject, interaction

+(V) Source, message, channel, recipient

(WITH) Object, subject, influence, feedback

(D) external environment, internal environment, interaction

77. What is the reason why verification of the result of a decision is required?

+(A) If the solution is good, you will know what to do in a similar situation; if it is bad, you will know what not to do.

(IN) Based on the accuracy of the solution implementation, it is possible to assess the qualifications of subordinates

(WITH) Checking the reliability of the administrative structure

(D) checking the reliability of the expert structure

78. The classical (administrative) school in management set as its goal

(A) Consideration of administrator as a profession

(IN) Coordination of the work of the financial apparatus at the enterprise with production and marketing

(WITH) Creating a new management style

+(D) creation of universal management principles

79. The purpose of control is

(A) Checking the implementation of the plan

(IN) Collection of statistical information

(WITH) Increased dependence of subordinates

+(D) providing management with information to adjust the plan

80. What condition prevents the emergence of a formal organization of people (according to Bernard)?

(A) Ability to communicate

(IN) Achieving a common goal

+(C) The desire for freedom of action

81. What is the principle of unity of control?

(A) Any employee (employee) can have only one manager

+(V) One person must bear full and absolute responsibility for the activities of the entire enterprise.

(WITH) The number of persons under effective management is limited

(D) A group of managers is responsible for the work of the team

82. In what cases are qualitative forecasting methods used?

(A) Inability to obtain information by other methods

+(V) Lack of information obtained by quantitative forecasting methods

(WITH) The time available to resolve the problem is very limited

(D) in the absence of sufficient funds to make forecasts

83. A distinctive feature of a formal organization is

(A) Lack of unity in the actions of its members

(IN) Severe pressure on its members

(WITH) Availability of job descriptions and regulations

+(D) conscious coordination of the actions of two or more persons

84. An example of influence through reasonable faith is the attitude

(A) Worker with foreman

(IN) Peasant and landowner

+(C) Patient with attending physician

85. Procedure is

+(A) A sequence of actions to be taken in a specific situation that tends to recur

(IN) A sequence of specific actions that should be performed in a single specific situation

(WITH) Using past experience

(D) guaranteed implementation of specific actions

86. The ultimate goal of management is

(A) Development of the technical and economic base of the company

+(V) Ensuring the profitability of the company

(WITH) Rational organization of production

(D) improving the qualifications and creative activity of the employee

87. How can influence through fear be used against skilled workers?

(A) Intimidation by salary reduction

(IN) Threat of dismissal

(WITH) Threat of demotion

+(D) intimidating the possibility of injury to self-esteem

88. The most common source of conflict when changing work rules and procedures is

(A) Infringing on someone's interests

+(V) The way management communicates new rules

(WITH) People's reluctance to change the existing nature of work

(D) unclear purpose of these changes

89. For what purposes is brainstorming used in the decision-making process?

(A) Intensification of the thought process

(IN) Analysis of non-standard solutions

+(C) Identifying Alternatives

(D) involving all participants in the decision-making process

90. Which person should be chosen as a new employee in most cases?

(A) A person who is attractive to the leader due to his personal qualities

(IN) The person best qualified to perform the actual work of the position held.

(WITH) The candidate who appears most suitable for promotion

(D) a candidate who has great potential

91. Why is an excessive number of subordinates dangerous?

+(A) Loss of team control

(IN) Expansion of the bureaucracy

(WITH) Duplication of effort

92. The development of scientific management principles in the USA was facilitated by

(A) The Industry of Free Citizens

(IN) England support

+(C) Formation of large industries and enterprises

93. Which of the following communication roles performs the function of conveying messages in an organization?

94. What, according to Berchord, is the reason for the emergence of an informal organization?

(A) People's desire for chaos

(IN) Reluctance of the team to work

(WITH) Weakness of formal organization

+(D) need for protection from formal organization

95. The principle of the “Z” theory, which is a priority for increasing labor productivity -

(A) Refusal to layoffs

(IN) Personnel rotation

(WITH) Committed to ensuring the well-being of all employees

+(D) participation of both management and employees in making decisions regarding their work

96. The highest achievement of the school of scientific management is the development

(A) Methods of labor motivation

(IN) Methods of mathematical modeling

+(C) Workflow analysis

(D) ways of psychological compatibility of workers

97. Determine the principles underlying management?

(A) Unity of command, motivation, leadership, feedback

(IN) Science, responsibility, correct selection and placement of personnel

(WITH) Cost-effectiveness, feedback, unity of command, motivation

98. What type of authority would be most acceptable in a research group of highly qualified specialists?

99. When establishing governance structures, the following should be taken into account:

(A) How many levels of management may be required, how formal should interaction be?

(IN) Degree of centralization, whether all issues should be resolved by top management

(WITH) Complexity of organizational structure

+(D) number of management levels. The degree of formality of their interaction. Degree of centralism. Complexity of organizational structure

100. Factors influencing individual behavior and success of activities are:

+(A) All of the above

(IN) Mental and physical abilities, values ​​and attitudes

(D) values ​​and aspirations, needs

101. What components does management consist of?

(A) Strategic management, control

(IN) Operational management

(WITH) Control, operational management

102. The practice of management arose

(A) In the 20th century, during the industrialization of industry

(IN) Together with the creation of the school of management by F. Taylor

+(C) Together with the grouping of people into organized groups, such as tribes

(D) along with the emergence of a systems approach

103. What is “motivation”?

(A) Conditions in which a person is forced to carry out a specific activity

+(V) A feeling of lack of something, having a specific focus and focused on achieving a goal (desire to do something)

(WITH) Forcing someone to do a certain activity

(D) creating interest in someone in a specific activity

104. Classification according to the type of interaction between an organization and a person includes:

(A) Traditional organization

105. Classification according to the type of interaction of the organization with the external environment includes:

106. Classification by type of interaction between departments in an organization includes:

107. What type of relationship is not typical for corporate culture in an organization?

(A) Monopoly and standardization in activities

(IN) Dominance of hierarchical power structures

+(C) The combination of competition and cooperation in the activities of workers

(D) majority or seniority principle in decision making

108. What features are not characteristic of the mechanistic type of organization?

(A) Narrow specialization in work

+(V) Ambitious responsibility

(WITH) Clear rights and responsibilities

109. Max Weber’s theory of bureaucracy substantiates the effectiveness of the distribution of powers in an organization according to the type:

110. Management is a science that studies

(A) Market relations

+(V) Management of intellectual, financial, raw materials and material resources

(WITH) Ways to finance the healthcare system

111. Do not apply to organizational documents

(A) States of institutions

(IN) Procedure and rules of activity

(WITH) Charters of institutions

+(D) sales announcements

112. The functions of the strategic management level do not include:

(A) Organization design

+(C) Raw material inventory accounting

113. The functions of the operational level of management do not include:

+(C) Organizational structure design

114. Participation is

(A) Distribution of profits due to productivity growth

(IN) Design and redesign of works

+(C) Involving employees in analyzing problems and their solutions

(D) method of simulating the development of management decisions according to given rules

115. Organizational structure is

(A) The art of managing intellectual, financial, raw materials, material resources

(IN) Type of human activity aimed at satisfying needs through exchange

+(C) A management system that determines the composition, interaction and subordination of its elements

(D) a method for simulating the development of management decisions according to given rules in various production situations

116. One of the main functions of management is

(A) Monitoring the progress of production

(IN) Methodological support for decision making

(D) issuance of orders and instructions

117. Which of the following theories of motivation does not belong to substantive theories:

(A) Abraham Maslow's theory

+(V) Porter Lawler model

(WITH) Frederick Herzberg's theory

118. The process of motivating oneself and others to act to achieve personal goals or organizational goals is:

119. Performing work under duress or through economic incentives is:

(A) Motivation by status

+(V) Extrinsic motivation

(WITH) Motivation based on results

120. “When starting to perform this or that work, a person expects with a certain degree of probability that the efforts he expended will bring the necessary result, which also, with a certain degree of probability, should be noticed by the manager and rewarded accordingly.” This provision answers:

+(A) Vroom's expectancy theories

(IN) Porter Lawler's theories

(WITH) McClelland's theories of acquired needs

(D) Adams' theory of justice

1. Definition and essence of the concept “Management” - as a theory and practice of management.
“Management” as a term meaning management has become widespread in Russia due to the influence of two factors: the formation of a system of market relations and economic self-government required different approaches, based on experience accumulated abroad; ambiguity of the term “management”, management of human activity. The general definition of management is a set of theory and practice of managing purposeful, professional human activity, ensuring the most effective use of available labor, material, technical and financial resources to achieve certain goals and solve the problems facing the team. In modern practice, there are more frequent definitions of management, such as: - the process of managing the production or commercial activities of a company or enterprise; - a set of stable principles, methods, means and forms of management used in the practice of a company. Management in its development is not a consequence of some theorems. Scientific indicators of management are theoretical studies of the features of management organization based on the experience acquired by generations. Thus, management should be recognized as the science of common sense in managing the activities of people.

2. Key components of organization management
The key components of management include: Managerial impact is an investigation management institute, as a specific work of professional managers. A management system is a set of rules, methods, limitations of responsibility, and management structures. The management process is the orderly interaction of elements of administrative and executive structures. Management laws are objectively specific trends and patterns of action....in the management process. Management principles are the fundamental ideas of patterns and rules of conduct for the actions of managers and organizational structures. Object-organizational structures or processes functioning under the influence of management systems. The subject is the part of the organization that is the source of business activity by the performer. Management functions are a set of elements of certain areas of activity. The purpose of management is to create the conditions necessary to solve basic problems.

3. Theoretical schools of management, their essence and evolution.
A variation of the classical school of management is the “administrative school”. She studied the role and functions of the manager. It was believed that once the essence of a manager's work was determined, the most effective methods of management could easily be identified. Founder: Fayol. He divided the management process into 5 main functions: organization function; f.planning; f. selection and placement of personnel; f.motivation of work activity; f.control. “School of Human Relations” - it is based on the achievements of psychology and sociology (the sciences of human behavior). Author: A. Maslow. He substantiated that everyone’s activities are subject to the laws of satisfying needs. He proposed the following classification of individual needs: basic life support; safety; social communication; self-realization; social recognition (significance). As a consequence of the school of human relations, the school of management appeared. Founder: Douglas McGregor. Explaining the reason for the difference in attitude to the activities of each person, he divided all performers into 2 groups and introduced the terms: x-theory of management and y-theory of management. He argued that there is a group of people, each of whom does not like to work and does not want to from birth; he requires constant coercion and control. This includes the majority. These are people devoid of ambition, they prefer to be led, they are devoid of initiative. Such performers require daily supervision and constant instructions. The second group of people is different in that any activity is as necessary for them as play is for children. Work is their natural state. They show self-government, self-control, strive for self-realization, social significance. The theory of “x” - management presupposes strict management (carrot and stick); and theory “y” is the theory of soft control.

4. Basic principles of the classical school of scientific management by F. Taylor.
Management, as the practice of managing activities in its essence, has been taking place since the advent of organized, purposeful labor. His (Taylor's) fundamental principles of management are as follows; if I can scientifically select men, scientifically train them, give them some incentives, and put work and man together, then I can get a total productivity greater than the contribution made by the individual workforce. Taylor's main merit is that he, as the founder of the school of “scientific management,” developed the methodological foundations for rationing labor, standardized work operations, and introduced into practice scientific approaches to the selection, placement and stimulation of workers. Taylor's principles have become widespread in management practice. Taylor's greatest contribution is that he started a management revolution. He became interested not in human efficiency, but in organizational efficiency, which marked the beginning of the development of the school of scientific management. The first scientific school had several names - “scientific management”, “classical”, “traditional”.

5. Behavioral theoretical school of management, essence and main
peculiarities.
The school of behavioral sciences has moved significantly away from the school of human sciences
relationships, focusing primarily on methods for establishing
interpersonal relationships. The new approach sought to provide more
helping the employee to understand his own capabilities based on
applying behavioral science concepts to building and managing
organizations. In very general terms, the main purpose of this school was
increasing the efficiency of the organization by increasing its efficiency
human resources.
The behavioral approach has become so popular that it is almost entirely
covered the entire area of ​​management in the 60s. Like earlier schools, this
approach advocated the “single best way” for management decisions
problems. His main postulate was that the correct use
behavioral science will always contribute to improving efficiency as
the individual employee and the organization as a whole. Techniques such as change
the content of the work and the employee’s participation in the management of the enterprise is
effective only for some workers and in some situations.
Despite many important positive results, this approach is sometimes
turns out to be untenable in situations that differ from those
explored by his followers. For more successful, competitive development, managers needed to study a person, his psychological characteristics, and adaptive capabilities. A “behavioral school” began to take shape, which studied human behavior in a production environment and the dependence of labor productivity on the moral and psychological state of the performer.

It is believed that this direction was started by one of the founders of the behavioral school, Elton Mayo (clinical psychologist). The conclusions of the research mostly boiled down to three postulates: man is a “social animal”; a rigid hierarchy of subordination and formalization of organizational processes are incompatible with human nature; solving a human problem is the business of businessmen. E. Mayo believed that conflicts between a person and an organization, and, more generally, with society as a whole, can be resolved by satisfying the needs of the performer, which benefits both employees and employers.

6. Administrative school of management, essence and main features.
Representatives of the classical (1920-1950) school, namely A. Fayol, L. Urwick, J. Mooney, had direct experience as senior managers in big business. Their main concern was efficiency as applied to the operation of the entire organization.

The goal of the school was to create universal management principles, following which would undoubtedly lead the organization to success. These principles were related to two aspects. One of them was development of a rational organization management system. By defining the core functions of a business as finance, production, and marketing, the classicists were confident that they could determine the best way to divide an organization into divisions or groups.

A. Fayol formulated 14 principles of management:

Division of labor is the specialization of work necessary for the efficient use of labor.
Authority and responsibility - each employee must be delegated sufficient authority to be responsible for the work performed.
Discipline - workers must obey the terms of the agreement between them and management, managers must apply fair sanctions to violators of the order.
Unity of command - the employee receives orders and reports to only one immediate superior.
Unity of action - all actions that have the same goal must be combined into groups and carried out according to a single plan.
Subordination of interests - the interests of the organization take precedence over the interests of individual employees.
Personnel remuneration - employees receiving fair compensation for their work.
Centralization is the natural order in an organization that has a control center. The best results are achieved with the right proportion between centralization and decentralization. Authority (power) must be delegated in proportion to responsibility.
A scalar chain is an unbroken chain of commands through which all orders are transmitted and communications are carried out between all levels of the hierarchy (“chain of superiors”).
Order - a workplace for each employee and each employee at his own workplace.
Fairness - established rules and agreements must be enforced fairly at all levels of the scalar chain.
Stability of personnel - setting employees to be loyal to the organization and long-term work, since high staff turnover reduces the effectiveness of the organization.
Initiative - encouraging employees to develop independent functions, within the boundaries of the powers delegated to them and the work performed.
Corporate spirit - harmony of interests of personnel and the organization ensures unity of effort (in unity there is strength).

The main contribution of the administrative school to management theory is that it viewed management as a universal process consisting of several interrelated functions such as planning and organizing
7. The main goals and objectives of management in the management structure of the company.
The practical role, goals and objectives of management are determined by which component of a particular socio-economic system we are considering. The content of management goals and objectives depends on this. The goal of top management is to develop an organization strategy. Strategy is a master plan of action to achieve a specific goal. The goal appears in this case as a conscious one, i.e. virtually expressed in words and thoughts, as an anticipation of the future result of actions, i.e. this is an ideal image of the desired and expected state of a controlled system of objects, i.e. goal-guideline of activity. The main task of management is to ensure the achievement of a certain result by creating the necessary and sufficient conditions for the purposeful activities of the team. In this case, as a rule, a number of particular problems are solved: choosing the right direction and methods of action (what to do? How? In what way?); building a rational organizational structure of the executive team; studying the demand for manufactured goods and services (marketing research); optimal organization of the production process (technical support); measures to introduce advanced technology and scientific achievements; stimulating the work of performers (motivation).

8. The essence and content of the concepts of “entrepreneurship” and “business”.
Entrepreneurship is an independent initiative activity (industrial or commercial), carried out by individuals and legal entities on their own behalf and at their own risk on an ongoing basis permitted by law, in order to obtain the proper, predictable effect. Individuals are individual entrepreneurs, whose legal status is regulated by relevant laws. Their activities relate to individual (private) activities. In the process of individual activity, the entrepreneur acts in this case both as an owner, and as a manager, and as a performer of basic functions. A legal entity is a bearer of property rights and obligations, acting in economic circulation on its own common name, existing independently of the persons included in its composition, and bearing independent property liability for its obligations. The property of a legal entity is separated from the personal property of its members. The activities of a legal entity relate to collective entrepreneurship. Wage labor is used both by physical workers and also by legal entities. Business activity aimed at solving problems, the ultimate goal of which is obtaining income (profit) or any other economic result that justifies the labor expended and invested funds. In terms of rights and responsibilities, individuals and legal entities in the sphere of business and entrepreneurship are equal by definition.

9. Classification and characteristics of organizational and legal forms
business structures.
By entrepreneurial structure we understand a certain composition of subjects of market relations, organized organizationally for production or commercial activities, as the main tasks of their existence. We call a company any organizational and economic unit that carries out business activities as a legal entity. Unlike all other structures, the company has its own brand and guarantee obligations to support technical maintenance. products. An enterprise is understood as a production and economic unit, an organization for achieving specific goals for the production of goods and services. Entrepreneurial structures are classified according to the following criteria: the nature of economic activities - industrial, trade, transport, insurance, tourism; by legal status - individual, corporate; by nature of ownership - private, state, corporate, mixed. Individual enterprises - all affairs of the enterprise (transactions, obligations, responsibilities) are conducted by the owner or a specially authorized person-manager. Corporate enterprises include a limited liability company (LLC), a form of capital association as one of the types of company. Participants of the company are liable for its obligations only for their contributions. Each LLC is divided into participation shares, which are distributed without the use of public subscription. and must be mandatory. A joint stock company (JSC) is an association of capital formed by issuing shares, which are a bearer document without a name and are free to move from one place to another through an exchange fund. Closed Joint Stock Company (CJSC) - organizes the distribution of shares according to agreed lists. Open joint stock company - granting the right to freely trade shares.

10. Main types of associations of business structures and their
peculiarities.
Currently, especially abroad, the practice of entrepreneurial structures in larger organizations has become widespread. The main ones are: trusts; cartels; syndicates; pools; concerns; holdings; consortia; financial groups; consulting. Trust-1 is one of the forms of association in which the participants lose their production (commercial) and legal independence. The purpose of the association is to centralize production and sales of products. A cartel is a form of association, the participants of which enter into a written agreement to regulate the volume of production, the specifics of hiring labor, etc. Syndicate-f.association, which is characterized by the fact that the distribution of orders for the purchase of raw materials and the sale of industrial products is carried out through a single sales unit, which... A pool is a special type, where the profit from the sale of products and all participants goes to general fund “”, and then distributed according to predetermined proportions. Concern-1 of complex associations, including industrial, transport, trade enterprises, a bank, etc. participants conc. Retain formal independence, but subject to control by colleagues of the governing body. K. is an association in which all participants act according to developed collective plans. A holding company uses its capital to acquire a controlling stake in other companies in order to establish dominance and control over them. A consortium is a temporary agreement between banks or industrial companies for the joint placement of a loan or the implementation of a single, capital-intensive project. Financial groups are an association of banks and enterprises for joint coordination of production or financial activities. A consulting organization, the basis of which is consulting clients on financial or other capital-intensive problems, assessing the effectiveness of development projects, implementing foreign economic relations, creating a transformation of an organizational structure, ending the path out of the crisis and etc..

11. The goals of the company and its mission; features of definition in modern conditions.
In the definition of an entrepreneur, many authors argue that the activities of any enterprise pursue the goal of obtaining economic benefits. effect i.e. arrived. Profit is the main link in the overall purpose of existence. The statement that profit is chapters. and the only one. goal yavl. wrong. In people noun. many financial needs and spiritual. Among the needs, a very important place is occupied. Spirits. need:
own employment in the process of producing products needed by people.
Created. conditions for busy other people.
Self-realization. personality through achievement. set goal.
The feeling of one's social significance through property, power.
From here comes a deep understanding of the organization's mission. Mission representative is a general service of the company, this is what it exists for. in society A well-chosen mission is necessary and sufficient. condition of the team's activities. World. Experience shows that firms are focused. Sooner or later it turns to profit and only profit. On the verge of bankruptcy.

12. The internal environment of the organization and its main components.
An organization means not only a company, but also its divisions. Int. Organizational environment: 1) goals are an element of the environment (specific. Final or intermediate state, designated in an image or documents). 2) structure - mutual relationship. Elements of organization, reflection. processes section. and cooperation labor. 3) Operations – prescribed work, indicating methods and deadlines for execution. 4) Technologies – transformation of the environment. raw materials into required products or services. 5) Performers – subjects and objects of the activity. Internal elements The organization's environment determines the overall effectiveness of its activities, which depends on the competence of management structures.

13. External environment of the organization; features of the influence of external factors.
Ext. Organizational environment: 1) consumption 2) competitors 3) government. institutions 4) mixed organizations 5) financial. str-ry 6) sources of work. resources. Ext. The environment is divided into factors of direct and indirect impact. Direct air: labor. resources, customers, raw materials, types of energy, capital, competitors, etc. Indirect air: population systems, economics, ecology, demographers, politics. Collisions, etc.

14. The "Space" method in assessing the strategic state of a company.
SPACE method (Strategic Position and Action Evaluation - assessment of strategic position and actions). This method is an integrated approach designed to diagnose the situation and select a strategy option for medium and small enterprises. It allows you to establish the strategic position of an enterprise based on two groups of factors: the internal state of the enterprise and the external position of the enterprise.

Each of these two groups of factors consists of many variables. Therefore, they are sorted into groups and assigned specific ratings (weights) within the framework of a conventionally accepted scale.

The SPACE method distinguishes four groups of enterprise evaluation criteria:
Financial strength of the enterprise (F).
Competitive advantages (K).
Attractiveness of the industry (P).
Industry stability (C).

Within these groups, a list of main criteria is provided. Each of the criteria listed within one group consists of a certain number of factors, which are assigned ratings on a ten-point scale (from 1 to 10).

For each factor, within a predetermined scale, a score is assigned, which, when multiplied by the weight, gives the final significance (value) of the score for each specific criterion. The weight determines the significance of a given criterion in relation to the entire set of criteria and represents a number in the range from 0 to 1. The sum of the values ​​of all weights for individual specific assessment criteria must be equal to 1. After calculating the final scores, the sum of scores for each group of criteria is determined.

After analyzing the strategic state of the organization and the necessary adjustments to its mission, you can move on to analyzing strategic alternatives and choosing a strategy.

Typically, an organization chooses a strategy from several possible options. At the same time, she may be faced with a fairly large number of alternative strategies. All the variety of strategies can be considered as various modifications of several basic ones: limited growth, growth, contraction, combination.

Limited growth (several percent per year). This strategy is the least risky and can be effective in industries with stable technology. It involves defining goals based on the level achieved.

Growth (measured in tens of percent per year) is a strategy typical for dynamically developing industries, with rapidly changing technologies, as well as for new organizations that, regardless of their field of activity, strive to quickly take a leading position. It is characterized by the establishment of an annual significant excess of the level of development over the level of the previous year.

This is the most risky strategy, i.e. As a result of its implementation, you may suffer material and other losses. However, this strategy can also be identified with perceived luck, a favorable outcome.

Growth can be internal and external.

Reduction. It assumes the establishment of a level below that achieved in the previous (base) period. This strategy can be used in conditions when the company's performance indicators acquire a steady tendency to deteriorate.

Combination (combined strategy). Involves a combination of the alternatives discussed above. This strategy is typical for large firms operating in several industries.

15. SWOT analysis in assessing the strategic state of the company.

SWOT is a method of analysis in strategic planning that consists of dividing factors and phenomena into four categories: Strengths, Weaknesses, Opportunities and Threats.

SWOT analysis allows you to determine the reasons for the effective or ineffective operation of a company in the market; it is a compressed analysis of information on the basis of which a conclusion is drawn about the direction in which the organization should develop its business and ultimately determines the distribution of resources among segments. The result of the analysis is the development of a strategy or hypothesis for further testing.

I will give approximate options for factors in the SWOT table

Possibilities
1. New types of products
2. New technologies
3. New needs, fashion, incl. unconscious needs
4. Capturing adjacent segments - studying consumer switching situations
5. (Re) Defining the target audience
6. Additional services
7. Demand trends
8. Cooperation with other companies
9. Increase in advertising to target audience
10. Formation of USP
11. Good public relations
12. Government support

ADVANTAGES
1. Great experience


4. High sales


7. Low cost


10. Close-knit team

12. Wide range
13. Trained personnel
14. Marketing potential

16. Distribution channels

Threats:
1. Substitute products
2. New players on the market
3. Weakness of suppliers
4. Product life cycle (PLC) is in decline
5. Changing demand / fashion trends
6. Legislative regulation
a. New customs barriers
b. New legislation
7. Lobbying competitors
8. Competitor activity
a. Promotion programs
b. Additional services
9. Seasonal decline
10. Economic recession

FLAWS

1. Great experience
2. High quality products
3. High reputation of the company
4. High sales
5. Industry/segment leadership
6. Innovative technologies, patents
7. Low cost
8. Customer satisfaction
9. Well-established business processes
10. Close-knit team
11. Quality equipment
12. Wide range
13. Trained personnel
14. Marketing potential
15. Fast order processing
16. Distribution channels
1. Little working capital
2. Weak product image
3. Low company reputation
4. Weak distribution and promotion
5. Weak marketing
6. No corporate culture
7. Lack of strategy
8. Domestic political problems
9. Narrow product line
10. Low qualifications of employees
11. Low employee motivation
12. Unknown brand
13. No after-sales service
14. Few additional services
In practice, SWOT analysis is most often used in project management, in the marketing planning process, and during market segmentation to analyze segments.

After determining the critical factors of the project and key success factors, based on the analysis, the main goals are formed, strategies are developed and financial indicators are calculated

16. The “five forces” method according to M. Porter in assessing the strategic state of a company.

M. Porter's model of five forces of competition.

This model is intended. for industry analysis. The purpose of the industry. analysis of phenomena attract industries and departments. commodity markets within it. Such an analysis is allowed. understand industry-specific opportunities and nouns. threats, and also determine the key. industry success factors. To compete. the fight was carried out consciously, necessary. know those forces, cat. confront each market entity. M. Porter proved that the state of competition in the industry can be characterized by 5 competitive factors. forces: 1.rivalry between firms within the industry; 2.by suppliers; 3.by the forces of buyers (the power of influence of buyers); 4. the possibility of new competitors emerging within the industry; 5.attempts by companies and various industries to win customers with their substitute products. The meaning and influence of each. Among the factors of competition, it changes from market to market and determines prices, costs, the amount of capital investment in the production and marketing of products, and the profitability of the business. With t.zr. entry barriers, the effect of factors is largely determined by the presence of real and potential. competitors, as well as barriers to market entry for new firms. All factors create conditions for the dynamic development of competition. These five forces determine the boundaries of prices, costs, and investment requirements, which are the main factors in determining the profitability of an industry in the long term, and, therefore, the attractiveness of the industry. The intensity of rivalry among intra-industry competitors. Rivalry among competitors within an industry is at the center of the forces that determine industry attractiveness.

This model is the basis for SWOT analysis.

17. The method of “key questions” in assessing the strategic state of the company.
The key question method is based on asking questions and analyzing answers to all factors of the organization’s external and internal environment that hinder or facilitate the achievement of the organization’s goals.

The key questions are: What opportunities are there to achieve the goal? What threats may arise for the organization?
For example:
What economic environmental factors are critical for the industry and organization? (inflation, unemployment rate, etc.).

18. Basic management methods, their essence, advantages and disadvantages.
The management method, we understand, is a set of methods and techniques that are fundamentally qualitative. Features of the influence of the subject of management on the object. There are 3 methods of management: 1) administrative-command 2) economic 3) social. Psychological. In practice, decree. methods of use together. Administrative-command - Positive: a long method is needed when it is necessary to implement the implementation. plans in a difficult situation, in addition, this method does not require mater. costs. Negative: there is no domineering stimulation of labor, exerting power and subordination on different people. influence differently. Economical method – the main advantage of the method is possible stimulation based on mat. interest. Manager It should be borne in mind that based on the material. needs, often lie and the spirit. needs. Disadvantages: additional. mater. expenses. Soc.-psychol. Method. – this method is inclusive. mechanisms of motivation and incentive are put into action. labor is not connected. with mother costs. Disadvantages: complete neglect of administration. commands and economical methods and passion only for social-psychology. in the long term the future cannot be guaranteed. success. Modern management calls for using this method, cat. requires folding. situation.

19. The main functions of management, their essence and relationship.
The management function is specific. type of management activity, cat. implementation specialist. techniques and methods, reflection. specifics of the work of the direction. In classic school management having considered 4 basic functions: planning, organization, motivation, control. Planning is the development of goals and development by achieving them. Fu-I plan, I put it on one side. Goals and objectives, and on the other hand, forms and methods of achieving them. Planning will allow you: 1) not to miss something important. 2) avoid. gross mistakes. 3) choose the optimal course of action. 4) minimize time and resource consumption. 5) take into account the influence of external influences. and internal factors. The result of the planning process is called. document cat name plan. The goal is designated. In the plan, there is a subject of striving for the expected state. Often in practice planning uses. goals: distant, close, immediate, focused, general, specific, final. Efficient planning to comply with certain principles. 7 principles: ...... The function of the organization serves to implement the reality developed. plans. 1) through an administrative organization. control 2) through operative. Administrative-organization management involves determining the structure of the company, a list of divisions, establishing. rights and powers, as well as the responsibility of management staff. Operative management provided. fu-i subsection. companies accordingly with approved regulations. Fun-ya motivation. Motivation is the process of motivating oneself and others to take action to achieve personal or organizational goals. We divide various motives into two categories: substantive and procedural. Substantive ones are based on the identification of those internal motivations (needs), cat. force people to act one way and not another. Procedural motives are based primarily on how people behave based on their perception and cognition. It is customary to consider the theory of management. work motivation. The motive of labor is formulated. Answer to the question: - for what purpose? Is he working? – what does he care about? - How does a person live? – what does he want? - what to offer him so that the result of his activities will satisfy him to the maximum extent. some of his material. side. For the first time, A. Maslow revealed the motive and need. Further study of the connection between the activities of people and their motives has been studied by many scientists. For example: Herzberg. He identified 14 factors influencing people's attitudes. to work. Among them: 1) amount of salary. fees 2) measure of response 3) status and personal protection 4) attitude of the administration 5) achieving opportunities for career growth. K is indicated. The factors are subsequently allocated. factors of power needs, cat. are of particular importance in stimulating labor. To the council. Time noun theory of 3 needs (social, material, spiritual). Control function. Control is the process of ensuring that an organization achieves its goals. Neither planning, organization, nor motivation can be considered separately from control, because they are an integral part of the overall control system. The purpose of control: 1) to make sure whether the organization really reached its plans. terms. 2) find out how the organization makes money and how it loses it. 3) find out whether the organization is really using. the best opportunities available to her. 3 stages of control: 1) establishing standards and criteria. This stage is directly related to the planning function. 2) at this stage, the results are compared with established standards; 3) the necessary corrective actions are taken. Types of control: 1) preliminary - implementation. to actual defined work. 2) current -implementation in the process of implementing decisions made. 3) final - actual. after the work is done.

20. Planning - as a function of the management process; content and forms
implementation.
Planning is the development of goals and development by achieving them. Fu-I plan, I put it on one side. Goals and objectives, and on the other hand, forms and methods of achieving them. Planning will allow you: 1) not to miss something important. 2) avoid. gross mistakes. 3) choose the optimal course of action. 4) minimize time and resource consumption. 5) take into account the influence of external influences. and internal factors. The result of the planning process is called. document cat name plan. The goal is designated. In the plan, there is a subject of striving for the expected state. Often in practice planning uses. goals: distant, close, immediate, focused, general, specific, final
Planning (forecasting) consists of systematically searching for opportunities to act and predicting the consequences of these actions under given conditions (see management cycle).
Planning can be classified according to several criteria:
- by degree of coverage (total and partial),
- in terms of content in the aspect of entrepreneurial activity (strategic - search for new opportunities and products, tactical - prerequisites for known opportunities and products, operational - implementation of this opportunity),
- on the subject (object) of planning (target, funds, potential, equipment, materials, finance, information, actions),
- by areas of operation (production, marketing, R&D, finance),
- by coverage (global, contour, macroscale, detailed),
- by duration (short-, medium-, long-term),
- both rigid and flexible.
Criteria for choosing a planning form (planning principles):
- completeness (everything must be taken into account);
- detailing (its depth is determined by the purpose of planning);
- accuracy;
- simplicity and clarity;
- continuity;
- elasticity and flexibility (use of planned reserves, taking into account the multiplicity of possible alternatives, postponing planning details until the situation is clarified, variability);
- alignment during planning (taking into account bottlenecks);
- efficiency.
When assessing the cost-effectiveness of planning, one must consider its utility (which is usually difficult) and the costs of planning.
The management approach to planning can be carried out by setting planning criteria and objectives, determining planning tools, methods for coordinating plans, directions and methods of planning.
It should be clearly defined:
- planning object (what is planned),
- subject of planning (who plans),
- planning period (horizon) (for how long),
- planning tools (for example, computer software),
- planning methodology (how to plan),
- coordination of plans (which ones, with whom and under what conditions).

21. Function of the organization. Types of organizational structures for company management.
The function of the organization serves to realize the reality developed. plans. 1) through an administrative organization. control 2) through operative. Administrative-organization management involves determining the structure of the company, a list of divisions, establishing. rights and powers, as well as the responsibility of management staff. Operative management provided. fu-i subsection. companies accordingly with approved regulations.
The organizational structure of the management apparatus is a form of division of labor for production management. Each division and position is created to perform a specific set of management functions or jobs. To perform the functions of the unit, their officials are vested with certain rights to manage resources and are responsible for performing the functions assigned to the unit.

The diagram of the organizational structure of management reflects the static position of divisions and positions and the nature of the connection between them.

There are connections:
- linear (administrative subordination),
- functional (in the field of activity without direct administrative subordination),
- cross-functional, or cooperative (between departments of the same level).

Depending on the nature of the connections, several main types of organizational management structures are distinguished:
- linear;
- functional;
- linear-functional;
- matrix;
- divisional;
- multiple.
In the linear management structure, each manager provides leadership to lower-level units in all types of activities. Advantages: simplicity, economy, extreme unity of command. The main disadvantage is the high requirements for the qualifications of managers. Now it is practically not used.

The functional organizational structure realizes a close connection between administrative management and the implementation of functional management (Fig. 15).

D- director; FN - functional chiefs; I - performers

Rice. 15. Functional management structure

In Fig. 15, the administrative connections of functional chiefs with executors (I1 - I4) are the same as for executor I5 (they are not shown in order to ensure the clarity of the figure).

In this structure, the principle of unity of command is violated and cooperation is difficult. It is practically not used.

Linear-functional structure - step hierarchical. Under it, line managers are the sole commanders, and they are assisted by functional bodies. Line managers at lower levels are not administratively subordinate to functional managers at higher levels of management. It was used most widely (Fig. 16).

D- director; FN - functional chiefs; FP - functional
divisions; OP - divisions of the main production.

Rice. 16. Linear-functional management structure

Sometimes such a system is called a headquarters system, since functional managers at the corresponding level make up the headquarters of the line manager (in Fig. 16, functional heads make up the director’s staff).

The divisional (branch structure) is shown in Fig. 17. Divisions (branches) are distinguished either by area of ​​activity or geographically.

Rice. 17. Divisional management structure

The matrix structure (Fig. 18, 19) is characterized by the fact that the contractor may have two or more managers (one is linear, the other is the head of the program or direction). This scheme has long been used in R&D management, and is now widely used in companies working in many areas. It is increasingly displacing linear-functional from application.

Rice. 18. Product-oriented matrix management structure

A multiple structure combines different structures at different levels of management. For example, a branch management structure can be used for the entire company, and in branches it can be linear-functional or matrix.

Rice. 19. Matrix project management structure

22. The main directions of changes in the organizational structure of company management.
Trends in the evolution of organizational structures:
Modern processes point to changes in mobile and intelligent enterprises, whose activities correspond to modern society.
Labor activity and nature of work:

Transition to intellectual work
Transition to innovation and innovation
Strengthening the role of education and attention to people
From performing individual functions to general projects
From the power of managers to the power of consumers

Directions for improving divisional structures:

Decentralization of production and sales.
Transition to centralization
Increased creative and production initiative
Refusal to use administrative levers in coordination and control
Giving subsidiaries powers to solve sales problems
Transforming pyramidal structures into flat ones (reducing control)

The process of modifying organizational management structures, specific forms and methods of managing production and sales operations is developing in a number of specific areas. The main ones include the following.
1. Implementation of decentralization of production and sales operations. For this purpose, semi-autonomous or autonomous departments have already been created or are being created within the largest companies, which are fully responsible for the results of their work. These departments bear full responsibility for organizing production and sales activities. A relatively small corporate governance body concentrates on resolving only strategic development issues related to large investments. Each department fully finances its activities and enters into partnerships with any organizations on a commercial basis.
2. Innovative expansion, search for new markets and diversification of operations. This direction is implemented through the creation of innovative firms within large companies, focused on the production and independent promotion of new products and technologies to the markets and operating on the principles of risk financing. A widespread practice of large companies is the creation of small enterprises in the most promising areas, aimed at gaining strong positions in the market in the shortest possible time. These enterprises can be created either on an independent basis or by agreement with other companies, on a cooperative basis. Hundreds of companies can participate in these associations.
3. De-bureaucratization, constant increase in the creative and production efficiency of personnel. To achieve this, a variety of measures are being taken, including the distribution of shares among staff and the formation of enterprises that are collectively owned by their employees.

23. The control function in management technology, its essence and features.
Control is the process of ensuring that an organization achieves its goals. Neither planning, organization, nor motivation can be considered separately from control, because they are an integral part of the overall control system. The purpose of control: 1) to make sure whether the organization really reached its plans. terms. 2) find out how the organization makes money and how it loses it. 3) find out whether the organization is really using. the best opportunities available to her. 3 stages of control: 1) establishing standards and criteria. This stage is directly related to the planning function. 2) at this stage, the results are compared with established standards; 3) the necessary corrective actions are taken. Types of control: 1) preliminary - implementation. to actual defined work. 2) current -implementation in the process of implementing decisions made. 3) final - actual. after the work is done.
Control can also be classified:
- by affiliation with the enterprise of the subject of control (internal, external);
- based on the basis for the obligation (voluntary, according to the charter, contractual, by law);
- by object of control (object, decisions, results);
- by regularity (regular, irregular, special).
24. The essence and main provisions of the theory of labor motivation.
Motivation is the process of motivating oneself and others to take action to achieve personal or organizational goals. We divide various motives into two categories: substantive and procedural. Substantive ones are based on the identification of those internal motivations (needs), cat. force people to act one way and not another. Procedural motives are based primarily on how people behave based on their perception and cognition.

25. Theory of motivation according to A. Maslow; essence and features.
It is customary to consider the theory of management. work motivation. The motive of labor is formulated. Answer to the question: - for what purpose? Is he working? – what does he care about? - How does a person live? – what does he want? - what to offer him so that the result of his activities will satisfy him to the maximum extent. some of his material. side. For the first time, A. Maslow revealed the motive and need. Further study of the connection between the activities of people and their motives has been studied by many scientists. For example: Herzberg. He identified 14 factors influencing people's attitudes. to work. Among them: 1) amount of salary. fees 2) measure of response 3) status and personal protection 4) attitude of the administration 5) achieving opportunities for career growth. K is indicated. The factors are subsequently allocated. factors of power needs, cat. are of particular importance in stimulating labor. To the council. Time noun theory of 3 needs (social, material, spiritual).

26. The function of motivating and stimulating the performer’s activities.
Motivation is the process of motivating oneself and others to act for
achieving personal and organizational goals.
Motivation theories are based on identifying human needs and their
structures. Need is the awareness of the absence of something, causing
encouragement to action.
These theories include those of Maslow, McClelland and Herzberg.
A. Maslow's theory:
1. Needs are divided into primary (physiological, safety and
security) and secondary (social, respect, self-expression).
2. Human behavior is determined by the lowest unsatisfied need.
3. Once a need is satisfied, its motivating effect
stops.
McClelland's theory:
1. Three needs that motivate a person are the need for power,
success and belonging.
2. These higher order needs are important now because
the needs of lower levels, as a rule, are already satisfied.
Herzberg's theory:
1. Needs are divided into hygiene factors and motivations.
2. The presence of hygiene factors only prevents development
job dissatisfaction.
3. Motivations that roughly correspond to the needs of higher levels
Maslow and McClelland actively influence human behavior.
4. In order to effectively motivate subordinates, the leader
must understand the essence of the problem himself.
Due to the fact that there are different ways of motivation, a manager must:
first, establish a set of criteria (principles) that most strongly
influence employee behavior;
secondly, create an atmosphere conducive to motivating employees;
thirdly, actively communicate with your employees, because in order to
was fully motivated and worked with full dedication, he must clearly
imagine what is expected of him.
The incentive system is a set of interrelated and complementary
stimuli, the impact of which activates human activity for
achieving your goals.
Incentives are divided into tangible and intangible.
Material, in turn, are divided into monetary (wages, additional payments,
allowances, loans and preferential credits) and non-monetary, consisting of social
(medical care, insurance, vouchers, food, gifts, etc.) and
functional (improving work organization, improving working conditions).
Non-material incentives consist of socio-psychological (social
recognition, praise, support and approval), creative (professional development,
internships and business trips) and incentives for free time (flexible work schedule,
add. vacation).
Thus, motivation depends on needs, expectations and perceptions
workers receive fair compensation for work performed.

27. The importance of analyzing the economic activities of an enterprise for the control function.

Analysis of economic activity is an important element in the production management system, an effective means of identifying on-farm reserves, the basis for the development of scientifically based plans, forecasts and management decisions and monitoring their implementation in order to increase the efficiency of the enterprise.

In modern conditions, the independence of enterprises in making and implementing management decisions, their economic and legal responsibility for the results of economic activity is increasing. Objectively, the importance of financial stability of economic entities is increasing. All this increases the role of financial analysis in assessing their production and commercial activities and, above all, the availability, placement and use of capital and income. The results of such an analysis are necessary, first of all, for owners (shareholders), creditors, investors, suppliers, tax authorities, managers and executives of enterprises.

The key goal of financial analysis is to obtain a certain number of basic parameters that provide an objective and reasonable description of the financial condition of the enterprise. This applies, first of all, to changes in the structure of assets and liabilities, in settlements with debtors and creditors, and in the composition of profits and losses.

Local goals of financial analysis:

¦ determination of the financial condition of the enterprise;

¦ identifying changes in financial condition in space and time;

¦ establishing the main factors causing changes in the financial situation;

¦ forecast of main trends in financial condition. The analyst and manager (financial manager) are interested in both the current financial position of the enterprise (for a month, quarter, year) and its forecast for the longer term.

The alternativeness of the goals of financial analysis is determined not only by its time boundaries. It also depends on the goals that users of financial information set for themselves.

The objectives of the study are achieved as a result of solving a number of analytical problems:

¦ preliminary review of financial statements;

¦ characteristics of the enterprise’s property: non-current and current assets;

¦ assessment of financial stability;

¦ characteristics of sources of funds: own and borrowed;

¦ analysis of profit and profitability;

¦ development of measures to improve the financial and economic activities of the enterprise.

These tasks express the specific goals of the analysis, taking into account the organizational, technical and methodological capabilities of its implementation. The main factors, ultimately, are the volume and quality of analytical information.

In order to make decisions in the field of production, sales, finance, investment and innovation, enterprise management needs systematic business awareness on issues that are the result of the selection, analysis and synthesis of initial information.

28. Basic principles of management - as a management process.
The principles of management are a general pattern within the cat. realities of communication between different parts of the control system. Basics principles of management yavl. :1) the principle of optimal combination, centralization and decentralization. 2) the principle of optimal combination of individual and collegial management. 3) the principle of combining rights, obligations and responsibilities. The combination of center and decent in management is the problem of distributing authority to make specific decisions. decisions. The best option is considered. approach when centralized phenomena. decisions regarding to the development of the goals and strategy of the company as a whole. The decentralized form is assumed. created within the company's production divisions. full self By unity of command we mean representation. higher management such power, cat. necessary to make a decision. Collegium - the ability to create a team. decisions based on the opinions of management. different levels.

29. Factors determining structures and forms of management.
The flow of the apparatus is understood as the number and number of links and control stages, their subordination and interconnection. Stru-ra control def. track. factors: 1) the nature of production of goods or services. 2) the form of organizational management. 3) degree corresponding. 4) the relationship between centralization. and decentralization. forms of control. 5) ratio between sectoral and territorial. forms and automation. There are differences in the production line. 2 under pages: 1)organization. str-ra – sos-v and ratio of differences. production levels. 2) production line - the capacity and capacity of production units and their relationship.
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