Monitoring the implementation of plans and tasks. Monitoring and recording the implementation of plans

Often the goals that were set at the beginning of the organization’s activities are achieved, or the priority of the assigned tasks changes, depending on the external and internal conditions of the activity. And then there is a need to revise or formulate new areas of activity, followed by adjustments to old plans or the development of new ones.

1. Goal setting

In doing so, it is necessary to be guided by three basic principles:

1) The goal must be defined unambiguously to prevent different interpretations by employees of the organization;

2) The goal must be achievable with the existing resources of the organization;

3) The goal must be clear to employees, otherwise it loses its significance and turns into demagoguery, which can negatively affect the entire activity of the organization.

These principles are not new and are based on the knowledge accumulated by mankind in the field of organizing activities. The management of the organization must have sufficient education and practical experience so as not to set too large a list of goals for their organization. A wide range of core activities can disorient employees, and inconsistency can make them give up. The organization's clients and consumers of its products (services) must also be aware of the main goals of the activity so that unreasonable and even unnecessary conflicts do not arise (for example, when a bank or trade organization declares that it strives only to satisfy the needs of clients at the highest level, keeping silent about its selfish interests). In a market economy (when the Golden Calf is placed on the altar of worship), there is absolutely no need to be shy in expressing your true intentions; none of the sane people will condemn this. It’s just that the form of expressing intentions must be correct, taking into account the specifics of clients and the organization’s activities itself.

2. Strategy development

1) Comparison of requirements and capabilities of the organization

Planning activities for a long period requires a combination of two development vectors that do not always coincide in direction: external requirements (time, fashion, industry standards and regulatory authorities) and the capabilities of the organization (available at the time of planning and expected in the planned period). How to integrate such diversity into a single whole, called a plan?

To begin with, it is worth collecting into a single database all external requirements that document the activities of the organization, and comparing them with the list of capabilities available to the organization. Often such a comparison in the form of a simple table gives a clear picture of the distribution of the organization's resources to fulfill external requirements. The resources (personnel, facilities, or materials) missing to fill gaps in the mapping table become major issues that will be considered during the planning process. The surplus remaining after all external demands have received the appropriate resources also becomes a subject of discussion in long-term planning (how and what to spend profitably).

2) Main guidelines for the development of activities and structure

The market economy dictates the basic requirement necessary for the survival and development of a modern organization: obtaining profit (income) from activities. This requirement, in a veiled form, also applies to budgetary organizations, because receiving their share of the budget is equivalent to the same profit for an organization that is in “free” floating. What should you focus on when planning? Modern economic theories (and old ones, too) claim that increasing profits (income or budget share) can be achieved by reducing existing costs, increasing productivity and developing new markets. Let's consider the main areas of activity that should be developed based on these requirements.

A) Reducing costs or production costs. This can be done by introducing an economical operating mode for all departments; increasing the role of methods for accounting for resources and their use; reduction of inefficiently working personnel; increasing productivity and quality of work through strict control.

B) Increased productivity and operational efficiency. In this case, it is necessary to take into account the parameters and factors on which efficiency and productivity depend. In production or trade, financial or educational fields, such factors include: equipment that needs to be modernized or changed; new technologies that need to be implemented; personnel that also need to be changed or retrained. Parameters that have a significant impact on the effectiveness of activities may include: the moral climate in the team, social and living conditions, and the social significance of the organization itself.

C) Development of new markets for goods or services. To do this, it is necessary to use new working methods and new technologies, and here the following will play an important role: new equipment; specialists who can introduce new technologies or propose new methods of work.

One person cannot handle this amount of planning work, so the manager must use the main available resource: personnel, who always play a major role in the organization's activities.

A modern organization usually includes many departments staffed by specialists who are able to collect the information necessary for planning and carry out its initial processing. The manager can draw up a simple table, on the basis of which he can first collect the information necessary to select the main directions of development, and then distribute tasks to subordinates, taking into account the specifics of their work.

Using such a table, a manager can quickly and in the required volume obtain the data required to develop a strategy for the development of the organization's activities. If necessary, the strategic plan can be quickly adjusted by reusing the same mechanism for collecting information within the organization. Information processing can be carried out by a special unit (development department or marketing department). The effectiveness of staff depends on correctly assigned tasks and the distribution of roles, which constitute the main function of the manager.

3) Plan forms

So, the data on which the development of a strategic plan is based has been collected. In what form should a plan be created, what should be included in it, in addition to the list of available resources and the listing of previously achieved successes?

A table that contains:

Main directions of development (goals and objectives),

Resources and funds (indicating sources of financing), distributed by area,

The deadlines expected to achieve the set goals (tasks).

The strategic plan itself usually consists of several main sections:

1) a brief description of the current state of the structure and activities of the organization. This is necessary in order to have a real idea of ​​what the organization itself represents and what place it occupies in the market of goods and services;

2) main directions of development of structure and activities. This section provides brief statements of what the organization will (can) do in the future, in what form and for what purpose. Here issues of expanding activities may be considered in order to strengthen positions in the market or develop new market “niches”; issues of integration (cooperation) with related organizations; issues of repurposing activities or organizational reengineering (change of registration form), etc.;

3) set tasks and goals, indicating specific deadlines and the means and resources required to achieve them. Here, from the capabilities collected in the previous section, those that can be implemented based on the available resources and tools described in the first section are selected;

4) “emergency” section, which provides for measures aimed at preserving the organization itself in the event of force majeure circumstances. This section should include a minimum list of actions aimed at preserving the organization’s existing resources and capabilities for survival during periods of unfavorable conditions (external and internal, because no one is immune from mistakes and miscalculations).

To create a high-quality plan, it is necessary to use all opportunities to collect information to fill out the above sections, one of which is a survey of all personnel (in the form of a questionnaire or simply collecting proposals for expanding/modernizing activities). This will allow the human factor to be used with maximum efficiency and strengthen the authority of management, which is able to take into account the opinions of those who are the foundation of any organized activity.

3. Development of tactics

Organization-wide planning is the prerogative of the first manager, who receives information from department heads. Taking into account specific details and changes that affect departments and groups that form the basis of the organization's structure is difficult and ineffective. Strategic planning must rely on the considerations and plans that middle managers can create. To improve planning efficiency, you can use bottom-up planning methods by combining the collection of data for strategic planning with the collection of preliminary plans for each department separately. To do this, you can use a matrix table that combines information collection and initial planning at the department level.

Let's consider what should be included in the matrix, which makes it possible for subsequent operational processing, increasing the consistency of interaction between departments and unifying the collection of information. The development of such a matrix table is best done by specialists whose functions include constant work on collecting and processing information: marketers, analysts and IT specialists. If the organization has a department dealing with development issues, then they hold the cards. We present only the main parameters that should be taken into account when creating such a matrix.

1) Detailing at the department level

Not every department head is able to independently collect the necessary information and create a development plan for his department; sometimes this is due to a heavy workload or personal characteristics. Using a single matrix, the head of the department will be able to quickly decide which of the subordinate specialists can provide the necessary information or search for the required information. The matrix is ​​filled out by him on the basis of the information received, taking into account the tasks that the division faces today, and those tasks that the division will face in the future if the development plan includes significant changes. Therefore, the head of the department can also use the main matrix, making adjustments to it that take into account the specifics of the activity. The matrix for department employees can be shortened or expanded, but maintaining the basic structure will allow the manager to carry out initial processing of subordinates’ data and fill the matrix with summary data for transmission to the organization’s management. The consolidated matrix for the unit, supplemented and approved by the management of the organization, will give the manager the opportunity to create a tactical development plan for the unit for the near future (1-3 years), which will take into account the necessary changes (structural, resource and technological). The manager will be able to communicate such a plan to his subordinates in an accessible form (text material posted on the local network or in paper form on the information board). This will enable all employees to assess development prospects and receive confirmation of the relevance of their work invested in planning (when filling out the department matrix).

2) Resource intensity of plans

What should the head of a unit take into account when planning activities without falling into pathos or pessimism? First of all, he must take into account the abilities and capabilities of his subordinates, which will be in demand when implementing planned tasks. If the department plans to expand its scope of activities, master new methods and master new technologies, it will be necessary to imagine which of the subordinates is capable of coping with new tasks, who should be trained (retraining, advanced training) in the time remaining before the start of the plan and what new specialists will be needed.

Secondly, the manager will need to determine what material and financial resources will be needed to implement the goals set by the plan. This will necessarily require tentative calculations based on available data, which you will have to search for yourself or involve specialists from other departments in the search.

Lastly, the manager must assess the time required to implement new tasks and set priorities. The planned dates may differ significantly from those that will be needed later, so you should include time intervals with a small margin in the plan. When implementing a plan, it is easier to shorten deadlines than to stretch them. This will reduce the risks of failure to fulfill the plan within the specified time frame, and will reduce the occurrence of inconsistencies with the plans of other departments and the overall plan of the organization. It will also be more convenient to make adjustments during the implementation of the unit plan into a matrix that was developed and approved with some time reserve.

3) Form of execution of plans

The form of execution of the plan of an individual division, as well as the general plan of the organization, strongly depends on the matrices of divisions and the entire organization connected by common processes, which take into account the main directions of development of activities. Detailing down to the level of instructions (recommendations) and distributing planned tasks for subordinates based on a matrix is ​​much easier than coming up with a separate plan for each employee, puzzling over the need to link these plans into a single whole.

The plan for the unit, taking into account the activities of each employee, also carries a large moral and ethical load, serves to unite the team, increase the activity of employees, and make them aware of their importance in the organization’s activities.

4. Taking into account the characteristics of activities by factors

When strategic and tactical planning, it is necessary to take into account three main groups of factors that can affect the activities of the organization.

1) External factors

External factors include:
- changes in the legislation of the country and region;
- changes in the foreign policy situation affecting foreign economic transactions;
- changes in the internal political situation affecting the domestic market for goods and services;
- changes in the market for goods and services associated with the expansion of competitors’ activities or changes in consumer demand.

2) Internal factors

Internal factors include:
- level of organization of production processes,
- level of development of administrative management methods,
- level of quality control of products or services,
- level of development of information and technical support for activities.

3) Social and psychological characteristics of personnel activities

The following have a great influence on the activities of the entire organization:
- psychological climate in the team, depending on the level of culture and education of employees;
- the socio-psychological mood of the team, depending on the attitudes of the organization’s management;
- social security of employees;
- living arrangements for workers and their families.

Taking into account the above factors during strategic and tactical planning will increase the likelihood of practical implementation of plans, reduce possible risks and allow the organization to take its rightful place in the market.

5. Implementation of plans

So, the data has been collected, plans have been developed and agreed upon. But the best plan will turn out to be just an idea if it is not implemented. This is often forgotten by managers who believe that it is enough to give an order and everything will work by itself. Without a properly organized procedure for executing the plan, without the correct selection of responsible executors and without organizing constant and reliable control over the implementation of each stage, the plan will remain a paper document collecting dust on a shelf.

1) Making a decision to implement the plan

The decision to begin work on implementing the plan is made after a team of like-minded people has been created who are aware of the whole plan and have accepted a certain responsibility and role that each will play for the entire period required to achieve the goals. Otherwise, when the implementation of the plan is carried out by people who consider the plan only a formality or who are in opposition, delays and obstacles may arise (or will be created) that threaten to destroy the plan and transfer it into the category of pipe dreams. The greater the degree of bureaucratization in an organization, the more difficult it is to implement a plan aimed at optimizing activities, especially those related to the reorganization of the administrative structure or the introduction of new work methods that increase responsibility. The management of the organization needs to rely in implementing the plan on the most dynamic part of the team, ready to take reasonable risks, accept responsibility and actively act in the common interests.

There are two options for executing the plan:

Administrative, when the performer is determined by his position and is responsible for a separate stage of the plan. At the same time, the implementation of the plan may be complicated by the lack of coordination between the individual stages;

Project-based, when the performer is responsible for a goal defined by the plan, which may include several stages. The contractor must coordinate the entire process of achieving the goal by various departments, which increases efficiency and significantly reduces time.

Combinations are also possible when implementing the plan, taking into account the specifics of the organization’s activities and management’s ability to select suitable performers. You should only leave the role of the main coordinator to the head of the organization; transferring such powers to the middle level reduces the relevance of the plan itself.

2) Determination of performers

Based on the above considerations, the selection of performers should be carried out by management taking into account the following conditions:

Good professional training

Ability to interact and be highly adaptable to change,

Good skills in managing subordinates,

High level of responsibility,

Corporate loyalty combined with analytical skills.

It is possible that before starting to implement the plan, the organization’s management will need to review the staffing structure and make personnel changes, appointing the most capable employees to key positions.

3) Gradation of responsibility

The distribution of responsibility according to the plan also leads to a change in the powers of the performers, which may be necessary for the timely and full implementation of the tasks defined when creating the plan. The matrices that were used to collect information and organize feedback during the planning process make it possible to quickly distribute responsibility across all levels with a clear link to the structure of the organization. The higher the dependence of some individual performers or departments on others when performing common tasks, the higher the level of responsibility. It is not difficult to identify such dependencies when creating flowcharts or connection diagrams based on matrices. To do this, you can use the MS Excel spreadsheet processor or the MS Visio product (you will need to transfer data from the matrices and slightly reorganize them). In the flowchart below, the levels of responsibility are highlighted in color (red - high, orange, yellow and green - decreasing levels).

6. Execution control

Any plan accepted for implementation requires constant monitoring by management. Compliance with deadlines for completing stages, complete implementation of tasks, achievement of set goals - this requires time and certain costs, because the manager does not always have the opportunity to independently control the implementation of all plans. But it is also unsafe and impractical to transfer control functions into the wrong hands, because responsibility for the activities of the organization or its divisions lies with the managers. What can help in such a responsible matter as monitoring the implementation of plans?

1) Controls

As a means of monitoring the execution of the plan, you can use (increasing in complexity and cost of the software used):

MS Outlook messaging system, where since version 2007 you can use scheduled sending of messages (reports) within a local network;

MS Project project management system, where reporting on design work is carried out automatically;

An electronic document management system (EDMS), where performers send reports on completed work and memos at a given time.

The manager can use various reporting forms that are most convenient for processing and visual perception. The most convenient form for processing are tabular forms - matrices, which can be used as a unified form for the entire organization. In such a matrix, the main stages for departments are set, broken down into points and tasks, indicating specific deadlines and specific performers. The frequency of collecting reports in the form of completed matrix forms depends on the requirements of the controller; the minimum period must correspond to the period for completing one item (task). The performer fills out the matrix with marks on the completion of his tasks or enters information about the reasons that delayed the execution. The head of the department checks the completion of the matrix by his subordinates and transmits the report to the head of the organization (the appointed controller for the entire plan), who checks the agreed execution of the plan and makes adjustments (redistribution of resources and funds for the timely execution of further stages of the plan, or bringing unfulfilled tasks to the required result).

The plan execution schedule with a phased and task-by-task breakdown must necessarily be publicly available to the organization’s employees, which will increase active participation in its implementation and optimal adjustment of the plan taking into account rationalization proposals.

In the event of force majeure circumstances, a prudent manager who included an “emergency” section in the plan will be able to introduce the provided reserves and significantly reduce the risks that jeopardize the existence of the enterprise. “God protects those who are careful,” our ancestors said; in modern conditions of sharp variability in the world around us, this rule will come in handy.

2) Possibility of adjusting the plan

The possibility of making adjustments during the implementation of the plan was discussed above; for this, repeated collection of information using the proposed matrices is used; it is enough to add one more column - “Result of implementation”, in which the direct executors or heads of departments will enter information about completed tasks or the reasons that caused their failure to comply. Based on this information, it will be possible to quickly make the necessary changes to the plan and make informed decisions leading to the continuation of work or a change in the direction of activity.

3) Analysis of plan implementation

Periodic updating of information reflecting the process of implementing the plan will make it possible to analyze shortcomings and achievements, and will allow for optimal allocation of resources and funds. Analysis of the already completed stages of the plan will help create a base of rational methods in the production and management areas of activity, which can be used when planning the long-term activities of the organization. In the course of creating such a database, accessible to all employees, it is also possible to use the existing information and technical structure of the organization. Creating a library of standard procedures and non-standard solutions that take into account the specifics of a particular organization is worth a lot. A new employee will have the opportunity to quickly obtain basic information on his profile and master skills that he could hardly obtain in an educational institution. Veterans will be able to retain their invaluable experience so that subsequent shifts will not try to “reinvent the wheel”, wasting time and money.

32. Monitoring and analysis of the implementation of planned tasks

The current activities of the enterprise can be characterized by indicators of sales volume and profit. Each value has its own predicted values ​​or standards. To control and analyze the implementation of planned tasks, a method is used to construct tables with planned and actual values, the comparison of which is of interest. Of particular importance here is planning for financial responsibility centers (a structural unit involved in the construction of plans and responsible for their implementation within the limits of its powers).

Depending on the criteria, the following types of responsibility centers are distinguished:

1) cost-generating - a service that takes as a basis for its work the cost estimate approved by the enterprise. It is difficult for this center to determine the level of income of the enterprise, so all work is concentrated on costs (for example, company accounting);

2) income-generating - a service whose head is responsible for generating income (for example, a sales department). This center is not responsible for the costly part of the enterprise’s activities, but the level of income directly depends on it. Of course, the presence of costs is not excluded here, but management does not control these costs;

3) profit-generating - a division whose main operating criteria are profitability and profit. Most often these are subsidiaries, etc.;

4) investment and development - a center that is responsible not only for profitability and profitability, but also has the capabilities and authority to invest.

The setting of planned targets is determined depending on the type of responsibility center.

Thus, the management of the enterprise sets a plan target, for the implementation of which appropriate resources are allocated, a policy for interaction with third parties is approved, etc. Going beyond this framework is impossible. At the end of the planning period, the degree of fulfillment of planned tasks is analyzed, in case of violations, those responsible are identified, i.e. when planning activities:

1) the management of the enterprise identifies several evaluation criteria and also sets their planned value;

2) analysis and assessment of the effectiveness of the financial responsibility center is carried out on the basis of the implementation of the approved plan according to established criteria;

3) heads of structural divisions are provided with the resources necessary to fulfill planned targets;

4) heads of financial responsibility centers have complete freedom regarding the resources at their disposal.

To increase the efficiency of structural divisions in relation to the implementation of planned indicators, enterprises are introducing a system of material incentives for employees, i.e., for fulfilling or exceeding the plan assigned to a separate structural division, employees of this service are awarded bonuses, which in the future (as practice shows) increases productivity work.

When implementing the plan, it is necessary to constantly maintain operational records, control and ongoing management of the production process. Planning, accounting and control over the implementation of plans in the divisions of the enterprise helps to ensure the rhythmic operation of the entire enterprise, reducing interruptions during the movement of objects of labor through technological operations. This also makes it possible to reduce the production cycle time and speed up the delivery of products to the consumer. Operational accounting is necessary to coordinate and regulate the work of production units, prevent and eliminate possible deviations from schedules.

Operational control and production process management is carried out during dispatching on the basis of accurate information about the actual implementation of schedules, shift-daily assignments and the occurrence of deviations from the plan.

Dispatching production ensures operational regulation of the production process by systematically recording and monitoring the implementation of production tasks, ongoing production preparation, prompt elimination of problems and deviations that arise. Dispatching provides:

Complete control over the progress of the production process and prompt elimination of problems and deviations that arise;

Organizing the delivery of raw materials, materials, workpieces and tools to workplaces;

Removal of finished products and production waste;

Monitoring the serviceability of equipment;

Supply of energy, fuel, compressed air and organization of quality control.

The main characteristic properties of dispatch control are:

Centralization, that is, regulation is carried out from a single center (dispatch department), the orders of which are mandatory for execution at any level of the enterprise (from the head of the department to the worker)

Efficiency, namely making effective decisions and developing measures to eliminate possible deviations from the planned production process and the consequences of the influence of such deviations. This is carried out on the basis of monitoring the progress of planned tasks.

Central dispatch department (at the enterprise level) performs the following functions:

Checks the implementation of the product production plan according to the nomenclature and assortment;

Controls the process of replenishing inventories of inter-shop warehouses with blanks, parts, and purchased products to ensure the uninterrupted production process;

Monitors preparation for production and progress of equipment repairs.

Dispatch service at the workshop (division) level carries out:

Monitoring the implementation of shift and daily assignments;

Accounting and analysis of unplanned equipment downtime;

Monitoring the progress of equipment repairs and preventive maintenance.

Dispatch control objects may vary depending on the type of production.

For serial production such objects are:

Timing for the launch and release of a batch of product units (parts);

Status of stocks of materials and finished products in warehouses;

The degree of complete provision of work related to assembly.

For single production objects of dispatch control are:

Timely preparation of production;

Product release dates;

Logistics support.

For mass production objects of control are:

Maintaining the rhythm of production lines;

Perform preventative maintenance on equipment;

Condition and availability of linear workpieces.

Dispatch functions are largely performed by the administrative and technical staff of the workshops. Along with this, large enterprises have special plant dispatchers and workshop dispatchers. Dispatchers maintain schedules for delivery of parts, receipt of workpieces, monitor and maintain communication with supplier factories, and take measures to eliminate accidents.

One of performance indicators of the operational scheduling system is continuity factor production process, is determined based on current accounting data of actual processing cycles of a batch of parts. Continuity can be ensured through the timely preparation and delivery of material resources, other items of labor, and the necessary technical documentation for each workplace in accordance with calendar plans. Continuity factor() is determined by the formula:

where is the duration of working hours, hours;

Total duration of the production process, including downtime, hours.

The degree of use of working time in the production process characterizes rhythmicity coefficient. In this case, it is necessary to distinguish between the uniformity and rhythm of production. Assessment uniformity of production is carried out using a number of indicators and methods for their calculation:

1. ten-day method rhythmicity assessment is that planned and actual percentages are calculated and then compared over decades; deviations from the planned percentages indicate the level of rhythmic or non-rhythmic work.

The planned rhythmicity percentage (RPP) for a decade is calculated as follows:

where is the number of working days in a decade;

Number of working days per month.

The actual percentage is determined by the ratio of the ten-day actual production output in the corresponding meters to the total volume of products produced per month.

2. Evaluation method using the uniformity coefficient(Kr) implementation of the production program, which is determined by the formula:

where is the actual production output on the i-th day, but not more than planned, thousand UAH;

Product release plan for the month, thousand UAH;

3. To assess the rhythm of work of departments or an enterprise, it is used rhythmicity coefficient calculated using the coefficient of variation(V):

where g is the standard deviation;

X is the arithmetic mean of the variation series.

With uniform production and output, the value of the coefficient of variation is closer to zero, and the rhythmicity coefficient is equal to 1. This coefficient shows only the uniformity of production, without connection with the implementation of the plan, and is calculated in enterprises and departments of mass and large-scale production types.

Note that the current activities of the enterprise can be characterized by indicators of sales volume and profit. For each value, predicted values ​​or standards are established. It is worth saying that to control and analyze the implementation of planned tasks, a method is used to construct tables with planned and actual values, a comparison of which is of interest. Of particular importance here is planning for financial responsibility centers (a structural unit involved in the construction of plans and responsible for their implementation within the limits of their powers)

Taking into account the dependence on the criteria, the following types of responsibility centers are distinguished:

1. cost-generating - a service that takes as a basis for its work the cost estimate approved by the enterprise. It is difficult for this center to determine the level of income of the enterprise, therefore all work is concentrated on costs (for example, company accounting);
2. income-generating - a service whose manager is responsible for generating income (for example, a sales department). This center is not responsible for the costly part of the enterprise’s activities, but the level of income directly depends on it. Of course, the presence of costs is not excluded here, but management does not control these costs;
3. profit-generating - a division whose main operating criteria will be profitability and profit. Most often ϶ᴛᴏ subsidiaries, etc.;
4. investment and development - a center that is responsible not only for profitability and profitability, but also has the capabilities and powers to invest.

The setting of planned targets is determined depending on the type of responsibility center.

Based on all of the above, we come to the conclusion that the management of the enterprise sets a plan target, for the implementation of which ϲᴏᴏᴛʙᴇᴛϲᴛʙis allocated, a policy for interaction with third-party organizations is approved, etc. Going beyond this framework is impossible. At the end of the planning period, the degree of fulfillment of planned tasks is analyzed; in case of violations, those responsible will be removed, i.e. when planning activities:

1. The management of the enterprise identifies several evaluation criteria and also sets their planned value;
2. analysis and assessment of the effectiveness of the financial responsibility center is carried out on the basis of the implementation of the approved plan according to established criteria;
3. heads of structural divisions are provided with the resources necessary to fulfill planned tasks;
4. heads of financial responsibility centers have complete control over the resources at their disposal.

To increase the efficiency of structural divisions in relation to the implementation of planned indicators, enterprises are introducing a system of material incentives for employees, i.e., for fulfilling or exceeding the plan assigned to a separate structural division, employees of this service are awarded bonuses, which in the future (as practice shows) increases productivity work.

TOPIC 2: EXTERNAL AND INTERNAL ENVIRONMENT OF THE ORGANIZATION. ORGANIZATION STRUCTURE

Business game No. 2 FORMATION OF AN ORGANIZATION MODEL

The purpose of the lesson is to develop students’ abilities to work independently to form a model of an organization, identify and analyze factors influencing the effectiveness of its activities, including such as:

organizational structure;

planning and quality control system;

making management decisions under limited time conditions;

interpersonal relationships.

You are a small company that “produces” words and “packages” them into meaningful sentences (in Russian). Market research has shown that sentences of 3-6 words (including function words) are in demand. Thus, “packaging, shipping and selling” should focus on 3-6 word sentences.

This “industry” is characterized by strong competition. Several new firms have just entered the expanding market. Since raw materials, technology and prices are standard throughout the industry, your competitiveness depends on two factors: 1) production volume; 2) product quality.

Thus, the main task of the subgroup is to create the organization so that it operates as efficiently as possible within 10-minute production cycles. Between cycles you will have the opportunity to reorganize.

Before the start of each cycle, you will receive source material - a word or phrase. Its letters serve as raw materials for the production of new words, which are packaged into sentences. For example, from the word “crocodile” you can make the phrase “the idol gave birth to a stake.”

Before starting the production cycle, you should carefully study the production rules

Work order:

1. From the group of students, two Heads of the Quality Council are invited in advance. They receive production rules and become familiar with them.

2. A group of students is divided into subgroups(4-6 people) who form small word production companies.

3. Preparation (20 min) - familiarization with the objectives of the lesson and assignment, production rules and assessment of results in the Quality Council.

The Council consists of representatives of all manufacturing companies, Council Leaders and a teacher.

After manufacturers have completed their independent study of the rules, the leaders of the Quality Council inform them of the most important rules and pay attention to the main criteria for assessing the quality of the product.

4. Modeling in accordance with the following algorithm.

Step 1(10 min). Participants create organizations. Questions for participants:

What are the objectives of your organization?

How will you achieve them? How will you plan your work?

What division of labor, power and responsibility is most appropriate given your goals, objectives and technology?

Which team members are best suited for which tasks? Each subgroup nominates one representative to the Quality Council (the rules for assessing results in the Quality Council are given below).

Step 2 (10 min). First production cycle. All subgroups receive the initial ma-

terial, i.e. two sets of letters for two production cycles (the initial set should consist of 15 - 25 letters). The countdown begins. 1 minute before the end of the cycle, the teacher warns about the remaining time. At the command of the leader, the work stops. The group representative must present the results of the work to the presenter within 30 seconds to participate in the Quality Council.

Step 3(15 min). The Quality Council checks the quality of products and reports the results. Participants analyze the work organization of the first cycle and reorganize the company for the second production cycle.

Step 4 (10 min). Second production cycle. The loop is performed in the same way as step 2, but with a new initial set of letters.

Step 5 (15 min). The Quality Council checks the quality of products and reports the results. Participants analyze the organization of work during both cycles and prepare short reports on various aspects of the organization of their firms; analysis (60 min); Representatives of each subgroup make a report on the results of their work, and they are discussed.

Questions for preparing reports and conducting discussions:

What organizational structure (culture, leadership style, decision-making methods) did your company have during its first production cycle? Was it effective? Why do you think so? (The same question applies to all analyzed parameters indicated in brackets.)

How was quality control carried out?

Has there been any reorganization? If yes, what was it? How has the structure, culture, leadership style, and decision-making methods changed?

Have there been any conflicts? If so, how were they resolved?

What factors had the greatest impact on the effectiveness of your organization?

What theoretical ideas and concepts have you found most useful?

Product manufacturing rules:

Products that do not meet accepted rules do not pass quality control

And not allowed on the market.

From the initial set of words, you need to create as many sentences as possible.

In a produced word, letters can be used as many times as they appear in the original set of words. For example, from the original word “crocodile” you can produce the word “eye”, but not the word “about”, since there are only two letters “o” in the original word “crocodile”.

Letters "e" and "e"; "and" and "and"; “ь” and “ъ” are considered different.

The letters of the original word can be used in all words of the sentence being composed (for example, from the word “crocodile” you can create the sentence “the idol gave birth to a stake.”

A new word cannot be created by changing the grammatical form of the word (case, number, etc.).

Words differ in spelling rather than in meaning (for example, "castle" and "castle").

The use of non-literary words (for example, jargon) is unacceptable.

The use of proper names is allowed.

A sentence must contain a subject and a predicate.

The permissible number of words in sentences is no less than 3 and no more than 5.

A produced word can only be used once during one production cycle.

The sentence does not necessarily have to carry a semantic load (for example, the phrase “the house overflowed its banks” is acceptable).

Product sales rules:

Products, drawn up by each company on a separate sheet of paper, are accepted by the Quality Council on the basis of the above rules for product production.

Products are rated on the following scale:

1 point - for each word in the accepted sentence;

– 1 point - for each word in an unaccepted sentence.

Evaluation of results in the Quality Council:

Each representative of the subgroup in the Quality Council must have a list of sentences presented on one sheet of paper containing words produced by the subgroup. If a group does not produce a result within 30 s, it is not considered and the group is considered to have not produced a single word. The Quality Council evaluates the compliance of the presented products with the standards set out in the “Production Rules” and determines the result of the work of subgroups

– the number of words produced that meet the standards. If any word in a sentence does not meet the standards, the entire sentence is crossed out. In addition, as a penalty, the number of words in the rejected sentence is deducted from the subgroup result.

Requirements for reporting:

The subgroup draws up a single report on the work done with a detailed justification for each stage of implementation. The industry in which the company is engaged remains the production of sentences from word combinations.

TOPIC 3: THE MANAGEMENT CYCLE

Practical work No. 1 ANALYSIS OF THE ENTERPRISE MANAGEMENT CYCLE

The purpose of the work is to learn how to distribute the functions of a leader (manager) in accordance with the management cycle (using a specific example).

1. Complete the management cycle diagram (see practice workbook).

2. Study carefully the example of a job description for the head of the personnel department (option 1), for-

deputy director (option 2), sales manager (option 3), brand manager (option 4). Distribute the functions of a manager in accordance with the management cycle and fill out the table (in the table, indicate the numbers of the corresponding points of the instructions). Job descriptions are presented in Appendix 1.

Distribution of the functions of the head of the HR department by stages of the management cycle.

Control function (sta-

Functions of the head of the personnel department

diya of the management cycle)

3. Enter managers in the table according to management levels: foreman, foreman, head of the personnel department, shop manager, general director, financial director, chief accountant.

Types of managers by management levels.

4. Solve the situation below.

5. Prepare answers to security questions.

Situation

The head of the construction division, Prokhorov, during a break in the production meeting, asked the opinion of the shop managers about management functions.

The shop manager, Fedorov, wrote in his notebook: “Every subject and object of management has common unified management functions. There are many management functions, but they have always been, are and will be based on a three-tier division.”

Master Semenov read what was written aloud and clarified: “Each object and subject of management has its own correlation of functions, their rational combination or division. In the process of development, changes occur in each management object in the conditions of operation of general functions, the combination of their individual elements and the tasks being solved.”

Formulation of the problem:

1. Provide a list of functions that are basic for the object and subject of management?

2. Describe the management functions that characterize front-end, front-line, and back-end management.

3. Arrange the following concepts in a logical sequence (from general to more specific): “functions of the management body”, “management functions”, “functions of the management staff employee” and “functions of the management object”.

4. The role of which functions increases (decreases, remains unchanged) in the conditions of the emergence of market relations?

Control questions

1. What are management functions?

2. What is planning?

3. Place of planning in a country with a market economy;

4. Organization as an object of management;

5. What is motivation?

6. What is the role of control in management?

7. What is the relationship between planning and control?

Business game No. 3 BASIC MANAGEMENT FUNCTIONS

The goal of the game is to learn how to distribute the functions of a leader (manager) in accordance with the management cycle (using a specific example).

General guidelines

The most important management function is making management decisions. Responsibility for decisions made lies with the head of the organization or the collegial body that makes the decisions.

As a rule, making a management decision is preceded by careful preparation, which includes an analysis of the management situation, forecasting trends in its development, and much more. One of the

Our classes will be specifically devoted to the main stages of preparing a management decision.

After the decision has been made, a detailed plan for its implementation must be developed, including the amount of necessary resources, the implementation period, and the performers who are entrusted with the implementation of the various stages of the management decision.

The next management function is planning. We know such types of planning as strategic, tactical and operational, depending on the tasks that are set when developing plans.

During the transition to a market economy in Russia at the end of the 20th century. many enterprises abandoned this important management function, which was often one of the reasons for their ineffective activities.

The main functions of management are implemented through management communications, through which management information is transmitted.

IN In the process of making and implementing management decisions, orders, instructions, instructions, plans are transmitted from higher to lower levels in the management hierarchy, and information is requested on the state of affairs on the ground.

IN In the opposite direction, information is transmitted about the state of affairs, about the implementation of orders, instructions, plans, and management decisions are requested when problems arise, the solution of which is not within the competence of a lower management level. A higher management level may receive proposals to solve problems that have arisen, to adjust planned targets, etc.

The successful implementation of management decisions largely depends on the quality of management communications.

The technological sequence of the management process, in which the main management functions are implemented, forms the main management cycle (Fig. 1).

Figure 1 – Main management cycle.

Management situation No. 1

The management of a large plant for the production of tools for mechanical engineering set the task of wider penetration into foreign markets. To achieve this, it was necessary to significantly improve the quality of the products produced.

At the same time, it was not possible to purchase new technological lines or carry out large-scale replacement of equipment due to large accounts receivable (late payments for purchased products by consumer enterprises).

Problem 1. What strategy for wider penetration into sales markets is it advisable for the plant to use? In this situation, what can be recommended to the plant management to solve the problem of improving product quality? What role can additional employee motivation play?

No. 1. As a strategy for wider penetration of products manufactured by the plant into sales markets, it is advisable to use a strategy to increase the production of tools that are in steady demand among consumers. This will allow, on the one hand, to reduce the labor intensity of production and improve the quality of products, and on the other hand, to reduce its cost.

The plant managed to solve the task of significantly improving the quality of manufactured tools by creating quality circles in the workshops, which included the most experienced workers and craftsmen. They were tasked with finding ways to improve quality at all stages of instrument manufacturing. At the same time, the implementation of the proposals received was guaranteed, subject to their passing the examination.

In case of a positive result from the implemented proposal, a bonus was established, commensurate with the average salary.

In Fig. 2. The main management functions and the basic principles of their implementation in the process of managing an organization are presented.

A management system functions effectively only when it ensures the implementation of each of the main management functions.

The absence of any link in the functioning of the management system of any organization makes the management system ineffective.

The task of any manager when forming or reorganizing a management system is to ensure that each of the main management functions is implemented in the newly formed or reorganized management system.

Management situation No. 2

When organizing control over the implementation of planned tasks at a woodworking factory, a communication system was used in which all information about the progress of the plan, emerging problems and difficulties was received by the foremen of the main production areas, from them to the shop managers, and from the shop managers to the factory administration.

Figure 2 – Basic management functions and principles of their implementation

According to the tradition that existed at the factory, the foreman analyzed the current results of the plan and conveyed the conclusions he had drawn to a higher authority. The shop manager worked on the same principle with the information received by him.

The role of the factory management in exercising control was limited to familiarization with information received from the shop managers.

Problem 2. Analyze the situation with the organization of control over the implementation of planned tasks that has developed at a woodworking factory. Assess the quality of communications. What would you recommend to the factory manager?

Development of the management situation No. 2. Given the established control organization at the factory, the factory management is not guaranteed against receiving unreliable information from shop managers, and shop managers are not guaranteed against receiving unreliable information from foremen. This allows us to characterize the communication system at the factory as insufficiently effective.

As a result of the use of such a communication system, the principle of independence of control was violated. The functions of product production and control over execution were carried out by one official, which resulted in higher management not always receiving objective and timely information about the progress of the plan.

Naturally, in such a situation, the receipt of orders from a higher management level to a lower level is delayed and does not always correspond to the current situation.

The factory management, along with the conclusions of shop managers and foremen, must have primary (direct) information on the progress of fulfilling planned tasks.

Making management decisions is the first in a series of basic management functions. The main functional chain - organization planning, motivation, control -

preceded by a strategic, tactical or operational management decision. Making a strategic decision to switch to the production of a new type of product

sets in motion the entire main functional chain.

Making a strategic decision on a new defensive Doctrine of the country, a new social policy or a policy of economic transformation also “includes” the entire main functional chain, without which the implementation of the adopted management decision is impossible.

If an enterprise makes a tactical decision to increase the volume of production of products that are expected to be in high demand in the near future and will allow for additional profits, then this entails the need to develop an additional plan and requires additional organizational work, motivation, and control.

An operational management solution to a serious problem that has arisen in a particular area of ​​the enterprise’s activity may also require the inclusion of the entire main functional chain, starting with adjustments to the approved plans (production, financial, etc.).

However, both tactical and operational decisions must correspond to the enterprise development strategy.

Development and adjustment of strategy with the subsequent adoption of management decisions at the appropriate level - strategic, tactical, operational - together with the main functional chain form the main management cycle presented in Fig. 1.