Compliance with the principles of organizing the production process is one of the fundamental conditions for the effective operation of an enterprise.
Today, for an efficient and competitive organization of production, the following principles of production organization are used:
1. Proportionality (Proportional productivity per unit of time of all production departments of the enterprise (workshops, sections) and individual workplaces)
2.Differentiation (Division of the production process for the manufacture of products of the same name between individual divisions of the enterprise (for example, by technological))
3. Combinations (Combining all or part of diverse processes for the manufacture of a certain type of product within one area, workshop, production)
4. Concentrations (Concentration of the implementation of certain production operations for the manufacture of technologically homogeneous products or the performance of functionally homogeneous work in separate areas and workplaces)
5.Specialization (Forms of division of labor in the enterprise, in the shop. Assigning a limited range of works, operations, parts, products to each division of the enterprise)
6.Universalization (A certain workplace or production unit is engaged in the manufacture of products and parts of a wide range or in the performance of various manufacturing operations)
7.Standardization (The principle of standardization in the organization of the production process is understood as the development, establishment and application of uniform conditions that ensure its best course)
8. Parallelism (The simultaneous execution of the technological process in all or some of its operations. The implementation of this principle significantly reduces the production cycle of the product)
9. Straightness (The requirement of straightness of movement of objects of labor in the course of the technological process, that is, along the shortest path for the product to pass all phases of the production process without returns in its movement)
10. Continuity (Minimizing all interruptions in the production of a specific product)
11.Rhythm (Release at equal intervals of an equal number of products)
12.Automaticity (The maximum possible and economically feasible release of the worker from the costs of manual labor on the basis of the use of automatic equipment)
The economic efficiency of the rational organization of the production process is expressed in reducing the duration of the production cycle of products, in reducing the costs of manufacturing products, improving the use of fixed assets and increasing the turnover of working capital.
2 The system concept of the organization of production.
The methodological basis of the modern production organization paradigm is a systematic approach.
Fig. 1. Components of the systemic paradigm of production organization
A distinctive feature of the systemic paradigm of production organization is that it is based on the use of a systematic approach to solving organizational problems and involves the rejection of a rational model of production organization.
The systematic perception of the essence of the organization obliges to consider this phenomenon as a system of interconnected parts.
As a system, the organization of production is a set of forms and methods of interconnection of elements of productive forces, as a process - a set of interdependent types of activity. The use of a systematic approach solves the problem of a comprehensive consideration of the organization of production in the unity of its constituent parts and sides as an integrated holistic system.
The problems of survival of the enterprise and increasing the flexibility and adaptability of the organization of production to changes in the external environment are brought to the fore. The solution of these problems necessitates the consideration of the enterprise as an open socio-technical system. The main feature of such a system is organic interaction, the mutual influence of its elements and the external environment on each other, which determines the nature of the system's functioning. Its main element is an employee who has his own goals, the account of which is necessary in the process of forming the strategy and tactics of the enterprise. Unlike other systems, the socio-technical system can freely "choose and set certain goals, consciously changing its behavior to achieve them." The system must have a mechanism that allows it to resist changing conditions and maintain its viability.
As elements of such a mechanism, we distinguish a system of plans that determines the development strategy of the enterprise and the organization of production, designed to ensure the construction and its functioning in a dynamic environment; high culture of the organization as a set of ideas about the goals, place and role of the organization of production in increasing the efficiency of production activities, on the basis of which a specific mechanism for solving organizational problems is determined.
The transfer of the noted provisions to the field of the theory of organization of production gives an idea of the general model of modern organization of production, reflecting the mechanism for solving organizational problems. In a condensed form, it can be formulated in the form of a triad: development strategy, organization system and organization culture (Fig. 2).
Fig. 2. System model of production organization
1) The idea of an enterprise as a production system;
The enterprise is a special kind of social system. In this system, production processes take place, in the implementation of which the worker, with the help of instruments of labor, influences the objects of labor and turns them into a finished product.
A production system is a set of many elements and subsystems, designed and built to achieve the goals of manufacturing and producing industrial products or other types of material goods.
The elements are combined into complexes that are parts of the system and obey this system. Such complexes are called subsystems... In the production system, there are social, production-technical, information subsystems. In all production systems, a control and a controlled subsystem are distinguished.
The production system has a number of properties, the most important of which are:
· The production system is an open system because it is connected and exchanges resources, energy, information with the external environment. The system has external and internal inputs and outputs;
· The production system is a complex system, because includes many elements and their connections, has internal independence. The connections of the production system are not sufficiently definite, probabilistic;
· The production system has the property of purposefulness. Goal orientation ensures the unity of action of all its elements and subsystems. The objectives of the production system are diverse, and the enterprise is a multi-purpose system.
· In the production system, the property of emergence or integrity is manifested, which consists in the fact that the system is capable of more than each of its active parts;
· Production systems are managed systems. They allow for a temporary change in the process of functioning under the influence of control actions;
· Production systems have the property of adaptability because able to respond to changes in the external environment, adapting to new conditions and requirements based on changes in the structure of the system;
· Production systems are long-term systems that can function for a long time, while maintaining their properties and effectiveness.
2) the structure of the conceptual model of the organization of production.
The model is used to simplify the display and description of a real object, in this case, a production system or various organizational situations.
Despite the fact that the production and technical conditions of industrial enterprises are very diverse, the fundamental principles of organizing production are the same for different enterprises. This allows you to develop a general (conceptual) model of the organization of production at the enterprise, which in practice can be adapted to specific conditions.
The structure of the production organization model at the enterprise includes:
· The formulation of the goals of the organization of production;
· Criteria for the effectiveness of the organization of production systems;
· General characteristics of production organization systems at the enterprise and the composition of its subsystems;
· A list of production organization tasks implemented in each subsystem;
· Characteristics of the functions of line managers and staff units in the field of production organization;
· The scheme of information flows and workflow in the production organization system.
The goals of the organization of production. The main goal of organizing production at the enterprise is to ensure high economic and social efficiency of the enterprise. The means for achieving the main goal are the goals of the second level - the main goals, which in turn are determined by the nature of the enterprise.
Each of these areas of the enterprise's activity corresponds to the main goals of the organization of production, which can be achieved by carrying out the corresponding work and are implemented in the corresponding subsystems of the organization of production.
The degree of achievement of the main and main goals of the organization of production is assessed by a system of quantitatively expressed indicators, which includes:
· An indicator of the efficiency of the organization of production;
· An indicator of the share of an increase in production volumes due to the use of intensive factors;
· An indicator of the degree of satisfaction of consumer demand;
· Indicator of the rhythm of production;
· Indicator of reduction of the time for mastering new and improved products;
· An indicator characterizing the share of competitive products in the total volume of production;
· Indicator of losses from defects, correction of defects and claims;
· An indicator of the degree of equipment utilization over time;
· Indicator of the turnover of working capital;
· Indicator of intrashift use of working time.
The principles of management, which the leaders adhere to during its creation and functioning, are important in realizing the goals of the organization.
The principles of management determine the way of activity, and interaction and act as rules, norms of management AND activity. They reflect those relations in accordance with and what kind of masses to create, function and develop the management system of an organization, an enterprise.
The principles of management were formulated on the basis of observations and research, therefore they are a generalization of practical positive management experience and are based on certain laws and patterns of social development. their use in managerial activity gives a kind of "paved track" effect, when it is known what needs to be done in order to avoid failures. Therefore, knowledge and consideration of management principles in modern management is an important condition for its effectiveness.
Since the science of management in its evolution in certain historical periods determined various priorities and put forward various concepts of management, then the principles of management have gone the appropriate way, starting with a rationalistic approach to the organization of production processes and ending with ideas about effective management in the era of globalization and information technology.
F. Taylor was the first to draw attention to the need to comply with certain rational rules in production management. In 1911 he published the results of his research entitled Principles of Scientific Management ", where he identified four principles of the management of individual workers' labor:
Scientific approach to the implementation of each element of the work;
Scientific approach to the selection, education and training of workers;
Cooperation with workers;
Division of responsibility for the results of work between managers and workers.
These principles became the starting point for further research in this area, since their use made it possible to significantly improve the efficiency of production process management.
A representative of the administrative school of management, A. Fayol, went even further in this direction. He set himself the task of formulating universal principles of management that would apply to any areas of management activity. Therefore, his first step towards the development of an effective management system was the allocation of the main management functions and the establishment of relationships between them, which made it possible to consider management as a continuous process. And then, delving into the content of these functions, A. Fayol came to the conclusion that effective management is impossible without the rational construction of the structure of the organization and management of employees. Therefore, he suggested adhering to such principles in solving managerial problems and performing management functions (Table 7).
Table 7. Principles of management according to A. Fayol
| No. p. | Principles | Content of the principles |
| 1 | Division of labor | Specialization of work necessary for the efficient use of labor (by reducing the number of goals to which the employee's efforts are directed) |
| 2 | Authority and responsibility | Each employee must be delegated authority sufficient to be responsible for the performance of "work |
| 3 | Discipline | Workers must abide by the terms of the agreement between them and management, and managers must apply fair sanctions to troublemakers |
| 4 | Unity | The employee receives orders and reports to only one immediate supervisor |
| 5 | Unity of action | All actions with the same goal should be grouped together and carried out according to a single plan. |
| 6 | Subordination of interests | The interests of the organization take precedence over the interests of the individual |
| 7 | Staff remuneration | Employees receive fair remuneration for their work |
| 8 | Centralization | Natural order in an organization with a control center |
| 9 | Scalar chain | A continuous chain of commands through which all orders are transmitted and communications are carried out between all levels of the hierarchy |
| 10 | Order | Workplace for each employee and each employee at his workplace |
| 11 | Justice | The established rules must be adhered to by everyone at all levels of the scalar chain. |
| 12 | Staff stability | Commitment to long-term work in the organization, since high turnover reduces efficiency |
| 13 | Initiative | Encouraging employees to make independent judgments within the delegated authority |
| 14 | Corporate spirit | Harmony of interests of personnel and organization ensures unity of efforts |
Many of these principles are of practical value to this day, despite the fact that management science has changed significantly since the moment of their separation. World economic development today has entered a new stage - post-industrial, which has its own characteristics, and therefore requires a new vision of those processes that require management actions. At the end of the 20th century, the main attention in management is directed to people as carriers of intelligence. Management focused its efforts on making people able to act together and thereby achieve synergy in their work; management provided for honesty and trust in business relationships - ethics in business was declared the golden rule; management sought to create an organizational culture that would stimulate the self-development of employees and their desire to be equal members of the organization. Therefore, in the first place came such principles that allow you to fully reveal the potential of a person and direct it in favor of the organization:
Development of the creative abilities of the staff;
Involvement of employees in the development of management decisions;
Reliance on a flexible leadership system among staff and personal contacts of employees with the external environment;
Methods of working with people to ensure their job satisfaction;
Constant and purposeful support of the individual initiative of the employees of the company and organizations, they cooperate with it;
Honesty and trust in business relationships;
Reliance on high standards of work and commitment to innovation;
Mandatory determination of the component of the employee's participation in the overall results;
Development perspective orientation;
Reliance on universal human values and social responsibility of business to people and society as a whole.
Attention should be paid to the fact that modern management principles refer to such as "honesty and trust in business relationships". An equally important management principle is "recognition of the social responsibility of management to individuals and society as a whole." The most common considerations are that organizations, in addition to legal and economic responsibility, must consider the human and social aspects of the impact of their business activities on workers, consumers and communities, and make their contribution to solving social problems in general, sacrificing part of their means and efforts. They must voluntarily respond to the social needs of society, act responsibly in areas such as environmental protection, health, maternity, education, culture, sports, and the like. By their participation in charitable events, they can contribute to solving urgent social problems of the region in which they work.
The above principles form the basis of the modern management paradigm. Using them allows any organization to develop, modify in accordance with the requirements of the time. But every modern organization, relying on the potential of its employees, must find for itself the main thing that will contribute to successful work and meet the requirements and demands of the market. Therefore, we are talking about the formation of a certain approach to highlighting those basic principles that the company uses in its work in order to be successful.
In many respects, this concerns Ukrainian enterprises that have just begun to master the market alphabet. Rejection of absolute centralization in management is not easy, and in management practice its rudiments will remain for a long time in the form of a lack of desire to take on additional responsibility, work only under conditions of strict control, wait for an order to introduce something new, and the like. The situation is aggravated by the fact that domestic management is formed under the influence of Western theoretical concepts that were relevant a quarter of a century ago. Of course, they are quite suitable for work in the domestic market. But Ukrainian enterprises must be competitive in the foreign market as well. Now, in the era of globalization, competition is acquiring a different dimension, and entry into the world division of labor for Ukraine is a difficult task. The huge concentration of capital in highly developed countries is pushing small and even medium-sized businesses out of traditional spheres of activity. Consumer preferences are no longer paid attention to, but they are formed. Resisting the pressure of transnational companies is possible only in some areas, and even then on condition of effective management, based on the latest perception of market realities and selects adequate methods of interaction with them. Each organization in these conditions has for itself to determine those basic rules of doing business, the implementation of which will allow it to gain a competitive advantage. These rules, principles should determine the philosophy of doing business, organizational behavior, form an idea of consumer markets, competitors, technologies and their changes, etc. They should rely on the strengths of the company and take into account the weaknesses, outline the areas of activity and define clear development guidelines, to provide an opportunity to adequately assess the results of activities and to formulate new goals in a timely manner.
So, for a small enterprise that sets itself the task of working in the local market (the sphere of individual services, in particular), the following principles will be relevant:
Customer priority (reliable service, convenience, speed);
High quality of work;
Affordable prices;
Leadership imitations;
The identification of employees with the firm, each employee is a "person of the firm";
Constant search for alternative options for the company's activities;
The use of the latest ways to stimulate labor;
Implementation of programs for long-term professional development of leading employees;
Reliance on personal contacts of employees with the external environment;
Constant and targeted support of the individual initiative of the company's employees.
For a company that plans to expand its activities within the national market, the following principles may be key:
High standards of activity;
Orientation to the future development (expansion of the business sphere, raising the standards of activity);
Sharpened responsibility of each for the results of the business of the company;
Relying on the reality of market situations;
Decentralization of company management and an increase in the number of employees involved in the development of management decisions;
Expansion and deepening of the firm's ties with the external environment;
Leader orientation;
Increasing the readiness of everyone to innovate, dynamic product renewal;
Application of the latest ways to stimulate labor, including through meeting the needs for recognition and success;
Creation of a corporate organizational management culture based on common interests and common human values, partnership, cooperation and mutual benefit;
Social responsibility to society for the results of their activities.
For companies seeking to enter the foreign market, in addition to the above, the following principles will be important:
Concentration of efforts on key areas of activity;
Each step forward must be carefully justified, taking into account the specifics of the international market;
From the study of consumer preferences - to their formation;
Orientation of the firm's activities to universal human interests;
Compliance with business ethics.
As you can see, the relevance of certain principles can vary depending on the goals of the organization and the state of the environment, but in their totality they create a coherent system of rules that allows management to be effective.
Building an effective organization is an important task in all areas of human activity, in public administration, business, non-profit structures, etc. Organizational effectiveness will differ slightly from organization to organization as they differ in their objectives, size, social and economic impacts.
The theory of effective organization was an important contribution of the American professional management consultant G. Emerson to the classical theory of organization. In 1908, his book "Efficiency as the basis of production activities and wages" was published. - the main work of his life "The Twelve Principles of Efficiency."
True efficiency, Emerson wrote, always yields maximum results with minimum effort. But the condition for this must be a creative organization. "
Emerson studied the reasons for the success of small businesses that compete with large companies for a long time, and came to the conclusion that competitiveness is based not so much on economics from large-scale operations, but on the efficiency of organizing production processes, which requires adequate organizational structures. It is the creation of an effective organizational structure that is a key element in the organization's achievement of its goals.
According to Emerson, an effective organizational structure is characterized by the following:
- ? the most effective are the linear and staff forms of organization, since "nature, the human body and other perfect systems" are organized according to a linear or staff principle;
- ? the effectiveness of the functioning of line and headquarters units;
- ? The headquarters performs the following important functions: selection and training of personnel, correct installation and adjustment of equipment, smooth supply of the necessary materials and raw materials, control over the fulfillment of assigned functions by employees and control of the results of the production process.
In turn, an effective organization, according to Emerson, must have the following important characteristics:
- 1) the presence of precisely set goals;
- 2) standardization of operations, procedures and rules;
- 3) rationing the performance of work assignments;
- 4) fast and complete cost accounting;
- 5) dispatching of the production process;
- 6) labor and technological discipline.
In modern management, there are four complex criteria for the effectiveness of an organization (Fig. 7.1).
Goal achievement is the most widely used measure of organizational performance. The results of the production, economic, financial activities of the organization are compared with the established goals. Naturally, the better the organization achieves its goal, the higher the efficiency.
Rice. 7.1
At the same time, the most important for consideration are operational goals, since they really reflect what and how the organization has achieved, while strategic goals are rather abstract and difficult to measure.
There are two problems that have to be solved: the multiplicity of goals and the subjectivity of indicators of their achievement.
Because organizations have multiple and conflicting goals, it is often impossible to measure performance based on any one metric. Good results in relation to one goal can mean poor results in relation to another. Moreover, in addition to general goals, there are goals of individual divisions. For a complete and reliable assessment of the effectiveness, several targets should be kept in sight at the same time.
Another important problem is measuring the degree of achievement of goals, since for a number of them only subjective assessments are possible (for example, the welfare of employees or social responsibility).
Acquisition of resources characterizes the effectiveness of the organization at the "entrance" of the system. An organization is considered effective in this respect if it acquires the necessary factors of production (materials, raw materials, labor, capital, etc.), realizing the following characteristics:
- ? the organization's ability to extract rare and valuable resources from the environment, including financial resources, raw materials, human resources, knowledge and technology;
- ? the ability of decision-makers to see and correctly interpret the properties of the environment;
- ? the ability of managers to use tangible (eg, stocks of raw materials, people) and intangible (eg, knowledge, corporate culture) resources in the day-to-day activities of the organization to achieve the best results;
- ? the organization's ability to respond in a timely manner to changes in the environment.
At the same time, the ability of management to extract and manage resources matters only if resources and opportunities are used to produce something that others really need.
Internal processes("Healthy systems") imply a minimum of conflicts and destructive political actions, responsibility and trust between employees, as well as effective promotion of information within the organization (information reaches the employee without distortion).
Organizational performance indicators, in terms of an internal process approach, include:
- 1) a strong corporate culture and a friendly working climate;
- 2) mutual assistance, group loyalty and work as a single team;
- 3) mutual trust and communication between employees and management;
- 4) decision-making by persons who are close to sources of information, regardless of where exactly these sources are located in the hierarchical structure of the organization;
- 5) ease of horizontal and vertical communications, agreement on essential facts and assessments;
- 6) the system of remuneration of managers for good work, growth and development of their subordinates, as well as for the ability to create an efficiently working group;
- 7) such interaction between the organization and its parts, in which the problems arising in the course of work on any project are resolved in favor of the interests of the entire organization.
This criterion is important because the efficient use of resources and the consistent internal functioning of the organization are one of the aspects of its overall effectiveness. However, it does not take into account either the overall output, or the relationship of the organization with the environment, so using this criterion alone does not give a complete picture of the effectiveness of the organization.
Meeting the needs strategic groups is seen as an important criterion for the effectiveness of an organization.
A strategic group is any group of people inside or outside the organization that has some share of the capital in the organization and is interested in the results of the organization's work (for example, employees of the organization, suppliers of resources, consumers of the products manufactured by the enterprise).
Groups of criteria for assessing the effectiveness of meeting the needs of strategic groups are presented in table. 7.1.
Since the performance criteria for different strategic groups differ, there can be conflict between the strategic groups and the organization.
The strength of this criterion is that the concept of efficiency is broader here and that it considers factors both environmental and internal to the organization.
Table 7.1
Efficiency criteria for meeting the needs of strategic groups
To assess the effectiveness of a modern organization, the complex use of the considered groups of performance criteria is assumed, since there is no single criterion for assessing the effectiveness of organizations of various types or corresponding to all stages of the organization's life cycle, or assessing the satisfaction of all competing strategic groups.
Performance criteria can be thought of as some practical principles of leadership, as in well-managed organizations, mixed performance criteria help to adapt to different situations, identify and seek benefits from different strategic groups.
For effective management of an organization, it is necessary that its structure be consistent with the goals and objectives of the enterprise and be adapted to them. The organizational structure creates a certain framework, which is the basis for the formation of individual management functions. The structure identifies and establishes the relationship of employees within the organization, determines the structure of sub-goals, which serves as a selection criterion when preparing decisions in various parts of the organization. It establishes the responsibility of organizational units for a thorough study of individual elements of the external environment and for the transfer to the appropriate points of information about events requiring special attention.
The general criterion of efficiency is the dynamics of the rate of profit, the acceleration of the technical development of production, the ability to quickly respond to changes in demand and, in accordance with this, readjust production, the growth of labor productivity, the ability of the production control system to orient production towards the full use of available resources.
In a crisis period, there is a change in management structures aimed at creating conditions for the organization's survival through more rational use of resources, cost reduction and more flexible adaptation to the requirements of the external environment. But regardless of the reasons causing perestroika, it necessarily pursues the goal of expanding powers at the lower levels of the management hierarchy and increasing production and economic independence.
Such a complex procedure as changing the organizational structure is subject to serious analysis in terms of assessing its effectiveness. However, it is rather difficult to determine the economic result of the changes made, primarily because it is often calculated indirectly rather than directly. Such tasks are solved on the basis of a combination of scientific methods with the subjective activities of specialists. Therefore, when designing organizational structures, it is important to adhere to the principles of their construction.
Among basic principles for creating effective organizational structures relate:
- 1. Building blocks should be product, market or customer oriented rather than function oriented.
- 2. The basic blocks of any structure should be target groups of specialists and teams, and not functions and departments.
- 3. It is necessary to focus on the minimum number of management levels and a wide control area.
- 4. There should be an interconnection of the structural units in terms of goals, problems and tasks to be solved.
- 5. Every employee must be accountable and have the opportunity to take initiative. The most important factor influencing the choice of the type of the organizational structure of management and its formation is the norm of controllability (range of control, scope of management).
Controllability rate- the permissible number of performers subordinate to one manager.
The modern theory of the potential range of leadership is based on the fact that the scale of managerial capabilities of a manager is determined by numerous and dissimilar factors:
1. The degree of difficulty of the tasks assigned to this group. The difficulty of the assignment is determined by the complexity of equipment and technology, the degree of mechanization, and control capabilities. The more difficult the task, the fewer employees are subordinate.
It is known that in Scandinavian countries there are 20 workers per foreman, in Turkey - 85, in Greece - 100, in Russia - from 12 (in industry) to 300 (in clothing).
- 2. The importance of the tasks assigned to the group, manifested through professional responsibility, the risk of damage and costs, mental stress.
- 3. Diversity of tasks performed by subordinates. The increased diversity of jobs narrows the potential range of leadership because:
- - assignment of tasks to each individual employee is much more laborious than the general task of the group;
- - the methods of personnel training are many times difficult;
- - the integration of individual tasks takes a lot of time;
- - there is ambiguity about the tasks for the whole group.
With a heterogeneous assignment, the factor limiting the potential range of leadership is the level of competence.
- 4. Coordination, or the degree of coordination, of joint actions. The responsibilities of each employee may be simple, but there are many employees and different jobs, and the difficulty lies in precisely coordinating the activities of employees. The higher the degree of coordination, the wider the potential range of leadership.
- 5. Factor of the vertical range of leadership. The potential range of management narrows as you move up the levels of the hierarchical ladder (more heterogeneity of controlled activities; more effort needs to be made to train subordinates; the complexity of tasks and competence increases). This factor does not lend itself to simple measurement by the number of levels in the hierarchy, since the distance between levels in organizations is a variable quantity.
Mainly two approaches are used to determine the controllability rate:
- 1. The experimental statistical method is based on the analogy method. It is carried out by comparing the staffing of the analyzed structure with the staff of a similar structure that carries out a commensurate amount of work, but has a smaller staff. This method is quite simple, does not require much labor and is most widely used. It defines typical staffs by analogy with advanced structures. At the same time, such a method cannot, strictly speaking, be attributed to scientifically grounded methods. Therefore, to develop scientifically grounded, advanced structures, computational and analytical methods are used.
- 2. Calculation and analytical methods are based primarily on such factors as the nature of the work, the cost of working time, the amount of information, the number of relationships.
There are three types of work, depending on its nature:
- - creative (heuristic), consisting in the development and adoption of decisions;
- - administrative and organizational, consisting of administrative, coordination and control and assessment operations;
- - performing (operator), consisting in the performance of work, provided for by service instructions.
The volume of work performed by personnel, due to the specifics of their work, is not always possible to express in standard hours.
The complexity of the work of individual specialists will depend on what proportion in the total volume of their official activity is one or another type of work. The difficulty and versatility of the personnel's work predetermines the complexity of its quantitative assessment. Creative work in this respect can be defined as the least quantifiable, it cannot be expressed, for example, in standard hours. Administrative work also fits into the category of complex work, it may contain individual operations that can be measured, but the proportion of these operations is insignificant. Performing labor has a well-defined quantitative expression, and its costs can be measured in standard hours.
The rationing of complex labor can be carried out as follows:
- - when standardizing work associated with the development of judgments, analysis and decision-making, it is advisable to synchronize the activities of the relevant category of personnel to study documentation, cards, correspondence, reports, alternative options, to participate in meetings, business conversations, taking into account the experience, titles, interest of the performers;
- - when assessing the work of performers that is not of a routine nature, experience shows that certain work patterns, cliches, sequence in actions and other elements that are amenable to formalization that appear after some time can be used.
Taking into account the psychological opposition of creative workers to the possible regulation of their work, it is useful to show a delicate approach to them and, in particular, try to involve them in the process of rationing.
When standardizing the costs of working time, the method of photo-timing observations is used. It is especially useful in the absence of norms and standards of costs. The advantage of this method is the possibility of establishing the standard number of personnel, taking into account the specific features of the analyzed structure. At the same time:
- - the results of the analysis reflect the cost of working time only at the time of observation;
- - to obtain reliable data requires a significant investment of time and money;
- - a subjective approach is not excluded.
Determination of controllability standards by measuring the amount of information is carried out on the basis of the statistical test method or the so-called Monte Carlo method.
This method is applicable only for determining the standard number of personnel associated with information processing, and for its implementation requires a significant investment of time. Its accuracy depends on the number of samples taken.
The French mathematician and management consultant of Lithuanian origin V. Greikunas already in 1933 argued that the factor that determines the rate of control is the number of controlled relationships, interconnections in the organization. He noted that there are three types of relationships: the relationship between the leader and individual employees, general relationships and relationships between subordinates. To determine the total number of such connections, Greikunas used the following equation:
where WITH- the number of links;
NS- the number of subordinates.
Controllability standards, taking into account the level of management and the type of production, are shown in table. 16.
Table 16 - Norms of manageability of line managers
Organization of work is the process of delegating and coordinating tasks and resources with responsibilities, authority and accountability that are clearly defined. What do we get if we invest our time and energy in the correct organization of work, and how to achieve it?
Benefits of good work organization
The powers and responsibilities of employees are clearly defined; everyone knows what is expected of him.
Responsibilities are allocated fairly; employees have a certain amount of work that they agree with.
Using resources as efficiently as possible; there is no duplication of responsibilities.
Coordination of work is continuous; employees work together to achieve the goals of the company.
Employee satisfaction at a high level; they prefer an organization that works well.
Completion of tasks is achieved; this can only be achieved by properly organizing the work.
But how to organize the work correctly? What principles should be followed in this case?
General principles
Unity of leadership implies the presence of one leader for each employee and a single plan that is designed to achieve a common goal for employees.
Command chain means that the authority in the organization must be clearly delineated from top to bottom. Everyone should know who is accountable to him, and to whom, accordingly, he is accountable.
The main principle that follows from the above is that each employee should have only one boss!
Control scope- the manager should have as many subordinates as he is able to keep under management and effective control. The number of direct reports may vary. It depends on many factors, for example, the area of work of the company, the level of responsibility and authority of a particular leader, the tasks performed by this department, and other variables.
Specialization- each employee in the organization has clear, defined functions. In order for this principle to be observed, the head must clearly understand the structure of the company and fully possess information about who, what, where and why does and what are the interactions and connections within the company. Documents such as job descriptions are very helpful in defining employee functions.
Coordination- the process of integrating the work of departments to achieve the goals of the company. To begin with, it is important to understand what the purpose of the company is. Then you need to understand what is the function of a particular unit in the process of achieving a common goal. In the end, it is necessary to coordinate the actions of different departments in the implementation of the company's goal. A department can only be useful if it is included in the overall work.
Balanced responsibility, authority and accountability- all the functions listed below are balanced among themselves and have the same importance.
Delegation- the process of assigning responsibility and authority for the task. The main thing in delegation is to correctly determine what can and should be delegated, and what should still be done by the leader personally. The volume of delegated tasks depends on many nuances, so each manager determines it based on his own situation. Delegation, however, is a must for the efficient operation of an enterprise.
Stability of employees- employees stay in their places as long as possible, low staff turnover. This principle significantly affects the company's profit, although it is not as obvious as, for example, in the case of rent or the purchase of raw materials. But if we calculate how much money is spent on finding suitable personnel, their selection, training, etc., the importance of employee stability becomes obvious.
KISS (Keep It Short and Simple)- simplify the work process as much as possible. In some enterprises, job descriptions, norms and rules are similar to specially encrypted messages. The sentences are so florid and incomprehensible that an employee, especially a beginner, is lost from the very first pages. But the unjustified difficulties that exist only on paper are not the worst thing yet. It is much worse when the work process itself is complicated, especially if there is no need for it. The reason for the complication can be excessive bureaucratization, when there are a lot of instructions for making a simple decision, as well as a lot of approvals that need to be obtained.
Flexibility- there are exceptions to each rule. The situational approach does not mean breaking the rules of our own free will, but the ability to think outside the box, especially when the situation goes beyond the generally accepted rules. It is widely known that any crisis or force majeure situation requires an individual approach. However, not only the crisis can force the leader to move away from the stereotyped decisions, otherwise there would not be new technologies and approaches in business.
Power
Power is an integral part of the organization of work. The best option is when formal and informal power is in the same hands.
Formal authority starts at the top of the organization and is delegated down the chain of command.
The manager has the right:
- make decisions;
- issue orders;
- use controlled resources.
Informal power- Being endowed with formal power when taking office, leaders have to acquire informal power, if it was not there initially. Informal power, or the so-called authority, is much easier earned by a leader in the eyes of employees if he has the following qualities:
Technical skills, that is, a thorough knowledge of the work.
Success stories are great previous work.
Human communication skills.
Trust is openness and honesty in a relationship.
Organization of the work of the institution
There are three organization / reorganization tools that need to be developed before starting the workflow:
1. Building an organizational structure.
2. Development of policies, procedures, rules.
3. Development of job descriptions (responsibility, tasks, functions).
To whom should the leader delegate authority in the first place?
It is best to delegate to those you intend to promote. Try to take into account the interests of employees, do not overload them. Don't try to set the bar too high. Take time to train employees before asking them.
In order to move from theory to practice, we will get acquainted with the delegation algorithm, which will help to correctly build the transfer of authority and will allow you, as a leader, to develop subordinates and develop yourself.
Step 1. Explain to the employee why the need for delegation has arisen and why you are transferring this or that responsibility to him.
Your explanations help the employee see the big picture and understand the importance of the delegated work. You need to motivate the employee by showing him that you value him. Do not use the approach: "This is, of course, a stupid job, but someone has to do it ...".
Step 2. Set objectives by defining responsibilities, scope of authority and timing.
Delegation is planning, and it starts with setting a goal that the employee must achieve.
Example:
1. Make a list of suppliers and submit it to the manager every Friday at 12.00 (power to inform).
2. Fill in the order to suppliers and submit it to the manager every Friday at 12.00 (authority to recommend).
3. Fill out an order to suppliers, sign it and send it to the purchasing department, providing a copy to the manager every Friday at 12.00 (authority to report).
4. Fill out an order to suppliers, sign it and send it to the purchasing department, leaving a copy to yourself every Friday at 12.00 (full authority).
Step 3. Develop a plan.
When developing a plan, an operating sheet should be drawn up. Employee training may be part of the plan. If it is necessary for the employee to interact with other services, the manager must give instructions on providing him with the necessary information and support.
Choosing the right management style is critical to successful delegation.
Step 4. Set control points.
The deadline for the end of the delegation must be set in the tasks. The supervisor and subordinate should agree on the following issues: control form (call, visit, memo, detailed report) and time frame (daily, weekly, after certain steps taken before moving on to the next step).
Step 5. Enter reporting by employees.
Employees are more productive when their performance is measured and evaluated. The manager must evaluate the work at each checkpoint and after its complete completion; as a result, control should be encouraged or penalized as appropriate.
